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

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.

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.

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 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.

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.

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.

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.

Social media enables the brand to extend its personality to engage with consumers on their terms, at the time, place and channel of their choice. Replacing traditional customer relationship management (CRM) with a Facebook fan site (for instance) presents advantages but also strategic risks for a brand. If knowledge of brand advocates, High-Value Customers, High-Value Prospects and influencers is considered an asset for the business, the asset needs to be owned and managed over time, and that is not possible in the social-only environment. Social and CRM in combination are likely to be more effective than individually. In linking social data with CRM data, multiple identities, privacy and data protection issues, and which data to hold on the database (vs. leave in the social media ‘cloud’) are all challenges that need to be addressed. The social customer relationship management (SCRM) strategy will be driven by marketing, but will have an impact through all the business functions from customer service through to brand marketing. Eight stages of the SCRM strategy are outlined from ‘Listen and Learn’ through to ‘Measure and Evaluate’

Background and Purpose: Social customer relationship management (social CRM) is an emerging concept that integrates traditional CRM and social media in order to provide benefits for organizations and customers. Despite the benefits that social CRM can bring, many organizations are still at the early stage of adoption. To move beyond social marketing and to exploit opportunities offered by sales and customer service, organizations need to be aware of factors that drive social CRM adoption and different implications of social CRM adoption for performance outcomes. This paper aims to provide a review of scholarly literature on social CRM adoption with the focus on factors and performance outcomes. Design/Methodology/Approach: To provide a comprehensive view of social CRM adoption and its impact on performance outcomes, the publications of interest include scholarly journal papers from information systems and marketing disciplines and conference proceedings. Selected publications were reviewed, and findings classified into three categories: the extent of social CRM adoption, the factors influencing CRM adoption, and the impact of social CRM on performance outcomes. Results: It appears that several issues regarding social CRM adoption and its implications for performance outcomes as well as the actual use of social media in the context of CRM need additional empirical support. Conclusion: Our observations have confirmed that many researchers proposed social CRM models based on existing theories and concepts of traditional CRM. Nevertheless, some specifics of social media implications on CRM have been overlooked. The researchers therefore suggest further adjustment/extension of their models.

Modelling CRM in a social media age

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.

PurposeThe purpose of this paper is to develop and test a model examining the key factors that emerge from the social customer relationship management (CRM) process. Specifically, this 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/approachData were collected using a quantitative approach. Using a mail and online questionnaire, data were gathered from 120 key informants in hotels in Ireland. The proposed model was tested using partial least squares structural equation modelling.FindingsResults 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 implicationsService innovation and customer-linking capability are identified as critical outcomes of the social CRM process that lead to enhanced hotel performance.Originality/valueThis study explains the chain-of-effects through which the social CRM process results in higher levels of performance.

Purpose The purpose of this paper is to present a formal verification method to prove the correctness of social customer relationship management (CRM)-based service composition approach. The correctness of the proposed approach is analyzed to evaluate the customer behavioral interactions for discovering, selecting and composing social CRM-based services. In addition, a Kripke structure-based verification method is presented for verifying the behavioral models of the proposed approach. Design/methodology/approach Evaluating the customer behavioral interactions using the social CRM-based service composition approach is an important issue. In addition, formal verification has an important role in assessing the social CRM-based service composition. However, model checking can be efficient as a verification method to evaluate the functional properties of the social CRM-based service composition approach. Findings The results of model checking satisfied the logical problems in the proposed behavior model analysis. In the statistical testing, the proposed URM mechanism supported the four knowledge creation process conditions. It was also shown that the percentage of state reachability in the URM with KCP conditions is higher than the URM mechanism without supporting KCP conditions. Originality/value The comparison of time and memory consumption of the model checking method shows that the social CRM-based service composition approach covers knowledge process features, which makes it an efficient method.

Firms are increasingly extending their customer relationship management (CRM) strategies to social networking sites (SNS), moving from just communicating with their customers to learning more about them (Forbes 2016). Customer relationship management performed on SNS is called social CRM, which is defined as “a philosophy and a business strategy, supported by a technology platform, business rules, workflow, processes and social characteristics, designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted and transparent business environment” (Greenberg 2010). The use of social CRM helps organizations to engage more with customers (Malthouse et. al. 2013). Engagement helps in building trust with the company (Vivek et. al. 2012).

<p><em>The rapid growth of digital recruitment platforms in Indonesia has generated a large volume of user content on social media, serving as a vital data source for Social Customer Relationship Management (Social CRM) strategies. Consequently, the strategic insights that can be drawn may be limited. This study applied an integrated analytical approach combining Social Network Analysis (SNA) and lexicon-based sentiment analysis to evaluate public interactions regarding Jobstreet, Glints, and Dealls. The research methodology involved collecting data from platform X (previously known as Twitter) during the period of April 1-30, 2025, which was then analyzed using SNA with Gephi to identify influential actors through centrality metrics, alongside sentiment analysis to measure emotional polarity. The main findings revealed that Jobstreet possessed the healthiest conversational ecosystem, characterized by positive and neutral sentiment from its central actors. Glints exhibited sentiment polarization, and Dealls showed reputational vulnerability due to dominant negative sentiment from its influential users. It was concluded that the integration of these two methods provides a robust framework for designing more responsive and data-driven Social CRM strategies.</em></p><p><strong><em>Keywords</em></strong><strong><em>:</em></strong><em> Social Network Analysis; Sentiment Analysis; Social CRM; Digital Recruitment; Lexicon-Based Features.</em><em></em></p><p align="center"><strong>Abstrak</strong></p><p>Perkembangan pesat platform rekrutmen digital di Indonesia telah menghasilkan volume besar konten pengguna di media sosial, yang menjadi sumber data vital untuk strategi <em>Social Customer Relationship Management</em> (<em>Social</em> CRM). Sehingga hal ini dapat menyebabkan insight strategis yang bisa diambil menjadi terbatas. Penelitian ini menerapkan pendekatan analitis terpadu yang menggabungkan <em>Social Network Analysis</em> (SNA) dan analisis sentimen berbasis leksikon untuk mengevaluasi interaksi publik mengenai Jobstreet, Glints, dan Dealls. Metodologi penelitian melibatkan pengumpulan data dari platform X (sebelumnya dikenal dengan Twitter) selama periode 1-30 April 2025, yang kemudian dianalisis menggunakan SNA dengan Gephi untuk mengidentifikasi aktor berpengaruh melalui metrik sentralitas, serta analisis sentimen untuk mengukur polaritas emosional. Temuan utama mengungkapkan bahwa Jobstreet memiliki ekosistem percakapan paling sehat, ditandai oleh sentimen positif dan netral dari aktor-aktor sentralnya. Sebaliknya, Glints menunjukkan polarisasi sentimen, dan Dealls menunjukkan kerentanan reputasi karena sentimen negatif yang dominan dari para pengguna berpengaruhnya. Disimpulkan bahwa integrasi kedua metode ini menyediakan kerangka kerja yang kuat untuk merancang strategi <em>Social</em> CRM yang lebih responsif dan berbasis data.</p><p><strong>Kata Kunci</strong><strong>:</strong> <em>Analisis Jaringan Sosial; Sentimen; Social CRM; Rekrutmen digital; Lexicon-Based Features.</em><em></em></p>