Social Customer Relationship Management
The application of CRM provides insights into customer life-cycle management, customer lifetime value, and measuring customer profitability. Understanding how a brand is perceived internally and externally is critical to building and managing a strong brand consumer relationship (CRM). CRM focuses on using current data to enhance relationships with customers, gathering data for future marketing endeavors, and providing strategic guidance to the organization. Refer to this summary of social customer relationship management and compare it to the models discussed in the resource above. Track the nine stages of the Social Customer Relationship Management (Social CRM) model. Identify in each stage which brand strategy best aligns to enhance customer engagement and satisfaction.
Conclusion
Organisations must be aware of the shift that is occurring in the use of data and must actively prepare to participate in it. Among the measures to be taken, three are absolutely critical: Treating information and data as a corporate asset at the same level as human and financial resources; The company should be capable of generating and sharing knowledge from the data; and Designing and implementing a technology infrastructure that makes it possible to address the challenges and opportunities presented by technological disruptors such as Security, Cloud, Mobility, and Big Data.
This paper presents a methodology, called the SCRM-IRIS methodology, to help companies to obtain value from data, by developing a Social CRM system. The methodology has been applied to a company in order to refine and validate it. Those responsible for the application of the SCRM-IRIS methodology in the company have indicated that the use of the SCRM-IRIS methodology has allowed them to gain an excellent view of the needs, scope, consequences and opportunities of the project, as well as allowing them to implement Social CRM quickly and without significant problems. They have also indicated that the methodology has enabled them to have greater control over the project, because all the activities to be performed in each phase of the implementation are clearly defined.
There are various proposals for future investigations. The future of Big Data and Web 2.0 technologies is going through a general expansion for all industries to be applied to all business processes and aspects of organisations. Through Big Data analytics and Web 2.0 technologies, the company can not only quickly and reliably monitor the acceptance of its products and/or services in the marketplace, but they also allow them to understand their business environment as well as find and strengthen competitive advantages. Therefore, new methodologies, similar to the SCRM-IRIS methodology, are needed to support the adoption and implementation of Big Data and Web 2.0 technologies in other areas of the company, such as company strategy, supply chain management, product design, and so on.
Finally, some limitations of this paper should be noted and discussed. First, the qualitative method used for the analysis of the benefits obtained by the company from the application of the methodology is not as accurate as a quantitative analysis. The method is based on the opinion of those in charge at each implantation. However, their experience and professionalism make it possible to rely on the veracity of these results. Only a basic quantitative analysis was performed. This can be future research for academics that can apply advanced quantitative methods to measure the benefits of SCRM-IRIS at department level as well as business level. Finally, the company where the SCRM-IRIS methodology was applied already had CRM technologies (without Social CRM features). Therefore, if this methodology were to be applied in a company that did not have them, the implementation process would be more expensive and complex, because the implantation of CRM strategies, culture and computer systems, and training of the employees would have to be undertaken from scratch.