Informed by the resource-based view, this study draws on customer relationship management (CRM) and value co-creation literature to develop a framework examining the impact of social networking sites on processes to manage customer relationships. Facilitating the depth and networked interactions necessary to truly engage customers, social networking sites act as a means of enhancing customer relationships through the co-creation of value, moving CRM into a social context.Tested and validated on a data set of hotels, the main contribution of the study to service research lies in the extension of CRM processes, termed relational information processes, to include value co-creation processes due to the social capabilities afforded by social networking sites. Information technology competency and social media orientation act as critical antecedents to these processes, which have a positive impact on both financial and non-financial aspects of firm performance. The theoretical and managerial implications of these findings are discussed accordingly.

Purpose -The purpose of this study is to develop and test a model examining the key factors that emerge from the social customer relationship management (CRM) process. Specifically, the study aims to address the chain-of-effects that occurs as a result of the social CRM process, leading to superior levels of hotel performance.Design/methodology/approach -Data was collected employing a quantitative approach. Using a mail and online questionnaire, data was gathered from 120 key informants in hotels in Ireland. The proposed model was tested using partial least squares structural equation modelling.Findings -Results demonstrate that the social CRM activities of hotels enhance hotel service innovation activities. This positively impacts the ability to develop a customer-linking capability, resulting in higher levels of customer performance. In turn, higher levels of customer performance leads to higher levels of financial performance.Practical implications -Service innovation and customer-linking capability are identified as critical outcomes of the social CRM process that lead to enhanced hotel performance.Originality/value -This study explains the chain-of-effects through which the social CRM process results in higher levels of performance. Keywords: customer relationship management (CRM), innovation, social CRM, hotel industry, marketing strategy. Paper type Research paper IntroductionDespite representing a strategic imperative in the hotel industry (Padilla-Meléndez and GarridoMoreno, 2014;Rahimi, 2017), several hotels have experienced customer relationship management (CRM) failures (Rahimi and Gunlu, 2016). Whereas previous research has documented several reasons for the failure of traditional CRM technologies (e.g. Jayachandran et al., 2005; Trainor, 2012), nascent CRM research is investigating the role of social technologies in achieving success.The proliferation of social media has important implications for the hospitality industry.Social media has led to information-rich and empowered customers within a value co-creation ecosystem (Hennig-Thurau et al., 2010). "Social media have become a valuable resource for tourists' 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 experiences, where they can explicitly show their qualitative experience as well as their satisfaction/dissatisfaction with tangible attributes concerning a destination" (González-Rodríguez et al., 2016, p19-20). This user-generated content can significantly influence the travel decisions of other customers (e.g. Viglia et al., 2016). In short, social networking sites (SNSs) are having a transformative effect in the hospitality industry. They are altering and inverting the manner in which customers collect information in the purchase decision-making process (Li and Chang, 2016).Social media technologies proffer hotels a means of not only monitoring customer...

Purpose Despite the rapid growth of social networking sites (SNSs), research demonstrating the marketing application of these technologies is lacking. Consequently, this paper aims to explore the impact of SNSs on hotel marketing activities. Design/methodology/approach An exploratory study was used. Adopting a key informant approach, in-depth interviews were conducted with 14 respondents in the hotel industry, who use SNSs as part of their hotel marketing efforts. Findings Networked interactions facilitated by SNSs can influence the marketing activities of hotels in many ways. This extends to deeper connections and co-creating value with customers to enhance the market offerings and promotional activities of the firm. Not all interviewees capitalised upon the capabilities offered by SNSs. Practical implications SNSs act as a key knowledge resource that can be used by practitioners to create and deliver superior customer value. However, the extent to which this is achieved depends on who is responsible for implementing it. Specifically, those with a more proactive attitude and approach towards marketing on SNSs tend to reap greater benefits. Originality/value Using the service-dominant logic as a guide, this paper offers greater insight into the theory and practice of social media marketing in the hotel industry, an under-studied and fragmented research area.