Social Customer Relationship Management in Small and Medium Enterprises: Overcoming Barriers to Success

Abstract

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Evaluation of Personnel Information System Human Resources Development Agency Human Resources Transportation

“…Machado and Davim explain more deeply about human resources, Human resource management is essentially a philosophy about how people should be managed. It is a comprehensive, coherent approach to employing and developing people, with a focus on both improving the effectiveness of an organization through people, but also treating people in a morally sound manner, (Torugsa et al, 2019). Human resource management is a philosophy carried out by leaders about what must be managed properly and correctly.…”

Barriers to Customer Relationship Management practices: A survey of university libraries in Pakistan

“…Leadership commitment: This aspect mostly concerns people, or university top management and library administrators, who should be able to (a) set the vision and lead the business by introducing CRM effectively, (b) be responsible for defining CRM strategies, and (c) drive CRM implementation by establishing resources, time, working environment, and technology. Torugsa, Yawised and O'Donohue (2019) identified proactive engagement, learning and change management, and managerial support as the primary barriers to CRM implementation success any organisation need to overcome. University top management should convince their employees of the advantages and future consequences of the plan and become the key promoters of CRM, as well as pass on encouragement and dedication to other levels of the organisation to implement CRM (Alshourah, Alassaf and Altawalbeh 2018).…”

Modelling Socio-Digital Customer Relationship Management in the Hospitality Sector During the Pandemic Time

“…While the existing literature retraces well social-CRM's evolution and its conceptualization, it fails to provide examples and a framework about the usage of social media for implementing the social-CRM's strategy and meeting new customers' needs (Dewnarain et al, 2019;Marolt, Pucihar, & Zimmermann, 2015). Owing to the limited understanding of the effective use of tools for social CRM (Marolt et al, 2015;Sigala, 2018), the firms may continue facing problems for successful implementation of social CRM (Dewnarain et al, 2019;Jami Pour & Hosseinzadeh, 2021;Torugsa & Yawised, 2019). This also implies in the context of hospitality as well as in tourism, where the CRM strategies and loyalty programmes of several firms are outdated and are not able to exploit new technologies to attract the Millennials (Bowen & Chen McCain, 2015;Sigala, 2018).…”