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To cite this article: Musfiq Mannan Choudhury & Paul Harrigan (2014): CRM to social CRM: the
integration of new technologies into customer relationship management, Journal of Strategic
Marketing, DOI: 10.1080/0965254X.2013.876069
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Journal of Strategic Marketing, 2014
http://dx.doi.org/10.1080/0965254X.2013.876069
1. Introduction
Customer relationship management (CRM), underpinned by relationship marketing
principles, is an important research domain, which has experienced peaks and troughs of
interest, with both success and failure stories on the marketing and technology sides
(Payne & Frow, 2005). Copious previous research has modelled the use and impact of
technologies in CRM, but with the rise of social media more and more marketers are
realising that these technologies are actually powerful enablers to CRM.
Current social media technologies include Facebook, Twitter, LinkedIn, YouTube,
Google (þ and Analytics) and many other peer-to-peer websites such as blogs, micro
blogs, wikis, podcasts, photo sharing, video sharing and social bookmarking (Kim & Ko,
2012). These tools are now extensively used by marketers and this is reinforced by
statistics showing that 80% of business executives consider social media as important for
marketing.1 On the other hand, Nielsen Company (2012) reported that 46% of online users
use social media when making purchase decisions online. Gartner projects around $34
billion by 2016.2 A survey found that around 80% of executives say that their
organizations used social media to understand markets (Deloitte University Press, 2013)
and 86% of companies are using social media for marketing of which 41% use social tolls
for communicating with customers (Forbes, 2013). In the USA, $2.1 billion was projected
for social media expenditures, rising to an anticipated $5 billion in 2016 (VanBoskirk,
Overby, & Takvorian, 2011).
Social media has become a domain for investment that has interested businesses,
recognising it as a method for maintaining durable relationships with their customers
(Trainor, 2012). Firms are now investing in resources that integrate social data into their
existing CRM systems making it possible to understand customers and simultaneously
cater to their best interests (VanBoskirk et al., 2011).
This paper builds on previous research of Jayachandran, Sharma, Kaufman, and
Raman (2005), adopting the resource-based view (RBV) theory and the equity theory with
the aim of developing a model where social media technologies represent new
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. . . a strategy for the management of the dual creation of value, the intelligent use of data
and technology, the acquisition of customer knowledge and the diffusion of this knowledge
to the appropriate stakeholders, the development of appropriate (long-term) relationships
with specific customers and/or customer groups, and the integration of processes across the
many areas of the firm and across the network of firms that collaborate to generate customer
value.
The notion of CRM indicates that it is encompassed in the RBV perspective, in which
CRM is considered as technological resource consisting of tactical and operational
dimensions within the organisation, along with other strategic dimensions (such as
customer orientation and customer engagement) to achieve significant performance gains
(Borges, Hoppen, & Luce, 2009; Chang, Park, & Chaiy, 2010; Coltman, 2007). CRM
focuses mainly on systems that provide support for sales, marketing, analysis and data
integration (Jayachandran et al., 2005; Rapp, Trainor, & Agnihotri, 2010). Similarly,
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earlier literature, prior to the advent of social media technologies, have not considered the
role of such innovations in CRM with relation to performance. Hence, the concept of
social CRM evolves with invention of new social media technologies in the early 2000.
Greenberg (2010, p. 414) defines social CRM as:
. . . a philosophy and a business strategy, supported by a system and a technology, designed to
engage the customer in a collaborative interaction that provides mutually beneficial value in a
trusted and transparent business environment.
This definition builds on the accepted notion of traditional CRM but is an elaboration, as it
includes social functions, processes and capabilities that consider the interaction between
customers and firms as well as customers and their friends, relatives and peers (Greenberg,
2010). Furthermore, this definition indicates new tools, technologies and processes exist to
facilitate interaction with customers (Zablah, Bellenger, & Johnston, 2004) with a goal of
long-term relationships with enhanced performance (Coltman, 2007). Hence, social CRM
focuses on customer engagement with two-way, interactive relationships with customers
where they are encouraged to co-create marketing efforts and even product offerings
(Rodriguez, Peterson, & Krishnan, 2012).
Social CRM also enables the identification of new markets and trends within them for
new market entry, development and orientation (Warfield, 2009). As individuals depend
more and more on the social media technologies for keeping connection with friends and
peers, it has become a domain for a plethora of information arising out of such interactions
for businesses. The customers who expect interactions among themselves in these
networks also expect similar level of interaction from their business counterparts (Rainie,
Purcellm, & Smith, 2011, in Trainor, 2012). The types and categories of interactions
become overwhelming as businesses introduce new techniques and capabilities for
capturing such information (Trainor, 2012). Researchers suggest that the use of CRM in
the social media domain introduces the potential for influencing firm performance, as more
customer engagement, interactions and sharing of information takes place in these
applications (Agnihotri, Rapp, Kothandaraman, & Singh, 2012; Brodie et al., 2011;
Hennig-Thurau et al., 2010; van Doorn et al., 2010).
Drawing on the work of Jayachandran et al. (2005), this study has adopted the RBV
theory and the equity theory for understanding the role of new social media technologies
as part of CRM technology use and the relational information processes. A new
construct, ‘customer engagement initiatives’ has also been added to the original model;
Figure 1 shows the conceptual model. In the later sub-sections of this study, the
constructs of customer relationship orientation (CRO), CRM technology use, customer
engagement initiatives, relational information processes and customer relationship
4 M.M. Choudhury and P. Harrigan
H2
Customer
engagement
H6
Initiatives
H1 Customer
Customer Relationship
CRM
relationship Performance
technology use
Customer
Relational
information
H3 processes H5
H4
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3. Conceptual model
3.1 Customer relationship orientation
CRO is derived from the notion of market orientation (Conduit & Movondo, 2001; Rapp
et al., 2010). CRO focuses on the importance of external customers (Conduit & Movondo,
2001; Mohr-Jackson, 1991) whereas market orientation focuses on both internal and
external customers (Conduit & Movondo, 2001).
CRO in contemporary marketing theory is an important perspective of CRM and is
considered as a capability that enables firms to develop such behaviours that leads to an
understanding of the customer (Coltman, 2007; Ray, Muhanna, & Barney, 2005; Zablah
et al., 2004). This makes firms more focused on and more responsive to customers (Payne
& Frow, 2005). Building on assertions by Kohli and Jaworski (1990) assertion that
organisations should be market focused, rather than solely customer or competitor
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focused, while drawing out the construct of CRO as a subset of market orientation
(Coltman, 2007; Jayachandran et al., 2005). There has been a great deal of previous
research investigating the mediating role of technology on CRO (e.g. Coltman, 2007;
Jayachandran et al., 2005; Rapp et al., 2010). Previous models have focused on the strong
enabling properties of technologies in the specific CRM areas of customer communication
and customer information management (e.g. Chen & Ching, 2007; Harrigan et al., 2011;
Jayachandran et al., 2005). However, such previous research took place before the
inception and pervasive growth of social media technologies, which have infiltrated and
very likely revolutionised these CRM processes (Hennig-Thurau et al., 2010).
Traditionally, CRM technology has facilitated the collection, integration and analysis
of customer data, and subsequent communication to/with customers (Jayachandran et al.,
2005). CRM software packages such as Sage, Siebel, Oracle, Peoplesoft have provided
marketers with the tools to build deep insights about customers. Now, new start-ups have
been quick to take advantage of the traditional players’ hesitance in the social CRM arena,
with tools like Radian6, HootSuite, Sprout Social, Kick Apps, Sendling, Janra, Sprinklr
and Virtue being just a few of the many social CRM packages now available.3 These social
media ‘dashboards’ allow businesses to constantly monitor and engage with their range of
social media platforms from one place.4 In a recent HBR survey of 2100 organisations,
58% reported currently using social media channels and a further 21% reported
preparations to launch social media initiatives. It is clear that the potential for these
technologies in reaching out to customers and building informed and value-exchanging
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relationships as part of CRM is unparalleled (Zhang, 2011). Also, this engagement and
empowerment, social media is a major source of data on customers that must be integrated
into CRM (Bijmolt et al., 2010; Harrigan et al., 2011; Hennig-Thurau et al., 2010).
As with the equity theory perspective, there are two exchanging partners: the customer
and the business organisation. The exchange in social media takes the form of an
engagement of customers via the use of social media to ensure mutual benefits (Baird &
Parasnis, 2011; van Doorn et al., 2010). The specific ways that customers now engage with
organisations and marketers are varied, but range from writing reviews on websites like
Amazon and Opodo to testing new ‘beta’ products, or co-developing open source products
such as Moodle or Mozilla Firefox (Hoyer, Chandy, Dorotic, Krafft, & Singh, 2010).
Research in Motion (RIM), Apple and IBM actively encourage customers to get involved
at every stage of the co-creation process. These customers input into the product and
service quality, becoming ambassadors for the organisation (Hoyer et al., 2010; van Doorn
et al., 2010). Social media has enabled customers that use social networks to create and
share content, as well as communicate and build relationships with each other (Gordon,
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2010; Libai et al., 2010). From the equity theory perspective, there is sharing of ideas
(inputs of information and ideas from the customers) and an output in the forms of
messages about the business and its products and services (Donnerstein & Hatfield, 1982;
Wagner et al., 2010). More specifically, customers engage via social media to share
experiences with each other, to reach customer services and even to benefit from offers and
rewards (Brodie et al., 2011; Mollen & Wilson, 2010; Nambisan & Baron, 2007).
Furthermore, some customers get involved in the co-creation of products and services
(Kumar et al., 2010; van Doorn et al., 2010). However, how customer engagement
initiatives are strategically and tactically enabled in the organisation and particular in
CRM, and how value can be created from them is less clear (Bijmolt et al, 2010; Mollen &
Wilson, 2010). Thus, there are major challenges for organisations that are open to social
CRM, but it is still realistic to hypothesise that:
Hypothesis 2: CRM technology use will have a positive association with customer
engagement initiatives.
sources into a format, which can be quantified and generalized to a certain extent.6
However, research has shown that only 7% of marketers reported being able to integrate
their social media information into their overall CRM system (HBR, 2010).
new customers. Third is customer influencer value (CIV), which emphasises the value
of customers who share information, spread word-of-mouth (WOM) and assist other
customers. Finally, is customer knowledge value (CKV), which emphasises the value of
customers who possess an expert knowledge of a brand or a product and/or service and
who are able to both assist other customers, and indeed advise the organisation itself (Joshi
& Sharma, 2004). However, a major research study by the HBR (2010) found that while
more than half of organisations are using social media, only 25% said they could identify
where their most valuable customers are ‘talking’ about them. Furthermore, only 23% are
using any form of social media analytic tools. Thus, ‘measurement’ capabilities in social
media are still lacking among marketers (HBR, 2010).
To sum up, previous research by Jayachandran et al. (2005) has showed that CRM
technology plays a mediating role in the relational information processes affecting
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customer relationship performance. From the above discussions, it does appear that one of
the facilitators of the relational information processes is the CRM technology. Therefore,
it can be hypothesised:
Hypothesis 3: CRM technology use will have a positive association with relational
information processes.
(Anderson, Fornell, & Mazvancheryl, 2004.; Gruca & Rego, 2005; Rego, Billett, &
Morgan, 2009). Technology enhances the flow of information about customers within
organisations (Hillebrand, Nijholt, & Nijssen, 2011). Focusing on relational information
processes, Google, the search engine giant, has been capable of diversifying and growing
so well due to its vast knowledge base on consumer behaviour online. For example,
Google launches new products in ‘beta’ format to begin with, and gives customers the
opportunity to feed back their thoughts. Dell, too, attempts to retrieve, disseminate and use
customer information through a website platform by which they develop products that are
particularly suitable to a variety of customers with varying requirements and tastes.
Staples and KB Toys track customer purchases and are able to provide special offers
through coupons and gift vouchers. Amazon.com is another example of an organisation
where customer information drives marketing decision-making. Of course, many other
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The scales for the construct, CRO, were borrowed from the study of Jayachandran
et al. (2005) apart from the last construct, CRO5. The construct CRO5 was developed
based on a review of the study of Sin, Tse, and Yim (2005). The five items for the construct
intended to capture whether relationship marketing principles were at a strategic or
philosophical level in an organisation, whether customer relationships were recognised as
valuable assets, whether customer retention was emphasised and, finally, whether there
was senior management support for CRM.
In order to understand what social CRM technologies are used by organisations, we
obtained a list of eight different social media technologies used commonly by
organisations from the study of Hennig-Thurau et al. (2010). There was also the option for
specifying any other CRM technology used by the respondents representing the
organisations. To avoid confusion with dedicated CRM technology and software systems,
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we emphasised that we were investigating any technologies that were used by the
organisation to manage customer relationships, thereby including ad hoc social media
technologies. The CRM technology use (CRM_TECH) construct was also measured by
22 further items, which are mostly borrowed from the study of Jayachandran et al. (2005).
The customer engagement initiatives (CUS_ENG_INI) construct attempted to capture
communication with customers, understand how customers interact in online
communities, how organisations control and take part in the interaction with customers
using social media, and how mobile technologies enable such interaction between
customers and organisations. This new construct explicitly focused on how organisations
engage and interact with customers, and builds on previous studies that have focused on
more traditional, one-way communication processes (Anderson, 2005; Chen & Ching,
2007). Many of the items in this construct were developed based on a review of literature
derived from a special issue of the Journal of Service Research on customer engagement in
2010.
The relational information processes (REL_INF_PRO) construct was composed of
four sub-constructs, specifically information capture, information integration, information
access and information use, and is derived from the study of Jayachandran et al. (2005).
However, additional measurement items were sourced from a review of the studies of
Kumar et al. (2010), Bijmolt et al. (2010), Goldenberg (2008), Guenzi and Trolio (2007)
and Jayachandran et al. (2005). Information capture reflects the regular collection of
customer information from social media technologies. Information integration reflects
how the organisation integrates customer information from various sources, including
social media. Information access reflects the importance of customer information being
accessible to relevant employees throughout the organisation. Finally, information use is
concerned with how the information obtained from social media is used by the
organisation to drive marketing decisions.
Finally, the CRM relationship performance (CRP_Per) construct reflects the capacity
of the organisation, through integrating social media into CRM, to gain a competitive
advantage. The scales were adopted from the study of Jayachandran et al. (2005) and
measured environmental dynamism and competitive intensity.
To ensure internal consistency in the measures, a pilot study was conducted. Analysis
showed the Cronbach a scores and therefore what measurement items needed to be
discounted (per Pallant, 2007, pp. 96 –98). The measurement items were also evaluated by
knowledgeable experts and colleagues to enable refinement and modification. Some items
were discounted to achieve Cronbach a scores above 0.70 (per Pallant, 2007) and the final
items chosen for the study are shown in the Appendix.
12 M.M. Choudhury and P. Harrigan
The findings related to the range of social media technologies in use are illustrated in
Figure 2.
It appears that most of the organisations were using a variety of social media
technologies to interact with customers. Most organisations utilised their own website for
CRM purposes (77%), but a significant number also drew on tools such as LinkedIn (64.8%),
Twitter (55.3%), Company Blogs (49.5%) and Facebook (44%). Other social media tools
such as YouTube, Mobile Apps and Employee Blogs were also relatively popular. This
corroborates recent industry research by Marketing Week (2011), the HBR (2010) and SAS.8
missing data, so the Extraction-Maximisation (EM) method was used to input the missing
values.9 The PLS-SEM algorithm was used in the analysis as it transforms non-normal
data to provide robust results (Ringle, Sarstedt, & Mooi, 2010). Second, since the sample
size is relatively small, PLS-SEM was considered to be an appropriate method (Hair et al.,
2010). Finally, PLS-SEM is suitable for coping with complex models (Hair, Sarstedt,
Ringle, & Mena, 2011), which is the case for this study. To conduct PLS-SEM analysis,
the two-step approach for assessment of the measurement and the structural model
(as recommended by Hair, Ringle, & Sarstedt, 2011) was used. This involved, inspection
of the reliability and validity of the measurement model, and assessment of the parameter
estimates taking into account their significance level and also considering the stability of
estimates using a cross-validation of the model.
Per Figure 1, the model tested is a reflective measurement model. The PLS-SEM
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analysis was conducted using SmartPLS 2.0 using the bootstrapping option. Content
validity was ensured as the measurement items were evaluated by knowledgeable experts
to ensure that they captured the information that they were supposed to (Garson, 2011). The
Cronbach a scores should be at least 0.70 in exploratory research (Garson, 2011; Hair,
Ringle, & Sarstedt, 2011). All scores were above 0.70, which indicated convergent
validity. To further test convergent validity, it was necessary to look into the composite
reliability scores. All scores were above 0.70 and most of them were above as shown in
Table 1. All of the average variance extracted (AVE) results were greater than 0.50, which
is also a reflection of convergent validity (per Garson, 2011). To assess discriminant
validity, Fornell and Lacker’s (1981) criterion was followed. Fornell and Lacker (1981)
state that a latent construct should share more variance with its assigned indicators than
with another latent variable in the structural model. Table 1 shows that all constructs had an
AVE that is higher than the squared correlations between the construct and all other study
constructs. Moreover, Chin, Marcolin, and Newsted (2003) state that the square root of the
AVE for each of the constructs should be greater than that construct’s correlations with the
other constructs. Table 1 shows that these criteria were met and discriminant validity was
ensured. Furthermore, exploratory factor analysis was conducted with VARIMAX rotation
on all the measurement items. The items loaded on the designated factors and most of the
factor loadings were above 0.7 and there were few cross-loadings. Hence, this also
indicated discriminant validity for the measurement items (per Pallant, 2007).
When a survey instrument is used for data collection to explain the relationship
between dependent and independent variables, it is necessary to look at whether there is
any common method bias (Hillebrand et al., 2011). Evidence of common method bias
exists when a general construct accounts for the majority of the covariance among all
constructs (Podsakoff & Organ, 1986). Consequently, when exploratory factor analysis is
conducted with un-rotated factor analysis on the survey items, it will emerge that one
factor accounts for the majority of the variance. SPSS 19.0 was used to conduct the factor
analysis. When the weightings were allowed to load on one factor, the single factor
accounted for 29.86% of the variance, which is less than the 50% threshold (Field, 2005).
Hence, there were no cases of common method bias, per Krishnan, Martin, and
Noorderhaven (2006), Podsakoff, MacKenzie, Lee, and Podsakoff (2003), Steensma,
Tihanyi, Lyles, and Dhanaraj (2005) and Aulakh and Gencturk (2000). Furthermore,
correlations between the different indicators of the same construct using same and
different methods were carried out. Results showed that the correlations were normal
(below 0.5) in both the same method data and in the cross method data, and therefore
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further reinforced that common method variance is not a problem (Podsakoff et al., 2003).
Having assessed and validated the measurement model, it is assumed that the measures
represent the constructs of interest. Next, it was necessary to evaluate the structural model.
The primary evaluation criterion was to look into the R 2 measures. The R 2 value for the
latent construct, CRM_per, was 0.278, which is nonetheless substantial as recommended by
Garson (2011) and within the range recommended by Vinzi, Chin, Henseler, and Wang
(2010).
Next, the path coefficients needed to be reported. The findings of the study are
provided in Table 2.
The graphical representation of the path estimates is shown in Figure 3 with the
variances (R 2) in the brackets.
For the structural model to have a good fit and to reflect a general correlation, it should
have the capability to accurately predict the scenario (Ringle et al., 2010). The most
common measure of predictive relevance is the Stone –Geisser’s Q 2 (Geisser, 1975;
Stone, 1974), which assumes that the model must be able to adequately predict each
endogenous latent construct’s indicators (Hair, Ringle, & Sarstedt, 2011). Since, in this
study, a reflective measurement model has been used, the Q 2 value was determined by
using the blindfolding procedure of SmartPLS 2.0. The endogenous construct’s cross-
validated measure value (i.e. Q 2) is provided in Table 3. All the values were larger than
zero and the latent construct reflected predictive relevance.
6. Discussion
The results of the second step of the PLS-SEM analysis are summarised in Table 4. The
following section draws out inferences from these results and discusses how they link to
strong implication for theory and practice.
Customer H6
H2 engagement 0.15 (n.s.)
0.74 initiatives (.62)
H1 Customer
Customer 0.30 relationship
CRM technology
relationship performance
use
orientation Relational H5
information 0.41
H3
processes (.35)
0.52
H4
0.0035 (n.s.)
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To contribute to the critical research domain that is CRM, this paper focused on the
topic of social CRM. The tendency in contemporary research into practical phenomena
like social media may sometimes be to neglect the theoretical underpinning of these
practical and managerial approaches. This study positioned social media technologies
within the theoretical domain of CRM, providing sound theoretical and practical
justifications. Building on a previous model of CRM, this paper seeks to make a both a
timely and significant contribution to CRM theory and practice. We added a new construct
of Customer engagement initiatives to recognise the shift in marketing – customer
communications and relationships to an interaction-based, even consumer-owned model
(e.g. Kumar et al., 2010). Other constructs such as CRO, CRM technology use and
relational information processes were updated to reflect the role of social media
technologies in CRM.
In general, the study supports the concept that social media technologies and CRM are
mutually beneficial, and thus, that social CRM is an approach that some organisations are
adopting successfully. The first hypothesis, that CRO will have a positive association with
CRM Technology use, is supported. This finding is important in that it corroborates
previous CRM-related findings, that from before the social media age, technology was
only an enabler of an underlying marketing philosophy and existent marketing processes
Hypotheses Results
H1 Customer relationship orientation will have a Supported
positive association with CRM technology use
H2 CRM technology use will have a positive association Supported
with customer engagement initiatives
H3 CRM technology use will have a positive association Supported
with relational information processes
H4 CRM technology use will have a positive association Not Supported
with customer relationship performance
H5 Relational information processes will have a positive Supported
association with customer relationship performance
H6 Customer engagement initiatives will have a positive Not Supported
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(Coltman, 2007; Payne & Frow, 2005). Thus, as revolutionary and disruptive as social
media technologies may be, an organisational philosophy and strategy that orients around
customers is still an important prerequisite for CRM technology adoption (Chen & Ching,
2007; Kohli & Jaworski, 1990; Narver & Slater, 1990).
The second hypothesis, that CRM technology use will have a positive association with
customer engagement initiatives, was also supported. Although the construct and the
relationship are new, this finding does support some previous thinking, particularly around
customer engagement in a special issue in the Journal of Service Research in 2010.
Authors here raised many thoughtful questions about the role of social media in facilitating
engagement between organisations and customers (Baird & Parasnis, 2011; Hollebeek,
2011). This study sought to answer some of these questions, and has done so by placing
customer engagement in the wider context of social CRM. The finding that social media
technologies, like Facebook, Twitter and other blogs are enabling marketers to engage
with customers is in itself a contribution to theory but it has also been an important
stepping stone contribution in our modelling of social CRM.
The third hypothesis, that the use of CRM technology will have a positive association
with relational information processes, is also supported. Thus, the two key processes of
CRM that were highlighted as customer engagement and managing information about
customers are both enabled by a range of social media technologies. This builds on
previous research that characterised the two key processes of CRM as customer
communication and customer information management (e.g. Chen & Ching, 2007;
Harrigan et al., 2011; Jayachandran et al., 2005). This paper’s contribution is that customer
communication is philosophically realigned as customer engagement to reflect the
increase in customer power and interaction between marketer and customer (HBR, 2010;
Hennig-Thurau et al., 2010; Van Bruggen et al., 2010). The second contribution is that
new, social media technologies are driving these two key processes in CRM.
The fourth hypothesis sought to investigate how new social media technologies
possess the capabilities to directly impact on customer relationship performance. This
hypothesis was an extension of a relationship proposed in previous CRM research, but was
rejected in this case. This finding is a useful reminder that, just as a CRO is an important
underpinning to the use of social CRM technologies, so are the key processes of customer
engagement initiatives and relational information processes in order to ensure
performance increases (Coltman, 2007; Payne & Frow, 2005; van Doorn et al., 2010).
Journal of Strategic Marketing 17
The fifth hypothesis, that relational information processes will have a positive
association with customer relationship performance, was accepted. At this point, it is also
useful to note that the sixth and final hypothesis, that customer engagement initiatives will
have a positive association with customer relationship performance, was rejected. Looking
again at these two key processes of CRM, it is an important finding to report that relational
information processes do have an impact on performance. This does support previous
research, but makes a contribution to the integration of social media information sources
into the model. Other previous research that emphasises customer information as the
‘engine’ of CRM is supported (Payne & Frow, 2005). It seems that the inclusion of social
media information into CRM has not diminished this assertion; rather it has increased it
(Kumar et al., 2010). It should be noted that future research that investigates the precise
elements of information processes that influence performance is still necessary.
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Currently, there are marketers who are extremely creative when it comes to developing
Facebook posts or YouTube videos that get people commenting, sharing or even creating
their own content. The challenge is to gather the data that are associated to CRM, such as
profiles of key contributors, content types and sharing sources, and then act on these data
to better engage with customers in the future and consequently improve relationships.
Whether the software currently exists to do this proficiently is questionable, but tools like
Hootsuite and Sprout Social, among others, are rapidly advancing to this point.
6.1.3 Collaboration
Another key implication is that, between customer engagement initiatives and relational
information processes, marketers should look for possibilities for co-creation of products
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and services. Most businesses have key customers that have the potential to add value to an
organisation’s product/service design, customer service and marketing strategies. Social
media technology is a key medium whose relational properties can facilitate such value
co-creation. Open source tools like Twitonomy or Tweet Archivist enable marketers to
identify the most influential Twitter users discussing their brand, in a positive or negative
way. These are people with whom marketers should engage.
To conclude, what is clear is that, for those organisations seeking to enter the social
media playing field that are uncertain of what objectives to set and what approaches to take,
CRM is certainly an appropriate strategy on which to hang social media tools and tactics.
This study used marketing practitioners as respondents to the online survey as most
other studies have also done (Rapp et al., 2010). Per Baird and Parasnis (2011), there is
considerable difference in perception between why customers interact with companies in
social media and how businesses perceive the use of social media websites by customers.
Future research needs to look into the customer viewpoint. In addition, some level of
comparison between customer and marketing practitioner responses would be interesting.
Notes
1. Please see http://trends.e-strategyblog.com/2013/07/26/importance-of-social-business-by-
organizational-area/13044 (accessed 6 January 2014).
2. Please see http://searchenginewatch.com/article/2194675/Social-Media-Revenue-Forecast-to-
Hit-16.9-Billion-in-2012 (accessed 14 February 2013).
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24 M.M. Choudhury and P. Harrigan
Source(s) of Cronbach
Code applied survey items a
CRO Customer relationship orientation 0.85
CRO1 Our employees are encouraged to focus on Jayachandran et al.
customer relationships. (2005)
CRO2 In our organization, retaining customers is ”
considered to be a top priority.
CRO3 In our organization, customer relationships are ”
considered to be a valuable asset.
CRO4 Our senior management emphasizes the ”
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(Continued)
Source(s) of Cronbach
Code applied survey items a
CTU3d Customer lifestyle data (e.g. car & home ”
ownership)
CTU3e Customer interaction data ”
CTU3f Customer service data (complaints, returns, ”
etc.)
CTU3 g Customer contact information (record of ”
customer’s contact with multiple touch points)
CTU3 h Ad response data (customers arriving from ”
specific ads or other referrals)
CTU3i External data sources (e.g. competitor ”
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information)
CUS_ENG_INI Customer engagement initiatives 0.94
CWC Communication with customers Jayachandran et al. 0.80
(2005)
CEI1a We enable our customers to have interactive ”
communications with us
CEI1b We provide our customers with multiple ways ”
to contact the organization
CEI1c We focus on communicating periodically with ”
our customers
CEI1d We maintain regular contact with our ”
customers
CEI1e We share and exchange, in a two-way manner, ”
information with our customers
CEI1f We involve and empower our customers in ”
marketing decision-making
OCC Online customer communities 0.88
CEI2a We build our own online communities with Anderson (2005)
our customers
CEI2b We participate in relevant customer-owned Hennig-Thurau
communities et al. (2010)
CEI2c There are major differences between our own Hennig-Thurau
and other communities et al. (2010)
CEI2d Our online customer communities are central Anderson (2005)
to our marketing
CEI2e Other relevant customer communities are Hennig-Thurau
central to our marketing et al. (2010)
CEI2f Managing the range of online media is a Van Bruggen et al.
challenge for us (2010)
CEI2 g The range of social media is actually a positive Van Bruggen et al.
thing for us (2010)
CEI2 h Online communities are a way of engaging Konus et al. (2008)
with customers
CEI2i Online communities can create loyal Konus et al. (2008)
customers
MOCC Management of online customer communities 0.92
CEI3a We try to control the conversation in online Nambisan and
customer communities Baron (2007)
CEI3b We monitor and act on interactions between Nambisan and
customers in these communities Baron (2007)
CEI3c Word-of-mouth is an important issue for us Gre’goire, Tripp,
online and Legoux (2009)
(continued)
26 M.M. Choudhury and P. Harrigan
(Continued)
Source(s) of Cronbach
Code applied survey items a
CEI3d We proactively manage interactions in these Nambisan and
communities Baron (2007)
CEI3e We use these communities to promote Bijmolt et al.
ourselves to customers (2010); Hoyer et al.
(2010)
CEI3f Being transparent as a company is vital in Konus et al., 2008
these online communities
CEI3 g We use these communities to have Bijmolt et al.
conversations with our customers (2010); Hoyer et al.
(2010)
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Source(s) of Cronbach
Code applied survey items a
RIP1 g We act on customer information about a real Goldenberg (2008)
time’ basis
II Information integration 0.78
RIP2a We integrate customer information from the –
various functions that interact with customers
(such as marketing, sales and customer
service)
RIP2b We integrate internal customer information –
with customer information from external
sources
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(Continued)
Source(s) of Cronbach
Code applied survey items a
RIP4 g We use customer information to assess the –
lifetime value of our customers
RIP4 h We use customer information to measure the Kumar et al. (2010)
value of each customer’s referrals to other
customers
RIP4i We use customer information to measure the Kumar et al. (2010)
amount of information sharing between our
customers
RIP4j We draw on some customers’ knowledge to Kumar et al. (2010)
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