The adoption of social media marketing by organizations for branding, marketing communications, and customer relationship marketing creates a need for a new course in the marketing curriculum. For marketing faculty accepting the task of teaching a course on social media marketing, there is a learning curve based in part on the recency with which the field has developed. In this special session, a framework for teaching social media marketing will be presented along with resources and suggested activities by marketing faculty with experience teaching the course.Participants will learn a framework for understanding the types of social media marketing activities from which organizations draw. Introductions will be provided for primary forms of social media marketing channels including social networks, blogs and media-sharing sites, gaming, and commerce-enabled social sites. Panel members, each with several semesters experience in teaching the course, will share organizational strategies for developing a course in social media marketing, sample syllabi, favorite resources, and sample projects and activities. This session will be highly interactive and flexible to meet the needs of those attending.References available upon request 475

PurposeIn the years since Saxe and Weitz developed a scale to measure the selling orientation and customer orientation (SOCO) of a salesperson, research findings on the effect of SOCO on salesperson job performance have shown mixed results. This article aims to synthesize the findings from the empirical studies to identify the direction and the strength of this relationship. In addition, it aims to investigate the moderating effect of customer type (business or end user consumer) and type of job performance measure used (subjective or objective).Design/methodology/approachResearch questions were addressed by a meta‐analysis of 16 studies containing 17 effect sizes from 3,477 respondents.FindingsMeta‐analysis results reveal an attenuated weighted mean effect size (r) of this relationship of 0.14, with a 90 percent confidence interval of 0.04 to 0.23. The disattenuated mean effect size (rc) is 0.16. Findings also reveal that neither customer type nor type of job performance measures moderated the SOCO and job performance relationship.Research limitations/implicationsAlthough diligence was exercised to reduce selection bias, relevant studies may have been excluded from this meta‐analysis.Practical implicationsStudy findings demonstrate that SOCO is an important predictor of salesperson job performance. High performance occurs when salespeople focus their energy on identifying the customer's individual needs and offer products to satisfy those needs.Originality/valueThis is the first published SOCO meta‐analysis.

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Decision-making, Involvement, Maximizers, Choice, Satisfaction, Retail,