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Towards understanding the added value of social CRM : a systematic analysis and a customer value map

Yousif, A. (2012) Towards understanding the added value of social CRM : a systematic analysis and a customer value map.

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Abstract:Driven by factors, such as more empowered customers and a global financial crisis, many firms are searching for new ways to gain competitive advantage. For decades, C-suite officials have focused on internal sources of competitive advantage. Since recently, however, management executives have turned their attention outward to external factors, and have started to compete on creating and delivering superior value to customers. In order to create superior customer value, companies need to devise and implement effective strategies that are aimed at building enduring and mutually beneficial relationships with customers. As a relatively new business strategy, Social CRM can lead organizations to bolster competitive advantage. At the same time, the Social CRM field has remained largely unexplored and too little direction is provided to decide a roadmap for establishing an environment where social media and CRM are completely integrated. This study aims to gain a better understanding of Social CRM, and to present an integrated framework for understanding the added value of Social CRM. To address these research objectives, the following research problem was formulated: What is the added value of social media combined with CRM? In order to address the research problem, a systematic literature review was conducted. The review includes analysis of the aspects that underpin Social CRM (i.e., CRM, Web 2.0 and social media), and the fundamentals of Social CRM (i.e., customer life cycle, relationship evaluation, customer knowledge management, and Social CRM practice). The review resulted in a preliminary definition of Social CRM, and a preliminary framework for understanding the added value of Social CRM. To further our understanding of Social CRM, and in order to validate the preliminary Social CRM framework, in-depth interviews were held with 17 experts, 3 users/customers and 5 software vendors from four different countries. Constant comparative analysis was used on the qualitative data.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration MSc (60644)
Link to this item:http://purl.utwente.nl/essays/62484
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