Social customer relationship management capabilities and performance of small and medium-sized Peruvian companies

RESEARCH ARTICLE Social customer relationship management capabilities and performance of small and medium-sized Peruvian companies Rolando Sáenz-Rodríguez Dr. en administracion de la educación Universidad Cesar Vallejo Huaraz, Perú Email Id : , ORCID: Hernan Ramirez Nelson Cruz-Castillo < / Martha Guerra-Muñoz < X X X X X X Dr. en administración Universidad Señor de Sipán Chiclayo, Peru Email Id: , ORCID: Dr. en gestión económica global Universidad Nacional Mayor de San Marcos Lima. Perú Email Id: , ORCID: Dra. en administración de ciencias sociales Universidad Popular del Cesar Valledupar, Colombia Email Id: , ORCID: Doi Serial                   Keywords Customer management, small and medium-sized enterprises, social CRM capabilities, social media Abstract Social media is getting more popular, and MSEs must manage it to fulfill their strategic goals. To improve MSE performance, MSEs must modify their approach to customer relationship management and develop new administrative and marketing skills. This study's goal is to discover how social media may assist MSEs to improve their marketing strategy and performance. Thus, our study suggests that social CRM skills are critical when MSEs employ social media to improve MSE performance. A survey of 129 MSE managers in Jordan yielded data for regression analysis. With the use of resource-based theory, this study confirms a unique kind of social CRM capabilities and shows how social media may help maximize the effect of social CRM capabilities on MSE performance. Citation Sáenz-Rodríguez R., Hernan R., Cruz-Castillo N., Guerra-Muñoz M.. (2025). Social customer relationship management capabilities and performance of small and medium-sized Peruvian companies. Science, Education and Innovations in the Context ofModern Problems, 8(5), 786-792; doi:10.56352/sei/8.5.79. Licensed © 2025 The Author(s). Published by Science, Education and Innovations in the context of modern problems (SEI) by IMCRA - International Meetings and Journals Research Association (Azerbaijan). This is an open access article under the CC BY license . Received: 15.12.2024 Accepted: 14.04.2025 Published: 18.05.2025 (available online)

• 1.   Investigate he effect of the capabilities of SCRM in he performance of the MSME.

• 2.   To investigate whether the use of SM plays a moderating role between SCRM and the performance of

SMEs

REVISION OF THE LITERATURE

Process of Social CRM

He marketing and the management took advantage studies previous of the theory RBV for probably identify three of these antecedents. These are (1) the direction that consists of the company's values and behaviors, (2) information that demonstrates quality, availability and depth of information on customer relationships and use CRM systems, and (3) configuration such as support structures, incentives and controls (Torres et al., 2020). The CRM process perspective considers the capabilities and resources as inputs that are transformed into a method that allows us to achieve the desired results. Thus, resource information plays an important role in the CRM process (Sevilla et al., 2019). However, the importance of the Information management and customer interaction in the CRM process has been emphasized in previous CRM studies. According to Navarro and al., (2021), by it so much, the operations of CRM must be designed for ease the interactions narrow between the customers and the companies, and the collection of information of These interactions can be processed of such manner that he knowledge of the customer can be created and applied to respond to the needs and desires of the client (Alva, 2019). In consequence, the management of the information also is necessary, already that "collect information about customers in the context of a relationship, and offer those customers a proposal of worth superior based in this knowledge, will be a advantage clue, hard to imitate"

(Torres et al., 2020). According to Tien et al., (2021) there is a lack of definition of Social CRM in the previous studies, this study depends on Chatterjee, et al., (2021), the conceptualization of the processes of information of the customer relational, that originallyIt involves five dimensions of reciprocity, access, information integration, capture and use Of information, these dimensions represent the essential organizational routines for CRM. In this study, information reciprocity was revealed because this related to the customers (front office) (Navarrese and al., 2021).

According to Parra, et al, (2019) The capture of information is "the information current and complete has to be obtained of the interactions with the customers Yeah HE they go to develop the relations with the customers", the Information integration is "imperative to integrate customer information from the various sources that interact with customers to develop a complete account of the relationship with the customer and to ensure that customer information is not lost," access to theinformation means that he marketer either owner-manager has access to all the customer information, information usage indicates how marketers use the customer information in the take of decisions.

He use of the media social as effect moderator

H1: The use ofSM technologies has a positive impact on the relationship between the use ofcapabilitiesofCRM social andthe performance ofthe MSME.

CRM social and performance of the MSMEs

In line with previous studies and RBV theory, it is proposed that the development of unique capabilities can be a source of superior performance (Guerola et al., 2021). organizations that have the resources, capabilities and ability to turn them into operations that HE convert in worth added have further probabilities of improve performance (Alva, 2019). Previous research links SCRM initiatives with the bottom-line performance, such as customer performance and financial performance (Dalla-Pozza, 2018). The positive impact of the initiatives of the process of CRM social in the aspects financial and of the performance clients was recognized (Parra, et al, 2019). However, it remains critical in light of the failure of several CRM initiatives (Muñoz-Marrón, 2018). However, an interview study structured with the highest level of management in mobile telecommunications services SCRM was found to be a tool critical to maintaining longterm relationships with customers, which in turn affects the company's performance in terms of growth and profitability. Another study, the data collected in a survey of 119 MSMEs in Slovenia by (Wilches-Velásquez, 2020; Raza et al., 2020) found that the intensity of social CRM adoption has a positive effect on the performance of the customer relationships. Finally, their findings indicate that the intensity of adoption Social CRM allows you to access richer data about your customers and better respond to their needs. market demands. Certainly, social information operations can transform the data primary of the customers of YE in knowledge actionable that facilitate the Precise and timely marketing efforts to customers will improve the performance of the MYPE (Chatterjee, et al., (2021). Thus, declares the second hypothesis:

H2: the capabilities ofCRM social HE associate positively withhe performance ofthe SMEs.

MATERIALS AND METHODS

Sample and collection of data and measures

The data were collected from a random sample of MSMEs in the Ancash region extracted of the Ministry of Production and Trade (MPC) of Peru, and Chimbote that account with the largest number of SMEs in Ancash, and were distributed to the managers/owners of the SMEs by email and in person. A total of 280 questionnaires were distributed. Of this number, The 173 respondents who answered that they were SCRM users and the missing data were considered the sample of this study, and were taken into account for subsequent analysis (SPSS, version 26).

The constructs of social CRM were operationalized using a scale adapted from 18 items from Jayachandran, et al., (2005), and the use of social media for CRM was measured through eight items and was developed and adapted from Guerola et al., (2021), and the The performance of SMEs was measured by (financial and customer performance) and adapted from Hendriyani & Raharja, (2018); All items were scored on a scale Five-point Likert Extent.

RESULTS

Analysis factorial confirmatory

Table 1. Confirmatory factor analysis

Analysis	Articles	Loads	Reliability	Number of articles	Valuesown	Deviation	of
	SCRM	0.88	0.91	17	5.975	56.65
	SMU	0.91	0.88	8	8.875	65.64
	Performance	0.85	0.84	7	9.955	52.95

correlation

Hair, et al., (2020) suggested that to ensure that there are no linear relationships multiple, the correlation value should not exceed 0.90. shows in the table, the value 2, the highest parameter is 0.753. Therefore, in this study, relationships were found linear multiple.

Table 2. Correlation matrix

	SCRM	SMU	Performance
SCRM	1
SMU	0.654	1
Performance	0.589	0.753	1

Analysis of regression

From the results of the regression analysis, Table 3 shows the influence of the Use of SM as a moderator between social CRM and MSME performance. However, the change in R2 and the change in F are significant from step 1 to 2 and from step 2 to 3. 1% level with the introduction of interaction terms, indicating that the use of the media social influences significantly in he impact of the CRM social in he performance of the MSMEs. Therefore, supports the hypothesis 1.

Table 3. Moderation

DV	Variables independents           Beta Step 1 Beta Step 2 Beta Step 3
Performance	SCRM                   0.193     0.191      0.354 Moderation                               -           - Use of the networks social Interaction termSCRM X Use of the mediacommunication                                  .

R2	0.407	0.409	0.478
R2 Change	0.408	0.001	0.068
F Change	55.105	0.510	10.285
Next. F change	0.000	0.476	0.000

Results table 4 shows that in the multiple regression analyses, the f value of 19,083 (p<0.05) indicates that GCS significantly influences the performance of MSMEs. However, the model is quite weak, as the SCRM explains 16.1% of the variation (R=0.16) in it performance of the MSMEs. For this reason so much, is supported the hypothesis 2.

Table 4. Relationship between CRM and performance

Model	Addition of                  Squareado stabletwo         Df            half            F            Next.
Regression Residual Total	8.532            1            9.532         19.083          .000 53,568          96           .558 63.100          97

IV: SCRM, DV: Performance of the SMEs

DISCUSSION

Implications theoretical

This study validates the existence of customer social information capabilities (social CRM), which represent a novel model of social information capabilities of the customer with the use of SM and, this is in line with previous studies (Verdesoto, 2020; Ramírez et al., 2020 ). Furthermore, the study confirms the role of the social information capabilities of the customer as an important factor that improves the performance of MSMEs. The use of SM is a important resource for building a novel form of social information capabilities customer for he performance of the SMEs. Besides, this investigation duck a new perspective by showing that the use of SM plays a moderating role by amplifying the positive impact of customer social information capabilities on the performance of MSMEs. To improve customers' social information capabilities, MSMEs should have the right level of SM usage activities to obtain the benefits and improve the performance of MSMEs. In addition, the use of SMs results in the capture of the consumer attention and faster response of SMEs to the marketing environment news, in line with previous research (Chatterjee, et al., 2021; Cruz-Jesus, 2019). This study calls for expanding the generalizability of the relationship between the social CRM capabilities of companies and their performance with various industries.

Implications of the management

Our consequences can help professionals modify strategies future advertising and marketing using SMs. This research confirms that the Investment in SM technology can provide MSMEs with significant benefits in the relationship management and improving the financial and customer performance of MSMEs. SMEs should focus on developing marketing strategies that emphasize the creating relationships with customers through information technologies, which would allow to increase commercial interactions between customers and MSMEs and improve the financial and customer performance of MSMEs. In addition, this research indicates that Owner-managers are thinking about using SM technology should focus on how To do this, SM technologies integrate with existing CRM systems to support your capabilities of the MSMEs and improve the client and he financial performance of the MSMEs.

CONCLUSIONS

Overall, there are two limitations to this research. The survey research isa random sample sent by email and manually to managers with a response rate of approximately 30%. In addition, the research focused on SMEs from Amman. These limitations may make it difficult to generalize these results, but They remain an opportunity for future research in various sectors and environments. Besides, this study model can to put on to proof in various contexts, for contribute evidence empirical further clear about the nature formative of the processes of informationsocial of the customers and he paper of the integration of the use of the media social with he processing customer information to improve performance and create relations with they. In second place, will be interesting explore different metrics of performance, further that the customers and he performance financial from the perspective of themanagers.