Purpose – This paper aims to investigate what activities allow the firm to efficiently and effectively integrate social media into its strategic marketing activities. Design/methodology/approach – As the current research investigates a new area of focus in the literature, an exploratory study consistent with the adoption of new technology in a firm was used to identify salient activities. In-depth interviews with those who oversee their firm’s social media strategies were conducted to discover and assess organizational activities. Findings – Findings suggest that many firms did not adopt organizational activities important for effective social media execution, leading us to the view social media as the “step-child” of corporate functions, not receiving resources more traditional functions would receive; those responsible for the social media function, an exercise in external communications, may be hampered by poor internal communications; and few firms have defined and measured goals for social media where employees are held accountable for supporting an overall marketing strategy. Practical implications – The findings point the way for future confirmatory empirical research of organizational activities, top management team support and effective internal communication in the rapid-response environment of social media. Findings also provide implications for marketing practitioners for the use and measurement of social media to achieve marketing objectives. Originality/value – The current research is meaningful and unique in that it approaches social media from the organizational process perspective, which has received little attention in the social media literature.
Purpose The purpose of this paper is to define a typology of strategic segmentation accounting for antecedents (potentially conscious or subconscious) that influence marketing managers’ practice of strategic segmentation, thereby formulating a new theoretical basis to bridge the current theory–practice literature gap in strategic segmentation. Design/methodology/approach Based on the resource-advantage theory, this paper defines a typology of strategic segmentation that depicts how a firm’s access to imperfectly mobile resources relates to the marketing manager’s assumed heterogeneity of the market and to the manager’s approach to the market. Findings The authors postulate a typology of firms’ strategic segmentation and approach to the market that is heavily influenced, and potentially limited, by the firm’s available resources to effectively segment and address the market. Research limitations/implications The typology suggests that resource availability affects a manager’s view and approach to the market. Therefore, testing of this typology should be performed to provide an empirical basis for a taxonomical foundation of strategic segmentation. Empirical testing should examine whether: resource availability is directly related to managers’ views of market heterogeneity, resources are negatively correlated with market approach, market-based intelligence (customer needs) are linked to the market approach, and there is relationship between a firm’s position within the typology and its long-term performance. Practical implications This paper provides an understanding that a manager’s knowledge of resource availability may be strategically counter-productive when creating a strategic segmentation. This limitation may lead to short-run choices for segmentation and market approach. Managers should, therefore, consider their strategic goals both with and without limiting their view based on current resources. Originality/value This paper provides the first typology of strategic segmentation by considering theoretical foundations of business that could bridge the often-noted theory–practice gap of segmentation.
Based on statistical analysis of micro CT imaging of the more than 2,000-year-old Antikythera Mechanism, we show unexpected evidence establishing a lunar calendar with Egyptian civil-calendar month-names circa 100 B.C. This finding displaces a century-long presumption of a 365-day solar calendar on the Antikythera Mechanism with a 354-day lunar calendar and may inform a fundamental question of the number and type of calendars used in Ancient Egypt.
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