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Article
Publication date: 8 November 2024

Orla Hayes and Felicity Kelliher

This paper explores the role of social media data in enhancing business-to-business (B2B) omni-channel marketing (OCM) efforts in small businesses. B2B marketing strategy is…

176

Abstract

Purpose

This paper explores the role of social media data in enhancing business-to-business (B2B) omni-channel marketing (OCM) efforts in small businesses. B2B marketing strategy is explored through the lens of each business’s marketing manager’s insights. A novel social media data visualisation tool for B2B marketing campaign development is presented, adding contextualisation to OCM activities.

Design/methodology/approach

This exploratory study uses the qualitative interview method to consider the research question: what role does social media data play in enhancing B2B marketing efforts across the omni-channel in small businesses? The paper presents the findings of 25 in-depth interviews with small business marketing managers from a range of B2B industries, guided by a literature-informed interview template. Insights are developed using an open coding approach via traditional pen and paper methods, underpinned by thematic analysis.

Findings

Small business marketing managers recognise the importance of social media data in enhancing B2B OCM efforts in their organisations. They acknowledge online marketing channels as paths to enhanced brand awareness and relationship building and recognise social media’s growing influence on B2B customers’ decision-making processes. There is a dichotomy between the professed importance of social media data and its use among some small business marketing managers in their B2B OCM efforts. Others are capturing these data and integrating it with other data resources, thereby embedding social media data as a strategic resource within their business. Findings indicate that it is only in these small businesses that OCM strategy is evolving to meet B2B customer expectations of an integrated OCM experience, informed by social media data, across all channels and touchpoints.

Research limitations/implications

This work is of particular interest to marketing managers within small businesses seeking to improve their B2B marketing efforts across the omni-channel. It is of value to all B2B enterprises, given the rate of advancement of the B2B social media marketing landscape.

Originality/value

Recognised as an emerging area, research relating to B2B OCM is limited. This paper provides empirical data on OCM efforts in small businesses from a B2B perspective and considers the role of social media data in enhancing marketing efforts across the omni-channel. Underpinned by social network theory and based on insights gleaned from fieldwork, a social media data visualisation tool is presented, the first of its kind in this sphere.

Details

Journal of Small Business and Enterprise Development, vol. 32 no. 1
Type: Research Article
ISSN: 1462-6004

Keywords

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Article
Publication date: 16 October 2024

Eugene Crehan, Aidan Duane and Felicity Kelliher

This research explores the provision of monitoring, mentoring and nurturing in a government venture capital (GVC) entrepreneur development programme and how these activities might…

52

Abstract

Purpose

This research explores the provision of monitoring, mentoring and nurturing in a government venture capital (GVC) entrepreneur development programme and how these activities might create value for high potential startups (HPSUs).

Design/methodology/approach

A qualitative in-depth case study pursued the research question – how does GVC entrepreneur development programme provision of non-financial monitoring, mentoring and nurturing create value for HPSU businesses? The paper uses quasi-random sampling of case entrepreneurs selected from publicly available lists of HPSUs and interviews with entrepreneurs, employees and co-founders, in tandem with reviewing HPSU documentation.

Findings

Findings highlight monitoring, mentoring and nurturing create value for HPSU entrepreneurs, and that GVC entrepreneur development programmes offer greater value to HPSUs than GVC investment alone. Programme activities build capacity by skills acquisition, access to a variety of external experts in non-technical business functions plus national and international private VC networks.

Research limitations/implications

This study provides evidence that robust monitoring, mentoring and nurturing activities of a GVC entrepreneur development programme creates entrepreneur readiness for private investor engagement.

Practical implications

This research highlights the influence of monitoring, mentoring and nurturing activities on HPSU entrepreneurs embedded in a GVC entrepreneur development programme. HPSUs seem better prepared for investor interactions by considering “non-monetary needs” in their funding strategies.

Originality/value

The findings illustrate how a GVC entrepreneur development programme can positively impact GVC-entrepreneur influence and outcomes. In offering an in-depth case study of better practice, we extend prior literature on how GVCs can help bridge the equity gap by providing value adding non-financial supports, without creating a false VC market where GVCs crowd out private investors.

Details

Journal of Small Business and Enterprise Development, vol. 32 no. 1
Type: Research Article
ISSN: 1462-6004

Keywords

Available. Open Access. Open Access
Article
Publication date: 14 November 2024

Tom Egan, Felicity Kelliher and Michael Walsh

The purpose of this paper is to explore the experience of a cohort of staff who transferred from a medium-sized Irish pharmaceutical company to a US multinational, while remaining…

110

Abstract

Purpose

The purpose of this paper is to explore the experience of a cohort of staff who transferred from a medium-sized Irish pharmaceutical company to a US multinational, while remaining in the same building as their original employers and colleagues. It highlights the role of acknowledging loss when facilitating employee transition and the co-development of a communication and integration strategy in transitioning to a new organisation.

Design/methodology/approach

An exploratory qualitative case study captures the experiences of the senior manager responsible for the business unit transition and a cohort of 32 employees who moved to the US multinational. Conversations between the senior manager (author three) and his academic peers (authors one and two) trace the experience of this team as they transitioned to the new organisation.

Findings

Insights are offered through the transition journey – from the unofficial partial-acquisition offer through to the due diligence period and onto the subsequent implementation of the communication and integration strategy. Findings exhibit a co-developed a communication and integration strategy, revealing a largely successful initial integration of the team into the new organisation.

Originality/value

The paper offers a first-hand account of the steps taken in a successful employee transition to a new organisation following a partial acquisition. It describes how acknowledging loss is a valuable first step in the transition process, enabled by the design and adoption of a co-created communication and integration strategy.

Details

Journal of Work-Applied Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2205-2062

Keywords

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