Electronic Customer Relationship Management and SME Marketing Practice

Abstract

Evidence suggests that small to medium sized enterprises (SMEs) have failed to capitalize on the Internet to facilitate the management of customer relations (e-CRM) and the creation of competitive advantage (Chen & Popovich, 2003; Geiger & Martin, 1999; McGowan et al., 2001; O’Toole, 2001). This is attributed to a lack of influence, time, finance and specialised knowledge, (Carson & Gilmore, 2003) coupled with the reality that most Information Systems and Technology models and tools have been developed from the perspective of the large firm (Maguire et al., 2007; Poon & Swatman, 1999).Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

Value impact of social media: a perspective from the independent brewery sector

“…gives an advantage to the small independent breweries because they are more likely to have a localised, physical connection to the community. This view is supported by studies of organisations adopting digital communication technologies (such as social media), which generally conclude that quality of relationship is a more significant success factor than big budgeted IT structures and systems (McMahon & O'Donnell, 2010). Rowley (2004) similarly suggests that organisational based community websites are more likely to be effective if the relationships are brought down to a local level.…”