استفاده از رسانه های اجتماعی برای CRM و رضایت عملکرد کسب و کار: نقش تعدیل کننده مهارت های اجتماعی و شدت فروش رسانه های اجتماعی Social media use for CRM and business performance satisfaction: The moderating roles of social skills and social media sales intensity

1. Introduction In business nowadays, companies inevitably face tremendous challenges, such as the high competitive rivalry among existing firms, the unpredictable changes in consumption trends, and more sophisticated customer demands (Porter, 2008). Unarguably, the ability of firms to generate and sustain customer satisfaction is the key indicator that can strongly determine the success of the business. In order to create and maintain competitiveness to outperform other competitors, it is necessary for the companies to strive to provide superior service to customers, to increase customer satisfaction. To achieve this task effectively, it is crucial for the companies to accurately understand and discover the needs and wants of the customers, and be able to tailor the products/services to meet or exceed customers’ expectations. In particular, the marketing practice known as customer relationship management (CRM) is often suggested to enable companies to achieve this objective. While the traditional CRM, implemented through computerized software and database systems, is commonly adopted by large corporations, there is evidence that social media such as Facebook and Instagram have also become an emerging trend in facilitating the implementation of CRM activities by small firms (Malthouse, Haenlein, Skiera, Wege, & Zhang, 2013; Trainor, Andzulis, Rapp, & Agnihotri, 2014; Woodcock, Green, & Starkey, 2011). Although the topic of social media use for CRM has already appeared in the literature, as yet the application of social media for CRM in microenterprises has not been adequately explored. Given that the characteristics of microenterprises are different from medium and large enterprises, their adoption of social media for CRM might follow patterns which differ from the models and theories put forward for large enterprises (Harrigan, Ramsey, & Ibbotson, 2009).