مقایسه بازاریابی رسانه های اجتماعی بین مدل های تجارت به تجارت، تجارت به مشتری و تجاری مخلوط
دسته بندی : مقالات بازاریابی
این مقاله، فرضیه های ضمنی موجود در متون مربوطه را بررسی می کند که نشان می دهند که استفاده از رسانه های اجتماعی در شرکت های تجارت به تجارت (B2B) اساسا متفاوت از متون تجارت به مشتری (B2C) است.
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معرفی کامل مقایسه بازاریابی رسانه های اجتماعی بین مدل های تجارت به تجارت، تجارت به مشتری و تجاری مخلوط
This paper explores the implicit assumption in the growing body of literature that social media usage is fundamentally different in business-to-business (B2B) companies than in the extant business-to-consumer (B2C) literature. Sashi’s (2012) customer engagement cycle is utilized to compare organizational practices in relation to social media marketing in B2B, B2C, Mixed B2B/B2C and B2B2C business models. Utilizing 449 responses to an exploratory panel based survey instrument, we clearly identify differences in social media usage and its perceived importance as a communications channel. In particular we identify distinct differences in the relationship between social media importance and the perceived effectiveness of social media marketing across business models. Our results indicate that B2B social media usage is distinct from B2C, Mixed and B2B2C business model approaches. Specifically B2B organizational members perceive social media to have a lower overall effectiveness as a channel and identify it as less important for relationship oriented usage than other business models.
۶- Conclusion, limitations and future research
In summary, this paper confirms the (previously assumed) propensity of the extant B2B literature to treat social media usage as a different phenomenon to B2C social media usage. Drawing on a survey of 449 UK and US business, we have been able to show that B2B organizations use different social media channels, to serve different purposes, and with different perceived results. In particular, our final model suggests the use of social media, in terms of customer management at the new acquisition and ongoing relationship management stage, will be fundamentally different. A key contribution, of both theoretical and practical importance, is the somewhat surprising finding that B2B firms do not place as much importance on SMM as a strategy to develop relationships with their existing customers compared to other business models. This is born out by the Volvo Trucks example outlined at the start of this paper. Given the ability of social media platforms to facilitate one-to-one and one-to-many communications, this would seem an obvious opportunity to embed direct communications with members of client teams. We can speculate that the relationship between the importance with which SMM is viewed is an important factor in perception of effectiveness, and the value it may bring across a range of tangible and intangible measures.