1. Exploring social customer relationship management adoption in micro, small and medium-sized enterprisesMarjeta Marolt, Hans Dieter Zimmermann, Anja Žnidaršič, Andreja Pucihar, 2019, original scientific article Abstract: 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.
Keywords: social customer relationship management adoption, adoption intensity, antecedent, performance, micro, small and medium-sized enterprises
Published in DKUM: 11.03.2025; Views: 0; Downloads: 4
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2. Enhancing marketing performance through enterprise-initiated customer engagementMarjeta Marolt, Hans Dieter Zimmermann, Andreja Pucihar, 2020, original scientific article Abstract: The exponential speed of technological advancements and the ever-changing needs of customers have changed the way enterprises engage with their customers. However, despite the increasing scholarly interest in the enterprise-initiated perspective of customer engagement (CE) in recent years, it remains unclear what drives enterprises to initiate customer engagement and how enterprise-initiated customer engagement enhances enterprise performance. Thus, the purpose of this study is to develop and evaluate a conceptual model that consists of drivers and outcomes of enterprise-initiated customer engagement. After developing a conceptual model based on previous conceptual approaches to customer engagement, a quantitative survey was undertaken to gather the data from business-to-customer micro, small, and medium-sized enterprises. The data were analyzed using the partial least square path modelling. The findings showed that external pressure and organizational readiness influence enterprise-initiated customer engagement. Enterprise-initiated customer engagement was also found to influence marketing performance. The empirical findings provide insights for managers that explain what drivers may influence enterprise-initiated customer engagement and what benefits they can expect. Overall, this research extends the understanding of the CE domain and provides additional insights for the drivers and outcomes of enterprise-initiated CE.
Keywords: customer engagement, enterprise perspective, marketing performance, drivers
Published in DKUM: 30.01.2025; Views: 0; Downloads: 4
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3. Social CRM adoption and its impact on performance outcomes : a literature reviewMarjeta Marolt, Andreja Pucihar, Hans Dieter Zimmermann, 2015, original scientific article Abstract: 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.
Keywords: social CRM, extent of adoption, factors
Published in DKUM: 04.04.2017; Views: 1677; Downloads: 252
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