2016
DOI: 10.1007/s12525-016-0226-1
|View full text |Cite
|
Sign up to set email alerts
|

Generating and exploiting customer insights from social media data

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

1
28
1
3

Year Published

2016
2016
2021
2021

Publication Types

Select...
6
1
1

Relationship

0
8

Authors

Journals

citations
Cited by 26 publications
(33 citation statements)
references
References 67 publications
1
28
1
3
Order By: Relevance
“…For instance, beneficiaries give detailed feedback or even enable new opportunities, such as McDonald's MyBurger initiative or Lego's Ambassador Program. Likewise, interaction in social media plays an increasingly key role in gaining information about customer behavior and yields valuable insights on customers (Baumol et al, 2016;Wieneke & Lehrer, 2016). Analyzing these interactions has become an important tool for customer orientation (Alt, 2016).…”
Section: The Principle Of Mobilization-oriented Designmentioning
confidence: 99%
“…For instance, beneficiaries give detailed feedback or even enable new opportunities, such as McDonald's MyBurger initiative or Lego's Ambassador Program. Likewise, interaction in social media plays an increasingly key role in gaining information about customer behavior and yields valuable insights on customers (Baumol et al, 2016;Wieneke & Lehrer, 2016). Analyzing these interactions has become an important tool for customer orientation (Alt, 2016).…”
Section: The Principle Of Mobilization-oriented Designmentioning
confidence: 99%
“…The use of this customer (generated) data and insight represents one of the major resources and tools for implementing social CRM (Table I; Trainor et al , 2014; Choudhury and Harrigan, 2014; Küpper et al , 2015a,b,c; Acker et al , 2011) that is generally called as a relational information capability (Marolt et al , 2015). The importance of this capability in assisting firms to increase customer relationship performance and engagement is confirmed by recent studies (Wongsansukcharoen et al , 2015; Harrigan et al , 2015; Rodriguez et al , 2014; Küpper et al , 2015a; Wieneke and Lehrer, 2016). Furthermore, the following studies provide more specific guidelines on how these new technological affordances for collecting and using customer (generated) data can help the firms to transform their CRM implementation from a transactional to a social dimension.…”
Section: Approaches To Social Customer Relationship Management Implementationmentioning
confidence: 63%
“…The differences between CRM 1.0 and CRM 2.0 (Table I) are centred around the ways they conceive the role and the management of the customers and their communities (from passive to active value co-creators); the processes for creating value (from utilitarian company-focussed transactions to the co-creation of social interactions and personalised experiences); the use and design of technology applications (from automating transactions to the use of technology for empowering customers, enriching customer experiences and supporting the operational and social aspects of interactions); the scope and focus of interactions (from company-centred operations to customer-centred ecosystems); and deep customer insight (from transactional customer profiles to holistic customer social profiles) that companies can obtain through Big Data that enables them to understand not only what and when people buy/consume (transactional data of traditional CRM) but also why they buy, how, when, with whom, why they consume experiences and how they feel about these experiences. By observing customers in their private and social lives, Big Data empower firms to not only identify the customer needs and actions but also explain the reasons of these needs, how these change over time and the drivers behind customer decision and actions (Wieneke and Lehrer, 2016). Hence, social CRM requires the collection and interpretation of customer data that are located and produced in various customer interaction points outside of the firm’s boundaries.…”
Section: Social Customer Relationship Managementmentioning
confidence: 99%
“…Na Tabela 08, percebemos temas de estudo similares e com as datas de publicações muito próximas, o que indica que o estudo teve continuidade ou tratou de um mesmo estudo, muitas vezes sendo dividido em duas partes para publicação. O tema mais evidenciado nas investigações acadêmicas do período pesquisado foi a mídia social, a qual possui 25 artigos (Herschel & Yermish, 2008;Trainor, Andzulis, Rapp, & Agnihotri, 2014;Kim, Koh, Cha, & Lee, 2015;Martin & Reddington, 2009;Bolat, Kooli, & Wright, 2016;Fisher, McPhail, You, & Ash, 2014;Braojos-Gomez, Benitez-Amado, & Llorens-Montes, 2015;Marolt, Pucihar, & Zimmermann, 2015;Wang & Kim, 2017;Ahani, Rahim, & Nilashi, 2017;Lam, Yeung, & Cheng, 2016;Heartfield & Loukas, 2016;Venkatarama & Das, 2013;Chae, 2015;Jalonen, 2014;He, Zheng, & Zeng, 2016;Dong & Wu, 2015;Rayna & Striukova, 2016;Loukis, Charalabidis, & Androutsopoulou, 2017;Nguyen, Yu, Melewar, & Chen, 2015;Harrigan, Silvia Spagnol Simi dos Santos, Sérgio Begnini, Carlos Eduardo Carvalho, Ieda Margarete Oro Soutar, Choudhury, & Lowe, 2015;Hong, Shin, & Kim, 2016;Teo, Nishant, & Koh, 2016;Barawi & Seng, 2013 ;Wieneke & Lehrer, 2016).…”
Section: Análise Dos Temas Abordadosunclassified