新媒体社交媒体营销外文翻译文献.docx
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新媒体社交媒体营销外文翻译文献.docx
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新媒体社交媒体营销外文翻译文献
文献信息:
文献标题:
Elementsofstrategicsocialmediamarketing:
Aholisticframework(战略性社交媒体营销要素:
整体框架)
国外作者:
RetoFelix,PhilippA.Rauschnabel,ChrisHinsch
文献出处:
《JournalofBusinessResearch》,2017,70:
118-126
字数统计:
英文2632单词,15772字符;中文5082汉字
外文文献:
Elementsofstrategicsocialmediamarketing:
Aholisticframework
AbstractSocialmediamarketingisanintegralelementof21st-centurybusiness.However,theliteratureonsocialmediamarketingremainsfragmentedandisfocusedonisolatedissues,suchastacticsforeffectivecommunication.Thecurrentresearchappliesaqualitative,theory-buildingapproachtodevelopastrategicframeworkthatarticulatesfourgenericdimensionsofstrategicsocialmediamarketing.Socialmediamarketingscoperepresentsarangefromdefenderstoexplorers,socialmediamarketingcultureincludesthepolesofconservatismandmodernism,socialmediamarketingstructuresfallbetweenhierarchiesandnetworks,andsocialmediamarketinggovernancerangesfromautocracytoanarchy.Byprovidingacomprehensiveconceptualizationanddefinitionofstrategicsocialmediamarketing,thisresearchproposesanintegrativeframeworkthatexpandsbeyondextantmarketingtheory.Furthermore,managerscanapplytheframeworktopositiontheirorganizationsonthesefourdimensionsinamannerconsistentwiththeiroverallcorporatemissionandobjectives.
KeyWords:
Strategicsocialmediamarketing;Holisticframework;Newmedia;Definitionofsocialmediamarketing;Socialmediastrategy;Digitalmarketing
1.Introduction
Understandingtheroleofsocialmediainthecontextofmarketingiscriticalforbothresearchersandmanagers(e.g.Fong&Burton,2008;Kumar,Bezawada,Rishika,Janakiraman,&Kannan,2016;Schultz&Peltier,2013).Mostexistingstudiesfocusonparticularissues,suchaspurchasebehavior(Chang,Yu,&Lu,2015;Kumaretal.,2016;Relling,Schnittka,Sattler,&Johnen,2016),customerrelationshipmanagement(Trainor,Andzulis,Rapp,&Agnihotri,2014),brandmanagement(Asmussen,Harridge-March,Occhiocupo,&Farquhar,2013),innovationmanagement(Gebauer,Füller,&Pezzei,2013),andemployeerecruitment(Sivertzen,Nilsen,&Olafsen,2013).Whilethesestudiesdetailadvancementsinspecializedareasofsocialmediaknowledgeinamarketingandmanagementcontext,extantliteraturedoesnotprovideaholisticframeworkforsocialmediamarketingatthestrategiclevel.Thisdeficiencyissurprisingbecausebothacademics(Labrecque,vordemEsche,Mathwick,Novak,&Hofacker,2013;Schultz&Peltier,2013;Yadav&Pavlou,2014)andpractitioners(Divol,Edelman,&Sarrazin,2012)acknowledgenewcomplexitiesaccompanyingthesemediaandagreethatresearchintosocialmediamarketingneedstobereconceptualized.Inanutshell,strategicsocialmediamarketingremainsanuntesteduserinteractionparadigm(Naylor,Lamberton,&West,2012)withlittlepublishedacademicresearch.
Thecurrentarticleaimstoaddressthistheoreticallyandmanageriallyimportantresearchgapbyexploringthefollowingtworesearchquestions:
Howisstrategicsocialmediamarketingdefinedandconceptualized?
andWhatfactorsdemandconsiderationwhenconstructinganorganization'ssocialmediamarketingstrategy?
Specifically,thisresearchattemptstodefinethecontinuaonwhichcriticalstrategicsocialmediamarketingdecisionslieandtointegratethemintoaholisticframework.
2.Methodology
Thestudyemployedatwo-stageresearchdesign.Thefirststageconsistedofin-depthinterviews(Fontana&Frey,1998)withsevenEuropeansocialmediamarketingexpertswhopossessbothnationalandinternationalexperienceinsocialmediamarketing.Followingapurposivesamplingstrategy(Lincoln&Guba,1985),expertswererecruitedaccordingtotheirjobposition,experience,anddirectexposuretosocialmediamarketingpracticesinrealindustrysettings.Seekingdepthratherthanbreadth,thesamplesizeinstage1wascommensuratewiththequalitativeresearchparadigminwhichrelativelysmallsamplesizesareusedtogenerateinformation-richdata(Patton,1990).Allinformantsagreedtoaudiotapetheinterviews(between25and60min),whichresultedin117pagesofdouble-spaced,verbatimtranscripts.
Thesecondstageofthedatacollectionprocedureconsistedofaqualitativesurveyofsocialmediamarketingexperts(Miles&Huberman,1994).Thesurveydatawereusednotforconfirmationbutasanewandindependentqualitativedatasourcewithafocusontriangulatingtheinformationobtainedthroughthedepthinterviewsandonlinesurveys(Jack&Raturi,2006).Respondentscamefromalistof265socialmediamarketingexpertsidentifiedthroughmanageriallyfocusedmagazines,throughinterviewsinbusinessmagazines,orbecausetheywerementionedasknowledgeableandexperiencedexpertsinpersonalcommunication.E-mailrequestsweresenttoallexpertsalongwithtworeminders,whichresultedin50returnedsurveys(responserate=18.9%).Sevendatasetswereeliminatedbecauseofincompleteanswersorbecausesocialmediamarketingplaysaminorroleintherespondents'dailywork.Thefinalsampleconsistedof43respondents(age:
m=37;SD=9years;74%male;88%European)withvariousbackgroundsintheirpositionand/orindustry.
Table1Summaryofstage2informants
Companysize(employees)
<50
14(32.6%)
50–99
5(11.6%)
100–499
3(7.0%)
500–999
8(18.6%)
1000–4999
6(14.0%)
5000–10,000
3(7.0%)
>10,000
4(9.3%)
Socialmediamarketingexperience(inyears)
Average:
6.4years
1–2
5(11.6%)
3–5
19(44.2%)
6–8
12(27.9%)
9andmore
7(16.3%)
Percentageofworkingtimeassociatedwithsocialmedia
Average:
52.8%
<20%
7(16.3%)
20–39
10(23.3%)
40–59
6(14.0%)
60–79
3(7%)
80–100
15(34.9%)
n/a
2(4.7%)
Age(inyears)
Average:
37
<30
9(20.9%)
30–39
19(44.2%)
40–49
10(23.3%)
50–59
5(11.6%)
Self-reportedexperiencein…
Meansa
SocialMedia
6.2
SocialMediaMarketing
5.9
Marketing
5.7
CustomerManagement
4.7
Advertising
5.2
Communications/PublicRelations
5.6
aHowmuchexperiencedoyouhaveinthefollowingareas?
(1=noexperienceatall;7=highlyexperienced)
Respondentswereaskedto
(1)definesocialmediamarketing,
(2)discussself-selectedbestandworstpracticeexamplesofsocialmediamarketing,(3)discusssuccessfactorsandsuccessmetrics,and(4)describetheiridealimplementationofsocialmediamarketinginaself-selectedorganization.Thesurveyemployedcommondesigntechniques(Smyth,Dillman,Christian,&Mcbride,2009),suchasaddinglargeanswerfieldsandaskingrespondentstobeasspecificaspossible,toincreaserespondents'motivationtoprovidedetail.
3.Findings
Fig.1showsthestrategicsocialmediamarketingframeworkwithitsfourcentraldimensions.
Fig.1.Strategicsocialmediamarketingframework.
First,socialmediamarketingscopeaddressesthequestionwhethercompaniesusesocialmediamarketingpredominantlyforcommunicationwithoneorafewstakeholdersorcomprehensively(bothexternallyandinternally)asagenuinetoolforcollaboration.Defendersusesocialmediamarketingprimarilyasaone-waycommunicationtooltoentertainconsumersortoinformstakeholders,ratherthanintegratingemployeesorcommunitygroups.Conversely,explorersareinterestedinanauthenticsocialmediamarketingcollaborationbasedonreciprocalinteractionswithmanydifferentstakeholderssuchasclients,employees,suppliers,andgovernmentagents.
Second,socialmediamarketingculturedistinguishesbetweenconservatism,whichisrepresentedbyanencapsulated,traditional,massadvertisingapproachtosocialmediamarketing,andmodernism,whichischaracterizedbyamorepermeable,open,andflexiblesocialmediamarketingculture.
Third,socialmediamarketingstructureaddressestheorganizationanddepartmentalizationofthesocialmediamarketingassignmentinthefirm.Hierarchiesstandforacentralizedapproachwithaclearlydefinedsocialmediamarketingassignee.Networksrepresentanorganizationalstructureinwhichallemployeesareresponsibleforsocialmediamarketing,andthusadedicatedsocialmediamarketingdirectorisnolongernecessary.
Fourth,socialmediamarketinggovernancereferstohowthecompanyestablishesrulesandguidelinesandhowsocialmediamarketingresponsibilitiesarecontrolledinthecompany.Theextremepositionofautocracydescribesasituationwithpreciseregulationsonwhointhecompanyisallowedtointeractonsocialmediaplatforms.Conversely,anarchyrepresentsasituationwithoutanysuchrulesorguidelines.
Thecurrentresearchfocusesontheextremesofeachcontinuum,but,ingeneral,firmslikelychoose(intentionallyorunintentionally)apositionsomewherebetweenthepolesoneachdimension.Forexample,companiesneedtofindapositiononsocialmediamarketinggovernancethatneitherregulateseverythingemployeesareallowedtosaynorleavesthemwithoutanyguidanceonwhichtobasetheirresponsibilitiesorbehaviors.Fig.1alsosuggeststhatdecisionsonsocialmediamarketingshouldindeedbeguidedbythefirm'sinternalinfluencers(e.g.,generalvision,mission,corporategoals,corporateculture,availableresources),whichinturnshouldbeinlinewithexternalinfluencers(e.g.,communities,competition,governmentregulation).
4.Discussionandimplications
Thisresearchaddressestheabsenceofaholisticframeworkforstrategicsocialmediamarketing.Areviewofthemarketingliteraturerevealsseveralapproachesregardingaspectsofstrategicmarketingsuchascustomerrelationshipmanagement(e.g.,Payne&Frow,2005)ormarketingorganization(Workman,Homburg,&Gruner,1998).However,few
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