Journal articles: 'CRM, Social media, Social CRM'

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Yawised, Kritcha, and Peter Marshall. "Social CRM." International Journal of Virtual Communities and Social Networking 7, no. 1 (January 2015): 14–20. http://dx.doi.org/10.4018/ijvcsn.2015010102.

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Social customer relationship management (social CRM) is an emerging practice that utilises social media to engage with customers. In its most complete form, social CRM is a concept and a practice that integrates social media and social networking with traditional CRM technologies, processes and practices in order to bring about a superior engagement with customers including improved customer service, leading, hopefully, to improved revenues and profits for adopting businesses. This paper reviews the academic and practitioner literatures on social CRM, makes a broad comparison between the two literatures, and then, based on an assessment of the literature, specifies possible new research directions and opportunities. In terms of the findings, the literature review revealed that academic research in social CRM focused, unsurprisingly, on the theoretical notion of social CRM and on specifying the key processes for it, whereas the practitioner literature focused on how to respond to the challenges of social media and capitalise on the opportunities presented by such media.

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Juwitasary, Hanny, Mohamad Noorman Marek, Norizan Anwar, Mohd Nasir Ismail, and Yohannes Kurniawan. "Social Media in Social CRM: Systematic literature review." Environment-Behaviour Proceedings Journal 7, SI10 (November 30, 2022): 59–65. http://dx.doi.org/10.21834/ebpj.v7isi10.4102.

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Social CRM has become a concept that changes traditional CRM into technological CRM that uses web 2.0 or social media to engage with the customer. SM usage growth is so rapid that companies compete to use social media as their marketing to improve engagement and services to their customers. This research aims to find the role of SM and factors that can measure the influence of SM in S-CRM. This study uses SLR to identify the parts of SM in the industry that implements social CRM and measurement that comes out of the TOE, TAM and IS success models. Keywords: social media, social CRM, systematic literature review eISSN: 2398-4287 © 2022. The Authors. Published for AMER ABRA cE-Bs by E-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under the responsibility of AMER (Association of Malaysian Environment-Behavior Researchers), ABRA (Association of Behavioral Researchers on Asians), and cE-Bs (Centre for Environment-Behavior Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.

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Greve, Goetz. "Social CRM – ganzheitliches Beziehungsmanagement mit Social Media." Marketing Review St. Gallen 28, no. 5 (October 2011): 16–21. http://dx.doi.org/10.1007/s11621-011-0058-5.

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Bailey, Ainsworth Anthony. "Factors Promoting Social CRM." International Journal of Customer Relationship Marketing and Management 6, no. 3 (July 2015): 48–69. http://dx.doi.org/10.4018/ijcrmm.2015070104.

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The principal focus of this paper is the development of a conceptual model that incorporates personality variables and service provider-related social media characteristics to propose their impact on consumers' perceptions of the usefulness of social CRM and user satisfaction with a service provider's social CRM efforts, as well as the impact of these perceptions on subsequent intentions and behaviors such as intention to continue social engagement, social engagement with the brand, and electronic word-of-mouth generation. The model proposes positive and significant relationships among the personality variables and perceptions of usefulness and user satisfaction with a service provider's social CRM efforts. In addition, social media platform characteristics also have positive and significant on these variables, which in turn positively and significantly impact consumer social engagement and e-WOM generation. The conceptual model needs validation. Survey data can be obtained and SEM can be used to assess the proposed links in the model.

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Harrigan, Paul, Geoff Soutar, Musfiq Mannan Choudhury, and Michelle Lowe. "Modelling CRM in a social media age." Australasian Marketing Journal (AMJ) 23, no. 1 (February 2015): 27–37. http://dx.doi.org/10.1016/j.ausmj.2014.11.001.

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Thute, Charudatta. "Social media monitoring: paradigm shift in CRM." International Journal of Electronic Customer Relationship Management 7, no. 3/4 (2013): 231. http://dx.doi.org/10.1504/ijecrm.2013.060699.

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Kamboj, Shampy, Mayank Yadav, Zillur Rahman, and Praveen Goyal. "Impact of Social CRM Capabilities on Firm Performance." International Journal of Information Systems in the Service Sector 8, no. 4 (October 2016): 1–16. http://dx.doi.org/10.4018/ijisss.2016100101.

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The emergence of social media technologies have drastically changed the face of customer relationship management (CRM), hence firms are incorporating social media technologies in their existing CRM systems which has led to the evolution of social CRM. This article extends capability-based perspective of traditional CRM by integrating it with social media technologies and to assess empirically their significant impact on firm performance. It also examines the mediating role of co-created customer experience. The developed hypothesis and proposed model were tested through structural equation modeling (SEM). The results show that co-created customer experiences play a role of mediator between social CRM capabilities and performance outcomes. Sales/marketing centric technology resources significantly influence four dimensions and customer centric technology resources influence two dimensions of relational information processing capability. The findings also depict that there is an influence of Sales/marketing and customer centric technology resources on customer linking, market sensing and social CRM capabilities.

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Stewart, Margaret C., Maria Atilano, and Christa L. Arnold. "Improving Customer Relations with Social Listening." International Journal of Customer Relationship Marketing and Management 8, no. 1 (January 2017): 49–63. http://dx.doi.org/10.4018/ijcrmm.2017010104.

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Strategic social media plays a crucial role in contemporary customer relationship management (CRM); however, the best practices for social CRM are still being discovered and established. The ever-changing nature of social media challenges the ability to establish benchmarks; nonetheless, this article captures and shares actions, insights, and experiences of using social media for CRM. This case study examines how an academic library at a mid-size American university located in northeast Florida uses social media to engage in social listening and to enhance CRM. In particular, the social listening practices of this library are highlighted in relation to how they influence and potentially improve CRM. By exploring the practices of this single institution, attempts are made to better understand how academic libraries engage with customers using social media as a CRM tool and ideas for future research in the realm of social media and CRM practices are discussed.

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Heller Baird, Carolyn, and Gautam Parasnis. "From social media to Social CRM: reinventing the customer relationship." Strategy & Leadership 39, no. 6 (November 8, 2011): 27–34. http://dx.doi.org/10.1108/10878571111176600.

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Cheng, Colin CJ, and Eric C. Shiu. "How to enhance SMEs customer involvement using social media: The role of Social CRM." International Small Business Journal: Researching Entrepreneurship 37, no. 1 (May 31, 2018): 22–42. http://dx.doi.org/10.1177/0266242618774831.

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Despite increasing attention to the influence of customer involvement and social media in developing innovation in small- and medium-sized enterprises (SMEs), few studies have specifically investigated how to improve the effectiveness of social media–based customer involvement. Drawing on the knowledge-based view, social network and capability theories, we address this question by arguing that Social Customer Relation Management (CRM) enhances the effect of social media–based customer involvement upon innovation. Two key capabilities further enhance the moderating effect of Social CRM: social media network and customer information processing capabilities. The results from a longitudinal dataset of 317 SMEs indicate that SME customer involvement, enabled by Social CRM, social media network and customer information processing capabilities increases innovation. These findings have important implications for researchers and managers interested in enhancing the efficacy of SME customer involvement using social media.

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Wahi, Ashok Kumar, Yajulu Medury, and Rajnish Kumar Misra. "Social Media." International Journal of Service Science, Management, Engineering, and Technology 5, no. 3 (July 2014): 1–15. http://dx.doi.org/10.4018/ijssmet.2014070101.

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The purpose of this paper is to provide an understanding of the Web 2.0 phenomenon and social media and its implications on customer relationship management, in order to learn that online communities and social networking are at the core of the enterprise of future or Enterprise 2.0. A range of published articles and books regarding Web 2.0, Enterprise 2.0, CRM 2.0 and social networking are examined and critiqued. A model is proposed to establish the association between Enterprise 2.0 and Information Technology from the perspective of social media. The sources are divided into three basic elements: Web 2.0, Online Social Networking websites and CRM 2.0. If Enterprise 2.0 is the enterprise of future then Social Media is the future of enterprise. Customer engagement and customer value proposition form the core of Enterprise 2.0 and online communities and social media form the corresponding core for knowledge creation and integration of Enterprise 2.0. Social media should affect customer relationship management in organizations. In the knowledge society of the future extended enterprises will become the basis of business rather than the competitive strength of individual enterprises and therefore the need to proactively prepare for it.

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Lipiäinen, Heini Sisko Maarit. "CRM in the digital age: implementation of CRM in three contemporary B2B firms." Journal of Systems and Information Technology 17, no. 1 (March 9, 2015): 2–19. http://dx.doi.org/10.1108/jsit-06-2014-0044.

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Purpose – The purpose of this study was to contribute to the current discussion on digitization in companies’ marketing from a customer relationship management (CRM) perspective by examining the role and objectives of CRM and the exploitation of social media to serve the objectives of CRM in contemporary business-to-business (B2B) companies. Design/methodology/approach – The data are collected through semi-structured themed interviews with key marketing/sales managers from three B2B firms. Findings – CRM seems to be moving closer to the company’s core activity and becoming everybody’s business to a greater extent than ever before, but its main goal, to enhance customer relationships, will not necessarily change. Understanding the customer is vital and requires different functions to cooperate closely to ensure the firm has the best possible understanding of its customers. Public social media tools played almost no part in CRM, but closed social media systems might have potential in the future. Research limitations/implications – The chosen research approach limits the generalization of the results. Practical implications – It seems likely that firms will benefit from a collaborative working style over the traditional silo approaches. For B2B firms, public social media does not seems to be the most suitable source to serve CRM but private social media channels might have potential in the future. Originality/value – The lack of empirical examination of the change from company ecosystem to customer ecosystem from a CRM perspective, and the lack of research on social media for CRM in the B2B context, determines the purpose of this study. Furthermore, digitization is a rather new and unstructured phenomenon and many companies are still considering how to reconcile to it.

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Yin, Lixi. "Social Media Monitoring (SMM) with CRM in Symantec." Open Journal of Business and Management 06, no. 02 (2018): 412–27. http://dx.doi.org/10.4236/ojbm.2018.62030.

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Beverungen, Daniel, Mathias Eggert, Matthias Voigt, and Michael Rosemann. "Augmenting Analytical CRM Strategies with Social BI." International Journal of Business Intelligence Research 4, no. 3 (July 2013): 32–49. http://dx.doi.org/10.4018/ijbir.2013070103.

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Large communities built around social media on the Internet offer an opportunity to augment analytical customer relationship management (CRM) strategies. The purpose of this paper is to provide direction to advance the conceptual design of business intelligence (BI) systems for implementing CRM strategies. After introducing social CRM and social BI as emerging fields of research, the authors match CRM strategies with a re-engineered conceptual data model of Facebook in order to illustrate the strategic value of these data. Subsequently, the authors design a multi-dimensional data model for social BI and demonstrate its applicability by designing management reports in a retail scenario. Building on the service blueprinting framework, the authors propose a structured research agenda for the emerging field of social BI.

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Roopchund, Randhir. "Exploring Social CRM for Development of SMEs in Mauritius." Journal of Enterprising Culture 27, no. 01 (March 2019): 93–109. http://dx.doi.org/10.1142/s0218495819500043.

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This paper explores different Customer Relationship Management (CRM) solutions that may be adopted by SMEs in Mauritius. The Mauritian government has the ambition of increasing the contribution of SMEs to the overall GDP of Mauritius from 40 to 65% by year 2025. CRM is about building and enhancing relationships so as to increase long term profitability of the company. The aim of the research is to consider different Social CRM strategies that may be adopted by SMEs to achieve the national exports strategy. This research shows that SMEs consider websites and social media marketing more important as compared to other digital tools. In addition, SMEs are careful about some negative aspects of social media marketing such as negative comments and lack of social metrics. However, most SMEs believe that Social CRM is of great importance for being successful. The research ontology that has been adopted is that the use of CRM may be of great use for SMEs to improve their overall marketing capability.

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Marolt, Marjeta, Andreja Pucihar, and Hans-Dieter Zimmermann. "Social CRM Adoption and its Impact on Performance Outcomes: a Literature Review." Organizacija 48, no. 4 (December 1, 2015): 260–71. http://dx.doi.org/10.1515/orga-2015-0022.

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Abstract Background and Purpose: Social customer relationship management (social CRM) is an emerging concept that integrates traditional CRM and social media in order to provide benefits for organizations and customers. Despite the benefits that social CRM can bring, many organizations are still at the early stage of adoption. To move beyond social marketing and to exploit opportunities offered by sales and customer service, organizations need to be aware of factors that drive social CRM adoption and different implications of social CRM adoption for performance outcomes. This paper aims to provide a review of scholarly literature on social CRM adoption with the focus on factors and performance outcomes. Design/Methodology/Approach: To provide a comprehensive view of social CRM adoption and its impact on performance outcomes, the publications of interest include scholarly journal papers from information systems and marketing disciplines and conference proceedings. Selected publications were reviewed, and findings classified into three categories: the extent of social CRM adoption, the factors influencing CRM adoption, and the impact of social CRM on performance outcomes. Results: It appears that several issues regarding social CRM adoption and its implications for performance outcomes as well as the actual use of social media in the context of CRM need additional empirical support. Conclusion: Our observations have confirmed that many researchers proposed social CRM models based on existing theories and concepts of traditional CRM. Nevertheless, some specifics of social media implications on CRM have been overlooked. The researchers therefore suggest further adjustment/extension of their models.

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Paliouras, Konstantinos, and Kerstin V. Siakas. "Social Customer Relationship Management: A Case Study." International Journal of Entrepreneurial Knowledge 5, no. 1 (June 1, 2017): 20–34. http://dx.doi.org/10.1515/ijek-2017-0002.

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Abstract Social Customer Relationships Management (CRM) is a current business trend providing new channels of two-way communication with customers through social media sites, such as Facebook, Twitter etc. Social CRM enables companies to interact in an easy and contemporary way directly with customers as well as to track customer interactions and their social influence. In this paper we examine the importance of CRM, e-CRM and Social CRM for businesses. We provide perspectives on objectives and types of CRM, the working cycle of CRM, the stages of a CRM Strategy and technology tools that are used in CRM. Social CRM is in particularly analyzed, since this new trend requires active engagement by customers and other stakeholders. The engagement process is essential to successful Social CRM and to successful social business practices. Finally, we describe experiences from three family businesses that introduced Social CRM as a result of a project carried out as an assignment in the ‘Social Media Networking’ module of the MSc course in ‘Web Intelligence’ at the Department of Informatics of Alexander Technological Educational Institute of Thessaloniki. The assignment of the groups was to create a Social CRM Strategy in collaboration with a company. This study is a follow-up of the outcome of the projects carried out in the autumn semester 2014 and 2015. The results show that all three companies consider that Social CRM is an excellent tool for obtaining real time valuable data about customers and a cheap way to reach them.

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Bhatti, Muhammad Azhar, Muhammad Farhan, Munawar Javed Ahmad, and Muhammad Naeem Sharif. "The Impact of Social CRM Capabilities and Customer Engagement on the Firm Performance: Mediating Role of Social Media Usage." Pakistan Journal of Humanities and Social Sciences 7, no. 3 (September 30, 2019): 313–24. http://dx.doi.org/10.52131/pjhss.2019.0703.0089.

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This research aims to analyze the impact of social customer relationship management (CRM) capabilities and customer engagement on the firm performance in the textile industry of Pakistan. Another purpose of the article is to examine the mediating role of social media usage on the nexus of social CRM capabilities, customer relationship management and firm performance. The customer relation officers of textile industry situated in the Punjab province of Pakistan are the respondents and data were gather by using questionnaires and PLS-SEM was employed for hypotheses testing. The findings revealed that social CRM capabilities and customer engagement have positive nexus with the firm performance while social media usage positively mediates the relationship among the social CRM capabilities, customer relationship management and firm performance. These findings provide the guidance to the regulations making authorities that they should enhance their emphasis on the CRM capabilities, employee engagement and social media usage that enhance the firm performance.

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Dewanti, Retno, Ishak Ismail, and Malliga Marimutu. "The Effect of Hypermarkets’ Social Media Usage on Indonesian Customers’ Loyalty." Advanced Science Letters 21, no. 4 (April 1, 2015): 751–55. http://dx.doi.org/10.1166/asl.2015.5940.

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Most studies argue that the implementation of relationship like customer relationship management (CRM) may represent the difference between the success and failure of retailing organization. The purposes of this research is: (1) to test the new construct of CRM based on elements of social media related to the customer relationship, (2) to investigate the relationship between CRM and purchase intention, (3) to investigate the relationship between purchase intention and customer loyalty, (4) to examine the effect of purchase intention as a mediating role between CRM and customer loyalty, (5) to examine psychological distance as the moderating role between CRM and purchase intention. The conceptual focus of CRM model is to see the effectiveness of using social media to create purchase intention and their impact on customer loyalty. This research used SEM analysis with Smart PLS 2.0 version to test the validity and reliability of the data. The data sample is collected from Twitter and Facebook users. The results indicated that the CRM has a positive influence on purchase intention. On the other hand, purchase intention has a positive effect on customer loyalty and at the same time, it played a mediating role between CRM and customer loyalty. Psychological distance was moderated by CRM and purchase intention. The four hypotheses are supported. The limitation of this research is that it is only confined to Twitter and Facebook users that usually go to hypermarkets in five biggest malls in Jakarta.

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Hakimi, Wafa Belkahla, and Amira Mehdi. "Testing the Impact of Social CRM on Firm Performance." International Journal of Customer Relationship Marketing and Management 11, no. 2 (April 2020): 71–85. http://dx.doi.org/10.4018/ijcrmm.2020040105.

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The present article proposes and validates a general model that studies the impact of social CRM on firm performance. The social media use is introduced as a moderating variable. Innovation performance and customer engagement are also introduced as mediating variables to make the model more integrative and comprehensive. For model validation purposes, a quantitative research was undertaken. An online survey was conducted. 195 responses were collected and a partial least squares analysis was used to test hypothesis and validate the research model. Results have shown mainly that social CRM has a positive direct impact on innovation performance and customer engagement. However, and surprisingly, customer engagement has shown no effect on the firm performance. In the same line, and contrary to our expectations, Social CRM did not show a causal and direct effect on firm performance; however, this effect was shown to be positively moderated by social media use. More details about the result evaluations are exposed in the core paper.

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Singh, Anurag. "Drive Customer Experience for Relationship Management through Actionable Social CRM." International Journal of Customer Relationship Marketing and Management 6, no. 4 (October 2015): 57–76. http://dx.doi.org/10.4018/ijcrmm.2015100104.

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Social CRM is gradually stirring into the conventional business strategies in spite of much hue and cry for unsecured process and stepping. Seeing people networked for the sustainable advantages of the companies, they are now being enabled by web 2.0 technologies. Web 2.0 technology is a hopeful breakthrough to modernize the CRM. In the process and implementation of the strategy, few of corporate giants have already jumped into the social CRM, and few are in the process of comprehension and the adoption. This paper aims to portray the process of social media in monitoring and fostering the relationship. The study talks about the detailed functioning of social CRM after having the investigation of the present famous social CRM process. Further an initiative is taken to explore the social CRM practices in Indian industries and to explain other functions of SCRM through cases, for capability building and healthy management.

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Lopes, João M., and José Oliveira. "The New Times of Social Media Marketing in the B2B Framework." Businesses 2, no. 2 (April 9, 2022): 156–67. http://dx.doi.org/10.3390/businesses2020011.

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Nowadays, we live in the age of Marketing 4.0. Historically, marketing has often depended on changing consumer habits and needs. Thus, it is necessary to understand the new habits and needs of the consumer to make companies more and more effective. Currently, social media marketing (SMM) is ubiquitous in organizations, and is seen as a tool to achieve strategic goals. Therefore, SMM is important for companies to adapt their approach to customer relationship management and advance new marketing competencies to enable customer satisfaction. To drive customer satisfaction and improve customer experience, managers are loading social media applications into their current customer relationship management (CRM) systems. This study seeks to understand the feasibility of implementing SMM in business to business (B2B) companies and how this affects CRM and customer knowledge management (CKM). For this study, data were collected from two Portuguese micro-companies. The methodology used was exploratory qualitative in nature through a multiple case study, wherein semi-structured interviews were applied. It was found that SMM cannot be used in the B2B companies under investigation because CRM needs are much more dependent on CKM than on the mass interactions and indirect communication with the customer that can potentially exist in SMM. In these companies, communication with the client can be adjusted on a case-by-case basis through SMM, without the need for mass communication with all clients. This paper provides implications for the management of micro-enterprises regarding social media marketing. It also contributes to the development of the literature on SMM, CRM and CKM.

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Mosadegh, Mohammad Javad, and Mehdi Behboudi. "USING SOCIAL NETWORK PARADIGM FOR DEVELOPING A CONCEPTUAL FRAMEWORK IN CRM." Australian Journal of Business and Management Research 01, no. 04 (November 17, 2011): 63–71. http://dx.doi.org/10.52283/nswrca.ajbmr.20110104a06.

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This study develops a conceptual framework for applying social networks in usual CRM models. Recent changing in customer relationship theme and putting new media and network-based paradigm into practice makes it imperative to find how social networks affect CRMs. Accordingly, this study explains the role of social networks in customer relationship management by using its analysis, tools and aspects of this concepts based on CRM models. We have provided a SCRM framework that is based on usual CRM models and incorporates Social networks and its tools, methods and analysis. The framework is combination of Social networks concept and traditional CRM concepts.

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Malthouse, Edward C., Michael Haenlein, Bernd Skiera, Egbert Wege, and Michael Zhang. "Managing Customer Relationships in the Social Media Era: Introducing the Social CRM House." Journal of Interactive Marketing 27, no. 4 (November 2013): 270–80. http://dx.doi.org/10.1016/j.intmar.2013.09.008.

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Sudana, Dhana, and Andi W. R. Emanuel. "CRM 2.0 sebagai Strategi Layanan Rumah Sakit Kelas C terhadap Pasien BPJS –KIS." Jurnal Informatika 6, no. 2 (September 5, 2019): 236–45. http://dx.doi.org/10.31311/ji.v6i2.5872.

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Latar belakang: Pelayanan asuransi dari pemerintah (JKN) melalui badan penyelenggara BPJS-KIS saat ini merupakan bagian besar rumah sakit yang ada di Indonesia. Meskipun begitu masih banyak peserta BPJS-KIS yang masih belum mengetahui tatacara menggunakan asuransi JKN di rumah sakit. Pihak rumah sakit melalui Customer Relationship Management (CRM) seharusnya bisa memberikan informasi tersebut melalui website atau melalui media social RS. Tujuan: Penelitian ini memberikan usulan model penyampaian informasi melalui model social-CRM sebagai bentuk ikatan antara pasien asuransi pemeritah BPJS-KIS terhadap rumah sakit kelas C di Yogyakarta sebagai rujukan pertama Faskes 1. Method: peneliti mengambil contoh website rumah sakit kelas C di Yogyakarta baik rumah sakit pemerintah, organisasi sosial dan swasta. Dari website rumah sakit tersebut kami menganalisis seberapa besar bentuk informasi tentang asuransi dan service RS terhadap pasien BPJS _KIS. Kami memberikan usulan desain model social-CRM atau CRM-2.0 untuk rumah sakit dengan memasukan informasi BPJS-KIS dalam menu khusus. Dalam model social CRM ini kami memberikan usulan fitur yang mudah di akses peserta/ pasien KIS yang di hubungan dengan social media RS seperti Facebook, twiter instagram dll. Hasil: Bentuk usulan social CRM rumah sakit yang diperuntukan masyarakat pengguna asuransi BPJS –KIS yang dapat diakses melalui social media RS.

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Stenger, Thomas. "Social Media and Online Reputation Management as Practice." International Journal of Technology and Human Interaction 10, no. 4 (October 2014): 49–64. http://dx.doi.org/10.4018/ijthi.2014100104.

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Intensive consumer participation on social media has raised new challenges in terms of reputation management and CRM. This paper tackles the issue of online reputation management in the era of social media (SM). It explores the practices of SM managers using a qualitative research methodology based mainly on online observation and in-depth interviews with practitioners. It is not simply a case of stating what SM and online reputation management could or should be but of identifying what it is from within, from the field analysis of the discourse and practices of professionals. The analysis of the results reveals that online reputation management is organised around five main activities and SM managers have to play five roles relating to various issues and competences. It is also evident that online reputation management is at the interface of Internet monitoring, online communication and social CRM. Finally, companies are not considering social CRM as much as customers would like.

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Ballings, Michel, and Dirk Van den Poel. "CRM in social media: Predicting increases in Facebook usage frequency." European Journal of Operational Research 244, no. 1 (July 2015): 248–60. http://dx.doi.org/10.1016/j.ejor.2015.01.001.

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Alghamdi, Omar A. "The Relationship Between Social CRM Adoption and Competitive Advantage." International Journal of Customer Relationship Marketing and Management 14, no. 1 (January 27, 2023): 1–21. http://dx.doi.org/10.4018/ijcrmm.317333.

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In today's world of global competition, every business must be able to maintain a competitive advantage in both goods and services. Because of the rapid spread of COVID-19 beginning in the year 2020, small and medium-sized enterprises or SMEs have attempted to improve the flow of communication with their customers using social customer relationship management. There is a lack of knowledge about how social CRM can be effective for SMEs during the COVID-19 outbreak to increase customer focus, despite the growing interest in the adoption of social media by corporations. Much less is known about the factors that impact SME decisions to adopt social CRM and the impact that these factors have on competitive advantage in the event of the COVID-19 outbreak. Accordingly, the authors aim to conduct an empirical investigation into the role that social media can play, which has a significant impact on the management of customer relationships in SMEs.

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Hariyanto, Marshel Erastus, and Lydiawati Soelaiman. "Penerapan Customer Relationship Management Melalui Media Sosial Terhadap Kinerja Bisnis : Kompetensi Sosial Sebagai Variabel Moderasi." Jurnal Manajerial Dan Kewirausahaan 3, no. 3 (August 30, 2021): 805. http://dx.doi.org/10.24912/jmk.v3i3.13212.

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The purpose of this study was to determine whether there is a positive effect on the use of social media for Customer Relationship Management (CRM) as an independent variable and social competency as a moderating variable on the business performance of MSMEs in Jakarta. The research design used is descriptive research, the sample used in this study non-probability sampling. This study collect data by distributing questionnaires to 42 MSMEs in Jakarta, the results of this study indicate that the use of social media for CRM has a positive and significant effect on business performance, social competency has a positive effect on business performance and social competency is unable to moderate the effect of the use of social media for CRM on business performance.Tujuan dari penelitian ini adalah untuk mengetahui apakah terdapat pengaruh positif penggunaan media sosial untuk Customer Relationship Management (CRM) sebagai variabel independen dan kompetensi sosial sebagai variabel moderasi terhadap kinerja bisnis UMKM di Jakarta. Desain penelitian yang digunakan yaitu penelitian deskriptif, sampel yang digunakan pada penelitian ini yaitu non-probability sampling. Penelitian ini mengumpulkan data dengan menyebar kuesioner kepada 42 UMKM yang ada di Jakarta, hasil dari penelitian ini menunjukkan bahwa penggunaan media sosial untuk CRM berpengaruh positif dan signifikan terhadap kinerja bisnis, kompetensi sosial berpengaruh positif terhadap kinerja bisnis dan kompetensi sosial tidak mampu memoderasi pengaruh penggunaan media sosial untuk CRM terhadap kinerja bisnis.

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Harrigan, Paul, Morgan P. Miles, Yulin Fang, and Sanjit K. Roy. "The role of social media in the engagement and information processes of social CRM." International Journal of Information Management 54 (October 2020): 102151. http://dx.doi.org/10.1016/j.ijinfomgt.2020.102151.

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Meyliana, P., Achmad Nizar Hidayanto, and Eko K. Budiardjo. "Social Media Adoption for Social CRM in Higher Education: an Insight from Indonesian Universities." International Journal of Synergy and Research 4, no. 2 (June 1, 2016): 7. http://dx.doi.org/10.17951/ijsr.2015.4.2.7.

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Janakova, Milena. "CRM to Support International Relationships in a Global Society." SHS Web of Conferences 92 (2021): 06014. http://dx.doi.org/10.1051/shsconf/20219206014.

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Research background: Competitive pressure and high customer expectations lead to the use of new innovations for communication with customers. In many cases, this communication is based on CRM systems. CRM systems have great capabilities, but the current problem is evident in the difficulty of choosing the optimal CRM for small businesses due to doubts about unexpected needs (such as human sources, necessary hardware and software, finances and time). Purpose of the article: The aim of this paper is to support optimal customer contact through better CRM (Customer Relationship Management) implementation in a global society. The purpose of this article is to determine the necessary metrics (not just tough financial issues) to know the preferences for CRM with their weights. This information shows the possibilities of choosing the optimal CRM systems for business support to be improved in terms of automation and social media integration. Methods: The method solution is based on a review of the literature, specification of suitable metrics such as automation, cloud, free access, mobile access, segmentation, social media integration, and templates. The following data collection is the basis for a discussion on the possibilities of CRM implementation. Findings & Value added: The findings are based on the results of multidimensional decision making, which uses a comparison of selected criteria (such as the Fuller’s triangle). The value added is visible in the recommendation on how to choose a CRM system for small business to share the necessary information between marketers and customers through social networks to build a brand.

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Charoensukmongkol, Peerayuth, and Pakamon Sasatanun. "Social media use for CRM and business performance satisfaction: The moderating roles of social skills and social media sales intensity." Asia Pacific Management Review 22, no. 1 (March 2017): 25–34. http://dx.doi.org/10.1016/j.apmrv.2016.10.005.

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Dogan-Sudas, Hatice, Ali Kara, Serap Cabuk, and Kadir Kaya. "Social Media Customer Relationship Management and Business Performance: Empirical Evidence from an Emerging Market." Studies in Business and Economics 17, no. 2 (August 1, 2022): 90–107. http://dx.doi.org/10.2478/sbe-2022-0027.

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Abstract The purpose of this paper is to investigate how social media marketing engagement efforts mediate the relationships between CRM and the business performance. We argue that social media marketing engagement efforts used by the companies will enhance the positive influence of CRM on business performance. We used Hunt and Morgan’s (1995) resource–advantage theory (R-A theory) as the theoretical framework for understanding the relationship between CRM and business performance mediated by online social media marketing efforts. Data for the study is collected using face-to-face personal surveys conducted with n=152 top management team members of randomly selected companies across a broad spectrum of industries located in Turkey. The study findings indicate that traditional CRM approach had positive effect on firm performance, but the relationship was partially mediated by the social media marketing engagement (SCRM) activities. The strength of the relationship along with the explained variance improved when SCRM was introduced into the structural model. This study provides additional empirical support for the role of the SCRM in modern organizations. It fills the gap in the literature in shedding light to the value of SCRM in the context of an emerging market environment to realize the full benefits of CRM.

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Trainor, Kevin J., James (Mick) Andzulis, Adam Rapp, and Raj Agnihotri. "Social media technology usage and customer relationship performance: A capabilities-based examination of social CRM." Journal of Business Research 67, no. 6 (June 2014): 1201–8. http://dx.doi.org/10.1016/j.jbusres.2013.05.002.

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Ngo, Vu Minh, Quyen Phu Thi Phan, and Hieu Minh Vu. "Implementing Social Customer Relationship Management in Turbulent Environments: A Dynamic Capabilities Perspective." Webology 18, SI03 (January 13, 2021): 49–70. http://dx.doi.org/10.14704/web/v18si03/web18020.

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Purpose: Despite the crucial contribution of social media on customer relationship management (CRM) strategies, how social CRM can be transformed into customer value, and economics returns for firms remain unexplored in the hospitality industry, especially in turbulent environments. As a new approach for dealing with both gradual and disruptive changes in the market, this study develops and tests the mediating role of dynamic capabilities in the social CRM - performance relationship. Methodology: Drawing on resource-based view and capabilities perspectives, a mixed methodology was applied. First, a survey was conducted to quantitatively test the proposed hypotheses using Structural Equation Modelling with PLS approach (PLS-SEM) on a sample consisting of 111 SEMs. Then, a qualitative fuzzy-set Comparative Analysis (fsQCA) was employed to look for the unique combinations of capabilities to achieve firms‟ superior performance. Findings: The outcomes indicated a mixture of expected and unexpected findings, including: (i) the direct effect of social CRM on firm‟s performance; (ii) Dynamic capabilities as the missing link between social CRM capabilities and firms‟ performance; (iii) the unique roles of social media technology use in the combinations with other capabilities for generating the best firms‟ performance. Originality: This study is among the few to consider the dynamic nature of the market when investigating how to implement Social CRM successfully. The insights and practical implications in this study can be useful for managers in SMEs whose desire is to build a dynamic system for improving customer value and firms‟ performance.

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Dlamini, Nomusa Nomhle, and Kevin Johnston. "The use of social media by South African organisations." Journal of Advances in Management Research 15, no. 2 (May 14, 2018): 198–210. http://dx.doi.org/10.1108/jamr-05-2017-0063.

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Purpose The purpose of this paper is to present how organisations in South Africa are using social media. The paper further explores the value of social media to South African organisations and if it is important for an organisation to have a social media presence. Design/methodology/approach The study used quantitative research methods to answer the main research question and sub-questions. Findings The data collected revealed that most organisations in South Africa are using social media for free advertising, CRM and marketing. The popular social media sites used by these organisations are Facebook and Twitter, with LinkedIn increasing in popularity. The data further revealed that social media is important in organisations for relationship building, contact keeping advertising, marketing, attracting customers, brand management and information gathering. Research limitations/implications The role of social media is changing, it was initially a marketing tool, but the findings revealed that majority of organisations are using social media for free advertising, CRM and marketing. Social media is an easy CRM tool that offers effective and efficient capabilities. Practical implications It is important to use integrate social media with the organisations processes to market and advertise new products, it is an instant and cost-saving way of communicating with customers, and helps in reaching and attracting new customers. Social implications Social media is important for keeping contact and building relationships with customers, advertising and marketing, way to attract customers, brand management tool and gathering information. Originality/value The study provides guidance to how organisation can use social media, identifying the value of using social media and highlighting the importance of social media in an organisation in the South African context.

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Ramadan, Maha, and Derar Eleyan. "Adoption Model of Social Customer Relationship Management in the Palestinian Banking Sector." Modern Applied Science 15, no. 4 (June 7, 2021): 23. http://dx.doi.org/10.5539/mas.v15n4p23.

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Social CRM is a new technology that integrates social networking activities within traditional CRM itself. Social media might be the most effective strategy in the context of CRM technology concerning the availability of efforts and time by owners. Therefore, it’s important for financial institutions to take advantage of it upon this opportunity by considering social CRM as part of development and enhancing relationship with their customers. Nevertheless, little empirical studies have focused on adoption of social CRM in banking sector. This research paper aims to investigate the factors that impact banks’ intention to adopt social CRM, based on combining the Technology-Organization-Environment (TOE) with Technology Acceptance Model (TAM) as the theoretical framework. TOE variables such as top management support and relative advantages found to have a direct impact on the two TAM mediating variables (perceived usefulness and perceived ease of use), and an indirect impact on social CRM adoption. Further, results suggested that consumer pressure and competitive pressure have a direct impact on social CRM adoption. The researcher tested the hypothesis using structural equation modeling (SEM). The findings from a survey of 220 employees in banks in Palestine showed that all eight hypotheses were supported as both consumer pressure and competitive pressure in the environmental context have a significant direct impact on social CRM adoption intention, followed by top management support in organizational and technological contexts; relative advantages have the most significant impact on perceived ease of use and perceived usefulness which in turn, have a direct and significant impact on social CRM adoption intention. The contribution of the study, limitations, future studies and conclusion are presented. 

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Akhmedov, Ramis. "Strategies of SMM Management, Comparison of Instagram and Facebook Social Networks." Nile Journal of Business and Economics 3, no. 5 (April 21, 2017): 51. http://dx.doi.org/10.20321/nilejbe.v3i5.90.

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SMM occupies an important role in the lives of people and so many people are represented in social networks, it provides the ideal platform for companies so they can communicate with their current and potential customers. This study continues to explore how companies can use social media marketing to build and maintain relationships with customers. This investigates through conducted research questions. How SMM is effective in terms of CRM? Can Facebook replace CRM system? Why do people choose to follow a company on Instagram? To analyze more clearly the focus will be on Instagram and Facebook applications, which in a short time acquired great popularity among private users as well as among the companies. The purpose of this study is to indicate the integration of customer relationship management (CRM) with social media marketing (SMM) strategies, and defines its benefits for business.

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Fadly, Muhtad, and Agus Wantoro. "Manajemen Hubungan Pelanggan (CRM) dengan Kombinasi Media Sosial untuk Meningkatkan Penjualan." EKONOMI BISNIS 25, no. 2 (January 31, 2020): 149–58. http://dx.doi.org/10.33592/jeb.v25i2.434.

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Persaingan dunia bisnis di era globalisasi semakin ketat. Perusahaan dituntut untuk lebih inovatif dan kreatif dalam mengelola perusahaannya. Berkurangnya loyalitas pelanggan disebabkan oleh beberapa faktor : (1) banyaknya pilihan produk dan jasa (2) ketersediaan informasi (3) kebanyakan produk/jasa yang hampir sama dan (4) masalah keuangan konsumen. Tahun 2015 PT. Istana Lampung Raya yang merupakan perusahaan penjualan mobil Honda hanya mampu menjual kendaraan 980 unit. Angka ini tertinggal jauh dengan rivalnya Toyota yang mampu menjual 1300 unit. Untuk meningkatkan jumlah penjualan perlu dilakukan upaya peningkatan yang berimbas pada meningkatnya jumlah penjualan. Peningkatkan jumlah pelanggan dapat menerapkan strategi CRM dengan memanfaatkan teknologi dan media social menjadi alternatif yang dapat digunakan. Perkembangan media sosial mengalami peningkatan dalam jumlah pengguna. Rata-rata masyarakat Indonesia menggunakan media sosial dalam satu hari menghabiskan waktu selama 23 menit. Setiap harinya rata-rata ada 65 juta pengguna di Indonesia sebanyak 97% pengguna mengakses media sosial terbesar di dunia lewat smartphone. Banyaknya pengguna Media social menjadi peluang yang dapat dimanfaatkan dengan mengkombinasikan dengan CRM. Penerapan model CRM yang dikombinasi dengan pemanfaatan media sosial sebagai pengelola asset digital mampu meningkatkan jumlah pengikut di Instagram (IG) pada tahun 2018 sebesar 46.52% dan meningkatkan jumlah Surat Permintaan Kendaraan sebesar 27%.Kata Kunci : Management Hubungan Pelanggan, Medsos, Digital Aset, Pelanggan

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Kang, Ju-Young M., and Jieun Kim. "Online customer relationship marketing tactics through social media and perceived customer retention orientation of the green retailer." Journal of Fashion Marketing and Management: An International Journal 21, no. 3 (July 10, 2017): 298–316. http://dx.doi.org/10.1108/jfmm-08-2016-0071.

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Purpose Despite the importance of incorporating social media with customer relationship management (CRM), the implementation of social CRM is still in its initial stages for a majority of green brands. The purpose of this paper is to examine whether consumers’ perception-based factors of the online CRM tactics through social media (i.e. perceived marketer-dominated information quality, perceived interaction quality, and perceived service content quality in social media) offered by the green brand were related to the perceived customer retention orientation (CRO) of the green fashion retailer, which was related to patronage intention towards the green retailer, and the moderating effect of green consciousness on the link between perceived CRO of the green retailer and patronage intention. Design/methodology/approach Data were collected from social media users (n=631) using a consumer panel via an online survey. Structural equation modelling was employed to test the proposed model and research hypotheses. Findings This study found that the perceived CRO of the green retailer was positively related to patronage intention. The perceived marketer-dominated information quality and perceived service content quality in social media were positively related to the perceived CRO of the green retailer. Green consciousness moderated the link between perceived CRO and patronage intention. Originality/value First, this study contributes to the further theoretical understanding of the underlying factors that influence customer perception of the CRO of the green retailer and green patronage intention. Second, on a managerial level, this proposed model provides green retailers with beneficial insights into the development of successful social CRM.

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Hassan, Siti Hasnah, Noor Mohamed Mohamed Haniba, and Noor Hazlina Ahmad. "Social customer relationship management (s-CRM) among small- and medium-sized enterprises (SMEs) in Malaysia." International Journal of Ethics and Systems 35, no. 2 (May 7, 2019): 284–302. http://dx.doi.org/10.1108/ijoes-11-2017-0192.

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Purpose In this twenty-first century, the emergence of social media has been integral in business-related processes, especially in small- and medium-sized enterprises (SMEs), which allows businesses to interact and build a relationship with customers to improve their sustainable service quality. Concisely, this study aims to examine the benefits of social customer relationship management (s-CRM) performance from the perceptive of SMEs owned by Muslims. Design/methodology/approach A survey method was used and the data were gathered from 135 SMEs which participated in Halfest (Halal Fiesta Malaysia) trade show in Kuala Lumpur, Malaysia. Findings Interestingly, the results revealed that the adoption of information and communications technology (ICT) has both direct and indirect impacts on s-CRM performance. On the other hand, the perceived value of s-CRM mediates the relationship between customer information management and performance of s-CRM. In this context, the perceived value was ascertained to be an influential factor for both ICT adoption and customer information management. Research limitations/implications With a connection to the results, this study concludes that to enhance business performance to sustain in the marketplace, the establishment of s-CRM is crucial, as it has significant implication in marketing, customer service and sales department of SMEs. Originality/value This paper provides new insight into the importance of s-CRM to SMEs to improve interactions with the key stakeholders and convey meaningful insight to instil customer-centric practices.

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Guha, Sushmita, Paul Harrigan, and Geoff Soutar. "Linking social media to customer relationship management (CRM): a qualitative study on SMEs." Journal of Small Business & Entrepreneurship 30, no. 3 (November 24, 2017): 193–214. http://dx.doi.org/10.1080/08276331.2017.1399628.

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Venciūtė, Dominyka. "Social Media Marketing – from Tool to Capability." Management of Organizations: Systematic Research 79, no. 1 (June 1, 2018): 131–45. http://dx.doi.org/10.1515/mosr-2018-0009.

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AbstractWhereas the application of social media marketing has been trending in business, the theoretical research that analyses the phenomenon of social media marketing is to some extent lagging behind. In practice, social media marketing is often viewed as a customer relationship management (CRM) tool or technique and not as a capability. This paper builds on the theories of the resourced-based view (RBV) and dynamic capabilities to explore the concept of social media marketing capability. The aim of this paper is to redefine the phenomenon of social media marketing capability and to contribute to the existing literature. In addition, it urges firms to look into social media marketing not only as a tool or technique, but also as an organizational capability.

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Hossain, Md Shamim, Mst Farjana Rahman, and Xiaoyan Zhou. "Impact of customers' interpersonal interactions in social commerce on customer relationship management performance." Journal of Contemporary Marketing Science 4, no. 1 (July 7, 2021): 161–81. http://dx.doi.org/10.1108/jcmars-12-2020-0050.

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PurposeSocial commerce is a subpart of electronic commerce (e-commerce), where social media is forced to support user contributions. The purpose of this study is to measure the impact of customers' interpersonal interactions in social commerce on customer relationship management (CRM) performance, based on the flow, commitment-trust and stimulus–organism–response (SOR) theories.Design/methodology/approachOn the basis of the SOR framework, the authors developed a study model to determine the impact on CRM performance of customers' interpersonal interactions in social commerce. The primary data of the study were collected from 640 users of social commerce through a web questionnaire during the COVID-19 (coronavirus disease 2019) pandemic situation, and the authors tested the study model using the approach of covariance-based structural equation modeling (SEM).FindingsResults of the current study reveal that customers' interpersonal interactions in social commerce optimistically influence their perceived flow. Moreover, perceived flow absolutely controls users' trust and CRM performance. In turn, collective users' trust positively influences users' commitment and CRM performance. Finally, collective users' commitment absolutely influences the performance of CRM.Practical implicationsThe authors provide a valuable contribution to the theoretical field of online marketing and CRM. Besides, the findings of this study are relevant for marketers to know the issues for increasing customer trust, commitment and performance of CRM.Originality/valueThe current study develops a model based on the flow, commitment-trust and stimulus–organism–response (SOR) theories. The authors' research is the first to estimate the effect of customers' interpersonal interactions in social commerce on CRM performance.

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Kamboj, Shampy, Mayank Yadav, and Zillur Rahman. "Impact of social media and customer-centric technology on performance outcomes: the mediating role of social CRM capabilities." International Journal of Electronic Marketing and Retailing 9, no. 2 (2018): 109. http://dx.doi.org/10.1504/ijemr.2018.090888.

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Yadav, Mayank, Zillur Rahman, and Shampy Kamboj. "Impact of social media and customer-centric technology on performance outcomes: the mediating role of social CRM capabilities." International Journal of Electronic Marketing and Retailing 9, no. 2 (2018): 109. http://dx.doi.org/10.1504/ijemr.2018.10010272.

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Pandey, Shweta, Deepak Chawla, and Sandeep Puri. "Cause-related marketing: Exploring the differences between Gen Y and Gen Z in India." Social Business 10, no. 2 (August 31, 2020): 172–91. http://dx.doi.org/10.1362/204440820x15929907056634.

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Objective There is an increasing global need to inspire pro-social behaviour, but there is a dearth of research on factors that underlie the charitable intentions of Gen Y and Gen Z. This study explores the influence of religiosity and descriptive social norms (DSN) on the attitudes and intentions of Gen Y and Gen Z to participate in cause-related marketing (CRM). The study is centred in India, which has a propensity for charitable giving and a rich demographic diversity, and therefore is an appropriate country for CRM research. Design/Methodology/Approach Survey data were collected using convenience-based sampling, with 252 valid responses (114 Gen Z; 138 Gen Y). Partial least squares structural equation modelling was utilised for analysing the conceptual model. Findings The findings indicate that religiosity influences pro-social attitudes and intentions in both generations, however, there is a differential effect of DSN on attitudes and intentions to participate in CRM for Gen Z, as compared to Gen Y. Research implications Religiosity is a significant factor in driving pro-social attitudes and intentions in both generations, however, the effect of DSN on attitudes and intentions to participate in CRM is more pronounced for Gen Z, in comparison to Gen Y. Practical implications Marketers can drive an increased intention to participate in CRM by associating CRM efforts with age-old religious teachings for both generations. DSN drive greater engagement of Gen Z with CRM, hence, visible parti cipation in CRM on social media platforms can be an effective strategy for driving pro-social behaviour among Gen Z. Originality/Value This is the first study that compares the factors that influence pro-social behaviour in Gen Y and Gen Z in India. The result provides evidence of the continued effect of religiosity on CRM for both generations, and the significant role of DSN in transforming the responses of Gen Z towards CRM.

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Rafie, Irfan, and Filda Rahmiati. "CRM ASSESSMENT FOR PREPARING THE AIR TRANSPORTATION BUSINESS FOR A POST-PANDEMIC FUTURE." JHSS (JOURNAL OF HUMANITIES AND SOCIAL STUDIES) 5, no. 2 (August 5, 2021): 104–10. http://dx.doi.org/10.33751/jhss.v5i2.3709.

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This paper examined the impact of customer relationship management (CRM) elements on customer satisfaction and loyalty. CRM is an airline strategy for individualizing its service, creating better communication channels with customers, and ensuring customer satisfaction on loyalty. Four essential elements of CRM measured in this study: service quality, price fairness, perceived safety, and social media marketing. The study employed a quantitative approach and base on 178 respondents. Partial Least Square – Structural Equation Model (PLS-SEM) is used to examine the variables’ relationship. The finding shows that the respondent’s response is significantly related and contributes to customer satisfaction and loyalty expect for price fairness. By giving more discounts or promotions creates attention to the customer.

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Majid, Nurkholish, and Nanik Hariyana. "Cause-Related Marketing Sebagai Kampanye Solidaritas dan Dampaknya Pada Perilaku Konsumen di Masa Pandemi Covid-19." Jurnal Administrasi Bisnis 10, no. 1 (February 10, 2021): 23–32. http://dx.doi.org/10.14710/jab.v10i1.36364.

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Covid 19 Desease has impact for society purchase power decrease for product and service ini several sectors especially fastfood restaurant services. Burger King as one of fastfood restaurant sector make a strategy to attract consumer intention to buy its competitors’and several local brand culinary product through social media campaign. Purpose of this research examine how effect of Burger King campaign which formed as Caused Related Marketing (CrM) to Brand Image, Attitude and Purchase Intention. Research using structural analysis with GeSCA method. Research sample are 120 respondents who know Burger King campaign from social media. Result presents that CrM has impact on Brand Image and Attitude. Then Brand Image has impact on Attitude. Attitude has impact on Purchase Intention. But CrM and Brand Image has no effect on Purchase Intention.Pandemi Covid 19 memberikan dampak pada penurunan daya beli masyarakat terhadap produk dan jasa di berbagai sektor tak terkecuali layanan jasa restoran cepat saji. Burgerking sebagai salah satu pelaku usaha restoran cepat saji membuat sebuah strategi guna menarik minat pembelian konsumen melalui kampanye di sosial media untuk melakukan pembelian di restoran cepat saji pesaing dan beberapa pelaku usaha kuliner merek lokal. Kegiatan kampanye yang dikategorikan sebagai aktivitas Caused Related Marketing (CrM) tersebut menjadi kajian bagaimana dampaknya terhadap brand image, sikap dan minat pembelian konsumen. Berdasarkan hasil analisis GESCA dengan melibatkan 150 Sampel yang mengetahui kampanye Burgerking melalui sosial media maka dapat diketahui bahwa CrM memberikan dampak pada peningkatan Brand Image dan Sikap secara langsung dan juga berdampak secara tidak langsung terhadap minat pembelian.

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Journal articles on the topic 'CRM, Social media, Social CRM'

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