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La tecnología digital ha cambiado la forma de las marcas de moda se comunican con los consumidores y del mercado de sus productos. Por otra parte, el auge de las plataformas de medios sociales en los últimos años ha ayudado a hacer este diálogo más atractivo, convocando a millones de nuevos consumidores a comprometerse con las marcas a nivel personal (PEW, 2013). Un reciente informe de Drapers (2013) sobre la innovación en el mercado del retail en moda, sugiere que el 52 % de las empresas de la moda están utilizando los medios sociales para la interacción con el cliente y la gestión de las relaciones. El objetivo de esta investigación es explorar el uso de los medios de comunicación social para el servicio al cliente. En primer lugar el estudio identificará las razones por las cuales las marcas de moda están utilizando esta plataforma y en segundo lugar, se examinará cómo las marcas las están utilizando. Las empresas que son líderes en este espacio son en su mayor parte empresas de dedicación exclusiva estadounidenses. Como ejemplo, Warby Parker la innovadora marca de anteojos ha estado respondiendo a los problemas de servicio al cliente a través de You Tube clips que actualmente reciben más de 100 visitas (Mashable, 2013). Uno de los grandes retos, y una oportunidad al mismo tiempo, es que los consumidores utilizan las redes sociales para quejarse de los problemas de servicio al cliente (Brandwatch, 2013). ASOS abrió las cuentas de Facebook y Twitter "Estamos aquí para ayudar" para permitir que sus otros canales sociales sean utilizados con fines de relaciones públicas y comunicación minimizando así el contenido negativo en ellos (Bauer, 2013). Conversocial (2013) es un proveedor de atención al cliente especialista en medios sociales, que ha medido que el monitoreo y la respuesta efectiva en el servicio al cliente en redes sociales pueden tener un retorno directo sobre la inversión. Debido a la ausencia de marcos teóricos asociados, el presente estudio adopta un enfoque cualitativo, utilizando fuentes secundarias, el análisis de contenido de las plataformas de medios sociales y entrevistas en profundidad con representantes de marcas de moda con el fin de cumplir el objetivo de la investigación.

Social Customer Experience: Engage and Retain Customers through Social Mediabuilds on the prior works of author Dave Evans. As an update to Evans's earlier book Social Media Marketing, the new Social Customer Experienceconnects the early cases presented in 2010 with significant, contemporary examples, key concepts, and best practices associated with the adoption of social technology by global brands. This latest edition offers a blueprint for transforming your organization's disparate social initiatives into a unified social experience strategy. Most people know that social technologies are transforming business, but few understand how those changes are happening across the organization. Whether in marketing, communications, customer care, digital media or product development these changes shape the way in which business manage the experience their customers have with the brand. Filled with practical examples of what to do, and illustrated with cases taken from real companies, Social Customer Experiencefills in the gaps for companies who want to do more with social than just listen and experiment.Part I lays the groundwork by explaining the three waves of change that combine to form social customer experience: social technologies and their impact on Web 1.0 digital infrastructures; social customers and their impact on marketing and support operations; and the new discipline of customer experience management that is reframing the old sales-and-service-centric ways of thinking about how companies relate to customers. Part I concludes by defining the social customer experience ecosystem, both on and off your own web domain.Part II, "Your Social Presence," puts you on the ground, with tactics and examples for how to apply social technologies and achieve your business objectives, how to measure and analyze social data and show business value, and how to implement a best-practice approach to avoid common traps and pursue proven opportunities.Part III digs deeper into the five building blocks of social customer experience: organization, platform, content, people and tools. What's a social experience organization look like? What systems need to be in place? How do you get the most out of the social "objects" – content and other assets – that are the byproduct of great social customer experiences? How do connections between customers – the social graph – come into play? And what applications will you use – literally, what will you empower your customers to do? Part III answers these questions in the practical, method-driven style of authors Dave Evans and Joe Cothrel.Social Customer Experience features detailed exercises that show you how to translate learning into action, hands-on tutorials using today's social media tools and platforms, and compelling, modern case studies from organizations of all sizes—from the Fortune 500 to nonprofits and mom-n-pop main-street shops. As a bonus, the book also features resources and references to connect readers with the current thought leaders and sources of timely information.If you're interested in business, and how business is being reshaped by social technology, Social Customer Experience will show you a path to a new relationship with your customers, customers not only buy your products and services but get more out of them and go on to become partners in your business–selling, supporting, and innovating on your behalf. Dave Evansis VP, Social Strategy at Lithium and author of the bestseller Social Media Marketing: An Hour a Day.Evans has served on the advisory board for ad:tech, and the measurement and metrics council for the Word of Mouth Marketing Association. Joe Cothrelis Lithium#x2019;s Chief Community Officer and has worked with more than 300 companies using online communities to create productive relationships with customers, partners, and employees.

Praise for MANAGING THE NEW CUSTOMER RELATIONSHIP "Gordon delivers an impressive synthesis of the newest methods for engaging customers in relationships that last. No organization today can succeed without the mastery of customer relationship management strategy fundamentals. But to win in the decades ahead, you must also understand and capitalize on the rapidly evolving social computing, mobility and customer analytics technologies described in this book. Checklists, self-assessments and graphical frameworks deliver pragmatic value for the practicing manager." ' William Band, Vice-President, Principal Analyst, Forrester Research Inc., Cambridge, MA.

Esta pesquisa explora os efeitos que as novas leis de proteção de dados pessoais implantadas no Brasil e na União Europeia podem provocar na atividade empresarial. Para isto, foi realizado um estudo de caso entre 08 empresas que operam com Social-CRM, realizando uma análise da conformidade de seus sistemas de gestão de dados digitais com o determinado pelas de proteção de dados pessoais. Exploratória quanto ao objetivo, de natureza qualitativa, objeto tratado a partir de um estudo de caso com amostra não probabilística, coleta de dados a partir de pesquisa bibliográfica, observação assistemática e análise de conteúdo como técnica de análise de dados. Demonstra que a efetividade da lei de proteção de dados pessoais irá depender mais de como o processo de tomada de decisão ocorre dentro das organizações do que do processo de fiscalização do estado. Que sistemas de Social-CRM e compliance digital são temas correlatos e indivisíveis e precisam operar de forma colaborativa. É um estudo transdisciplinar entre direito digital e marketing, contribuindo para uma melhor compreensão dos impactos da lei geral de proteção de dados dentro dos sistemas de gestão empresariais modernos, cada vez mais dependentes do tratamento de dados digitais pessoais para tomada de decisão estratégica. Também contribui para o amadurecimento das teorias ligadas ao compliance digital e Social-CRM, na medida que permitem a visualização de problemas legais concretos.

Social media and customer relationships have become ubiquitous, and every organization now depends on both to manage and meet their organizational targets. Most organizations are now finding it necessary to adopt Social Customer Relationship Management (SCRM) to improve their marketing strategies and facilitate customer expectation of continuity. In essence, there has been a public interest in using SCRM on eco‐friendly brands, and these have become inevitable for the new generation of sustainable marketing organizations. This study investigates the effectiveness of SCRM benefits and examines the relationships among customer commitment, customer trust, customer relationship satisfaction, customer relationship quality, and expectation of continuity. The results revealed that relationship benefits positively influence commitment, trust, satisfaction, and relationship quality; likewise, they influence customer expectation of continuity, except trust, which is not significant. The study provides recommendations for managers to maximize the advantages of the relationship to the expectation of continuity.

Purpose
The purpose of this paper is to present a formal verification method to prove the correctness of social customer relationship management (CRM)-based service composition approach. The correctness of the proposed approach is analyzed to evaluate the customer behavioral interactions for discovering, selecting and composing social CRM-based services. In addition, a Kripke structure-based verification method is presented for verifying the behavioral models of the proposed approach.


Design/methodology/approach
Evaluating the customer behavioral interactions using the social CRM-based service composition approach is an important issue. In addition, formal verification has an important role in assessing the social CRM-based service composition. However, model checking can be efficient as a verification method to evaluate the functional properties of the social CRM-based service composition approach.


Findings
The results of model checking satisfied the logical problems in the proposed behavior model analysis. In the statistical testing, the proposed URM mechanism supported the four knowledge creation process conditions. It was also shown that the percentage of state reachability in the URM with KCP conditions is higher than the URM mechanism without supporting KCP conditions.


Originality/value
The comparison of time and memory consumption of the model checking method shows that the social CRM-based service composition approach covers knowledge process features, which makes it an efficient method.

Abstract Purpose: To measure the impact of using social media as a management tool (social customer relationship management) on the organizational resilience of Brazilian microenterprises during the Covid-19 pandemic crisis. Originality/value: Organizational resilience has been a widely investigated topic during the Covid-19 pandemic crisis. In this context, the relationship with the customer via social media was paramount. However, the elements that explain the different results obtained with social media use are still unclear, especially in Brazil, a gap that the present study seeks to decrease. Design/methodology/approach: Quantitative research was carried out and operationalized by questionnaires made available through digital channels. The return of 100 respondents (non-probabilistic sample) was obtained. Data were analyzed using descriptive statistics tools, non-parametric means test, and structural equation modeling by partial least squares method. Findings: The results corroborate the importance of developing organizational resilience in microenterprises in times of crisis. According to the hypothesis test, the model suggests that the mere use of social media is not enough to trigger positive developments in organizational resilience. However, when mediated by management tools, the relationship becomes significant. Therefore, an explanation is offered for the different results obtained by microenterprises using social media for strategic purposes.