Examining social customer relationship management among Irish hotels
研究了爱尔兰酒店的社会客户关系管理活动如何通过服务创新和客户链接能力提升客户绩效和财务绩效，对酒店管理者有参考价值。
Purpose The 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/approach Data 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. Findings Results 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 implications Service innovation and customer-linking capability are identified as critical outcomes of the social CRM process that lead to enhanced hotel performance. Originality/value This study explains the chain-of-effects through which the social CRM process results in higher levels of performance.