Social Networking as a Marketing Tool: The Case of a Small Australian Company

Syed-Ahmad, Sharifah Fatimah; Murphy, Jamie

doi:10.1080/19368623.2010.507997

Cited by 34 publications

(12 citation statements)

References 36 publications

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“…Many small businesses may adopt social media because they fear losing out on these opportunities (Durkin et al, 2013). They may also lack the financial resources to invest in technology and the human resources needed to actively post content or monitor information on social media platforms (Morrison and Teixeira, 2004;Syed-Ahmad and Murphy, 2010). Deciding whether to implement social media is an important decision, so understanding why firms choose to implement it is essential.…”

Section: Social Media For Hospitality/tourism Firms and Small Businessesmentioning

confidence: 99%

Social media marketing management: an application to small restaurants in the US

Lepkowska‐White

Parsons

Berg

2019

IJCTHR

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Purpose This study aims to use a social media management framework and strategic orientation framework to explore how small restaurants manage social media. Design/methodology/approach The authors content-analyzed social media activity and interviews with 14 managers of social media in small independent restaurants in the northeast region of the USA that employed fewer than 20 employees. Findings The results of the study show that most small restaurants can be classified as anarchic, hierarchical and conservative defenders, and that they mainly focus on promotional activities on social media. The majority use social media also to drive traffic to a restaurant and, thus, act as calculative pragmatists. Very few use social media strategically or creatively in any of the social media management stages, and very few monitor or use social media information to improve their operations. Research limitations/implications This study shows that the adopted theoretical framework in this study for social media management helps analyze social media operations in small restaurants, points to the strategic orientations applied in small restaurants, shows the intricacies of each stage and helps show what small restaurants do well and how they can improve. Future research may use larger samples, investigate frameworks particularly relevant to small restaurants, such as the resource-based view (RBV) framework, and may focus on creative and diverse strategic approaches toward social media management for small establishments. Practical implications As customers continue shifting to social media and review sites, more restaurants may want to invest in developing more creative approaches toward social media and do it in more structured, integrated and continuous ways. The study describes a process they may want to follow and specific tactics that could be implemented to use social media more strategically in all stages of social media management. Social implications Not only are small business establishments the backbone of the restaurant industry, but they also appeal to customers more than large chains. This study shows how these small businesses can utilize social media to attract more customers, engage them, learn about them and their competitive environment to market and improve their operations. Originality/value The authors focus on the supplier side of social media for restaurants, a perspective lacking in the literature, and specifically small restaurants that receive less attention in prior research. Few studies exist that explore how social media is incorporated in all stages of social media management. The study points to the unique challenges that small restaurants experience in the process of using social media for marketing, monitoring and using social media to improve their operations. The study uses a relatively large sample of qualitative interviews conducted with managers of small restaurants and a content analysis of their actual social media activity.

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Section: Social Media For Hospitality/tourism Firms and Small Businessesmentioning

confidence: 99%

Social media marketing management: an application to small restaurants in the US

Lepkowska‐White

Parsons

Berg

2019

IJCTHR

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“…McLuhan (1964) asserted that a variety of forms of media such as print media (e.g., newspaper, tabloid magazine), audio media (e.g., radio), and visual media (e.g., television, on-line video clips) are critical factors influencing social discourse. Due to the recent technological developments, the forms of media have become more diverse including social media which is becoming one of the major communication tools (Syed-Ahmad and Murphy, 2010). The user-created nature of social media may increase the danger of disseminating negative information, which limits the controllability of firms under crisis situations (Palen, 2008).…”

Section: Situational Factormentioning

confidence: 99%

The impact of food safety events on the value of food-related firms: An event study approach

Seo

Jang

et al. 2013

International Journal of Hospitality Management

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a b s t r a c tFood safety events threaten not only consumers' health, but also the value of associated firms. While previous studies examined the impact of food safety events on consumer demand for products, little attention has been paid to the impact on the market value of firms. Using the event study method (ESM), this study investigated abnormal returns (ARs) and cumulative abnormal returns (CARs) of firms associated with 40 food safety events over the past 25 years in the U.S. The results of this study demonstrated the magnitude and duration of the impact of food safety events on firm value. Moreover, firm-specific factors (past history and firm size) and situational factor (media attention) were found to influence the magnitude of the impact. This study contributes to the hospitality literature by extending the knowledge of the impact of food safety events and its practical implications for effective crisis management strategies for food-related firms.

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“…Previous studies [9][10][11]26] have pointed out that the combination of social media and e-commerce can be more efficient, which is a new trend in the e-commerce industry in the future. Under the current COVID-19 global epidemic, the contactless shopping process and the continued global economic downturn have made the trend of social e-commerce more obvious and inevitable.…”

Section: Discussionmentioning

confidence: 99%

“…Scholars have conducted many studies on social e-commerce, which is divided into two categories: one is based on e-commerce, and the other is based on the social network [8,25]. Syedahmad and Murphy argued that social networking as a marketing tool could help sellers save marketing costs, improve buyers' purchasing experience, and achieve a win-win situation for both buyers and sellers [26]. Thus, the enterprise ecosystem of an e-commerce platform with healthy and sustainable development can be constructed.…”

Section: Literature Reviewmentioning

confidence: 99%

How Can E-Commerce Businesses Implement Discount Strategies through Social Media?

et al. 2020

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In the context of the global economic downturn caused by COVID-19, e-commerce has become the first choice for people to shop. Many merchants choose to launch promotion activities through some social media platforms. Price discounts can dramatically increase sales volume in social e-commerce due to the interaction of online consumers. It is urgent for e-commerce merchants to learn rules about discount information dissemination in social media, so as to formulate reasonable discount strategies and achieve sustainable business. This paper constructs an evolutionary game model for e-commerce platforms and merchants when they implement promotion strategies through social media, investigates discount information dissemination among consumers under multiple situations by introducing price discount parameters, and further discusses the influence mechanism of discount size and platform reputation on consumers’ purchase behavior. Results show that in low-reputation e-commerce platforms, the price discount is the main motivation to purchase. Consumers’ preference for the high discount is weakened by the increase in platforms’ reputation. Discounts should be set according to the different reputations. Businesses in a high-reputation environment are relatively more profitable. E-commerce businesses should work together, apply reasonable pricing, and improve their quality to create a green and healthy shopping environment, in order to get benefits and sustainable development.

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Social Networking as a Marketing Tool: The Case of a Small Australian Company

Cited by 34 publications

References 36 publications

Social media marketing management: an application to small restaurants in the US

Social media marketing management: an application to small restaurants in the US

The impact of food safety events on the value of food-related firms: An event study approach

How Can E-Commerce Businesses Implement Discount Strategies through Social Media?

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