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Social media marketing strategy: definition, conceptualization, taxonomy, validation, and future agenda

Social media marketing strategy: definition, conceptualization, taxonomy, validation, and future... 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). To fill this research gap, we first define SMMS, using social media and marketing strategy dimensions. This is followed by a conceptualization of the developmental process of SMMSs, which comprises four major components, namely drivers, inputs, throughputs, and outputs. 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. 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. Finally, we suggest fruitful directions for future research based on input received from scholars specializing in the field. . . . Keywords Social media Social media marketing strategy Customer engagement Marketing strategy Introduction firms are taking advantage of social media platforms to ex- pand geographic reach to buyers (Gao et al. 2018), bolster The past decade has witnessed the development of complex, brand evaluations (Naylor et al. 2012), and build closer con- multifarious, and intensified interactions between firms and nections with customers (Rapp et al. 2013). On the other hand, their customers through social media usage. On the one hand, customers are increasingly empowered by social media and taking control of the marketing communication process, and they are becoming creators, collaborators, and commentators Electronic supplementary material The online version of this article of messages (Hamilton et al. 2016). As the role of social media (https://doi.org/10.1007/s11747-020-00733-3) contains supplementary material, which is available to authorized users. has gradually evolved from a single marketing tool to that of a marketing intelligence source (in which firms can observe, Rajkumar Venkatesan served as Area Editor for this article. analyze, and predict customer behaviors), it has become in- creasingly imperative for marketers to strategically use and * Fangfang Li fang.fang.li@uwasa.fi leverage social media to achieve competitive advantage and superior performance (Lamberton and Stephen 2016). Jorma Larimo Despite widespread understanding among marketers of the jorma.larimo@uwasa.fi need to engage customers on social media platforms, relative- Leonidas C. Leonidou ly few firms have properly strategized their social media ap- leonidas@ucy.ac.cy pearance and involvement (Choi and Thoeni 2016; Griffiths and Mclean 2015). Rather, for most companies, the ongoing School of Marketing and Communication, University of Vaasa, challenge is not to initiate social media campaigns, but to P.O. Box 700, FI-65101 Vaasa, Finland combine social media with their marketing strategy to engage Department of Business and Public Administration, School of customers in order to build valuable and long-term relation- Economics and Management, University of Cyprus, 1 University ships with them (Lamberton and Stephen 2016; Schultz and Road, P.O. Box 20537, CY-1678 Nicosia, Cyprus 52 J. of the Acad. Mark. Sci. (2021) 49:51–70 Peltier 2013). However, despite the vast opportunities social the particular role played by each of these components in media offer to companies, there is no clear definition or com- developing sound SMMSs. Third, we propose a taxonomy prehensive framework to guide the integration of social media of SMMSs based on their level of strategic maturity that can with marketing strategies, to gain a rigorous understanding of serve as the basis for developing specific marketing strategy the nature and role of social media marketing strategies concepts and measurement scales within a social media con- (SMMSs) (Effing and Spil 2016). text. We also expect this taxonomy to provide social media Although some reviews focusing on the social media phe- marketing practitioners with fruitful insights on why to select nomenon are available (e.g., Lamberton and Stephen 2016; and how to use a particular SMMS in order to achieve superior Salo 2017), to date, an integrative evaluation effort focusing marketing results. on the strategic marketing perspective of social media is miss- ing. This is partly because the social media literature largely derives elements from widely disparate fields, such as market- Defining SMMS ing, management, consumer psychology, and computer sci- ence (Aral et al. 2013). Moreover, research on SMMSs mainly Although researchers have often used the term “social media covers very specific, isolated, and scattered aspects, which marketing strategy” in their studies (e.g., Choi and Thoeni creates confusion and limits understanding of the subject 2016; Kumar et al. 2013; Zhang et al. 2017), they have yet (Lamberton and Stephen 2016). Furthermore, research deals to propose a clear definition. Despite the introduction of sev- only tangentially with a conceptualization, operationalization, eral close terms in the past, including “social media strategy” and categorization of SMMSs, which limits theory advance- (Aral et al. 2013; Effing and Spil 2016), “online marketing ment and practice development (Tafesse and Wien 2018). strategy” (Micu et al. 2017), and “strategic social media mar- To address these problems, and also to respond to repeated keting” (Felix et al. 2017), these either fail to take into con- pleas from scholars in the field (e.g., Aral et al. 2013;Guesalaga sideration the different functions/features of social media or 2016; Moorman and Day 2016; Schultz and Peltier 2013 to neglect key marketing strategy issues. What is therefore re- identify appropriate strategies to leverage social media in to- quired is an all-encompassing definition of SMMS that will day’s changing marketing landscape, we aim to systematically capture two fundamental elements—namely, social media and consolidate and extend the knowledge accumulated from pre- marketing strategy. Table 1 draws a comparison between so- vious research on SMMSs. Specifically, our objectives are five- cial media and marketing strategy on five dimensions (i.e., fold: (1) to clearly define SMMS by blending issues derived core, orientation, resource, purpose, and premise) and presents from the social media and marketing strategy literature streams; the resulting profile of SMMS. (2) to conceptualize the process of developing SMMSs and provide a theoretical understanding of its constituent parts; (3) Social media to provide a taxonomy of SMMSs according to their level of strategic maturity; (4) to validate the practical value of this In a marketing context, social media are considered platforms taxonomy using information derived from previous empirical on which people build networks and share information and/or studies, as well as from primary data collection among social sentiments (Kaplan and Haenlein 2010). With their distinctive media marketing managers; and (5) to develop an agenda for nature of being “dynamic, interconnected, egalitarian, and in- promising areas of future research on the subject. teractive organisms” (Peters et al. 2013, p. 281), social media Our study makes three major contributions to the social have generated three fundamental shifts in the marketplace. media marketing literature. First, it offers a definition and a First, social media enable firms and customers to connect in conceptualization of SMMS that help alleviate definitional ways that were not possible in the past. Such connectedness is deficiency and increase conceptual clarity on the subject. By empowered by various platforms, such as social networking focusing on the role of social connectedness and interactions sites (e.g., Facebook), microblogging sites (e.g., Twitter), and in resource integration, we stress the importance of content communities (e.g., YouTube), that allow social net- transforming social media interactions and networks into mar- works to build from shared interests and values (Kaplan and keting resources to help achieve specific strategic goals for the Haenlein 2010). In this regard, “social connectedness” has firm. In this regard, we provide theoretical justification of also been termed as “social ties” (e.g., Muller and Peres social media from a strategic marketing perspective. Second, 2019; Quinton and Wilson 2016), and the strength and span using customer engagement as an overarching theory, we de- of these ties determine whether they are strong or weak velop a model conceptualizing the SMMS developmental pro- (Granovetter 1973). Prior studies have shown that tie strength cess. Through an analysis of each component of this process, is an important determinant of customer referral behaviors we emphasize the role of insights from both firms and cus- (e.g., Verlegh et al. 2013). tomers to better understand the dynamics of SMMS formula- Second, social media have transformed the way firms and tion. We also suggest certain theories to specifically explain customers interact and influence each other. Social interaction J. of the Acad. Mark. Sci. (2021) 49:51–70 53 Table 1 Comparison of social media, marketing strategy, and social media marketing strategy Dimension Social media Marketing strategy Social media marketing strategy Core Interaction and connectedness Long-term customer relationship building Customer engagement Orientation Passive actor versus active actor Transactional-oriented versus Transactional-oriented versus relational-oriented engagement-oriented Resource Resource integrator Basic resources and high-order resources In exchange with customer-owned resources Purpose To interact and connect To achieve competitive advantage To generate, integrate, and reconfigure social media resources to achieve specific marketing objectives Premise To recognize different customer To enhance long-lasting customer To capitalize on social media interactions motivations of social media relationships by delivering and customer engagement so as to brand-related activities superior value generate marketing resources involves “actions,” whether through communications or pas- the resource-based view of the firm (Barney 1991), organiza- sive observations, that influence others’ choices and consump- tional resources (e.g., financial, human, physical, information- tion behaviors (Chen et al. 2011). Nair et al. (2010) labeled al, relational) help firms enhance their marketing strategies, such social interactions as “word-of-mouth (WOM) effect” or achieve sustainable competitive advantage, and gain better “contagion effects.” Muller and Peres (2019) argue that social performance. These resources can be either tangible or intan- interactions rely strongly on the social network structure and gible and can be transformed into higher-order resources (i.e., provide firms with measurable value (also referred to as “so- competencies and capabilities), enabling the delivery of supe- cial equity”). In social media studies, researchers have long rior value to targeted buyers (Hunt and Morgan 1995; Teece recognized the importance of social influence in affecting con- and Pisano 1994). sumer decisions, and recent studies have shown that people’s Different marketing strategies can be arranged on a connection patterns and the strength of social ties can signify continuum, on which transaction marketing strategy and the intensity of social interactions (e.g., Aral and Walker relationship marketing strategy represent its two ends, 2014;Katonaet al. 2011). while in between are various mixed marketing strategies Third, the proliferation of social media data has made it (Grönroos 1991). Webster (1992) notes that long-standing increasingly possible for companies to better manage custom- customer relationships should be at the core of marketing er relationships and enhance decision making in business strategy, because customer interaction and engagement (Libai et al. 2010). Social media data, together with other can be developed into valuable relational resources digital data, are widely characterized by the 3Vs (i.e., volume, (Huntetal. 2006). Morgan and Hunt (1999) also claim variety, and velocity), which refer to the vast quantity of data, that firms capitalizing on long-term and trustworthy cus- various sources of data, and expansive real-time data (Alharthi tomer relationships can help design value-enhancing mar- et al. 2017). A huge amount of social media data derived from keting strategies that will subsequently generate competi- different venues (e.g., social networks, blogs, forums) and in tive advantages and lead to superior performance. various formats (e.g., text, video, image) can now be easily extracted and usefully exploited with the aid of modern infor- SMMS mation technologies (Moe and Schweidel 2017). Thus, social media data can serve as an important source of customer anal- From a strategic marketing perspective, social media in- ysis, market research, and crowdsourcing of new ideas, while teraction entails a process that allows not only firms, but capturing and creating value through social media data repre- also customers to exchange resources. For example, sents the development of a new strategic resource that can Hollebeek et al. (2019) assert that customers can devote improve marketing outcomes (Gnizy 2019). operant (e.g., knowledge) and operand (e.g., equipment) resources while interacting with firms. Importantly, Marketing strategy Gummesson and Mele (2010) argue that interactions oc- cur not simply in dyads, but also between multiple actors According to Varadarajan (2010), a marketing strategy con- within a network, underscoring the critical role of network sists of an integrated set of decisions that helps the firm make interaction in resource integration. Notably, customer-to- critical choices regarding marketing activities in selected mar- customer interactions are also essential, especially for the kets and segments, with the aim to create, communicate, and higher level of engagement behaviors (Fehrer et al. 2018). deliver value to customers in exchange for accomplishing its Thus, social media interconnectedness and interactions specific financial, market, and other objectives. According to (i.e., between firm–customer and between customer– 54 J. of the Acad. Mark. Sci. (2021) 49:51–70 customer) can be considered strategic resources, which empower customers to maximize their engagement value can be further converted into marketing capabilities and yield superior marketing results (Harmeling et al. 2017). (Morgan and Hunt 1999). A case in point is social cus- Kumar et al. (2010) distinguish between four different dimen- tomer relationship management (CRM) capabilities, in sions of customer engagement value, namely customer life- which the firm cultivates the competency to use informa- time value, customer referral value, customer influence value, tion generated from social media interactions to identify and customer knowledge value. This metric has provided a and develop loyal customers (Trainor et al. 2014). With new approach for customer valuation, which can help mar- the expanding role of social media from a single commu- keters to make more effective and efficient strategic decisions nication tool to one of gaining customer and market that enable long-term value contributions to customers. In a knowledge, marketers can strategically develop distinct social media context, this customer engagement value enables resources from social media based on extant organization- firms to capitalize on crucial customer resources (i.e., network al resources and capabilities. assets, persuasion capital, knowledge stores, and creativity), Drawing on the previous argumentation, we define of which the leverage can provide firms with a sustainable SMMS as an organization’s integrated pattern of activi- competitive advantage (Harmeling et al. 2017). ties that, based on a careful assessment of customers’ Customer engagement theory highlights the importance of motivations for brand-related social media use and the understanding customer motivations as a prerequisite for the undertaking of deliberate engagement initiatives, trans- firm to develop effective SMMSs, because heterogeneous form social media connectedness (networks) and interac- customer motivations resulting from different attitudes and tions (influences) into valuable strategic means to achieve attachments can influence their social media behaviors and desirable marketing outcomes. This definition is parsimo- inevitably SMMS outcomes (Venkatesan 2017). It also stress- nious because it captures the uniqueness of the social es the role of inputs from both firm (i.e., social media engage- media phenomenon, takes into consideration the funda- ment initiatives) and customers (i.e., social media behaviors), mental premises of marketing strategy, and clearly defines as well as the importance of different degrees of interactivity the scope of activities pertaining to SMMS. and interconnectedness in yielding sound marketing outcomes Although the underlying roots of traditional marketing (Harmeling et al. 2017). Pansari and Kumar et al. (2017)argue strategy and SMMS are similar, the two strategies have three that firms can benefit from such customer engagement in both distinctive differences: (1) as opposed to the traditional ap- tangible (e.g., higher revenues, market share, profits) and in- proach, which pays peripheral attention to the heterogeneity tangible (e.g., feedbacks or new ideas that help to product/ of motivations driving customer engagement, SMMS empha- service development) ways. sizes that social media users must be motivated on intellectual, Based on consumer engagement theory, we therefore con- social, cultural, or other grounds to engage with firms (and ceive the process of developing an SMMS as consisting of perhaps more importantly with other customers) (Peters et al. four interlocking parts: (1) drivers, that is, the firm’ssocial 2013;Venkatesan 2017); (2) the consequences of SMMS are media marketing objectives and the customers’ social media jointly decided by the firm and its customers (rather than by use motivations; (2) inputs, that is, the firm’s social media individual actors’ behaviors), and it is only when the firm and engagement initiatives and the customers’ social media be- its customers interact and build relationships that social media haviors; (3) throughputs, that is, the way the firm connects technological platforms become real resource integrators and interacts with customers to exchange resources and satisfy (Singaraju et al. 2016; Stewart and Pavlou 2002); and (3) needs; and (4) outputs, that is, the resulting customer engage- while customer value in traditional marketing strategies is ment outcome. Figure 1 shows this developmental process of narrowly defined to solely capture purchase behavior through SMMS, while Table 2 indicates the specific theoretical under- customer lifetime value, in the case of SMMS, this value is pinnings of each part comprising this process. expressed through customer engagement, comprising both di- rect (e.g., customer purchases) and indirect (e.g., product re- Drivers ferrals to other customers) contributions to the value of the firm (Kumar and Pansari 2016;Venkatesan 2017). Firms’ social media marketing objectives Though operating in a similar context, SMMSs may differ depending on the firm’s strategic objectives (Varadarajan 2010). According to re- Conceptualizing the process of developing source dependence theory (Pfeffer and Salancik 1978), the SMMSs firm’s social media marketing objectives can be justified by the need to acquire external resources (which do not exist The conceptualization of the process of developing SMMSs is internally) that will help it accommodate the challenges of anchored on customer engagement theory, which posits that environmental contingencies. In a social media context, cus- firms need to take deliberate initiatives to motivate and tomers can serve as providers of resources, which can take J. of the Acad. Mark. Sci. (2021) 49:51–70 55 Fig. 1 A conceptualization of the process of developing social media marketing strategies several forms (Harmeling et al. 2017). Felix et al. (2017)dis- consumer–brand social media interactions as motivated pri- tinguish between proactive and reactive social media market- marily by entertainment, information, remuneration, personal ing objectives, which can differ by the type of market targeted identity, social interaction, and empowerment. (e.g., B2B vs. B2C) and firm size. While for proactive objec- tives, firms use social media to increase brand awareness, Inputs generate online traffic, and stimulate sales, in the case of re- active objectives, the emphasis is on monitoring and analyzing Firms’ social media engagement initiatives Firms take initia- customer activities. tives to motivate and engage customers so that they can make voluntary contributions in return (Harmeling et al. 2017; Customers’ social media use motivations Social media use Pansari and Kumar 2017). These firm actions can also be motivations refer to various incentives that drive people’sse- theoretically explained by resource dependence theory lection and use of specific social media (Muntinga et al. 2011). (Pfeffer and Salancik 1978), which argues that firms need to The existence of these motivations is theoretically grounded take initiatives to encourage customers to interact with them, on uses and gratifications theory (Katz et al. 1973), which to generate useful autonomous contributions that will alleviate maintains that consumers are actively and selectively involved resource shortages. Harmeling et al. (2017) identify two pri- in media usage to gratify their psychological and social needs. mary forms of a firm’s marketing initiatives to engage cus- In a social media context, motivations can range from utilitar- tomers using social media: task-based and experiential. While ian and hedonic purposes (e.g., incentives, entertainment) to task-based engagement initiatives encourage customer en- relational reasons (e.g., identification, brand connection) gagement behaviors with structured tasks (e.g., writing a re- (Rohm et al. 2013). Muntinga et al. (2011) also categorize view) and usually take place in the early stages of the firm’s Table 2 Theoretical anchoring of components constituting the process of developing social media marketing strategies 56 J. of the Acad. Mark. Sci. (2021) 49:51–70 social media marketing efforts, experiential engagement ini- strength on making referrals in social media and confirm that tiatives employ experiential events (e.g., multisensory events) people tend to interpret ambiguous information received from to intrinsically motivate customer engagement and foster emo- strong ties positively, but negatively when this information tional attachment. Thus, firm engagement initiatives can be comes from weak ties. viewed as a continuum, where at one end, the firm uses mon- etary rewards to engage customers and, at the other end, the Social interaction Social interaction within a social media con- firm proactively works to deliver effective experiential incen- text is quite complex, as it represents multidirectional and tives to motivate customer engagement. interconnected information flows, rather than a pure firm monologue (Hennig-Thurau et al. 2013). This is because, on Customers’ social media behaviors The use of social media by the one hand, social media have empowered customers to be customers yields different behavioral manifestations, ranging equal actors in firm–customer interactions through sharing, from passive (e.g., observing) to active (e.g., co-creation) gaming, expressing, and networking, while, on the other hand, (Maslowska et al. 2016). These customer social media behav- customer–customer interactions have emerged as a growing iors can be either positive (e.g., sharing) or negative (e.g., market force, as customers can influence each other with re- create negative content), depending on customers’ attitudes gard to their attitudinal or behavioral changes (Peters et al. and information processes during interactions (Dolan et al. 2013). Chen et al. (2011) identify two types of social interac- 2016). Harmeling et al. (2017) characterize customers with tions—namely, opinion- or preference-based interactions positive behaviors as “pseudo marketers” because they con- (e.g., WOM) and action- or behavior-based interactions tribute to firms’ marketing functions using their own re- (e.g., observational learning)—with each requiring different sources, while those with negative behaviors may turn firm- strategic actions to be taken. Chahine and Malhotra (2018) created “hashtags” into “bashtags.” Drawingonusesand also show that two-way (multiway) interaction strategies that gratifications theory, Muntinga et al. (2011) also categorize allow reciprocity result in higher market reactions and more customers’ brand-related behaviors in social media into three positive relationships. groups: consuming (e.g., reading a brand’s posts), contribut- ing (e.g., rating products), and creating (e.g., publishing Outputs brand-related content). Customer engagement The outputs are expressed in terms of Throughputs customer engagement, which reflects the outcome of firm– customer (as well as customer–customer) connectedness and Within the context of social media, both social connectedness interaction in social media (Harmeling et al. 2017). It is es- and social interaction can be explained by social exchange sentially a reflection of “the intensity of an individual’spar- theory, which proposes that social interactions are exchanges ticipation in and connection with an organization’sofferings through which two parties acquire benefits (Blau 1964). and/or organizational activities, which either the customer or Based on this theory, such a social exchange involves a se- the firm initiates” (Vivek et al. 2012, p. 127). The more cus- quence of interactions between firms and customers that are tomers connect and interact with the firm’s activities, the usually interdependent and contingent on others’ actions, with higher is the level of customer engagement created (Kumar the goal to generate sound relationships (Cropanzano and and Pansari 2016; Malthouse et al. 2013) and the higher the Mitchell 2005). Thus, successful exchanges can advance in- customer’s value addition to the firm (Pansari and Kumar terpersonal connections (referred to as social exchange rela- 2017). Although the theoretical explanation of the notion of tionships) with beneficial effects for the interacting parties customer engagement has attracted a great deal of debate (Cropanzano and Mitchell 2005). among scholars in the field, research (e.g., Brodie et al. 2011; Hollebeek et al. 2019; Kumar et al. 2019) has also Social connectedness Social connectedness indicates the num- begun adopting the service-dominant (S-D) logic (Vargo and ber of ties an individual has on social networks (Goldenberg Lusch 2004) because of its emphasis on customers’ interactive et al. 2009), while Kumar et al. (2010) define connectedness and value co-creation experiences in market relationships. with additional dimensions, including the number of connec- Following the service-dominant (S-D) logic, Hollebeek et al. tions, the strength of the connections, and the location in the network. Social media research suggests that connectedness Although in our conceptualization of the process of developing SMMSs we has a significant impact on social influence. For example, treat customer engagement as the output of this process, we fully acknowledge Hinz et al. (2011) show that the use of “hubs” (highly con- that firms’ ultimate objective to engage in social media marketing activities is to improve their market (e.g., customer equity) and financial (e.g., revenues) nected people) in viral marketing campaigns can be eight performance. In fact, extant social media marketing research (e.g., Kumar et al. times more successful than strategies using less connected 2010; Kumar and Pansari 2016; Harmeling et al. 2017) repeatedly stresses the people. Verlegh et al. (2013) also examine the impact of tie conducive role of customer engagement in ensuring high performance results. J. of the Acad. Mark. Sci. (2021) 49:51–70 57 (2019) stress the role of customer resource integration, cus- customers), to listen and learn (i.e., business-from-customers), tomer knowledge sharing, and learning as foundational in the and to empower and engage (i.e., business-for-customers). customer engagement process, which can subsequently lead The direction of the social media interactions can take three to customer individual/interpersonal operant resource devel- different forms. These include (1) one-way interaction,thatis, opment and co-creation. traditional one-way communication in which the firm dissemi- Despite its pivotal role in social media marketing, extant nates content (e.g., advertising) on social media and customers literature has not yet attained agreement on the specific mea- passively observe and react (Hoffman and Thomas 1996); (2) surement of customer engagement. For example, Muntinga two-way interaction, that is, reciprocal and interactive commu- et al. (2011) conceptualize customer engagement in social nication with exchanges on social media, which can be further media as comprising three stages: consuming (e.g., following, distinguished into firm-initiated interaction (in which the firm viewing content), contributing (e.g., rating, commenting), and takes the initiative to begin the conversation) and customer par- creating (e.g., user-generated content). Maslowska et al. ticipation (by liking, sharing, or commenting on the content) and (2016) propose three levels of customer engagement behav- customer-initiated interaction (in which the customer is the ini- iors: observing (e.g., reading content), participating (e.g., tiator of conversations by inquiring, giving feedback, or even commenting on a post), and co-creating (e.g., partaking in posting negative comments about the firm, while the firm listens product development). Moreover, Kumar et al. (2010)distin- and responds to customer voice) (Van Noort and Willemsen guish between transactional (i.e., buying the product) and non- 2012); and (3) collaborative interaction, that is, the highest level transactional (i.e., sharing, commenting, referring, influenc- of interaction that builds on frequent and reciprocal activities in ing) behaviors of customer engagement derived from social which both the firm and the customer have the power to influ- media connectedness and interactions. ence each other (Joshi 2009). With regard to the level of customer engagement, as noted previously, this heavily depends on the strength of connections Taxonomy of SMMSs and the intensity of interactions between the firm and the cus- tomers in social media, comprising both transactional and non- The distinctive differences among firms engaged in social transactional elements (Kumar et al. 2010). Because customer media marketing with regard to their strategic objectives, or- engagement is the result of a dynamic and iterative process, ganizational resources and capabilities, and focal industries which makes specifying the exact stage from participating to and market structures, imply that there must also be differ- producing rather difficult (Brodie et al. 2011), we adopt the ences in the SMMSs pursued. In this section, we first explain approach proposed by various scholars in the field (e.g., Dolan the criteria classifying SMMSs into different groups and then et al. 2016; Malthouse et al. 2013) to view this as a continuum, provide an analysis of their content. ranging from very low levels of engagement (e.g., “liking” a page) to very high levels of engagement (e.g., co-creation). Classification criteria of SMMSs TypesofSMMSs Drawing from the extant literature, we propose three impor- tant criteria that can be used to distinguish SMMSs: the nature With these three classificatory criteria, we can identify four of the firm’s strategic social media objectives with regard to distinct SMMSs, representing increasing levels of strategic using social media, the direction of interactions taking place maturity: social commerce strategy, social content strategy, between the firm and the customers, and the level of customer social monitoring strategy, and social CRM strategy. Fig. 2 engagement achieved. illustrates this taxonomy for SMMSs, Table 3 shows the dif- Strategic social media objectives refer to the specific orga- ferences between these four strategies, while Appendix nizational goals to be achieved by implementing SMMSs Table 6 provides real company examples using these strate- (Choi and Thoeni 2016; Felix et al. 2017). These can range gies. In the following, we analyze each of these SMMSs by from transactional to relational-oriented, depending on the explaining their nature and characteristics, the particular role strategist’s mental models of business–customer interactions (Rydén et al. 2015). Different mental models have a distinc- SMMSs are difficult to operationalize by focusing solely on the elements of tive impact on managers’ social media sense-making, which is the marketing mix (i.e., product, price, distribution, and promotion), mainly responsible for framing the specific role defined by social because many other important parameters are involved in their conceptualiza- media in their marketing activities (Rydén et al. 2015). tion, such as relationship management, market development, and business Rydén et al. (2015) identify four types of social media mar- innovation issues. However, each SMMS seems to have a different marketing mix focus, with social commerce strategy emphasizing advertising and sales, keting objectives with four different mental models that can social content strategy emphasizing branding and communication, social mon- guide SMMSs —namely, to promote and sell (i.e., business- itoring strategy emphasizing service and product development, and social to-customers), to connect and collaborate (i.e., business-with- CRM strategy emphasizing customer management and innovation. 58 J. of the Acad. Mark. Sci. (2021) 49:51–70 Fig. 2 Taxonomy of social media marketing strategies played by social media, and the specific organizational capa- through purchases, but without a higher level of engagement. bilities required for their adoption. Therefore, we conclude that, within the context of this strategy, customers exchange their monetary resources (e.g., purchases) Social commerce strategy Social commerce strategy refers to with the firm’s promotional offerings. the “exchange-related activities that occur in, or are influenced To better develop this strategy, Guesalaga (2016) highlights by, an individual’s social network in computer-mediated so- the need to understand the drivers of using social media in the cial environments, whereby the activities correspond to the selling process. He further stresses that personal commitment need recognition, pre-purchase, purchase, and post-purchase plays a crucial role in using social media as selling tools. stages of a focal exchange” (Yadav et al. 2013, p. 312). Rydén Similarly, Järvinen and Taiminen (2016) urged for an integration et al. (2015, p. 6) claim that this way of using social media is of marketing with the sales department in order to gain better not to create conversation and/or engagement; rather, the rea- insights from social media marketing efforts. The importance of sons for “the initial contact and the end purpose are to sell.” synergistic effects between social media and traditional media Similarly, Malthouse et al. (2013) argue that social media (e.g., press mentions, television, in-store promotions) has also promotional activities do not actively engage customers be- been stressed in supporting social commerce activities (e.g., cause they do not make full use of the interactive role of social Jayson et al. 2018; Kumar et al. 2016; Stephen and Galak media. Thus, social commerce strategy can be considered as 2012). Thus, selling capabilities are crucial in this strategy, re- the least mature SMMS because it has a mainly transactional quiring the possession of adequate selling skills and the use of nature and is preoccupied with short-term goal-oriented activ- multiple selling channels to synergize social media effects. ities (Grönroos 1994). It is essentially a one-way communica- tion strategy intended to attract customers in the short run. Social content strategy Social content strategy refers to “the In this strategy, social media are claimed to be the new selling creation and distribution of educational and/or compelling con- tool that has changed the way buyers and sellers interact tent in multiple formats to attract and/or retain customers” (Marshalletal. 2012). They offer a new opportunity for sellers (Pulizzi and Barrett 2009, p. 8). Thus, this type of SMMS aims to obtain customer information and make the initial interaction to create and deliver timely and valuable content based on cus- with the customer more efficient (Rodriguez et al. 2012). tomer needs, rather than promoting products (Järvinen and Meanwhile, firms are also increasingly using social media as Taiminen 2016). By attracting audiences with valuable content, promising outlets for promotional/advertising purposes given the increase in customer engagement may ultimately boost their global reach (e.g., Dao et al. 2014; Zhang and Mao product/service sales (Malthouse et al. 2013). Holliman and 2016), especially to the millennial generation (Confos and Rowley (2014, p. 269) also claim that content marketing is a Davis 2016). However, as firms’ social media activities in this customer-centric strategy and describe the value of content as strategy are more transactional-oriented, customers tend to be “being useful, relevant, compelling, and timely.” Therefore, this passive and reactive. Customers contribute transactional value strategy provides a two-way communication in which firms take J. of the Acad. Mark. Sci. (2021) 49:51–70 59 the initiative to deliver useful content and customers react pos- itively to this content. The basic premises of this strategy are to create brand awareness and popularity through content virality, stimulate customer interactions, and spread positive WOM (De Vries et al. 2012; Swani et al. 2017). Social media in this strategy have been widely used as com- munication tools for branding and WOM purposes (Holliman and Rowley 2014; Libai et al. 2013). On the one hand, firms generate content by their own efforts on social media (termed as ‘firm-generated’ or ‘marker-generated’ content) to actively en- gage consumers. On the other hand, firms encourage customers to generate the content (termed as ‘user-generated’ content) through the power of customer-to-customer interactions, as in the case of exchanging comments and sharing the brand-related content. In this way, firms provide valuable content in exchange for customer-owned resources, such as network assets and per- suasion capital, to generate positive WOM and achieve a sus- tainable trusted brand status. To pursue a social content strategy, firms build on capabil- ities focusing on how content is designed and presented (expressed in the form of a social message strategy) and how content is disseminated (expressed in the form of a seeding strategy). Thus, understanding customer engagement motiva- tions and social media interactive characteristics is central to designing valuable content and facilitating customer interac- tions that would help to stimulate content sharing among cus- tomers (Malthouse et al. 2013). Designing compelling and valuable content in order to transform passive social media observers into active participants and collaborators is also key capability required by firms adopting this strategy (Holliman and Rowley 2014). Empowering customers and letting them speak for the brand is another way to engage customers with brands. Therefore, in this strategy, marketing communication capabilities are important for effective mar- keting content development and dissemination. Social monitoring strategy Social monitoring strategy refers to “a listening and response process through which marketers themselves become engaged” (Barger et al. 2016,p. 278). In contrast with social content strategy, which is more of a “push” communication approach with content delivered, so- cial monitoring strategy requires the firm’s active involvement in the whole communication process (from content delivery to customer response) (Barger et al. 2016). More specifically, social monitoring strategy is not only to observe and analyze the behaviors of customers in social media (Lamberton and Stephen 2016), but also to actively search for and respond to customer online needs and complaints (Van Noort and Willemsen 2012). A social monitoring strategy is thus char- acterized by a two-way communication process, in which the initiation comes from customers who comment and behave on social media, while the company takes advantage of customer behavior data to listen, learn, and react to its customers. Thus, Table 3 Firm versus customer motivations, activities, capabilities/resources, and outcomes in different social media marketing strategies Type of SMMSs Primary motivations Key activities Capabilities/resources Major outcomes Firm Customer Firm Customer Firm Customer Firm Customer Social commerce To promote Utilitarian reasons Sales; Promotion Observing; Lurking Selling capability Monetary resources Product selling; Promotional strategy and sell (e.g., incentives, Promotion offerings promotions) Social content To connect Informational, Viral marketing; Likes; Shares; Marketing Network assets; WOM Entertainment strategy and collaborate entertainment reasons Influential Comments communication Persuasion capital marketing capability Social monitoring To listen and learn Information, Social listening; Complaints; Feedbacks; Market sensing Knowledge stores Market knowledge Satisfaction with strategy service response Responding Suggestions and responding firm service/ capability product Social CRM To empower Identification, Engage and Speak for firms; Social CRM capability Network assets; Customer engagement; Experience Strategy and engage relationship bonds empower Co-creation Persuasion capital; Co-creation personalized customers Knowledge stores; offerings Creativity 60 J. of the Acad. Mark. Sci. (2021) 49:51–70 the key objective of this strategy is to enhance customer sat- customers who are empowered by social media and can make isfaction and cultivate stronger relationships with customers a contribution to multiple forms of value (Kumar et al. 2010). In through ongoing social media listening and responding. brief, a social CRM strategy is a form of collaborative interac- With today’s abundance of attitudinal and behavioral data, tion, including firm–customer, inter-organizational, and inter- firms adopting this strategy use social media platforms as customer interactions, that are intended to engage and empower “tools” or “windows” to listen to customer voices and gain customers, so as to build mutually beneficial relationships with important market insights to support their marketing decisions the firm and lead to superior performance. (Moe and Schweidel 2017). Moreover, Carlson et al. (2018) Social media have become powerful enablers of CRM argue that firms can take advantage of social media data to (Choudhury and Harrigan 2014). For example, identify innovation opportunities and facilitate the innovation Charoensukmongkol and Sasatanun (2017)argue that the process. Hence, social media monitoring enables firms to as- integration of social media and CRM provides a possibil- sess consumers’ reactions, evaluate the prosperity of social ity for firms to segment their customers based on similar media marketing initiatives, and allocate resources to different characteristics, and can customize marketing offerings to types of conversations and customer groups (Homburg et al. the specific preferences of individual customers. With so- 2015). In other words, customers in this strategy are expected cial CRM strategy, firms can enhance the likelihood of to be active in social media interactions, providing instanta- customer engagement through one-to-one social media in- neous and real-time feedback. This has in a way helped prod- teractions. Customers at this stage are collaborative and uct development and experience improvements with resource interactive in value creation, such as voluntarily providing inputs from customers’ knowledge stores. innovative ideas and collaborating with brands (Jaakkola Social monitoring strategy emphasizes the importance of and Alexander 2014). Hence, besides resource like net- carefully listening and responding to social media activities to work assets, persuasion capital, and knowledge stores, have a better understanding of customer needs, gain critical engaged customers also contribute their creativity re- market insights, and build stronger customer relationships source for value co-creation. (e.g., Timoshenko and Hauser 2019). It therefore requires Social CRM capability is “a firm-level capability and refers firms to be actively involved in the whole communication to a firm’s competency in generating, integrating, and process with customers, as customer engagement is not de- responding to information obtained from customer interactions pendent on rewards, but is developed through the ongoing that are facilitated by social media technologies” (Trainor et al. reciprocity between the firm and its customers (Barger et al. 2014, p. 271). Therefore, firms should be extremely creative to 2016). Thus, organizational capabilities, such as marketing combine social media data with its CRM system, as well as to sensing through effective information acquisition, interpreta- link the massive social media data on customer activities to tion and responding, are essential for the successful imple- other data sources (e.g., customer service records) to generate mentation of this strategy. More specifically, monitoring and better customer-learning and innovation opportunities text analysis techniques are needed to gather and capture so- (Choudhury and Harrigan 2014; Moe and Schweidel 2017). cial media data rapidly (Schweidel and Moe 2014). Noting the Social CRM strategy also emphasizes the significance of recip- damage caused by electronic negative word of mouth (e- rocal information sharing and collaborations that are supported NWOM) on social media, firms adopting this strategy also by the firm’s culture and commitment, operational resources, require special capabilities to appropriately respond to cus- and cross-functional cooperation (Malthouse et al. 2013; tomer online complaints and requests (Kim et al. 2016). Schultz and Peltier 2013). To sum up, social CRM capabilities, organizational learning capabilities connected with relationship Social CRM strategy Among the four SMMSs identified, social management and innovation are essential prerequisites to build- CRM strategy is characterized by the highest degree of strategic ing an effective social CRM strategy. maturity, because it reflects “a philosophy and a business strat- egy supported by a technology platform, business rules, pro- cesses, and social characteristics, designed to engage the cus- Validation of proposed SMMSs tomer in a collaborative conversation in order to provide mutu- ally beneficial value in a trusted and transparent business envi- Using the previously developed classification of SMMSs (i.e., ronment” (Greenberg 2009, p. 34). The concept of social CRM social commerce strategy, social content strategy, social mon- is designed to combine the benefits derived from both the social itoring strategy, and social CRM strategy) as a basis, we media dimension (e.g., customer engagement) and the CRM reviewed the pertinent literature to collate useful knowledge dimension (e.g., customer retention) (Malthouse et al. 2013). supporting the content of each of these strategies. Table 4 In contrast with the traditional CRM approach, which assumes provides a summary of the key empirical insights derived that customers are passive and only contribute to customer life from the extant studies reviewed, together with resulting man- value, social CRM strategy emphasizes the active role of agerial lessons. J. of the Acad. Mark. Sci. (2021) 49:51–70 61 Table 4 Key empirical insights and resulting managerial lessons derived from studies on social media marketing strategies SMMSs Key empirical insights Resulting managerial lessons Social commerce strategy � Social media as selling, promotion, and ► Use social media carefully and sensibly advertising platform has a positive impact for the purpose of selling and promoting on customer purchase intentions and products/services and this in turn will help financial performance. increase your customer base and generate more sales. � Interactiveness, informativeness, ► Make sure that your social media ads are entertainment, and credibility of social exciting, informative, and believable to media advertising positively affect gain customer trust and stimulate interest customer behavior and purchase intention. to buy your products/services. � Social networks and interactions have a ► Leverage social networks and interactions strong influence on social media commerce. to motivate and engage customers to make purchases through, for example, monetization of social networks. � Social media and traditional marketing ► While using social media as marketing tools, have synergistic impact on company’ssales. it is advisable to combine them with traditional marketing tools to achieve superior results. � Perceived privacy risk and the intrusiveness ► In using social media ads, be sensitive and of social media advertising negatively respectful to issues related to customer impact on customer attitudes and privacy and intrusiveness to avoid negative purchase intentions. feelings by customers. Social content strategy Content popularity and vitality are influenced by: � Social message strategy (e.g., brand names, ► To attract customer attention and spread functional and emotional appeals, vividness favorable news make your messages lively and interactivity, inspirational knowledge and attractive, focus on contemporary issues, and trending topics, content-user fit) adjust the content to target customers’ interests, and stress the strengths of your products/services. � Seeding strategy (e.g., use of highly connected ► Increase virality of your messages in social people, different characteristics of media by seeking the assistance of influential relationships, influential) individuals who have an extensive network, are opinion leaders, and have the ability to attract and easily connect with other people. � Context (e.g., B2B, B2C), product ► Be aware that the popularity impact of your characteristics (e.g., low-utilitarian and social media content becomes stronger when high-utilitarian), organizational processes you have proper design processes in place and IT tools and use the right automation tools. Your viral marketing approach should be also carefully adapted according to your specific product characteristics. Social monitoring strategy � Social monitoring strategy emphasizes the ► Listen carefully to the discussions and importance of social listening and comments made by customers in social media, responding to customer needs. identify specific needs and preferences from these, and respond accordingly and quickly with the right company offering. � Social media have become “listening tools” to ► In addition to traditional marketing research observe and analyze customers and firms methods, make sure you also invest adequate should adopt different techniques to analyze time and effort in using social media as social media data. a means to gather useful, reliable, and fresh information about customer attitudes/behaviors. � Firms’ active interactions with customers ► Actively interacting with customers using influence customer behaviors. social media should be a never-ending process, which, with proper monitoring and right incentives, can help favorably influence customer behavior. � Different types of responses (e.g., volume ► To effectively stimulate positive customer and speed), voices (e.g., human and reactions in social media, it is important to 62 J. of the Acad. Mark. Sci. (2021) 49:51–70 Table 4 (continued) SMMSs Key empirical insights Resulting managerial lessons impersonal voice), and styles (e.g., formal respond swiftly and frequently, use different and informal) affect customer reactions. voices/tones, and adapt styles to fit specifically each communication context. � Firm response strategies (e.g., public apology, ► Although negative e-WOM should be avoided problem-solving responses, and by all means, in case this appears you can use accommodative strategies) were found an array of tools, ranging from corporate useful in dealing with negative e-WOM. acknowledgment and public apology to recovery actions and compensation. Social CRM strategy � Customer engagement and social CRM ► Put continuous emphasis on engaging your capabilities affect the core of social customers in social media in a systematic and CRM strategy, which positively affects consistent way, because this is likely to yield competitive advantage and performance. favorable financial and non-financial results. � Customer resource integration, customer ► Take initiatives to enhance the engagement knowledge sharing, and learning are the of customers in social media by integrating key foundational customer engagement resources with them, exchanging knowledge, processes. and learning asmuch aspossibleabout their characteristics, attitudes, and behaviors. � Although the firm’s customer engagement ► Be wary of encouraging customers to use initiatives play an important role in social media postings (especially for luxury motivating customers’ voluntary and identity-relevant products), because this contributions, their effectiveness may may harm customers’ perceptions of vary across market contexts. premium brand image. � Social CRM capability is a firm-level ► Develop specific capabilities (e.g., those anchored capability that helps generate, integrate, on operational excellence, information technology, and respond to social media information and specific employee skills/knowledge) to and enhance customer engagement. systematically collect, analyze, and act on data derived from interactions with customers in social media. To validate the practical usefulness of our proposed classi- SMMSs is enhanced by infrastructures, systems, and technol- ficatory framework of SMMSs, we first conducted a series of ogies that help to actively search, access, and integrate data in-depth interviews with 15 social media marketing practi- from different sources, as well as facilitate the sharing and tioners, who had their own firm/brand accounts on social me- coordination of activities with customers; and (5) the adoption dia platforms, at least one year of social media marketing of a specific SMMS does not follow a sequential pattern in experience, and at least three years’ experience in their current terms of strategic maturity development, but rather, depends organization (see Web Appendix 1). Interviewees represented on the firm’s strategic objectives, its willingness to commit the companies located in China (8 companies), Finland (5 com- required resources, and the deployment of appropriate organi- panies), and Sweden (2 companies) and involved in a variety zational capabilities. of industries (e.g., digital tech, tourism, food, sport). All inter- To further confirm the existence of differences in profile views were based on a specially designed guide (which was characteristics among the four types of SMMSs, we conduct- sent to participants in advance to prepare them for the inter- ed an electronic survey among a sample of 52 U.S. social view) and were audiotaped and subsequently transcribed ver- media marketing managers who were randomly selected. batim (see Web Appendix 2). For this purpose, we designed a structured questionnaire in- The main findings of this qualitative study are the follow- corporating the key parameters related to SMMSs, namely ing: (1) social media are mainly used as a key marketing firms’ strategic objectives, firms’ engagement initiatives, cus- channel to achieve business objectives, which, however, dif- tomers’ social media behaviors, social media resources and ferentiates in terms of product-market type, organization size, capabilities required, direction of interactions, and customer and managerial mindset; (2) distinct differences exist across engagement levels (see Web Appendix 3). organizations in terms of their social media initiatives to de- Specifically, we found that: (1) each of the four SMMSs liver content, generate reactions, and develop social CRM; (3) emphasize different types of strategic objectives, ranging from there are marked variations in customer engagement levels promoting and selling, in the case of social commerce strate- across participant firms, resulting from the adoption of differ- gy, to empowering and engaging in social CRM strategy; (2) ent SMMSs; (4) the firm’s propensity to use a specific experiential engagement initiatives geared to customer J. of the Acad. Mark. Sci. (2021) 49:51–70 63 engagement were more evident at the advanced level, as op- Particular attention should be paid to how inputs from cus- posed to the lower level strategies; (3) passive customer social tomers and firms are interrelated in each of these strategies, media behaviors were more characteristic of the social com- taking into consideration the central role played by customer merce strategy, while more active customer behaviors were engagement behaviors and firm initiatives (e.g., Sheng 2019). observed in the case of social CRM strategy; (4) the more Respondents also pinpointed the need for more emphasis on advanced the maturity of the SMMS employed, the higher social CRM strategy (which is relatively under-researched), the level customer engagement, as well as the higher require- while there should also be a closer assessment of new de- ments in terms of organizational resources and specialized velopments in both marketing (e.g., concepts and tools) capabilities; and (5) one-way interaction was associated more and social media (e.g., technologies and platforms) that with social commerce strategy, two-way interaction was more can lead to the emergence of new types of SMMSs evident in the social content strategy and the social monitoring (e.g., Ahani et al. 2017; Choudhury and Harrigan 2014). strategy, and collaborative interaction was a dominant feature Respondents also noted that up to now the preparatory in the social CRM strategy (see Web Appendix 4). phase for designing SMMSs has been overlooked, and that therefore there is a need to shed more light on this because of its decisive role in achieving positive results. For example, Future research directions issues relating to market/competitor analysis, macro- environmental scanning, and target marketing should be care- While the extant research offers insightful information and fully studied in conjunction with formulating sound SMMSs, increased knowledge on SMMSs, there is still plenty of room to better exploit opportunities and neutralize threats in a social to expand this field of research with other issues, especially media context (e.g., De Vries et al. 2017). By contrast, our given the rapidly changing developments in social media mar- survey among scholars in the field stressed the crucial nature keting practice. To gain a more accurate picture about the of issues relating to SMMS implementation and control, future of research on the subject, we sought the opinions of which are of equal, or even greater, importance than those of academic experts in the field through an electronically con- strategy formulation (e.g., Järvinen and Taiminen 2016). The ducted survey among authors of academic journal articles academics also indicated that, by their very nature, social me- written on the subject. We specifically asked them: (1) to dia transcend national boundaries, thus leaving plenty of room suggest the three most important areas that research on to investigate the international ramifications of SMMSs, using SMMSs should focus on in the future; (2) within each of the cross-cultural research (e.g., Johnston et al. 2018). areas suggested, to indicate three specific topics that need to be addressed more; and (3) within each topic, to illustrate analytical issues that warrant particular attention (see Web Implications and conclusions Appendix 5). Altogether, we received input from 43 social media marketing scholars who suggested 6 broad areas, 13 Theoretical implications specific topics, and 82 focal issues for future research, which are presented in Table 5. Given the limited research on SMMSs, this study has several Among the research issues proposed, finding appropriate important theoretical implications. First, we are taking a step metrics to measure performance in SMMSs seems to be an in this new theoretical direction by providing a workable def- area to which top priority should be given. This is because inition and conceptualization of SMMS that combines both performance is the ultimate outcome of these strategies, for social media and marketing strategy dimensions. The study which there is still little understanding due to the idiosyncratic complements and extends previous research (e.g., Harmeling nature of social media as a marketing tool (e.g., Beckers et al. et al. 2017; Singaraju et al. 2016) that emphasized the value of 2017; Trainor et al. 2014). In particular, it is important to shed social media as resource integrator in exchanging customer- light on both short-term and long-term performance, as well as owned resources, which can provide researchers with new its effectiveness, efficiency, and adaptiveness aspects (e.g., angles to address the issue of integrating social media with Barger et al. 2016). Another key priority area stressed by marketing strategy. Such integrative efforts can have a mean- experts in the field involves integrating to a greater extent ingful long-term impact on building a new theory (or theories) various strategic issues regarding each of the marketing-mix of social media marketing. They also point to a deeper theo- elements in a social media context. This would help achieve retical understanding of the roles played by resource identifi- better coordination between traditional and online marketing cation, utilization, and reconfiguration in a SMMS context. tools (e.g., Kolsarici and Vakratsas 2018; Kumar et al. 2017). We have also extended the idea of “social interaction” and Respondents in our academic survey also stressed the evo- “social connectedness” in a social media context, which is lutionary nature of knowledge with regard to each of the four critical because the power of a customer enabled by social SMMSs and proposed multiple issues for each of them. media connections and interactions is of paramount 64 J. of the Acad. Mark. Sci. (2021) 49:51–70 Table 5 Directions for future research on social media marketing strategies Broad thematic areas Specific topical areas Focal issues Preparation and SMMS situation analysis � Specific firm strengths required to support SMMSs implementation � The role of artificial intelligence and big data to identify social of SMMSs media (SM) marketing opportunities � Challenges encountered in SMMSs (e.g., data security) � Analysis of competitors using similar or different SMMSs SM target marketing � Using big data extracted from SM to identify suitable market segments � Using SM to identify and serve niche markets � Key network characteristics (e.g., centrality, density) to segment the SM market � Managing effectively multiple target groups on SM � Changes in SM targeting strategy over different stages of the product life-cycle � Measuring the online value proposition in SM content � The role of SM in brand differentiation and positioning Implementing SMMSs � Adjustments in organizational structure to accommodate needs of SMMSs � Changes in organizational culture required to support SMMSs � Integrating existing firm systems with SMMS requirements � HR requirements (e.g., skills, training) to support SMMSs � How will leadership/management style influence SMMS implementation? � How do SM technologies relate to different firm capabilities and performance outcomes? Social commerce strategy SM and sales � How do SM impact on sales across different products, platforms, and devices? � The role of SM as a means to improve existing products and/or develop new products � Selecting the right pricing strategy in different SM platforms to yield higher sales � Defining the optimal number of SM channels to achieve superior sales performance � The impact of SM channel addition/deletion on sales � Linking SM platform selection with distribution intensity to increase sales � How do various types of SM (owned, earned, paid) correlate to marketing outcomes? � How do SM and traditional marketing impact synergistically on sales/advertising effectiveness? SM and promotion/ � SM marketing, customer analytics, and location awareness advertising � How to integrate SM with traditional media to improve effectiveness � The role of SM in the firm’s pull versus push communication strategies � Measuring effectiveness of different types of SM ads � How do SM interactions impact on advertisement effectiveness? � What is the dark side of the use of SM as a promotional tool? Social content strategy Message strategy � What is the most effective content with regard to different devices, platforms, and industries? � Which SM messages/content can help improve branding outcomes (e.g., brand loyalty)? � Whether customer co-creation leads to less negative inferences and more valuable virality � What specific message strategies are needed to initiate C2C interactions to help the brand? � Consumer reactions if learned that C2C social messages are incentivized by the firm? � Ethical implications involved in viral marketing activity � How to measure social content marketing performance regarding customer outcomes? � Coping with competitors’ social content strategies � What are the implications of an effective social content strategy on the firm’sresource allocation? Seeding strategy � Determinants of finding the most effective social influencers � Customer reactions to seeding programs and their interaction with marketing mix elements � What type of product/service and customer characteristics impact on seeding success? � What price levels will make the influencer to engage in SM promotions and in which way? Social monitoring strategy Listening � The role of different predictive analytics (e.g., machine learning) to get customer insights � What are the reasons for driving firms to start with customer engagement initiatives? � What is the best way for firms to engage and how does this impact customer engagement? � How do customer sentiments observed in different SM venues affect performance? � Which social listening approach (i.e., manual, fully automated, hybrid) is the most appropriate? Responding � Does SM ease of use and pervasiveness elicit higher customer complaints? � How SM responding promotes WOM and enhances market/financial performance? � Using SM to stimulate positive publicity and minimize negative publicity � Ethical and legal considerations in firm responding � How do individual traits, cultural factors and brand perceptions affect responding strategies? J. of the Acad. Mark. Sci. (2021) 49:51–70 65 Table 5 (continued) Broad thematic areas Specific topical areas Focal issues Social Customer engagement � Do various types of SM have different impact on CRM and customer engagement? CRM strategy � To what degree customer engagement strength affects the performance of SM platforms? � Customer engagement effects on product perceptions (e.g., quality, satisfaction) � How do specific types of digital engagement practices contribute differently to brand equity? � How do differences in modality, self-disclosure, and privacy translate to digital engagement? � What are the most effective strategies to gain deeper and long-lasting customer engagement? CRM capabilities � Capabilities needed to generate/integrate/reconfigure SM resources to achieve advantages � Determinants of SM capabilities (e.g., data analysis, data synthesis, data interpretation) � How can SM interactions be transformed into valuable marketing resources? � How can SM data/tools be leveraged to generate customer insights and help in new product development? � How do social CRM strategies differ in inexperienced and experienced firms using SM? � How do different strategic decision-making styles influence social CRM strategy outcomes? � What resources/capabilities are needed to implement an effective social CRM strategy? Miscellaneous Relationship marketing � How does trust and commitment in a SM context facilitate marketing strategies? aspects � What kind of relational resources can be strategically used in SM? � How is value co-created between sellers and buyers in a SM context? � How does the intensity of SM interaction improve the quality of customer relationships? Service marketing aspects � How is service both positioned and delivered in SM? � How is customer service experience on SM different from the traditional service provider? � How do service providers cope with multi-channel environments in SM? International marketing � The role of country institutional and regulatory effects on SMMS aspects � Variations in SMMS in SM platforms used solely in certain regions � Factors influencing foreign customer preferences for global versus local SM channels � Differences in international branding through SM channels versus traditional channels � Drivers and performance outcomes of SMMS adaptation in foreign markets � SM content localization versus globalization � How do cultural factors moderate SM customer behaviors across different countries? � What are the key factors influencing SM sales in different nations? importance in explaining the significance of SMMSs components of the process in developing sound SMMSs. (Hennig-Thurau et al. 2013). More importantly, our study We capture the unique characteristics of social media by sug- suggests that firms should take the initiative to motivate and gesting that these networks and interactions are tightly inter- engage customers, which will lead to wider and more exten- related with the outcome of SMMS, which is customer en- sive interactions. In particular, we show that a firm can lever- gagement. Our proposed SMMS developmental process may age its social media usage through the use of different engage- therefore provide critical input for new studies focusing on ment initiatives to enforce customer interactivity and intercon- customer engagement research. nectedness. Such enquiries can provide useful theoretical in- Finally, we build on various criteria to distinguish among sights into the strategic marketing role played by social media four SMMSs, each representing a different level of strategic in today’s highly digitalized and globalized world. maturity. We show that a SMMS is not homogeneous, but We are also furthering the customer engagement literature needs to be understood in a wider, more nuanced way, as by proposing an SMMS developmental process. As firm– having different strategies relying on different goals and de- customer relationships evolve in a social media era, it is crit- riving insights from firms and their customers, ultimately ical to identify those factors that have an impact on customer leading to different customer engagement levels. In this re- engagement. Although prior studies (e.g., Harmeling et al. gard, the identification of the key SMMSs stemming from 2017; Pansari and Kumar 2017) have demonstrated the en- our analysis can serve as the basis for developing specific gagement value contributed by customers and the need for marketing strategy constructs and scales within a social media engagement initiatives taken by firms, we are extending this context. We also indicate that different SMMSs can be imple- idea to provide a more holistic view by highlighting the role of mented and yield superior competitive advantage only when insights from both firms and customers to better understand the firm is in a position to devote to it the right amount and the dynamics of SMMS formulation. We also suggest certain type of resources and capabilities (e.g., Gao et al. 2018; theories to specifically explain the role played by each of the Kumar and Pansari 2016). 66 J. of the Acad. Mark. Sci. (2021) 49:51–70 Managerial implications Conclusions Our study also has serious implications for managers. First, The exploding use of social media in the past decade has our analysis revealed that the ever-changing digital landscape underscored the need for guidance on how to build SMMSs on a global scale calls for a reassessment of the ways to stra- that foster relationships with customers, advance customer tegically manage brands and customers in a social media con- engagement, and increase marketing performance. However, text. This requires companies to understand the different goals a comprehensive definition, conceptualization, and frame- for using social media and to develop their strategies accord- work to guide the analysis and development of SMMSs are ingly. As a starting point, firms could explore customer moti- lacking. This can be attributed to the recent introduction of vations for using social media and effectively deploy the nec- social media as a strategic marketing tool, while both aca- essary resources to accommodate these motivations. demics and practitioners still lack the necessary knowledge They should also think carefully about how to engage on how to convert social media data into actionable strategic customers when implementing their marketing strategies, marketing tools (Moe and Schweidel 2017). This insufficien- because social media become resource integrators only cy also stems from the fact that the adoption of more advanced when customers interact with and provide information SMMSs requires the possession of specific organizational ca- on them (Singaraju et al. 2016). pabilities that can be used to leverage social media, with the Managers need to set objectives at the outset to guide the support of a culture that encourages breaking free from obso- effective development, implementation, and control of lete mindsets, emphasizing employee skills with intelligence SMMSs. Our study suggests four key SMMSs achieving dif- in data and customer analytical insights, and operational ex- ferent business goals. For example, the goal of social com- cellence in organizational structure and business processes merce strategy is to attract customers with transactional inter- (Malthouse et al. 2013). ests, that of social content strategy and social monitoring strat- Our study takes the first step toward addressing this issue egy is to deliver valuable content and service to customers, and provides useful guidelines for leveraging social media use and that of social CRM strategy is to build mutually beneficial in strategic marketing. In particular, we provide a systematic customer relationships by integrating social media data with consolidation and extension of the extant pertinent SMMS current organizational processes. Unfortunately, many com- literature to offer a robust definition, conceptualization, tax- panies, especially smaller ones, tend to create their social me- onomy, and validation of SMMSs. Specifically, we have am- dia presence for a single purpose only: to disseminate massive ply demonstrated that the mere use of social media alone does commercial information on their social media web pages in not generate customer value, which instead is attained through the hope of attracting customers, even though these customers the generation of connections and interactions between the may find commercially intensive content annoying. firm and its customers, as well as among customers them- This study also suggests that social media investments selves. These generated social networks and influences can should focus on the integration of social media platforms with subsequently be used strategically for resource transformation internal company systems to build special social media capa- and exchanges between the interacting parties. Our conceptu- bilities (i.e., creating, combining, and reacting to information alization of the SMMS developmental process also suggests obtained from customer interactions on social media). Such that firms first need to recognize customers’ motivations to capabilities are vital in developing a sustainable competitive engage in brand-related social media activities and encourage advantage, superior market and financial performance. their voluntary contributions. However, to achieve this, firms must have the right organiza- Although the four SMMSs identified in our study (i.e., tional structural and cultural transformation, as well as sub- social commerce strategy, social content strategy, social stantial management commitment and continuous investment. monitoring strategy, and social CRM strategy) denote Lastly, social media have become powerful tools for CRM, progressing levels of strategic maturity, their adoption helping to transform it from traditional one-way interaction to does not follow a sequential pattern. As our validation collaborative interaction. This implies that customer engage- procedures revealed, this will be determined by the firm’s ment means not only encouraging customer engagement on strategic objectives, resources, and capabilities. Moreover, social media, but also proactively learning from and the success of the various SMMSs will depend on the collaborating with customers. As Pansari and Kumar et al. firm’s ability to identify and leverage customer-owned (2017) indicate, customer engagement can contribute both resources, as in the case of transforming customers from directly (e.g., purchase) and indirectly (e.g., customer knowl- passive receivers of the firm’s social media offerings to edge value) to the firm. Therefore, interacting with customers active value contributors. It will also depend on the firm’s via social media provides tremendous opportunities for firms willingness to allocate resources in order to foster collab- to learn more about their customers and opens up new possi- orative conversations, develop appropriate responses, and bilities for product/service co-creation. enhance customer relationships. These will all ultimately J. of the Acad. Mark. Sci. (2021) 49:51–70 67 comments, insightful suggestions, and supportive guidance provided dur- help to build a sustainable competitive advantage and en- ing the review process. hance business performance. Funding Information Open access funding provided by University of Acknowledgements The authors would like to thank the Editor, the Area Vaasa (UVA). Editor, and the three anonymous Reviewers for their constructive Appendix Table 6 Company examples using specific social media marketing strategies Type of SMMSs Company cases Social commerce □ L’Oréal, the French cosmetics company, has been fore-fronting to incorporate social media technologies into their business. strategy L’Oréal launched the social commerce platforms on Facebook, which allows its potential customers to make a purchase via social media. Meanwhile, it provides direct on-demand interactions through chats with customers, which boost the average inquiry-to-sale conversion rate to 22% in 5 months. Source: Acommerce (2019) □ ASOS, the UK-based fashion retailer without any physical storefronts. As reported, ASOS made a 28% increase in annual profits from 2017 to 2018 of online sales due to the proper leverage of social media as the promotional tool. Moreover, the company has humanized social media interactions with their fans by providing personal touches and down-to-earth con- versations in their Facebook and Twitter feeds. Consequently, the appropriate social commerce strategy has made ASOS fast-moving and differentiated in the fashion business. Source: Robert (2018) Social content □ Nike, the globally well-known sportswear giant, has been successful in the social content strategy. Through a mix of effective strategy content from celebrity-endorsed narrative to emotional storytelling, Nike has moved beyond the domain of selling products to branding themselves as a lifestyle. Now, with 77 million followers, Nike is the second most followed brand on Instagram, while its Facebook account is among the top ten most followed. Source: Ravi (2018) □ In the case of Dove’s “Real Beauty Sketches” campaign in 2013, the short film has become the most-watched online branded video with over 163 million views globally. The pace of content sharing in that campaign was unprecedented due to the compelling and emotional message, which has resonated with a massive audience. The success of the campaign led to a surge of customer engagement and over a million of ‘likes’ on the Dove Facebook page. Source: Stampler (2013) Social monitoring □ In 2014, Hertz Rent-a-Car announced their social media strategy shift from marketing-oriented view to a customer-oriented strategy view. Thus, Hertz built a 24/7 global social customer care system aiming to improve efficiency and quicker response through social media monitoring. As reported, customer loyalty has been notably increased due to the immediate responding via social media. Source: Waldo (2014) □ An example of leveraging social monitoring can be well illustrated by Barclays bank’s new launch of mobile payment app called PingIt. Instead of a traditional product launch approach, Barclay used real-time social media data analysis to listen to customer feedbacks and complaints concerning the app. Within a short period, Barclays made significant changes to the app and successfully turned the customers’ negative mentions into valuable market knowledge. Source: Griffith (2016) Social CRM strategy □ In coping with increasingly fierce competition and declined customer value in the Chinese market, the US cosmetics brand Max Factor launched a new social CRM system in 2016. The system enabled a new loyalty program as a result of the connection of customers’ social behavior data and detailed offline data. In addition, it also empowered real-time, automated, and customized communication system. The company gained more in-depth customer insights and increased average customer purchase value in just four months. Source: Wang (2017) □ Fiat Brazil’s car crowdsourcing project is an excellent example to enlighten the importance of customer engagement through co-creation in social CRM strategy. Fiat has recognized customers as a new source of innovation and invited them to share their novel ideas in creating a concept car. In twelve months, Fiat’s online platform received suggestions from over 17,000 people across 160 different countries, which results in the world’s first crowdsourced car. Source: Saldanha et al. (2014) 68 J. of the Acad. Mark. Sci. (2021) 49:51–70 Open Access This article is licensed under a Creative Commons Confos, N., & Davis, T. (2016). 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Social media marketing strategy: definition, conceptualization, taxonomy, validation, and future agenda

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10.1007/s11747-020-00733-3
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Abstract

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). To fill this research gap, we first define SMMS, using social media and marketing strategy dimensions. This is followed by a conceptualization of the developmental process of SMMSs, which comprises four major components, namely drivers, inputs, throughputs, and outputs. 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. 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. Finally, we suggest fruitful directions for future research based on input received from scholars specializing in the field. . . . Keywords Social media Social media marketing strategy Customer engagement Marketing strategy Introduction firms are taking advantage of social media platforms to ex- pand geographic reach to buyers (Gao et al. 2018), bolster The past decade has witnessed the development of complex, brand evaluations (Naylor et al. 2012), and build closer con- multifarious, and intensified interactions between firms and nections with customers (Rapp et al. 2013). On the other hand, their customers through social media usage. On the one hand, customers are increasingly empowered by social media and taking control of the marketing communication process, and they are becoming creators, collaborators, and commentators Electronic supplementary material The online version of this article of messages (Hamilton et al. 2016). As the role of social media (https://doi.org/10.1007/s11747-020-00733-3) contains supplementary material, which is available to authorized users. has gradually evolved from a single marketing tool to that of a marketing intelligence source (in which firms can observe, Rajkumar Venkatesan served as Area Editor for this article. analyze, and predict customer behaviors), it has become in- creasingly imperative for marketers to strategically use and * Fangfang Li fang.fang.li@uwasa.fi leverage social media to achieve competitive advantage and superior performance (Lamberton and Stephen 2016). Jorma Larimo Despite widespread understanding among marketers of the jorma.larimo@uwasa.fi need to engage customers on social media platforms, relative- Leonidas C. Leonidou ly few firms have properly strategized their social media ap- leonidas@ucy.ac.cy pearance and involvement (Choi and Thoeni 2016; Griffiths and Mclean 2015). Rather, for most companies, the ongoing School of Marketing and Communication, University of Vaasa, challenge is not to initiate social media campaigns, but to P.O. Box 700, FI-65101 Vaasa, Finland combine social media with their marketing strategy to engage Department of Business and Public Administration, School of customers in order to build valuable and long-term relation- Economics and Management, University of Cyprus, 1 University ships with them (Lamberton and Stephen 2016; Schultz and Road, P.O. Box 20537, CY-1678 Nicosia, Cyprus 52 J. of the Acad. Mark. Sci. (2021) 49:51–70 Peltier 2013). However, despite the vast opportunities social the particular role played by each of these components in media offer to companies, there is no clear definition or com- developing sound SMMSs. Third, we propose a taxonomy prehensive framework to guide the integration of social media of SMMSs based on their level of strategic maturity that can with marketing strategies, to gain a rigorous understanding of serve as the basis for developing specific marketing strategy the nature and role of social media marketing strategies concepts and measurement scales within a social media con- (SMMSs) (Effing and Spil 2016). text. We also expect this taxonomy to provide social media Although some reviews focusing on the social media phe- marketing practitioners with fruitful insights on why to select nomenon are available (e.g., Lamberton and Stephen 2016; and how to use a particular SMMS in order to achieve superior Salo 2017), to date, an integrative evaluation effort focusing marketing results. on the strategic marketing perspective of social media is miss- ing. This is partly because the social media literature largely derives elements from widely disparate fields, such as market- Defining SMMS ing, management, consumer psychology, and computer sci- ence (Aral et al. 2013). Moreover, research on SMMSs mainly Although researchers have often used the term “social media covers very specific, isolated, and scattered aspects, which marketing strategy” in their studies (e.g., Choi and Thoeni creates confusion and limits understanding of the subject 2016; Kumar et al. 2013; Zhang et al. 2017), they have yet (Lamberton and Stephen 2016). Furthermore, research deals to propose a clear definition. Despite the introduction of sev- only tangentially with a conceptualization, operationalization, eral close terms in the past, including “social media strategy” and categorization of SMMSs, which limits theory advance- (Aral et al. 2013; Effing and Spil 2016), “online marketing ment and practice development (Tafesse and Wien 2018). strategy” (Micu et al. 2017), and “strategic social media mar- To address these problems, and also to respond to repeated keting” (Felix et al. 2017), these either fail to take into con- pleas from scholars in the field (e.g., Aral et al. 2013;Guesalaga sideration the different functions/features of social media or 2016; Moorman and Day 2016; Schultz and Peltier 2013 to neglect key marketing strategy issues. What is therefore re- identify appropriate strategies to leverage social media in to- quired is an all-encompassing definition of SMMS that will day’s changing marketing landscape, we aim to systematically capture two fundamental elements—namely, social media and consolidate and extend the knowledge accumulated from pre- marketing strategy. Table 1 draws a comparison between so- vious research on SMMSs. Specifically, our objectives are five- cial media and marketing strategy on five dimensions (i.e., fold: (1) to clearly define SMMS by blending issues derived core, orientation, resource, purpose, and premise) and presents from the social media and marketing strategy literature streams; the resulting profile of SMMS. (2) to conceptualize the process of developing SMMSs and provide a theoretical understanding of its constituent parts; (3) Social media to provide a taxonomy of SMMSs according to their level of strategic maturity; (4) to validate the practical value of this In a marketing context, social media are considered platforms taxonomy using information derived from previous empirical on which people build networks and share information and/or studies, as well as from primary data collection among social sentiments (Kaplan and Haenlein 2010). With their distinctive media marketing managers; and (5) to develop an agenda for nature of being “dynamic, interconnected, egalitarian, and in- promising areas of future research on the subject. teractive organisms” (Peters et al. 2013, p. 281), social media Our study makes three major contributions to the social have generated three fundamental shifts in the marketplace. media marketing literature. First, it offers a definition and a First, social media enable firms and customers to connect in conceptualization of SMMS that help alleviate definitional ways that were not possible in the past. Such connectedness is deficiency and increase conceptual clarity on the subject. By empowered by various platforms, such as social networking focusing on the role of social connectedness and interactions sites (e.g., Facebook), microblogging sites (e.g., Twitter), and in resource integration, we stress the importance of content communities (e.g., YouTube), that allow social net- transforming social media interactions and networks into mar- works to build from shared interests and values (Kaplan and keting resources to help achieve specific strategic goals for the Haenlein 2010). In this regard, “social connectedness” has firm. In this regard, we provide theoretical justification of also been termed as “social ties” (e.g., Muller and Peres social media from a strategic marketing perspective. Second, 2019; Quinton and Wilson 2016), and the strength and span using customer engagement as an overarching theory, we de- of these ties determine whether they are strong or weak velop a model conceptualizing the SMMS developmental pro- (Granovetter 1973). Prior studies have shown that tie strength cess. Through an analysis of each component of this process, is an important determinant of customer referral behaviors we emphasize the role of insights from both firms and cus- (e.g., Verlegh et al. 2013). tomers to better understand the dynamics of SMMS formula- Second, social media have transformed the way firms and tion. We also suggest certain theories to specifically explain customers interact and influence each other. Social interaction J. of the Acad. Mark. Sci. (2021) 49:51–70 53 Table 1 Comparison of social media, marketing strategy, and social media marketing strategy Dimension Social media Marketing strategy Social media marketing strategy Core Interaction and connectedness Long-term customer relationship building Customer engagement Orientation Passive actor versus active actor Transactional-oriented versus Transactional-oriented versus relational-oriented engagement-oriented Resource Resource integrator Basic resources and high-order resources In exchange with customer-owned resources Purpose To interact and connect To achieve competitive advantage To generate, integrate, and reconfigure social media resources to achieve specific marketing objectives Premise To recognize different customer To enhance long-lasting customer To capitalize on social media interactions motivations of social media relationships by delivering and customer engagement so as to brand-related activities superior value generate marketing resources involves “actions,” whether through communications or pas- the resource-based view of the firm (Barney 1991), organiza- sive observations, that influence others’ choices and consump- tional resources (e.g., financial, human, physical, information- tion behaviors (Chen et al. 2011). Nair et al. (2010) labeled al, relational) help firms enhance their marketing strategies, such social interactions as “word-of-mouth (WOM) effect” or achieve sustainable competitive advantage, and gain better “contagion effects.” Muller and Peres (2019) argue that social performance. These resources can be either tangible or intan- interactions rely strongly on the social network structure and gible and can be transformed into higher-order resources (i.e., provide firms with measurable value (also referred to as “so- competencies and capabilities), enabling the delivery of supe- cial equity”). In social media studies, researchers have long rior value to targeted buyers (Hunt and Morgan 1995; Teece recognized the importance of social influence in affecting con- and Pisano 1994). sumer decisions, and recent studies have shown that people’s Different marketing strategies can be arranged on a connection patterns and the strength of social ties can signify continuum, on which transaction marketing strategy and the intensity of social interactions (e.g., Aral and Walker relationship marketing strategy represent its two ends, 2014;Katonaet al. 2011). while in between are various mixed marketing strategies Third, the proliferation of social media data has made it (Grönroos 1991). Webster (1992) notes that long-standing increasingly possible for companies to better manage custom- customer relationships should be at the core of marketing er relationships and enhance decision making in business strategy, because customer interaction and engagement (Libai et al. 2010). Social media data, together with other can be developed into valuable relational resources digital data, are widely characterized by the 3Vs (i.e., volume, (Huntetal. 2006). Morgan and Hunt (1999) also claim variety, and velocity), which refer to the vast quantity of data, that firms capitalizing on long-term and trustworthy cus- various sources of data, and expansive real-time data (Alharthi tomer relationships can help design value-enhancing mar- et al. 2017). A huge amount of social media data derived from keting strategies that will subsequently generate competi- different venues (e.g., social networks, blogs, forums) and in tive advantages and lead to superior performance. various formats (e.g., text, video, image) can now be easily extracted and usefully exploited with the aid of modern infor- SMMS mation technologies (Moe and Schweidel 2017). Thus, social media data can serve as an important source of customer anal- From a strategic marketing perspective, social media in- ysis, market research, and crowdsourcing of new ideas, while teraction entails a process that allows not only firms, but capturing and creating value through social media data repre- also customers to exchange resources. For example, sents the development of a new strategic resource that can Hollebeek et al. (2019) assert that customers can devote improve marketing outcomes (Gnizy 2019). operant (e.g., knowledge) and operand (e.g., equipment) resources while interacting with firms. Importantly, Marketing strategy Gummesson and Mele (2010) argue that interactions oc- cur not simply in dyads, but also between multiple actors According to Varadarajan (2010), a marketing strategy con- within a network, underscoring the critical role of network sists of an integrated set of decisions that helps the firm make interaction in resource integration. Notably, customer-to- critical choices regarding marketing activities in selected mar- customer interactions are also essential, especially for the kets and segments, with the aim to create, communicate, and higher level of engagement behaviors (Fehrer et al. 2018). deliver value to customers in exchange for accomplishing its Thus, social media interconnectedness and interactions specific financial, market, and other objectives. According to (i.e., between firm–customer and between customer– 54 J. of the Acad. Mark. Sci. (2021) 49:51–70 customer) can be considered strategic resources, which empower customers to maximize their engagement value can be further converted into marketing capabilities and yield superior marketing results (Harmeling et al. 2017). (Morgan and Hunt 1999). A case in point is social cus- Kumar et al. (2010) distinguish between four different dimen- tomer relationship management (CRM) capabilities, in sions of customer engagement value, namely customer life- which the firm cultivates the competency to use informa- time value, customer referral value, customer influence value, tion generated from social media interactions to identify and customer knowledge value. This metric has provided a and develop loyal customers (Trainor et al. 2014). With new approach for customer valuation, which can help mar- the expanding role of social media from a single commu- keters to make more effective and efficient strategic decisions nication tool to one of gaining customer and market that enable long-term value contributions to customers. In a knowledge, marketers can strategically develop distinct social media context, this customer engagement value enables resources from social media based on extant organization- firms to capitalize on crucial customer resources (i.e., network al resources and capabilities. assets, persuasion capital, knowledge stores, and creativity), Drawing on the previous argumentation, we define of which the leverage can provide firms with a sustainable SMMS as an organization’s integrated pattern of activi- competitive advantage (Harmeling et al. 2017). ties that, based on a careful assessment of customers’ Customer engagement theory highlights the importance of motivations for brand-related social media use and the understanding customer motivations as a prerequisite for the undertaking of deliberate engagement initiatives, trans- firm to develop effective SMMSs, because heterogeneous form social media connectedness (networks) and interac- customer motivations resulting from different attitudes and tions (influences) into valuable strategic means to achieve attachments can influence their social media behaviors and desirable marketing outcomes. This definition is parsimo- inevitably SMMS outcomes (Venkatesan 2017). It also stress- nious because it captures the uniqueness of the social es the role of inputs from both firm (i.e., social media engage- media phenomenon, takes into consideration the funda- ment initiatives) and customers (i.e., social media behaviors), mental premises of marketing strategy, and clearly defines as well as the importance of different degrees of interactivity the scope of activities pertaining to SMMS. and interconnectedness in yielding sound marketing outcomes Although the underlying roots of traditional marketing (Harmeling et al. 2017). Pansari and Kumar et al. (2017)argue strategy and SMMS are similar, the two strategies have three that firms can benefit from such customer engagement in both distinctive differences: (1) as opposed to the traditional ap- tangible (e.g., higher revenues, market share, profits) and in- proach, which pays peripheral attention to the heterogeneity tangible (e.g., feedbacks or new ideas that help to product/ of motivations driving customer engagement, SMMS empha- service development) ways. sizes that social media users must be motivated on intellectual, Based on consumer engagement theory, we therefore con- social, cultural, or other grounds to engage with firms (and ceive the process of developing an SMMS as consisting of perhaps more importantly with other customers) (Peters et al. four interlocking parts: (1) drivers, that is, the firm’ssocial 2013;Venkatesan 2017); (2) the consequences of SMMS are media marketing objectives and the customers’ social media jointly decided by the firm and its customers (rather than by use motivations; (2) inputs, that is, the firm’s social media individual actors’ behaviors), and it is only when the firm and engagement initiatives and the customers’ social media be- its customers interact and build relationships that social media haviors; (3) throughputs, that is, the way the firm connects technological platforms become real resource integrators and interacts with customers to exchange resources and satisfy (Singaraju et al. 2016; Stewart and Pavlou 2002); and (3) needs; and (4) outputs, that is, the resulting customer engage- while customer value in traditional marketing strategies is ment outcome. Figure 1 shows this developmental process of narrowly defined to solely capture purchase behavior through SMMS, while Table 2 indicates the specific theoretical under- customer lifetime value, in the case of SMMS, this value is pinnings of each part comprising this process. expressed through customer engagement, comprising both di- rect (e.g., customer purchases) and indirect (e.g., product re- Drivers ferrals to other customers) contributions to the value of the firm (Kumar and Pansari 2016;Venkatesan 2017). Firms’ social media marketing objectives Though operating in a similar context, SMMSs may differ depending on the firm’s strategic objectives (Varadarajan 2010). According to re- Conceptualizing the process of developing source dependence theory (Pfeffer and Salancik 1978), the SMMSs firm’s social media marketing objectives can be justified by the need to acquire external resources (which do not exist The conceptualization of the process of developing SMMSs is internally) that will help it accommodate the challenges of anchored on customer engagement theory, which posits that environmental contingencies. In a social media context, cus- firms need to take deliberate initiatives to motivate and tomers can serve as providers of resources, which can take J. of the Acad. Mark. Sci. (2021) 49:51–70 55 Fig. 1 A conceptualization of the process of developing social media marketing strategies several forms (Harmeling et al. 2017). Felix et al. (2017)dis- consumer–brand social media interactions as motivated pri- tinguish between proactive and reactive social media market- marily by entertainment, information, remuneration, personal ing objectives, which can differ by the type of market targeted identity, social interaction, and empowerment. (e.g., B2B vs. B2C) and firm size. While for proactive objec- tives, firms use social media to increase brand awareness, Inputs generate online traffic, and stimulate sales, in the case of re- active objectives, the emphasis is on monitoring and analyzing Firms’ social media engagement initiatives Firms take initia- customer activities. tives to motivate and engage customers so that they can make voluntary contributions in return (Harmeling et al. 2017; Customers’ social media use motivations Social media use Pansari and Kumar 2017). These firm actions can also be motivations refer to various incentives that drive people’sse- theoretically explained by resource dependence theory lection and use of specific social media (Muntinga et al. 2011). (Pfeffer and Salancik 1978), which argues that firms need to The existence of these motivations is theoretically grounded take initiatives to encourage customers to interact with them, on uses and gratifications theory (Katz et al. 1973), which to generate useful autonomous contributions that will alleviate maintains that consumers are actively and selectively involved resource shortages. Harmeling et al. (2017) identify two pri- in media usage to gratify their psychological and social needs. mary forms of a firm’s marketing initiatives to engage cus- In a social media context, motivations can range from utilitar- tomers using social media: task-based and experiential. While ian and hedonic purposes (e.g., incentives, entertainment) to task-based engagement initiatives encourage customer en- relational reasons (e.g., identification, brand connection) gagement behaviors with structured tasks (e.g., writing a re- (Rohm et al. 2013). Muntinga et al. (2011) also categorize view) and usually take place in the early stages of the firm’s Table 2 Theoretical anchoring of components constituting the process of developing social media marketing strategies 56 J. of the Acad. Mark. Sci. (2021) 49:51–70 social media marketing efforts, experiential engagement ini- strength on making referrals in social media and confirm that tiatives employ experiential events (e.g., multisensory events) people tend to interpret ambiguous information received from to intrinsically motivate customer engagement and foster emo- strong ties positively, but negatively when this information tional attachment. Thus, firm engagement initiatives can be comes from weak ties. viewed as a continuum, where at one end, the firm uses mon- etary rewards to engage customers and, at the other end, the Social interaction Social interaction within a social media con- firm proactively works to deliver effective experiential incen- text is quite complex, as it represents multidirectional and tives to motivate customer engagement. interconnected information flows, rather than a pure firm monologue (Hennig-Thurau et al. 2013). This is because, on Customers’ social media behaviors The use of social media by the one hand, social media have empowered customers to be customers yields different behavioral manifestations, ranging equal actors in firm–customer interactions through sharing, from passive (e.g., observing) to active (e.g., co-creation) gaming, expressing, and networking, while, on the other hand, (Maslowska et al. 2016). These customer social media behav- customer–customer interactions have emerged as a growing iors can be either positive (e.g., sharing) or negative (e.g., market force, as customers can influence each other with re- create negative content), depending on customers’ attitudes gard to their attitudinal or behavioral changes (Peters et al. and information processes during interactions (Dolan et al. 2013). Chen et al. (2011) identify two types of social interac- 2016). Harmeling et al. (2017) characterize customers with tions—namely, opinion- or preference-based interactions positive behaviors as “pseudo marketers” because they con- (e.g., WOM) and action- or behavior-based interactions tribute to firms’ marketing functions using their own re- (e.g., observational learning)—with each requiring different sources, while those with negative behaviors may turn firm- strategic actions to be taken. Chahine and Malhotra (2018) created “hashtags” into “bashtags.” Drawingonusesand also show that two-way (multiway) interaction strategies that gratifications theory, Muntinga et al. (2011) also categorize allow reciprocity result in higher market reactions and more customers’ brand-related behaviors in social media into three positive relationships. groups: consuming (e.g., reading a brand’s posts), contribut- ing (e.g., rating products), and creating (e.g., publishing Outputs brand-related content). Customer engagement The outputs are expressed in terms of Throughputs customer engagement, which reflects the outcome of firm– customer (as well as customer–customer) connectedness and Within the context of social media, both social connectedness interaction in social media (Harmeling et al. 2017). It is es- and social interaction can be explained by social exchange sentially a reflection of “the intensity of an individual’spar- theory, which proposes that social interactions are exchanges ticipation in and connection with an organization’sofferings through which two parties acquire benefits (Blau 1964). and/or organizational activities, which either the customer or Based on this theory, such a social exchange involves a se- the firm initiates” (Vivek et al. 2012, p. 127). The more cus- quence of interactions between firms and customers that are tomers connect and interact with the firm’s activities, the usually interdependent and contingent on others’ actions, with higher is the level of customer engagement created (Kumar the goal to generate sound relationships (Cropanzano and and Pansari 2016; Malthouse et al. 2013) and the higher the Mitchell 2005). Thus, successful exchanges can advance in- customer’s value addition to the firm (Pansari and Kumar terpersonal connections (referred to as social exchange rela- 2017). Although the theoretical explanation of the notion of tionships) with beneficial effects for the interacting parties customer engagement has attracted a great deal of debate (Cropanzano and Mitchell 2005). among scholars in the field, research (e.g., Brodie et al. 2011; Hollebeek et al. 2019; Kumar et al. 2019) has also Social connectedness Social connectedness indicates the num- begun adopting the service-dominant (S-D) logic (Vargo and ber of ties an individual has on social networks (Goldenberg Lusch 2004) because of its emphasis on customers’ interactive et al. 2009), while Kumar et al. (2010) define connectedness and value co-creation experiences in market relationships. with additional dimensions, including the number of connec- Following the service-dominant (S-D) logic, Hollebeek et al. tions, the strength of the connections, and the location in the network. Social media research suggests that connectedness Although in our conceptualization of the process of developing SMMSs we has a significant impact on social influence. For example, treat customer engagement as the output of this process, we fully acknowledge Hinz et al. (2011) show that the use of “hubs” (highly con- that firms’ ultimate objective to engage in social media marketing activities is to improve their market (e.g., customer equity) and financial (e.g., revenues) nected people) in viral marketing campaigns can be eight performance. In fact, extant social media marketing research (e.g., Kumar et al. times more successful than strategies using less connected 2010; Kumar and Pansari 2016; Harmeling et al. 2017) repeatedly stresses the people. Verlegh et al. (2013) also examine the impact of tie conducive role of customer engagement in ensuring high performance results. J. of the Acad. Mark. Sci. (2021) 49:51–70 57 (2019) stress the role of customer resource integration, cus- customers), to listen and learn (i.e., business-from-customers), tomer knowledge sharing, and learning as foundational in the and to empower and engage (i.e., business-for-customers). customer engagement process, which can subsequently lead The direction of the social media interactions can take three to customer individual/interpersonal operant resource devel- different forms. These include (1) one-way interaction,thatis, opment and co-creation. traditional one-way communication in which the firm dissemi- Despite its pivotal role in social media marketing, extant nates content (e.g., advertising) on social media and customers literature has not yet attained agreement on the specific mea- passively observe and react (Hoffman and Thomas 1996); (2) surement of customer engagement. For example, Muntinga two-way interaction, that is, reciprocal and interactive commu- et al. (2011) conceptualize customer engagement in social nication with exchanges on social media, which can be further media as comprising three stages: consuming (e.g., following, distinguished into firm-initiated interaction (in which the firm viewing content), contributing (e.g., rating, commenting), and takes the initiative to begin the conversation) and customer par- creating (e.g., user-generated content). Maslowska et al. ticipation (by liking, sharing, or commenting on the content) and (2016) propose three levels of customer engagement behav- customer-initiated interaction (in which the customer is the ini- iors: observing (e.g., reading content), participating (e.g., tiator of conversations by inquiring, giving feedback, or even commenting on a post), and co-creating (e.g., partaking in posting negative comments about the firm, while the firm listens product development). Moreover, Kumar et al. (2010)distin- and responds to customer voice) (Van Noort and Willemsen guish between transactional (i.e., buying the product) and non- 2012); and (3) collaborative interaction, that is, the highest level transactional (i.e., sharing, commenting, referring, influenc- of interaction that builds on frequent and reciprocal activities in ing) behaviors of customer engagement derived from social which both the firm and the customer have the power to influ- media connectedness and interactions. ence each other (Joshi 2009). With regard to the level of customer engagement, as noted previously, this heavily depends on the strength of connections Taxonomy of SMMSs and the intensity of interactions between the firm and the cus- tomers in social media, comprising both transactional and non- The distinctive differences among firms engaged in social transactional elements (Kumar et al. 2010). Because customer media marketing with regard to their strategic objectives, or- engagement is the result of a dynamic and iterative process, ganizational resources and capabilities, and focal industries which makes specifying the exact stage from participating to and market structures, imply that there must also be differ- producing rather difficult (Brodie et al. 2011), we adopt the ences in the SMMSs pursued. In this section, we first explain approach proposed by various scholars in the field (e.g., Dolan the criteria classifying SMMSs into different groups and then et al. 2016; Malthouse et al. 2013) to view this as a continuum, provide an analysis of their content. ranging from very low levels of engagement (e.g., “liking” a page) to very high levels of engagement (e.g., co-creation). Classification criteria of SMMSs TypesofSMMSs Drawing from the extant literature, we propose three impor- tant criteria that can be used to distinguish SMMSs: the nature With these three classificatory criteria, we can identify four of the firm’s strategic social media objectives with regard to distinct SMMSs, representing increasing levels of strategic using social media, the direction of interactions taking place maturity: social commerce strategy, social content strategy, between the firm and the customers, and the level of customer social monitoring strategy, and social CRM strategy. Fig. 2 engagement achieved. illustrates this taxonomy for SMMSs, Table 3 shows the dif- Strategic social media objectives refer to the specific orga- ferences between these four strategies, while Appendix nizational goals to be achieved by implementing SMMSs Table 6 provides real company examples using these strate- (Choi and Thoeni 2016; Felix et al. 2017). These can range gies. In the following, we analyze each of these SMMSs by from transactional to relational-oriented, depending on the explaining their nature and characteristics, the particular role strategist’s mental models of business–customer interactions (Rydén et al. 2015). Different mental models have a distinc- SMMSs are difficult to operationalize by focusing solely on the elements of tive impact on managers’ social media sense-making, which is the marketing mix (i.e., product, price, distribution, and promotion), mainly responsible for framing the specific role defined by social because many other important parameters are involved in their conceptualiza- media in their marketing activities (Rydén et al. 2015). tion, such as relationship management, market development, and business Rydén et al. (2015) identify four types of social media mar- innovation issues. However, each SMMS seems to have a different marketing mix focus, with social commerce strategy emphasizing advertising and sales, keting objectives with four different mental models that can social content strategy emphasizing branding and communication, social mon- guide SMMSs —namely, to promote and sell (i.e., business- itoring strategy emphasizing service and product development, and social to-customers), to connect and collaborate (i.e., business-with- CRM strategy emphasizing customer management and innovation. 58 J. of the Acad. Mark. Sci. (2021) 49:51–70 Fig. 2 Taxonomy of social media marketing strategies played by social media, and the specific organizational capa- through purchases, but without a higher level of engagement. bilities required for their adoption. Therefore, we conclude that, within the context of this strategy, customers exchange their monetary resources (e.g., purchases) Social commerce strategy Social commerce strategy refers to with the firm’s promotional offerings. the “exchange-related activities that occur in, or are influenced To better develop this strategy, Guesalaga (2016) highlights by, an individual’s social network in computer-mediated so- the need to understand the drivers of using social media in the cial environments, whereby the activities correspond to the selling process. He further stresses that personal commitment need recognition, pre-purchase, purchase, and post-purchase plays a crucial role in using social media as selling tools. stages of a focal exchange” (Yadav et al. 2013, p. 312). Rydén Similarly, Järvinen and Taiminen (2016) urged for an integration et al. (2015, p. 6) claim that this way of using social media is of marketing with the sales department in order to gain better not to create conversation and/or engagement; rather, the rea- insights from social media marketing efforts. The importance of sons for “the initial contact and the end purpose are to sell.” synergistic effects between social media and traditional media Similarly, Malthouse et al. (2013) argue that social media (e.g., press mentions, television, in-store promotions) has also promotional activities do not actively engage customers be- been stressed in supporting social commerce activities (e.g., cause they do not make full use of the interactive role of social Jayson et al. 2018; Kumar et al. 2016; Stephen and Galak media. Thus, social commerce strategy can be considered as 2012). Thus, selling capabilities are crucial in this strategy, re- the least mature SMMS because it has a mainly transactional quiring the possession of adequate selling skills and the use of nature and is preoccupied with short-term goal-oriented activ- multiple selling channels to synergize social media effects. ities (Grönroos 1994). It is essentially a one-way communica- tion strategy intended to attract customers in the short run. Social content strategy Social content strategy refers to “the In this strategy, social media are claimed to be the new selling creation and distribution of educational and/or compelling con- tool that has changed the way buyers and sellers interact tent in multiple formats to attract and/or retain customers” (Marshalletal. 2012). They offer a new opportunity for sellers (Pulizzi and Barrett 2009, p. 8). Thus, this type of SMMS aims to obtain customer information and make the initial interaction to create and deliver timely and valuable content based on cus- with the customer more efficient (Rodriguez et al. 2012). tomer needs, rather than promoting products (Järvinen and Meanwhile, firms are also increasingly using social media as Taiminen 2016). By attracting audiences with valuable content, promising outlets for promotional/advertising purposes given the increase in customer engagement may ultimately boost their global reach (e.g., Dao et al. 2014; Zhang and Mao product/service sales (Malthouse et al. 2013). Holliman and 2016), especially to the millennial generation (Confos and Rowley (2014, p. 269) also claim that content marketing is a Davis 2016). However, as firms’ social media activities in this customer-centric strategy and describe the value of content as strategy are more transactional-oriented, customers tend to be “being useful, relevant, compelling, and timely.” Therefore, this passive and reactive. Customers contribute transactional value strategy provides a two-way communication in which firms take J. of the Acad. Mark. Sci. (2021) 49:51–70 59 the initiative to deliver useful content and customers react pos- itively to this content. The basic premises of this strategy are to create brand awareness and popularity through content virality, stimulate customer interactions, and spread positive WOM (De Vries et al. 2012; Swani et al. 2017). Social media in this strategy have been widely used as com- munication tools for branding and WOM purposes (Holliman and Rowley 2014; Libai et al. 2013). On the one hand, firms generate content by their own efforts on social media (termed as ‘firm-generated’ or ‘marker-generated’ content) to actively en- gage consumers. On the other hand, firms encourage customers to generate the content (termed as ‘user-generated’ content) through the power of customer-to-customer interactions, as in the case of exchanging comments and sharing the brand-related content. In this way, firms provide valuable content in exchange for customer-owned resources, such as network assets and per- suasion capital, to generate positive WOM and achieve a sus- tainable trusted brand status. To pursue a social content strategy, firms build on capabil- ities focusing on how content is designed and presented (expressed in the form of a social message strategy) and how content is disseminated (expressed in the form of a seeding strategy). Thus, understanding customer engagement motiva- tions and social media interactive characteristics is central to designing valuable content and facilitating customer interac- tions that would help to stimulate content sharing among cus- tomers (Malthouse et al. 2013). Designing compelling and valuable content in order to transform passive social media observers into active participants and collaborators is also key capability required by firms adopting this strategy (Holliman and Rowley 2014). Empowering customers and letting them speak for the brand is another way to engage customers with brands. Therefore, in this strategy, marketing communication capabilities are important for effective mar- keting content development and dissemination. Social monitoring strategy Social monitoring strategy refers to “a listening and response process through which marketers themselves become engaged” (Barger et al. 2016,p. 278). In contrast with social content strategy, which is more of a “push” communication approach with content delivered, so- cial monitoring strategy requires the firm’s active involvement in the whole communication process (from content delivery to customer response) (Barger et al. 2016). More specifically, social monitoring strategy is not only to observe and analyze the behaviors of customers in social media (Lamberton and Stephen 2016), but also to actively search for and respond to customer online needs and complaints (Van Noort and Willemsen 2012). A social monitoring strategy is thus char- acterized by a two-way communication process, in which the initiation comes from customers who comment and behave on social media, while the company takes advantage of customer behavior data to listen, learn, and react to its customers. Thus, Table 3 Firm versus customer motivations, activities, capabilities/resources, and outcomes in different social media marketing strategies Type of SMMSs Primary motivations Key activities Capabilities/resources Major outcomes Firm Customer Firm Customer Firm Customer Firm Customer Social commerce To promote Utilitarian reasons Sales; Promotion Observing; Lurking Selling capability Monetary resources Product selling; Promotional strategy and sell (e.g., incentives, Promotion offerings promotions) Social content To connect Informational, Viral marketing; Likes; Shares; Marketing Network assets; WOM Entertainment strategy and collaborate entertainment reasons Influential Comments communication Persuasion capital marketing capability Social monitoring To listen and learn Information, Social listening; Complaints; Feedbacks; Market sensing Knowledge stores Market knowledge Satisfaction with strategy service response Responding Suggestions and responding firm service/ capability product Social CRM To empower Identification, Engage and Speak for firms; Social CRM capability Network assets; Customer engagement; Experience Strategy and engage relationship bonds empower Co-creation Persuasion capital; Co-creation personalized customers Knowledge stores; offerings Creativity 60 J. of the Acad. Mark. Sci. (2021) 49:51–70 the key objective of this strategy is to enhance customer sat- customers who are empowered by social media and can make isfaction and cultivate stronger relationships with customers a contribution to multiple forms of value (Kumar et al. 2010). In through ongoing social media listening and responding. brief, a social CRM strategy is a form of collaborative interac- With today’s abundance of attitudinal and behavioral data, tion, including firm–customer, inter-organizational, and inter- firms adopting this strategy use social media platforms as customer interactions, that are intended to engage and empower “tools” or “windows” to listen to customer voices and gain customers, so as to build mutually beneficial relationships with important market insights to support their marketing decisions the firm and lead to superior performance. (Moe and Schweidel 2017). Moreover, Carlson et al. (2018) Social media have become powerful enablers of CRM argue that firms can take advantage of social media data to (Choudhury and Harrigan 2014). For example, identify innovation opportunities and facilitate the innovation Charoensukmongkol and Sasatanun (2017)argue that the process. Hence, social media monitoring enables firms to as- integration of social media and CRM provides a possibil- sess consumers’ reactions, evaluate the prosperity of social ity for firms to segment their customers based on similar media marketing initiatives, and allocate resources to different characteristics, and can customize marketing offerings to types of conversations and customer groups (Homburg et al. the specific preferences of individual customers. With so- 2015). In other words, customers in this strategy are expected cial CRM strategy, firms can enhance the likelihood of to be active in social media interactions, providing instanta- customer engagement through one-to-one social media in- neous and real-time feedback. This has in a way helped prod- teractions. Customers at this stage are collaborative and uct development and experience improvements with resource interactive in value creation, such as voluntarily providing inputs from customers’ knowledge stores. innovative ideas and collaborating with brands (Jaakkola Social monitoring strategy emphasizes the importance of and Alexander 2014). Hence, besides resource like net- carefully listening and responding to social media activities to work assets, persuasion capital, and knowledge stores, have a better understanding of customer needs, gain critical engaged customers also contribute their creativity re- market insights, and build stronger customer relationships source for value co-creation. (e.g., Timoshenko and Hauser 2019). It therefore requires Social CRM capability is “a firm-level capability and refers firms to be actively involved in the whole communication to a firm’s competency in generating, integrating, and process with customers, as customer engagement is not de- responding to information obtained from customer interactions pendent on rewards, but is developed through the ongoing that are facilitated by social media technologies” (Trainor et al. reciprocity between the firm and its customers (Barger et al. 2014, p. 271). Therefore, firms should be extremely creative to 2016). Thus, organizational capabilities, such as marketing combine social media data with its CRM system, as well as to sensing through effective information acquisition, interpreta- link the massive social media data on customer activities to tion and responding, are essential for the successful imple- other data sources (e.g., customer service records) to generate mentation of this strategy. More specifically, monitoring and better customer-learning and innovation opportunities text analysis techniques are needed to gather and capture so- (Choudhury and Harrigan 2014; Moe and Schweidel 2017). cial media data rapidly (Schweidel and Moe 2014). Noting the Social CRM strategy also emphasizes the significance of recip- damage caused by electronic negative word of mouth (e- rocal information sharing and collaborations that are supported NWOM) on social media, firms adopting this strategy also by the firm’s culture and commitment, operational resources, require special capabilities to appropriately respond to cus- and cross-functional cooperation (Malthouse et al. 2013; tomer online complaints and requests (Kim et al. 2016). Schultz and Peltier 2013). To sum up, social CRM capabilities, organizational learning capabilities connected with relationship Social CRM strategy Among the four SMMSs identified, social management and innovation are essential prerequisites to build- CRM strategy is characterized by the highest degree of strategic ing an effective social CRM strategy. maturity, because it reflects “a philosophy and a business strat- egy supported by a technology platform, business rules, pro- cesses, and social characteristics, designed to engage the cus- Validation of proposed SMMSs tomer in a collaborative conversation in order to provide mutu- ally beneficial value in a trusted and transparent business envi- Using the previously developed classification of SMMSs (i.e., ronment” (Greenberg 2009, p. 34). The concept of social CRM social commerce strategy, social content strategy, social mon- is designed to combine the benefits derived from both the social itoring strategy, and social CRM strategy) as a basis, we media dimension (e.g., customer engagement) and the CRM reviewed the pertinent literature to collate useful knowledge dimension (e.g., customer retention) (Malthouse et al. 2013). supporting the content of each of these strategies. Table 4 In contrast with the traditional CRM approach, which assumes provides a summary of the key empirical insights derived that customers are passive and only contribute to customer life from the extant studies reviewed, together with resulting man- value, social CRM strategy emphasizes the active role of agerial lessons. J. of the Acad. Mark. Sci. (2021) 49:51–70 61 Table 4 Key empirical insights and resulting managerial lessons derived from studies on social media marketing strategies SMMSs Key empirical insights Resulting managerial lessons Social commerce strategy � Social media as selling, promotion, and ► Use social media carefully and sensibly advertising platform has a positive impact for the purpose of selling and promoting on customer purchase intentions and products/services and this in turn will help financial performance. increase your customer base and generate more sales. � Interactiveness, informativeness, ► Make sure that your social media ads are entertainment, and credibility of social exciting, informative, and believable to media advertising positively affect gain customer trust and stimulate interest customer behavior and purchase intention. to buy your products/services. � Social networks and interactions have a ► Leverage social networks and interactions strong influence on social media commerce. to motivate and engage customers to make purchases through, for example, monetization of social networks. � Social media and traditional marketing ► While using social media as marketing tools, have synergistic impact on company’ssales. it is advisable to combine them with traditional marketing tools to achieve superior results. � Perceived privacy risk and the intrusiveness ► In using social media ads, be sensitive and of social media advertising negatively respectful to issues related to customer impact on customer attitudes and privacy and intrusiveness to avoid negative purchase intentions. feelings by customers. Social content strategy Content popularity and vitality are influenced by: � Social message strategy (e.g., brand names, ► To attract customer attention and spread functional and emotional appeals, vividness favorable news make your messages lively and interactivity, inspirational knowledge and attractive, focus on contemporary issues, and trending topics, content-user fit) adjust the content to target customers’ interests, and stress the strengths of your products/services. � Seeding strategy (e.g., use of highly connected ► Increase virality of your messages in social people, different characteristics of media by seeking the assistance of influential relationships, influential) individuals who have an extensive network, are opinion leaders, and have the ability to attract and easily connect with other people. � Context (e.g., B2B, B2C), product ► Be aware that the popularity impact of your characteristics (e.g., low-utilitarian and social media content becomes stronger when high-utilitarian), organizational processes you have proper design processes in place and IT tools and use the right automation tools. Your viral marketing approach should be also carefully adapted according to your specific product characteristics. Social monitoring strategy � Social monitoring strategy emphasizes the ► Listen carefully to the discussions and importance of social listening and comments made by customers in social media, responding to customer needs. identify specific needs and preferences from these, and respond accordingly and quickly with the right company offering. � Social media have become “listening tools” to ► In addition to traditional marketing research observe and analyze customers and firms methods, make sure you also invest adequate should adopt different techniques to analyze time and effort in using social media as social media data. a means to gather useful, reliable, and fresh information about customer attitudes/behaviors. � Firms’ active interactions with customers ► Actively interacting with customers using influence customer behaviors. social media should be a never-ending process, which, with proper monitoring and right incentives, can help favorably influence customer behavior. � Different types of responses (e.g., volume ► To effectively stimulate positive customer and speed), voices (e.g., human and reactions in social media, it is important to 62 J. of the Acad. Mark. Sci. (2021) 49:51–70 Table 4 (continued) SMMSs Key empirical insights Resulting managerial lessons impersonal voice), and styles (e.g., formal respond swiftly and frequently, use different and informal) affect customer reactions. voices/tones, and adapt styles to fit specifically each communication context. � Firm response strategies (e.g., public apology, ► Although negative e-WOM should be avoided problem-solving responses, and by all means, in case this appears you can use accommodative strategies) were found an array of tools, ranging from corporate useful in dealing with negative e-WOM. acknowledgment and public apology to recovery actions and compensation. Social CRM strategy � Customer engagement and social CRM ► Put continuous emphasis on engaging your capabilities affect the core of social customers in social media in a systematic and CRM strategy, which positively affects consistent way, because this is likely to yield competitive advantage and performance. favorable financial and non-financial results. � Customer resource integration, customer ► Take initiatives to enhance the engagement knowledge sharing, and learning are the of customers in social media by integrating key foundational customer engagement resources with them, exchanging knowledge, processes. and learning asmuch aspossibleabout their characteristics, attitudes, and behaviors. � Although the firm’s customer engagement ► Be wary of encouraging customers to use initiatives play an important role in social media postings (especially for luxury motivating customers’ voluntary and identity-relevant products), because this contributions, their effectiveness may may harm customers’ perceptions of vary across market contexts. premium brand image. � Social CRM capability is a firm-level ► Develop specific capabilities (e.g., those anchored capability that helps generate, integrate, on operational excellence, information technology, and respond to social media information and specific employee skills/knowledge) to and enhance customer engagement. systematically collect, analyze, and act on data derived from interactions with customers in social media. To validate the practical usefulness of our proposed classi- SMMSs is enhanced by infrastructures, systems, and technol- ficatory framework of SMMSs, we first conducted a series of ogies that help to actively search, access, and integrate data in-depth interviews with 15 social media marketing practi- from different sources, as well as facilitate the sharing and tioners, who had their own firm/brand accounts on social me- coordination of activities with customers; and (5) the adoption dia platforms, at least one year of social media marketing of a specific SMMS does not follow a sequential pattern in experience, and at least three years’ experience in their current terms of strategic maturity development, but rather, depends organization (see Web Appendix 1). Interviewees represented on the firm’s strategic objectives, its willingness to commit the companies located in China (8 companies), Finland (5 com- required resources, and the deployment of appropriate organi- panies), and Sweden (2 companies) and involved in a variety zational capabilities. of industries (e.g., digital tech, tourism, food, sport). All inter- To further confirm the existence of differences in profile views were based on a specially designed guide (which was characteristics among the four types of SMMSs, we conduct- sent to participants in advance to prepare them for the inter- ed an electronic survey among a sample of 52 U.S. social view) and were audiotaped and subsequently transcribed ver- media marketing managers who were randomly selected. batim (see Web Appendix 2). For this purpose, we designed a structured questionnaire in- The main findings of this qualitative study are the follow- corporating the key parameters related to SMMSs, namely ing: (1) social media are mainly used as a key marketing firms’ strategic objectives, firms’ engagement initiatives, cus- channel to achieve business objectives, which, however, dif- tomers’ social media behaviors, social media resources and ferentiates in terms of product-market type, organization size, capabilities required, direction of interactions, and customer and managerial mindset; (2) distinct differences exist across engagement levels (see Web Appendix 3). organizations in terms of their social media initiatives to de- Specifically, we found that: (1) each of the four SMMSs liver content, generate reactions, and develop social CRM; (3) emphasize different types of strategic objectives, ranging from there are marked variations in customer engagement levels promoting and selling, in the case of social commerce strate- across participant firms, resulting from the adoption of differ- gy, to empowering and engaging in social CRM strategy; (2) ent SMMSs; (4) the firm’s propensity to use a specific experiential engagement initiatives geared to customer J. of the Acad. Mark. Sci. (2021) 49:51–70 63 engagement were more evident at the advanced level, as op- Particular attention should be paid to how inputs from cus- posed to the lower level strategies; (3) passive customer social tomers and firms are interrelated in each of these strategies, media behaviors were more characteristic of the social com- taking into consideration the central role played by customer merce strategy, while more active customer behaviors were engagement behaviors and firm initiatives (e.g., Sheng 2019). observed in the case of social CRM strategy; (4) the more Respondents also pinpointed the need for more emphasis on advanced the maturity of the SMMS employed, the higher social CRM strategy (which is relatively under-researched), the level customer engagement, as well as the higher require- while there should also be a closer assessment of new de- ments in terms of organizational resources and specialized velopments in both marketing (e.g., concepts and tools) capabilities; and (5) one-way interaction was associated more and social media (e.g., technologies and platforms) that with social commerce strategy, two-way interaction was more can lead to the emergence of new types of SMMSs evident in the social content strategy and the social monitoring (e.g., Ahani et al. 2017; Choudhury and Harrigan 2014). strategy, and collaborative interaction was a dominant feature Respondents also noted that up to now the preparatory in the social CRM strategy (see Web Appendix 4). phase for designing SMMSs has been overlooked, and that therefore there is a need to shed more light on this because of its decisive role in achieving positive results. For example, Future research directions issues relating to market/competitor analysis, macro- environmental scanning, and target marketing should be care- While the extant research offers insightful information and fully studied in conjunction with formulating sound SMMSs, increased knowledge on SMMSs, there is still plenty of room to better exploit opportunities and neutralize threats in a social to expand this field of research with other issues, especially media context (e.g., De Vries et al. 2017). By contrast, our given the rapidly changing developments in social media mar- survey among scholars in the field stressed the crucial nature keting practice. To gain a more accurate picture about the of issues relating to SMMS implementation and control, future of research on the subject, we sought the opinions of which are of equal, or even greater, importance than those of academic experts in the field through an electronically con- strategy formulation (e.g., Järvinen and Taiminen 2016). The ducted survey among authors of academic journal articles academics also indicated that, by their very nature, social me- written on the subject. We specifically asked them: (1) to dia transcend national boundaries, thus leaving plenty of room suggest the three most important areas that research on to investigate the international ramifications of SMMSs, using SMMSs should focus on in the future; (2) within each of the cross-cultural research (e.g., Johnston et al. 2018). areas suggested, to indicate three specific topics that need to be addressed more; and (3) within each topic, to illustrate analytical issues that warrant particular attention (see Web Implications and conclusions Appendix 5). Altogether, we received input from 43 social media marketing scholars who suggested 6 broad areas, 13 Theoretical implications specific topics, and 82 focal issues for future research, which are presented in Table 5. Given the limited research on SMMSs, this study has several Among the research issues proposed, finding appropriate important theoretical implications. First, we are taking a step metrics to measure performance in SMMSs seems to be an in this new theoretical direction by providing a workable def- area to which top priority should be given. This is because inition and conceptualization of SMMS that combines both performance is the ultimate outcome of these strategies, for social media and marketing strategy dimensions. The study which there is still little understanding due to the idiosyncratic complements and extends previous research (e.g., Harmeling nature of social media as a marketing tool (e.g., Beckers et al. et al. 2017; Singaraju et al. 2016) that emphasized the value of 2017; Trainor et al. 2014). In particular, it is important to shed social media as resource integrator in exchanging customer- light on both short-term and long-term performance, as well as owned resources, which can provide researchers with new its effectiveness, efficiency, and adaptiveness aspects (e.g., angles to address the issue of integrating social media with Barger et al. 2016). Another key priority area stressed by marketing strategy. Such integrative efforts can have a mean- experts in the field involves integrating to a greater extent ingful long-term impact on building a new theory (or theories) various strategic issues regarding each of the marketing-mix of social media marketing. They also point to a deeper theo- elements in a social media context. This would help achieve retical understanding of the roles played by resource identifi- better coordination between traditional and online marketing cation, utilization, and reconfiguration in a SMMS context. tools (e.g., Kolsarici and Vakratsas 2018; Kumar et al. 2017). We have also extended the idea of “social interaction” and Respondents in our academic survey also stressed the evo- “social connectedness” in a social media context, which is lutionary nature of knowledge with regard to each of the four critical because the power of a customer enabled by social SMMSs and proposed multiple issues for each of them. media connections and interactions is of paramount 64 J. of the Acad. Mark. Sci. (2021) 49:51–70 Table 5 Directions for future research on social media marketing strategies Broad thematic areas Specific topical areas Focal issues Preparation and SMMS situation analysis � Specific firm strengths required to support SMMSs implementation � The role of artificial intelligence and big data to identify social of SMMSs media (SM) marketing opportunities � Challenges encountered in SMMSs (e.g., data security) � Analysis of competitors using similar or different SMMSs SM target marketing � Using big data extracted from SM to identify suitable market segments � Using SM to identify and serve niche markets � Key network characteristics (e.g., centrality, density) to segment the SM market � Managing effectively multiple target groups on SM � Changes in SM targeting strategy over different stages of the product life-cycle � Measuring the online value proposition in SM content � The role of SM in brand differentiation and positioning Implementing SMMSs � Adjustments in organizational structure to accommodate needs of SMMSs � Changes in organizational culture required to support SMMSs � Integrating existing firm systems with SMMS requirements � HR requirements (e.g., skills, training) to support SMMSs � How will leadership/management style influence SMMS implementation? � How do SM technologies relate to different firm capabilities and performance outcomes? Social commerce strategy SM and sales � How do SM impact on sales across different products, platforms, and devices? � The role of SM as a means to improve existing products and/or develop new products � Selecting the right pricing strategy in different SM platforms to yield higher sales � Defining the optimal number of SM channels to achieve superior sales performance � The impact of SM channel addition/deletion on sales � Linking SM platform selection with distribution intensity to increase sales � How do various types of SM (owned, earned, paid) correlate to marketing outcomes? � How do SM and traditional marketing impact synergistically on sales/advertising effectiveness? SM and promotion/ � SM marketing, customer analytics, and location awareness advertising � How to integrate SM with traditional media to improve effectiveness � The role of SM in the firm’s pull versus push communication strategies � Measuring effectiveness of different types of SM ads � How do SM interactions impact on advertisement effectiveness? � What is the dark side of the use of SM as a promotional tool? Social content strategy Message strategy � What is the most effective content with regard to different devices, platforms, and industries? � Which SM messages/content can help improve branding outcomes (e.g., brand loyalty)? � Whether customer co-creation leads to less negative inferences and more valuable virality � What specific message strategies are needed to initiate C2C interactions to help the brand? � Consumer reactions if learned that C2C social messages are incentivized by the firm? � Ethical implications involved in viral marketing activity � How to measure social content marketing performance regarding customer outcomes? � Coping with competitors’ social content strategies � What are the implications of an effective social content strategy on the firm’sresource allocation? Seeding strategy � Determinants of finding the most effective social influencers � Customer reactions to seeding programs and their interaction with marketing mix elements � What type of product/service and customer characteristics impact on seeding success? � What price levels will make the influencer to engage in SM promotions and in which way? Social monitoring strategy Listening � The role of different predictive analytics (e.g., machine learning) to get customer insights � What are the reasons for driving firms to start with customer engagement initiatives? � What is the best way for firms to engage and how does this impact customer engagement? � How do customer sentiments observed in different SM venues affect performance? � Which social listening approach (i.e., manual, fully automated, hybrid) is the most appropriate? Responding � Does SM ease of use and pervasiveness elicit higher customer complaints? � How SM responding promotes WOM and enhances market/financial performance? � Using SM to stimulate positive publicity and minimize negative publicity � Ethical and legal considerations in firm responding � How do individual traits, cultural factors and brand perceptions affect responding strategies? J. of the Acad. Mark. Sci. (2021) 49:51–70 65 Table 5 (continued) Broad thematic areas Specific topical areas Focal issues Social Customer engagement � Do various types of SM have different impact on CRM and customer engagement? CRM strategy � To what degree customer engagement strength affects the performance of SM platforms? � Customer engagement effects on product perceptions (e.g., quality, satisfaction) � How do specific types of digital engagement practices contribute differently to brand equity? � How do differences in modality, self-disclosure, and privacy translate to digital engagement? � What are the most effective strategies to gain deeper and long-lasting customer engagement? CRM capabilities � Capabilities needed to generate/integrate/reconfigure SM resources to achieve advantages � Determinants of SM capabilities (e.g., data analysis, data synthesis, data interpretation) � How can SM interactions be transformed into valuable marketing resources? � How can SM data/tools be leveraged to generate customer insights and help in new product development? � How do social CRM strategies differ in inexperienced and experienced firms using SM? � How do different strategic decision-making styles influence social CRM strategy outcomes? � What resources/capabilities are needed to implement an effective social CRM strategy? Miscellaneous Relationship marketing � How does trust and commitment in a SM context facilitate marketing strategies? aspects � What kind of relational resources can be strategically used in SM? � How is value co-created between sellers and buyers in a SM context? � How does the intensity of SM interaction improve the quality of customer relationships? Service marketing aspects � How is service both positioned and delivered in SM? � How is customer service experience on SM different from the traditional service provider? � How do service providers cope with multi-channel environments in SM? International marketing � The role of country institutional and regulatory effects on SMMS aspects � Variations in SMMS in SM platforms used solely in certain regions � Factors influencing foreign customer preferences for global versus local SM channels � Differences in international branding through SM channels versus traditional channels � Drivers and performance outcomes of SMMS adaptation in foreign markets � SM content localization versus globalization � How do cultural factors moderate SM customer behaviors across different countries? � What are the key factors influencing SM sales in different nations? importance in explaining the significance of SMMSs components of the process in developing sound SMMSs. (Hennig-Thurau et al. 2013). More importantly, our study We capture the unique characteristics of social media by sug- suggests that firms should take the initiative to motivate and gesting that these networks and interactions are tightly inter- engage customers, which will lead to wider and more exten- related with the outcome of SMMS, which is customer en- sive interactions. In particular, we show that a firm can lever- gagement. Our proposed SMMS developmental process may age its social media usage through the use of different engage- therefore provide critical input for new studies focusing on ment initiatives to enforce customer interactivity and intercon- customer engagement research. nectedness. Such enquiries can provide useful theoretical in- Finally, we build on various criteria to distinguish among sights into the strategic marketing role played by social media four SMMSs, each representing a different level of strategic in today’s highly digitalized and globalized world. maturity. We show that a SMMS is not homogeneous, but We are also furthering the customer engagement literature needs to be understood in a wider, more nuanced way, as by proposing an SMMS developmental process. As firm– having different strategies relying on different goals and de- customer relationships evolve in a social media era, it is crit- riving insights from firms and their customers, ultimately ical to identify those factors that have an impact on customer leading to different customer engagement levels. In this re- engagement. Although prior studies (e.g., Harmeling et al. gard, the identification of the key SMMSs stemming from 2017; Pansari and Kumar 2017) have demonstrated the en- our analysis can serve as the basis for developing specific gagement value contributed by customers and the need for marketing strategy constructs and scales within a social media engagement initiatives taken by firms, we are extending this context. We also indicate that different SMMSs can be imple- idea to provide a more holistic view by highlighting the role of mented and yield superior competitive advantage only when insights from both firms and customers to better understand the firm is in a position to devote to it the right amount and the dynamics of SMMS formulation. We also suggest certain type of resources and capabilities (e.g., Gao et al. 2018; theories to specifically explain the role played by each of the Kumar and Pansari 2016). 66 J. of the Acad. Mark. Sci. (2021) 49:51–70 Managerial implications Conclusions Our study also has serious implications for managers. First, The exploding use of social media in the past decade has our analysis revealed that the ever-changing digital landscape underscored the need for guidance on how to build SMMSs on a global scale calls for a reassessment of the ways to stra- that foster relationships with customers, advance customer tegically manage brands and customers in a social media con- engagement, and increase marketing performance. However, text. This requires companies to understand the different goals a comprehensive definition, conceptualization, and frame- for using social media and to develop their strategies accord- work to guide the analysis and development of SMMSs are ingly. As a starting point, firms could explore customer moti- lacking. This can be attributed to the recent introduction of vations for using social media and effectively deploy the nec- social media as a strategic marketing tool, while both aca- essary resources to accommodate these motivations. demics and practitioners still lack the necessary knowledge They should also think carefully about how to engage on how to convert social media data into actionable strategic customers when implementing their marketing strategies, marketing tools (Moe and Schweidel 2017). This insufficien- because social media become resource integrators only cy also stems from the fact that the adoption of more advanced when customers interact with and provide information SMMSs requires the possession of specific organizational ca- on them (Singaraju et al. 2016). pabilities that can be used to leverage social media, with the Managers need to set objectives at the outset to guide the support of a culture that encourages breaking free from obso- effective development, implementation, and control of lete mindsets, emphasizing employee skills with intelligence SMMSs. Our study suggests four key SMMSs achieving dif- in data and customer analytical insights, and operational ex- ferent business goals. For example, the goal of social com- cellence in organizational structure and business processes merce strategy is to attract customers with transactional inter- (Malthouse et al. 2013). ests, that of social content strategy and social monitoring strat- Our study takes the first step toward addressing this issue egy is to deliver valuable content and service to customers, and provides useful guidelines for leveraging social media use and that of social CRM strategy is to build mutually beneficial in strategic marketing. In particular, we provide a systematic customer relationships by integrating social media data with consolidation and extension of the extant pertinent SMMS current organizational processes. Unfortunately, many com- literature to offer a robust definition, conceptualization, tax- panies, especially smaller ones, tend to create their social me- onomy, and validation of SMMSs. Specifically, we have am- dia presence for a single purpose only: to disseminate massive ply demonstrated that the mere use of social media alone does commercial information on their social media web pages in not generate customer value, which instead is attained through the hope of attracting customers, even though these customers the generation of connections and interactions between the may find commercially intensive content annoying. firm and its customers, as well as among customers them- This study also suggests that social media investments selves. These generated social networks and influences can should focus on the integration of social media platforms with subsequently be used strategically for resource transformation internal company systems to build special social media capa- and exchanges between the interacting parties. Our conceptu- bilities (i.e., creating, combining, and reacting to information alization of the SMMS developmental process also suggests obtained from customer interactions on social media). Such that firms first need to recognize customers’ motivations to capabilities are vital in developing a sustainable competitive engage in brand-related social media activities and encourage advantage, superior market and financial performance. their voluntary contributions. However, to achieve this, firms must have the right organiza- Although the four SMMSs identified in our study (i.e., tional structural and cultural transformation, as well as sub- social commerce strategy, social content strategy, social stantial management commitment and continuous investment. monitoring strategy, and social CRM strategy) denote Lastly, social media have become powerful tools for CRM, progressing levels of strategic maturity, their adoption helping to transform it from traditional one-way interaction to does not follow a sequential pattern. As our validation collaborative interaction. This implies that customer engage- procedures revealed, this will be determined by the firm’s ment means not only encouraging customer engagement on strategic objectives, resources, and capabilities. Moreover, social media, but also proactively learning from and the success of the various SMMSs will depend on the collaborating with customers. As Pansari and Kumar et al. firm’s ability to identify and leverage customer-owned (2017) indicate, customer engagement can contribute both resources, as in the case of transforming customers from directly (e.g., purchase) and indirectly (e.g., customer knowl- passive receivers of the firm’s social media offerings to edge value) to the firm. Therefore, interacting with customers active value contributors. It will also depend on the firm’s via social media provides tremendous opportunities for firms willingness to allocate resources in order to foster collab- to learn more about their customers and opens up new possi- orative conversations, develop appropriate responses, and bilities for product/service co-creation. enhance customer relationships. These will all ultimately J. of the Acad. Mark. Sci. (2021) 49:51–70 67 comments, insightful suggestions, and supportive guidance provided dur- help to build a sustainable competitive advantage and en- ing the review process. hance business performance. Funding Information Open access funding provided by University of Acknowledgements The authors would like to thank the Editor, the Area Vaasa (UVA). Editor, and the three anonymous Reviewers for their constructive Appendix Table 6 Company examples using specific social media marketing strategies Type of SMMSs Company cases Social commerce □ L’Oréal, the French cosmetics company, has been fore-fronting to incorporate social media technologies into their business. strategy L’Oréal launched the social commerce platforms on Facebook, which allows its potential customers to make a purchase via social media. Meanwhile, it provides direct on-demand interactions through chats with customers, which boost the average inquiry-to-sale conversion rate to 22% in 5 months. Source: Acommerce (2019) □ ASOS, the UK-based fashion retailer without any physical storefronts. As reported, ASOS made a 28% increase in annual profits from 2017 to 2018 of online sales due to the proper leverage of social media as the promotional tool. Moreover, the company has humanized social media interactions with their fans by providing personal touches and down-to-earth con- versations in their Facebook and Twitter feeds. Consequently, the appropriate social commerce strategy has made ASOS fast-moving and differentiated in the fashion business. Source: Robert (2018) Social content □ Nike, the globally well-known sportswear giant, has been successful in the social content strategy. Through a mix of effective strategy content from celebrity-endorsed narrative to emotional storytelling, Nike has moved beyond the domain of selling products to branding themselves as a lifestyle. Now, with 77 million followers, Nike is the second most followed brand on Instagram, while its Facebook account is among the top ten most followed. Source: Ravi (2018) □ In the case of Dove’s “Real Beauty Sketches” campaign in 2013, the short film has become the most-watched online branded video with over 163 million views globally. The pace of content sharing in that campaign was unprecedented due to the compelling and emotional message, which has resonated with a massive audience. The success of the campaign led to a surge of customer engagement and over a million of ‘likes’ on the Dove Facebook page. Source: Stampler (2013) Social monitoring □ In 2014, Hertz Rent-a-Car announced their social media strategy shift from marketing-oriented view to a customer-oriented strategy view. Thus, Hertz built a 24/7 global social customer care system aiming to improve efficiency and quicker response through social media monitoring. As reported, customer loyalty has been notably increased due to the immediate responding via social media. Source: Waldo (2014) □ An example of leveraging social monitoring can be well illustrated by Barclays bank’s new launch of mobile payment app called PingIt. Instead of a traditional product launch approach, Barclay used real-time social media data analysis to listen to customer feedbacks and complaints concerning the app. Within a short period, Barclays made significant changes to the app and successfully turned the customers’ negative mentions into valuable market knowledge. Source: Griffith (2016) Social CRM strategy □ In coping with increasingly fierce competition and declined customer value in the Chinese market, the US cosmetics brand Max Factor launched a new social CRM system in 2016. The system enabled a new loyalty program as a result of the connection of customers’ social behavior data and detailed offline data. In addition, it also empowered real-time, automated, and customized communication system. The company gained more in-depth customer insights and increased average customer purchase value in just four months. Source: Wang (2017) □ Fiat Brazil’s car crowdsourcing project is an excellent example to enlighten the importance of customer engagement through co-creation in social CRM strategy. Fiat has recognized customers as a new source of innovation and invited them to share their novel ideas in creating a concept car. In twelve months, Fiat’s online platform received suggestions from over 17,000 people across 160 different countries, which results in the world’s first crowdsourced car. Source: Saldanha et al. (2014) 68 J. of the Acad. Mark. Sci. (2021) 49:51–70 Open Access This article is licensed under a Creative Commons Confos, N., & Davis, T. (2016). 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