Final Project

A
critical
evaluation
of
the
adaptation
of
distributed

database
systems
and
social
media
in
customer

relationship
management

By

Anthony
Chijioke
Mba

4070304

Faculty
of
Engineering
and
Computing

Submitted
To
Coventry
University

In
Partial
Fulfillment
of
the
Requirements
for
the
Award

Of

MSc
Management
Information
Systems

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

1

TABLE
OF
CONTENTS

Acknowledgements…………………………………………………………………………………………4

Research
and
project
declaration…………………………………………………………………….5

Lists
of
figures…………………………………………………………………………………………………6

List
of
Tables…………………………………………………………………………………………………..7

List
of
Appendices……………………………………………………………………………………………8

List
of
Acronyms………………………………………………………………………………………………9

Abstract…………………………………………………………………………………………………………10

Aims
&
Objectives…………………………………………………………………………………………..11

Research
questions………………………………………………………………………………………..12

Research
methodology…………………………………………………………..………………………12

Research
method………………………………………………………………………………………….12

Project
management
methodology…………………………………………………………………12

Summary……………………………………………………………………………………………………....12

CHAPTER1:
-‐
Introduction…………………………………………………………………………13

1.1
Overview…………………………………………………………………………………………….13

1.2
Significance
of
the
study………………………………………………………………………14

1.3
Structure
of
the
study………………………………………………………………………….15

1.4
Project
Management
Methodology:
PRINCE2
vs.
PMBOK………………………16

1.5
Limitations
and
constraints…………………………………………………………………17

1.6

Chapter
Summary………………………………………………………………………………..17

CHAPTER2:
–
Literature
review
………………………………………………………..………18

2.1
A
brief
history
of
CRM…………………………………………………………………..…..….18

2.2
How
CRM
works……………………………………………………………………….………….19

2.3
The
Information
Age……………………………………………………………………………22

2.4
Social
Media…………………………………………………………………………………………23

2.4.1

Objectives
of
Social
Media…………………………………………………………….………24

2.5

User
Generated
Content………………………………………………………………………26

2.6
Critiques
of
Social
Media………………………………………………………………………27

2.7
Future
of
Social
Media…………………………………………………………………………28

2.8
The
rise
of
Social
CRM…………………………………………………………………………29

2.8.1

How
Social
CRM
works/strategy…………………………………………………………30

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

2

2.8.2

The
Impact
of
Social
CRM…………………………………………………………………...32

2.8.3

Social
CRM:
a
threat?
........................................................................................................34

2.8.4

Benefits
&
risks
of
Social
CRM
……………………………………………………………34

2.8.5

The
future
of
Social
CRM
……………………………………………………………………35

2.9
Chapter
Summary………………………………………………………………………………36

CHAPTER3:
–
RESEARCH
METHODOLOGY
…………………………………………………37

3.0

Research
Methodology
………………………………………………………………………37

3.1

Research
Methodology
Defined
………………………………………………………….37

3.2

Research
Approach
……………………………………………………………………………38

3.3

Research
Strategy:
Qualitative
and
Quantitative
Methods
……………………39

3.4

Primary
Data
and
Secondary
Data
……………………………………………………….39

3.5

Qualitative
Method
vs.
Quantitative
Method…………………………………………40

3.6

Advantages
and
Disadvantages
of
Qualitative
and
Qualitative
Research…41

3.7

Justification
of
Method
Used
In
Research……………………………………………..42

3.8
Ethical
Approach………………………………………………………………………………….43

3.9

Chapter
Summary………………………………………………………………………………..44

CHAPTER4:
–
RESULTS
AND
ANALYSIS
OF
DATA………………………………………..44

4.1

Chapter
Overview………………………………………………………………………………..44

4.2

Data
Analysis
………………………………………………………………………………………44

4.3

Questionnaires
…………………………………………………………………………………..44

4.4

Interviews
………………………………………………………………………………………….44

4.5
Lifecycle
Methodology………………………………………………………………………….45

4.5.1
Waterfall
…………………………………………………………………………………...………..45

4.5.2

Agile
…………………………………………………………………………………………………...46

4.5.3

Differences
between
Waterfall
and
Agile
methodologies
………………………46

4.5.4

Spiral
………………………………………………………………………………………………….47

4.5

Results
and
findings
……………………………………………………………………………49

4.6

Conclusions
………………………………………………………………………………………...52

4.7

Chapter
Summary
……………………………………………………………………………….52

CHAPTER5:
-‐RECOMMENDATIONS
AND
CONCLUSIONS………………………………54

5.1
Conclusions
and
Recommendations…………………………………………………….54

5.2
Conclusion………………………………………………………………………………………….55

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

3

5.3
Recommendations………………………………………………………………………………56

5.4
Recommendation
for
future
research…………………………………………………..57

5.5

Critical
evaluation……………………………………………………………………………….57

5.6

Chapter
Summary……………………………………………………………………………….58

References………………………………………………………………………………………..…………..59

Appendix
I.
…………………………………………………………………………………………………..66

Appendix
II.
………………………………………………………………………………………………….67

Appendix
III.
………………………………………………………………………………………………...69

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

4

Acknowledgements

I
would
like
to
thank
God
for
granting
this
opportunity
for
me
to
be
where
I
am

today.
I
acknowledge
my
mother
for
believing
in
me
especially
during
these
hard

times
of
nowadays.
I
would
like
to
acknowledge
my
father
for
his
support
and
the

rest
of
my
immediate
family
for
their
support
and
love.

I
would
like
to
acknowledge
my
project
supervisor,
Mr.
Vernon
Sassman
for

encouraging
my
work
and
guiding
me
down
the
path
whilst
making
it
smooth.

I
would
also
like
to
acknowledge
all
the
participants
who
contributed
to
this

research
via
the
questionnaires
and
those
that
were
interviewed.
They
served
a

great
part
in
seeing
the
completion
of
this
project.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

5

Research
Declaration

I
declare
that
this
study
is
in
its
entirety
my
work.
Any
use
of
the
work
obtained

elsewhere
has
been
duly
acknowledged
as
in-‐text
citations
and
has
been
compiled

in
the
reference
list.
I
confirm
that
this
study
was
undertaken
in
compliance
with

Coventry
University’s
research
ethics
policy.

Student:
……………………………………………….

Signature:
………………

Project
Declaration

This
project
is
all
my
own
work
and
has
not
been
copied
in
part
or
in
whole
from
any

other
source
except
where
duly
acknowledged.

As
such,
all
use
of
previously
published

work
(from
books,
journals,
magazines,
internet
etc.)
has
been
acknowledged
within
the

main
report
to
an
item
in
the
References
or
Bibliography
lists.

I
also
agree
that
an
electronic
copy
of
this
project
may
be
stored
and
used
for
the

purposes
of
plagiarism
prevention
and
detection.

Copyright
Acknowledgement

I
acknowledge
that
the
copyright
of
this
project
report,
and
any
product
developed
as

part
of
the
project,
belong
to
Coventry
University.

Signed:

Date:

Family
Name

(Surname)

Forename(s)

Student
ID

no.

Course

Project
Module
Code

1St

Supervisor

2nd

Assessor

Office
Stamp

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

6

Lists
of
figures

• Figure
1:-‐
Similarities
between
PRINCE2
&
PMBOK

• Figure
2:-‐
Linkages
in
traditional
CRM

• Figure
3:
-‐
The
three
phases
of
Customer
Relationship
Management

• Figure
4:
-‐
Customer
Valuation,
interactivity
and
need
for
customer

relationship
management.

• Figure
5:
-‐

A
distributed
database
network.

• Figure
6:
-‐

Social
media
participation
among
individuals

• Figure
7:
-‐
Objectives
of
Social
Media

• Figure
8:
-‐
The
influence
of
User
Generated
Content

• Figure
9:
-‐
Social
CRM

• Figure
10:
-‐
The
Social
CRM
Network

• Figure
11:
-‐
Social
CRM
integration

• Figure
12:
-‐
The
different
departments
in
a
company
and
some
of
the

social
CRM
challenges
poised
with
them.

• Figure
13:
-‐
Research
Structure

• Figure
14:
-‐
Advantages
of
Qualitative
and
Quantitative
Research

• Figure
15:
-‐
Disadvantages
of
Qualitative
and
Quantitative
Research

• Figure
16:
-‐
Waterfall
lifecycle
methodology

• Figure
17:
-‐
Agile
lifecycle
methodology

• Figure
18:
-‐
Advantages
of
Waterfall
and
Agile
Methodologies

• Figure
19:
-‐
Spiral
lifecycle
methodology

• Figure
20:
-‐
Disadvantages
of
Waterfall
and
Agile
methodologies

• Figure
21:
-‐“Do
you
feel
that
social
media
is
the
future
of
interaction
and

development
of
relationships
between
companies
and
customers?”

• Figure
22:
-‐“What
mediums
do
use
to
build
customer
relationships
more

in
your
organization?”

• Figure
23:
-‐“Do
you
think
social
CRM
is
actually
significant
for
better

customer
relationship
management?”

• Figure
24:
-‐
“How
significant
is
it
social
media
to
you
in
acquiring
new

customers
and
developing
relationships
with
them?”

• Figure
25:
-‐
Milestone

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

7

List
of
Tables

• Similarities
between
PRINCE2
&
PMBOK.

• Advantages
of
Qualitative
and
Quantitative
Research

• Disadvantages
of
Qualitative
and
Quantitative
Research

• Advantages
of
Waterfall
and
Agile
methodologies

• Disadvantages
of
Waterfall
and
Agile
methodologies

• Milestones

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

8

List
of
Appendices

1. Project
Plan/
Project
Gantt
Chart

2. Research
notes/
Milestones

3. Copy
of
research
questionnaire

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

9

List
of
Acronyms

CRM
–
Customer
Relationship
Management

IT
–
Information
Technology

PRINCE2
–
Projects
in
Controlled
Environments
2

PMBOK
–
Project
Management
Body
of
Knowledge

SCRM
–
Social
Customer
Relationship
Management

UGC
–
User
Generation
Content

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

10

Abstract

The
world
is
becoming
smaller
and
smaller
each
day
with
the
advancement
of

technology.
Things
that
seemed
seemingly
impossible
in
previous
centuries
are

now
possible;
a
person
on
one
end
of
the
world
is
able
to
communicate
with

someone
else
on
the
other
end
with
the
invention
of
the
mobile
phone.
It
is

possible
to
even
visualize
them
using
cameras
installed
in
computers
to
send

video
feeds
to
each
recipient.
Truly,
this
is
a
giant
step
and
a
great
endeavor
for

mankind.
This
technology
when
harnessed
can
be
used
to
open
the
doors
to
a

whole
lot
of
opportunities.

Social
media
is
a
fairly
new
term
in
the
world
today.
It
usage
illustrates
the
way

human
beings
interact
with
each
other
on
a
personal
level
on
the
Internet.
It
has

proven
popular
in
recent
times
and
its
relevance
in
day-‐to-‐day
activities
keeps

growing
(Rosencrance
2011).

Social
media,
which
experienced
its
boom
in
recent
years,
according
to
Nielson

and
McKinsey
(2012)
is
now
becoming
a
hub
for
business.

People
spend
20%
of

their
total
time
using
social
networks.
92%
of
companies
are
now
incorporating

social
media
into
their
customer
experience
and
marketing
efforts
(Pick
2013).

Harnessing
the
awesome
power
of
social
media
can
prove
extremely
significant

for
companies
willing
and
able
to
use
for
building
customer
relationships.

This
project
sets
out
to
establish
the
link
between
social
media
and
customer

relationship
management.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

11

Aim

The
aim
of
this
dissertation
is
to
identify
how
distributed
database
systems
relate

with
social
media,
and
how
critical
social
media
integration
is
in
Customer

Relationship
Management,
specifically
in
a
University
setting.
For
this

dissertation,
Coventry
University
was
used
as
a
case
study.

Objectives

1. Conduct
current
research
on
the
concept
of
distributed
database
systems

and
customer
relationship
management
on
a
global
basis.

2. Conduct
analysis
on
data
gathered
using
relevant
analysis
tools
available.

3. Discuss
significance
of
customer
relationship
management
implementation

in
businesses.

4. Examine
benefits,
downfalls
and
limitations
of
customer
relationship

management
integration

5. Provide
a
suggestion
for
improved
social
media
techniques
for
managing

new
customers.

6. Produce
a
feasibility
study
using
a
standard
and
approved
IT
lifecycle.

7. Identify
and
research
relevant
case
studies
about
social
customer

relationship
management.

8. Discuss
scenarios;
difficulties,
benchmarks,
and
successes
during

investigations.

9. Implement
and
use
PRINCE2
methodology
for
guidance
throughout
entire

project.

10. Make
critical
evaluation
and
contributions
towards
the
project

11. Draw
conclusions
and
make
recommendations

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

12

Research questions
1. How effective is social media in customer relationship management and
development of a company?
2. What are the benefits and downfalls of utilising social media for business?
3. Does the use of social media improve customer satisfaction?
4. What is the future of social CRM?
Research Methodology
The main objective of this project is to show how effective social media is in customer
relationship management. To achieve this, a research was conducted in an academic
institution, Coventry University, U.K.
In this chapter, the project research methodology would be examined.
Research method
Primary data and secondary data were collected and analysed.
Project Management methodology
The PRINCE 2 project management methodology was used to help the researcher to
schedule his time during the project and it proved very useful. A Gantt chart was made
to guide the researcher on this project.
Summary
This
research
is
generally
based
on
social
media
and
how
it
helps
businesses

carry
out
customer
relationship
management.
The
research
will
try
to
identify
the

issues
with
social
CRM
and
how
to
take
advantage
of
it.

In
the
first
chapter,
a
background
of
the
study
of
the
research
is
provided.
The

background
intends
to
introduce
the
factors
that
will
illustrate
the
ensuing

aspects
of
the
study.
Also
in
this
chapter,
aims
and
objectives
of
the
research
are

outlined.
The
end
of
this
research
will
realize
these
aims
and
objectives.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

13

CHAPTER
1

INTRODUCTION

1.1 Overview

It
is
a
well-‐known
fact
that
the
world
is
ever
so
close
to
becoming
a
global
village

(McLuhan
1968).
People
are
more
than
ever
aware
of
what
is
happening
around

their
geographical
locations
as
well
the
entire
world.
People
are
more
stimulated

by
their
senses
than
ever
before
and
that
makes
them
more
in
tune
with
their

needs
and
wants
as
described
by
McLuhan
(1968).
This
in
turn
presents
a

business
opportunity
for
organizations
to
reach
out
and
understand
clearly
what

consumer’s
desire
using
modern
effective
technology.
Social
media
is
the
key
to

finding
out
what
is
on
peoples’
minds
faster
than
any
other
technology
out
there.

According
to
recent
statistics
reports,
specifically
from
Nielsen
and
NM
incite’s

Digital
Consumer
Report
(2012),
81
billion
minutes
were
spent
on
the
various

social
networks
and
blogs
available
online
in
2011
in
America
alone.
The
report

goes
on
to
say
that
approximately
96%
of
adults
aged
18
to
34
year
old,
and
97%

of
adult
aged
55
years
old
and
above
engaged
in
social
networks
on
their

computer
in
2011.
There
is
no
doubt
a
lot
of
time
that
goes
into
the
use
of
social

networks.
Dupre
(2012)
connotes
that
digital
media
has
become
an
integral
part

of
consumers’
lives.

The
world
is
changing
fast
and
frantically
for
business
organizations
everywhere.

To
maintain
competitiveness
and
ensure
long-‐term
survival,
these
business

organizations
need
to
understand
their
customers
like
never
before
(Sammut

2011).

They
need
to
know
what
their
customers
think
about
their
products
or

services,
what
their
preferences
are,
who
they
talk
to
about
their
products,
how

they
use
their
products,
what
they
like
about
the
products
or
services
and
what

they
don’t
like
and
so
on.
Social
CRM
is
an
evolved
strategy
(Morgan
2010)
in
the

business
organization
and
it
is
the
latest
new
medium
to
which
these
business

organizations
strive
to
obtain
all
these
data
from
in
order
to
better
their
products

and
services
and
achieve
competitive
advantage.
As
Vitez
O.
said,
companies
need

to
be
careful
to
invest
in
technology
that
will
be
supported
and
frequently
used
in

the
business
environment.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

14

Customer
Relationship
Management
is
a
broad
subject
area
in
the
context
of
the

business
organization
environment.
In
every
business
organization
there
is
a

customer,
and
CRM
enables
the
business
to
develop
a
relationship
with
the

customer
so
as
to
improve
business
processes.
As
stated
on
the
website

destinationcrm
(2010),
it
is
the
section
of
a
business
function
that
gathers

information
from
all
data
sources
within
an
organization,
and
where
it
is
very

much
needed,
from
outside
the
organization,
to
give
one,
holistic
view
of
each

customer
in
present
time;
this
makes
customer
facing
employees
in
such
areas
as

sales,
customer
support,
and
marketing
to
make
quick
yet
informed
decisions
on

everything
from
cross-‐selling
opportunities
to
target
marketing
strategies
to

competitive
positioning
tactics.

Distributed
database
system
is
a
concept
that
describes
how
data
is
shared
on
a

wide
area
network.
Traditionally,
a
database
holds
data
on
a
company’s
intranet

or
extranet
that
is
later
processed
when
it
is
needed,
and
this
proves
useful
to

end-‐user
work-‐stations
(Wikipedia).
A
distributive
database
system
means
that

the
data
is
kept
on
a
database
system
can
be
distributed
for
use
on
other
systems

over
a
large
geographical
area.
For
example,
a
company
with
its
base
in
the
United

Kingdom
as
well
as
its
main
database
server
can
have
its
data
shared
over
its

other
branches
around
the
world.
Users
have
access
to
the
portion
of
the
database

at
their
location
so
that
they
can
access
the
data
relevant
to
their
tasks
without

interfering
with
the
work
of
others
(Rouse
2005).

Distributive
database
systems
have
helped
in
maintaining
a
steady
flow
of

communication
and
product
in
business
organizations.

For
this
project,
a
deliberation
on
how
the
communication
aspect
of
the

distributed
database
system
concept
shall
be
optimized
without
much

technicality.

1.2

Significance
of
the
study

This
research
endeavors
to
look
deep
into
the
benefits
and
drawbacks
of
social

CRM,
as
careful
implementation
of
this
crucial
strategy
is
highly
necessary
for

companies
and
businesses
alike
to
achieve
their
objectives.
It
also
looks
to

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

15

establish
a
possible
framework
as
to
how
social
CRM
can
be
run
and
maintained,

and
possibly,
steps
that
can
be
used
to
advice
a
confident
future
for
the
strategy.

Using
social
media
for
CRM
would
have
a
large
impact
on
the
business
as
a
whole;

it
could
be
used
to
gather
a
huge
amount
of
clients
and
customers.
Thus
the

company
would
have
to
place
a
lot
of
responsibility
on
the
strategy.
It
would
have

to
place
crucial
and
intelligent
people
that
are
going
to
be
involved
in
the
usage
of

the
strategy
because
it
is
a
continuous
process
and
consistency
is
greatly

required.

Because
social
media
is
very
significant
in
today’s
business
environment,

companies
would
be
wasting
a
vast
amount
of
time
and
resources
if
they
were
not

utilizing
it.

1.3

Structure
of
the
study

This
project
is
motivated
by
the
significance
and
availability
of
social
media
usage

in
customer
relationship
management
and
the
ways
and
methods
it
can
be
used.
A

deep
and
intellectual
session
was
carried
out
between
parties
interested
and

associated
with
this
topic.
Such
sessions
included
interviews
with
top
managers,

mid-‐level
managers,
staff
of
respectable
companies,
and
other
relevant

stakeholders.
Questionnaires
were
administered
also
to
these
parties
to
gather

more
quantitative
points
of
their
opinions.
Also,
data
gotten
from
other
sources

including
websites,
journals,
newspapers,
articles
and
books
were
used
to
gather

together
relevant
information
for
this
research.

Chapter
1
is
the
introduction
to
this
project
and
it
gives
an
overview
of
the

project,
which
is
a
general
summary
of
what
the
subject
is
all
about.
Also
included

in
this
chapter
is
the
significance
of
the
study,
structure
of
the
study,
and

limitations
of
the
study.

Chapter
2
details
the
literature
review
of
the
study;
a
critical
look
at
the
existing

bodies
of
literature
available
for
this
study.

Chapter
3
states
the
methods
used
in
this
research
work
and
how
they
were
used,

and
it
illustrates
accurately
the
way
the
research
was
reported.

Chapter
4
structures
the
results
and
analysis
of
data
and
chapter
5
is
the

researcher’s
conclusions
and
recommendations.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

16

1.4

Project
management
methodology:
PRINCE2
vs
PMBOK

PRINCE
2
and
PMBOK
both
focus
on
processes
in
project
management.
Many

different
authors
have
noted
various
similarities
between
these
two

methodologies.
For
this
project,
the
PRINCE2
methodology
was
used
because
of

its
efficiency
in
conducting
projects
in
a
controlled
environment.

Similarities
PRINCE
2
PMBOK
Comments

Integration/combined

processes

Yes
Yes
Both
are
process-‐integrated
to
develop
and

implement
projects.

Scope,
time,
budget

/plan,
business
case

Yes
Yes
Both
cover
time,
budget
and
within
scope.

Quality
/configuration

management

Yes
Yes
Both
brings
out
good
quality
and

configuration
management
in
project

development

Communication/

control

Yes
Yes
Both
have
adequate
plan
for
communication

and
adequate
information
to
transfer
to

project
team
and
management.

Human
resources

/organisation

Yes
Yes
They
both
have
adequate
role
assign
to
team

members.

Procurement
Yes
No

Fig.
1.
Similarities
between
PRINCE2
and
PMBOK
(Siegelaub
2004).

Close
examinations
of
both
practices
by
Wideman
(2003)
shows
that
both

methodologies
focus
on
processes;
however,
some
major
differences
exist

between
them.
PRINCE
2
discusses
at
length
so
many
reasons
why
projects
fail

and
assigns
a
cause
to
remove
it;
if
it
is
used
properly
and
well
implemented
it
can

eliminate
wasted
time.
PRINCE2
brings
the
scope
of
the
project
into
effect
more

than
PMBOK.

Siegelaub (2004) opined that PMBOK users are not aware of the various component of
PRINCE 2, which is highly useful in the implementation process. PRINCE 2
methodology integrate the processes which help in the relationship and successful and
useful in the knowledge area of the project. Smith (2009) noted that is a long time
implementation if it is not implemented for long term project its not worth it but
Nelson (2006) opposed it by saying that if the process and component is followed
objectively and the processes are adhere to does not matter if it short or short project.
Orla et al. (2010) stated the flaw of PRINCE2 over PMBOK. PRINCE 2 did not
consider the value of soft skill but in PMBOK, focus is on the knowledge area of
project management such as the procurement management and it provides a guide for
it.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

17

1.5
Limitations
and
constraints
of
the
project

Some
Major
challenges
ensued
during
the
procession
of
this
project.
The
main

challenges
that
were
involved
with
this
project
were
the
difficulty
of
collecting

data
from
various
sources
and
the
time
constraint.

These
constraints
were
anticipated
before
the
project
took
off
and
measures
were

put
in
place
to
curtail
them.

One
of
them
was
the
collection
of
primary
data
from
geographical
locations

spread
out
across
the
continent.
While
some
questionnaires
were
sent
out
and

some
returned
others
were
sent
out
but
not
returned.
The
idea
that
the

researcher
used
was
to
send
out
a
lot
of
questionnaires,
more
than
what
was

needed
so
that
he
could
get

a
number
up
to
that
which
was
needed
knowing
fully

well
that
some
people
were
not
going
to
reply
back
with
their
questionnaires.

Some
interviews
that
were
scheduled
with
top
management
were
cancelled
or

turned
down.
There
was
a
day
when
a
planned
interview
with
a
mid-‐level

manager
in
a
company
called
the
Technocentre,
a
company
located
within

Coventry
was
cancelled
because
the
manger
had
to
travel
for
another
meeting.

Another
challenge
faced
was
that
the
researcher’s
father
at
the
time
was

undergoing
dialysis
due
to
very
bad
kidney
disease.
He
was
bereaved
during
the

writing
of
this
project
and
his
mind
was
frequently
cast
away
to
his
father’s

plights.

Time
was
another
limitation
to
this
project.
As
we
all
know,
time
is
unavoidable

and
it
waits
for
nobody.
Thus,
this
was
managed
by
employing
effective
time
and

project
management
tools
such
as
the
PRINCE2
Project
management

methodology
and
a
Project
Gantt
chart,
which
was
used
for
tracing
project
tasks

and
milestones
and
measuring
value.

1.6
Chapter
summary

In
this
chapter,
an
overview
of
the
contents
of
this
research
was
documented.
Also

the
significance
of
the
study
was
included,
along
with
the
structure
and

limitations
and
constraints
to
the
research.
All
these
give
a
background
to
the

study
and
attempts
to
introduce
to
ensuing
aspects
of
the
study.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

18

CHAPTER
2

LITERATURE
REVIEW

2.1 A
Brief
History
of
CRM

Database
marketing
was
the
term
used
in
the
1980s
to
define
what
is
now
known

as
Customer
Relationship
Management
as
poised
by
Wingard.
He
went
on
to

describe
the
CRM
process
as
one
where
a
company’s
customer
service
staff
would

interact
with
its
clients
about
issues
associated
with
their
ongoing
business

concerns,
but
as
helpful
as
it
was
it
was
difficult
to
piece
the
data
gotten
from
the

customers
and
process
it
because
the
existing
databases
appeared
to
be

unorganized,
complex
and
hard
to
track.

This
could
be
due
to
the
fact
that
in

those
days,
the
technology
available
for
high
storage
of
data
was
severely
lacking

and/or
expensive
to
obtain
and
maintain.

The
concept
of
CRM
was
made
very
popular
in
the
1990s,
because
it
made

companies
interact
with
customers
on
a
whole
new
level,
it
became
widely
used

and
the
benefits
where
definitely
showing
as
described
by
Exforsys
Inc.
(2006).

The
1990s
saw
the
rise
of
CRM,
companies
began
to
see
the
benefits
of
offering

perks
to
customers
and
potential
ones
in
exchange
for
relevant
customer

information,
they
also
saw
CRM
as
an
evolving
and
upgradable
skill
rather
than

just
a
stagnant
service
to
be
picked
up
and
used
when
necessary
(Wingard).

Fig.
2
Linkages
in
traditional
CRM

People
and

culture

Technology
Process

Strategy

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

19

2.2
How
CRM
works

The
customer,
as
the
object
of
the
firm’s
attention,
must
be
considered
when
the

concept
of
relationship
building
is
discussed;
the
objective
must
be
to
build
a

positive
relationship
from
the
perspective
of
the
customer,
not
of
the
firm
(Barnes

2001).
There
is
a
need
for
companies
to
build
a
long
lasting
relationship
with
their

customers,
as
this
would
enable
them
to
keep
track
of
records
the
have
with
their

customers,
and
better
attend
to
their
needs.
What
is
a
relationship
then?
There

have
been
many
definitions
and
somewhat
confusion
as
to
the
real
definition
of

what
a
relationship
actually
is.
But
Cathcart
(2012)
put
forward
an
interesting

definition;
he
defines
a
relationship
as
direct
connection
between
people
in
which

value
is
exchanged.
CRM
is
brought
out
of
the
concept
of
the
relationship
a

company
as
with
its
clients
or
customers.

Customer
Relationship
Management
(CRM)
is
a
business
strategy
designed
to

help
an
enterprise
understand
and
anticipate
the
needs
of
its
potential
and

current
customers
(Jeffrey
Hoffer
et
al,
2010).
Customer
data
is
captured
in

several
different
areas
of
the
enterprise,
stored
in
a
central
database,
analyzed,

and
distributed
to
key
points,
which
are
called
touch
points.
Touch
points
can

include
a
mobile
sales
force,
inbound
and
outbound
call
centers,
Web
sites,
point-‐
of-‐sale;
direct
marketing
channels,
and
any
other
parts
of
an
enterprise
that

interact
with
the
customer.
The
distributed
data
is
intended
to
help
foster

effective,
individual
experiences
between
the
company
and
the
customer.

In
a
sense,
CRM
is
a
natural
and
predictable
extension
of
the
evolution
of

marketing
and
sales,
the
first
CRM-‐enabling
technologies
included
basic
contact

management
software
linked
to
individual
PCs
(Jeffrey
Hoffer
et
al,
2010).
This

old
style
of
Sales
Force
Automation
(SFA)
soon
grew
to
include
contact

management-‐-‐account
management,
opportunity
management,
mail
merge,
and

forecasting.
Client,
product,
marketing,
and
competitive
information
were

eventually
added
to
the
mix.
Other
front-‐office
applications,
such
as
sales

configuration
engines,
were
added,
as
well
as
tight
links
to
back-‐end
ERP.
Initially,

CRM
projects
focused
on
unifying
the
spheres
of
sales
and
customer
service,
but

in
the
last
few
years,
a
marketing
function
was
added,
as
enterprises
recognized

both
a
need
to
tie
marketing
campaigns
to
sales
and
the
significant
impact
service

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

20

interactions
have
on
sales
lead
generation.
Now,
CRM
projects
strive
to
provide

data
to
every
enterprise
department
that
touches
the
customer.

CRM
is
designed
to
empower
the
entire
enterprise
when
managing
customer

relationships.

Fig.
3
The
three
phases
of
customer
relationship
management.

The
three
phases
of
customer
relationship
management
according
to
Tiwana

(2001)
include
the
Acquisition
phase,
the
enhancement
phase
and
the
retention

phase.
She
also
went
on
to
describe
what
happens
in
each
of
these
stages.

In
the
acquisition
stage,
certain
activities
are
involved;
differentiate
between

products
and
services
according
to
the
customers
needs,
offering
of
considerable

convenience
via
customer
knowledge,
and
back
services
with
excellent
support

and
response
should
be
proactive.

The
enhancement
stage
comprises
of
these
activities
that
are
key
to
it;
cross-‐sell

and
up-‐sell
products,
and
increase
sales
of
products
per
customer.

Lastly
the
retention
stage
has
these
key
activities;
gather
customer
information
to

build
service
flexibility,
the
delivery
of
new
products
that
meet
current
customers’

needs,
and
seek
out
benefits
that
can
be
attained
in
order
to
retain
customers.

Fig.
4
Customer
Valuation,
interactivity
and
need
for
customer
relationship
management.

Acquisition

Retention

Enhancement

CUSTOMER
NEEDS

FREQUENCY

MARKETING

CRM

MASS

MARKETING

NICHE

MARKETING

G

Interactivity

High

Low

Differential

Customer

Valuation

Consistent

Differential

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

21

Enterprises
want
their
customers
to
see
one,
friendly,
corporate
face,
as
opposed

to
a
collection
of
disconnected
departments
trying
to
work
together.
Ideally,
an

effective
CRM
strategy
will
enable
the
enterprise
to
utilize
all
of
its
resources

when
interfacing
with
a
customer,
including
marketing,
sales,
finance,
and

manufacturing,
as
well
as
post-‐sales
services.
When
carefully
and
strategically

employed,
econometric,
demographic,
lifestyle,
and
psychographic
data;
decision-‐
support
systems;
the
Internet;
and
customer
access
techniques
and
technologies

can
help
promote
effective
CRM,
despite
the
size
of
enterprise,
the
size
of

enterprise's
customer
base,
or
the
size
of
relative
market.
The
ability
to
gain
value

from
CRM
projects
is
contingent
on
the
enterprise's
capability
to
leverage
and

integrate
all
of
these
functions,
technologies,
and
consolidated
data
in
a
way
that

promotes
departmental
synergy,
as
well
as
competitive
advantage.

Enterprises
no
longer
view
their
customer
base
as
a
homogeneous
collection
of

revenue
generating
units.
Instead,
they
want
to
get
up
close
and
personal
with

clients.
As
an
enterprise
grows,
however,
it
becomes
increasingly
difficult
to

provide
personalized
levels
of
service.
CRM
initiatives
involve
the
marketing,

sales,
and
service
entities
within
an
organization.
CRM
projects
focus
on

integrating
and
leveraging
all
of
a
company's
outward-‐facing
actions
to
acquire

new
customers;
retain
existing
ones;
and,
most
importantly,
identify
the
most

profitable
prospects
so
that
their
value
can
be
maximized
over
time.
Acting
on
the

notion
that
effectively
managing
the
customer
relationship
from
initial
contact

through
the
sale
and
follow-‐up
service(s)
yields
the
greatest
chance
of
keeping

their
best
customers
satisfied,
companies
are
deploying
CRM-‐enabling

technologies,
such
as
call
center
software
and
self-‐service
Web
sites,
to
please
the

"never
satisfied
customer."

Most
companies
invest
in
CRM-‐enabling
technologies
to
provide
competitive

differentiation
in
a
world
where
products
can
become
obsolete
overnight.
Thus,

CRM-‐enabling
technologies
help
enterprises:

·
Understand
key
customer
groups

·
Define
what
customers
need
and
value

·
Target
customer
groups

·
Tailor
products
and
services
for
customers

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

22

·
Refine
channel
strategies

·
Measure
customer
activity
in
relation
to
marketing
campaigns,
new
product

introductions
(Jeffrey
Hoffer
et
al,
2010)

2.3
The
Information
Age

Information
and
communication
technologies
have
had
a
powerful
effect
on

transformation
of
the
work
process.

According
to
Wikipedia
(2012),
business
is

slowly
but
surely
becoming
more
information-‐intensive
and
less
labor
and

capital-‐intensive.

Alleyne
(2011)
mentions
that
with
the
internet,
and
other
internet
capable

devices,
we
now
receive
five
times
as
much
information
as
we
did
in
1986.

Figure
5.
A
distributed
database
network.
Source:
(Plustek
2012)

The
above
diagram
illustrates
what
a
distributed
database
network
looks
like.
We

can
depict
that
the
sites
all
benefit
from
the
central
network
where
information

and
data
can
be
passed
through.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

23

2.4
Social
Media

In
the
world
today,
customer
service
expectations
are
rising.
Customers,

regardless
of
gender,
age
or
location
want
their
questions
answered
quickly,

correctly,
and
consistently,
be
it
via
email,
telephone,
website
or
in
person;
as
a

result,
companies
have
started
recognizing
the
need
to
improve
responsiveness
to

their
customers
and
are
seeking
new
and
more
effective
ways
to
do
so
(Booz
et

al).

Regardless
of
popular
opinion
to
their
worth,
social
media
have
impacted
a
lot
of

people’s
ordinary
life
in
a
profound
way
and
has
quickly
become
one
of
the
most

popular
methods
of
communication
(Lusted
2011).

The
big
players
of
social
media,
Facebook
and
Twitter,
are
ever-‐present
in

everyday
life
(Tam
2012);
with
Facebook
reaching
1
billion
users
in
2012
and

Twitter’s
population
ever
expanding.
This
speaks
a
lot
in
terms
of
customers’

being
satisfied
by
the
use
of
these
media
tools.

Fig.
6
Social
media
participation
among
individuals
Source:
developed
by
Jakob
Neilson
(n.d.)

It
is
important
and
quite
interesting
to
note
that
social
media
was
originally

intended
for
personal
interaction
and
clearly
not
for
business,
but
the
given
the

enormous
popularity
of
these
social
media
services
businesses
have
no
choice

than
to
reap
the
benefits
of
this
endeavor.
Companies
can
achieve
a
great
deal
of

advertising
while
paying
less
than
they
do
for
advertisements
in
the
real
world
or

on
other
conventional
websites,
in
newspapers
and
prints
or
on
television
or

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

24

radio.
According
to
statistics
provided
by
Lusted
(2011)
advertisers
on
Facebook

alone
spent
$305
million
in
2008,
which
was
double
that
which
they
spent
in

2007.

2.4.1
Objectives
of
Social
Media

In
many
businesses
today,
the
key
to
profitability
is
to
focus
on
recruiting
and

retaining
high
lifetime
value
customers
(Buddy
et
al
2005).
The
main
objectives
of

social
media
according
to
Brown
(2012)
include
better
customer
engagement,

revenue
generation,
better
customer
experience,
increased
thought
leadership,

and
operational
efficiency.

Better
customer
engagement:
social
media
allows
companies
to
be
more

accessible
and
approachable
to
a
broad
audience.
Other
companies
and
potential

customers
would
have
a
chance
to
know
the
business
the
company
is
doing
and

generally
what
the
company
is
all
about.

Revenue
generation:
One
of
the
objectives
of
social
media
is
that
it
allows
for

more
revenue
generation.
There
is
a
lot
of
business
opportunity
online
and
this

can
be
converted
into
revenue.
For
instance
advertising
costs
are
almost
zero

when
engaging
in
social
media
marketing.

Better
customer
experience:
Because
social
media
is
readily
available
around
the

clock,
there
is
a
better
customer
experience.

Increased
thought
leadership:
leadership
is
built
based
on
consistently
allowing

customers
to
be
aware
of
the
presence
of
the
company.
The
company
has
this

ability
to
remain
consistently
present,
because
of
social
media.
Customers
are
also

given
a
reason
to
interact
with
the
company
as
they
are
eventually
rewarded
with

promotional
offers
and
or
gifts
that
would
make
the
customers
feel
valued.
This
in

turn
would
create
value
for
the
company
and
it
is
a
way
of
building
customer

loyalty.
Once
a
company
has
a
high
value,
it
has
to
manage
its
reputation
(Webriq

2012).
A
company
would
need
to
listen
to
what
people
say
about
them
and
how
to

address
what
they
say.

The
company
can
then
decide
to
either
spread
the
good

news
about
what
the
customer
has
said
or
address
any
problems
any
customer

may
have.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

25

Operational
efficiency:
Social
media
allows
for
better
operational
efficiency

because
the
company
would
know
exactly
how
to
communicate
with
their

customers
instead
of
having
to
predict
what
to
say
or
do.
Companies
engage
in
a

two
way
discussion
to
get
their
message
out,
and
build
better
products
and

services
through
collaboration
with
clients
(Owyang
2008).

Fig.
7.
Objectives
of
Social
Media
Source:
Awareness,
“State
of
Social
Media

Marketing.”
September
7,2012

Social
media
allows
companies
to
influence
customers’
already
influenced
mind

(Leaper
2012);
with
social
media,
it
is
possible
to
reach
out
to
customers
and
get

into
their
head
to
see
what
their
views
are
about
certain
things.
These
things,

varying
between
different
individuals
could
be
about
how
they
use
a
particular

product,
how
they
discuss
about
it,
how
good
they
think
it
is
or
how
bad
they

think
is,
when
they
use
it
and
who
they
use
it
with.
It
is
significant
to
point
out

that
according
to
a
study
by
Cisco
(2012)
across
18
countries,
60%
of
young

adults
aged
between
18-‐30
check
their
phones
compulsively
for
emails,
texts,
or

social
updates,
and
that
40%
“would
feel
anxious”
if
they
could
check
their

smartphones.
So
basically,
we
can
say
that
social
media
helps
to
a
great
extent
to

answer
the
questions
about
who,
what,
where,
why
and
how
their
products
are

being
used.
This
is
very
efficient
and
effective
tool
used
by
companies
because
it

lets
the
company
to
know
how
to
improve
their
businesses
and
formulate
their

strategies
to
meet
organizational
objectives
and
achieve
growth.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

26

2.5
User
generated
content

User
generated
content
or
UGC
is
not
a
small
topic
to
be
discussed,
it
also
isn’t

specific.
UGC
can
come
in
various
sizes.

It
covers
a
range
of
media
content

available
in
a
range
of
modern
communications
technologies
such
a
websites
and

social
networks
(Wikipedia).
There
are
different
types
of
UGCs,
and
some
of
them

are
blogs,
news
sites,
customer
review
sites,
audio,
video
games,
advertising,

discussion
boards
and
maps
and
location
systems.
UGCs
have
evolved
into
a
new

kind
of
business
model
and
young
companies
especially
in
the
social
media

industry
like
YouTube
and
Twitter
have
seen
the
increasing
demand
of
UGC
and

are
thus
taking
advantage
of
these
opportunities
meanwhile,
older
traditional

media
companies
are
taking
longer
to
exploit
it
(Wikipedia).
A
strict
criticism
of

the
use
of
UGCs
is
that
some
social
networking
sites
do
not
implement
strict

privacy
conditions
to
limit
the
spread
of
personal
information
that
a
user
might

mistakenly
place
on
the
website.

These
days,
there
have
been
emergences
of
a
generation
of
power
purchasing

individuals
who
are
influencing
the
market
and
the
way
people
buy
things.
Eridon

(2012)
calls
these
individuals
the
generation
Y
and
says
that
these
groups
of

individuals
are
worth
companies’
consideration
as
they
can
boost
the
sales
of

products
or
services
in
any
industry.
Godelnik
(2013)
agrees
with
this
theory
and

states
that
generation
Y
individuals
are
more
likely
to
buy
than
to
share.
In
fact,

when
this
generation
Y
is
asked
which
information
they
would
be
most
likely
to

trust
when
trying
to
find
out
more
about
a
brand
or
product
or
service,
51%
said

that
it
was
UGC
that
prompted
them
to
go
for
it,
meanwhile
16%
said
it
was

through
the
brand’s
website,
11%
said
it
was
through
news
articles
about
the

company,
6%
said
it
was
advertisements
and
announcements,
and
6%
said
it
was

from
Facebook
posts
or
tweets
from
official
company
accounts
(MarketingCharts

2012).
This
shows
the
immense
power
that
UGC
have
over
conventional

marketing
practices
and
models.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

27

Fig.
8
The
influence
of
UGC.
Source:
Awareness,
Inc,
“A
State
of
Social
Media
Marketing”.
September
2012

UGC
is
very
general;
it
can
refer
to
anything
from
a
comment
posted
on
Facebook

by
an
anonymous
person
to
a
video
documentary
posted
by
a
well-‐respected

dignitary.
The
best
description
of
UGC
was
given
by
Bradshaw
(2010),
in
which
he

said
UGC
is
“material
your
organization
has
not
commissioned
and
paid
for”
in

which
case,
most
of
the
time
there
is
a
great
need
to
be
more
specific
about
the

type
of
UGC.

2.6
Critiques
of
Social
Media

In
spite
all
the
significant
advantages
of
social
media;
there
exists
critiques
about

its
usage.

Berners
(2011)
believes
that
some
social
media
networks
do
not
allow

the
sharing
of
data
between
websites
and
he
sees
this
as
a
disadvantage,
he
also

believes
that
once
a
social
media
website
gets
too
large
it
becomes
a
monopoly

and
it
diminishes
innovation.
Postman
comes
up
with
the
idea
that
social
media

will
increase
information
disparity
between
those
who
can
use
social
media

effectively
which
he
sites
as
the
“winners”
and
those
that
cannot
use
or
find
it

difficult
to
use
social
media,
the
“losers.

Ehrmann
(2010),
pointed
out
that
social
media
seems
to
create
a
trend
that
finds

social
utilities
operating
in
a
quasi-‐libertarian
global
environment
of
oligopoly

that
requires
users
in
economically
challenged
nations
to
spend
so
much
more

money
on
devices
such
as
phones,
laptops
and
tablets
and
internet
services
to

participate
in
the
social
media
lifestyle.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

28

In
a
personal
interview
conducted
by
the
researcher,
McMaster,
stated
that
social

media
interactions
between
companies
and
customers
can
be
disastrous
if
not

handled
well
(McMaster
2012).
He
further
stated
if
a
company
does
not
manage

its
reputation
online
very
well
that
it
could
lead
to
the
company
being
ridiculed

and
lose
its
fundamental
obligation.
He
also
stated
that
if
a
company
becomes
to

involved
in
what
customers
on
these
social
networks
say
about
them,
it
can
cause

a
drift
in
the
company’s
course
or
vision
and
make
them
quite
unstable
as
an

entity
all
together
as
they
may
be
at
the
mercy
of
customers
who
may
not
really

care
in
the
long
run
what
becomes
of
the
company.
A
company
needs
to
have
a

strategy
for
engaging
in
social
media,
he
advised,
so
that
they
know
exactly
what

to
expect
when
adopting
to
use
social
media.

Wong
(2012)
has
mentioned
that
social
media
has
changed
public
discourse,
and

that
there
is
a
need
to
re-‐explore
skills
such
as
the
ability
to
discern,
select
and

discriminate
the
material
that
are
read
and
prioritization
of
time.

2.7
The
future
of
Social
Media

The
future
of
social
media
is
not
far-‐fetched.
There
are
a
lot
companies
that
would

not
want
to
be
left
out
of
the
social
media
hype
thus;
they
would
do
anything
in

their
power
to
get
on
that
bandwagon.
The
face
of
social
media
is
changing
(Lobo

2012),
the
trend
for
the
future
of
social
media
sees
companies
becoming
more

and
more
innovative
in
their
business
approach,
and
since
half
of
the
world’s

population
is
under
the
age
of
25
(United
Nations
2003),
this
may
happen
as

quickly
as
possible.

In
spite
of
all
the
good
benefits
and
tidings
that
social
media
brings;
statistics
say

that
social
media
is
not
really
used
properly
and
it
is
actually
hard
to
measure

return
on
investment.
Brown
(2012)
states
that
companies
are
still
confused
on

the
adoption
of
social
media
in
business;
He
goes
on
to
say
that
16%
of
businesses

currently
use
social
CRM
in
their
organization,
21%
are
planning
to
adopt
it
and

17%
don’t
know
what
social
CRM
is
and
why
they
should
adopt
it.
So
it
is
clear
to

see
that
some
companies
clearly
don’t
know
the
benefits
of
social
media
in
their

business.
It
is
suffice
to
say
however,
that
regardless
of
this
insight,
social
media
is

here
and
is
here
to
stay.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

29

2.8
The
rise
of
Social
CRM

Customer
relationship
management
this
year,
2012,
continuously
saw
wide-‐scale

changes
because
of
customers'
increasing
use
of
internet-‐capable
devices

especially
mobile
devices
and
their
inclination
to
share
thoughts
on
social
media

networks;
rather
than
offering
a
telephone
number
for
customers
to
call,

companies
now
have
to
proactively
listen
and
respond
to
customers
who
are

empowered
to
share
their
consumer
experiences
through
mobile
and
social

(Mckeon,
2012).

With
the
advent
of
social
media
in
the
business
environment
comes
social
CRM.

Social
CRM
is
an
emerging
term
used
to
describe
how
companies
take
advantage

of
social
media
tools,
techniques
and
technology
in
enriching
and
fostering
their

relationships
with
their
customers
(Wikipedia
2012).

Fig.
9
Social
CRM
Source:
Taken
from
Lithium

Greenberg
(2012)
defines
Social
CRM
in
this
way;

“Social
CRM
is
a
philosophy
and
a
business
strategy,
supported
by
a

technology
platform,
business
rules,
workflow,
processes
and
social

characteristics,
designed
to
engage
the
customer
in
a
collaborative

conversation
in
order
to
provide
mutually
beneficial
value
in
a
trusted
and

Online

Customer

Communities

Traditional
CRM
Social
Networks

SOCIAL

CRM

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

30

transparent
business
environment.
It's
the
company's
response
to
the

customer's
ownership
of
the
conversation”.

Looking
carefully
at
this
definition,
it
is
evident
that
the
traditional
objective
of

customer
relationship
management
for
a
company,
which
is
to
engage
in

meaningful
relationship
with
their
customer,
is
still
there
but
has
taken
on
a
more

universal
approach
due
to
the
rise
of
technology,
and
new
business
models.

The
advantages
of
social
CRM
far
outweigh
the
disadvantages.
In
this
modern

world,
if
a
company
is
not
using
social
CRM
to
interact
with
their
customers,
it

stands
a
chance
of
being
left
out
of
a
continuum
of
social
engagement
with
their

customers,
which
bring
more
value
to
them
and
the
company
(Atos
Consulting
et

al
2011).
Greenberg
(2009)
also
says
that,
and
it
is
significant
for
company’s
to

note
that
social
CRM
is
not
a
replacement
for
CRM
but
an
extension
of
CRM.

2.8.1
How
Social
CRM
works/Strategy

Fig.
10
The
social
CRM
network.
Source:
taken
from
Leary
(2012)

There
are
five
fundamental
elements
relating
to
the
execution
of
social
CRM
in
a

company
as
stated
by
Atos
Consulting
et
al
(2011).
The
five
fundamentals
include:

• Reciprocity:
Reciprocity
is
introduced
in
social
CRM
and
this
means
that

traditional
one-‐way
marketing
strategies
are
used;
an
example
of
this
is
a

company
to
consumer
link.
This
is
a
situation
where
a
company
is
willing

to
enter
a
dialogue
with
a
customer
to
discuss
any
matters
arising
with

Content

Generates
Converts
into
Feeds
into

Conversion

Friends

Partners

Collaborators

Meaningful

Relationships

Analysed
to
determine
success

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

31

their
brand.
This
of
course
creates
innovation
ideas
for
the
company,
and

the
customers
would
expect
some
kind
of
acknowledgement
as
well.
An

example
of
such
an
experience
is
the
“Open
Forum”
created
by
American

Express
in
an
attempt
to
build
a
community
comprising
of
professionals,

CEOs,
SMEs,
and
customers
to
meet
and
exchange
contacts
or
ideas.

• Reactivity:
People
chat
on
social
networks
anytime
of
the
day
or
week.

The
speed
at
which
messages
reach
their
destination
depends
on
the

nature
of
the
conversation
whether
it
is
amusing,
interesting
or
sensitive.

Companies
need
to
set
up
social
CRM
tools
that
would
enable
them
to

detect
when
a
message
or
conversation
is
heating
up
and
allow
them
to

respond
as
quickly
and
effective
as
possible
whether
at
work
or
after
office

hours
avoiding
potential
debates.
The
idea
obviously
is
to
respond
to

chatter
as
soon
and
as
effective
as
possible.

• Consistency:
If
there
is
to
be
synergy
between
offline
and
online

strategies,
there
is
a
need
to
be
initiatives
in
social
media
to
promote

consistency
in
every
area
possible.

• Transparency:
Brand
names
do
not
have
the
luxury
of
being
perfect
at

everything
they
do,
thanks
to
social
media.
There
needs
to
be
transparency

so
that
companies
can
know
through
customers,
where
they
went
wrong

and
how
to
correct
themselves.

• Engagement:
In
a
corporate
approach,
a
company’s
employees
need
to
be

considered
in
social
CRM
initiatives
firstly
because
they
are
the
ones
that

are
affected
by
responses
by
customers
and
secondly
because
they
are
on

social
media
themselves.
When employees
express
their
opinions
about

employers,
including
on personal
social
networking
sites
such
as

Facebook,
a
high importance
should
be
placed
on
the
fact
that
their

comments
respect
the
image
that
the company
hopes
to
undertake.
The

search
for
influencers
and ambassadors
needs
to
begin
inside
the
company

itself. This
requires
education,
information
and
training.
Contact center

agents
appear
to
be
best
placed
for
taking
concrete action
on
social
media

(monitoring,
detecting
prospects and
responding
to
complaints).
They

already
know
the company
culture,
are
experienced
in
CRM
and
are
better

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

32

able
to
manage
subtle situations.
Their
training
should
be
a
priority.
However
company
engagement
in
social
CRM
must
occur
at all
levels
and

is
seen
as
a
clear
priority.
The
commitment shown
and
example
set
by

senior
management
is
essential.

Fig.
11
Social
CRM
integration.
Source:
Hinchliffe
(2012)

2.8.2
Impact
of
Social
CRM

One
intrinsic
feature
of
social
CRM
is
that
it
gives
the
customers
freedom
to

participate,
express
and
access
information
about
a
company’s
brand.

For
companies,
it
enables
them
to
use
this
newfound
data
to
turn
things
around

for
the
better.
Social
CRM
has
an
impact
on
multiple
areas
of
a
company:

Marketing,
Customer
Services,
Communications,
HR,
etc.
(Atos
Consulting
et
al

2011).
So
the
responsibility
for
implementing
it
is
often
distributed
across

different
teams
pragmatically,
particularly
in
the
early
stages.
This
raises
the

question
of
task-‐sharing
and
overall
consistency.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

33

Fig.
12
The
different
departments
in
a
company
and
some
of
the
social
CRM

challenges
poised
with
them.
Source:
Atos
Consulting

et
al
2011

According
to
reports
from
Atos
Consulting
et
al
(2011),
78%
of
Internet
users
say

that
they
trust
recommendations
from
consumers
that
are
published
on
social

media
(compared
with
14%
for
conventional
advertisements).
74%
of
Internet

users
say
they
are
influenced
by
the
opinion
of
a
peer
in
a
forum
or
on-‐line

discussion,
more
than
by
a
straightforward
promotion
in
the
form
of
top
down

communication.
38%
of
consumers
say
they
have
changed
their
mind
after

reading
a
negative
opinion
on
social
media.
Customers
no
longer
hesitate
to
use

social
media
before
any
other
channel
in
order
to
obtain
information,
express
and

disseminate
their
opinions,
both
positive
and
negative,
to
the
entire
community.

As
Blackshaw
(2008)
puts
it,

“satisfied
customers
tell
three
friends,
angry

customers
tell
three
thousand”.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

34

2.8.3
Social
CRM:
a
threat?

When
companies
start
to
take
relevance
in
Social
CRM
they
wonder
frequently

how
they
can
use
social
media
to
open
up
a
new
channel
of
communication
and

exchange
about
their
brand.
They
hardly
ever
realize
that
customers
have
not

waited
for
them:
they
go
ahead
and
start
a
conversation
about
them
on
the
new

open
forum
-‐
social
media.
If
companies
and
brands
do
not
answer,
there
is
a

danger
that
they
will
simply
be
excluded
from
discussions
that
affect
them
more

than
anything
else.
The
most
important
thing
for
these
companies
to
do
is
to

listen
attentively
and
aggressively
and
to
respond:
companies
need
to
abandon

the
imagination
of
controlling
conversations
about
their
brand.
These
days,

consumers
themselves
decide
which
platforms
they
want
to
use
to
voice
their

comments.

However,
because
of
this
phenomenon,
companies
need
to
come
up
with
excellent

social
CRM
strategies
and
really
decide
how
they
want
to
address
issues
such
as

grievances
they
may
experience
with
customers,
what
social
media
to
use
and
the

like,
because
if
they
do
not
do
this
they
stand
the
risk
of
being
ridiculed
by

customers
and
it
could
seriously
cripple
the
company’s
existence.
Warhus
(2011)

mentions
that
it
is
important
for
companies
to
maintain
quality
and
a
consistent

brand
image
to
ensure
satisfaction
at
all
times
and
through
all
mediums.

2.8.4
Benefits
and
risks
of
Social
CRM

Some
benefits
of
social
CRM
according
to
Tech
republic
(2000)
include:

• Immediate
real-‐time
information
availability:
There
is
a
real-‐time

dissemination
of
information
from
customers
about
their
brands
on
the
go

especially
with
the
continued
support
of
mobile
devices
for
use
with
social

media.
Companies
need
to
keep
an
eye
out
for
this
information.

• Knowing
and
understanding
your
customers
better:
Because

companies
now
have
a
better
view
of
their
customers’
perspectives
they

can
tailor
properly
their
spending
level
needs
and
other
obligations.

• Lost
leads
reduced:
Any
lead
on
information
about
their
product
would

not
be
lost
because
the
company
would
act
on
a
lead
as
soon
as
it
becomes

available.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

35

• Product
and
competitive
information
at
fingertips:
Social
CRM
ensures

that
up-‐to-‐date
information
on
products
and
competition
is
readily

available.

Some
risks
involved
in
social
CRM
include:

• Internet
dependency:
Social
CRM
initiatives
are
done
90%
of
the
time

online
thus
there
has
to
be
a
steady
supply
of
Internet
connectivity
to
be

achievable
and
this
could
prove
a
challenge
to
SMEs
especially
in
emerging

markets.

• Bad
Strategy:
Companies
need
to
careful
about
the
way
they
address

social
CRM
strategy,
as
this
is
vital
for
prolonged
used
of
the
system.

2.8.5
The
future
of
Social
CRM

Although
social
CRM
is
still
in
its
childhood
(Greenberg
2009),
it
is
seeing
fast

growth
all
around
the
world.
It
is
evolving
at
the
same
pace
at
which
techniques

and
practices
are
rising
on
part
of
the
consumers
and
companies.

Today,
Pombriant
(2012)
describes
customer
experience
as
a
company’s
attempt

to
make
a
product
or
service
an
“occasion”,
which
the
customer
would
enjoy
in

his/her
own
lens
and
remember
positively.
Social
CRM
allows
a
company
to
do
all

these
things.

Social
CRM
is
here
to
stay
and
it
has
formed
a
basis
for
long-‐term
customer

experience
strategy.
A
challenge
that
companies
are
going
to
face
is
that
they
are

going
to
find
it
difficult
identifying
customers.
Because
of
the
amount
of
feedback

that
comes
with
almost
every
social
media
out
there,
companies
need
to
find
a

way
to
correctly
identify
a
customer
that
they
can
link
with
their
product
or

service.

There
is
a
need
for
products
to
be
social
(Atos
consulting
et
al
2011).
Products
or

services
can
be
hash-‐tagged
and
spread
around
the
social
media
Twitter;
also

products
can
have
their
own
‘like’
page
on
Facebook.

Another
Social
CRM
trend
is
to
join
internal
social
networks
set
up
by
companies.

This
allows
phases
taken
by
communities
and
departments
within
to
be
coherent

with
Social
CRM
initiatives.
You
can
certainly
see
the
benefit
of
encouraging

employees
to
interact
directly
with
consumers
to
deal,
for
example,
with
a

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

36

technical
problem
posted
on
the
forums.

2.9
Chapter
summary

In
this
chapter,
a
literature
review
was
produced
to
justify,
critically
evaluate
and

solve
the
research
questions.
It
has
presented
a
clear
context
about
the
movement

that
is
social
CRM,
it’s
background
and
history
and
it’s
apparent
future
flourish.
It

did
this
by
using
arguments,
professional
views
and
research
to
analyze
the

history
and
projections
of
social
CRM
and
its
contributions
and
benefits
to

customer
relationships
and
business
development.

This
clear
understanding
of
the
research
questions
had
formed
a
basis
for
the

research
methodology
discussed
in
the
following
chapter,
chapter
3.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

37

CHAPTER
3

3.0
Research
Methodology

Here
in
chapter
three
is
the
research
approach,
and
consists
of
sections
that

explain
theoretical
basis
for
the
research
methods
used,
the
types
of
research
data

collected,
techniques
used
in
the
gathering
and
analyzing
the
data
on
the
social

CRM
integration
in
companies.

In
this
chapter,
the
researcher
also
uses
theories
and
case
studies
to
justify
the

basis
for
the
data
used,
methodologies
used
and
their
downfalls.

3.1
Research
Methodology
Defined

Saunders
et
al
(2009)
expounded
on
White’s
(2000)
description
on
a
researched

methodology
as
a
technique
to
find
a
solution
to
a
problem
systematically
so
that

it
can
be
understood
on
philosophical
grounds
on
which
a
particular
research
is

founded
which
includes
research
approaches
employed
by
the
researcher
in

investigating
a
subject
matter.
Therefore,
this
chapter
discusses
the
methods,

approach,
and
philosophy
chosen
by
the
researcher
in
an
attempt
to
solve
the

main
problem
depicted
in
this
research
and
to
achieve
its
aims
and
objectives.

Kumar
(2005)
supportive
of
Dawson
(2002)
and
proposes
Kothari
(1985)
that
to

answer
research
questions
associated
with
a
research
study,
the
researcher
must

follow
the
following
processes:

• Philosophies
should
guide
the
framework
of
the
research.

• Procedures,
methods
and
techniques
are
tested
of
their
validity
and

reliability.

• The
research
must
be
unbiased
and
objective.

Philosophies
are
approaches
such
as,
qualitative
approach,
quantitative
approach

and
the
researcher’s
academic
discipline.

Accepting issues of philosophy in research is the basis of verifying the method in
which data about a subject matter can be gathered and analyzed to achieve the purpose
of a study. Research philosophies contain important assumptions about the worldview
of the researcher and this will aid the researcher in avoiding known drawbacks.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

38

Validity
is
correctness
of
procedures
that
have
been
applied
to
find
answers
to
a

question.
Reliability
means
that
the
quality
of
a
measurement
procedure
provides

repeatability
and
accuracy.
Unbiased
and
objective
shows
that
each
step
in
the

process
of
the
research
is
in
an
unbiased
manner
and
each
conclusion
is
drawn
to

the
best
of
your
ability.

3.2
Research
Approach

Before
a
research
can
be
executed,
the
style
or
approach
to
research
must
be

evaluated
and
decided
upon
by
the
researcher.
A
paradigm
would
have
to
be
set

in
place.
Wikipedia
(2006)
simply
states
that
a
paradigm
defines
how
a
research

is
to
be
undertaken
and
what
tools
would
be
used
to
undertake
it.

In
terms
of
paradigms,
there
are
two
main
specific
ones
that
are
usually
used
in

researches;
Positivist
research
or
positivism,
and
Interpretivist
research
or

interpretivism.
The
positivist
research
is
a
well-‐defined
method
but
because
of
its

superficial
nature,
it
is
disadvantaged
as
it
fails
to
deal
with
individual

circumstances.
The
interpretivist
research
shows
a
more
focused
attention
on
the

social
interactivity
of
the
people
concerned
with
the
research.

The
researcher
used
the
interpretivist
approach
to
this
research.

Fig.
13
Research
structure:
Source
(Wardlow
2007)

Critical

Literature

review

Primary

data
from

Coventry

University

Models,

frameworks

Apply
to

Coventry

University

Apply
to

business

industry

Critical

Evaluation

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

39

3.3
Research
Strategy:
Qualitative
and
Quantitative
Methods

A
qualitative
research
is
based
on
an
open
system
of
thought
uttered
over
words

and
furthermore
requires
a
non-‐standardized
form
of
data
collection
and
the
use

of
conceptualization
as
a
means
for
analysis
(Easterby
et
al
1996).
Qualitative

research
investigates
the
subject
matter
in
much
greater
depth
by
exploring

people’s
perceptions
and
ensuring
that
the
facts
and
data
being
produced
are

dependent
on
the
relationship
between
the
participants
and
the
researchers

(Klein
et
al
1999),
Easterby
Smith,
Thorpe
and
Lowe
(1996)
in
addition
shows

with
a
few
examples,
the
importance
of
the
interaction
between
the
research
and

the
researcher
and
how
their
unification
can
help
explore
in
greater
detail
new

insights
of
the
subject
matter.

The
quantitative
research
on
the
other
hand,
commonly
concentrates
on
the

collection
of
numerical
data,
and
then
analyses
the
data
with
the
use
of
diagrams

and
statistics
(Saunders,
Lewis
and
Thornhill
2009).

3.4
Primary
Data
and
Secondary
Data

The
researcher,
in
order
to
investigate
deeper
into
the
research,
carries
out
the

collection
of
primary
data.
The
data
collection
in
this
research
was
achieved

through
the
Likert-‐scaling
questionnaires
and
staged
interviews.
There
are
two

types
of
questions
usually
used
in
questionnaires;
open
and
closed.
In
this

research
closed
questions
were
used
so
as
to
be
clear
and
concise.
Concurring

with
Bryman
and
Bell
(2007),
an
advantage
of
using
closed
questions
is
due
to
the

fact
that
it
utilizes
pre-‐coded
format
which
is
represented
on
item
scoring
basics,

indicating
the
degree
of
satisfaction
to
dissatisfaction
from
the
lowest
to
highest

degree.
For
instance:
1:-‐
strongly
disagree,
2:-‐
disagree,
3:-‐
undecided,
4:-‐
agree

and
5:-‐
strongly
agree.

The
questionnaires
were
sent
out
to
different
individuals,
some
were
the

researcher’s
colleagues
and
others
were
employees
and
professionals
in
high-‐
profile
companies,
especially
associated
with
IT.

The
advantage
of
primary
data
is

the
fact
that
the
data
is
gotten
from
the
source
and
hence
withstands
any

obligation
to
be
false
or
questionable.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

40

The
gathering
of
primary
data
included
interviews.
There
were
instances
were

interviews
were
postponed
or
cancelled
entirely
and
this
was
a
limitation
to

getting
the
required
data
originally
planned.
The
interviews
successfully

conducted
lasted
for
20
minutes
on
average.
A
total
of
4
interviews
were

conducted
with
a
total
of
2
interviews
getting
cancelled.
The
interviewees
were

selected
staff
of
Coventry
University
especially
in
the
Engineering
and
Computing

faculty
including
top
position
holders
such
as
Faculty
chair.

Secondary
data
was
acquired
from
various
academic
books,
articles,
white
papers,

journals,
newspapers
and
blogs
retrieved
from
libraries,
notably
the
Lancaster

library
located
in
Coventry
University,
Coventry
U.K.
and
online
sources
from
the

World
Wide
Web.
A
major
disadvantage
with
secondary
data
is
that
some
data
is

not
updated
and
can
develop
into
old
outdated
data
in
real-‐time
occurrences
any

given
time.
Because
the
theme
of
the
research
topic
is
a
fairly
new
subject
area
in

the
world
today,
a
lot
of
information
was
retrieved
from
recent
articles
on
social

CRM
online.

3.5
Qualitative
Method
versus
Quantitative
Method

Saunders
et
al,
2009
mentioned
that
quantitative
research
involves
the
collection

and
analyses
of
information
in
numeric
form.
It
also
consists
of
statistical
analyses

to
examine
large
information
sample
of
population
in
other
to
derive
its
findings.

This
can
be
realized
when
questionnaires
are
sent
to
a
large
amount
of
people
to

get
their
viewpoints
based
on
a
couple
of
structured
questions.
This
can
be
used

to
discover
how
people
feel,
think
or
react,
or
will
react
regarding
a
particular

situation.
Eldabi,
Irani,
Paul
and
Love
(2002)
pronounced
quantitative
research
as

a
linear
logical
structure
whereby
hypotheses
take
the
degree
of
expectations

about
likely
causal
links
between
the
constituent
ideas
identified
in
the

hypotheses.
Consequently,
the
determination
of
the
connections
mentioned
by

the
hypotheses
will
confirm
either
the
acceptance
or
rejection
from
theoretical

proposition.
Quantitative
research
inputs
emphases
on
methodology,
procedure,

statistical
measures
of
validity,
measurement
and
analysis
of
statistical
data,
to

prompt
the
relationships
between
one
set
of
data
to
another.
Creswell
(2003)

stated
that
quantitative
research
through
the
use
of
questionnaires
shows

analysis
from
a
viewpoint
of
opinions
of
a
particular
set
of
individuals.
Gorman

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

41

and
Clayton
(2008)
claimed
that
qualitative
research
could
be
defined
as
a

method
used
to
enquire
data
collected
from
the
context
in
which
the
events

happen
as
it
involves
explanations,
focus
groups
and
interviews
to
draw

reasonable
conclusions.
Furthermore,
Creswell
(2003)
stated
qualitative
research

enables
a
researcher
to
build
a
good
judgment
of
reality
to
develop
descriptive

theories
and
models
Eldabi,
Irani,
Paul
and
Love
(2002)
also
stated
that

qualitative
research
must
describe
the
context
and
understanding
of
the
position

of
the
individuals
or
phenomenon
involved
before
it
is
acknowledged.
Irani
et
al

(1999)
highlights
Weick
(1984)
that
qualitative
research
is
not
concerned
with

the
measurement
and
quantification
of
the
phenomenon
but
to
possess
an

understanding
of
the
natural
setting
of
the
phenomenon
through
observation
as

direct
and
in-‐depth
knowledge
of
a
research
setting
is
necessary
to
achieve

contextual
understanding.
As
a
result,
qualitative
research
methods
are

associated
with
“face-‐to-‐face”
contact
with
people
in
the
research
setting,
together

with
verbal
data
and
observations.

3.6
Advantages
and
Disadvantages
Of
Qualitative
And
Qualitative

Research

Here,
the
advantages
and
disadvantages
of
the
qualitative
and
quantitative

research
methods
are
going
to
be
tabulated
in
Fig.
12
and
Fig.
13
as
seen
below:

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

42

QUALITATIVE
RESEARCH
QUALITATIVE
RESEARCH

ative
research
is
a
useful
tool
during
baby
state

of
a
research
as
the
researcher
may
probably
be

uncertain
on
what
should
be
focused
on
exactly

This
type
of
research
looks
at
context
and
social

meaning
and
how
it
affects
individuals,
which
is

advantageous
particularly
in
the
social
sciences.

it
does
not
require
rigid
design
plan
before
it

begins
giving
the
researcher
freedom
to
let
the

study
unfold
more
naturally

The
researcher
achieves
more
detailed
and
rich

data
in
the
form
of
comprehensive
written

descriptive
data
or
visual
evidence,
such
as

photographs

Quantitative
research
enables
the
researcher
to

measure
and
analyze
data
involved.

The
researcher
is
more
objective
about
the

findings
of
the
research

The
relationships
between
an
independent
and

dependent
variable
are
studied
and
reviewed

fully.

Quantitative
research
can
be
used
to
test

hypotheses
in
experiments
because
of
its
ability

to
measure
data
using
statistics

Fig.
14:
Advantages
of
qualitative
and
quantitative
research
methods

QUALITATIVE
RESEARCH
QUANTITATIVE
RESEARCH

The
researcher
interprets
the
research

according
to
his
or
her
own
biased
view,

disturbing
the
data
gathered

The
researcher
of
a
study
using
qualitative

research
is
heavily
involved
in
the
process,

which
gives
the
researcher
a
subjective
view
of

the
study
and
its
participants

Another
disadvantage
is
that
this
research

method
is
very
time
consuming
and
can
last
for

months
or
even
years.

The
main
disadvantage
of
quantitative
research

is
the
context
of
the
study
or
experiment
is

ignored

Quantitative
research
hardly
studies
things
in
a

natural
setting
or
discuss
the
meaning
things

have
for
different
people
as
qualitative
research

does

Fig.
15:
Disadvantages
of
qualitative
and
quantitative
research
methods

3.7
Justification
of
Method
Used
In
Research

The
researcher
endorses
the
use
of
the
combined
research
methods
that
is
the

quantitative
and
qualitative
methods.
The
researcher
also
used
verbal
methods

during
interactions
with
other
students
and
staffs
at
Coventry
University
to

further
observe
personal
opinions.

The
researcher
sent
out
100
questionnaires
to
peers
and
employees
in
high-‐
profile
companies.
28
filled
questionnaires
were
returned
back
and
data
from

them
were
gathered.
Also
data
from
the
interviews
that
took
place
were
also

collated
together.
The
method
of
triangulation
was
used,
that
is,
a
mixed
research

method
involving
both
quantitative
and
qualitative
analysis.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

43

3.8

Ethical
Approach

In order to avoid violating the ethical issues that are part of Coventry University’s code
of ethics and conduct, participants were all briefed prior to the distribution of
questionnaires. Participant Information forms and consent sheets were distributed to
them to fill in and read for more information about participating in the research. The
main idea for this was to give the participants the notion that their contributions were
confidential to the researcher alone and not to be distributed elsewhere and that they
could opt of participation anytime they felt like while allowing the researcher know
before hand.

Paramount
care
was
taken
to
ensure
this
ethical
approach
was
enforced
with
the

high
priority
at
all
stages
of
the
project.

3.9
Chapter
Summary

The
research
methodology
has
validated
triangulation
as
the
preferred
research

method
for
merging
both
quantitative
and
qualitative
analysis
of
the
research

data.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

44

CHAPTER
4

4.1
Chapter
Overview

In
this
chapter
are
the
findings
of
the
study
carried
out
in
Coventry
University,

Coventry
U.K.
in
relation
to
“social
media
efficiency
for
CRM”.
The
data
was

collected
using
structured
questionnaires
and
interviews
directed
at
professional

and
IT
personnel.
There
will
be
a
presentation
and
in-‐depth
analysis
of
the
data

collected
and
the
results
and
findings
will
form
the
basis
for
concluding
this

research.

4.2
Data
Analysis

According
to
Lani
(2009),
a
data
analysis
done
within
a
dissertation
is
an

association
of
complex
statistics
broken
down
into
several
pieces
and
numbers
in

order
to
prove
evidence
of
a
student’s
research
by
trailing
the
methodologies,
and

this
feat
can
only
be
achieved
after
the
information
for
the
analysis
has
been

collected.
Therefore,
if
the
information
collected
is
inaccurate
or
invalid,
the

dissertation
data
analysis
will
be
invalid
or
imprecise.
The
primary
data
gathered

in
this
research
was
analyzed
to
measure
the
response
to
each
of
the
questions

stated
in
the
questionnaire.
Data
collected
from
the
study
will
be
processed
and

reported
in
frequencies
using
descriptive
statistical
analysis.

4.3
Questionnaires

A
total
number
of
100
questionnaires
were
sent
out
to
students,
undergraduates,

master’s
students
and
PhD
students
in
Coventry
University
as
well
as
staff.
21

were
received
back
filled.
100
more
were
sent
to
friends
and
IT
experts
across
the

global
and
23
were
returned
filled.
Total
received
questionnaires
were
44
out
of

200
questionnaires
given
out.
A
consent
form
was
sent
to
all
recipients
and

participants
in
this
survey.
The
questionnaires
were
given
out
both
online
and

personally.

4.4
Interviews

Participant
information
sheets
were
given
out
to
the
participants
of
the

interviews;
a
total
of
4
interviews
took
place
out
6
that
were
planned,
two
were

cancelled.
The
interviewees
comprised
of
top
positions
in
Coventry
University,

especially
those
from
the
Engineering
and
Computing
Department.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

45

4.5
Lifecycle
Methodology

The
lifecycle
methodology
was
used
to
manage
effectively
the
analysis
of
data,

finding
and
recommendations.
There
are
many
forms
of
lifecycle
methodologies.

For
this
project,
a
total
of
three
lifecycle
methodologies
were
considered.
These

three
lifecycle
methodologies
include:
Waterfall,
Agile
and
Spiral
life
cycle

methodologies.

4.5.1
Waterfall

The
waterfall
methodology
is
one
of
the
most
widely
used
methodologies.
It
is
a

traditional
lifecycle
method
and
has
been
around
for
decades
and
has
been

proven
to
deliver
on
most
projects
(Executive
brief
2008).

Fig.
16
Waterfall
lifecycle
methodology
Source:
(Sule
2011)

Requirement

gathering
&

analysis

System
design

Implementation

Testing

Development
of
system

Maintenance

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

46

The
waterfall
lifecycle
methodology
is
basically
a
development
approach
that

follows
a
'top
down'
method.
The
phases
start
from
the
top
and
proceed
to
end
at

the
bottom
as
the
diagram
shows.
According
to
Sule
(2011),
development
passes

thru
several
phases
to
meet
specifications
and
requirements.
A
distinguishing

feature
of
waterfall
model
that
other
models
do
not
possess
is
that,
in
this
method

there
is
no
simultaneous
execution
of
two
phases;
the
second
phase
begins
when

the
preceding
phase
has
been
finished.
This
approach
is
fairly
easy
to
implement

and
there
exists
pellucidity
at
every
stage.
Evaluations
are
conducted
at
the
end
of

every
stage
to
validate
whether
the
development
process
is
on
track
and
meets

requirements.
Systematic
documentation
is
carried
out
at
every
phase
of
waterfall

model.

4.5.2
Agile

Agile
is
another
type
of
lifecycle
methodology.
Agile
lays
a
lot
of
emphasis
on
on-‐
going
assessment
of
features
to
be
developed,
constant
feedback,
daily

interaction,
cross-‐functional
teams
and
self-‐selection
of
work
items
(Glennon

2012).
Agile
is
used
mostly
for
bigger
projects.
Agile
was
brought
up
to
address

the
concerns
of
the
Waterfall
methodology.

Fig.
17
Agile
lifecycle
methodology.
Source:
(Glennon
2012)

4.5.3
Differences
between
Waterfall
and
Agile
methodologies

While
the
Waterfall
method
focusing
on
stage
to
stage
procedures
in
order
to
get

a
desired
outcome
at
the
end,
the
Agile
method
works
in
a
different
way
in
that

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47

there
is
always
an
assessment
on
the
features
that
are
being
developed,
that

means
that
assessments
can
be
carried
out
at
different
stages
at
any
time.
The

Agile
method
is
more
flexible
but
the
traditional
Waterfall
method
is
rigid
and

focused
on
the
scope
of
the
problem.
DaleOlson
Consulting
(2009)
puts
it
in
this

way,
“Waterfall
approaches
work
hard
to
prevent
changes
in
scope,
whereas
agile

expects
and
embrace
scope
change
and
focus
on
delivering
business
value
quickly

instead”.

Advantages
of
Waterfall
Advantages
of
Agile

Top
down
stage-‐to-‐stage
approach
works
well

in
establishing
milestones
during
a
project.

High
business
value
is
realized
quickly
while

using
Agile

It
is
well-‐ordered
and
predictable
Allows
for
flexibility
during
project
process

Allows
for
individual
specification
in
specific

phases

Allows
for
testing
of
the
project
in
components

Fig.

18
Advantages
of
Waterfall
and
Agile
Methodologies

Disadvantage
of
Waterfall
method
Disadvantage
of
Agile
Method

It
takes
time
for
benefits
of
the
project
to
be

realized

Less
importance
for
designing
and

documentation

Difficult
to
use
on
large
complex
project
due
to

rigidity

Scope
of
project
is
not
fully
defined

Reliance
on
documentation
makes
development

of
the
process
slow

Experience
resources
are
needed
to
conduct

Agile

Fig.
19
Disadvantages
of
Waterfall
and
Agile
methodologies

4.5.4
Spiral

The
spiral
model
is
a
lifecycle
methodology
combining
elements
of
both
design

and
prototyping
in-‐stages,
in
an
attempt
to
combine
advantages
of
top-‐down
and

bottom-‐up
strategies
(Wikipedia
2013).
The
spiral
methodology
is
mostly
used

for
large
and
complex
projects.
The
spiral
model
combines
the
idea
of
prototyping

with
the
controlled
nature
of
the
Waterfall
method.
The
spiral
model
also

explicitly
includes
risk
management
within
software
development.
Classifying
and

controlling
major
technical
and
managerial
risks
helps
make
the
software

development
process
a
controlled
one.

The spiral model is based on continuous refinement of key products for requirements
definition and analysis, system and software design and implementation. At each
iteration around the cycle, the products are extensions of an earlier product. This model

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48

uses many of the same phases as the waterfall model, in essentially the same order,
separated by planning, risk assessment, and the building of prototypes and simulations
(Wikipedia 2013).
Required documents and their contents are produced when they are required, and the
content reflects the information necessary at that point in the process. The idea is to
have the products produced in time for a review.
Spiral lifecycle model makes sure that elements of the particular product can be added
in when they become identified. This assures that there is no conflict with previous
requirements and design.
Starting at the center, each turn around the spiral goes through several task regions.
• Determine
the
objectives,
alternatives,
and
constraints
on
the
new

iteration.

• Evaluate
alternatives
and
identify
and
resolve
risk
issues.

• Develop
and
verify
the
product
for
this
iteration.

• Plan
the
next
iteration.

The requirements activity takes place in multiple sections and in multiple iterations,
just as planning and risk analysis happens in multiple places. Final design,
implementation, integration, and test occur in iteration 4. The spiral can be repeated
multiple times for multiple forms. Some functionality can be delivered to the user
faster than the waterfall method using this method.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
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Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

49

Fig. 20 Spiral lifecycle methodology. (Source: Boehm 1988)
The
lifecycle
methodology
used
for
analysis
of
data,
results
and
recommendations

was
the
Waterfall
methodology
as
the
decisions
were
taken
on
a
top
down
basis

or
stage-‐to-‐stage
basis.
Once
the
primary
data
was
collected
from
the
source,
the

researcher
moved
unto
the
next
stage,
which
consisted
of
him
gathering
the
data

and
analyzing
it
to
produce
the
results.
The
results
were
then
compared
with
the

other
results
got
from
the
other
sources
of
primary
data.
Recommendations
were

then
made
based
on
the
findings.

4.6
Results
and
findings

From
the
data
acquired
from
the
questionnaires,
it
was
observed
that
a
lot
of
the

participants
agreed
that
social
media
is
beneficial
to
customer
relationship

management.
The
questions
poised
to
the
participants
were
centered
on
the

significance
of
social
media
in
CRM
and
if
they
thought
that
it
was
a
good
idea.
The

diagram
below
illustrates
this
data
clearly:

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database
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social
media
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customer

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Mba
4070304
Faculty
Of
Engineering
And
Computing

50

Fig.
21

“Do
you
feel
that
social
media
is
the
future
of
interaction
and

development
of
relationships
between
companies
and
customers?”

From
the
diagram
above,
it
is
evident
that
most
peoples’
view
on
social
media
for

CRM
is
positive.
50%
of
the
44
feedbacks
from
the
questionnaires
say
that
they

strongly
agree
with
social
CRM.
30%
say
that
they
agree,
10%
feel
undecided
and

10%
disagree.

Vis-‐à-‐vis
the
interviews,
questions
were
asked
and
the
following
represents
the

data
achieved
from
them.

Fig
.22
“What
mediums
do
use
to
build
customer
relationships
more
in
your

organization?”

From
the
graph,
participant
1
and
2
are
both
believe
social
CRM
is
good
for

customer
relationships.
Participant
3
believes
email
is
better
and
participant
4

puts
telephone
communication
on
top
of
everything.

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

Strongly
Agree
Agree
Undecided
Disagree
Strongly

Disagree

0

1

2

3

4

5

6

7

Participant
1
Participant
2
Participant
3
Participant
4

Telephone

Email

Social
Media

Letters

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customer

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Faculty
Of
Engineering
And
Computing

51

Fig.
23.“Do
you
think
social
CRM
is
actually
significant
for
better
customer

relationship
management?”

From
the
diagram
above,
roughly
50%
of
the
answer
to
this
question
were

positive,
with
25%
saying
that
social
CRM
could
be
significant
from
CRM

development
but
there
are
not
entirely
certain
and
about
25%
feel
it
is
not

significant.
The
majority
believes
it
is
significant.
One
of
the
participants
quipped

that
with
social
CRM
they
were
able
to
interact
and
meet
a
whole
lot
of
new

students
to
join
the
university,
especially
on
the
Facebook
social
network
and

market
must
of
their
products
and
services.
When
asked
why
he
thought
social

CRM
was
not
significant
for
better
CRM,
I
was
told
that
he
felt
telephone

communication
with
clients
is
a
better
way
to
run
CRM,
stating
that
the
traditional

method
of
CRM
is
better
than
modern
one,
it
is
important
to
note
the
participant

was
an
elderly
man
in
his
40s,
while
the
rest
ranged
from
25
–
35.

Responses

Yes

No

Maybe

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Fig.
24
“How
significant
is
it
social
media
to
you
in
acquiring
new
customers

and
developing
relationships
with
them?”

On
a
scale
of
1-‐10,
where
1
is
the
lowest
point
and
10
the
highest
point,
the

participants
made
their
comment
on
how
much
they
feel
social
media
is

important
in
acquiring
new
customers
and
developing
relationships
with
them.

Overall,
Participant
was
most
positive
about
social
media
while
participant
4
was

not.

4.7
Conclusions

The
data
and
data
analysis
results
were
carried
accordingly
and
without
flaws.

The
researcher
found
it
interesting
to
interview
the
participants
and
hear
their

thoughts
about
social
CRM.
Overall,
they
seem
to
have
a
positive
view
about
social

CRM
however,
some
do
not
believe
it
can
defeat
the
tradition
methods
of
carrying

out
CRM,
which
Greenberg
(2009)
supports
by
saying
that
social
CRM
is

important
but
may
not
replacement
CRM
but
be
an
extension
to
it,
and
this

resonates
in
some
of
the
participants
comments.

4.8
Chapter
Summary

This
chapter
has
drawn
the
details
of
the
findings
of
this
research
project
based

on
data
collection
methods
specified
in
the
previous
chapters;

0

2

4

6

8

10

12

Participant
1
Participant
2
Participant
3
Participant
4

Legend

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53

• Structured
interviews
with
four
top
positions
in
Coventry
University,

Engineering
and
Computing
Faculty.

•
Questionnaires
completed
by
selected
staff
and
students
and
associates
of

the
researcher.

The
findings
have
being
presented
based
on
answers
to
the
research
questions

detailed
in
chapter
1.
Lifecycle
methodologies
used
to
determine
the
results
and

findings
of
the
analysis
of
the
data
was
described
and
justified
in
this
chapter.

Main
contributions
from
these
findings
have
come
in
form
of
comments
from

participants
that
highlighted
their
own
interpretations
of
the
subject
matter.

Included
in
this
chapter
are
also
findings
from
the
questionnaire
that
have
also

highlighted
staff
perceptions
on
the
subject
matter.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

54

CHAPTER
5

5.1
Conclusions
and
Recommendations

So
far
the
objectives
listed
in
chapter
1
have
been
fulfilled.

• “Conduct
current
research
on
the
concept
of
distributed
database
systems

and
customer
relationship
management
on
a
global
basis”
was summarized
in Chapter 1 under the introduction section, and for the most part of Chapter 2,
literature review.

• “Conduct
analysis
on
data
gathered
using
relevant
analysis
tools
available”

was
analyzed
in
chapter
4

• “Discuss
significance
of
customer
relationship
management

implementation
in
businesses”
&
“Examine
benefits,
downfalls
and

limitations
of
customer
relationship
management
integration”
were solved
under the critical literature review found in Chapter 2.

• “Provide
a
suggestion
for
improved
social
media
techniques
for
managing

new
customers”
was
sorted
partly
in
Chapter
2
and
partly
in
Chapter
5

under
Recommendations.

• “Identify
and
research
relevant
case
studies
about
social
customer

relationship
management”
was
mentioned
and
solved
in
Chapter
3
and

chapter
4.

• “Discuss
scenarios;
difficulties,
benchmarks,
and
successes
during

investigations”
can
be
found
under
Appendix
i.

• “Produce
a
feasibility
study
using
a
standard
and
approved
IT
lifecycle”

seen
in
chapter
4,
results
and
findings.

• Implement
and
use
PRINCE2
methodology
for
guidance
throughout
entire

project
can be seen in Appendix i.

• “Make
critical
evaluation
and
contributions
towards
the
project”
and
“Draw
conclusions
and
make
recommendations”
is discussed in Chapter 5.

”A
critical
evaluation
of
the
adaptation
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database
systems
and
social
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customer

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Mba
4070304
Faculty
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And
Computing

55

5.2
Conclusion

It
is
understandable
why
companies
want
to
use
social
media
to
interact
with

customers.
The
benefits
are
real
and
deep.
First,
there
is
the
social
interaction

itself,
which
can
provide
direct
value
to
the
business
through
revenue
from
social

commerce
and
cost
savings
when
used
for
customer
care
or
research,
for

example.
Plus,
social
networking
enables
rapid,
viral
distribution
of
offers
and

content
that
may
reach
beyond
what
could
be
done
in
traditional
channels
–
all

with
endorsement
from
connections
people
trust.
But
that
is
just
the
beginning.

Companies
also
can
use
social
platforms
to
mine
data
for
brand
monitoring
and

valuable
customer
insights,
which
can
spark
innovations
for
improved
services,

products
and
customer
experiences.
In
a
constant
cycle
of
listen-‐analyze-‐engage

evolve;
organizations
can
optimize
their
social
media
programs
to
continually

enhance
their
business.
With
so
much
to
gain,
companies
need
to
invest
the
effort

to
understand
how
to
break
through
the
noise
and
offer
current
and
potential

customers
a
reason
to
reach
out
to
them
via
social
media.
Businesses,
eager
to
get

closer
to
customers,
are
building
pages
on
social
networking
sites,
posting
videos

and
micro-‐blogging;
however,
if
they
don’t
focus
on
what
the
majority
of
their

customers
value
in
social
media,
they
may
be
missing
the
boat.
In
fact,
offering

tangible
value
to
consumers
may
be
the
strongest
incentive
to
attract
the
75

percent
of
Casual
Participants
who
need
a
good
reason
to
interact.

For
companies
that
have
been
taking
a
“build
it
and
they
will
come”
approach
to

social
media,
these
consumer
findings
are
a
wake-‐up
call
that
much
more
needs
to

be
done
if
they
want
to
attract
more
than
the
most
devoted
brand
advocates.

Companies
should
consider
the
following
to
lay
the
foundation
for
a
successful

social
media
program
that
will
help
them
reinvent
their
customer
relationships:

•
Recognize
social
media
is
a
game
changer.
We
believe
that
for
many
companies,

social
media
will
become
the
gateway,
if
not
the
primary,
communications

channel
to
connect
with
customers.
As
companies
design
their
social
media

programs,
they
need
to
think
of
their
customers
holistically
and
consider
their

social
media
interactions
in
the
context
of
other
customer
touch
points
with
the

company.

•
Be
clear
on
the
differences
between
social
media
and
other
channels.
Social
CRM

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social
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56

is
about
enabling
engagement
with
the
customer
for
the
mutual
benefit
of
the

customer
and
the
business.
The
traditional
model
of
managing
the
customer

relationship
needs
to
adapt
to
the
reality
that
the
customer
is
now
in
control.

•
Make
the
customer
experience
seamless
–
across
social
media
and
other

channels.
If
you
know
your
customer
in
one
channel,
you
need
to
know
him
or
her

in
other
channels
as
well.
This
means
the
social
solution
should
not
be
devised
as

an
isolated
standalone
program,
but
needs
to
be
thoughtfully
integrated
with

other
customer-‐facing
initiatives.

•
Start
thinking
like
a
customer.
Instead
of
asking
why
your
company
should

engage
in
social
media,
ask
why
a
customer
would
choose
to
interact
with
your

company
in
a
social
platform.
Recast
social
interaction
strategies
to
focus
on

giving
customers
the
value
they
seek
and
the
customer
intimacy
will
come.

•
Ask
customers
what
they
want
if
you
are
not
certain.
Dialogue
and
involvement

is
what
social
media
is
all
about.
Develop
creative
ways
to
capture
the
customer

insight
you
need
with
polls,
idea
jams
and
challenges.
Let
customers
participate

by
voting
on
their
favorite
ideas
or
innovations.
In
fact,
getting
customers

invested
in
the
outcome
will
help
build
the
advocacy
and
brand
affinity
you
seek.

•
Monetize
social
media,
if
that’s
what
customers
want.
Make
it
quick
and
easy
for

customers
to
transact
within
a
social
media
experience.
Develop
social
commerce

campaigns
that
focus
on
a
specific
customer
need
with
time-‐sensitive
offers
or

discounts
that
motivate
customers
to
act.
For
people
to
engage
and
keep
coming

back,
content
need
should
be
fresh
and
relevant.
Provide
incentives
for
people
to

share
content
with
friends
to
capitalize
on
the
viral
benefits
a
community

platform
offers.

5.3
Recommendations

From
the
analyses,
there
is
a
positive
outlook
of
the
adaption
of
social
media
in

CRM.
However,
it’s
worthy
to
note
that
besides
the
rise
and
strong
importance
of

the
use
of
social
media
in
businesses
today,
there
are
a
lot
of
traditional
methods

that
should
not
be
disqualified.
Such
methods
include
email,
telephone
and
post

letters.
These
started
the
trend
of
CRM
and
would
not
be
tampered
with,
as
they

are
the
foundation
on
which
CRM
is
based
upon;
especially
since
social
CRM
is
a

fairly
new
term
in
the
world
of
business.
Social
CRM
should
be
seen
as
a
form
of

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

57

extension
for
the
traditional
services
of
CRM
and
to
enhance
it
just
as
Greenberg

(2009)
suggests.

5.4
Recommendation
for
further
research

Considering
the
scope
of
the
findings
and
limitations
of
this
research,
further

future
research
is
highly
recommended.
The
social
media
and
SCRM
phenomenon

is
increasingly
gaining
momentum
and
thus,
the
ways
and
methods
can
change

pretty
often.
There
is
a
need
to
conduct
even
more
research
on
the
topic
and
thus

more
primary
data
need
to
be
collected
from
various
parties
willing
to
offer
their

input
into
this
topic
as
depicted
in
chapter
4.
Especially
individuals
from
various

generations,
that
is,
the
generation
X
who
are
associated
with
age
range
of
36
and

above,
generation
Y
who
are
the
18
–
35
age
group
and
the
millennial
who
are
0
–

17
as
pointed
out
in
chapter
2
under
the
User
Generated
Content
heading.

5.5
Critical
Evaluation

I
am
very
much
interested
in
the
various
ways
technology
can
be
utilized

efficiently
to
assist
ordinary
people
in
their
day
to
day
lives.
Having
studied

various
modules,
such
as
Usability
and
Enterprise
Resource
Planning
during
my

master’s
programme,
I
developed
my
interest
in
ordinary
peoples’
interaction

with
information
technology
specifically
online
technology.
This
led
me
further
to

divulge
into
the
business
aspect
of
this
interaction,
then
I
came
up
with
social

media
integration
with
CRM.
An
opportunity
for
an
independent
study
about
this

subject
area
arose
when
the
need
for
this
dissertation
became
a
necessary

requirement
for
the
completion
of
my
master’s
programme.

While
conducting
this
research
study,
it
became
almost
immediately
apparent

that
it
was
not
going
to
be
easy.
I
had
not
considered
fully
the
amount
of
time
and

dedication
that
had
to
be
put
into
it.
Time
was
an
evident
limitation
given
the

short
duration
of
the
entire
master’s
programme
and
the
large
volume
of
work

expected
from
the
dissertation.
Also,
gathering
data
from
sources
outside

academic
literature,
such
as
data
from
questionnaires,
did
not
go
entirely
as

planned.
Another
limitation
was
that
I
had
to
deal
with
unforeseeable
and

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

58

sometimes
random
circumstances,
for
instance
weather
changes
and
availability

of
funds.
One
thing
that
worked
well
during
the
project
was
the
opportunity
to

use
the
wide
variety
of
sources
available
at
the
comfortable
Coventry
University

library
including
the
stable
Internet
connections
to
conduct
research
and
the
calm

and
friendly
environment
available
on
the
campus.
If
another
opportunity
were
to

be
realized,
proper
planning
and
dedication
would
be
initiated
to
combat

unforeseeable
situations
since
I
would
know
what
to
expect
next
time.
Also,

general
management
of
resources
like
costs
would
be
put
in
place
and
this
would

enable
me
to
produce
a
larger
volume
and
quality
of
work
for
the
dissertation

within
the
given
time
frame.

5.6
Chapter
Summary

In
this
chapter,
a
general
conclusion
to
the
research
study
was
given,
as
well
as

recommendations
from
the
data
analysis
studied
in
chapter
4.
The
objectives
set

out
by
the
researcher
were
also
noted
here,
accomplished
and
marked
to
their

appropriate
destination
in
the
research
book.
This
chapter
marks
the
end
of
the

research
study.

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

59

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61

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Of
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63

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Mba
4070304
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Of
Engineering
And
Computing

65

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”A
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of
the
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of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

66

Appendices

I.
Project
plan/
Project
Gantt
Chart

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

67

II.
Research
notes/
Milestones

The
project
was
a
very
tasking
but
interesting
endeavor
as
I
got
to
understand

and
incorporate
various
ways
and
methods
of
writing
academic
literature.
It

enhanced
my
views
on
the
contributions
of
other
authors
and
how
significant
it
is

to
appreciate
their
works.
Also,
the
importance
of
the
contributions
of
the

participants
involved
that
contributed
to
the
successful
completion
of
this
project

cannot
be
under-‐emphasized.

Various
milestones
were
reached
during
the
process
of
completing
this
research.

Outlined
bellowed
are
the
milestones
reached:

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

68

S/N
Milestones
Date
Comments

1
Initial
project
planning
and
initiation
1/10/2012

2.
Gathered
resources
for
collection
of

secondary
data

9/10/2012

3.
Started
research
on
Literature
Review
10/10/2012

4.
Schedule
dates
for
collection
of

primary
data

20/10/2012

5.
Paused
literature
review
for
the

collection
of
primary
data

30/10/2012

6.
Designed
questionnaire
2/11/2012

7.
Sent
out
questionnaires
4/11/2012

6.
First
interview
completed
10/11/2012

8.
Second
interview
completed
12/11/2012

9.
Cancelled
interview

14/11/2012
Due
to
top
Manager

away
on
leave

10.
Cancelled
interview.
2nd
occurrence
16/11/2012
Due
to
illness

11.
Third
interview
completed
18/11/2012

12.
Fourth
interview
completed
20/11/2012

13.
Retrieved
all
data
from
questionnaires
21/11/2012

14.
Gathered
together
data
from
interview
23/11/2012

15.
Gathered
all
data
together
24/11/2012

16.
Analysed
data
25/11/2012

17.
Produced
results
and

recommendations

28/11/2012

18.
Continued
Literature
review
30/11/2012

19.
Completed
critical
literature
review
30/12/2012

20.
Accumulated
project
chapters
together
31/12/2012

21.
Conclusions
31/12/20012

22.
References
5/1/2013

23.
Finished
project
10/1/2013

Fig.
25.
Milestones

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

69

III.
Sample
of
Questionnaire
and
answers

1.1 Do
you
feel
social
media
such
as
Facebook
is
a
good
way
for
a
company

to
reach
out
to
customers
and
potential
customers?

•
Yes

89%

•
No

11%

1.2 How
do
you
feel
about
the
implementation
of
customer
relationship

management
integration
with
social
media?

•
Strongly
Agree
80%

•
Agree
10%

•
Neither
Agree
nor
Disagree
3%

•
Disagree
7%

•
Strongly
Disagree

1.3 Do
you
feel
that
other
forms
of
media
such
as
the
telephone
and
postal

services
are
still
relevant
in
customer
relationship
management?

•
Yes
95%

•
No
5%

1.4 Do
you
think
Social
Customer
Relationship
Management
is
the
future

of
customer
interaction
with
companies?

•
Yes

86&

•
No

14%

1.5 How
much
do
you
agree
or
disagree
that
Social
Customer
Relationship

Management
is
necessary
for
success
for
companies

•
Strongly
agree
35%

•
Agree
40%

•
Neither
Agree
nor
Disagree
5%

•
Disagree
20%

•
Strongly
Disagree

”A
critical
evaluation
of
the
adaptation
of
distributed
database
systems
and
social
media
in
customer

relationship
management”
by
Anthony
Chijioke
Mba
4070304
Faculty
Of
Engineering
And
Computing

70

1.6 Social
Customer
Relationship
Management
is
the
future
of
Customer

Relationship
Management
and
is
here
to
stay

•
Strongly
agree
45%

•
Agree
25%

•
Neither
Agree
nor
Disagree
12%

•
Disagree
10%

•
Strongly
Disagree
8%

1.7 Social
customer
relationship
management
has
led
to
the
success
of

many
companies
today

•
Strongly
agree
45%

•
Agree
10%

•
Neither
Agree
nor
Disagree12%

• Disagree
14%

• Strongly
Disagree
19%

1.8 Do
you
think
social
customer
relationship
management
is
significant

for
improved
customer
relationship
management

•
Yes
74%

•
No
26%

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