Customer relationship management capabilities and social media technology use: Consequences on firm performance

Foltean, Florin Sabin; Trif, Simona Mihaela; Tuleu, Daniela Liliana

doi:10.1016/j.jbusres.2018.10.047

Cited by 175 publications

(259 citation statements)

References 96 publications

Supporting

Mentioning

224

Contrasting

Unclassified

Order By: Relevance

“…In the existing literature of marketing and IS, information technology is considered to be an important factor in enabling value co-creation between firms and customers and facilitating service innovation [24,29]. In the context of social commerce, this study focuses on social media technology, one of the most important information technologies that empowers customers to be the center of online transaction [9]. As social media technologies supporting user sharing and user generating [3], customers can be the creators or the distributors of resource online instead of the receivers who passively accepting information.…”

Section: The Role Of Social Media Technologies In Service Innovationmentioning

confidence: 99%

“…First, this study reveals how social media technology empowers exceptional customers to engage in service innovation from a customer-owned resource perspective. Social media technologies empowering customers have long been used as a premise to interpret changes in customer status and behaviors in the digital age [9,21]. However, what aspects of customers are changed and how they are changed by social media technologies, that trigger transformation of customer status and behaviors, have been little explored.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

See 1 more Smart Citation

The Role of Social Media Technologies in Service Innovation: Perceptions of Exceptional-customer-engaged Value Co-creation

Wu¹,

Xiao²,

Xie

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

Social media technologies have greatly facilitated customers' self-empowerment, and have given rise to a handful of exceptional customers who engage in service innovation. Compared with the more common customer behaviors like word-of-mouth and reviewand-feedback, exceptional customers actively integrate their heterogeneous resources and creatively cooperate with firms to innovate service. Nevertheless, there have been relatively few studies on how information technologies enable such customer engagement and the co-creation of service innovation. We adopted a qualitative approach and conducted a comparative analysis of two cases, including a pair of firms and their cooperating exceptional customers, to reveal two value co-creation mechanisms enabled by social media technologies: customers as communicators who facilitate the individualization of product promotion through resource sharing and digital engagement with firms; and customers as innovators who facilitate the individualization of brand design through resource convergence and co-creation of new value propositions with firms. This study discovered the enabler role of social media technologies in service innovation and value cocreation between firms and exceptional customers, as well as a theoretical basis and practical guidance for market innovation in the digital era.

show abstract

Section: The Role Of Social Media Technologies In Service Innovationmentioning

confidence: 99%

Section: Theoretical Implicationsmentioning

confidence: 99%

The Role of Social Media Technologies in Service Innovation: Perceptions of Exceptional-customer-engaged Value Co-creation

Wu¹,

Xiao²,

Xie

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

show abstract

“…However, considering CRM only from a technological perspective and neglecting its strategic role appears to be "a common mistake" (Frow & Payne, 2009, p. 14). In marketing literature, CRM was approached as a process (Rababah et al, 2011), capability (Foltean et al, 2019;Trainor et al, 2014), technology (Chang et al, 2010;Oumar et al, 2017) or philosophy (Stefanou et al, 2003).…”

Section: Introductionmentioning

confidence: 99%

“…Despite substantial researches investigating the effects of CRM capabilities on different business performance outcomes, there is still little research demonstrating how these effects vary, taking into consideration different criteria such as market settings, firm size, industry, competition intensity or level of innovativeness (Coltman et al, 2011;Foltean et al, 2019;Wang & Feng, 2012). Moreover, according to Zeynep Ata & Toker (2012), marketing literature regarding the impact of CRM on firm performance is limited mainly to Business-to-Consumer (B2C) markets.…”

Section: Introductionmentioning

confidence: 99%

Linking CRM capabilities to business performance: a comparison within markets and between products

Trif

Duțu

Tuleu³

2019

Management &Amp; Marketing. Challenges for the Knowledge Society

View full text Add to dashboard Cite

Business performance is the primary goal of any type of firm, being a top priority for managers. Customer relationship management (CRM) capabilities is known in the literature as an important driver of business performance. However, there are significant differences across firms due to market settings they are acting on, or to the nature of products they are selling. Yet, little is known about how the impact of CRM capabilities on business performance vary across Business-to-Business and Business-to-Consumer markets, or across firms that are selling goods or services. In this study, we use data from a sample of 102 firms to investigate how customer relationship orientation influence the dimensions of CRM capabilities and how these capabilities determine customer satisfaction and market effectiveness, two business performance outcomes. Structural equation modelling is used in order to test the hypothesized relationships. The total sample is spilt into subsamples taking into consideration market settings and product type criteria, and the hypothesis are tested within them. Our results reveal that in case of each subsample, customer satisfaction and market effectiveness are driven by different dimensions of CRM capabilities. Critically, we find that in cases of firms that are acting mainly on Business-to-Business markets, customer relationship orientation doesn't influence customer relationship upgrading capability, a dimension of CRM capabilities. Finally, the implications of these results for practitioners and managers are presented.

show abstract

“…Specifically, brands use SMS to establish their presence online and actively engage with their followers by uploading content or responding to customers' comments and queries (Osei-Frimpong and McLean, 2018). This SMS presence and active brand-customer exchanges in turn replicate face-to-face interactions in an online environment (Ou et al, 2014) supporting the supplier-customer relationship (Andzulis et al, 2012, Foltean et al, 2018.…”

mentioning

confidence: 99%

“Just be there”

Karampela

Lacka²,

McLean

2020

EJM

View full text Add to dashboard Cite

Purpose In business-to-business (B2B) settings, research on social media sites (SMS) has primarily examined the benefits and challenges relating to their use, as well as factors driving their adoption. Recently, attention has turned to the consequences of using SMS in B2B markets. The purpose of this paper is to extend this line of research by investigating the impact of B2B brands’ social media presence, interactivity and responsiveness on customers’ perceptions of four indicators of brand relationship strength (commitment, intimacy, satisfaction and partner quality). Design/methodology/approach Data from an online survey (N = 200) with customers of UK-based B2B firms were analysed using structural equation modelling. Findings The study reveals that a supplier’s presence on Twitter, LinkedIn and Facebook has a positive impact on all four brand relationship strength indicators; interactivity enhances perceived partner quality, while responsiveness positively influences commitment. Differences across the three SMS are also observed. Research limitations/implications The research was conducted on a sample of UK-based firms with varying degrees of SMS use that may influence the impact on B2B brand relationship strength. Practical implications This study indicates that B2B brands ought to focus primarily on presence on SMS, given its positive impact on brand relationship strength. At the same time, however, B2B brands should be active in responding to customers’ queries on SMS, as well as interacting with them to enhance commitment and perceived partner quality, respectively. Originality/value This study contributes to the digital marketing and B2B relationships interface and is the first to examine the role of B2B brands’ presence, interactivity and responsiveness on SMS in enhancing relationships with customers.

show abstract

Customer relationship management capabilities and social media technology use: Consequences on firm performance

Cited by 175 publications

References 96 publications

The Role of Social Media Technologies in Service Innovation: Perceptions of Exceptional-customer-engaged Value Co-creation

The Role of Social Media Technologies in Service Innovation: Perceptions of Exceptional-customer-engaged Value Co-creation

Linking CRM capabilities to business performance: a comparison within markets and between products

“Just be there”

Contact Info

Product

Resources

About