The Role and Nature of SCRM in Australian Private Sector: An Exploratory Study

Abstract

Social Customer Relationship Management (SCRM) is an emerging concept that includes strategies, processes and technologies to link social media with the existing approach to traditional CRM. It is a corporate strategy for engagement with customers rather than simply a technology upgrade and not a replacement of traditional CRM. Even though the body of knowledge on the subject is vast, it is scatted due to the lack of research on this topic, especially in Australia. This paper reports a survey-based study conducted to investigate the current level of SCRM adoption by Australian companies, including the objectives for SCRM adoption, types of social media used with SCRM, SCRM implementation-related activities and barriers related to SCRM implementation at the early stage, using a sample of 1,060 Australian companies (comprising 597 SCRM adopters and 473 SCRM non-adopters). The findings highlight that SCRM adoption has been relatively superficial and usually not supported by a formal integrated strategy and policy framework. Even so, it appears that Australian companies are increasingly taking advantage of social media to manage customer relationships. This study serves as a starting point for research into SCRM implementation in the private sector to build up confidence among shareholders and investors for adopting such initiatives.

Digital marketing capability: the mystery of business capabilities

“…, 2015). DTs can initially help businesses assimilate the new environment of relationships with customers and information speed, become more trustworthy and relationship-consolidated, and increase their chances of collaboration in both offline and virtual networks (Yawised et al. , 2017).…”

“…At the same time, intangible performances include customer's satisfaction in terms of loyalty (Bhatti et al. , 2019), relationship performance (Tarsakoo and Charoensukmongkol, 2020) and building the environment of conversation engagement (Yawised et al. , 2017), Customer lifetime Value (CLV) (Cambra-Fierro et al.…”

“…It is a dynamic relationship mechanism with the stability of an interpersonal relationship for bonding and relationship building in a more condensed form (Saeed et al, 2015). DTs can initially help businesses assimilate the new environment of relationships with customers and information speed, become more trustworthy and relationship-consolidated, and increase their chances of collaboration in both offline and virtual networks (Yawised et al, 2017). This leads to the cultivation of individual loyalty because DTs generate new kinds of practices, including uncovering, appropriating, and cultivating (Morgan-Thomas…”

“…Tangible performances include revenue, growth, market (share) values (Chinakidzwa and Phiri, 2020), return on investment (ROI) and business expansion (Eze et al, 2020), and assimilation process of digital marketing adoption (Gunasekaran et al, 2017). At the same time, intangible performances include customer's satisfaction in terms of loyalty (Bhatti et al, 2019), relationship performance (Tarsakoo and Charoensukmongkol, 2020) and building the environment of conversation engagement (Yawised et al, 2017), Customer lifetime Value (CLV) (Cambra-Fierro et al, 2021), Customer Referral Value (CRV) (word of mouth) (Liu et al, 2021). Previous research evidence suggests that businesses that have successfully applied digital marketing are superior at generating revenue using their existing resources (Wielgos et al, 2021).…”

Factors Affecting SMEs' Intention to Adopt a Mobile Travel Application based on the Unified Theory of Acceptance and Use of Technology (UTAUT-2)

“…-Artificial intelligence(AI) [46] -Virtual Reality (VR) [19] -Augmented Reality (AR) [47] -Deep/Machine learning [48] -Big data assimilation [49] -Business intelligence [38] -Internet of things (IOTs) [26,27,28] -Bibliometric network analysis [50,51] -Blockchain technology in digital era. [31] -Smart voice searching [22]  o Managerial and operational capability [55] o Customer satisfaction, engagement, and o resilience reaction [46,70] o Absorptive capability [59] o Dynamic capability [56] o Sustainability programmes [61] o Inter-relationship [62] o Building environment that engages in customers' conversation to address specific needs (satisfaction) [71]  Resilience of leaders [72] -The ability to keep a high level of energy under duress, cope with disruptive changes, and adapt.…”