Abstract
The purpose of this study is to examine the predictive power of the technology acceptance model (TAM) on customer’s intention to participate in the social customer relationship management (sCRM) program. Three additional constructs, perceived risk, user satisfaction, and perceived enjoyment were added to the original TAM. The collected data (n=264) were subject to statistical analysis of structural equation modeling, exploratory and confirmatory factor analysis. The study reveals that TAM by itself is not a robust model to predict customer’s intention to participate in the sCRM program. Among the original constructs of TAM, attitude is the only determinant of intention. The impact of perceived usefulness and perceived ease of use was not significant on intention. Among the extended variables, perceived risk is the only variable that significantly influenced intention; perceived enjoyment and user satisfaction did not have any impact on intention. By applying the TAM to the sCRM, this study extends the overall body of the theoretical knowledge surrounding technology acceptance.
Highlights
The goal of every enterprise is to acquire, retain, and increase the number of customers
The purpose of this study is to examine the predictive power of the technology acceptance model (TAM) on customer’s intention to participate in the social customer relationship management program
Based on the theoretical model of TAM with three additional variables, this study develops a research model (Figure 1) and proposes the following constructs and corresponding hypotheses with regard to intention to participate in the social Customer Relationship Management (CRM) program
Summary
The goal of every enterprise is to acquire, retain, and increase the number of customers. Until the 1980s, most enterprises focused their marketing strategies on acquiring and retaining customers by developing an efficient marketing mix of the four Ps (product, price, place, and promotion). In the early 1990s, companies started to realize the need for customized messages and the importance of customer retention. Companies began shifting their focus from acquisition of new customers to maintenance, enhancement, and retention of existing customers through numerous strategies and tactics called Customer Relationship Management (CRM) (Baran et al, 2008). The underlying premise of CRM is that firms create customer knowledge in order to (1) effectively segment customers, (2) develop and maintain long-term relationships with profitable customers, (3) determine how to handle unprofitable customers, and (4) customize market offerings and promotional efforts (Sirivastava, Shervani, & Fahey, 1999). A CRM strategy aims to create a comprehensive customer-centric strategy that contributes to durable relationships with customers and makes a profit for owners (Soltani & Navimipour, 2016)
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