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2017

Social Media Strategies for Increasing Sales

Loretta N. Ezeife
Walden University

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 Walden University

College of Management and Technology

This is to certify that the doctoral study by

Loretta Ezeife

has been found to be complete and satisfactory in all respects,

and that any and all revisions required by
the review committee have been made.

Review Committee
Dr. Julia East, Committee Chairperson, Doctor of Business Administration Faculty

Dr. Timothy Malone, Committee Member, Doctor of Business Administration Faculty

Dr. Judith Blando, University Reviewer, Doctor of Business Administration Faculty

Chief Academic Officer

Eric Riedel, Ph.D.

Walden University
2017
 Abstract

Social Media Strategies for Increasing Sales

by

Loretta Ezeife

MBA, Golden Gate University, 2002

BS, California State University, Hayward, 1997

Doctoral Study Submitted in Partial Fulfillment

of the Requirements for the Degree of

Doctor of Business Administration

Walden University

December 2017
 Abstract

Social media have transformed business commerce and consumer communication, yet

organizational leaders lack clear strategies for using social media platforms to their

advantage. The purpose of this qualitative multicase study was to explore social media

marketing strategies for increasing sales. The relationship marketing conceptual

framework grounded this study. Data collection included semistructured interviews with

5 organizational leaders from 5 different organizations in the San Francisco, California,

Bay Area and a review of participants’ documents including marketing materials, social

media posts, and published sales reports. Data analysis included coding, categorization,

and identification of major themes. The thematic assessment approach revealed 5 major

themes from participants’ responses that aligned with findings from the literature review.

Themes included identifying the target audience, developing a customer roadmap to

convert prospects to consumers, managing customer relationships to increase brand

loyalty, and developing key performance indicators to measure the success of social

media campaigns. Study findings may increase local organizational leaders’ knowledge

of social media strategies that they can use to increase brand awareness, brand loyalty,

and sales for their organizations. Implications for social change include the opportunity

for local leaders to increase sales, which could lead to more jobs and improved

economies in local communities.

 Social Media Strategies for Increasing Sales

by

Loretta Ezeife

MBA, Golden Gate University, 2002

BS, California State University, Hayward, 1997

Doctoral Study Submitted in Partial Fulfillment

of the Requirements for the Degree of

Doctor of Business Administration

Walden University

December 2017
 Dedication

It has been a great journey. I am grateful to God for giving me the determination

and perseverance to pursue a doctoral degree. I dedicate this research study to my late

father, Chief (Dr.) Augustine Ogonnaya Chuks Orji, for instilling in me the value of

education and the belief that I can achieve anything that I put my mind to. I only wish

that you were here to see this, but I trust that you are up there smiling down. I did it,

DAD! To Dr. Dozie and my four wonderful children, Okechukwu, Ifeoma, Tochi, and

Chioma, thank you for your unwavering support and patience during my countless hours

on the computer. I hope that through my example you also believe that you can do

anything that you put your mind to. Anything is possible, when you believe.
 Acknowledgments

I am extending my sincere thanks to everyone who supported me throughout this

DBA journey. Thank you, my friends, family, and well-wishers, for your unwavering

support and understanding about the missed occasions and invitations that I could not

honor. A special thanks to Dr. Steve Roussas, my doctoral chair, for your guidance,

patience, and advice throughout this challenging Doctor of Business Administration

journey. I would also like to acknowledge my committee members, Dr. Tim Malone and

Dr. Judy Blando, for your constructive feedback, which elevated the quality of my study.

Thank you, Dr. Freda Turner, for your work behind the scenes. This study would not

have been possible without all your guidance and support. I am blessed to be have been

surrounded by such wonderful people.

 Table of Contents

List of Tables .......................................................................................................................v

List of Figures .................................................................................................................... vi

Section 1: Foundation of the Study......................................................................................1

Background of the Problem ...........................................................................................1

Problem Statement .........................................................................................................2

Purpose Statement ..........................................................................................................2

Nature of the Study ........................................................................................................2

Research Question .........................................................................................................3

Interview Questions .......................................................................................................3

Conceptual Framework ..................................................................................................4

Operational Definitions..................................................................................................5

Assumptions, Limitations, and Delimitations................................................................7

Assumptions............................................................................................................ 7

Limitations .............................................................................................................. 7

Delimitations ........................................................................................................... 8

Significance of the Study ...............................................................................................9

Contribution to Business Practice ........................................................................... 9

Implications for Social Change ............................................................................... 9

A Review of the Professional and Academic Literature ..............................................10

Relationship Marketing Theory ............................................................................ 11

Social Exchange Theory ....................................................................................... 12

i
 Marketing Evolution ............................................................................................. 13

Social Media ......................................................................................................... 25

Social Media Networks ......................................................................................... 27

Social Media Platforms ......................................................................................... 27

The Role of Social Media ..................................................................................... 31

Social Media Marketing........................................................................................ 32

Social Customer Relationship Management ......................................................... 33

Social Media Strategies......................................................................................... 35

Online Consumer Reviews ................................................................................... 36

Online Communities ............................................................................................. 37

Content Management ............................................................................................ 38

Brand Loyalty ....................................................................................................... 39

Transition .....................................................................................................................41

Section 2: The Project ........................................................................................................43

Purpose Statement ........................................................................................................43

Role of the Researcher .................................................................................................43

Participants...................................................................................................................44

Research Method and Design ......................................................................................46

Research Method .................................................................................................. 47

Research Design.................................................................................................... 49

Population and Sampling .............................................................................................51

Ethical Research...........................................................................................................51

ii
 Data Collection Instruments ........................................................................................53

Data Collection Technique ..........................................................................................54

Data Organization Technique ......................................................................................56

Data Analysis ...............................................................................................................57

Reliability and Validity ................................................................................................59

Reliability.............................................................................................................. 59

Validity ................................................................................................................. 60

Transition and Summary ..............................................................................................61

Section 3: Application to Professional Practice and Implications for Change ..................63

Introduction ..................................................................................................................63

Presentation of the Findings.........................................................................................64

Theme 1: Audience Knowledge............................................................................ 66

Theme 2: Customer Roadmap .............................................................................. 68

Theme 3: Social Customer Relationship Management ........................................ 69

Theme 4: Marketing and Sales Alignment ........................................................... 72

Theme 5: Measure Performance ........................................................................... 73

Applications to Professional Practice ..........................................................................75

Implications for Social Change ....................................................................................77

Recommendations for Action ......................................................................................77

Re-allocate Marketing Budget ............................................................................. 78

Create an Online Brand Community .................................................................... 78

Develop Social Media Performance Metrics ....................................................... 79

iii
 Employ Social Media Experts .............................................................................. 80

Recommendations for Further Research ......................................................................81

Reflections ...................................................................................................................82

Conclusion ...................................................................................................................82

References ..........................................................................................................................84

Appendix A: Interview Protocol ......................................................................................117

Appendix B: Invitation to Participate ..............................................................................119

Appendix C: Interview Questions....................................................................................121

iv
 List of Tables

Table 1. Participants’ Social Media Platform Presence .................................................... 59

Table 2. Participants’ Responses by Theme ..................................................................... 62

v
 List of Figures

Figure 1. Marketing eras ....................................................................................................15

vi
 1
Section 1: Foundation of the Study

Background of the Problem

The commercial marketplace has expanded beyond the traditional brick-and-

mortar to a global shop front that is accessible to billions of users via the Internet (Sadler

& Evans, 2016). Social media provide a marketing tool to connect consumers to online

businesses. Social media networks provide a marketing tool to connect consumers to

online businesses. Social media platforms include Facebook, Twitter, LinkedIn,

YouTube, Google, and other networking platforms for blogging, and podcasts. (Kim &

Ko, 2012). Billions of people use social platforms such as Facebook, Twitter, and

YouTube on a daily basis (Piskorski, 2014). According to Facebook executives, the

number of monthly active users surpassed 1.9 billion in March 2017 (Facebook, 2017).

The various outlets have become a channel for marketers to communicate directly

to consumers in a manner that was not previously possible with traditional media. The

potential to reach billions of consumers directly through social media is significant for

businesses, yet some organizational leaders do not know how to engage potential

customers effectively using this method (Kietzmann, Hermkens, McCarthy, & Silvestre,

2011). Even though their organizations use social media in various forms, some

organizational leaders lack sufficient knowledge to develop effective social media

strategies to create organizational value. In this study, I explored social media strategies

that organizational leaders can use to increase sales for their organizations.
 2
Problem Statement

Social media have enhanced how organizational leaders engage, collaborate, and

interact with consumers (Aral, Dellarocas, & Godes, 2013). Oyza and Edwin (2016)

found that 62% of marketers identified developing an effective social media strategy as

one of the biggest challenges managers face with social media. The general business

problem is that organizational leaders lack clear strategies for using their social media

platforms. The specific business problem is that some organizational leaders lack

marketing strategies for using social media to increase sales.

Purpose Statement

The purpose of this qualitative multicase study was to explore social media

marketing strategies that organizational leaders use to increase sales. The targeted sample

population included marketing leaders of five organizations in the San Francisco,

California, Bay Area who successfully increased sales by using social media marketing

strategies. The implication for positive social change could be the opportunity for

organizations leaders to acquire new strategies for using social media to increase sales,

which could result in job creation and improved economies in local communities.

Nature of the Study

The three common approaches to conducting scholarly research are quantitative,

qualitative, and mixed methods. Researchers use qualitative method to address the what,

why, and how of a phenomenon (Patton, 2015). I used qualitative methodology because

my purpose was to provide an in-depth understanding of the issue by incorporating

participants’ interviews. Researchers use a quantitative approach to answer research

 3
questions and test hypotheses by analyzing the statistical significance of variables’

relationships or differences (Williams, 2011). Researchers employ the mixed method

approach when seeking to use both the qualitative and quantitative methods in a single

study (e.g., when one of the methods is not sufficient by itself to understand the

phenomenon of interest (Morse, 2016). My study did not involve testing causal

relationships; therefore, I opted against using either a quantitative or a mixed-method

approach. Instead, I used a qualitative method to explain my research topic.

The three common qualitative research designs are case, ethnography and

phenomenological (Williams, 2011). Researchers use case study designs to explore

intricate relationships between people, organizations, or programs (Yin, 2013). I applied

the case study design because I sought to describe the research topic phenomenon using

multiple data sources. Researchers use an ethnography design to describe a group’s

culture, beliefs, values, knowledge, and skills in their environment (Wall, 2014).

Phenomenological researchers explore the meanings of participants’ lived experiences

(Gallagher, 2012). I opted against using either an ethnography or phenomenological

design. Instead, I used a case-study design because I sought to describe the research topic

phenomenon using multiple data sources.

Research Question

What are the marketing strategies for using social media to increase sales?

Interview Questions

1. What social media strategies have you used to increase sales?

2. What social media strategies were most effective for increasing sales?
 4
3. How did you assess the effectiveness of your social media strategies for

increasing sales?

4. What were the barriers or challenges of leveraging social media strategies to

increase sales?

5. How did you address these barriers or challenges?

6. How did you assess the effectiveness of addressing these barriers or challenges?

7. What social media strategies do competitors use?

8. What else would you like to share regarding social media strategies for increasing

sales?

Conceptual Framework

I used the relationship marketing theory to understand my study phenomenon,

which was organizational leaders’ use of social media. Berry (1983) defined relationship

marketing as an effective tool for enhancing organizational relationships with consumers.

As indicated by Berry, relationship marketing is a tool that leaders can use to secure

customer loyalty and subsequently improve their competitiveness and customer

satisfaction. Relationship marketing is a systematic approach to interactive marketing and

developing quality interactions that incorporates real time customer feedback for building

long-term customer relationships (Grönroos, 1994). As Grönroos (1994) noted, customers

primarily base purchasing decisions on relationships, and building relationships with

customers to retain them is less expensive than finding new customers. Grönroos further

suggested that customer relationships based on relationship marketing, is a paradigm shift

from the traditional marketing mix. Kanagal (2009) noted that marketing leaders who use
 5
relationship marketing can identify, establish, maintain, enhance, and modify

relationships to create value for customers and increase sales for organizations through a

series of relational interactions. Clark and Melancon (2013) posited that organizations

realize greater benefits when relationship marketing is incorporated within their social

media marketing efforts. Because social media is a cost-effective tool for organizations’

leaders to use in engaging, building customer relationships, and developing, more

effective social media strategies could result in increased sales.

Operational Definitions

Brand loyalty: Brand loyalty is a consumer’s committement to make repeat

purchases from the same brand despite other available options. (Cengiz & Akdemir-

Cengiz, 2016).

Competitive advantage: Competitive advantages provide an edge over rivals and

an ability to generate greater value for a firm and its shareholders (Pansari, & Kumar,

2016).

Content management: Content management refers to the administration of digital

content, from creation to storage or deletion (Jacoby, Vishnumurty, & Zhang, 2015).

Customer roadmap: Customer roadmap is a plan that marketers’ use to convert

prospects to customers; it involves content messaging, brand community,

communication, collaboration, and conversion (Simon, An Den DriesT, & Wilms, 2016).

Social customer relationship management: Social customer relationship

management involves consumer and firm interactions with the opportunity for consumers
 6
to provide input into product offerings using social media. (Rodriguez, Peterson, &

Krishnan, 2012).

Social exchange theory: Social exchange theory refers to a series of sequential

transactions where the parties exchange resources through a process of reciprocity

(Cropanzano, Anthony, Daniels, & Hall, 2016).

Social media marketing: Social media marketing includes marketing disseminated

through various social media platforms such as Facebook, LinkedIn, Twitter, YouTube or

Instagram (McGrath & O’Connor, 2015).

Social media return on investment: Social media return on investment refers to the

measure of the return generated by marketing or selling activities via social media such as

sales, consumer engagement, or increased brand awareness (Kumar & Mirchandani,

2013).

Social networking: Social networking involves the process of expanding business

and/or social contacts through interactions with individuals, often through social media

sites such as Facebook, Twitter, LinkedIn, and YouTube (Griffiths, Kuss, &

Demetrovics, 2014).

Strategy: A strategy purposefully outlines the path a business must take to achieve

its desired results (Ingle, 2013).

Traditional media: Traditional media refers to older media such as films,

television, radio, billboards, or newspapers (Geraghty & Conway, 2016).

 7
Assumptions, Limitations, and Delimitations

Assumptions

According to Simon (2011), assumptions are elements that are out of the

researcher’s control but if they disappear, the study becomes irrelevant. Leedy and

Ormrod (2013) argued that assumptions are necessary in research and key to having valid

findings. Simon and Goes (2013) posited that researchers make assumptions based on

their beliefs and that having assumptions is necessary for them to conduct their studies.

For example, since it would take considerable time and effort to validate participants’

responses, a researcher might assume that participants’ responses are honest. For this

study, I assumed that the participants were well versed in the use of effective social

media strategies and represented the targeted population of the study. I selected them

based on their role within the study organization and their expertise in the use of social

media strategies to increase sales I also assumed that participants provided candid and

truthful responses. In the interviews that I conducted, these assumptions proved to be

true.

Limitations

Limitations are factors that are outside a researcher’s control (Simon, 2011).

Limitations also refer to external conditions that affect the scope of a study (Bloomberg

& Volpe, 2012). There were three limitations in this study. First, I used qualitative

research methodology. Qualitative research includes the collection, analysis, and

interpretation of data that do not involve numbers or statistics (Anderson, 2010). A

limitation of using a qualitative research method is that the findings do not include data,
 8
which might affect the reliability or validity of the findings (Elo et al., 2014). Second,

participants worked in the San Francisco Bay Area, which might have affected the

generalizability of my findings to companies or industries located in other cities. A final

limitation is that the participants’ personal bias towards social media may have

influenced their responses. Response bias stems from participants’ tendency to provide

the researcher with misleading or socially acceptable responses (Gronlund, Wixted, &

Mickes, 2014).

Delimitations

Delimitations are controllable factors that limit the boundaries or scope of the

study (Simon, 2011). A researcher controls the delimitations of a study (Merriam, 2014).

As such, delimitations include the choices that a researcher makes such as the population,

location, or methodology to use and/or analyze (Martínez-Graña, Goy, & Zazo, 2013).

These choices help to set the necessary bounds for a study (Martínez-Graña, Goy, &

Zazo, 2013). The two delimitations of this study were my choice of geographical location

and my decision to limit the study to five firms within this location. I selected study

participants from a sample of organizational leaders in the San Francisco Bay Area who

had successfully used social media strategies to increase sales for their organizations. The

scope of this study included five organizations with 3,000 or more followers across at

least two social media platforms.

 9
Significance of the Study

Contribution to Business Practice

Organizational leaders face challenges with a changing marketing landscape due

to the significant increase in social media adoption (Ogbuji & Papazafeiropoulou, 2016).

Social media are a relatively low-cost innovative marketing tool to attract, retain, and

monitor customer behaviors leading to increased sales (Tsimonis & Dimitriadis, 2014).

The findings of this study were significant because it addressed the social media

strategies that organizational leaders in San Francisco, CA use to increase sales. Local

organizational leaders will benefit from acquiring strategies to identify target audiences,

develop a customer roadmap to convert prospects to customers, manage customer

relationships, align the marketing and sales functions, and establish key performance

metrics to assess social media performance to drive sales. These findings will also help

local organizational leaders to acquire knowledge of effective social media strategies to

improve communication with customers and increase customer loyalty.

Implications for Social Change

The community could benefit economically from increased sales, through more

employed consumers, and improved disposable income in the local community. By

companies employing locally, members of the community may benefit from greater

disposable income, increased home ownership, and lower home foreclosure rates, which

contribute to higher standard of living for the community. The findings should contribute

to better informed consumers, who when using social media, could provide informed
 10
feedback to business leaders, which could lead to improved products and services

benefiting customers, families, and communities.

A Review of the Professional and Academic Literature

A literature review is a systematic method for researchers to identify, review, and

analyze existing scholarly work. (Booth, Sutton, & Papaioannou, 2016). Onwuegbuzie

and Weinbaum (2017) posited that the literature review has become the most common

way for researchers to acquire knowledge and that it often sets the direction for a study.

The purpose of this qualitative multicase study was to explore the social media strategies

that organizational leaders use to increase sales.

My literature review search included information gathered from academic, peer-

reviewed journals, Google Scholar, and various Walden University Library databases

including Business Source Complete, EBSCOhost, ProQuest, ABI/INFORM Complete,

Academic Search Complete, and Sage Publications. I also reviewed books and

information that I found via social media web platforms such Facebook, Twitter,

YouTube, and LinkedIn, as well as various blogs and social media studies. I used the

following keywords to narrow down the search: social media strategies, relationship

marketing theory, customer relationship management, social media marketing, social

exchange theory, sales, brand relationship, online communities, competitive advantage,

and qualitative method. The total number of articles for this study includes 220

references. The literature review has 128 references, 90% of which are peer reviewed.

The study contains 88% peer-reviewed sources that were published within 5 years of my

study’s expected approval by Walden’s chief academic officer. This section begins with
 11
an overview of literature focusing on the conceptual framework of relationship

marketing, social exchange theory, marketing evolution, defining social media, the role

of social media and social media strategies to increase sales.

Relationship Marketing Theory

Berry (1983) introduced relationship marketing theory in the early 1980s.

According to Berry, relationship marketing is a tool that leaders can use to secure

customer loyalty and, as a result, attain higher competitiveness and enhance customer

satisfaction. Payne and Frow (2017) defined relationship management as the strategic

management of relationships with all relevant stakeholders including customers,

suppliers, and referral sources. Relationship marketing has changed the marketing

paradigm from a transactional to a relational perspective, which has led to greater

understanding of the lifetime value of customers and partnerships with customers (Sheth,

2015). Social media, when used properly, can provide firms with a long lasting

relationship marketing tool they can use to increase sales and customer loyalty and build

awareness (Turner & Shah, 2014).

Relationship marketing is a systematic approach to interactive marketing, which

enables the development of quality interactions that incorporate real-time customer

feedback for building long-term customer relationships (Grönroos, 1994). Grönroos

concluded that relationship building provides a lower cost option for customer retention

versus customer acquisition costs. Grönroos also asserted that consumers rely on

relationships when making purchase decisions and further suggested that relationship

marketing represents a paradigm shift from the traditional marketing mix. Kanagal (2009)
 12
noted that, by using relationship marketing, marketing leaders can identify, establish,

maintain, enhance, and modify relationships to create value for customers and increase

sales for organizations through a series of relational exchanges. Clark and Melancon

(2013) posited that organizations benefit when relationship markeing is included within

their social media marketing efforts. Social media is a cost effective tool for

organizations’ leaders to engage and build customer relationships, which could result in

increased sales (Clark & Melancon, 2013); as such, its use aligns with tenets of

relationship marketing theory.

Social Exchange Theory

A predecessor to Berry’s relationship marketing theory is social exchange theory.

Homans (1961) defined social exchange theory as the exchange of tangible or intangible

transactions between two or more parties that has both a cost and a reward. According to

Homans, the transaction usually involves either or both parties trying to obtain a reward

that is of superior value to them when compared to the costs that are involved. Blau

(1964) defined social exchanges as voluntary actions of the involved parties that are

motivated by the rewards that the parties will receive. Blau’s definition focuses on

individuals willingly incurring a cost with the expectation of receiving a reward when the

reward that the party receives produces either profit or at least equity. According to Blau,

the rewards received in a social exchange can be either intrinsic (e.g., love) or extrinsic

(e.g., helping others). Furthermore, one party’s dependence on the other is what prompts

the transaction (Blau, 1964) .

 13
Oliver and Swan (1989) argued that the fundamental drivers of social exchange

interaction is justice and fairness because, in social exchanges, the party’s motivation is

to obtain some valued reward although something of value is forfeited. In social

exchanges, people seek to maximize rewards, minimize costs, and attain the greatest

profit. Redmond (2015) posited that social exchange theory involves four elements: (a)

parties aim to attain a valued reward, (b) one party must forfeit something of value, (c)

parties seek profit in the exchanges, and (d) both parties are dissatisfied when they

perceive inequity in an exchange. Chou and Hsu (2016) asserted that social exchange

theory involves social interaction where two parties exchange a reward that is needed by

the other person. According to Surma (2016), social exchange theory explains the

development and management of interpersonal relationships and suggests that the goal

of the exchange is to increase the benefit while reducing the cost.

Marketing Evolution

Individuals have long attempted to sell goods and services or present goods for

trading for another item of equal value (Sutton, 2016). However, the concept and

definition of marketing has evolved over time. Drucker (1954) defined marketing as a

business function that is unique, goes beyond selling, and includes all areas of the

organization with the customer’s point of view as a guide. Kotler (1972) defined

marketing as a set of organizational activities which are aimed at facilitating and

consummating exchanges. Similarly, Baker (1976) proposed that the goal of marketing is

to create and maintain mutually satisfying exchange relationships. According to Liu,

Leach, and Chugh (2015), the goal of marketing is to attain and retain customers.
 14
Marketing requires a combination of strategy and technology, Bång and Roos (2014)

noted.

The American Marketing Association (AMA) and the Chartered Institute of

Marketing(CIM) are recognized professional marketing boards. AMA (2013) defined

marketing as “the activity, set of institutions, and processes for creating, communicating,

delivering, and exchanging offerings that provide value for customers, clients, partners,

and society” CIM (2017) further defined marketing as the management process for

identifying, anticipating, and satisfying customer requirements for profitability.According

to Baker (2016), the definition of marketing will continue to evolve as new technology

emerges. Baker further asserted that successful marketing requires firms to integrate

marketing as a process, business philosophy, and support function for organizations.

Keith (1960), posited that the production, sales, marketing, and relationship

marketing eras led to the present day marketing positions. (see Figure 1). Peppers and

Rogers (1993) ushered in the relationship marketing era. Forrester (2009) identified five

elements of the social and mobile marketing era.

Figure 1. Marketing eras.

Production Era
 15
The concept of marketing emerged during the industrial revolution beginning

from the 18th century and through the 19th century. The industrial revolution represented

a time of technological innovations in the scientific and technological field and mass

production that led to the creation of many industries and the need for companies to find

creative methods to inform consumers of their products (Wilkie & Moore, 2003).

During the production era, demand exceeded supply, buyers had limited choices,

and there was little competition, as a result, marketing was not a priority because the

products sold themselves (Fullerton, 1988). Durani and Qureshi (2016) asserted that due

to product scarcity, manufacturing and cost reduction became a priorities. The product

shortage prompted the famous quote by Jean Baptiste that "Supply creates its own

demand” because if someone was producing, someone else would want to buy it (Durani

& Qureshi, 2016).

Sales Era

The production era was an era of demand over supply where producers focused

on providing sufficient supply to meet excess demand (Baker, 2016). After the Industrial

Revolution, competition grew, focus turned to selling and firms began to focus on

marketing, branding, and sales as they competed for customers as a result of demand

exceeding supply (Boone & Kurtz, 2005). Baker (2016) posited that as competition

increased and supply started to catch up to demand, sellers started to take a more

aggressive selling approach, which ushered in the sales era. Businesses sought ways to

increase sales using marketing techniques to remain competitive (Schwarzkopf, 2015).

 16
The increased competition also drove the need for production and market shares increases

for all industries and lead to the growing interest for Businesses to develop their brand

(Schwarzkopf, 2015). During the sales era, firms became aware of consumer wants and

recognized that selling was essential to product disposal (Jones & Richardson, 2007). The

increased competition lead firms to turn their focus to branding and sales and marketing

became essential when supply exceeded demand, and companies competed for customers

(Kotler & Armstrong, 2010). Business marketing concepts also shifted to finding better

methods to communicate to potential customers about how their product and services

were superior to their competitors (Shaw, 2012).

The sales era ushered in a paradigm shift from businesses selling what they make

to making what the consumer wants to buy. According to Kotler (2010), this marketing

thought still exists, especially with goods that consumers need but do not actively seek

them out without prompting such as life insurance. Customer perceived the selling

practice of the selling era as aggressive and a turn off, prompting sellers to explore and

lean toward better communications, advertising, and branding tools for marketing their

products and services (Ingram, Avila, Schwepker, & Williams, 2016).

Marketing Era

The marketing era emerged in the United States during the 1950s after the

production and sales eras (Pride & Ferrell, 2016). The era of marketing arose as

competition continued to increase among various industries and business leaders sought

ways to acquire and retain customers by focusing on the customers’ needs. Sellers
 17
realized the need to gain a better understanding of consumer wants and to identify ways

to survive the increasing competitive marketplace. Kotler (2012) posited that the

marketing era arose from the recognition that customers are unique and firms require

different strategies to attract and retain them. As markets became increasingly saturated,

companies needed to sell the increasing outputs of production, firms shifted focus from

solely selling products to incorporating distribution, communication, and persuading

customers. Businesses recognized the value in dedicating company resources solely for

marketing their products and services. The role of marketing managers expanded to

include strategic planning and businesses increasingly sought their input for pricing, and

the appropriate methods to disseminate product and service information to consumers

(Schwarzkopf, 2015).

From the mid-20th century and forward, the market saturation of products led

companies to advertise their products more strategically, marketers learned about the

customer behaviors and became more involved with their company products, distribution

channels, and pricing strategy (Cabras & Bamforth, 2016). Organizations encouraged

staff to acquire marketing knowledge, to enable a higher level of customer service and

enhance the customer brand experience with each contact (Kotler & Armstrong, 2010).

Marketer’s perceptions of the marketing era shifted from persuading customers to buy the

products they produced to focusing on products based on customer preferences. Kotler

(2011) posited that decisions about which products to make and the market went from

simply “filling a hole in the factory” to “filling a hole in the market.” The marketing era

also contributed to the increased role of marketers, as they assumed strategic roles within
 18
the organization including decision support about the right products to produce,

distribution channel, pricing and the most effective communication channels based on

their knowledge of consumer wants.

From the marketing perspective, leaders attempted to understand consumers’

current and potential needs to determine the appropriate resources to allocate to meet the

requirements (Lysik, Lopacinski, Kutera, & Machura, 2017). “Selling focuses on the

needs of the seller, while marketing focuses on the needs of the buyer. Selling involves

the seller’s need to convert the product into cash; while, marketing involves

understanding the needs of the customer” (Viio & Grönroos, 2016).

Marketing Mix

A marketing mix is the set of marketing tools that organizations’ leaders use to

develop its marketing goals for the target market (Kotler, Keller, Manceau, & Hémonnet-

Goujot, 2015). Kotler, Armstrong, Wong, and Saunders (2008) opined that a marketing

mix is the most fundamental concept of marketing and is a set of controllable marketing

tools used by a company for creating a desired response from consumers. McCarthy

(1960) termed these tools as the four P’s of marketing which involve product, place,

promotion, and price. Shahhosseini and Ardahaey (2011) summarized the four Ps of

marketing as (a) Product refers to the marketed item or service; companies can produce

high-quality products by enhancing the features, quality, benefits, and quantities, (b)

Place is the distribution channel or location that the company’s leaders uses to make the

product or service easily accessible to the customer, (c) Promotion is the communication
 19
channel that company’s leaders elects to provide information about the product to the

consumer and could include direct selling, product or service marketing, events, and (d)

Price refers to the price that the company’s leaders determined for the product, product

variety, product line, price changes and payment methods to remain competitive.

Shahhosseini and Ardahaey (2011) asserted that the marketing mix helps to

define the marketing elements for successfully positioning market offers. The elements or

tools of a marketing mix are the essential components of a marketing plan, incorporates

the primary ingredients of a marketing strategy, and facilitates a means of translating a

marketing plan into practice. Leaders could change a product price, size of the sales force

and advertising costs temporarily to adjust to market changes. The firm can also develop

new products and change the distribution channels as needed in the long run. Kotler et al,

(2015) posited that the four Ps refers to the marketer’s perception regarding the

marketing tools available to attract the consumer, however from the buyer’s viewpoint,

the tool should be of benefit to the consumer. Leaders can utilize the tool to successfully

meet theirs customer’s needs effectively and efficiently (Kotler et al, 2015).

Organizational leaders should develop effective marketing strategies to provide

the right products or services to the right consumer at the right time and place to remain

competitive (Salam, Inam, & Awan, 2015). Wijaya (2015) posited that in the global

market, firms no longer view marketing as just a tool to sell products and services but a

process for identifying customer needs and determining the products or services to meet

those needs. According to Lee (2013), a marketing tool provides a communication

channel for firms to link products and services to the right customer. Advertising is also
 20
an essential part of marketing. Moriarty, Mitchell, and Wells (2009) asserted that

advertising involves product marketing using mass communication networks including

traditional or social media to reach the intended audiences and provide information about

products and services.

Moriarty et al. asserted that leaders could integrate an effective advertising

campaign with an established marketing strategy. Leaders should develop marketing

strategies that help them to create a distinct image in the consumers’ mind. In this

connection, leaders need to identify their target audiences and factors influencing

decision making (Salam et al., 2015). Grönroos (1994) argued that the simplification of

the marketing mix Four Ps model, product, place, price, and placement has limited the

marketer’s ability to move beyond the marketing paradigm and expand the toolkit to

include a multi‐faceted social marketing process. According to Gronroos, the marketing

theory and customers have fallen victim to traditional marketing tactics and proposed

customer relationship building using relationship marketing, as the emerging new

marketing paradigm of the future.

The Relationship Marketing Era

During the 1990s, marketing shifted to an era known as relationship marketing

where the emphasis was on establishing relationships between the customer and the

organization and less emphasis on the product, itself (Cohen, 2014). According to Cohen,

company leaders seek to obtain brand recognition, acquire, and retain customers, and for

customers to choose their product over a competitor’s product. Customers who form a
 21
relationship with a product tend to build a community of loyal buyers and contribute to

making the brand successful and profitable for the company (Cohen, 2014). Relationship

marketing evolved from the growth in the service industry along with the marketer’s

willingness to establish mutually beneficial customer relationships, improve consumer

brand interactions, and incorporate consumer feedback into product and service

development (Gummerus, von Koskull, & Kowalkowski, 2017). During the relationship

marketing era, companies began to realize the importance of branding and customer

association with the brand. The focus shifted to producing high-quality products and

building a brand so that consumers could realize the value of the brand. The result was

positive, and companies began to see increased margins and establish a brand reputation.

Successful companies differentiated their products from the competition with private

labels and improved their market share by more than 49% (Schwarzkopf, 2015).

The era of relationship marketing replaced the previous eras, including the

production era, sales era, and marketing era, and gave rise to the transition

in marketing from warfare (sellers versus buyers) to collaboration (buyer-seller

partnerships) (Palmer, Palmer, Bijou, & Bejou, 2016). Koga (2013) opined that

relationship marketing consists of the following five steps (a) identifying the individual

customer, (b) gathering, and storing customer purchase history, (c) analyzing consumer

personal behavior, values, and potential profitability, (d) developing measures to retain

the customer and (e) implementing rank up programs for customers (Koga, 2013).

The development of the relationship marketing theory and practice was a

paradigm shift from a transactional to a relationship orientation (Hollensen, 2015). The

 22
goal of relationship marketing is to build a long-term mutually beneficial relationship

with the customer and maximize the lifetime customer value and customer loyalty (Peck,

Clark, & Payne, 2013). Businesses underwent a cultural shift from the mass marketing,

product focused thinking of the industrial age to the customer-empowered a culture of the

Information age and the age of transparency, where the goal was building relationships

with individual customers to become more valuable to the organization. In the

relationship marketing era, managing individual customer relationships requires

organizations to use the knowledge gained from customer relationships to enhance

customer experience (Lemon & Verhoef, 2016). The concept contributes to companies

shifting their marketing efforts toward building customer loyalty and developing

relationships with clients and requires firms to understand what constitutes a seller-

customer relationship, how those relationships formed, and how to strengthen the

relationships (Peppers & Rogers, 2016).

Peppers and Rogers (1993) were the proponents of creating bonds with customers

because it is more economical to retain existing consumers than to acquire a new

customer. Company leaders should direct their marketing efforts externally and internally

so that both consumers and staff in the organization are knowledgeable about the

company's relationship marketing strategies (Peppers & Rogers, 1993). Leaders should

also integrate their marketing strategies into the organization’s day to day operations,

product development, logistics, and marketing so that the organization can effectively

respond to marketplace changes and maximize opportunities (Kotler, Keller, Manceau, &

Hémonnet-Goujot, 2015). Relationship marketing involves maximizing a company's

 23
financial return along with the company leaders acting in the customers’ best interest

(Sheth & Parvatiyar, 1995). Relationship marketing aims to build a connection between

the organization, consumers, suppliers, and other key partners that contribute to a firm's

overall marketing strategic activities (Shani & Chalasani, 1991).

The Social Marketing Era

The Internet became a popular marketing platform in the late 1990s and early

2000s, companies established websites to post information about their products, and

services where consumers can directly access the information as the web became an

essential tool for commercialization (Ryan, 2016). Current and potential consumers

became accessible to marketers 24/7 because of technological advances (Kabat-Zinn,

2016). As the internet grew, simple company websites initially employed to provide

information began to evolve as a powerful marketing tool. Bristol Meyers was among the

first company to use their website for an online marketing campaign for Excedrin, pain

medication. The success of the campaign increased the customer database for the

company (Woodburn, 1999). Woodburn quoted Peggy Kelly, Vice President of

Advertising Services at Bristol Meyers, who stated that "Our online campaign

demonstrated the power of the Web as an efficient and cost-effective marketing tool; we

were able to reach a vast audience, and calculate the effectiveness of our campaign"

(Woodburn, 1999).

Digital media platforms have revolutionized marketing by providing new tools to

reach, educate, engage, sell, gather data, and provide better products and services to
 24
consumers (Lamberton & Stephen, 2016). The Internet has become an important

marketplace for transactions of goods and services. Management spent billions of dollars

on Internet marketing including social media (Schwarzkopf, 2015). In 2015, online sales

of physical goods in the United States totaled $294.45 billion and Statista (2017)

estimated that sales could increase to over $485 billion by 2021. In May 2017, the Census

Bureau of the Department of Commerce announced that the total retail sales for the first

quarter of 2017 totaled $1,250 billion, which accounted for 8.5% of total sales (U.S.

Department of Commerce, 2017).

Forrester (2009) identified five areas of the social marketing era that led to the

paradigm shift from the relationship marketing era to social marketing era to include; (a)

social relationships in which, parties could connect and share opinions, (b) social

functionality, with social networks functioning like operating systems, (c) social

colonization, when every experience could be social, (d) social context, this contributed

to personalized and accurate content, and (e) social commerce, in which consumers could

define future products and services. According to Sashi (2012), social marketing is

important in customer engagement because for sellers to meet their needs and achieve

sales goals, they must first meet the customer needs. The social marketing era is the

newest era in the marketing evolution and focuses on organization’s leaders developing

strategies to identify the target audience’s preferences and how to satisfy these consumers

more than the competitors do by using Internet communication channels like social media

and mobile platforms (Fulgoni & Lipsman, 2014).

 25
Social Media

Kaplan and Haenlein (2010) defined social media as a group of online-based

applications allowing management to create and exchange content. Social media content

includes words, pictures, videos, and audios to facilitate communication, collaboration,

education and entertainment (Safko, 2010). Social media research is an emerging area,

and at a time when most organizations’ management are struggling with how to adapt to

social media, few scholarly guides provide principles, best practices, or differentiate fact

from fiction (McFarland & Ployhart, 2015). Piskorski (2014) provided an understanding

of the purpose of various social media platforms and privacy needs, while Qualman

(2009) concluded that social media was not a fad, but represented a fundamental shift in

the way individuals, consumers, and companies’ management communicate.

Li and Bernoff (2008) examined 25 real world cases regarding how companies

have used social media to increase their market knowledge, generate sales, save money.

The authors also expressed the need to understand the profound effect of social media on

personal relationships. Zolkepli and Kamarulzaman (2015) found that there were three

main levels of need that contribute to individual adoption of social media (a) personal

(includes leisure and personal connections), (b) social (includes of friendship, influence

and social interaction), and (c) stress release (includes a sense of belonging, relief,

unwinding). The focus of social networking platforms is communicate directly on the

platforms where the audience has presence in order for the company to collect more data

and increase advertising activities (Kane, 2015). Dessart, Veloutsou, and Morgan-

Thomas (2015) expressed similar views suggesting that consumers are not only engaging
 26
with others but with brands using online communities. The deficiencies in the above

studies are the failure to discuss how organizational leaders can develop effective social

media strategies to increase sales.

The value of social media is evident in many organizations. According to

Auffermann (2010), Toyota anticipates a future with social media that includes both

maintaining its reputation as well as extending into innovation of its products. When

asked if the community of users and customers could provide insight into design, the

Toyota executive replied, “In my opinion, it’s only a matter of time.” (Auffermann, 2010)

Social media is a tool to generate growth in sales, return on investment, and positive

word of mouth and can spread brand knowledge further (Kumar, Bhaskaran,

Mirchandani, & Shah, 2013). Results show that organizations with a high level of use of

social media give more importance to social media channels, the influence of social

media on internal and external stakeholders and relevance of gatekeepers and

stakeholders along with a better self-estimation of competencies (Moreno, Navarro,

Tench, & Zerfass, 2015). Barnes and Lescaul (2013) concluded that marketers turned to

social media platforms in large numbers to find new customers, retain existing customers,

generate sales, create an identity, and disseminate company and product information.

Organization’s leaders can use social media to communicate directly and in real time

with target audiences at a much lower cost and greater efficiency than traditional

advertising media tools (Kaplan & Haenlein, 2010).

 27
Social Media Networks

Social networking sites are Internet services that enable individuals or businesses

to create a profile, add or follow users and receive updates on the posts or activities of

users within their network (Boyd & Ellison, 2015). The use of social media networks

offered users the opportunity to connect with others and to share information, similar to

traditional networking; they also offered indispensable resources for leaders looking to

promote their products online (Safko, 2010). Ninety percent of advertisers indicated that

social media was critical to their business and outlined higher product exposure from

increased social media platform traffic, growing loyal customers, brand awareness,

gathering market intelligence, and improved sales as some of the primary benefits

derived from social marketing (Stelzner, 2016). Khan (2017) proposed that leaders

should develop effective social media strategies and maintain a presence across the top

social media platforms to drive the highest amount of traffic to their sites. According to

Khan, this requires marketers to learn about the various social media sites, how each

platform works, the target audiences and strategically align their social media strategy to

support existing marketing objectives.

Social Media Platforms

Facebook. Facebook is a popular social networking site with nearly 1.8 billion

active monthly users and offers a platform for connecting businesses with potential

customers (Facebook, 2017). Ramsaran-Fowdar and Fowdar (2013) asserted that

Facebook is an effective social media network that can provide real-time interactive

responses to marketing questions and address problems quickly. Organization’s leaders

 28
can derive the following benefits from using Facebook (a) reduced advertising costs, (b)

customized and targeted advertising, (c) real time feedback from consumers, (d)

electronic word-of-mouth referrals, and (e) contribution to buyer purchase intentions

(Ramsaran-Fowdar & Fowdar, 2013). The advent of targeted advertisements geared

toward demographics including age, gender, education, location, interests, and behaviors

makes Facebook an advertising tool that large and small business owners could use to

increase web traffic and an effective marketing platform option (Yang, Kim, &

Dhalwani, 2008). Marketers should create brand communities, use blogs to engage

customers, create content that attracts customer interest, appeals to the customer’s

affiliation, and use storytelling to hold potential customer attention as an effective

Facebook marketing strategy (Mangold & Faulds 2009).

Twitter. Twitter is a microblogging platform with 313 million active monthly

users, around 1 billion unique monthly visits in which users can share short messages

with 140 characters or fewer known as tweets (Twitter, 2016). Barnes and Lescault

(2013) found that Business executives perceived Twitter as the platform with the greatest

potential than any other social media networks to increase sales. Soboleva, Burton, and

Khan (2015) asserted that Twitter is an attractive marketing tool for businesses to reach

and attract large audiences in a short period. Sobeleva et al. recommended the following

strategies used by companies who have successfully used Twitter to attract consumer

interest in their brand and product (a) weblinks and images are effective in attracting

attention and increasing customer traffic to a firm’s website, (b) polls and questions

allows firms to pose questions and track their votes or responses. Tweets with questions
 29
can achieve high retweet and response rates, and (c) call to action asking followers to

‘retweet’ can increase response rates.

Marketers can increase sales by using Twitter as a tool to spread the word about

their product, build a large following, and working with influencers with large followings

to retweet contents advertising (Tsimonis & Dimitriadis, 2014). O’Flynn (2012) cited

examples of companies who have successfully used Twitter to increase sales including

Sony, which announced in February 2012 that the company earned an additional 1

million pounds in sales from its Twitter campaigns. O’Flynn also cited Dell, who

announced in June 2012 that company sales increased by 3 million dollars since

advertising on Twitter.

YouTube. YouTube is a video sharing platform with over “one billion monthly

visitors who watch more than six billion hours of video monthly" (YouTube, 2016).

YouTube is the third most visited website worldwide where users can upload, view,

comment, link videos to the site and engage in liking, sharing, and commenting as well as

upload up to 100 hours of new video every minute to the site (Bradshaw & Garrahan,

2008). “YouTube is a popular site among adolescents, with 50% of teenagers citing

YouTube as their favorite website” (Barry et al., 2015). In addition, “58% of generation

X (1961- 1979), 70% of generation Y (1980-1995) and 83% of generation Z (1995-2012)

access YouTube monthly” (Barry et al., 2015). The two types of advertising on YouTube

are stream video and in-video, with streaming, viewers can choose to watch the

advertisement, or they can skip the adverts after 5 seconds of play unlike the in-video
 30
advertisements that is seen at the lower section of the screen when the main video is

playing (Pikas & Sorrentino, 2014).

LinkedIn. LinkedIn is estimated to have over 238 million members and is the

world’s largest professional social networking platform (LinkedIn, 2017). Von Rosen

(2012) described LinkedIn as a social networking platform for connecting, engaging and

doing business with other professionals by offering the tools to connect and build

business relationships. Advertisers can use LinkedIn as a platform to reach professionals

audiences and specifically target them using rich profile and behavioral data, making

LinkedIn an attractive platform for online advertising (Agarwal, 2013). Marketers that

use LinkedIn can access detailed information provided by the target audience such as

educational background, work history, life events (Von Rosen, 2012). The level of

information enables LinkedIn to offer advertisers the option to target precisely to the

audience mostly like to purchase their product by filtering on occupation, education level,

and skills. Xia, Guha, and Muthukrishnan (2016) found that advertisers that use data

analysis targeting subsets of users could reach 40% more of the desired audience than

non-targeted marketing.

Schaffer (2013) posited that LinkedIn is an important part of social networking

digital marketing plan and strategy because marketing on LinkedIn requires a different

approach because unlike other social media outlets, LinkedIn is a professional network

that calls for a high-quality marketing and sales channel. According to Schaffer (2013),

the LinkedIn social network suited for smart and indirect campaigns for image and brand
 31
awareness. Marketers that use LinkedIn successfully often create new content and

regularly update company page with news and useful information.

The Role of Social Media

Social Media represents the most transformative information technology

innovations in business both internally and externally (Aral et al., 2013). The platform is

no longer just a communication tool for personal amusement but an important part of

marketing strategies in business (Öztamur & Karakadılar, 2014). Social media offers an

extensive range of applications for organizations, such as increasing communication,

building trust, and maintaining relevancy (Skeels & Grudin, 2009). Agnihotri, Dingus,

Hu, and Krush (2016) asserted that the use of Social Networking sites also influences

how sellers and buyers interact by providing a tool for consumers to become better

connected to companies and more knowledgeable about product selections. The increased

interaction may lead to positive outcomes when sellers use it effectively to build more

powerful buyer and seller relationships (Agnihotri et al., 2016).

Social media has evolved beyond interpersonal relationship to become a major

source of information that has a global reach that businesses cannot afford to ignore, yet

few studies exist in academic literature regarding social media’s effectiveness from a

business perceptive (Barreto, 2015). The need for organizational leaders to acquire the

sufficient knowledge to develop effective social media strategies for increasing sales and

creating value for their organization warrants further research. Tang, Gu, and Whinston

(2012) asserted that the benefits of participating in social media include social

communication, a powerful marketing tool for building brand reputations, attracting new
 32
customers, and generating sales. According to Jue, Marr, and Kassotakis (2010), social

media can create both short- and long-term benefits for an organization. The use of social

media by firms, aids in generating brand awareness, increasing traffic, and providing

marketplace insight (Stelzner, 2014).

Social Media Marketing

Social Media Marketing is any form of marketing communication using social

media platforms as social networking sites (Facebook, LinkedIn), microblogging

platfroms (Twitter), video and photo sharing platforms (YouTube, Instagram), consumer

review platforms (Yelp), blogging platforms (Tumblr) or search-and-discovery based

services (Foursquare) (McGrath & O'Connor, 2015). The traditional marketing media

platforms such as television and print advertisements that markers used to advertise or

launch their products and services or to acquire new buyers are no longer sustainable

(McGrath & O'Connor, 2015). The advantage of social media marketing over traditional

marketing is that social media offers an interactive marketing tool which allows the

audience to communicate directly with firms and for firms to engage with the consumers,

with traditional marketing, the audience is passive (Huotari, Ulkuniemi, Saraniemi, &

Mäläskä, 2015). Social media use enables consumers to access sellers at their fingertips

without leaving their homes, and marketers can receive real-time feedback and can tailor

their marketing strategies or offer products and services that meet the consumers’ needs

(Singla & Durga, 2015).

It is no longer an option but a strategic requirement for business leaders to use

social media in the current technological environment (Constantinides, 2014). Social

 33
Media has changed how business leaders interact with consumers, which presents both

challenges and new opportunities for organizations (Tiago & Veríssimo, 2014).

Companies that do not understand social media fundamentals could fail to attract or

retain customers (Durkin & McGowan, 2013). Social media contributed to the

transformation of traditional marketing activities and the need for leaders to develop new

marketing business models (Scheid, Vaillant, & De Montaigu, 2012). Kissane (2016)

posited that social media is the marketing avenue for businesses seeking to expand their

reach online, attract new customers, and convert more of their traffic into sales.

Leaders are increasingly shifting from the traditional marketing channels to social

media marketing (Tsimonis & Dimitriadis, 2014). Gillin (2007) posited that this shift

toward social media contrbues to (a) lower consumer response rates to traditional

marketing, (b) enhanced social media experience, (c) demographics shifts, (d) word of

mouth referrals, and (e) low or no cost advertising. According to Gillin (2007), a viral

advertising video on social media has the potential to reach more customers faster and

attract highly engaged customers at a lower cost than a traditional television

advertisement. Considering these factors, organizational leaders must understand this

changing landscape so that they can develop effective social media strategies and allocate

the appropriate amount of resources to social media marketing (McGrath, & O'Connor,

2015).

Social Customer Relationship Management

The 1990s and early 2000s witnessed the widespread implementation of

customer relationship management (CRM) technologies that were mildly successful at

 34
best, as a result, managers are integrating social media applications with existing systems

to foster stronger relationships with customers (Trainor, Andzulis, Rapp, & Agnihotri,

2014). The goal of social customer relationship management is customer retention by

fostering a mutually beneficial interactive relationship between the consumer and firm

where consumer input into marketing activities and product development is welcomed

(Rodriguez, Peterson, & Krishnan, 2012). Leaders who use social customer relationship

management effectively could maximize new entry market opportunities, trends, and

development (Warfield, 2009). According to Choudhury and Harrigan (2014),

organizations should use data collected from consumers through social media

engagement as a resource to shape their future marketing strategies.

Elena (2016) examined the impact of social media strategies for developing

customer relationship management and defined social media as a tool to manage

relationships with customers and keep them closer. The purpose of Elena’s study was to

analyze how social media supports the development of customer relationship

management. The author asserted that social media is necessary for an organization to

remain competitive in a global market. According to Elena, although social customer

relationship management is a relatively new domain, marketers can benefit from the use

of social media for growing sales and profitability, creating advertisements, acquiring

new customers, retaining them and gain brand loyalty. Elena (2016) concluded that the

use of social media is an important factor when marketers create a customer relationship

strategy and is also a crucial for moving from the traditional customer relationship

management to social customer relationship management.

 35
Social Media Strategies

Colicev, Connor, and Vinzi (2016) conducted a study to address the question of

whether social media investment is worth it for firms. The purpose of the study was to

examine the research gap on the impact of social media on brand performance versus

traditional media using data from 87 firms across 17 industries and users of three social

media platforms(Facebook, Twitter, and YouTube). The findings suggested that user

actions on YouTube and brand actions on Facebook have a positive influence on brand

value. Colicev et al. also included word-of-mouth as a mediator, finding that the effect of

social media goes beyond word-of-mouth among social media users. Colicev et al.

concluded based on the study findings that social media use has a positive influence on

brand value, as well as provides objective metrics to measure return on investment

(Colicev, Connor, & Vinzi, 2016).

Liu and Lopez (2016) examined the impact of social media discussions on

consumer buying decisions. The purpose of the study was to estimate the effect of social

media interactions on customer brand preference focusing on demand for carbonated soft

drinks. The authors analyzed customer demand derived from social media engagement

based on the Nielson sales measurement of carbonated soft drinks to social media

interactions on Facebook, Twitter, and YouTube. The findings indicated that consumers’

conversations about soft drink brands had a significant impact on their valuation and on

buying decision. Lui and Lopez concluded that the study revealed the connection

between firms that strategically use social media for product promotion, design, or public

health policy compliance and a decrease in the consumption of carbonated beverages or

 36
other high calorie foods. I reviewed some social media strategies that firms have used to

increase sales including online consumer reviews, brand online communities, content

management to build brand trust and loyalty.

Online Consumer Reviews

Social media plays an important role in influencing consumer preferences when

choosing products and services based on the customer's likes, dislikes, and feedbacks on

social media sites (Raman, 2015). Duan, Gu, and Whinston (2008) argued that word of

mouth is a powerful tool in delivering the information about consumer preferences. Lim

et al. (2015) described word of mouth communicated on social media as electronic word

of mouth (e-WOM) which includes consumer reviews on products, services and

experiences on social media channels such as Yelp and TripAdvisor. Lim et al. posited

that e-WOM influences customer purchase intentions because social media provides a

public platform to share customer experiences with brands, products, or services which

other consumers can review prior to deciding whether or not to buy. Research conducted

by Nielsen in 2013, revealed that 84% of the customers rely e-WOM to make a decision

on purchase or services (Nielson, 2013).

Word of mouth involves consumers’ opinion of a product or service based on

their experience that could influence the receiver’s behavior or purchase decision

(Ismagilova, Dwivedi, Slade, & Williams, 2017). Consumers use Social media to express

their opinions on various topics including goods and services, this type of user-generated

content, online consumer reviews influence buyer decisions. Gesenhues (2013) found that

90% of buyers surveyed cited online reviews for influencing their purchase decisions.
 37
Lim and Van Der Heide (2015) asserted that with the emergence of social media,

consumers are expressing their opinion online, which influences consumer purchase

intentions. Wang, Cunningham and Eastin, (2015) concluded that online consumer

reviews have the potential to increase sales and it is important for marketers to

understand the impact and develop a strategy to leverage the influence of reviews on

purchase decisions.

Hajli (2014) asserted that social media facilitates consumers’ social interactions

which could lead to increased trust and intention to buy. The study also showed that trust

has a significant direct effect on intention to buy. Online review is a social media tool for

consumers to voice their opinions about a product, service, or brand. Gu and Ye (2014)

posited that managing and responding to customer comments has become an essential

element of a firm’s online social media strategy. Among the growing diversity in online

social media, consumer review forums remain the most important social media source for

product information, as over 60% of consumers read customer reviews online prior to

making purchases (Lightspeed Research 2011). Existing studies consistently show that

consumer reviews have significant impacts on consumer purchase decisions (Wang, et al,

2015). Severi, Ling, and Nasermoadeli (2014) found that with electronic word of mouth

using social media, companies could create, enhance brand equity of products and

services, and subsequently lead to attracting customers.

Online Communities

Social media online communities provide an avenue for customers to

communicate directly with businesses and to voice their opinion about their preferences.
 38
According to Manchanda, Packard, and Pattabhiramaiah (2015), customer expenditures

have increased significantly from customers joining firm created an online community.

The results of their study also revealed that brand community influences brand loyalty.

Munnukka, Karjaluoto, and Tikkanen (2015) posited that firms with online or social

media brand communities and promotional activities realized higher levels of word of

mouth advertising. They argued that positive feedback from consumers to friends

regarding a product could lead to higher sales and revenues. Brown, Broderick, and Lee

(2007) suggested that buyers value peer to peer product feedback based on personal

experience from other consumers as more valuable than product information from

companies. Mazzarol, Sweeney, and Soutar (2007) asserted that peer opinion or referral

is more valuable when the sender has no connection to the brand. Sashi (2012) explained

that organizations could use social media online brand communities to develop

relationships with both current and potential customers, who collaborate, identify

problems, and develop solutions. According to Sashi, consumers who interact in online

communities could add value to Brands by generating content, which can influence

purchase decisions.

Content Management

Content management is an important component of an effective social media

strategy. Ashley and Tuten (2015) suggested that social media content management

strategies should not only aim to give information about a brand but also help to develop

innovative connections and relationships with potential consumers. According to Ashley

and Tuten (2015), brand marketers must adopt a consumer engagement perspective that
 39
shifts the brand’s communication from a transactional to an interactive perspective so that

the consumer views the product as part of their own identity. A firm’s social media

content messaging strategy should include communications that engage the target

audience and meets the needs and wants of the consumer. Lwin, Phau, Huang, and Lim

(2014) revealed that social media websites with emotional content contributed to firms

gaining, retaining consumer interest, attention, and positive purchase intention. Effective

social media content incorporates the brand’s uniqueness, differentiation from

competitors and appeals to the consumer at an emotional level rather than rational

messages (Jiao, Gao, & Yang, 2015).

Kumar, Bezawada, Rishika, Janakiraman, and Kannan (2016) examined the

effect of firm-generated content in social media based on three customer metrics (a)

spending, (b) cross buying, and (c) customer profitability. The results of the study

indicated that Firm Generated Content had a positive and significant effect on customers’

purchasing behavior. Ashley and Tuten (2015) proposed that firms provide frequent

content updates, using creative content as imagery, exclusivity messages, and incentives

to the consumer to increase customer engagement with their social media platforms.

Brand Loyalty

Brand loyalty is a consumer’s committment to make repeat purchases from the

same brand despite other available options (Cengiz & Akdemir-Cengiz, 2016).

Similarily, Khan (2013) defined brand loyalty as a non random biased consumer

commitment to purchases and repurchase from a brand or brands over time despite

competitor’s efforts to induce switching. Brand loyalty is influenced by Brand trust and
 40
requires a voluntary action or willingness for a consumer to believe in the brand ability to

perform as advertised (Chaudhuri & Holbrook, 2001). Furthermore, Chaudhuri and

Holbrook posited that developing brand loyalty involves various factors including brand

commitment and community affliation leading to greater positive product referrals and

consumer repurchase decisions.

Social media is a platfrom that firms could use for online product marketing,

electronic word of mouth referrals, building online brand communities, and targeted

advertisement which could influence consumer purchase decsions and increase brand

loyalty (Balakrishnan, Dahnil, & Yi, 2014). The use of Social media offers an effective

tool that marketers can use to increase sales by building brand loyalty through

advertising, online communities and consumer direct feedback (Harde & Heyman, 2009).

Laroche, Habibi, and Richard (2013) concluded when firms use social media to build

online brand communities, consumers view their products, services, and brands

positively, which could lead to positive effects on brand trust, and brand loyalty. Nisar

and Whitehead (2016) investigated how user loyalty is achieved and maintained through

social networking sites. The result revealed that brand trust has a large impact on brand

loyalty, and perceived social presence also contributes substantially. Lim, Hwang, Kim,

and Biocca (2015) opined that consumers who engage on social networks with a brand

developed brand loyalty and purchase intent among peers. According to Lim et al.

(2015), a study conducted by comScore revealed that there was a 15% greater likelihood

of a consumer purchasing a product when a friend refers the product than from other

sources.
 41
Marketers recognize that real brand loyalty and consumer connection with a

brand is more valuable than other marketing, advertising or promotional activities (Barnet

& Ferris, 2016). Laroche, Habibi, and Richard (2013) found that social media brand

communities benefit members, and facilitates information sharing and helps to solidify

the customers’ relationships with the product or service, organization’s brand, and fellow

consumers leading to brand loyalty especially when brand trust exists. The result

indicated that brand loyalty and consumer purchase decisions are enhanced when firms

use their social media platforms effectively to establish online brand communitites,

increase electronic word of mouth referrals, and product advertisement (Laroche et al.,

2013).

Transition

In Section 1, I provided a brief introduction of the research topic of social media

strategies for increasing sales in the foundation, and background of the study. The section

also included the problem and purpose statements, the nature of the study, research

question, interview questions, conceptual framework, operational definitions,

assumptions, limitations, and the delimitations of the study and significance of the study

including contribution to the business practice and implications for social changes. The

section concluded with a review of the professional and academic literature.

Section 2 includes the purpose statement, the researcher’s role, description of

participants’ selection method, research method and design, population and sampling,

ethical research procedure, data collection instruments, data collection technique, data

analysis, reliability, and validity. In Section 3, I present the research findings, the
 42
implication to professional practice and social changes. I conclude with recommendations

for action and areas for future research.

 43
Section 2: The Project

Purpose Statement

The purpose of this qualitative multicase study was to explore social media

marketing strategies that organizational leaders use to increase sales. The targeted sample

population included marketing leaders of five organizations in the San Francisco,

California, Bay Area who successfully increased sales by using social media marketing

strategies. The implication for positive social change could be the opportunity for

organizations leaders to acquire new strategies for using social media to increase sales,

which could result in job creation and improved economies in local communities.

Role of the Researcher

In a qualitative study, the researcher plays a primary role in the research process

to ensure that the data collection instruments are valid and accurate (Parker, 2012). The

researcher also engages participants to collect data in order to understand the research

topic (Tsang, 2013.). I was the instrument of data collection. It was my responsibility to

inform the reader of any biases, assumptions and my qualifications as the researcher.

My role as the researcher required that I was objective and to ensure that data

collected and interpretation were those of the participants. It was, therefore, essential that

I listened and recorded participant responses precisely and from their perspectives,

devoid of my personal views. I conducted semistructured interviews. During the

interview stage, it was important to keep in mind that I was dependent on the

participants’ willingness not only to take part in the study but also to share their
 44
experiences and thoughts about the topics in question. I listened and was respectful of the

participants so that they would be comfortable in candidly sharing information with me.

According to Simon (2011), in qualitative research, readers of a study need to

know about the researcher as the human instrument of data collection. It was my

responsibility to inform the reader of any biases, I might have had in carrying out my

research as well as my assumptions and qualifications as a researcher. Thus, I described

relevant information about myself along with experiences that qualifed me to conduct this

study. My affiliation with the research topic, participants, and geographical area included

searching various social media sites to identify which companies to contact in the San

Francisco Bay Area. I have experience working with social media in my previous

position as the communication manager for the University of California Berkeley’s

Recreational Sports Department where I successfully used social media advertising to

promote various programs. Interview protocol or guides are useful in qualitative research

for outlining the research topic background, summaries, and structure of the interview

(Boehm & Hogan, 2014). I used an interview protocol (see Appendix A) for the face-to-

face interview to ensure that I asked relevant questions and audio recorded participants’

responses.

Participants

Researchers should establish a rationale or criterion for participant selection to

improve both the breadth and depth of data (Charlick, Pincombe, McKellar, & Fielder,

2016). Participants who meet or exceed specific criteria possess greater knowledge of the

phenomenon of study (Palinkas et al., 2013). An important factor that affects population
 45
representativeness is a study’s eligibility criteria. As Sen et al. (2016) suggested, ensuring

that data are information rich requires that researchers establish eligibility criteria. The

participant eligibility criteria for this study included (a) that participants were social

media managers and professionals in top performing companies in the San Francisco Bay

Area, (b) with at least 3 years professional experience in the industry, (c) who had

successfully used social media to increase sales, and (d) were willing to participate in a

semistructured, audio-recorded interview.

Researchers need access to participants to conduct the study, and gaining access

involves finding and securing participants for research (Peticca-Harris, deGama, & Elias,

2016). Depending on the size of the business, gatekeepers play a key role in granting

researchers access to potential participants along with monitoring the activities of the

researcher throughout the data collection process (Davies & Peters, 2014). Gatekeepers

can be employees, leaders of the organization, or individuals who belong to the group of

interest for the study (McFadyen & Rankin, 2016). I did not need permission from

gatekeepers for this study because the participants were business leaders and I had direct

access with them via social media. After receiving approval from Walden Univesity’s

Institutional Review Board, I sent an invitation to participate letter (see Appendix B) via

e-mail to 40 potential participants informing them of the purpose of the study. An

invitation letter includes the purpose and procedures of the study (Alexander, 2017). In

the invitation e-mail, I described the purpose of the study, the interview questions, and

estimated time commitments for the interview.

 46
The target population included five participants across five organizations. The

success of data gathering depends directly on how well the researcher can build rapport,

maintain relationships with the participants, and hold them to agreements (Kondowe &

Booyens, 2014). Researchers should build a good relationship with potential participants

to increase trust and confidence and enhance the success of the data collection process

(Flurey, 2015). They can establish a positive relationship with potential participants by

findings topics of interests to both parties (Kral, 2014). I established rapport with

potential participants by demonstrating flexibility to address their concerns. I also

explained the purpose of the study, informed participants of the voluntary nature of

participation in the study and their ability to opt out using the informed consent form, and

assured them that confidentiality was a top priority of mine.

Research Method and Design

This study was a qualitative multicase study of social media strategies for

increasing sales for the organization in the San Francisco Bay Area. I conducted

semistructured interviews with business leaders in organizations that have successfully

used social media to increase sales based on sales reports and the organization’s social

media activities. I used a qualitative research method and multicase research design to

explore my research topic. Researchers use qualitative research methods to explore,

explain, and describe a phenomenon of interest (Marshall & Rossman, 2014). A case

study design is appropriate when a researcher is seeking to explore individuals or groups,

for an in-depth analysis of complex relationships, communities, or organizations (Yin,

2013).
 47
Research Method

The three common approaches to conducting academic research are quantitative,

qualitative, and mixed methods. Venkatesh, Brown, and Bala (2013) posited that

researchers use qualitative methods for exploratory research to develop a deep

understanding of a phenomenon; in contrast, researchers used quantitative methods to

confirm or test a hypothesis using numerical data. Researchers seeking to both explore

and confirm a phenomenon use a mixed methods approach in the same research inquiry

(Molina-Azorin, 2016).

Researchers use the quantitative approach to examine causal relationships and

consider valid arguments in a scientific manner in order to generate theories or test

hypotheses (Pluye & Hong, 2014). According to McCusker and Gunaydin (2015),

researchers use quantitative method seeking to answer questions centering on how many

or how much rather than on the what, how, or why of a phenomenon; also, the data to be

collected will be in the form of numbers and statistics. Leedy (1993) posited that

researchers use the quantitative method to address questions related to possible

relationships between variables in order test, confirm, or control a phenomenon.

Researchers also use a quantitative study approach when seeking to confirm or

disconfirm a hypothesis (Kumar, 2005). The data collection instrument for researchers

using the quantitative method include testing and closed-ended questionnaires to gather,

analyze and interpret the data, therefore I did not use the quantitative method, because I

collected data for my study using semistructured interviews with open-ended questions
 48
and reviewed company documents to obtain, analyze, and interpret the data (Zohrabi,

2013).

The mixed methods research is a research approach in which the researcher

combines (a) both qualitative and quantitative research questions, (b) both qualitative

research and quantitative research methods and designs, (c) qualitative and quantitative

data techniques for collecting and analyzing, and (d) qualitative and quantitative data

findings and results (Pluye & Hong, 2014). According to Pluye and Hong, the three main

reasons for mixing methods include researchers seeking to use qualitative methods to

interpret quantitative results, apply quantitative methods to generalize qualitative findings

or to explore a new phenomenon using the qualitative methods and explore causes, and

effects using the quantitative methods. McCusker and Gunaydin (2015) concluded that

although researchers use the mixed methods approach to draw on the strengths of both

the qualitative and quantitative methods, ultimately, the mixed methods applies when the

in-depth analysis needed for a qualitative study or statistical testing of a quantitative

study are not required due the time and cost involved. With the mixed method

approaches, researchers combine both the qualitative and quantitative data collection

instruments such as closed-ended questionnaires to gather numerical data and interviews

for text data (Zohrabi, 2013). I rejected the mixed method approach because I used only

text data for my research. I applied the qualitative research method to explore the social

media strategies that organization use for increasing sales. Marshall et al. (2015) asserted

that researchers use the qualitative research method when seeking to uncover the
 49
unexpected or explore new avenues because the researcher has more flexibility to gather

comprehensive data.

Research Design

The three common qualitative research designs are case, ethnography and

phenomenological (Williams, 2011). I applied the case study design because my goal was

to describe the research topic phenomenon using multiple data sources. According to Yin

(2003), researchers use the case study research design when seeking to conduct an

empirical investigation of a phenomenon using multiple sources of evidence. Hancock

and Algozzine (2015) opined that the case study design is a bounded system that

researchers use to conduct in-depth descriptive analysis grounded in deep and multiple

data sources such as participants’ interviews, document reviews, and observation.

I reviewed and rejected the ethnography and phenomenological research designs.

Researchers use the ethnography design to describe a group’s culture, beliefs, values,

knowledge, and skills in their environment (Wall, 2014). Ethnography answers the

question, what's it like to be this person (Grossoehme, 2014). Brewer (2000) defined

ethnography as the study of people in their natural settings or involving the researcher

participating directly in the setting to collect data. According to Atkinson and

Hammersley (1994), researchers use the ethnography design when the objective is to

observe participants in real-life situations for a set amount of time to gain an in-depth

understanding of the subject’s behavior.

Phenomenological researchers explore the meanings of participants’ lived

experiences (Gallagher, 2012). Researchers select the phenomenological approach when

 50
seeking to gather a detailed examination of the participants’ actual life experiences based

on the participants’ perception or record of the event, rather than the researcher trying to

develop an objective statement (Smith, 2015). The objective of researchers who use the

phenomenological design is to gain a greater understanding of the participant’s

experiences through the mind of the subject or point of view (Giorgi, 2009). Todres and

Holloway (2006) opined that the phenomenological researcher’s goal is to describe or to

interpret the human experience as lived by the experiencer, and to use qualitative data

collection techniques to obtain examples of everyday experiences. My study was to

explore the social media strategies for increasing sales using the bounded system, hence,

understanding the culture of an organization or lived experience will not be necessary.

Therefore, I did not use the ethnography or phenomenological designs.

Data saturation is an important aspect of a qualitative study. Saturation ensures

that the researcher has sufficient and quality data to support a study (Walker, 2012). The

researcher achieves data saturation when there is adequate data to replicate the study and

when gathering additional data or coding will not yield new information about the

phenomenon (Fusch & Ness, 2015). According to Fusch and Ness, a researcher’s failure

to reach data saturation affects the dependability, credibility, transferability, and

confirmability of the study. To ensure dependability, credibility, transferability, and

confirmability Morse (2002) suggested that qualitative researchers implement strategies

during the study to demonstrate rigor and quality verification by maintaining an audit

trail, incorporating member checks when coding, or confirming results with participants,
 51
and peer reviews. To ensure data saturation in my study, I collected data until no

additional information or themes arose.

Population and Sampling

The population for this study included five business managers working in five

organizations who successfully used social media strategies to increase sales. I used

purposeful sampling to select the participants. Researchers use purposeful sampling in

qualitative research for gathering information related to the phenomenon. Purposeful

sampling involves participants’ or groups’ selection based that on their expertise,

position, or years of experience with the study topic (Cresswell & Plano Clark, 2011).

In addition to knowledge and experience, Patton (2015) asserted that strength of

purposeful sampling is in the participant selection and gathering rich information for a

detailed study. Patton posited that the resulting data should provide the reader with in

depth data and knowledge about the research study. Purposeful sampling is the process of

selecting participants or data sources for a study based on their knowledge of the research

topic or expected relevant data that the participant will contribute to the study (Yin,

2011). The guiding principle for sample size selection is data saturation (Morse, Barrett,

Mayan, Olson, & Spiers, 2002). I collected data from five different organizations, and

used a database management system for coding and categorizing similar themes.

Ethical Research

The protection of research participants is paramount in research, therefore; the

research process requires ethical scrutiny, formalization, and focus (Greenwood, 2016).

IRB approval ensures that a study meets regulatory criteria and protects participant rights
 52
and welfare (Heflin, DeMeo, Nagler, & Hockenberry, 2016). The IRB application

process is important prior to data collection to address compliance. I obtained approval

from the Walden University’s IRB prior to data collection. Walden University’s approval

number for this study is 08-08-17- 0544644. Participants received the informed consent

form (see Appendix C) before they participated in the study. After participants agreed to

be part of the study, I emailed informed consent forms. The form complied with IRB

requirements and include the purpose of the study, interview structure, and consent to

audio record the interview, sample questions that I asked during the interview, how I

planned use the data gathered from the interview, and my contact information.

In academic research, it is important that participants know that participation is

voluntary and that they can withdraw at any time before or during the study (Mealer &

Jones, 2014). The emailed consent form included language informing interviewees that

their participation in the study is voluntary, and participants have the right to withdraw

from the study at any time. Greaney et al. (2012) recommended that researchers include a

procedure to withdraw a participant in a transparent process without repercussions and

protect their identity. Before starting the interview, I reminded participants of their

withdrawal rights. I did not offer incentives to participants. I informed the participants

that the study findings were available to them upon request. Participants received my

contact information, if they had any questions or concerns after the interview. To protect

the participant’s identity, I coded each participant names as Participants (1 to 5). I

secured and kept all data confidential by storing all documents and digital recordings on a
 53
password protected drive in a secure location in my home. I will delete all digital files

and shred paper documents 5 years after completion of this study.

Data Collection Instruments

The objective of my study was to explore social media strategies for increasing

sales. I used the semistructured interview guide for data collection and reviewed

company documents. I scheduled interviews via telephone at a meeting place of the

participant’s choosing in San Francisco, CA bay area. Researchers use the semistructured

interviews when seeking the flexibility to structure the interview and to ask open-ended

questions, for in-depth responses and follow up. With semistructured interviews,

researchers develop the questions prior to the interview, and the interviewees express

their views in their own words (Galletta, 2013). This approach to data collection helps to

reduce the risk of bias relating to the researcher’s preconceptions (Marshall, Brereton, &

Kitchenham, 2015). I remained objective and removed my own bias for this study by

using the interview protocol (see Appendix A) and listening to the participants’

responses.

I also used data triangulation and member checking in the data collection process

to ensure validity. Triangulation refers to the use of multiple methods or data sources in

qualitative research to gain an in-depth understanding of the research topic (Carter,

Bryant-Lukosius, DiCenso, Blythe, & Neville, 2014). According to Carter et al. (2014),

supplementing qualitative text with multiple sources of information helps with

triangulation and trust in the reliability and validity of the study’s findings. For this study,

the data collection sources included semistructured interviews of five company leaders
 54
who accepted the invitation to participate (see Appendix B) and review of company

documents including marketing materials, social media posts and published sales reports.

With member checking, the participants reviewed my interpretation of their responses for

accuracy. I used NVivo for coding and categorizing similar themes. I summarized the

findings in a narrative format and used tables and figures to depict processes.

Data Collection Technique

Qualitative research requires a comprehensive data collection technique and

documentation of employed research procedures (Bowen, 2009). I used the

semistructured interviews for data collection, reviewed marketing materials, posts on the

participants’ social media pages and published sales reports for supporting

documentation. To access participants, I searched for prospects using Facebook and

LinkedIn social media platforms using key words as social media, influencer, job title

and limited the location search to San Francisco, CA bay area. I viewed potential

participants’ profiles for years of experience with social media. I narrowed down the

search by those with a mutual friend or connection. Forty potential participants met the

eligibility criteria. I sent a request to connect with the 40 participants along with

invitation to participate (see Appendix B) informing them of the purpose of the study. I

received responses from 15 participants, 7 indicated that they were not available to

participate. I requested and received confirmation of participant’s willingness to

participate in the study via email within 48 hours. I then selected the top five participants

to interview who best met the eligibility criteria and availability. The remaining
 55
participants were backups in case the top five participants could not participate in the

study.

Researchers use semistructured interviews when seeking the flexibility to

structure the interview, ask open-ended questions (see Appendix D) receive in-depth

responses, and ask follow up questions. This approach of data collection helps to reduce

the risk of bias relating to the researcher’s preconceptions (Marshall, Brereton, &

Kitchenham, 2015). I was objective and removed bias by using the interview protocol

(see Appendix A) and listening to the participants’ responses. Williams and Pigeot (2016)

asserted that researchers obtain consent from potential participants for confidentiality and

protecting the integrity of the study. I obtained a signed consent forms from the five

participants through email. I also obtained consent from the participants prior to starting

the interview to audio record the interview using a LG Stylo built in cell phone digital

recorder. The participants did not receive incentives to participate in the study. I

confirmed interview times via email and scheduled interview times using Google

calendar. Five organizational leaders from five different organizations participated in

semistructured interviews at a location of their choosing in the San Francisco, California,

Bay Area and addressed eight questions in depth questions about social media strategies

to increase sales. Each participant showed enthusiasm for social media and were excited

to share their experiences and the social media strategies for their respective business. I

took notes during the interview process to record nonverbal cues and key points that I

incorporated in the data analysis. The interview times ranged from 25 minutes to 45

minutes.
 56
Researchers review documents to gather background information, develop

understanding, and gain insight to the research problem (Bretschneider, Cirilli, & Jones,

2017). Document review, included marketing materials from participants’ social media

marketing activities, social media posts, and published sales reports. After each

interview, I performed member checking by paraphrasing the participant’s responses for

each question. I emailed the documents to the participants to confirm the accuracy of my

interpretation within 48 hours. Two participants did not have changes and three

participants responded with changes. I incorporated the changes and emailed the

information back for final confirmation.

Data Organization Technique

Data organization techniques helps researchers achieve effective data analysis (De

Waal, Goedegebuure, & Tan Akaraborworn, 2014). For this study I used Google

Calender, Microsoft Excel and Word for data organization. Researchers organize,

encode, and identify major themes from data collection using various forms and

techniques, to allow ease of extraction of the study conclusions (Bumbuc, 2016). Data

collection included semistructured interviews, review of marketing materials from

participants’ social media sites and published sales reports. I audio recorded the

interviews and immediately transcribed them using Microsoft Word. I maintained records

of interview dates and locations using password protected Google calendar and kept track

of participant names notes taken during the interview to record nonverbal cues and key

points and marketing materials using an Excel spreadsheet. I coded participant names to

protect their identity. For data organization, I compiled participants’ responses by

 57
interview questions, audio recording and interview notes, and saved the file by participant

number. After receiving final member checking confirmation from participants, I

transferred the data into a Microsoft Excel to consolidate the participants’ data under in

one spreadsheet. Mealer and Jones (2014) concluded that researchers should protect

participant privacy and disclosure of sensitive information to minimize the risk of

psychological harm. I assigned numerical values to each participant, saved the

information in an Excel document, using a password protected USB drive, stored in a

locked cabinet in my home. I will delete digital files and shred all paper documents 5

years after the approval of this study.

Data Analysis

Qualitative data analysis involves classification and interpretation of statements,

various materials, or cases to describe a phenomenon (Flick, 2014). Data analysis

included labeling, categorizing and grouping collected data using codes rather than a

large variety of diverse phenomenon. For this study, the data analysis involved three

main processes: (a) coding, (b) categorization, and (c) identification of major themes.

Flick (2007) recommended triangulation for analysis of multiple types of data. I used the

semistructured interview guide for data collection, viewed published marketing materials

from participants’ websites, marketing activities on social media sites, and reviewed

published sales reports. I transcribed participants’ responses from the semistructured

interviews; incorporated relevant data gathered from the document review and assigned

numerical values to participants (participants as 1, 2, 3, 4, and 5). I identified major

themes focusing on social media marketing strategies, brand loyalty, and sales growth
 58
and correlated the major themes to the research question, relationship marketing

conceptual framework and literature review.

Flick (2007) recommended triangulation for analysis of multiple types of data.

According to Wilson (2016), researchers use triangulation to analyze data using multiple

approaches to collect, interpret and analyze data for richer perspectives on the study.

I applied triangulation to enhance rigor when analyzing data collected from

semistructured interviews, audio recording transcription, and document review

(participant social media marketing materials, social media posts and published sales

reports) to support my findings. Researchers use data analysis software to analyze data

gathered through interviews, documents, observation to enhance transparency and

support research findings (Woods, Paulus, Atkins, & Macklin, 2015). I compared Atlas

Ti data analysis software and NVivo version 11 and rejected Atlas Ti because the

software lacked the ability to integrate text searches with searches for coded data. I

selected NVivo because the software was user friendly. Researchers use NVivo to

categorize participant responses, identify themes, and for coding (Zamawe, 2015). I used

NVivo qualitative data analysis software to categorize, code, and sort collected data. I

uploaded participant responses stored in the Excel spreadsheet, audio recordings files,

notes taken during the interview, and images of marketing materials obtained from

participant social media sites in Nvivo 11. I created nodes for each theme, categorized

and coded data to analyze related themes focusing on the central research question and

conceptual framework for this study.

 59
Reliability and Validity

Reliability

Reliability in qualitative research involves dependability, credibility and the

ability to replicate the study’s data analysis (Miller, 2008). Repeatability is the ability for

another researcher to achieve the same results if the researcher conducted the study with

the same rigor. According to Morse (2015), the three major strategies to ensure

dependability and credibility include a good coding system, member checks, peer review,

triangulation, and external audits.

I achieved dependability and credibility for this study by applying methodological

triangulation in my data collection. Hussein (2015) defined methodological triangulation

as the use of multiple methods or data sources such as semistructured interviews,

document analysis, reviewing public data, and participant observations in the same study

to enhance dependability and credibility. Triangulation of sources strengthens the

research study because it serves as evidence that research has increased in dependability

and credibility (Taylor, Bogdan, & DeVault, 2015). I gathered data using multiple

sources, including semistructured interviews, marketing materials, and social media posts

to enhance the dependability and credibility of the research findings. Bryman (2015)

asserted that researchers can enhance the dependability and credibility of their research

study by gathering data from multiple sources including face to face interviews,

participant observation, document review, surveys, or questionnaires. I addressed

dependability and credibility by using an interview protocol, auditable coding system

(participants and themes), member checks, and constant data comparison. Silverman
 60
(2009) recommended constant data comparison as a strategy to enhance dependability

and credibility; this means that the researcher extracts the data from the original sources.

A researcher must also constantly verify their accuracy in terms of form and context

either alone or with peers as a form of triangulation (Leung, 2015). I verified the accuracy

of the interview responses through member checking, I emailed my interpretation of the

participants’ response by sending for review, verification, and confirmation.

Validity

Validity in qualitative research involves transferability and confirmability;

transferability refers to the extent to which the findings of qualitative study are

transferable to other contexts with other respondents (Anney, 2014). Researchers achieve

transferability when the qualitative theories are applicable and useful in other contexts

when applied by another researcher or reader (Morse, 2015). According to Morse (2015),

strategies to ensure transferability include extended research period, observing

participants, detailed and quality description; review by another researcher or peer;

explaining researcher bias; member checking researcher’s interpretation of gathered data

and triangulation by validating with two or more methods or sources.

Leung (2015) described confirmability in qualitative research as the

appropriateness of the tools, processes, and data. This includes whether (a) the research

question is valid for the desired outcome, (b) methodology is appropriate for the research

question, (c) research design is valid for the methodology, (d) the sampling and data

analysis is appropriate, and (e) the findings are valid for the sample and context (Leung,

2015). To enhance transferability and confirmability for this study, I documented the data
 61
collection instruments to ensure proper audit trail, ask participants to confirm their

responses, and peer review. I also used qualitative data analysis software for analysis.

Researchers also use data saturation to ensure transferability and confirmability

(Yin, 2014). Morse (2015) posited that data saturation is an essential element for

researchers to demonstrate rigor in qualitative research. I reached data saturation by

obtaining data until no additional information, data or theme arose. Additionally,

triangulation helps to ensure credibility, transferability, dependability, and confirmability.

Triangulation refers to the use of multiple methods or data sources in qualitative research

to gain an in-depth understanding of the research topic (Carter, Bryant-Lukosius,

DiCenso, Blythe, & Neville, 2014). According to Carter et al. (2014), supplementing

qualitative text with multiple sources of information helps with triangulation to enhance

credibility, transferability, dependability, and confirmability. I collected data from five

different organizations, using semistructured interviews, document review, and social

media activities to gather data for this study. I also used a database management system

for coding and categorizing similar themes.

Transition and Summary

For Section 2, I provided detailed information regarding the research project. I

started with a restatement of the purpose statement. I then explained my role as the

researcher and described participants’ selection process. I also provided the justification

for selecting the qualitative research method and case study design and explained how to

ensure ethical standards in the research process. In Section 3, I provided the findings of

the research study on the social media strategies for increasing sales. The section began
 62
with the introduction of the research topic starting with a restatement of the purpose

statement, research method and design and data collection techniques. The section also

included the presentation of the findings, application to professional practice, implication

for social changes, recommendation for action and reflection on the experience

conducting the study.

 63
Section 3: Application to Professional Practice and Implications for Change

Introduction

The purpose of this qualitative multicase study was to explore social media

marketing strategies that organizational leaders use to increase sales. Applying

methodological triangulation, I collected data from semistructured interviews, document

review, and field notes from participant observation. Organizational leaders from five

different organizations served as participants for this study. The participants cited

LinkedIn, Twitter, and Facebook as the top social media sites on which they actively

have a presence. I reviewed each participant’s activities on those platforms along with

their organization’s website as part of the document review process. I also took notes

during interviews to record nonverbal cues observed during the interview to support data

collected.

Table 1

Participants’ Social Media Platform Presence

Social media platform

Participant LinkedIn Facebook Twitter Other

Participant 1 X X x

Participant 2 X X x x

Participant 3 X X x

Participant 4 X X x x

Participant 5 X X x x
 64
I compiled and organized data in a Microsoft Excel spreadsheet and, then, used

NVivo software to code the data into themes. Using thematic analysis, I examined the

interview responses to identify recurring central themes. I analyzed the document reviews

and observation to support and contextualize the findings. The five major themes that

emerged from the data analysis included (a) audience knowledge, (b) customer roadmap,

(c) customer relationship management, (d) marketing and sales alignment, and (e)

measuring performance. In the Presentation of Findings section, I reveal the social media

marketing strategies that organizations’ leaders can use to increase sales, based on my

study findings.

Presentation of the Findings

The overarching research question for this study was what are the social media

marketing strategies that organizations’ leaders use to increase sales? I interviewed five

participants from five organizations for the study using semistructured interviews. Each

participant answered eight open ended questions concerning social media strategies to

increase sales. I also reviewed social media activities for each participant I also reviewed

the social media pages for each participant and observed the level of engagement by the

audience based on comments and likes on the postings. In addition, I recorded my

observations during each interview. Participant 1 is the founder, president, and chief

executive officer of his company and, at the time of the study, had been involved with

social media for approximately 15 years. Participant 2 is a program manager and digital

marketer with 8 years of industry experience. Participant 3 is a digital marketing manager

and social media strategist with 10 years of industry experience. Participant 4 is a top
 65
producer real estate professional with 13 years of industry experience and Participant 5 is

an industry principal for social selling with 7 years of industry experience. Each

participant indicated that social media play an important role in increasing sales for their

businesses.

The conceptual framework used in this study was relationship marketing theory

(Berry, 1983). Social media can provide business leaders with a long lasting relationship

marketing tool they can use to develop brand awareness and build customer loyalty,

which could lead to increased sales (Turner & Shah, 2014). Social media can also serve

as a relationship marketing tool for business leaders to use in shifting from a transactional

to a relational perspective and gain a greater understanding of the lifetime value of

partnering with customers. The constructs of the relationship marketing theory serve as a

guide for business leaders to develop a systematic approach of interactive marketing for

higher quality interactions using social media to incorporate real-time customer feedback

for building long-term customer relationships and increase sales (Groonos, 1994).

The findings of this study supported Clark and Melancon (2013) assertion that

organizations can benefit from incorporating relationship marketing with their social

media activities hence, developing social media strategies aligns with the relationship

marketing theory because social media provides a tool for organizational leaders to

engage and build customer relationships, which could result in increased sales. The

participants’ responses and themes also aligned with the relationship marketing theory.

The following themes emerged from my analysis of the semistructured interviews,

document reviews, and social media page reviews: (a) audience knowledge, (b) customer
 66
roadmap, (c) customer relationship management, (d) marketing and sales alignment, and,

(e) measuring performance(See Table 2)

Table 2

Participants’ Responses by Theme

Theme
Participant Audience Customer Customer Marketing Measure
knowledge Roadmap relationship and sales performance
management alignment

Participant 1 X x x
Participant 2 X x x x
Participant 3 X x x
Participant 4 X x x x
Participant 5 X x x x

Theme 1: Audience Knowledge

All participants expressed that developing effective social media strategies

requires knowledge of the target audience. This includes identification of which social

media platforms that the target audiences are actively engaging. According to Participant

3, knowing your audience involves “having conversations with the customer, asking for

feedback, and using online chats, questions, or surveys.” Participant 1 recommended that

companies conduct research to identify the right market and competitors and discern what

differentiates their products or services and marketing strategy. Participant 2 added, “It is

important to do your research and make the connection and have a presence in the main

platforms that your buyers are using.” Identifying where the clients are and the social

media platforms where they obtain information helps to inform marketers about the right
 67
strategy to use in marketing to the target audience and maximizing reach (Racz-Akacosi,

2017). As Participant 3 stated, “a company could deploy a marketing campaign on

Reddit; however, if most of the target audiences are using Facebook, then the company

would miss reaching the appropriate market.” Participant 2 stated “companies should

listen to the buyer persona to understand process specific strategies and ensure that they

are addressing the top channels and they are comfortable with those channels” and

suggested that firms conduct extensive research to understand their customer’s persona

including what their needs are and how to fill those needs. The buyer’s persona refers to a

firm’s ideal customer (location, age, and preferences) and is identified by conducting

research, surveys, and interviews of target audiences (Kelly, Johnston, & Danheiser,

2017).

Social media platforms such as Facebook and LinkedIn also offer paid services

for customer information based on company specifications. According to Participant 2,

the first step in having social media presence is to (a) identify where your buyer persona

is having conversations, (b) post content that provide value to them, (c) get them into

your pipeline by offering a link to a your landing page or offering freebies, and (d)

customize offerings for sale. Participant 3 supported this view and stated, “Using

compelling imagery, good content, and being consistent were key factors in establishing

and cultivating relationships with the audience.”

Participant 1 expressed that knowledge of company culture, products, and

understanding of marketing strategies are also essential to audience knowledge.

Participants 5 indicated that companies tend to hire marketing staff that are familiar with
 68
a specific platform rather than focusing on the potential customers, for example, if a

company has presence on 4square and the target audiences are on Facebook, they run the

risk of not reaching the right target audience. It is important for marketers to do research,

identify the main platforms that their potential buyers are using, understand how the

buyers make purchase decisions and develop social media content to attract their

attention to increase sales.

Theme 2: Customer Roadmap

Developing a customer roadmap involves creating a clear path for prospects to

follow to purchase a product or service. Participant 2 noted that leaders should focus on

social media strategies that maximize the customer’s experience by creating a roadmap

and guiding the customer through the roadmap. The customer’s experience with a firm

starts from the initial contact on the social media platform. Marketers should have a call

to action through a link that will take the customer to the company’s landing page to learn

more about the product or to subscribe to a newsletter or future promotions and then

follow up with a customized offer to close the sale. It is important to create a roadmap for

the prospect that makes it easy for the customer to purchase your product. Participant 1

agreed and stated, “Strategies include posting relevant content to my target audience to

lure them to read and/or click to a landing page that will convert to a sale.” A review of

the participants ‘social media marketing material and posts supported that the participants

were customer focused and geared towards target audiences. Participant 4 stated that

effective strategies include “Clarity in content, consistent messaging and posting, align

your mission/goal/programs with social media images/campaign and do not be static and
 69
just post images, posting videos that tells people how to use your products is a good way

to engage.”

Participant 5 asserted that most companies make the mistake of focusing on their

product rather than their customer persona. According to participant 2, creating a

roadmap for the potential customers and ensuring that they follow the roadmap, helps to

understand the customer’s experience and converting leads into sales and making them

prosumers (“producer” and “consumers” combined). Social media has influenced the

shift from being consumers who only consume products to becoming prosumers who

openly share their product/service experiences on various social media platforms and

thereby drive sales through electronic word of mouth (Fine, Gironda, & Petrescu, 2017).

Participant 2 realized success with creating a customer roadmap and stated, “I also

worked with a new Robotics company and helped them to grow revenue from 0% to 6 %

through social media within 6 months with only 500 Euros/month in adverting cost.”

Developing a customer roadmap aligns with relationship marketing conceptual

framework of this study because with social media, marketers could move their target

audience up the relationship marketing ladder by going from a prospect, to becoming a

customer, then a supporter, advocate and a partner.

Theme 3: Social Customer Relationship Management

Social customer relationship management integrates customer interactions,

processes, and messaging with social media platforms to involve customers in two way

communication with the goal of improving relationships, customer retention, and

driving sales growth (Wang & Kim, 2017). Participant 1 suggested that firms avoid
 70
marketing campaigns that are inauthentic to what they are selling, it is important to know

yourself, cultivate relationships of the potential buyer and how the firm’s product can be

of value to the customer. Participant 4 echoed the importance of authenticity and stated,

“I spent time developing my brand, added a logo working with a designer and

personalized my brand as an Entrepreneur. I noticed that when my brand evolved, social

media traffic, volume, and type of engagement changed positively.” She also added, “It is

important to be transparent, authentic and be who I am and not let the brand take over.”

Participant 3 suggests that providing excellent customer service involves being

responsive to customer comments including negative feedback on social media.

Participant 1 recommended developing a personalized customer service strategy for

example, “When I visit a hotel and they anticipate my needs before I arrive that makes

me want to return.” Participant 2 has automated responses that provides 24/7 response to

the customer or connects automatically through a link to landing page, gather important

information such as email address, and other information from the leads to add to the

customer relationship management software. This strategy allows the seller to have

control of the customer information rather than the social media platform so they can

begin nurture the relationship. Participant 5 noted that listening to the customer,

developing a specific strategy that is customer focused, incorporating a call of action, and

having the flexibility to shift are effective strategies for managing customer relationships.

Participant 3 stated, “Companies should also be responsive to customers and provide

superior customer service. This will differentiate them from their competitors and

increase word of mouth about the company which can lead to more likes or followers.”
 71
Participant 2 added, “Companies should listen to the buyer persona to understand process

specific strategies and ensure that they are addressing the top channels and they are

comfortable with those channels then move on to other challenges.” Participant 1 and 2

agreed that rather than cold calling, LinkedIn allows them to dig for specific data to

understand prospects better and once there is a connection, they move forward with the

business development. Participant 1 noted that his use of social media is not sale focused

because “people do not want to be sold.” Participant 4 added, “I created educational

videos on real estate investing and focused on creating a vision about opportunities in

Real Estate by educating rather than selling.” According to participant 1, this strategy has

proved to be successful and resulted in better customer relationships that led increased

sales.

Participant 3 recommends that firms develop, custom links to encourage new

subscriptions and establish community groups to help with managing customer

relationships. It is important to be active on the social media channels listen to the

customer and build strong relationships. It is also important to deliver the right product

and give the customer what they expect, which will lead to good reviews, good feedback,

and a good reputation. Participant 5 asserted that salespeople often make the mistake of

not asking current customers or connections about whom they know that they introduce.

This type of referral is often more effective and a larger acceptance rate than cold calling.

Social media provides a great opportunity to manage customer relationships and increase

customer loyalty, leaders can use social media monitoring tools to keep track of both

positive and negative feedback, and respond quickly. Marketers could also use social
 72
media to develop positive interactions with target audiences which increases repeat

purchases and fosters long term buyer seller relationships (Mandal, 2017). Participant 4

agreed that customer relationship marketing is effective and expressed, “The majority of

clients that I put under contract this year were generated through social media.”

Theme 4: Marketing and Sales Alignment

In many organizations, the sales and marketing functions are separate and each

role’s performance measured differently. Collaboration between sales and marketing is

an important element in meeting sales goals. Participant 5 stated “Social media marries

sales and marketing better than any other platform”. Marketers need to think as

salespeople and salespeople should think as marketers and leaders should measure both

roles the same so they have an incentive to communicate. With social media both sales

and marketing have a unique opportunity to communicate directly with the customer, it is

essential for both to understand each other roles and coordinate the messaging to align

with the customer’s need. Aligning sales and marketing teams has been a challenge for

most companies because the perception is that marketing’s job is to generate leads, and

sales’ job is to turn those leads into clients. In practice, marketing and sales need to work

together, aligning their roles and goals to ensure that social media marketing sales growth

becomes the responsibility of both functions. The first step in aligning the sales and

marketing teams is to make sure the goal comes from on high within the company.

According to participant 5, it is important to gain buy in from Executives, otherwise it

will be difficult to get sign off. Participant 5 stated, “By getting Executive buy in and

finding out the “What” and “Why” of what they are trying to achieve. Educating the
 73
decision maker on why is worthwhile to invest, quantifying the benefit of social media

using internal case studies on what a great sales person/marketer that uses social media

looks like.” Participant 2 also supported sales and marketing alignment as a strategy for

increasing sales through social media and stated, “There needs to be more connection

between digital marketers and sales people.” Most companies have these roles as separate

functions, but both need to understand each other’s role. The marketer needs to

understand the sales person’s goals and the sales person should understand the message

that the marketer is communicating. Participant 5 stated, "visibility creates opportunity,”

companies need to ensure both marketing and sales efforts are customer focused.

Aligning sales and marketing will contribute to more customer focused messaging where

both functions can leverage social media to engage effective with potential consumers to

drive sales growth.

Theme 5: Measure Performance

Measuring the performance of social media activities is essential for firms to

gauge the success of their social media efforts. Participant 2 stated, “This is where most

companies get lost” and suggested that leaders develop key performance indicators (KPI)

to assess the effectiveness of social media marketing campaigns. Business leaders use

KPIs to measure and evaluate factors that are critical to success (Ahmed et al., 2017).

Participant 2 measures success by the number of prospects obtained from social media

into his sales pipeline and customer information obtained. Having control of customer

information rather than the 3rd party platform is important because if LinkedIn or Twitter

decides to change their algorithms or access then useful lead data is lost. Once the
 74
customer data is in the company’s pipeline, they can manage them through the CRM,

customize offers, and close the sale.

Participant 2 and 5 recommended measuring performance by making small

changes in the marketing strategy and seeing the effect of the change to gauge the

reaction from the change, such as new subscriptions. Companies tend to view likes or

comments to measure performance. Participant 1 stated, “Although likes and comments

is an indicator that people are engaging with your post it does not always translate to

sales.” He recommended that firms include a custom link in their social media posts to

take potential customers to a landing page as a way create a pipeline of consumers who

subscribe to your marketing material, promotions or newsletter to learn more about the

customer products or join the online community group. This provides a captive audience

that you can market to, build relationship, and become a repeat customer. Participant 5

measures new business from social selling using CRM or social media analytics for e.g.

salesforce workflow allows you to log lead sources from social activities, so you can run

reports on how many referrals converted to the sales pipeline, to determine how you are

leveraging existing connections. Participant 3 asserted that social media is a platform for

collecting leads which can drive sales. Marketers can use conversion rate from social

media leads to sales as a key performance indicator. Social media KPIs also helps to track

specific social media campaign goals using product mentions, custom hashtags, sign ups,

and subscriptions. Participant 4 used creative methods to measure performance and stated

that “I consolidated images of all written, sold and listed properties for Q2 on one image

which, created a visual and served as a way to thank my social media connections for all
 75
their support in achieving this my goals”. Participant 4 continued to state, “This created a

powerful visual of not just my efforts but all of my social media followers and their

engagement and the impact on my business outcomes.” Participant 5 recommends using

social media tools and metrics to measure adoption, there are reports that can show

whether salespeople are posting updates and the level of audience engagement. Marketers

can also view index scores, new connections, and profile views using sales navigator.

Leaders can then compile the data to assess whether the social media campaign is

achieving its sales goals.

Applications to Professional Practice

The findings of this study may contribute to greater understanding of the social

media marketing strategies that organizations’ leaders could use to increase sales.

Businesses rely on the ability to generate sales for survival, sustainability, and scalability

(Jabłoński, 2016). The use of social media platforms contributes to businesses striving to

enhance communication with consumers and provides the ability to target audiences

based on geographic, demographic, and behavioral data. The literature review on the

topic of social media strategies for increasing sales addressed various aspects of the role

of social media marketing for businesses. According to Beck, Chapman, and Palmatier

(2015), the marketing process is becoming a strategic activity with the intention of

building and maintaining long-term buyer seller relationships and as a result, the seller’s

role has evolved from order takers to relationship managers. The use of social media

offers leaders a relatively low-cost innovative marketing tool to attract, retain, and

manage customer relationships leading to increased sales (Tsimonis & Dimitriadis,

 76
2014). As traditional media continues to lose its effectiveness, the findings of this study

could serve as a guide to organizational leaders in developing effective strategies using

social media as a low cost relationship marketing tool to increase sales.

The information gathered from the participants revealed that although businesses

have social media presence, some organizations leaders lack the knowledge to engage

effectively using this platform. As participant 4 expressed, the “what” of social media is

self-explanatory, it is the “how” that most organizations struggle with. Organizational

leaders would benefit from the results of this study by acquiring the knowledge to

develop effective social media strategies to increase visibility among target audiences.

The findings could also serve as a guide for leaders to gain greater understanding of the

social media strategies to increase brand awareness, brand loyalty that could lead to

increased sales for long term sustainability. The knowledge gained from this study’s

findings could also help leaders to convert more social media interactions into sales and

increase return on social media investment.

The findings from this study aligns with the relationship marketing theory

because social media could serve as a relationship marketing tool to help business leaders

to shift from a transactional perspective to a relational perspective and gain greater

understanding of the lifetime value of partnering with customers. With social media,

leaders could move their target audience up the relationship marketing ladder by going

from (a) prospect, (b) customer, (c) supporter, (d) advocate and, (e) partner leading to

opportunities for repeat buyers and increased sales (Lilleker & Jackson, 2014).
 77
Implications for Social Change

The implication for positive social change could be the opportunity for

organizations’ leaders to acquire new strategies for using social media to increase sales,

which could lead to more jobs and thus, improve the local community’s economy.

Successful companies employ people from the community who earn more, purchase

homes so they can reside near the companies where they work, and benefit educationally

from the public schools in the local community. Successful companies also contribute to

the local economy and make the community a better place to live. By employing locally,

members of the local community could benefit from greater disposable income, increased

home ownership, and lower home foreclosure rates, which contribute to higher standard

of living for the community.

Businesses in the local economy with higher sales could also contribute to higher

tax income for local governments, increasing funds for road repairs, building new or

maintaining existing schools and other public services to raise the standard of living for

the local community. The findings of this study could also lead to better informed

consumers, who when using social media, could provide informed feedback to business

leaders, which could lead to improved products and services benefiting customers,

families, and communities.

Recommendations for Action

Based on the five themes identified from the methodological triangulation of

semistructured interviews, analyzing participants’ responses, and document review, I

recommend that organizations leaders: a) reallocate a portion of marketing budget to

 78
social media, (b) create online brand communities, (c) develop metrics and, (d) outsource

social media activities to social media experts as part of a comprehensive social media

marketing strategy to increase sales.

Re-allocate Marketing Budget

Firm leaders should reallocate marketing budget from traditional media

advertising to social media marketing. Advertising on social media does not always

require additional resources, organizations that have annual budgets for marketing can

shift a portion of the budget to incorporate social media marketing at a lower cost. This

means that leaders allocate a portion of the amounts they used to spend on radio,

television, or newspaper advertisement to social media marketing. As leaders recognize

the return of investment from social media marketing, the shift from traditional media

budgets to social media advertising will continue to grow. According to BIA/Kelsey, a

media advisory firm, social media advertising revenue in the US was $4.7 billion in 2012,

and the expectations are for revenue to be nearly double with about $11 billion by 2017,

and the five-year growth rate to reach 18.6%, while print, radio, and television will see a

net decrease in total marketing (Alabdulkarim, 2017). Firm leaders that allocate resources

to social media marketing will benefit from the increased visibility to a wider audience,

brand awareness, and possible increased sales.

Create an Online Brand Community

Creating an online brand community provides existing and potential customers a

platform to discuss and recommend company products to their social networks and

increases word of mouth referrals. Organizations that create online communities offer
 79
audiences a forum to engage with customers and customers to engage with each other to

enhance brand loyalty (Ul Islam & Rahman, 2017). Consumers tend to conduct research

online to compare costs, view online product reviews to determine the value or benefits

that the products offer before making purchases. Creating an online brand community

using social media offers marketers the opportunity to attract, interact, and keep potential

consumers attention by providing a forum for active customer engagement, continuous

feedback, and brand loyalty. An online brand community helps to define a brand and

gives the customer the opportunity to associate with the brand and not just the product.

Online brand communities can influence buyer purchase intention for both existing and

new customers and positively impacts repeat purchases to drive sales.

Develop Social Media Performance Metrics

Firms should develop social media performance metrics to track the effectiveness

of social media campaigns and return on social media investment. Social media return on

investment (SROI) is an important metric for assessing the success of social media

business activities (Arogyaswamy, 2017). ROI calculation includes two primary metrics:

cost incurred, compared to the outcomes such sales or profit (Gascón, Bernal, López, &

Rodríguez, 2016). A good marketing return ratio is 5:1, which means that for $1 spent,

should return $5 in sales, increase traffic etc. Social media metric could also include,

bounce rate, which is the percentage of visitors to a particular website who leave the

landing page without any interaction. Average Click through Rate (CTR) refers to the

percentage of people visiting a web page who access a URL link to a particular

advertisement. Google Analytics provides free practical ways for marketers to measure
 80
social media marketing ROI and the success of the marketing campaigns by analyzing the

social media users’ interaction with the marketing campaigns and traffic to the company's

website from social media. Marketing software platforms such as Hootsuite, Salesforce,

and Hubspot, provide paid services to help markets measure early social media

engagement to final sale. This will allow marketers to determine which social media

platforms or campaigns yield the highest return and make adjustments for less successful

campaigns.

Employ Social Media Experts

Developing social media strategies and implementation can be a full-time job.

Firms that do not have resources internally to develop effective social media strategies

should consider outsourcing their social media activities. Outsourcing provides the

marketers with opportunity to achieve their social media goals while saving time and

money. Developing effective strategies requires a high level of expertise and some

companies cannot afford to make investments in house therefore, the firm need to hire

experts to help develop effective social media strategies. An outside agency that

specializes in social media strategies could help leaders to identify the most effective

strategies to implement, monitor, and measure performance on social media so they can

focus on core functions. It can also improve the firms messaging and influence because

the firms can leverage the expertise and knowledge of specialists whose sole focus is on

developing successful social media strategies and return on investment. A good agency

can also help organizations to avoid costly mistakes that organizations make through trial

and error. Outside agencies work with many companies and have knowledge of what
 81
works and what does not. The best agencies will be able to integrate a firm’s social media

efforts with their overall marketing strategy for increases sales. Compared to hiring an

employee who requires a fixed salary, benefits, and overhead costs, hiring an agency can

be much more cost effective.

The recommendations for action will help firms to acquire the required

knowledge to develop effective social media marketing strategies for increasing sales. I

plan to share the findings of the study by publishing on peer reviewed business and

scholarly journals. I also plan to publish on social media sites as In LinkedIn publishing,

Google Scholar and Facebook. I will also present the findings at social media conferences

and seminars.

Recommendations for Further Research

There were three limitations in this study. First, I employed the qualitative

research methodology. Qualitative research includes the collection, analysis, and

interpretation of data that do not involve numbers or statistics (Anderson, 2010). A

limitation of the qualitative research method is that the findings do not include data,

which might affect the reliability or validity of the findings (Elo, Kääriäinen, Kanste,

Pölkki, Utriainen, & Kyngäs, 2014). Second, the potential participants worked in the San

Francisco, Bay Area, which could affect the generalizability of the findings across other

companies or industries that are not part of the study or companies located in other cities.

A final limitation is the participants’ personal bias towards social media may influence

the participants’ response.

 82
This study presented some preliminary findings on the social media marketing

strategies to help organizational leaders to develop effective strategies to increase sales.

Future research should focus on three main areas: a) quantitative study to quantify the

impact of social media advertising on sales, (b) exploring the effects of social media on

individual’s consumer purchase intentions and, (c) which social media platforms are most

effective for increasing sales for specific industries and other geographical locations.

Reflections

My knowledge of social media increased by conducting this study, I remained

objective and relied on the participant’s responses to guide the results of the study’s

findings. My data collection included the use of social media, through social media; I

connected with social media influencers who greatly contributed to the study, which

would not have been possible without this medium. Finding participants who met the

eligibility was a challenge; however, social media provided the best source information.

Social media made it possible for me to view participant profiles and they viewed mine

which help both parties feel at ease because both participants could put a face to the

researcher and feel comfortable agreeing to participate. My understanding of social media

strategies to increase sales grew because of this study. I am deeply grateful for the

participants’ willingness to share information that formed the research findings.

Conclusion

Social media is an internet platform which individuals and business leaders can

use to create, share, exchange information and receive instant feedback. These platforms

offer the opportunity for business leaders and marketers to reach billions of consumers
 83
both domestically and globally with just a few clicks and a lower cost than was

previously possible with traditional media. Applying the relationship marketing theory,

the purpose of this study was to explore social media marketing those organizational

leaders to increase sales. The knowledge gained from this study’s findings could help

leaders to convert more social media interactions into sales and increase return on social

media investment. The implication for social change include organizations’ leaders

acquiring new strategies for using social media to increase sales, which could lead to

more jobs and as a result, improve the local community’s economy.

The findings from interviewing five participants who successfully used social

media to increase sales revealed five themes: (a) audience knowledge and knowing which

platforms that the target audience are using, (b) developing a customer roadmap by

providing a clear path for customer to purchase products, (c) managing customer

relationships include brand loyalty, (d) aligning the marketing and sales roles to ensure

shared goals, and (e) developing key performance indicators to track the effect of social

media campaigns for driving sales for firms. With increasing number of consumers

connected to social media, businesses leaders should take action to reallocate marketing

budget to social media marketing, establish online brand communities, and develop

performance metrics in order to leverage to reach their customers to strengthen customer

relationships. The findings from this study reinforced that social media provides

companies with innovative ways to market their products and services to consumers to

increase sales.
 84
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Appendix A: Interview Protocol

Interview purpose: Data collections on the social media strategies organizational

leaders use to increase their organizations’ sales.

I will be on time for the interview. When the interviewee arrives, I will introduce myself

and thank him/her for taking the time to participate in the interview. I will review the

purpose of the interview and explain the following terms:

1. Participation in the interview in voluntary and the interview has the right to

withdraw at any time.

2. Present the interviewee with the consent form, review the terms and answer any

questions before they sign.

3. Provide a copy of the consent for the interview’s record.

4. Review the interview procedures and obtain permission to audio record the

interview.

5. Review timeline for the interview and explain that that I will ask 7 open ended

and depending on the length of the response, the interview time should not exceed

30 to 45 minutes including following up questions.

6. Inform the interviewee that the interview transcripts will be emailed to them for

review and confirmation of their responses to ensure that their responses were

captured accurately

7. Listen attentively, take notes, observe them at work, and request any related
 118
documentation that they are willing to share.

8. Thank the participants for their time and answer any additional questions that they

may have about the research study.

9. Provide my contract information, if they have additional questions about the study

after the interview.

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Appendix B: Invitation to Participate

<Date>

<Address Block>

Dear Sir/Madam,

As part of my doctoral dissertation research at Walden University, I would like to

extend an invitation for you to participate in a research study on the Social Media

Strategies that organizational leaders use to increasing sales. I have selected you to

participate in my doctoral study because of your professional experience and expertise.

Please be assured that your participation is voluntary and confidential. Enclosed is a

consent form. Please review and feel free to ask any questions before acting on this

invitation to participate.

Your participation depends on satisfying the following criteria: (a) Marketing

professional with 3 years or more professional and industry experience, (b) Well versed

in Social Media for increasing sales (c) Organization has presence in at least two social

media platforms with 5K or more followers d) and willingness to participate in an audio-

recorded interview. If you meet one or more of the criterias and available to participate,

please contact me via email at [redacted] or [redacted]. I will respond promptly to set up

a date, time, and convenient meeting place to conduct a face-to-face interview. Please

note that the interview is expected to last between 30-45 minutes and will be audio
 120
recorded with your permission. The interview responses will be transcribed by me and

will be kept confidential, your personal information will not be revealed. The

information gathered from the interview will be forwarded via email for your review and

confirmation of completeness and accuracy.

Please feel free to contact me at any time with any questions. I appreciate you taking the

time our of your busy schedule to consider my request and I look forward to hearing back

from you.

Sincerely,

Loretta Ezeife
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Appendix C: Interview Questions

I used open-ended semistructured interview as the data instrument for data

collection. The interview questions were, as follows:

1. What social media strategies have you used to increase sales?

2. What social media strategies were most effective for increasing sales?

3. How did you assess the effectiveness of your social media strategies for

increasing sales?

4. What were the barriers or challenges of leveraging social media strategies to

increase sales?

5. How did you address these barriers or challenges?

6. How did you assess the effectiveness of addressing these barriers or challenges?

7. What social media strategies do competitors use?

8. What else would you like to share regarding social media strategies for increasing

sales?