On the other hand, customers are increasingly empowered by social media and taking control of the marketing communication process, and they are becoming creators, collaborators, and commentators of messages (Hamilton et al. 2012), and build closer connections with customers (Rapp et al. 2018), bolster brand evaluations (Naylor et al. On the one hand, firms are taking advantage of social media platforms to expand geographic reach to buyers (Gao et al. The past decade has witnessed the development of complex, multifarious, and intensified interactions between firms and their customers through social media usage. Finally, we suggest fruitful directions for future research based on input received from scholars specializing in the field. We subsequently validate this taxonomy of SMMSs using information derived from prior empirical studies, as well with data collected from in-depth interviews and a quantitive survey among social media marketing managers. Next, we propose a taxonomy that classifies SMMSs into four types according to their strategic maturity level: social commerce strategy, social content strategy, social monitoring strategy, and social CRM strategy. This is followed by a conceptualization of the developmental process of SMMSs, which comprises four major components, namely drivers, inputs, throughputs, and outputs. To fill this research gap, we first define SMMS, using social media and marketing strategy dimensions. Although social media use is gaining increasing importance as a component of firms’ portfolio of strategies, scant research has systematically consolidated and extended knowledge on social media marketing strategies (SMMSs).
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