Social media as a resource in SMEs’ sales process

Bocconcelli, Roberta; Cioppi, Marco; Pagano, Alessandro

doi:10.1108/jbim-11-2014-0244

Cited by 126 publications

(143 citation statements)

References 98 publications

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“…Social media (SM) comprises technologies that allow the generation of user-created information and support user interaction [ 11 ]. It allows the development of virtual relationships on many levels [ 42 , 43 ]. Various scholars demonstrated the use of SM to share information to find new ideas or find better opportunities [ 44 , 45 ].…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Analysis of Social Media Impact on Opportunity Recognition. A Social Networks and Entrepreneurial Alertness Mixed Approach

Ceptureanu

Cristescu

et al. 2020

Entropy

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This paper investigates the effects of social media on entrepreneurial opportunity recognition. Combining the internal and external approaches of opportunity recognition, the study analyzes how social media influences the entrepreneurs in discovering new entrepreneurial opportunities. Structural equation modeling was used in this study, using the variance-based partial least squares (PLS)–structural equation modeling (SEM), on a sample of 354 entrepreneurs. We concluded that social media directly and positively influences entrepreneurial opportunity recognition while entrepreneurial alertness (internal approach) and social networks (external approach) partially mediates its indirect effects on entrepreneurial opportunity recognition. The study contributes to the existing literature by bringing new insights into the entrepreneurial opportunity recognition process by focusing on a poorly represented factor in the literature, social media.

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Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Analysis of Social Media Impact on Opportunity Recognition. A Social Networks and Entrepreneurial Alertness Mixed Approach

Ceptureanu

Cristescu

et al. 2020

Entropy

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“…This is because SMEs are enterprises in the process of continuous transformation and committed to further growth that can be secured via the effective development of close networks and long-lasting relationships (Durkin et al, 2013). As these organizations tend to be resource-deficient, using cost-effective SMS tools to extend their networks and communicate with existing and prospective business partners may be vital for business success (Bocconcelli et al, 2017 (Durkin et al, 2013), as well as increased opportunities for content and knowledge information-sharing and identification of new collaboration opportunities between them and their business partners or suppliers, hence further strengthening relationships (Wang et al, 2016a). Therefore, understanding how suppliers' social media efforts contribute to supplier-customer relationships is crucial (Thorbjørnsen et al, 2002, Smith and Gallicano, 2015, Leek et al, 2016, Salo, 2017, Foltean et al, 2018, and several calls for further research on this area have been made (Obal and Lancioni, 2013, Quinton and Wilson, 2016, Cawsey and Rowley, 2016.…”

Section: Sms As Communication Tools With Relationship Development Andmentioning

confidence: 99%

“…Thank you for your comment. We have now revised this, and it now reads: E u r o p e a n J o u r n a l o f M a r k e t i n g "As these organizations tend to be resource-deficient, using cost-effective SMS tools to extend their networks and communicate with existing and prospective business partners may be vital for business success (Bocconcelli et al, 2017)." Pg 10, you say, ""the technological component of the […] relationship building" delete 'the'…”

Section: Quality Of Communicationmentioning

confidence: 99%

“Just be there”

Karampela

Lacka²,

McLean

2020

EJM

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Purpose In business-to-business (B2B) settings, research on social media sites (SMS) has primarily examined the benefits and challenges relating to their use, as well as factors driving their adoption. Recently, attention has turned to the consequences of using SMS in B2B markets. The purpose of this paper is to extend this line of research by investigating the impact of B2B brands’ social media presence, interactivity and responsiveness on customers’ perceptions of four indicators of brand relationship strength (commitment, intimacy, satisfaction and partner quality). Design/methodology/approach Data from an online survey (N = 200) with customers of UK-based B2B firms were analysed using structural equation modelling. Findings The study reveals that a supplier’s presence on Twitter, LinkedIn and Facebook has a positive impact on all four brand relationship strength indicators; interactivity enhances perceived partner quality, while responsiveness positively influences commitment. Differences across the three SMS are also observed. Research limitations/implications The research was conducted on a sample of UK-based firms with varying degrees of SMS use that may influence the impact on B2B brand relationship strength. Practical implications This study indicates that B2B brands ought to focus primarily on presence on SMS, given its positive impact on brand relationship strength. At the same time, however, B2B brands should be active in responding to customers’ queries on SMS, as well as interacting with them to enhance commitment and perceived partner quality, respectively. Originality/value This study contributes to the digital marketing and B2B relationships interface and is the first to examine the role of B2B brands’ presence, interactivity and responsiveness on SMS in enhancing relationships with customers.

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“…SM as a valuable resource reduced constraints of time and space, enhanced communication, and provided more planned and proactive sales approach. Finally, SM effectiveness as sales resource depends on its integration with other SME sales resources [5].…”

Section: The Data-driven Sales Worldmentioning

confidence: 99%

“…Social networking enables sales to identify leads and the right decision-makers. 5. Relationship intelligence automation leverages internal data and external data to understand relationships and relationship strength.…”

Section: The Digital-age B2b Buyersmentioning

confidence: 99%

Insight-Driven Sales Management

Dinana¹

2020

Modern Perspectives in Business Applications

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In the new VUCA (Volatile, Uncertain, Complex and Ambiguous) world that we live in, there are new rules that will reshape many of the components of sales management, from prospecting, to lead qualification, to closing and relationship management. This chapter will explore the impact of technology, data proliferation, and omni-channel customer touch points on how organizations will manage their sales process and the sales teams in the integrated online and offline worlds (O2O sales). The digital-age consumer and the digital-age sales team will have different communication needs and tools that need to be addressed by sales leaders to ensure their organizations' success and competitiveness in this new landscape. Customer insights is the new name of the game and it needs to be developed using techniques such as content management, user experience management, performance analytics, machine learning, and artificial intelligence. Effectively and efficiently managing the sales process and the sales practices in the digital age will be the new challenge that organizations need to face as some types of sales jobs might disappear (order takers) and new jobs will need to be developed (sales analysts and data scientists). Todays sales managers need to put science into the art of selling.

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Social media as a resource in SMEs’ sales process

Cited by 126 publications

References 98 publications

Analysis of Social Media Impact on Opportunity Recognition. A Social Networks and Entrepreneurial Alertness Mixed Approach

Analysis of Social Media Impact on Opportunity Recognition. A Social Networks and Entrepreneurial Alertness Mixed Approach

“Just be there”

Insight-Driven Sales Management

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