Customer relationship performance results from the successful implementation of CRM, which leads to effective and efficient marketing activities, gaining a competitive advantage, customer loyalty, and ultimately company performance. This study examined customer relationship orientation and CRM capabilities and value creation methods in social networks on customer relationship performance. We used a structured questionnaire to measure the research variables, and the statistical population was the Saipa company's managers in 2020. A structural equation modeling based on linear regression calculation between different variables is used to investigate the relationship between the hypotheses. The study results indicate a significant effect of customer relationship orientation, value creation methods, use of social media, and social information processing on customer relationship performance. Also, customer relationship performance has a significant effect on company performance, while CRM and customer relationship orientation's social capabilities do not.
Table of Contents
1. Introduction
2. Theoretical foundations and research hypotheses: A review of literature
2.2. The orientation of the company's customer relationship
Hypothesis 1:
2.3. Overall performance of the company
Hypothesis 2:
Hypothesis 3:
2.4. Customer engagement initiatives
Hypothesis 4:
2.5. Social information processes
Hypothesis 5:
2.6. Initiatives to engage the customer in social information processing
Hypothesis 6:
2.7. Customer relationship performance
Hypothesis 7:
2.8. Communicating with customers and using social media
2.9. Internal Information Sharing
2.10. Social Media Accountability
Hypothesis 8:
2.11. Value creation practices
2.12. Imaging Management
2.13. Brand use
2.14. Social networking methods
2.15. Ways to get involved and participate in the association
Hypothesis 9:
2.16. Social CRM capabilities
2.17. Effects of social CRM capabilities
Hypothesis 10:
Hypothesis 11:
3. Research Methodology
3.1. Social media has three dimensions
3.2. Data Analysis
3.3. Q2 criterion evaluation
4. Discussion and Conclusion
Research Objectives and Topics
This study aims to examine the impact of customer relationship orientation, CRM capabilities, and value creation methods in social networks on the customer relationship performance of the Saipa Automotive Company. The research seeks to understand how these factors influence organizational performance through the lens of Social CRM.
- Integration of customer engagement operations and social media
- Impact of customer relationship orientation on organizational performance
- Role of social information processes in enhancing customer relationships
- Strategic use of social CRM capabilities in the automotive industry
- Effectiveness of value creation practices in online brand communities
Excerpt from the Book
1. Introduction
Today, customers are critical elements in the organization that force them to change their products' orientation. Unlike in the past, customers can now compare different products and choose the most desirable ones. Besides, it is the customers who decide who and how to maintain their relationship. On the other hand, customer needs have become more complex and diverse than in the past, and organizations must quickly adapt to these demands to remain competitive. In today's complex and changing world, where continuous adaptation to customer expectations and needs is the key to success and survival, companies have moved towards customer-centric strategies and customer orientation at all organization levels, especially individuals and employees.
Customer-centric companies offer their services based on market demand and customer needs because they know that customers are king. Companies' competitive advantages are provided by improving long-term relationships with customers, ultimately leading to improved performance (Daneshi Moghaddam et al., 2016; Esmaeili Shayan et al., 2020). Social Customer Relationship Management (S-CRM) defines as an "integration of customer engagement operations, including processes, systems, and technologies" with emerging social media applications to engage customers in shared conversations and Strengthening customer relationships.
Chapter Summary
1. Introduction: Outlines the shift towards customer-centric strategies and defines the role of Social Customer Relationship Management (S-CRM) in competitive business environments.
2. Theoretical foundations and research hypotheses: A review of literature: Provides an extensive review of marketing theories, specifically covering customer orientation, engagement initiatives, information processes, and the role of social media.
3. Research Methodology: Describes the descriptive survey research approach, data collection from Saipa Automotive Company, and the statistical analysis using structural equation modeling.
4. Discussion and Conclusion: Interprets the research findings, confirming the impact of social media and customer engagement on relationship performance, while providing strategic recommendations for automotive managers.
Keywords
Social CRM, Social Marketing, Customer Relationship Performance, Company Performance, Customer Relationship Orientation, Customer Engagement, Social Media, Value Creation, Information Processing, Dynamic Capabilities, CRM Capabilities, Automotive Industry, Online Brand Community.
Frequently Asked Questions
What is the core focus of this research?
The research investigates the factors impacting customer relationship performance in Social CRM, specifically within the context of the Saipa Automotive Company.
What are the primary thematic areas covered?
The study covers customer orientation, social media usage, customer engagement initiatives, social information processes, and the development of Social CRM capabilities.
What is the main research objective?
The goal is to determine how customer orientation and relationship management in social networks affect the performance of automotive companies.
What scientific methods were employed?
The study uses a descriptive and survey-based methodology, utilizing a structured questionnaire and structural equation modeling (SEM) via SmartPLS to test research hypotheses.
What does the main body address?
The main body reviews existing literature on CRM and S-CRM, establishes theoretical hypotheses, details the methodology, and analyzes the empirical data gathered from managers.
Which keywords define this work?
Key terms include Social CRM, Customer Relationship Performance, Company Performance, Social Media, and Customer Engagement.
How does the study define Social CRM?
It is defined as the integration of customer engagement operations, including processes, systems, and technologies, with emerging social media applications.
What was a key conclusion regarding Saipa Automotive Company?
The study concludes that improving customer interaction quality and investing in state-of-the-art technical CRM systems are vital for future competitiveness.
Why are social information processes considered constructive?
They are constructive because they represent the dynamic integration of new data needed to deal with the uncertainties of social media environments.
How is the predictive power of the model evaluated?
The model uses the Q2 criterion evaluation to determine the predictive relevance of endogenous structures.
- Arbeit zitieren
- Mostafa Esmaeili Shayan (Autor:in), Sahar Esmaeili Shayan (Autor:in), 2020, Factors Impacting Customer Relationship Performance in Social CRM, München, GRIN Verlag, https://www.grin.com/document/942698
