SOCIAL CRM IN THE AIRLINE INDUSTRY

: The process of including the so called “digital” users who regularly express their attitudes and needs via social networks poses a huge challenge to modern airline companies. Given that the implementation of technological innovations enables identifying, developing and retaining high-end travelers, this paper deals with the analysis of benefits of business concepts proposed by airline companies based on high-technologies, primarily Social CRM (Social Customer Relationship Management - SCRM). The use of social media has altered the users’ expectations, and enabled airline companies to more rapidly adapt to changeable expectations of travelers. The results indicate that the attitudes and comments of users, based on the use of SCRM on the Internet and social networks, have become instantly available to vast number of new users, thus forming the chain reaction that can have immediate positive or adverse effects on future business performances and positioning of airline companies in the market.


INTRODUCTION
Modern information-communication technologies (ICT) have altered the principles of doing business and provided new and ground-breaking instruments that would enhance the global competitiveness (Tussyadiah & Pesonen, 2016, p. 1). Th e attractiveness of digital space and virtual communication has posed signifi cant challenges to the services sector, in particular tourism industry (Mastorakis et al., 2015;Živković et al., 2015). Contemporary tourists have at their disposal abundance of information on destinations, hotels, airline companies, prices, reservations, guest posts and reviews, and can instantly choose, purchase, travel, leave comments and gain unique travel experiences. Along with the latest technologies, new marketing trends have brought about numerous changes in the airline industry, by fi lling in the communication gaps using new methods of customer satisfaction measurement, collection of guest complaints and comments, provision of innovation etc. Marketing strategies are enriched with the new instruments for communication with service users, as well as suppliers, partners, employees (Mastorakis et al., 2015;Živković et al., 2015). Accordingly, the new area of Social Media Marketing has emerged, which manages the fast and multifaceted process of information transmission in various directions and towards diff erent target groups, bearing in mind that the same message can have various meanings and leave quite diff erent impressions, i.e. initiate diverse experiences.
Th e aim of the paper is to highlight the importance of Social CRM for airline companies, which use it to successfully upgrade the experiences of their travelers through new ideas, effi cient solutions in the services sector and high-quality services.

SOCIAL CRM IN THE AIRLINE INDUSTRY
Information-communication technologies (ICT) have enabled airline companies to develop new strategic relationships with service users and establish the system that maintains long-term relationships, also known as CRM. Given that customer loyalty has become more important for increasing the market share and profi tability (Neises, 2013, p. 7), airline companies seek to redirect the use of ICT in the area of electronic and digital communications (Mangold & Faulds, 2009, p. 357;Mastorakis et al., 2015). Th is leads to the reduction of business costs, time optimization for performing the anticipated business activities, increasing employee effi ciency, developing programmes for attracting potential travelers, personalization of services, and special loyalty programmes (Russo, 2011), with particular emphasis on providing more accessible services, and faster fl ow and exchange of information. Besides numerous advantages, this system has certain drawbacks that are mostly refl ected in the security of e-payment of services, and credibility of the comments published on the web sites and social networks (Kekec & Atay, 2012, p. 185). Th e developed countries have found more effi cient methods to protect their users, while the devel-oping countries are gradually starting to implement the global communication trends, and thus are able to overcome such issues.
ICT provide tactical instruments for CRM development in the airline industry, and their aim is primarily to retain the most valuable customers. To that end, eCRM (Electronic Customer Relationship Management) and web technologies are used as a competitive business strategy to generate interactive relationships between airline companies and service users throughout all stages of the purchasing process (Milović, 2012, p. 25;Neises, 2013, p. 8;Mastorakis et al., 2015).
Airline companies invest enormous eff orts into implementing the new systems that would ensure longterm customer loyalty, in particular those in the digital world. One such system is Social CRM, which implies that the company is capable of cooperating with service users relying on their needs and wishes, and not on its own rules and principles (Chess Media Group, 2010, p. 3). Social CRM implies active cooperation of all employees in the company and involvement in customer services, implementation of pull communication strategy with customers, 24/7 Internet access, use of various media for transmission of comments and complaints of users, as well as involvement of users in generating ideas to upgrade the overall quality of services Neises, 2013, p. 20;Biederman, 2008;Chaff ey et al., 2006). Digital users born aft er the year 1980 are particularly relevant, as they mostly communicate via social networks (Mangold & Faulds, 2009). Th ey use the new social CRM to rapidly spread their opinions, which guarantees more intensive cooperation with the airline companies (Neises, 2013). SCRM process (see Figure 1) starts by collecting the comments and complaints of users, as well as creative employee ideas. Th is information serves as a basis for defi ning and selecting target groups and defi ning goals. Th e following step is to establish the so-called "community CRM employee teams", which deal with marketing activities, communication with users and customer service on the micro and macro level. Finally, the process of results measurement is performed, which needs to be in agreement with the predefi ned goals of the company. Specifi cally, social media activities, as well as the data on service users need to be incorporated into the CRM system and connected with the loyalty programmes, so as to lead social customer management to business outcomes (Morgan et al., 2011, p. 10;Mangola & Faulds, 2009).

SCRM IMPLEMENTATION
Th ere are various examples of airline companies that use SCRM to incessantly upgrade their off er and contents with the aim to retain their customers. For instance, Emirates continuously implement new services to develop relationships with customers, such as: adds augmented reality touch to its economy class amenity kits, pre-fl ight and in-fl ight entertainment. Namely, Dutch LCC Transavia was one of the fi rst low-cost airline companies to introduce WhatsApp messaging for customer care, while Jetstar Asia introduced in-fl ight book exchange to encourage holiday reading.
Airline companies are introducing various innovative activities, such as gaming, customer participation in creating services and co-creation of tourist experience, so as to build long-term relationships with service users (Xu et al., 2015).
In order to surprise and motivate their travelers, KLM Airlines awarded personalized gift s to those who were waiting at Amsterdam Schiphol airport, on the basis of the personal data they left on Four Square and Twitter (e.g. their favorite activities and interests). Th e research has shown that the travelers were both surprised and pleased with such gesture (Morgan et al., 2011).
Th e survey of over 200 Twitter, Facebook and Instagram profi les of the 40 largest companies worldwide, which covered the period of three months, has shown that the use of eCRM and SCRM has brought about the following results to airline companies (Talkwalker, 2016 Th e airlines Emirates has developed one of the most effi cient SCRM strategies based on the principle that the so called Instagram "ambassadors" of this airline company are actually its travelers who are active on Instagram, and the images of the company. Continuous monitoring and analysis of social network benefi ts can provide the companies with the answers related to the effi ciency of their SCRM strategies. We should bear in mind that everything that goes on the Internet, stays on the Internet. Th us, the results achieved by airline companies through implementation of their strategies via social media are of vital importance. Th is is also supported by numerous rankings of the most favourite and least favourite airline companies. Such rankings are based on the attitudes on service quality posted by both satisfi ed and dissatisfi ed travelers on social networks. According to one research, about 1.3 million tweets was analyzed during the holiday season for 70 world airline companies, so as to determine positive or negative feelings/experiences of travelers (Stratos Jet Charters, 2016). Given that all business organizations implement digital technologies and benefi ts of social networks, airline companies use Social Media Marketing to "monitor" their target groups. Numerous research has shown that social networks contribute considerably to more quality experiences of users with services and the company. Moreover, social networks strengthen the company's brands and enable users to express their opinion, measure their satisfaction, i.e. dissatisfaction, in a fast and effi cient manner. A lot of recent studies, whose results serve for strengthening social media strategies, deal primarily with "linking brands" and digital users.

CONCLUSION
Th e potential of social media and networking is used as a vital part of all marketing activities in the airline industry. Social media, live chats, customer communities, email messages and mobile applications are just some of the communication channels that provide valuable and legitimate information on service users. Th ese data represent an important source for developing an eff ective marketing and purchasing strategy to enhance the overall customer experience.
Modern airline companies wish to diff erentiate their CRM programmes in a more effi cient way, which implies devoting special attention to market segmentation. Value-based segmentation is of particular relevance for modern airline companies, as it helps understanding the profi tability of each user. Th e airline companies can use this criterion to determine which travelers to retain, as well as how to make less valuable travellers more valuable and loyal. Research has shown that SCRM concept implementation by airline companies can contribute to better management of business activities (Route and schedule planning and profi tability), as well as the activities related to yield management.