The value proposition of adopting mCRM strategy in UK SMEs

Zheng, Vanessa

doi:10.1108/13287261111136025

Cited by 16 publications

(7 citation statements)

References 71 publications

(100 reference statements)

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“…According to [61], [67], external pressure has been viewed as a push towards innovation adoption. For example, external pressure has been identified as having an influence on electronic CRM adoption [38], [104], mobile CRM adoption [116], [123] and social CRM adoption [47]. The external pressure was also acknowledged by interviewed SME owners/managers who mainly pointed out two aspects of external pressure: competitive pressure and customer pressure.…”

Section: Conceptualization Of Social Crm Adoption Antecedentsmentioning

confidence: 99%

Exploring Social Customer Relationship Management Adoption in Micro, Small and Medium-Sized Enterprises

Marolt

Zimmermann

Žnidaršič

et al. 2020

J. theor. appl. electron. commer. res.

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With the emergence of social media, customer relationship management has undergone noticeable changes and gained a great deal of attention from researchers and practitioners in recent years. In this paper, we provide additional insights into how intensively business-to-customer micro, small and medium-sized enterprises adopt social customer relationship management. Based on the literature review and insights from interviews with six micro, small and medium-sized enterprise owners/managers, we developed a conceptual research model that integrates the antecedents, intensity of social customer relationship management adoption, and performance outcomes. For the intensity of social customer relationship management adoption, we applied process-based conceptualization consisting of the customer engagement process and customer data management process. Then we empirically tested a conceptual research model by using data collected in a survey of 119 micro, small and medium-sized enterprises in Slovenia. We found that not all antecedents are equally relevant to both processes of the intensity of social customer relationship management adoption. Additionally, we found that the intensity of social customer relationship management adoption has a positive effect on customer relationship performance. Based on these findings, we provide recommendations for further research and offer practical implications for micro, small and medium-sized enterprises considering social customer relationship management adoption.

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Section: Conceptualization Of Social Crm Adoption Antecedentsmentioning

confidence: 99%

Exploring Social Customer Relationship Management Adoption in Micro, Small and Medium-Sized Enterprises

Marolt

Zimmermann

Žnidaršič

et al. 2020

J. theor. appl. electron. commer. res.

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“…This finding is supported by Hasani et al (2017) who indicated that external pressure has an effect on social CRM adoption. Furthermore, external pressure has encouraged enterprises to adopt electronic CRM in the travel industry (Gualandris & Kalchschmidt, 2014) and influenced the decision regarding the mobile CRM adoption (Zheng, 2011).…”

Section: Figure 1 Representation Of the Intensity Of Social Crm Usementioning

confidence: 99%

Exploratory study of Social CRM use in SMEs

Marolt¹,

Zimmermann²,

Pucihar

2018

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Social customer relationship management (social CRM) can enhance the performance of the enterprise through effective communication with customers and management of customer information. Whilst several studies have examined social CRM use from the perspective of large enterprises, relatively few have examined its use by micro, small and medium-sized enterprises (SMEs) which due to unique characteristics differ from large enterprises. The main objective of this paper is to provide a practical perspective on social CRM use in SMEs. This study applies a qualitative research approach by conducting six semi-structured interviews. To determine the antecedents of the intensity of social CRM, the dimensions of the intensity of social CRM use, as well as its impact on performance outcomes, a content analysis has been utilized. The findings reveal that social CRM use is complex; therefore, we propose a two-dimensional conceptualization of the intensity of social CRM use. Furthermore, this study identifies antecedents, which appears to influence the intensity of social CRM use, including relative advantages, compatibility, top management support, organizational culture, technology readiness and external pressure. This study also implies that more intensive use of social CRM appears to improve performance outcomes. Considering the findings, the recommendations for future research are provided.

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“…This dates back to 1996 when Stone, Woodcock, and Wilson (1996) proposed that future customers would increasingly manage their firm relationships themselves with the help of new technologies and that 'companies need to prepare themselves for this world ' (p. 675). In this new world, customers would increasingly use new digital communications channels to manage their relationships with firms (see Zheng, 2011). Social CRM highlights the importance of optimizing customer experience by placing greater emphasis on the growing number of customer touch points with the company.…”

Section: Towards Empowering Customersmentioning

confidence: 99%

Extending customer relationship management: from empowering firms to empowering customers

Saarijärvi

Karjaluoto

Kuusela

2013

J of Systems and Info Tech

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PurposeThe focus of customer relationship management (CRM) literature has been predominantly on the firm perspective and on IT, not on customer or service orientation and value co‐creation. This paper seeks to explore and analyse contemporary CRM frameworks and suggests future research directions. To achieve this, a thorough literature review on CRM is conducted focusing on recent advances within CRM. This provides a good basis for critically analysing the current status of both CRM theory and practice.Design/methodology/approachThe paper reviews CRM literature published 2003‐2011. Based on the literature review, it introduces a conceptual framework of the changing role of customer data in the CRM framework.FindingsLiterature has not adequately addressed the role of the emerging service orientation, value co‐creation and the opportunities provided by new technology and communication channels. Drawing on a thorough CRM literature review, we argue that a fundamental change in CRM thinking is needed to shift the focus of CRM from empowering firms to empowering customers.Research limitations/implicationsThe paper is conceptual in nature and presents only a few empirical examples of the changing role of customer data within the CRM framework. The paper calls for more research on the emerging service orientation, value co‐creation and the impact of new media on the contemporary CRM framework.Practical implicationsCustomer data remain, and will remain, a critically important input resource informing a firm's processes. However, using customer data for the benefit of the customer too, to serve customers better, is clearly an emerging phenomenon. Refining and giving customer data back to customers may represent a future mechanism through which companies deepen and develop their customer relationship management to a whole new level.Originality/valueThe study is among the first attempting to critically evaluate the contemporary CRM framework from the perspective of empowering customers.

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The value proposition of adopting mCRM strategy in UK SMEs

Cited by 16 publications

References 71 publications

Exploring Social Customer Relationship Management Adoption in Micro, Small and Medium-Sized Enterprises

Exploring Social Customer Relationship Management Adoption in Micro, Small and Medium-Sized Enterprises

Exploratory study of Social CRM use in SMEs

Extending customer relationship management: from empowering firms to empowering customers

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