Mobile Social Media as a Strategic Capability: Expanding Opportunties Social Media Has to Offer to B2B Firms

Mobile social media (MSM), an interaction, exchange of information and creation of user-generated content, mediated by mobile devices is becoming the locomotive that drives forward evolution of online world. So far, limited number of academic studies touched upon the MSM subject with all the papers being of conceptual nature. No empirical evidence is available to prove whether and how firms utilise MSM for their best advantage. This paper addresses this gap by employing the grounded theory approach (GT) to analyse interviews conducted in twenty-six B2B firms. This study found that eighteen firms use mobile technology primarily as a platform to access social media sites, understand canons of MSM consumption and utilise MSM as a strategic capability to reinforce the strategic position of a firm. Our data illustrates that the MSM strategic capability includes four main activities: (1) market sensing; (2) managing relationships; (3) branding and (4) developing content. These activities can results in the decreased research and development spendings without sacrificing innovativeness because MSM is a valuable source of information about the market and a source of ideas for new products/services. In practical terms firms can examine MSM activities and decide whether there is an opportunity to utilise MSM advantageously

The use of social media in a B2B context

The advent of Web 2.0 has created new ways to communicate, collaborate and share content (Enders et al. 2008). Social media builds on the technological and ideological foundations of Web 2.0 (Kaplan and Haenlein 2010) and encompasses the “activities, practices, and behaviours among communities of people who gather online to share information, knowledge, and opinions using conversational media” (Safko and Brake 2009: 6). Social media, or otherwise ‘user-generated communication’, now represents a prevalent source of information; it has changed the tools and strategies companies use to communicate, highlighting that the information control now lies with the customer (Mangold & Faulds 2009). Despite the popularity of social media (SM) and in particular social networking sites (SNS), their importance in shaping commercial online interaction (Mislove et al. 2007) and their potential to support brands (Christodoulides 2009), research into SNS is very limited, and focuses largely on the consumer in a B2C domain. To date, there is paucity of systematic research on how SNS are used by companies, particularly B2B companies, and how they contribute to brand objectives. Anecdotal evidence (e.g. Shih 2009) suggests that SM is important for B2B companies. B2B companies can use SM and specifically SNS such as Facebook and LinkedIn to communicate with their customers and suppliers, build relationships and trust, as well as to identify prospective partners in terms of B2B selling (Shih, 2009). Recently, Michaelidou et al. (2011) examined the usage of SNS by B2B SMEs and identified a number of perceived benefits including attracting new customers, cultivating relationships, increasing awareness, communicating brands, receiving feedback and interacting with suppliers. Further, the adoption of SM by B2B sales forces has been found to improve sales processes and relationship sales performance (Rodriguez et al. 2012). This study builds on the limited literature on SM in a B2B context and aims to identify the extent of SNS usage, perceived benefits and barriers as well as common metrics used by B2B organisations

Content marketing model for leading web content management

This paper is envisaged to provide the Ukrainian businesses with suggestions for a content marketing model for the effective management of website content in order to ensure its leading position on the European and world markets. Our study employed qualitative data collection with semi-structured interviews, survey, observation methods, quantitative and qualitative methods of content analysis of regional B2B companies, as well as the comparative analysis. The following essential stages of the content marketing process as preliminary search and analysis, website content creation, promotion and distribution, and content marketing progress assessment were identified and classified in detail. The strategic decisions and activities at each stage of the process showed how a company’s on-site and off-site content can be used as a tool to establish the relationship between the brand and its target audience and increase brand visibility online. This study offered several useful insights into how website content, social media and various optimization techniques work together in engaging with the target audience and driving website traffic and sales leads. We constructed and described the content marketing model elaborated for effective web content management that can be useful for those companies that start to consider employing content marketing strategy for achieving business goals and increasing a leadership position

Does B2C online logistics service quality impact urban logistics?

This paper reports on an in-progress research study regarding the impact of business to consumer (B2C) online logistics service quality (OLSQ) for shopper satisfaction and loyalty on urban logistics across the UK, France and Germany to also investigate country-specific differences of consumer online shopping behaviour and channel strategies. A two-stage approach is adopted consisting of firstly of qualitative research conducted with managers at the producer/retailer interface and secondly a quantitative survey stage targeting consumers as online shoppers to determine how their expectations of OLSQ and associated activities influence their satisfaction and ongoing loyalty. This study should contribute theoretically by considering a B2C setting for OLSQ, which is the final aspect of point-of-origin to point-of-consumption, as most general literature on these topics has been dominated by business to business (B2B) logistical designs, and also identify any discrepancies between consumer expectations or behaviour as it may affect urban logistics solutions. Further, this study should contribute practically by providing managers with an understanding of the components of OLSQ considered critical by consumers

An exploratory study in the use of SERVPERF to measure B2B service quality in the Maltese hotel industry

This paper focuses on the use of the SERVPERF instrument in order to measure service quality. The author visited one of Malta's major hotels . Three identical questionnaires were completed by the hotel's Purchasing Manager. An interview was also held. it seems likely that supplier 2 gives the best service. The results of the questionnaire are discussed in the light of customer-buyer relationships. This includes the use of power, competence and media richness.peer-reviewe

Using ERP as a basis for Enterprise application integration

Architecting and implementing e-Business supply chain solutions across and within the modern day enterprise, is now becoming a necessity in order to maintain competitive and be adaptable to market needs. As such, the integration of information and processes is a vital step, using technologies such as using Enterprise Resource Planning (ERP), Supply Chain Management (SCM) and enterprise portal platforms. The effective sharing of resource planning and other enterprise related data across and within the enterprise is typically seen as a facet of a business to business (B2B) platform. However, such infrastructures typically involve a tight integration across intra and inter-organisational systems. This paper examines an Enterprise Application Integration (EAI) initiative taken by a global manufacturer of industrial automation products, which attempted to utilise ERP as an integration tool across its internal B2B infrastructure, to achieve such an aim. This paper discusses those integration considerations and complexities, experienced by the case company upon embarking on an EAI integration programme through the adoption of a core ERP as a catalyst for organizational change. In doing so the authors present an analysis of the inherent risks and limitations of this approach in terms of previously published literature in the field, relating to technology-driven organizational change and EAI impact and adoption frameworks

Corporate reputation and B2B inter-firm partnerships

In our networked world today, business-to-business (B2B) inter-firm partnerships are increasingly a feature of the organisation. At the same time, corporate reputation has been strongly identified as a key factor in the success of organisations (Fombrun & Van Riel, 2004; Fryxell & Wang, 1994). However, reputation has most often been looked at from the perspective of a single organisation and how its stakeholders perceive it. By comparison, less attention has been paid to the importance of the reputations of organisations when they form a partnership. This is surprising given that partnerships are to be found in so many walks of life today including business, sport, the arts and the media. B2B partnerships are often the subject of significant investments and it is therefore important to understand the value that can be derived from them. An example of a successful B2B partnership is that of the Boeing Company with Rolls-Royce plc. The reputations of each are synergistic and together they are seen as pioneers in greener air travel with the new Trent 1000 range of multi-fuel (kerosene/biofuel mix), efficient and quiet jet engines used as part of the 787 Dreamliner product family of commercial aircraft. Successful partnerships are those in which close collaboration arises because of synergistic skills and complementary outlooks that result in positive outcomes. These partnerships have reputations, and in some cases create a strong advantage over competitors by broadcasting a jointly fostered sense of identity and culture with employees and a sense of community and loyalty that attracts other stakeholders. If the reputations of such partnerships are important to those within the dyadic exchange (Bennett & Gabriel, 2001; Arend, 2009), then there is merit in assessing the impact of partnership reputation more widely in a network setting. This report discusses the importance of corporate reputation and the characteristics and outcomes that result from such B2B partnership reputations. It is based upon work conducted jointly at Henley Business School and Albers School of Business and Economics at the University of Seattle, and which has been published in the Industrial Marketing Management journal (Money et al, 2010)

Analysing B2B electronic procurement benefits – Information systems perspective

This paper presents electronic procurement benefits identified in four case companies. The benefits achieved in the case companies were classified according to taxonomies from the Information Systems discipline. Existing taxonomies were combined into a new taxonomy which allows evaluation of the complex e-procurement impact. Traditional financial-based methods failed to capture the nature of e-procurement benefits. In the new taxonomy, eprocurement benefits are classified using scorecard dimensions (strategic, tactical and operational), which allows the identification of areas of e-procurement impact, in addition the benefits characteristic is captured (tangible, intangible, financial and non-financial)

Exploring the mobile technology deployment process in a creative B2B service industry

This study addresses the limited empirically grounded research to understand the process of the mobile technology deployment (MTD) in a creative B2B industry. Strauss’ evolved grounded theory (GT) approach has been employed to analyse three different cases and perform cross-case display of patterns. Multiple sources of both primary, in-depth interviews with key decision-makers, and secondary data have been used to select seven dimensions of the MTD process, three operational and four strategic, signalling similarities and intercase differences. Creative B2B firms extensively deploy mobile technology (MT) on operational and strategic levels. Findings confirm applicability of existing strategic marketing doctrines in relation to the MTD where follower-firm employs MT based on cost-efficiency and risk avoidance strategic orientation. The second firm, challenger, organises and manages the MTD based on market opportunities. The third, leader, is characterised by risk-taking approach and innovation orientation to the MTD. This study provides insights into practices of the MTD in creative B2B companies describing strategic paths that firms follow in order to build competitive positioning through employment of MT. The seven-dimensions framework of the MTD can be practically implied for strategy and operation planning in companies currently applying and potentially willing to deploy MT