Examining social customer relationship management among Irish hotels

Due to the rapid growth in the electronic business, information technology has become very necessary for building up efficiency and effective transactions among organizations. Consequently, Cloud Computing (CC) becomes a very important area to achieve the organization's performance. The process of integration between Cloud Computing (CC) and the Customer Relationship Management (CRM) is a new research area. Therefore, scientific research and literature review related to Cloud Computing and CRM processes are limited. Yet, the impact of Cloud Computing on CRM processes remains under exploration and investigation. To this effect, this paper takes on a holistic approach that examines the combined effects of Cloud Computing Benefits (cost and ease of use) and CRM processes (customer acquisition, customer retention and customer expansion) on organization's performance. It also presents a conceptual framework for Cloud Computing and CRM processes, based on the analysis of various models presented in Cloud Computing and CRM processes. The main emphasis is focused on the concept of Cloud Computing Benefits (cost and ease of use) and CRM processes (customer acquisition, customer retention and customer expansion) by examining some reasons that make the organization interested in using this modern technology from one hand and how Cloud Computing can encourage organizations to implement CRM to improve their performance on the other. Therefore, this paper contributes to develop three models: Cloud Computing Benefits, CRM process, and integration between the Cloud Computing and CRM process to improve organization performance model. Also, it describes more valid factors to identify how an organization deals with its performance in the future by providing an advice for the Information Technology (IT) industry as how an analytical integration between Cloud Computing Benefits and CRM process improves organization's performance – something that should be taken into account in developing countries to attain a competitive advantage. This study is divided in three sections: Literature Review, Research Model, and Conclusion.

Due to the rapid growth in the electronic business, information technology has become necessary for building efficiency and effective transactions among organizations. Consequently, Cloud Computing (CC) becomes a very important area to achieve the organization's performance. The process of integration between Cloud Computing (CC) and the Customer Relationship Management (CRM) is a new research area. Therefore, scientific research and literature review related to Cloud Computing and CRM processes are limited. This paper takes a holistic approach that examines the combined effects of Cloud Computing Benefits (cost and ease of use) and CRM processes (customer acquisition, customer retention and customer expansion) on organization's performance. It also presents a conceptual framework for Cloud Computing and CRM processes, based on the analysis of various models presented in Cloud Computing and CRM processes. The main emphasis is focused on the concept of Cloud Computing Benefits and CRM processes by examining some reasons that make the organization interested in using this modern technology from one hand and how Cloud Computing can encourage organizations to implement CRM to improve their performance on the other. This paper contributes to develop three models: Cloud Computing Benefits, CRM process, and integration between the Cloud Computing and CRM process to improve organization performance model. Also, it describes more valid factors to identify how an organization deals with its performance in the future by providing an advice for the Information Technology (IT) industry as how an analytical integration between Cloud Computing Benefits and CRM process improves organization's performance – something that should be taken into account in developing countries to attain a competitive advantage. This study is divided in three sections: Literature Review, Research Model, and Conclusion.

ABSTRACTIn recent years, the concept of customer relationship management (CRM) has undergone a major change from being a strategy that focused solely on establishing financial bonds with customers to one that promotes both transactional and interactional relationships with customers. This has given rise to a new form of CRM which is known as social customer relationship management (SCRM) or CRM 2.0. Hence, this study develops and proposes a conceptual model to address relationships between customer relationship management, social media technologies, customer engagement, positive word of mouth and brand loyalty. This paper brings significant contributions to hospitality CRM literature and marketing communication theory. It serves as a reference for hospitality practitioners who can derive insights on the potential economic advantage such as brand loyalty and consumer behaviour benefits in the form of positive word of mouth which can result from the effective implementation of a SCRM strategy.

Purpose– The purpose of this paper is to study the application of knowledge management (KM) factors on customer relationship management (CRM) process in Malaysian Multimedia Super Corridor (MSC) status organisations.Design/methodology/approach– A questionnaire survey was conducted on KM workers (customer service) in Malaysian MSC status organisations. Based on the extensive review of the current literature, eight KM factors were investigated to examine the application toward CRM process.Findings– The data, collected from 96 knowledge workers, suggest that KM process, organisational infrastructure and technology are three important predictors for effective CRM process.Practical implications– The practical implication of this paper could be useful for business managers who want to enhance organisational CRM through implementing KM practices to support their organisation’s KM efforts.Originality/value– This is one of the few papers to study the application of KM factors on CRM process in Malaysia.

Due to the strong competition that exists among organisations and the rapid change in the business environment, knowledge has turned out to become a key source for organisations to enhance the competitive advantage. Integrating Knowledge Management (KM) and Customer Relationship Management (CRM) process is a new research area, therefore, scientific research and literature around it remain limited. In addition, the impact of KM process on customer acquisition, retention, and expansion to improve customer satisfaction remains under study and report. The aim of this paper is to present a conceptual framework of KM integrated with CRM called Customer Knowledge Relationship Management (CKRM) Process depending on analysis of various models presented in KM and CRM. The main highlighting is laid upon the concepts of the concept of customer knowledge (knowledge about customer, knowledge for customer, knowledge from customer). Therefore, this paper contributes to the development of KM process (Knowledge Process about Customer, Knowledge Process for Customer, and Knowledge Process from Customer). The paper investigated how the companies in Jordan developed KM process to improvement the CRM process. Based on data collected from the company, results from analysis indicated that the KM process had a positive effect on CRM process.

The study focused on examining the social customer relationship management impacts on the customer loyalty of five-star hotels in Saudi Arabia. Customer relationship management included the dimensions of customer value, long-term partnership with the customer, customer knowledge, reliance on technology, trust, and social media communication. The study population consists of the customers of five-star hotels in Saudi Arabia. A convenience sample was taken from 500 customers, while the validly retrieved responses were 413. A quantitative approach was conducted in statistical analysis through SPSS and AMOS software. The study demonstrated that social customer relationship management dimensions are impacting the customer loyalty of five-star hotels in Saudi Arabia. Subsequently, the recommendations centered on the establishment of a complaints handling unit to speed up service, identify problems, identify the sites of deficiencies, and take the necessary and appropriate solutions to these problems.

Social CRM means applying social media technologies in the field of customer relationship management (CRM). This introductory chapter shows how the social web has emerged as a third major technological innovation on the internet. It presents an overview on key terminology around social media and CRM as well as a framework to structure the domain of Social CRM. The framework comprises five main elements, which are used to discuss the case examples in Chaps. 2 and 3 as well as the main design areas in Chap. 4.

This study aims to analyze the effect of motivation and work spirit towards employee performance because a high level of employee performance is needed in a company in order to achieve the goals set by the company. By having a high level of performance, employees will be able to overcome and solve problems that will be faced when carrying out their duties and obligations at work. And vice versa if the employee has a low level of performance then the employee will not be able to solve a problem or difficulty in carrying out his work. With high performance owned by employees, employees will be able to work optimally and help each other together in completing work that requires more energy and time. Basically, employee performance is the result of the process of the employee's personal self as well as the efforts of the company. The high performance of employees is an expectation for all companies or institutions that employ them.

Customer Relationship Management (CRM) can be used by an organization as a tool and strategy in meeting the expectations of their customers. The term Social CRM is an approach that allows intensive interactions between customers, customers and organizations, and customers' interaction with the systems by utilizing Web 2.0. Social CRM offers new capabilities of social networks that provide powerful new approaches to surpass the traditional CRM. The fundamental changes offered by Social CRM are in terms of empowerment, connection, and value generated. An example of Social CRM in healthcare is extending healthcare services through social networks where many kinds of interaction can be supported. The main goal of this chapter is to introduce a promising future research direction, which may shape the future of integrative customer relationship. In this chapter, we examine customers' expectation concerning the process of empowerment, social networks, and participation to make customers more proficient in dealing with their own issues. This chapter also discusses and demonstrates how Social CRM will help customers have greater control in controlling the process of interaction (empowerment) with organizations and among themselves.

Social Customer Relationship Management (SCRM) is one of the approaches used by companies and service institutions in managing and engaging customer interactions happening on social media. This study attempted to present the significant relationship between SCRM and social media performance of the DPP schools. This paper suggested adopting a relationship-marketing approach, integrating customer relationship management with social media strategy, for educational institutions under the Dominican Province of the Philippines, with the use of the Technology-Organization-Environment model with the diffusion of innovation insights into the relationship marketing. The results showed that there is a significant relationship between SCRM and the social media performance of schools while the respondents are strongly satisfied with the services provided by schools through their respective social media accounts. The research recommends the conduct of SCRM evaluation to validate whether SCRM strategies are aligned with the goals of the institution. Further, future researchers can investigate the 'responsiveness' of schools in terms of SCRM and conduct a study on engaging and impactful content relating to enrollment.

Organizations have found that functional approach to business destroys flexibility and agility by gaining experience over the time. The main weakness with Task-based organizations is that they can hardly act flexibly and adapt themselves to the changing environment. In today’s' dynamic and competitive business world, organizations focus significantly on managing and improving their business processes. Therefore, nowadays to be survived and successful, certainly, the process approach must be followed. In addition, organizations having such improvement and innovations are looking to create organizational wealth. In this regard, the present study is trying to identify and describe processes from reputable reference models in Customer Relationship Management (CRM) and more importantly to design and streamline CRM processes effectively for organizations in order to improve processes and offer value to customers. In this paper, first, by identifying and explaining CRM reference models, three models were selected based on five criteria (flexibility, Understandability, comprehensiveness, Completeness, and Usability) using Analytic Hierarchy Process (AHP) technique which is relative as follow: SAP, CCOR & PCF. Then, the processes of the three models were extracted and gathered in a comprehensive list to offer a united framework to design CRM processes. Finally, a case study will show the applicability of the proposed model. With this paper, we enrich research by a valuable process framework for developing well-designed reference models.

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.

This paper is to examine the negotiating issues and aspects of emerging Web 2.0 technology in customer relationship management (CRM) namely social CRM or CRM 2.0 helps individual or organisational to exercise multi-channel interactions beyond its traditional mechanism. The social CRM provides entities the ability to broaden services beyond its usual practices, and thus provides a particular advantageous environment to achieve complex goals. It discusses recent trends of social networking sites like Facebook, Tweeter, LinkedIn, etc. as means of e-negotiation. It allows people to have greater control of information flow of interaction. Some cases were analysed to depict recent notion of social networks activities in Indonesia, Singapore, and the Philippines. The implication of this general review is to highlight the status of social networks for negotiation to influence others.

Companies that successfully integrate Social Media (SocMed) as a tool for their Customer Relationship Management (CRM) will create a synergy that will further enhance business performance and growth. Unfortunately, not many SMEs realize this potential and because of that Social Media adoption for CRM and other purposes among SMEs is still very low. This study aims to develop a research framework of Integration between Social Media utilizations and Customer Relationship Management practices on business performance and growth. The findings will help to formulate strategies on how to further enhance the use of SocMed and CRM to improve business performance and growth.

The interaction between academic community members in universities is fundamental in facilitating the learning management process and workflow, thereby necessitating a communication tool system that is unrestricted by time and place. Social customer relationship management as a communication tool through social media is also essential. Therefore, this research employed a mixed-method exploratory design to evaluate 2421 subjects determined based on a proportional random sampling technique from the academic community of universities in four cities in Indonesia. The data collection method used an online interview questionnaire, and the coding techniques, namely open, axial, and selective coding, as well as the value stream analysis, were used. This research found that Social Customer Relationship Management (SCRM) can be a communication tool between the academic communities in higher education. This tool can be exploited by utilizing effective social media platforms, namely Instagram, Facebook, WhatsApp, and YouTube, integrated and connected as a center for information retrieval.