* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
Download social crm and digital marketing communication in b2b relationships
Target audience wikipedia , lookup
Multi-level marketing wikipedia , lookup
Social media and television wikipedia , lookup
Guerrilla marketing wikipedia , lookup
Marketing channel wikipedia , lookup
Sales process engineering wikipedia , lookup
Social commerce wikipedia , lookup
Youth marketing wikipedia , lookup
Product planning wikipedia , lookup
Multicultural marketing wikipedia , lookup
Marketing plan wikipedia , lookup
Viral marketing wikipedia , lookup
Internal communications wikipedia , lookup
Green marketing wikipedia , lookup
Customer satisfaction wikipedia , lookup
Social media marketing wikipedia , lookup
Marketing mix modeling wikipedia , lookup
Marketing research wikipedia , lookup
Marketing strategy wikipedia , lookup
Customer experience wikipedia , lookup
Street marketing wikipedia , lookup
Global marketing wikipedia , lookup
Direct marketing wikipedia , lookup
Advertising campaign wikipedia , lookup
Integrated marketing communications wikipedia , lookup
Marketing communications wikipedia , lookup
Digital marketing wikipedia , lookup
Services marketing wikipedia , lookup
Sensory branding wikipedia , lookup
Customer engagement wikipedia , lookup
UNIVERSITY OF JYVÄSKYLÄ School of Business and Economics SOCIAL CRM AND DIGITAL MARKETING COMMUNICATION IN B2B RELATIONSHIPS Marketing Master’s Thesis December 2011 Author: Marjo Himanen Instructor: Heikki Karjaluoto JYVÄSKYLÄ UNIVERSITY SCHOOL OF BUSINESS AND ECONOMICS Author Marjo Himanen Thesis Title Social CRM and Digital Marketing Communication in B2B Relationships Major Subject Object of the Study Marketing Master’s Thesis Month and Year Number of Pages December 2011 85 + appendices Abstract The growing importance of the Internet as an everyday communication channel has transformed the marketing environment. Digital channels and the expansion of social media have produced several new tools which organizations can use for their marketing efforts. Yet, it still remains somewhat unclear how companies can utilize digital marketing communication in their customer relationship management and what it actually contains. This study investigates what meanings B2B companies give to digital marketing communication and social CRM. In particular, the study aims describing the means, moderators and outcomes of digital marketing communication in B2B relationships. In addition this study attempts to shed some light on the meanings of social CRM and its application elements. The empirical study comprises of eight interviews with managers responsible for managing key account relationships. Both the buyer side and the seller side were investigated, in order to form a coherent representation of the phenomenon. The findings of this study indicate that communication content and frequency are the means of digital marketing communication. Interestingly, the study reveals that the form of a message matters in B2B digital marketing communication as short and visual messages are more desirable for the receivers. Along with channel preferences, the importance of the right sender and receiver of messages were found to be moderators of digital marketing communication. In contrast to prior studies, the results suggest that the outcomes of digital marketing communication include value co-creation. No support was found that digital marketing would enhance trust, commitment or loyalty. The findings of the study also revealed that the elements of social CRM might have some influence on the digital marketing communication. The results suggest that online customer listening, responding, connecting and collaborating could provide inputs to the digital marketing communication process. Nevertheless, the study demonstrates that companies do not use social CRM activities at the fullest potential. Keywords Digital Marketing Communication, Social CRM, Business-to-Business relationships Place of Storage Jyväskylä University School of Business and Econom ics FIGURES FIGURE 1 Structure of the study ................................................................................. 5 FIGURE 2 CRM process ................................................................................................ 8 FIGURE 3 Traditional CRM and social CRM in business context ........................ 11 FIGURE 4 Digital marketing ...................................................................................... 21 FIGURE 5 The proposed research model of DMC.................................................. 22 FIGURE 6 DMC model based on the results ........................................................... 66 TABLES TABLE 1 Traditional CRM vs. social CRM .............................................................. 12 TABLE 2 CRM and social CRM activities of marketing ........................................ 15 TABLE 3 CRM and social CRM activities of sales .................................................. 17 TABLE 4 Social media categories .............................................................................. 27 TABLE 5 The case firm and its customers................................................................ 37 TABLE 6 List of interviews ........................................................................................ 37 CONTENTS 1. INTRODUCTION ...................................................................................................... 1 1.1 Changes in the marketing environment ........................................................... 1 1.2 Theoretical background and research questions ............................................ 2 1.3 Structure of the study .......................................................................................... 4 2. SOCIAL CUSTOMER RELATIONSHIP MANAGEMENT IN B2B RELATIONSHIPS .......................................................................................................... 6 2.1 Customer relationship management (CRM) ................................................... 7 2.2 Social CRM definition ......................................................................................... 9 2.3 Traditional CRM vs. Social CRM .................................................................... 10 2.4 Customer data collection and analysis ........................................................... 12 2.5 Social CRM in B2B relationships .................................................................... 14 2.5.1 Social CRM and marketing ....................................................................... 14 2.5.2 Social CRM and sales ................................................................................. 16 2.5.3 Social CRM and digital marketing communication .............................. 17 3. DIGITAL MARKETING COMMUNICATION ................................................... 20 3.1 Digital marketing communication .................................................................. 20 3.2 Proposed elements of digital marketing communication ............................ 22 3.3 Communication means ..................................................................................... 23 3.3.1 Communication frequency ........................................................................ 23 3.3.2 Communication content ............................................................................ 23 3.4 Moderators of digital marketing communication......................................... 24 3.4.1 Channel preference..................................................................................... 25 3.4.2 Interactivity ................................................................................................. 28 3.5 Outcomes of digital marketing communication ........................................... 29 3.5.1 Value co-creation ........................................................................................ 29 3.5.2 Trust .............................................................................................................. 31 3.5.3 Commitment................................................................................................ 32 3.5.4 Loyalty.......................................................................................................... 33 4. EMPIRICAL STUDY ............................................................................................... 35 4.1. Case study design ............................................................................................. 35 4.2 Data collection .................................................................................................... 38 4.3 Data analysis ...................................................................................................... 39 5. RESULTS AND ANALYSIS ................................................................................... 41 5.1 Communication frequency ............................................................................... 41 5.2 Communication content ................................................................................... 43 5.3 Channel preference............................................................................................ 47 5.3.1 Personal communication ........................................................................... 47 5.3.2 Channels for information search .............................................................. 48 5.3.3 Other channels of communication ........................................................... 50 5.4 Interactivity ........................................................................................................ 52 5.5 Value co-creation ............................................................................................... 52 5.6 Trust, commitment and loyalty ....................................................................... 55 5.7 New determinants outside the research model ............................................ 57 5.7.1 Form of message ......................................................................................... 57 5.7.2 Sender and receiver of the message ......................................................... 58 5.8 Social CRM activities ......................................................................................... 60 5.8.1 Listening....................................................................................................... 60 5.8.2 Responding .................................................................................................. 61 5.8.3 Connecting ................................................................................................... 63 5.8.4 Collaborating ............................................................................................... 64 5.9 DMC model based on the results .................................................................... 66 6. DISCUSSION ............................................................................................................ 66 6.1. Theoretical conclusions .................................................................................... 67 6.2 Managerial conclusions .................................................................................... 70 6.3 Validity and reliability ...................................................................................... 72 6.4 Limitations for the study .................................................................................. 74 6.5 Suggestions for further research...................................................................... 75 REFERENCES............................................................................................................... 76 APPENDIX 1a: The original topic guide for sellers in Finnish ............................. 86 APPENDIX 1b: The translated topic guide for sellers in English ......................... 89 APPENDIX 2a: The original topic guide for customers in Finnish ...................... 92 APPENDIX 2b: The translated topic guide for customers in English .................. 95 1. INTRODUCTION The Internet has become a significant channel for companies to communicate and maintain relationships with their customers. Development of digital channels and expansion of social media have produced several new tools which organizations can use for marketing efforts. Yet, it still remains unclear what digital marketing actually contains and how it can be used for attracting new customers and serving existing ones. 1.1 Changes in the marketing environment In the last few years, the marketing environment has changed significantly. Technology is the biggest reason for this dramatic change, where the customers have started to use power in the markets. The technology has not only transformed the practice of marketing, but also what we think about marketing. (Wymbs 2011.) The change has many reasons. First, the communication channels have changed. The use of the Internet has exploded, partly due to social networks and communities. In Finland almost half of the population that is 42% of 16-74 year olds, have signed in at least one social network such as Facebook, Twitter, LinkedIn and so on. Social networks are the most popular among 16-24 year olds, where 83% have signed in a social network. (Official Statistics of Finland 2010.) However, the change not only concerns social networks. The Internet has become a common source of information during a buying process. A total of 74% of the population have used the Internet for searching information about goods and services. The information is not only searched, but also shared. In fact, already 40% of Finnish population has read a blog at least once within the last three months and 42% have created content in a social network. (Official Statistics of Finland 2010.) It is not only the channels that have changed, but also the ways how we communicate. An individual can now freely communicate with other individuals or groups online. Customers have the control of what they read, 2 hear or watch (Weber 2009, 29-33). This has transformed the information sharing on the Internet as everyone can say his or her opinion. Thereby trust in peers, “the customer like me”, has increased (Greenberg 2010a, 98-101). For marketers this has brought new challenges. Companies need to listen to their customers, engage in conversation with them, be transparent and communicate with the customers in an open and human-like way. Marketing’s role has changed from being a broadcaster pushing out messages to an aggregator, who brings content together, enables collaboration and participation in communities. Marketing activities now also include building up online communities, generating leads from online environments and collaborating with customers, in order to gain customer insights and better customer understanding. (Weber 2009, 22-25). Nevertheless, the main functions have remained the same. Marketers still need to define target markets, communicate with prospects and build customer loyalty. (Weber 2009, 36.) How have these changes in the marketing environment affected businessto-business (later on B2B) companies? Li and Bernoff (2008, 101) give a simple answer: as companies do not interact with each other, it is the people in the companies who do (Li & Bernoff 2008, 101). The same communication trends are seen in the business markets. According to Forrester (Ramos & Young 2009) 91% of business buyers read blogs, watch user generated videos or participate in other social media. Already in 2009 around half (55%) of the decision-makers used social networking services and 43% created some kind of content on social media, such as blogs, videos or articles (Ramos & Young 2009). The change in the marketing environment acts as a basis for this study. It seems that the old models of marketing do not apply in this new technological era. The fundamental change in people’s behavior has forced marketers to adapt and keep up with the evolution in marketing practice. However, it is still unclear what marketing in digital channels really is. This is why this research is conducted: to understand what digital marketing communication is in B2B relationships and what are the best uses of it. 1.2 Theoretical background and research questions The theoretical background of this study reflects the current marketing environment. The increasing use of digital marketing has speeded up the need for academic research in digital environments. There is no clear theory of digital marketing communication (Mulhern 2009), nor clear understanding about its impact on customer perceptions. This is why digital marketing communication acts as one of the theoretical foundations for this study. Furthermore, the use of digital channels in customer relationship management has developed a new academic research branch, social customer relationship management (later on social CRM). This new branch has gained more and more attention recently. Furthermore, Forrester predicted in 2008 that social media would be the leading 3 way for CRM strategies in the future (Karpinski 2008). The literature suggests that social CRM can, in fact, have influence on digital marketing communication (Wilson 2010). Therefore, social CRM acts as the second theoretical foundation for this research. Social CRM is a relatively new research field in the marketing arena. Writers like Paul Greenberg, Brian Solis, Dave Evans and Jake McKee introduced the term in the practitioners’ literature. However, there is little academic research done in the field of social CRM (Mohan, Choi & Min 2008). Research articles have examined social CRM only as a technology (Mohan et al. 2008) or as a tool (Askool & Nakata 2010; Deng, Zhang, Wang & Wu 2009). Until now the research has tried to explain what social CRM is (Acker, Gröne, Akkad, Pötscher and Yazbek 2011) and not what it is actually used for. Only the publications from Greenberg (2010a, 2010b) have attempted to explain the impacts of social CRM on customer insights. He has emphasized that the new communication channels have not only changed the way companies and customers interact, but in fact, added more sources for customer related data and customer insights (Greenberg 2010b). One element of social CRM is tight communication with customers with the help of the new technologies. As the customers are spending more time in digital environments, the firms are sensing that they need to use digital marketing to respond to customers’ demands (Wymbs 2011). However, many companies are uncertain which elements are essential in the digital marketing process and which digital route they should follow (Wertime & Fenwick 2008, 27). Previous studies have found out that at least frequency (DuFrene, Engelland, Lehman & Pearson 2005; Godfrey, Seiders & Voss 2011) and content could be essential parts of digital marketing communication. Chaffey (2010) argues that the different customer personas, preferences and needs are the ones which need to be considered when forming a digital channel strategy. It has also been proposed that interactivity is a component of digital marketing communication. Srinivasan, Anderson and Ponnavolu (2002) state that the level of interactivity in marketing communication can have impact on e-loyalty and therefore the interactivity used in marketing communication should be considered. Previous research has also investigated the impact of digital marketing communication on value co-creation. For instance Golik Klanac (2008) studied web site’s effects on customer value. Digital marketing has also been discussed with the components of trust (Wagner, Coley and Lindemann 2011) and commitment (Huang, Cheng and Farn 2007). Previous studies have also shown that there could be a link between digital marketing communication and customer life time expectancy. Reinartz and Kumar (2003), for instance, have found out that the number of the mailing efforts of a company is positively related to profitable customer lifetime duration. Also Merisavo (2008, 37-38) claims that digital marketing communication has great potential for positive interaction with loyalty. 4 The research in the field of digital marketing communication is disjointed. Consequently, there is a need for further research within this new marketing discipline. Mulhern (2009) states that there is a need for a theoretical framework for marketing with digital media. Constantinides and Fountain (2008) call for research on how customers experience these new marketing efforts and how the new tools have an effect on customers’ perceptions, needs and behavior. They argue that more research is needed around the effects of the new tools on customers’ retention as well (Constantinides & Fountain 2008). Also Kerrigan and Graham (2010) believe that there is a need for more research in order to understand the interaction quality of seller buyer relationships in social media spaces. It is also unclear how much and to what extent customer equity can be influenced by social media, for example by YouTube campaigns (HennigThurau, Malthouse, Friege, Gensler, Lobschat, Rangaswamy & Skiera 2010). Foster (2005) emphasizes the need to understand how the Internet is used as a marketing communication tool to create value for the customers. Parasuraman and Zinkhan (2002) point out that more research needs to be done from the B2B perspective within this field. The aim of this study is to investigate how companies can utilize digital marketing in their customer relationship management. This study examines the meanings the companies give to the means, moderators and outcomes of digital marketing communication. In another words, it investigates how respondents perceive the digital marketing communication they use and receive (frequency and content of messages), which elements can have an effect on it (channel preference, interactivity) and how it is perceived (does it affect value cocreation, trust, commitment, loyalty?) in customer relationship management. In addition this study examines the new marketing research field of social CRM. This study focuses on existing buyer-seller relationships and the communication in them. This research aims to fill the research gap by examining the elements of digital marketing communication in B2B context. The research questions are targeted to study the means, moderators and outcomes of the digital marketing communication as well as the meanings of social CRM. Based on the existing literature the research questions are formulated as: Research Question 1: What meanings B2B companies give to means, moderators and outcomes of digital marketing communication? Research Question 2: What meanings B2B companies give to social CRM in connection with digital marketing communication? 1.3 Structure of the study This research is divided into six chapters (Figure 1). In the first chapter the background and the motivation of this research are presented. In the second 5 chapter, social CRM is examined in the context of B2B relationships. In chapter 3 digital marketing communication is introduced as well as its means, moderators and outcomes. In the fourth chapter the case study design and research methodology are presented including the description of data collection and data analysis. The fifth chapter comprises the results and analysis. In chapter 6 the theoretical as well as the managerial conclusions are presented, together with limitations and further research suggestions. Figure 1 Structure of the study 6 2. SOCIAL CUSTOMER RELATIONSHIP MANAGEMENT IN B2B RELATIONSHIPS The goal of marketing has always been to build and leverage relationships between the company and customer (Weber 2009, 21). In the last decades there has been a convergent view in the marketing arena that co-operation in buyerseller relationships brings major competitive advantages for a company (Ulaga & Eggert 2006). This is why many researchers in recent years have studied the relationship between buyer-seller interaction and company’s overall returns. Many studies have tried to show that building a long-lasting and collaborative relationship has a positive influence on firm profitability (Reinartz & Kumar 2003). In buyer-seller relationships collaborative relationships can be established through customer relationship management (CRM). CRM has been considered as a form of relationship strategy. It determines how well a firm will relate to its customers via channels, messages, products and services. (Richards & Jones 2008.) By using CRM systems, the customer data can be used for selling and marketing purposes. It has been said that CRM aligns business processes with customer strategies to build customer loyalty and increase profits over time (Rigby, Reichheld & Schefter 2002). The main focus of CRM has been in managing the relationships from the seller’s perspective. However, this more top-to-down view has been challenged by the new social customer, demanding companies to collaborate and act more like peer-to-peer in customer relationships. This demand combined with the rise of the new technology has changed the look of CRM when companies are moving towards integrating social strategies and operations into current CRM systems (Mohan et al. 2008). Social media is becoming an accepted digital tool used by companies with CRM to improve customer-firm relationships (Askool & Nakata 2010). More relevant customer insights can be mined from digital environments and communities into the existing CRM systems with different techniques and tools (Greenberg 2010b). The combination of the Internet in CRM activities is not a new phenomenon. Zeng, Wen & Yen (2003) already stated that CRM and B2B e- 7 commerce share similarities and could be integrated to produce benefits in marketing, sales and customer service. This integration is now called social CRM. With the help of customer listening tools more customer data could be mined from the web. Social media has helped uncovering new information that was once difficult to find (Davis Kho 2008). For instance Wilson (2010) proposed that using clickstream data and web analytics more information about buyers could be inserted in CRM system. However, social CRM is not only about the tools; it is said to be a new paradigm that aims to create meaningful conversation and high value relationships between a company and its customers (Greenberg 2010b). In what follows, the fundamentals of social CRM are presented. First the concept of customer relationship management is explicated as a foundation for social CRM. Then the term social CRM is conceptualized and compared with the traditional CRM. It is also illuminated why customer data is collected and what kind of customer data is used in social CRM. Also the social CRM functions are presented in the light of traditional CRM classification: marketing and sales. Finally, it is briefly discussed how social CRM could be used in digital marketing communication. 2.1 Customer relationship management (CRM) Social CRM has its foundation in customer relationship management (CRM). Over a few decades there has been interest of using CRM in company’s operations in enhancing customer value and, as a result, shareholder value. The term CRM has been around from the mid-90, but for long it was used to describe technology-based customer software solutions, such as sales force automation (SFA). (Payne & Frow 2005.) Some IT professionals define it still strictly as a technology or specialized collection of technological tools. However, others say CRM is a set of business processes that focus on managing the customer experience, while some CRM practitioners say it is a comprehensive strategy for customer retention. (Zablah, Bellenger & Johnston 2004.) The definitions vary substantially between researchers (Payne & Frow 2005). For instance, Zablah et al. (2004) found five distinct ways to define CRM: as a process, a strategy, a philosophy, a capability and a technology. Payne and Frow (2005, 168) define CRM as “a strategic approach that is concerned with creating improved shareholder value through the development of appropriate relationships with key customers and customer segments”. It has said to combine marketing strategies and IT to enhance opportunities to use customer data and information in building long-term relationships and cocreating value with them (Payne and Frow 2005). Recently, the Internet has been influencing more and more the CRM literature. The Internet and wireless technologies have made CRM real time and constantly operating. Goldenberg (2008, 3) states that “CRM increasingly leverages the Internet to provide 8 seamless coordination among all customer-facing functions.” These definitions imply that the core of CRM is to collect and use customer data in customer relationships, and to leverage technical tools, such as the Internet in these actions. Researchers and practitioners have stated that there are many benefits of using CRM. The most important one has said to be the benefit of getting better sales and marketing information (Goldenberg 2008, 4) that improve the ability to target the profitable customers and improve sales force efficiency (Richards & Jones 2008). Another proposed benefit is that CRM can improve productivity by customizing the products and services with the help of targeted market identification. CRM helps also to enhance customer care by individualized marketing messages and improving the customer service efficiency. (Goldenberg 2008, 4; Richards and Jones 2008.) As a process, CRM includes a knowledge management process as well as an interaction management process (Figure 2). Knowledge management is an organizational process that is concerned with the creation, storage, retrieval, and application of knowledge. There are three micro processes: data collection, intelligence generation and intelligence dissemination. Data collection focuses on capturing information about the customer and markets. Intelligence generation tries to convert data that has been compiled into operational intelligence. Last the intelligence needs to be disseminated throughout the company. (Zablah et al. 2004.) The knowledge management process is highly dependent on the people using it. In addition to the tools which need to be in place for collecting, generating and disseminating knowledge, the organizational members have an extensive influence on the process (Zablah et al. 2004). Whether the process is efficient or not, depends on the level employees use the systems. Figure 2 CRM process (partly adapted from Zablah et al. 2004) 9 The interaction management process leverages this available intelligence to build and maintain customer relationships. The relationships consist of exchange episodes where the buyer and seller engage in. These episodes can include the exchanges of products and services for money, which is defined as core benefits exchange. An episode can also include information exchange as planned (direct mail, a newsletter) or unplanned communications (email answer). In relationship management the social exchange is often occurred in meetings such as business lunches. (Zablah et al. 2004) These above mentioned exchanges reflect the content of the interactions between a buyer and a seller in CRM process. Although CRM is not merely technology, it utilizes information technology and it unites the new marketing thinking with new technology to gain and maintain long-lasting relationships. CRM is ultimately about two-way communication, but which the Internet has improved substantially. (Payne & Frow 2004). However, the Internet has brought also challenges when customers have started to use multiple channels to communicate with the firm. This has led to development of channel management and multichannel integration (Payne & Frow 2004) and lately social CRM. 2.2 Social CRM definition As previously mentioned, technological change has transformed our ways to communicate. Old CRM models have been criticized to be too technology oriented and have paid only a little attention to the people using them. Relatively little is known how CRM affects the relationship between an employee and a customer. However, the new form of CRM, social CRM, has the potential to focus on the people and their relationships. (Askool & Nakata 2010.) The focus has now changed on socializing the old infrastructure of CRM. This means that the focus will be in creating an infrastructure that recognizes the value and input of customers, includes the systems required to connect with them and contains new feedback loops. Social CRM also contains a shift from managing customers to listening and engaging with them. Hence, social CRM includes human interaction and conversations, enabled through technology platforms, providing experience for the customers. (Solis 2011, 246-247.) Greenberg (2010a, 34) defines social CRM as: “a philosophy and a business strategy, supported by a technology platform, business rules, processes, and social characteristics, designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in trusted and transparent business environment. It’s the company’s response to the customer’s ownership of the conversation.” 10 Greenberg (2010a, 34) states that the customers now own the conversations. This fundamental change in customer behavior has forced companies to adapt social CRM strategies. Customers are already collaborating, sharing reviews, trusting peers in those reviews, sharing information and seeking transparency. Social CRM aims to engage the company in these actions, to create meaningful conversations and valuable relationships with customers. (Askool & Nakata 2010.) Social CRM is not a replacement for CRM, it is just an extension of it (Acker et al. 2011; Evans & McKee 2010, 235; Greenberg 2010b; Leary 2008;). Leary (2008) points out that it is easy to get lost in the excitement of the new tools of social media. However, social CRM works best if there is a solid existing CRM foundation, such as a customer database, efficient management of customer information, keeping track of events, management of sales and marketing processes (Leary 2008). The importance of CRM groundwork should not be underestimated and previously presented knowledge and interactions processes should be used in social CRM as well. The fundamental goal of any marketing activity is to increase sales. This is also the main purpose of social CRM. Depending on the specific needs of a company, the sub goals can be lead generation, new channel creation or testing ideas. Also brand equity can be enhanced when using social CRM to improve awareness or creating thought leadership position. (Gillin & Schwartzman 2011, 145.) In social CRM, companies must have a centralized system, where the online conversations will link to the existing customer information, helping the employees to continue the dialogue with the customer. By using social CRM, the customers do not have to tell all details about themselves. A company can utilize the information available in social networks or online environments. (Soininen, Leponiemi & Wasenius 2010, 166-171.) Social CRM application can be layered on the structured processes of existing CRM to help employees to better leverage social networks, internal and external data with the existing sales and marketing content (Mohan et al. 2008). This means that traditional CRM systems are accompanied with the new social CRM systems. Next the differences between these two are discussed. 2.3 Traditional CRM vs. Social CRM Although traditional CRM and social CRM are usually utilized together, there are some differences between them. The main difference is that traditional CRM emphasizes automation and software whereas social CRM emphasizes the conversation and the interaction with the customer. It has been said that with social CRM the relationship returns to its origin and take a more human form. (Soininen et al. 2010, 171). Figure 3 presents the social CRM process against the traditional one. The traditional CRM focuses on the operations and sales in the 11 customer relationship process using marketing and traditional media. It uses only the customer specific information that the customer gives or what an organization already has (purchase records etc.). (Evans & McKee 2010, 237.) Figure 3 Traditional CRM and social CRM in business context (partly adapted from Evans & McKee 2010, 237) Social CRM is, on the contrary, a collaborative process. It facilitates customerdriven innovations internally as well as externally using conversations held by the customers themselves. (Evans & McKee 2010, 237.) Social CRM uses the information from the social web, converts it through social analytics into customer knowledge and uses it in developing business processes. This way the information can be tied together with the business processes allowing the social web do part of the job (Evans & McKee 2010, 237). The underlying principles of social CRM are different than its predecessor. The main differences are illustrated in table 1. Where CRM is aimed at customer management, social CRM is aimed at customer engagement. A company no more manages the relationship with the customer, it only enables customers to collaborate with the company. (Greenberg 2010a, 35-36.) Social CRM is more related to people and conversations than traditional CRM (Leary 2008). In the interaction with the customer, the authenticity and transparency are important determinants (Greenberg 2010a, 35-36) as well as the content of the messages (Leary 2008). The social media tools are integrated into the customer facing actions, such as wikis, blogs, networks and communities (Greenberg 2010a, 3536). The underlying consequence is that in social CRM the company belongs to customers’ ecosystem. The customer is not seen as a target, but actually as a source of all company actions. This peer-to-peer thinking labels all functions in the company, such as marketing and sales. The marketing is no more about pushing the messages to the customers, it is more related to asking questions what the customer actually needs. By observing the conversations and engaging in customers’ activities and discussions, more relevant data can be collected to support the business processes. (Greenberg 2010a, 36-37.) Collecting the data 12 and listening what the customer actually needs is the central aim of social CRM. Next the means to accomplish this aim are clarified. Table 1 Traditional CRM vs. social CRM (Leary 2008; Greenberg 2010a, 36-37) Traditional CRM Social CRM Data-driven Content-driven Process-centric Conversation-centric Operationally focused People/Community focused Customer-facing features as separate marketing, sales and support departments Customer-facing features fully integrated into an enterprise value chain Integrates social media tools into services, wikis, blogs, networks and communities Encourages authenticity and transparency in customer interactions Tools are associated with automating functions Encourages friendly, but institutional relationship with customers CRM belongs to customer-focused corporate business ecosystem Marketing focuses on processes that send targeted, highly specific corporate message to customer Company manages the relationship with the customer Company is managing customers – from top to down view social CRM belongs to customer ecosystem Marketing is front line for creating conversation with customer, engaging customer in activity and discussion and observing conversations Customer collaborates with the company Relationships more peer-to-peer 2.4 Customer data collection and analysis Customer data can be collected from many sources with different techniques. The customer conversations, for instance, can be mined, and the conversations and people behind them, can be pulled to the customer database. This context related information and the contacts can be integrated with the existing CRM data. (Evans & McKee 2010, 239.) The web offers a lot of customer touch points where the customer-generated data can be collected and mined for the CRM. Ahuja and Medury (2011), for instance, investigated the opportunity of extracting consumer-related information from the comment posts in response to a corporate blog. A company can archive these posts or the reactions to the blogs for further use (Ahuja & Medury 2011). Greenberg (2010b) points out that CRM was long misnamed as a source for “360 degree view of the customer”. It contained sales, marketing and customer service transaction data of a single customer in the specific company. It actually had little or no connection to the real customer insight. Somewhere along the way the real conversations with the customer were replaced by customer insights mined from the databases. (Greenberg 2010b.) However, just by studying customer records, the true customer insight cannot be obtained. This is why the new listening tools help companies to tap the real customer insights, with sentiment analysis and other listening tools. 13 The real customer insights can be generated by combining the traditional data for instance from surveys, call centers or emails to social insights gathered from the web (Wollan, Smith and Zhou 2011, 102). Listening tools help a company to tap information from many sources ranging from social networks (Facebook, LinkedIn), to discussion forums, communities around special interest or other knowledge databases (Greenberg 2010b). By combining the traditional and social information, a more plausible picture of the customer behavior and insights can be produced. Behavioral data for instance can be formed from the purchase records, web site visit or click streams, but the contextual data can be mined from the web in form of feedbacks or opinions. Combining these two can reveal business shortcomings or opportunities. (Wollan et al. 2011, 77-78.) There are at least five components for customer insights: customer data, sentiment analysis, profiles, customer experience maps and social media monitoring. Customer data, for instance, consists of purchase records, visits to sites or responses to marketing campaigns, information from personal profiles, and data from discussions or blogs. (Greenberg 2010b.) Sentiment analysis means identifying the overall attitude, either positive, negative or neutral, in a given text piece. This means that company can mine sentiments from the opinion rich sites, such as online review sites or blogs. (Ahuja & Medury 2011.) The sentiment analysis usually measures how positive or negative the discussion around the company is. If the discussion or sentiment reaches a certain level, an alert can be trigged in order to take some action. (Greenberg 2010b.) However, the sentiment of a single comment can also be saved to CRM system connected with the customer profile. Customer experience mapping means examining customer interactions at multiple touch points. This means that the expectations of interactions are mapped, as well as the results of the interaction and actual weight on the results. Customer experience mapping gives information about what the customers actually think when they are acting with the company. (Greenberg 2010b.) With social media monitoring the hot topics, influencers or other trends can be tracked from the web. (Greenberg 2010b.) Wollan et al. (2011, 76) points out that investing in such monitoring can be a waste of money for instance in B2B markets, where the sales are usually done offline. In business markets, the companies with a narrow customer database, few competitors and high switching costs, could outsource this kind of monitoring and analysis (Wollan et al. 2011, 76). In this case social media monitoring would not have to be part of the essential knowhow, but as an additional source for customer insights. With the help of customer data and insights the organizations can formulate better responses that are suited with the customer information or develop appropriate targeting strategies based on the data (Ahuja & Medury 2011). Not only targeting, but also personalization can be designed on the basis of the customer insights. Customer data can be used for instance in personalizing the web content to meet the customer preferences and needs. 14 With data mining and collaborative filtering the business opportunities can be maximized, when the right content is presented to the right customers at right time. More and more the customer profiles are combined with real time data such as clickstream to produce context-driven personalization. (Ho, Bodoff & Tam 2011.) How the customer data can be used in marketing and sales, is discussed more detailed in the next chapter. 2.5 Social CRM in B2B relationships In this chapter, the customer facing actions in the context of social CRM are discussed in more detailed. There have traditionally been three separate entities in CRM: marketing, sales and customer service. Greenberg (2010a, 283) points out that today sales and marketing are closer to each other. Although the fine lines of marketing, sales and customer service have blurred in online environments. In the business world sales and marketing still remain two separate fields, where sales focuses on getting a customer to purchase and marketing concentrates on getting the attention of a prospective customer. However, these two teams must work closely together in order to achieve the goals. (Greenberg 2010a, 283.) In this chapter, only the two parts of social CRM are presented: marketing and sales. 2.5.1 Social CRM and marketing B2B marketing differs from what we know as consumer marketing. First, the markets, customers and products are different than in consumer markets. Purchase decision making in B2B markets is more complex, includes more people and various issues can influence the purchase decisions. (De Pelsmacker et al. 2007, 533.) When designing marketing for B2B companies, the whole decision or purchase unit must be taken into consideration. Marketing communication needs to be targeted to each individual of the unit, considering their personal needs while integrating it with other marketing communication activities (De Pelsmacker et al. 2007, 549). The most used tools in B2B marketing communications are personal selling, customer relationship marketing, trade shows and public relations (Karjaluoto 2010, 22). Other forms of marketing are exhibitions, telemarketing, direct mailing, catalogues and technical documentation (De Pelsmacker et al. 2007, 546). With the new technology companies can improve their marketing performance by reducing their marketing costs and using digital channels more efficiently (Merisavo 2008,6). The use of CRM in B2B marketing has many advantages. By using the customer information, the communication can be directed to the right people, who might be the possible prospects. CRM helps the company not to overcommunicate and to tailor the messages to fit the customers’ needs. (Dyché 2002, 24.) CRM can also be used as a resource in all marketing activities. In cross-selling and up-selling, for instance, the importance is in understanding the 15 customers’ business and which product would increase the customer’s profitability (Dyché 2002, 31). The information for the possible new deals can be mined from the CRM system using purchase data and other customer related information. CRM can be used also for the behavior prediction. This means that using data mining and modeling techniques it is determined what the customers are likely to do in the future. (Dyché 2002, 33.) The channel optimization can be done using CRM technologies. It is important to understand through which channels customers want to interact with the company. (Dyché 2002, 35.) In B2B relationships, taking care of customers typically happens in face-to-face settings (De Pelsmacker et al. 2007, 535;549.), but digital channels have facilitated the everyday interactions. It is still, however, important to remember that the customer does not necessarily want to use the channels the company wants to use. The information from CRM analysis can help to determinate the right channels as well as personalize the messages. Personalization of the marketing communication means tailoring the messages to a particular customer or customer segment (Dyché 2002, 37.) Cross-selling, upselling, behavior prediction and personalization have been the marketing activities in the traditional CRM era. These activities have not vanished, marketers have just nowadays new activities along with the old ones. The social CRM activities are, in fact, just a fusion of the old activities (Evans & McKee 2010, 235). Firstly, data collection around a specific customer and secondly, the analysis and projection of the next action with the regard to that customer. For instance listening to the customers online is providing customer insights and data from various customer touch points (Greenberg 2010b). That means collecting raw inputs from individual profiles, visits to the web sites, time spend on the sites or response to marketing campaigns. Listening means also organizing conversational data such as data gathered from discussions or blogs. This also requires quantifying conversational measures such as volume or sentiment. (Evans & McKee 2010, 235; Greenberg 2010b.) Listening to the customers online helps the old CRM activities of crossselling, upselling, channel optimization and personalization by providing deeper customer insights. Table 2 CRM and social CRM activities of marketing (partly adapted from Dyché 2002, 24-37; Evans & McKee 2010, 235) Business function CRM activities Cross-selling and upselling Behavior prediction Marketing Channel optimization Personalization additional social CRM activities Listening: data collection from web data analysis develop marketing insights from the data Responding: listening understanding responding asking questions acting 16 Responding means responding to the need and wishes of the customers. The customers want to receive information and news they really care about (Weber 2007, 12). To know what the customer wants, the whole participative process needs to be managed: listening, understanding, responding, asking questions and acting (Evans & McKee 2010, 235). The participative process needs an active dialogue with the customers, done both by marketers as well as the salespeople. Marketing’s role has moved to managing the first line conversations with the customer. This means that marketing provides the customer extra knowledge to engage them into conversations. (Greenberg 2010a, 311; 315; 320.) The second line conversations are done by the salespeople. 2.5.2 Social CRM and sales In B2B relationships it is more often the salesperson that interacts with the customer the most. Personal selling is the most important tool in B2B environment, combined with the technical documentation the salesperson has as a support. (De Pelsmacker et al. 2007, 543.) Salespeople have traditionally been responsible for managing leads up in the sales funnel. However, the use of the Internet as a primary information search tool in the buying process has shifted the role more and more to marketing. (Gillin & Schwartzman 2011, 160.) However, lead generation still is seen as part of the sales departments job although marketing and sales are both responsible for the listening and identifying the prospective customers. Leads can be generated by participating in expert discussions, without trying to sell the solutions or products (Greenberg 2010a, 295-297). By listening, following and monitoring conversations a salesperson can add content value to the discussions and by staying visible to the group members, the first contact taking requires less persuasion. Salespeople can also participate into conversation by writing blogs, creating videos, twitter streams or communities, where they can bring forth their expertise. (Greenberg 2010a, 295-297.) Connecting as a social CRM activity means identifying the influencers on the web and linking them with the listening data (Evans & McKee 2010, 235). This means searching for the information form profiles and networks on the Internet (Greenberg 2010b). This data is combined with the data from CRM, which salespeople use for managing their pipeline, monitor their accounts, track opportunities and keep their contact list in shape. This activity was previously called sales force automation (SFA), but is nowadays part of CRM activities. (Dyché 2002, 79-80.) This sales-focused CRM system can help salespeople to focus on high revenue and high profit customers in increasing sales. At the same time, the activity with low revenue and low profit customers can be reduced. (Raman, Wittmann & Rauseo 2006.) Responding is a part of salespeople’s activities as well. Listening to customers, understanding and asking questions are part of the salespeople’s job, because the customers are no longer expected to be sold to, but they are expecting to be partnered with (Greenberg 2010a, 286). This is a major change in the sales process, where the customer needs to be taken into the company’s 17 processes as an active actor. This is also an advantage, since potential for a sale increases in collaborative environment, where the salespeople get deeper customer insight (Greenberg 2010a, 306; 309). Table 3 CRM and social CRM activities of sales (partly adapted from Dyché 2002, 24-37; Evans & McKee 2010, 235) Business function CRM activities Lead generation Sales additional social CRM activities Responding: Listening Understanding Responding Asking questions Acting Sales force automation Connecting: Identify specific influencers Link more information about them to listening and business data Knowledge management Collaborating: Tap the ideas of influencers and suggestions of customers Manage conversations By collaborating, the salespeople can tap the ideas of the customers and get important suggestions about how to improve the products. Collaborating is the sales departments mean of managing the conversations with the customers. (Evans & McKee 2010, 235.) When they are managing the conversations, they are providing information. The knowledge management is a vital part of salespeople’s work, because the customer needs information to support their purchase decision. There are various information that a sales representative can use during a sales process, such as sales presentation slides, expense report formats, industry and competitor data, trade show material or digitized videos. (Dyché 2002, 87-88.) The sources of information are actually provided by the sales and marketing together. Particularly at the information search stage, these two parts are needed to help the customer to make the decisions. Traditionally, the salesperson has been in the key role in giving the information. (De Pelsmacker et al. 2007, 539.) Salespeople are providing the information in everyday communications, but they are also vital channels for distributing the impersonal marketing material. 2.5.3 Social CRM and digital marketing communication As illustrated in the previous chapters, social CRM can help designing and implementing marketing or sales activities. The real advantage comes when the social CRM data can be used immediately for instance in the marketing or sales activities. This can be done when the marketing efforts are in digital form. The content can be changed quickly or shared rapidly according to the need for that specific situation (Mulhern 2009). 18 In this study, digital marketing communication is perceived as a mixture of marketing and sales efforts. Although marketing department designs marketing campaigns or sales material, in B2B relationships it is usually salespeople that channel the communication to a right place (De Pelsmacker et al. 2007, 543). This is why digital marketing communication can be sent by the salespeople as personal communication or by marketing department as impersonal communication. Social CRM and customer listening capabilities can help in focusing the marketing efforts at the right place. Social analytics, web site analytics and other measurement activities can direct marketer’s attention to the right objects. When this information is combined with available CRM data, the customerfocused decisions can be improved (Wollen et al. 2011, 102). For instance, if a customer is browsing through the company’s web site, he/she leaves traces where he/she has visited or which links he/she has clicked. With web site analytics, the clickstream data can be analyzed and collected to illustrate which pages of the web sites are the most appealing to the visitor (Wilson 2010). This already gives valuable information for the marketing and sales department to identify the important sites for the specific customer. The clickstream data can also be used for evaluating how well the web site is performing and what needs to be changed in determining the content or the lay out (Wilson 2010). There are many ways of personalizing web site content to match the visitors’ wishes. For instance, web site morphing matches the cognitive style of the web site visitor to web site content. It means that a web site can detect visitor’s cognitive style from the early clicks and morphs its look and style to visitor’s style. (Urban, Hauser & Liberali 2009.) Much easier web site personalization is when the customer data is already known. The most cited example for this regards is Amazon.com. It uses a recommendation algorithm that can analyze customer data and preferences, according to their purchase behavior. It also gives recommendation for further purchases base on the customer profile information. (Mulhern 2009.) Optimizing web content to match customers’ needs is not the only benefit of web site analytics. With the cookie data or log-in information of a closed community, the customer browsing through the site can be identified. By linking the identity data to the web analytics the company can have a complete view of the web site visits of that specific customer over time. If this data is connected with the CRM system, it can give salespeople and marketing the information about which products and services are the most relevant to the customer. This naturally improves cross-selling and upselling activities of the company. (Wilson 2010.) As presented in this chapter digital marketing communication can be changed according to the wishes of the customers. In addition, social CRM and web site analytics give valuable information for the salespeople and marketing to improve their performance. However, web analytics cannot always give comprehensive understanding what the customer needs. This is why in this study digital marketing communication is viewed in the eyes of the customer as 19 well as the salespeople. In the subsequent section, the definitions and proposed elements of digital marketing communication are explained more detailed. 20 3. DIGITAL MARKETING COMMUNICATION Social CRM literature underlines the importance of collaborative conversation in the buyer-seller relationships supported by a technological platform such as the Internet or mobile phone (Greenberg 2010a, 34). Therefore in this chapter one element of social CRM, digital marketing communication, is described in more detailed. First, the digital marketing communication concept is defined and clarified. Then the proposed research model of digital marketing communication is described briefly. Finally each of the proposed elements of digital marketing communication is presented shortly. 3.1 Digital marketing communication Digital marketing is used for describing the marketing activities and content in digital form, e.g. on the Internet. Digital Marketing Institute has defined digital marketing as “the use of digital technologies to create an integrated, targeted and measurable communication which helps to acquire and retain customers while building deeper relationships with them” (Smith, 2007). Similar definition is being used by Merisavo (2008, 20) as he defines digital marketing communication as “communication and interaction between a company or brand and its customers using digital channels (e.g. the Internet, email, mobile phones, and digital TV) and information technology.” Besides the digital channels, the definitions usually emphasize the two-way, personalized dialogue with each customer (Wertime & Fenwick 2008, 30). Digital marketing communication (later denoted as DMC) is a close term for e-marketing that is used to describe the real-time dialogue mediated by information technology (Coviello, Brodie, Brookes & Palmer 2003) Also the terms like “interactive marketing,” and “one-to-one marketing,” are close to digital marketing definition (Merisavo 2008, 6). Wymbs (2011) say that, in fact, these terms are included in digital marketing. However, he points out that marketing is increasingly using other digital forms as well, not just the Internet 21 solely as a technology. This is why the term digital marketing is better than the previous concepts such as e-marketing or Internet Marketing. (Wymbs 2011.) There are two distinct things defining DMC. The first one is the channel used in DMC, which is purely in digital form. This means that digital marketing does not exclude channels outside the Internet, but take into account also other means and tools, by which digital marketing communication can be transmitted. (Karjaluoto 2010, 13.) This means that all digital channels that are in digital form, can be used as communication tools for DMC. The main driver of digital marketing is the business returns of gaining and maintaining customers. It is not the technology that enables digital marketing. (Wymbs 2011.) This is the second defining element of DMC. Digital marketing is referred to the personalized and participatory media that is used for communicating with the customers. The customers are, in fact, creators and contributors of the marketing communication, not just passive targets. (Wertime & Fenwick 2008, 26-31.) Figure 4 Digital marketing (partly adapted from Wymbs 2011) Digital marketing can be understood as a bridge bringing the customer touch points and firm’s conversation interfaces together (Figure 4). The customer touch points are for example the social networks, search, mobile applications, ecommerce and email. Firms’ conversation interfaces can be for instance digital advertising, email, channel integration, search engine optimization and content development. Digital marketing can provide through these touch points and interfaces the relevant content to the customer when it is needed. (Wymbs 2011.) Digital marketing is therefore a mix of customer perspectives as well as firm perspectives. 22 3.2 Proposed elements of digital marketing communication Communication channels are essential part of DMC. What else belongs to the means, moderators or outcomes of DMC? Many companies are uncertain which elements are essential in the digital marketing process and which digital route they should follow (Wertime & Fenwick 2008, 27). The following research model is proposed to illustrate the DMC process supported by social CRM (Figure 5). The research model is partly adapted from a study of Merisavo (2008, 7) on the interaction between digital marketing communication and customer loyalty. The model is completed with contemporary research findings from the marketing research on value co-creation (Vargo & Lusch 2008; Vargo 2009; Grönroos 2011; Ballantyne & Varey 2008) and trust (Morgan & Hunt 1994; Pavlou & Gefen 2003). The elements of social CRM were added to the model, because it has been proposed that they give significant inputs to DMC (Wollen et al. 2011, 102; Wilson 2010). Figure 5 The proposed research model of DMC (partly adapted from Merisavo 2008, 7; Evans & McKee 2010, 235) The research model of DMC has three parts: communication means, its moderators and the outcomes of the communication. To the means, by which the marketing is implemented, the model includes communication frequency and communication content. To the factors that could have an influence on the digital marketing include channel preference and interactivity. Finally, it is proposed that the outcomes of DMC are value co-creation, trust, commitment and loyalty. Next these elements are presented more detailed. 23 3.3 Communication means 3.3.1 Communication frequency Frequency of the communication is an important aspect when using digital marketing tools. Balancing with the right amount of messages is a difficult task for marketers. Up to some point communication is perceived positively, but after the ideal point is exceeded, the customers react negatively (Godfrey et al. 2011). There is a genuine risk of losing your customer due to overcommunication. Cone’s (2010) Consumer New Media Study found out that 58% of the customers stop following the company via new media, when a brand over-communicates (e.g. too many messages or spam). Excessive communication or overt advertising can even lead to a user abandonment of the whole social media site. However, academic literature is still lacking empirical support of the effects of over-communication in social media environment. (Taylor, Lewin & Strutton 2011.) Yet, there is evidence from traditional media environments that the positive effects of repetition of a message start to diminish after a certain level of repetition. Godfrey et al. (2011) defined this level as an ideal point and they argue that there is for each channel an ideal level of communication volume. However, frequent communication has shown to have positive effects on customers’ brand loyalty. Merisavo (2008, 38) demonstrates that regular digital brand communication had a positive impact on customer loyalty. Also a study of email advertising in Finland indicates that the frequency of email advertising has an influence on purchase visits to the store (Martin, van Durme, Raulas & Merisavo 2003.) This means that regular contact with customers has a positive effect on customer loyalty. Hence, frequent communication is an essential part of the means of DMC. 3.3.2 Communication content Goodman and Dion (2001) suggest that it is not the quantity but quality of communications that further commits the distributor to the manufacturer and creates loyalty. In this light, the content of the communication is more important than the frequency. The content of communication can be divided into two dimensions: promotional and relational communication. Promotional communication includes e.g. price and product promotions and persuasive letters. Relational communication however focuses on improving customer’s attitudes in the long run. These include information about new products, usage tips or invitations to events held within a business arena. (Merisavo 2008, 11.) Relational communication is more than just advertising products or services. It is meant to communicate about specific themes around the product, keeping the customer engaged and active. As Merisavo points out (2008, 11), 24 relational communication can be perceived as a service rather than an advertisement. Where non-loyal customers want promotional offers, loyal customers appreciate news, invitations and usage tips (Martin et al. 2003; Merisavo 2008). Hence, the relational communication is something more than information about the product or service, it has some extra value for the customer. Promotional content, however, seems to have a negative effect on loyalty. Mela, Gupta & Lehmann (1997) demonstrated that promotional content in communication, such as price promotions, has an impact on price sensitivity. This means that the more advertisements with price related content are shown, the lower the barrier of changing the product or brand becomes. The same results have reported Reibstein (2002) noting that price-sensitive customers are less loyal also in the online environment. The recent social media literature emphasizes the meaning of the relational content (Weber 2009, 21; Halligan & Shah 2010, 29; Forsgård & Frey 2010, 22-24). Forsgård and Frey (2010, 22) describe relational content and exclusive topics as social objects. Social objects are the forces that draw people together to discuss and share. To be able to draw some attention and promote discussion organizations need to understand customer’s opinions, attitudes and values. (Forsgård & Frey 2010, 22-24.) The content in new marketing does not contain only professional generated content that is controlled by marketers. The content of the communication is now a mix of professional and user-generated content. A company can freely impress their thoughts and views, but usergenerated content continues the dialogue by letting you know whether customers agree or disagree. (Weber 2009, 34; 40.) Communication content is the second substantial means of DMC. Taken together, the study proposes the following: Proposition 1: The means of DMC for B2B companies include communication frequency and communication content. 3.4 Moderators of digital marketing communication The communication initiatives, their content or frequency, are not the only influencing factors affecting customer experience. In order to succeed in marketing, certain moderators need to be taken into consideration. There are factors that influence on the marketing’s effectiveness and the outcomes and these factors are not entirely in a company’s control. A careful investigation and research on these factors and utilizing moderator information can, however, enhance the effectiveness of the marketing activity. In this research channel preference and interactivity are proposed as the main moderators of DMC. 25 3.4.1 Channel preference In buyer seller relationships, the communication is mediated through a certain channel. In B2B relationships, these channels can be such as email, phone, the Internet or a social network. Channel choice decision is not trivial since it is possible to increase profits by matching the channel of communication with customer preferences (Venkatesan and Kumar 2004). Cano, Boles and Bean (2005) note that media choice decision is influenced by three main things. First, the medium needs to have capacity to bear the richness of the message. Second, the social influence of the others influence on individual’s evaluation of a medium. Third, the economics of the sales process affects the media choice in B2B setting. Especially the cost effectiveness has influenced the adoption of computer-mediated communication channels in business interactions. So far, the most used digital channels have been email and extranet, but latest technology and cultural development have enabled social media adaptation into the sales process. It is argued that leveraging social media can enhance brand awareness and ultimately increase sales (Barwise & Meehan 2010). Cano et al. (2005) found out that in buyer seller relationships different mediums are preferred at various stages of the sales process. Overall the faceto-face interaction is still the most appealing communication medium, but at certain stages of the selling process also computer-mediated communication can serve a low cost option for interaction (Cano et al. 2005). Next, the aspects of both traditional digital channels and social media channels are introduced. Traditional digital channels Company’s web site is the most important tool for online marketing activities. It can be used for communicating with target groups, interacting with them, sharing information and delivering customer facing applications (De Pelsmacker et al. 2007, 496). Hence, the web site is an important marketing tool for appealing customers, delivering service or facilitating transactions (Song & Zinkhan 2008). Web sites can be built for the purpose of service or information sharing. They need continuous traffic-generating efforts, such as online advertising, search engine optimization, offline advertising and other corporate media for leading the traffic towards the site (De Pelsmacker et al. 2007, 496). The web site can operate as a communication channel in both ways in the buyer-seller relationship. Web sites give information about the brand, products or services. Corporate web sites can also offer insights to the markets or user tips for the products. Customers can give feedback on the web site or ask the representative to connect. Web sites can be designed as an active communication channel. Although Usunier and Roulin (2010) found out that B2B web sites are often designed as a one-way communication channel, where the content is primarily designed by the sender with relatively little (or none) feedback from the receiver. 26 As a part of web site design, extranets have been for long used for customer communication. Extranets are closed web applications designed for customers, partners or suppliers (e.g. specific third parties) to access selected parts of the internal corporate information (Baker 2000). Baker (2000) identified four functions of extranets: information sharing, strategic communication between companies, providing access to key information and safeguard the information and the way it is communicated. In recent years, the extranet term has been partly replaced with the terms of closed community or brand community. Companies have also started to introduce interorganizational systems to their daily operations. The key goal of these systems is to improve the coordination between buyers and suppliers through integration. (Grover & Saeed 2007.) Interorganizational systems can have instant messaging features (chat), global network possibility and open content and delivery platforms. The information sharing in buyer-seller relationships is one of the major advantages of an interorganizational system, but it may also generate concerns about how the information is used. However, free information flow can create efficiencies within the supply chain. (Grover & Saeed 2007.) However, in this new technological era still the majority of B2B interaction is done by email. It is a low cost medium, which offers ability to target and personalize communication. Emails are used in marketing purposes for instance in sharing product information, building brands or guiding them to web sites. Emails are used in cross- and upselling purposes to increase purchase activity. (Merisavo & Raulas 2004.) Emails are used in such intensity that it has formed a counteraction, when customers are directing emails straight to spam inboxes. The problem has been that emails usually focus on the promotional offers, instead of interpersonal characters (Hosford 2011). However, email marketing can still be used as a medium for increasing customer loyalty by providing a tool for frequent and active interaction with customers (Merisavo & Raulas 2004). Social media channels Social media channels offer several tools for reaching customers, communicating with them and measuring their online actions (Hennig-Thurau et al. 2010). The new Internet tools and channels can be defined in many ways. Here, in this research, the social media concept is used. In literature the terms social media and web 2.0 are used as synonyms (Constantinides & Fountain 2008). However Lehtimäki et al. (2009, 12) specify that social media refers to a new information channel where web 2.0 tools are applications to use that channel. In other words web 2.0 tools are technologies that enable users to communicate, create and organize content and content sharing between communities and social networks (Lehtimäki 2009, 7-12). The user generated content is a key element in social media and is only made possible by the active participators in online communities (Lietsala and Sirkkunen 2008, 18). 27 In table 3 the different social media categories are specified and illustrated with examples. Social media categories include blogs, social networks, communities, content communities, forums and content aggregators (Constantinides & Fountain 2008). All of these channels can be used in B2B marketing communication. Some channels suit better for information mining and monitoring, and others for maintaining the conversations with customers. (Gilling & Schwartzman 2011, 161-162). Greenberg (2010a, 124) argues that what is said to be social media depends on the level of sophistication the tools are applied. Social media can be tools, such as blogs or wikis. Some are organized around user generated content, such as social bookmarking, comments, pictures or videos. (Greenberg 2010a, 124.) The relevancy lies behind the fact that it is not the tools that make interaction social, but the way the tools are used. This is why a blog can be one way marketing channel or two-way interaction channel. Table 4 Social media categories (Constantinides & Fountain 2008; Lehtimäki et al. 2009, 14) Category Blogs and podcasts Social networks Communities Content communities Forums Content aggregators Focus Informing of current events and novelties Maintaining relationships, content sharing, networking Member-initiated Members’ mutual interests and reciprocal interaction Examples blogs, video-blogs, podcasts Facebook, LinkedIn, MySpace Aukea.net, community around photography Organization-sponsored Business transactions, brand building, interaction between organization and customers, cocreation of products Dell, Salesforce.com Third-party established Enable communication and transactions between buyers and sellers Content sharing eBay, covisint.com, bolero.net Discussion of mutual interests Categorizing and customizing of web content YouTube, Flickr, Picasa, Wikipedia, organization wikis B2Bexchanges, Suomi24 Delicious, Yahoo, Widgets There are several online channels for marketing communication: web sites, extranets, interorganizational systems, emails and different social media tools. There can be many reasons why some channels are chosen over the other. Foster (2005) points out that also the degree of value creation can influence the choice of channels in buyer-seller relationships, where the channel has to ensure that the value can be not only taken out, but also put in. Chaffey (2010) states that the different customer personas, preferences and needs are the ones which need to be considered when forming a digital channel strategy. 28 Nevertheless, not only do the individuals’ own attitudes explain the channel choice, but also the environment has an effect on the adaptation of some channels. In B2B relationships, the firms have to make decisions which channel they want to use in collaborating with business partners (Asare, Alejandro, Granot & Kashyap 2011). Ambrose, Marshall, Fynes & Lynch (2008) found out that communication media is affected by the stage of the relationship development. They suggested that the communication media is chosen on the basis of the needs of the participants and the stage of the relationship development. The channel preference is a complex phenomenon, but needs to be investigated profoundly, while researchers believe that marketing is only effective when using the channels customers prefer (Merisavo 2008, 18). Personalization of the communication to meet the right channels can be influential in the DMC process. Therefore, it is proposed that channel preference is a moderator of DMC. 3.4.2 Interactivity Interactivity can be defined as the degree to which two-way communication is facilitated. It can mean the availability of different customer support tools or communication tools. (Srinivasan et al. 2002.) According to Sundar, Kalyanaraman and Brown (2003) there are three different views to perceive interactivity: functional view, process view and perception view. The functional view of interactivity is the interface’s capacity to carry out a dialogue or information exchange between the user and the software (Sundar et al. 2003.) This means that the interactivity can be measured by the number of functional features in a given communication tool. These features can be email links, feedback forms, chat rooms or other commenting possibilities. These functions should enable the mutual conversation and interconnection of messages (Sundar et al. 2003). The process view of interactivity underlines the interdependency of messages. In this view, the interactivity is seen as a process where the messages are contingent upon previous messages (Sundar et al. 2003). This means that a company has to learn from the previous messages to be able to continue the conversation with the customer. The importance of continuing conversation and learning from the customer is underlined in the concept of social CRM, where the company must engage in the process of interactivity (Greenberg 2010a, 34-37). The perception view of interactivity underlines the fact that the level of interactivity is always perceived by the customer. This mean that interactivity actually is in customers’ eyes, not in the systems. (Song & Zinkhan 2008.) Therefore it is actually about customers’ attitudes towards a communications tool or web site. Interactivity between a customer and a company increases the number of brand contacts and time spend with the brand or company. If a company uses interactive media and interactive tools, it can enhance customers’ service perceptions and contribute to value co-creation. (Merisavo 2008, 21) Venkatesan 29 and Kumar (2004) found out that a customer who made contact through an online channel of communication had higher involvement and a higher purchase rate. In addition Srinivasan et al. (2002) showed that interactivity had a significant impact on eloyalty. Hence, the level of interactivity can have influence on the effectiveness of the messages and the overall perceptions of the marketing communication. Both channel preference and interactivity can mediate or moderate the effect of digital marketing communication. Therefore it is proposed: Proposition 2: The moderators of DMC for B2B companies include channel preference and interactivity. 3.5 Outcomes of digital marketing communication In this chapter, the possible outcomes of the digital marketing communication are examined. A literature review revealed four possible outcomes of digital marketing communication: value co-creation, trust, commitment and customer loyalty. These outcomes are traditionally studied in the offline context. For instance, Caceres and Paparoidamis (2007) state that relationship marketing is based on the fundamental principles of value creation, commitment and trust, which will lead more likely to customer satisfaction, which in turn will indicate the likelihood that the customer will stay loyal to the company. In this chapter, these fundamental principles are examined in more detailed in the context of digital marketing and online channels. 3.5.1 Value co-creation Traditionally, value has been studied as a property of a product. Customers have been seen to get value from purchasing and using a product. For instance Sweeney and Soutar (2001) suggested that there are four dimensions of customer value: emotional value, social value, functional value related to price and functional value related to quality. Emotional value is described as utility which is derived from the feelings that a product generates. Social value is the utility derived from the product’s capability to enhance social self-identity. Functional value as price is the utility from the reduction of short and long term cost and functional value as quality is the utility derived from the perceived quality and performance in the customer’s hand. (Sweeney & Soutar 2001.) In recent studies, value is no longer seen as the property of goods, which is created by the firm. The firm can only give value propositions and then collaboratively create value with the customer. (Vargo 2009.) This idea was created by Vargo and Lusch (2004) as they introduced a service centered dominant logic, which implies that a customer is always a co-producer of services. Later they specified their theory around a concept of service-dominant (S-D) logic, which is based on nine foundational propositions (Vargo & Lusch 30 2008). In service-dominant logic, the service is the fundamental basis of exchange. The theory focuses on the process of collaborative and reciprocal value creation. S-D logic stresses the fact that a company should always maximize customer involvement in customization to fit customer needs. (Vargo & Lusch 2004; 2008; Vargo 2009.) Suppliers are crafting value propositions to consumers on the basis of their needs, matching their offerings to customers’ processes and practices. In a way, they are providing a service when customizing their offerings. Therefore it is said that all companies are ultimately service businesses. (Grönroos 2011; Vargo & Lusch 2004.) Value, according to this S-D logic, can only be created with the support of a supplier. In B2B relationships, the product or service is often created and produced with the customer, since the business solutions need almost every time specialized features or adjustments. Therefore the roles of producer and consumer are not distinct. As the company gives only value propositions, the perceived value of the service is value-in-use rather than value-in-exchange. (Lih‑Bin & Hock‑Hai 2010.) In B2B relationships, the value-in-use can be, according to Grönroos (2011), increased revenue and business growth generating capacity such as new market opportunities or better customer or market penetration. B2B value can also be derived from customers’ decreased cost levels, because of the lower operational or administrative costs. Hence, decreased costs mean higher margins. Last but not least, value can be derived from the effects on perceptions, such as increased trust and commitment to the partner and increased comfort in the interactions. (Grönroos 2011.) Company’s marketing activities and customer’s purchasing and usage are seen to be interlaced and intertwined with value creation. In this respect supplier-customer interactions are in a strategic position in marketing. Suppliers can engage themselves in customers’ value creation by incorporating activities in supplier-customer interactions in the marketing process. (Grönroos 2011.) In fact managing communicative interactions are becoming the central functions of marketers (Ballantyne and Varey 2008). In the same vein, Prahalad and Ramaswamy (2004) state that value co-creation is about creating an experience environment where the customers can have active dialogue and coconstruct personalized service experiences. Ballantyne and Varey (2008) note that value co-creation is more likely in a web-wired world. Value co-creation can take place in an integrated network, which can include customers, suppliers and competitors. Present-day interactive web sites and portals enable them to work together. (Ballantyne and Varey 2008.) Sawhney and Parikh (2001) agreed that the digitalization of information has essentially changed the way the work is done and the value is created in the economy. The customers expect companies to provide them with the ability to do purchase activities in the channel that is most convenient for them. In value co-creation process the company must offer channels for customers to interact with informational content, human resources and technical resources, where the customer combines physical and online channels to create value for themselves. For these activities, companies must offer self- 31 service technologies in addition to the traditional web site technologies. (Lih‑Bin & Hock‑Hai 2010.) Technological development offers many new business models, platforms and approaches for online value co-creation. The active, informed and networked customers use these channels for co-creating value with the company. This leads to a conclusion that a medium that fosters interactivity with informational content, human resources and technical resources has a positive effect on value co-creation. Therefore it is proposed that value cocreation is an outcome of DMC. 3.5.2 Trust In B2B markets trust is found to be a more important mediating factor of loyalty than in consumer markets. In the B2B relationships the stakes are higher and companies must trust the seller to deliver the service performance ordered, since their own profitability is dependent on that service. (Briggs & Grisaffe 2010.) Pavlou and Gefen (2003, 3) define interorganizational trust as “one organization’s (trustor’s) belief that the other party (trustee) in the exchange relationship will behave in accordance with the trustor’s confident expectations.” Morgan and Hunt (1994) summarize trust to be present when a party has confidence, or in another words fate, in other party’s reliability and integrity. Interorganizational trust is bilateral and it is formed by interorganizational processes, norms and behaviors (Morgan & Hunt 1994). Trust in B2B relationships can also be institutional trust. Pavlou & Gefen (2003) describe that institutional trust means that “intentions and behaviors are generated by the situation that facilitates outcome success”. The secure situation can be provided through third party actor or by other safety nets or guarantees. Traditionally, B2B relationships have relied heavily on legal bonds where trust in relationships has been developed with the help of these assurances. In online environment the same guarantees are needed. In these situations, the third party institutional structures are generally used, where a web site or another community acts as a secure place to take actions. In B2B world, special online intermediaries like B2B marketplaces offer such structures to enhance trust. (Pavlou & Gefen 2003.) Pavlou and Gefen (2003) suggest that there are three dimensions of interorganizational trust: competence, credibility and benevolence, or in other words, goodwill. Competence is one’s capability to fulfill promises and contracts. Credibility refers to one’s reliability, predictability and honesty to fulfil obligations. (Pavlou and Gefen 2003.) Benevolence is, however, a higher level of trust than competence or credibility. Because trust is based on goodwill and not calculations and ability, it can be said that it is significant and focal part in trust. (Pavlou and Gefen 2003.) Greenberg (2010a, 317) argues that transparency and authenticity in online environments are the cornerstones of the establishment of trust in a company by its customers. Also Weber (2009, 17) points out that transparency is critical, if a company wants customers to trust them and engage in a dialogue with them. 32 In the social web a company or an employee must tell who they are and what they represent. Customers are looking for an actual conversation about the company with the representatives of the company (Greenberg 2010a, 317). Trust in a company can also be gained through word-of-mouth, where someone close to you, or in the same position as you, recommends you something (Soininen et al. 2010, 189). Wagner et al. (2011) states that it is important to remember that corporate reputation is closely related to trust and suppliers should consciously develop good reputations. Trustworthiness and fairness can be included in the value statements of annual reports, previous customers’ statements, expert opinions or publishing best practices. (Wagner et al. 2011.) These all can be distributed and shared online in different communication channels. In present-day B2B relationships, trust enables both parties to share internal and market information (Ballantyne & Varey 2008). In turn, sharing information and communicating valuable market intelligence develops trust (Morgan & Hunt 1994). Hence, ongoing communication fosters trust. Therefore it is proposed that trust is an outcome of DMC. 3.5.3 Commitment Commitment is a strong indicator of relationship durability. The relationship building and maintaining take time and effort. To build a relationship, the commitment of both relationship-specific and human effort is needed. (Sharma, Young & Wilkinson 2006.) Morgan and Hunt (1994) have proposed that commitment is the most crucial factor in successful relationship marketing. Also Huang et al. (2007) indicate that customers would stay in a relationship with a supplier only when they are psychologically and economically committed. Thus, commitment can ensure the long lasting relationship. Commitment has been defined by Moorman, Zaltman and Despandé (1992, 316) as “an enduring desire to maintain a valued relationship”. Studies show that commitment has four components: affective, positive calculative, negative calculative and normative commitment (Čater & Čater 2010; Sharma et al. 2006). Sharma et al. (2006, 65; 69) has described affective commitment as “a desire to develop and strengthen a relationship with another person or group because of familiarity, friendship, and personal confidence built through interpersonal interaction over time”. Thus, affective commitment refers to positive feelings and attitudes towards the relationship partner. Both parties of the relationship stay in a relationship because they want to. Affective commitment plays a more important role in maintaining the relationship than other motives (Sharma et al. 2006). Calculative commitment has a negative association although it also can be seen in a positive light. Sharma et al. (2006) present that calculative commitment can be negative as locked in commitment or positive as value-base commitment. If there is lack of alternatives in the market or switching costs are too high, commitment can be locked-in. (Sharma et al. 2006). In online environment locked-in commitment is problematic while the switching costs 33 are low and online users can easily switch to another provider (Huang et al. 2007). Value-based commitment is developed from rational calculation of benefits that parties get from continuing the relationship. In these relationships, the parties see that they can get direct or indirect advantages such as information, referrals or efficiency gains. Whereas normative commitment derives from what is seen as moral duty or responsibility towards the partner. In these relationships, parties stay in the relationship because they ought to. This duty comes from formal or informal rules, such as social norms, traditions and customs. (Sharma et al. 2006) In recent literature, the corresponding concept for the first component, affective commitment, is engagement. Companies try to engage customers in conversations and activities with the company in order to build stronger and more successful business relationships. (Solis 2011, 141.) Greenberg (2010a, 321) points out that providing customer knowledge, instead of marketing promotion, the willingness to engage increases. Also studies on digital marketing emphasize the engagement in building the relationship with the customer. The marketers are trying to get customers to involve in the consumption of the organizational content, for instance with blogs. (Ahuja & Medury 2010.) Commitment is achieved through communication. Morgan and Hunt (1994) present in their findings that communication has a positive and indirect impact on the relationship commitment. They point out that communication that builds trust, indirectly influence relationship commitment. (Morgan & Hunt 1994). Also results from Goodman and Dion (2001) indicate that effective communications do in fact play a significant role in the development of commitment. Anderson and Weitz (1992) show in their results that two-way communication raises the commitment levels of both the supplier and the customer. Since digital marketing communication is two-way and interactive (Merisavo 2008), it is be proposed that commitment is an outcome of DMC. 3.5.4 Loyalty Generally speaking, loyal customers are more profitable, because they buy more (Harris & Goode 2004). In the business environment, the determinants of customer loyalty are still unclear (Caceres and Paparoidamis 2007). Oliver (1999, 34) defines loyalty as “ a deeply held commitment to rebuy or patronize a preferred product/service consistently in the future, thereby causing repetitive same-brand or the same brand-set purchasing, despite situational influencers and marketing efforts having the potential to cause switching behavior”. There are two kinds of loyalty indicators: behavioral loyalty and attitudinal loyalty. According to Caceres & Paparoidamis (2007) behavioral loyalty refers to the repeated purchase of the brand. They suggest that attitudinal loyalty refers to “a degree of dispositional commitment (in terms of some distinctive value associated with the brand)” (Caceres & Paparoidamis 2007, 839). Both can indicate future behavior, but the attitudinal loyalty is more enduring than behavioral loyalty, which can be affected by the situational 34 factors (Caceres & Paparoidamis 2007). Attitudinal loyalty is close to the term commitment, but can contain different meaning. A person can be committed through regulations and other agreements, but “true loyalty” can be attained, according to Dick and Basu (1994) only through “a favorable attitude that is high in comparison with potential alternatives”. The attitudinal loyalty is manifested also through patronage intentions or intentions to increase the share or volume of the purchases (Briggs & Grisaffe 2010). Behavioral loyalty can be estimated from the purchase records, but attitudinal loyalty is more difficult to examine, and typically involves a customer survey or some other research. Recent studies state that word-ofmouth (WOM) can indicate sender’s behavioral loyalty (Garnefeld, Helm & Eggert 2010; Briggs & Grisaffe 2010). It is not only an indicator of loyalty; it can be an accelerator of loyalty. Garnefeld et al. (2010) demonstrate that articulating WOM has also respectively an effect on sender’s attitudinal and behavioral loyalty. This means that, not only does the articulation of WOM indicate the level of customer loyalty, it can also increase sender’s loyalty level. In business environments marketers can encourage WOM by introducing referral reward programs and other instruments that would stimulate positive WOM. (Garnefeld et al. 2010.) In digital environments, the positive WOM can be articulated through the Internet and social networks sites and other sharing instruments (Trusov, Bucklin, & Pauwels 2009). Fostering WOM could be the additional method of increasing customer loyalty. By offering a chance to make a referral to a colleague, WOM can act as information source for customers how they feel about the service. If the customer has not built a strong attitude yet, articulating a referral could increase their affective commitment. In this light WOM should be considered as a method in retaining current customers. (Garnefeld el al. 2010.) MacDonald and Smith (2004) found out that satisfaction with technologymediated communication had a positive and direct effect on future intentions. This is why it could be proposed that loyalty is an outcome of DMC. The last proposition can be formed as: Proposition 3: The outcomes of DMC for B2B companies include value co-creation, trust, commitment and loyalty. 35 4. EMPIRICAL STUDY This study is an attempt to clarify what belongs to DMC and which meanings the companies give to the means, moderators and outcomes of DMC. In addition, the meanings of social CRM are also examined. The research field of digital marketing is quite new and there is no explicit theory of marketing in digital environments (Mulhern 2009). This is why qualitative methods are used, because the research is done in unexplored and not foreseen area (Hirsjärvi, Remes & Sajavaara 2009, 81-82). Mason (2002, 2; 3) states that qualitative research is flexible and sensitive to the context, giving information about how things work in this particular environment. To investigate a phenomenon that is in a tight relationship with context, a case study design was chosen. Yin (2003, 9) states that a case study as a specific research strategy has advantages when “ a “how” or “why” questions is being asked about a contemporary set of events over which the investigator has little or no control”. In this research exploratory design is used to gain more knowledge about the specific phenomenon. 4.1. Case study design Bonoma (1985) argues that case studies are particularly useful, when the phenomenon cannot be studied outside of the context. Yin (2003, 2) suggests that the case study method is the way of understanding real-life events and complex social phenomena. The phenomenon is not isolated from the context as, it is actually being investigated because of its relation to the context. (Johnston, Leach and Liu 1999.) In this study, digital marketing communication in B2B relationships cannot be investigated outside of inter-firm context, but as a part of the B2B communication. The case study design does not usually stress the importance of theory and especially theory testing in the research. However, some studies (Johnston et al. 1999; Bonoma 1985; Yin 2003) argue that also in case study design the theory and hypotheses should be developed prior data collection. Until the 36 theory is described, the operational measures cannot be determined (Bonoma 1985). These measures and defined hypotheses or propositions guide the research and decisions made in the research design. (Johnston et al. 1999). Following this approach in case study design, the theory in this study was developed a priori and the propositions were defined beforehand to guide the empirical research. Forming the research model was not an easy task, because prior research in the area was limited. The research model was formed based on Merisavo (2008, 7) and few things were changed, such as perceived value was changed to value co-creation and trust was added to the model. After familiarizing with the theory, the model was revised, leaving only channel preference, interactivity and other moderators to the moderators’ part of the model. Then, the social CRM theory was integrated in the model, placing listening, responding, connecting and collaborating as a part of DMC model. At the last stage the other moderators, such as customer characteristics and relationship, were removed from the model due to the focus of the study. This evolution demonstrates that the elements in the research model were carefully evaluated and selected when the theory building proceeded. After the research model and the theory were carefully described, it was possible to form the actual research design. In research design there are three points that should be considered (Johnston et al. 1999): what the unit of analysis is, which the appropriate cases are and what data and how the data is collected. In this situation, the unit of analysis could have been the individual, group or the entire firm in the B2B relationships. However, the communication is always between individuals, not firms. This is why the unit of analysis was chosen to be individuals acting in the relationship. Next, the actual case was chosen. It has been argued that multiple-case design is more preferable (Johnston et al. 1999), but due to resource and time limitations, single case study was chosen. In the case study design there are no sampling units, but only carefully chosen cases. The focus is to choose the case or cases that are best suited to investigate the theory. (Johnston et al. 1999.) This is why the case was carefully chosen to represent the theory of CRM in B2B context. The context where the research was conducted included five companies and their relationships. One company acted as a case company, the four others were its customers. The case company was chosen on the basis of its interest in the research in digital marketing communication. The case company was a participant in the DIMAR project that investigates digital marketing communication in industrial firms. In addition four customer companies were selected among case company’s customer base. These customer companies were also selected because of their participation in the same research project. The case company and the customers were not chosen because of any other defining attributes. They all represented different sized firms and they were all from different industries (see table 5). 37 Table 5 The case firm and its customers Company Employees Revenue (2010) (2010) X (case company) 17 097 1 713 million € A B C D 8 036 6 325 1 333 34 3 535 million € 1 419 million € 719 million € 5,3 million € Industry Information technology & data processing Paper and cardboard manufacturing Iron and steel manufacturing Peat production Steel product manufacturing From each customer company one representative was interviewed. On the case company side four client executives were selected, according to their participation in customer relationship work with each selected customer firm. All together eight people were interviewed for the study (see table 6). The case company helped in finding the right people responsible for the particular customer companies. These interviewed client executives were therefore selected by the company itself. However, the representatives of the customers were selected by the client executives. This small snowball sampling method was selected, because it secured that the right people are interviewed from customer firms, leaving out the people who were not active in the relationship with the case company. Table 6 List of interviews Name Company Participant Details CE_A X Strategic Customer Executive, responsible for one strategic customer (Tier 1), male, CE_B X Strategic Customer Executive, responsible for a one strategic customer (Tier 1), male, 22 years in the company, 2 years in this position CE_C X Customer Manager, responsible for many customers (Tier 2/3), male CE_D X Customer Manager, responsible for many customers (Tier 2/3), female CUST_A A Vendor Manager, Tier 1 customer, responsible for 20 vendors, female CUST_B B Business IT manager, Tier 1 customer, male CUST_C C Chief Information Officer, Tier 2/3 customer, male, CUST_D D Chief Information Officer, VP, Tier 2/3 customer, male After the case selection, in the data collection phase it was considered how the data could be obtained and what kind of data suites the research design the best. To allow for triangulation, the evidence from multiple resources needs to be collected (Johnston et al. 1999). This is why it was decided to investigate the relationship from both sides, collecting the evidence from the seller and the buyer in B2B relationships. The data needed was to get individuals’ meanings of digital marketing communication. Next, data collection is described more detailed. 38 4.2 Data collection Interviews are important sources of case study information (Yin 2003, 89) and they are extensively used in B2B research (Johnston et al. 1999). With interviews the perceptions or knowledge of multiple respondents are aggregated (Stake 1995, 65). The data was chosen to be collected through interviews, because a survey can be a problematic method in the business-to-business context. Johnston et al. (1999) point out that in B2B situations many context variables can influence organizational behavior and the respondents of the survey only see the partial picture of the entire process. Yin (2003, 90) states that most commonly case study interviews are openended in nature, consisting of both facts and opinions about the events. This study was conducted as focused interviews, where the interviews still can remain open-ended, but follow a certain set of questions related to the research themes (Yin 2003, 90). Hence, the interviews included unstructuredundisguised questions (Churchill 1999, 286) derived from the research themes: social CRM, communication, channel preference, interactivity, value cocreation, trust, commitment and loyalty. This theoretical background helped forming the topic guides for the interviews. The themes were selected according to the research model. The themes remained the same both in client executive and customer interviews. These original topic guides are presented in the appendices 1a and 2a (in Finnish). The appendices 1b and 2b are translations of the original topic guides. The presented questions in the guidelines were not necessarily asked in that form, but they provided assistance for the interviewer to carry on the interview, if the respondent was not very talkative. The topic guide also helped the interviewer to remember to go all the themes through. The themes in the topic guide were not followed in that exact order, giving the interviewer the chance to ask questions related to the responds. This method ensured that the themes were examined comprehensively, not only restricting to the research topics. This way the respondents were able to express new things and topics, not included in the predetermined topics. All eight interviews were carried out during summer 2011 in Finland. Client executive interviews were carried out on the premises of company x and three out of four customer interviews were conducted on the premises of each customer firm. All interviews were held in quiet and peaceful conference rooms. One interview was conducted through telephone. The interviews were conducted in Finnish, providing chance for the interviewees to express their thought in their mother tongue. Before the interview, an email was send to the respondent to give a narrow view what the interviews concerned. Some respondents were at first little uncertain to answer the questions, because they felt that some subjects were not close to them. Every interview was started with an easy question about their work, to ease out the tension. Some respondents talked freely while others were more withdrawn to provide information. Some 39 respondents gave very superficial and neutral responses while others freely expressed their insights and opinions. Some respondents answered shortly to the questions while others discussed the issues more widely. This had an effect also on the length of the interviews. The recordings ranged from 1 hour and 9 minutes to the shortest of 32 minutes. The average the length of the interview was 50 minutes. All the respondents were asked for permission to record the interview. The interviewer also emphasized the confidentiality of the responses and explained that no personal information will be presented in the research report, where the identity of respondents could be identified. The interviews were transcribed right after the interviews, when the interview session was fresh in memory and the transcribing easier to make. The transcription itself was made word to word according to the interviews, with minor exceptions when the word was not noticeable or considered insignificant related to the research question. The pauses in the speech were not marked in the transcription, while only the opinions and thoughts were investigated. The transcriptions were double checked by listening to the recordings twice. All together 79 pages of transcription material was collected and used in the data analysis. 4.3 Data analysis According to Yin (2003, 109) data analysis is the “examining, categorizing, tabulating, testing or otherwise recombining both quantitative and qualitative evidence to address the initial propositions of a study”. In the analysis, the transcriptions were examined with human-coded content analysis. This method is usually used to make conclusions or inferences from the text. The idea is that a text is divided to smaller pieces and classified in the content categories. These categories can have word, phrases or other units of text, but they have the similar meanings. (Weber 1990, 10;13.) Yin (2003, 111; 112) states that for analyzing the data, the preferred strategy is to follow the theoretical propositions. The research objectives and design are based on the theory and the propositions, so the case study analysis can be guided by the theoretical orientation. Yin (2003, 112) argues that propositions help focusing attention on some data, and ignore others. This is why the data analysis followed the theoretical propositions, analyzing the transcriptions with the help of the theoretical background. In the first phase, each transcript was read through several times making first notes in a notebook. The aim of the first reading was to get an overview of the data. After that the transcripts were analyzed from the viewpoint of the theoretical background. The topic guide and the theoretical themes helped forming a picture of the content of the responds. In the second phase, the smaller pieces of content were picked out in the related categories. Here, a data matrix was used to collect the data into one place. In every row there was data 40 from one respondent and each column included all the phrases from a certain category or certain topic. The certain topics started to form under each theme after long and comprehensive analysis. However, to some themes the research data did not give any entries. This was expected, because the original research model consisted of numerous entities, which were proposed to belong to the process of digital marketing communication. In the third phase, the transcripts were analyzed once again in order to look for other themes that were not on the original theme list. The attention was paid to certain themes that many respondents referred. These new topics were added in the columns of the table as “additional” themes. This was done, because the aim was to elicit respondents’ subjective construction of the phenomenon, not just to present the findings which suited the theoretical framework. Two new themes emerged from the data analysis. These new themes as well as the themes supported by the theory are presented in the result chapter. In order to express the findings in exact and coherent way, direct quotes are used. In the results, the respondents are marked with codes, CE meaning client executive and CUST meaning customer. By separating the customer statements from the client executive statements, the credibility of certain statements is higher. Customers provide their own feelings and opinions, where client executives might provide an answer how they think the customer would feel. Each code has a suffix that indicates the specific customer relationship. For instance CE_A and CUST_A means that A is a customer company that CE is responsible for and where CUST is working in. In the direct quotes there are square brackets […] where the clarifying words are marked, if the respondent have used “it”, “that” or someone’s direct name. 41 5. RESULTS AND ANALYSIS First, an interpretation and analysis can be conducted to determine whether the case study confirms the initial research hypotheses. Then, independent evaluation criteria should be employed to further examine the results and interpretations. (Johnston et al. 1999) Some researchers argue that the findings of a case study research should never be thought of as confirming theory because the analysis is interpretive and subjective. This should be remembered when reading through the results and analysis. The idea was to collect the meanings and perceptions the interviewees give for DMC, and what they considered important. The aim was also to collect the meanings of social CRM in connection with digital marketing. Next the results are presented followed by the theoretical guidelines. 5.1 Communication frequency In B2B relationship it is hard to make a distinction between marketing communications and so-called every-day communication. When asking about communication as a whole, every respondent referred to a structured governance model between the companies. This model is built in mutual agreement between the buyer and the seller, to ensure the minimum communication frequency in face-to-face settings. In the governance model there are operational, tactical and strategic levels, which define the communication frequency and the meeting schedules. “There are operational level, tactical level and strategic level. The basic idea is that we meet regularly and right people talk with the right people.” (CUST_A) “There are strategic, tactic and operative levels. They build the structure for the meeting schedules and the content, which subjects are dealt in different forums.” (CE_A) 42 When the concept of communication was limited to marketing communication and explicit to the promotional and relational communication, three customers out of four answered that they get “fairly little” or “unusually little” marketing communication. One respondent said that he gets marketing communication “not so much that it would disturb”. “In my opinion it [marketing material] comes fairly little.” (CUST_A) “About the products they advertise unusually little.”(CUST_C) “There come invitations to some seminars… But not so much that it would disturb.” (CUST_D) These findings could indicate that there is, in fact, an accepted frequency level for marketing communication. If an answer is that it is “unusually little”, it could indicate that there is an average where the respondent compares his observations. In this respect the frequency of promotional or relational communication is expected to be at a certain level. The reason for this can lie behind the fact that the promotional content is considered an important information source during the buying processes (Deeter-Schmelz & Kennedy 2002). This is why the business buyers are expecting certain amount of marketing messages during a certain time period. One customer said that the frequency depends on the activity of the customers themselves. The information was said to be on the web sites nowadays and if a customer wants direct emails about the product and services, he or she can join a mailing list. If the frequency of the emails starts to be too high, the customer can delete herself from the mailing lists. “In my opinion it [marketing material] has moved to the web sites and from there the information comes to emails… If it starts to be too much, you can get rid of it. Many times if you get it [too much] to your email, you can delete yourself from the lists. It depends on your own activity level, if it comes or not.” (CUST_A) The results show that there is a certain level of accepted frequency in DMC. However, the customer can nowadays at some cases determine the level of frequency by themselves. This way the ideal level point of communication volume can be better suited for the preferences of the customer and risk of over communicating diminishes (Godfrey et al. 2011). However, it can also be argued that customers do not always know how to ask for more marketing communication. There can be a danger that receptive customers do not get enough DMC and all possibilities of sales growth are not utilized. The results indicate that frequency of communication seems to include in the means of DMC. Moreover, it can be perceived from the statements that for every customer, there is an ideal level of communication. This point was not exceeded in this case. 43 5.2 Communication content Communication content was mentioned being in the central of the DMC. Both promotional and relational content were mentioned in the interviews and suggested to be also needed in the DMC. Promotional content was referred to content about the products and services a company can offer, like product presentations or other delivery information. Relational content was referred to reference cases and event invitations. In this case both customers and client executives mentioned that there was fairly little promotional content in marketing communication. The content was mostly said to be relational, such as event invites or such. However, in this case the amount of promotional content was not necessarily at perfect level. One customer said the company could tell more about what the company can offer. Also a client executive pointed out that the product and service offerings could be more on display. He said that the company is seen as a “lump” and the service and product offerings do not stand out. He wished more service descriptions and service models, all in all precise service content. “In my opinion they could tell little bit more about what can be found in their company and what they can do.” (CUST_C) “We are shown as a one big lump there. I think the advantage could be that we would present our offerings through the social media. More than just who we are and what we do. More about the product offerings and service offerings to display. … More service descriptions and service models, and precise service content.” (CE_B) The wish for more promotional content or information about different products can be the reflection of the diversity of product range. In this context, the case company was a large firm with many product choices and options. In this situation, the customers can feel that they do not know what the company can offer or what choices there are available. This came clear from the client executives’ comments, where they emphasized the fact that the variety of product offering is sometimes as a surprise to many customers. One client executive said that he has heard many customers saying that “you have also this kind of service” or “you have done also this kind of solutions. Another client executive said that he had noticed that he hears comments like “oh, you do this kind of stuff too”. “I have heard many customers saying that it has been surprise to them that “you have also this kind of service” or “you have done this kind of solutions”.” (CE_C) “If you talk with a person that deals with smaller details, you often hear that “oh, you do this kind of stuff too”. “(CE_A) 44 The results show that there is not enough promotional content in the marketing communication, if the customers do not know what the company can offer. The lack of promotional content can be a conscious choice. The marketer might want to minimize the information flow for the customers. This is why more and more information has been moved to the web sites, where the product offerings and service details are presented. However, it is unclear how well this information reaches the customer. One customer said that the company’s web site is not useful for him, because he thought that the need is so special what he is looking for. Another customer said that he would prefer catalogues over web sites. He said that at some point there were these catalogues, where the products were presented in different categories. He said that such catalogues could be useful for him although he pointed out that the information is now on the web sites. The comment can show that the information that he needs is now actually scattered in different places on the web sites, and he could prefer more aggregated information sources. “There are no use for me from their web site. The need is so special what I need.” (CUST_B) “At some point there were these catalogues, where the products were in software categories… Those could be useful. Of course they are nowadays searched in the web. If someone would maintain such catalogue, it would be great.” (CUST_C) The information search is a central activity in a purchase process. It is important to understand how and where the customer searches the information to be able to respond to customers’ needs. This is why information search is discussed more in the channel section, where the channels are presented in more detailed. Relational content was referred to reference cases where the company’s products or services have been used or the event invites the marketing department sends out. References were seen as valuable and important communication content. In industrial buying process the risks are higher due to the high prices of products or services. This is why the business buyers or purchase decision makers need to hear reference stories, how well the product or service has functioned, to be able to be completely sure about the product or service quality. Both parties, customers and the client executives, thought references are important content and should be used during the purchase process. One interviewee pointed out that there is help from the references, since the wheel doesn’t have to be reinvented, just applied. With the reference cases, the salespeople can easily show some ready cases where the service or product is used. With the reference case it is also easier to show which advantages using the product or service really gives. The references are so important for the salespeople that another client executive stated that references are the reason for the sales even happen. “When we have done something and we want to have references how the things were done there or how things worked out there, what advantages they had… 45 It’s kind of… you don’t need to reinvent the wheel but to apply it to your situation.” (CE_A) “In my opinion where we get the euros are our service excellence and the references.” (CE_B) A customer pointed out that references are not necessarily used as efficiently as possible at the moment, but they would be useful in evaluating the products or services. He emphasized the direct communication between the customers, where he said that customers can talk with each other differently. He said that customers can share the experiences freely and say honestly how the implementation of the product or service has really worked. The reference cases can therefore help the customers to do their job. “A whole lot of useful than a “conversation club” would be when they would for example find references for us and shows us something interesting that “here it is, that is what we have done”. … It would be the best way to get the customers to talk for them. It is important, because you can talk way differently [with other customers], because you see in practice how the company has used the service in their business, what has been the need, how they have implemented it. And they can honestly tell how it went and what advantages they got.” (CUST_B) As you can see from the previous comment, reference cases were hoped to be presented even more. The reference cases can be seen as important content in the marketing communication. Customers need information from the other customers and they value the experiences the others can give. However, as the previous comment shows, the customer usually expects the seller to present the references suited in the sales process. However, salespeople have also difficulties in finding the best reference cases. A client executive wished a reference bank or such, where the reference cases could be found in one place. He expressed a difficulty of finding the suitable references for request for proposals. Although the need is described in the proposal, the client executive found it hard to find the best cases. “For example in such situation, when the request for proposal comes, where the need is described, but then to start to dig references, where you could find references. … There’s lot to do in categorizing the references that the public and open references could be found somewhere, for example in reference bank. “ (CE_C) One client executive pointed out that a project for collecting references is on the way. Some reference stories are already on the web sites in public use, some are being collected and stored in “delivery portfolio”. However, the collecting was on the process. The effective use of references can be important, because in DMC process the references act as value propositions for the customer and they work as an example of what value the customer can get using the product or 46 service. In this light, the references cases can be seen as essential marketing content. Along with references, the event invites were said to be part of the marketing communication. The invitations to different seminars are usually sent by email. Customers thought that the event invitations were useful and they were perceived positively. The events themselves were said to be useful for staying up to date what the company can offer. Even if the customer did not attend these seminars, the invitation was solely considered an important source of information, what was going on. One customer said that seminars are useful because you can meet people from the same industry. She said that these seminars have been good experiences and she thought that by participating in such a seminar helps her to stay up to date with the supplier’s product and service offerings. The positive attitude towards the seminars can influence the positive reaction to the event invitations themselves. Another customer also expressed this positive attitude by saying that event invites give the customer a big picture what is going on and it is useful for him to know what is going on. “Of course the company organizes seminars, like half day or day long seminars, where we participate. We see and meet other people too from this industry. … I have good experiences from those where I have been in. They have been good. … There you stay up to date with the suppliers’ products and services.” (CUST_A) “There come invitations to some seminars… then you see in the big picture, whether you go there or not, you see what is going on. And what the company does. It is useful to get that information what is going on.” (CUST_D) Interesting is that the client executives did not see the event invitations as positively as the customers. One client executive even referred to the events as “nonsense parties”. Another client executive said that invitations are not marketing. This attitude from the client executives can derive from the fact that the events are not really interesting for them, so they don’t see that it might interest the customer. Another explanation can be that there are so many events organized that they do not know to whom to send the invitations to. “All kinds of events or “nonsense parties” are organized. They ask me who might participate. The invitations are sent by email.” (CE_C) “I think we don’t send a lot of marketing material. We send invitations to events. But is that marketing? I don’t think it’s marketing if we send invitations to events.” (CE_A) As the results show, both promotional and relational content seems to be central elements of marketing communication also in digital environments. Hence, the communication content seems to include in the means of DMC. It was also discovered that reference stories are important content for B2B customers and event invitations are perceived positively. Earlier it was also 47 previously suggested that in addition to communication content, the communication frequency includes in the means of DMC. This is why it can be concluded that the proposition 1 (the means of DMC include communication frequency and communication content) is fully supported. 5.3 Channel preference Channel preference in digital marketing communication can act as a moderator and it can have a positive or negative effect on DMC. Negative effect may occur if a receiver does not use the same channel as the sender of the messages. A positive effect may occur if the channel acts as an accelerator for the message, for example in using Instant Messaging, where the messages can be sent quickly. In this chapter, the results of channel preference are presented in three categories: personal communication, channels for information search and other channels of communication. 5.3.1 Personal communication Channels that are mostly used for personal communication are still offline channels like phone and face-to-face meetings although the digital channels are being increasingly used in every day communication. It was mentioned that face-to-face meetings are used when the person is unknown or the issue is complicated. However, when the people acting in the relationship come more familiar with each other, the digital channels are more often used. These channels include email, LiveMeetings (meetings held over the Internet, using phone, camera and other sharing equipment) and Instant Messaging/Chat. Emails and LiveMeetings didn’t create any significant responds or comments. However, the chat was mentioned many times in the interviews accompanied with a positive response. Two of the companies had opened the gateway for using the same chat tools as the case company, enabling them to chat over the company’s boundaries. The chat was mentioned being a useful tool for interaction and quick communication. Respondents also emphasized the chat feature where it can be seen when the person is available and when not. Chat was also said to be an easy way to communicate and it had partly replaced emails. However, not all relationships had this interaction opportunity, but there was a wish for establishing the chat connection to other customer relationships as well. “We have the chat and LiveMeeting opportunities with them. … This extra opportunity like chat I have started to use and to follow when the person available, when the light is on. … The chat, or the online lamp, brings little help.” (CE_A) 48 “There is this real time chat, where you can take contact with certain suppliers. It is very useful, you can make contact easily.” (CUST_A) “We have visibility to their chat, we have integrated these services that we can write instant message, and it is really good. I see them same way like our colleagues.” (CE_B) “This instant messaging, this chat, lot of people have started to use it and there have come a lot of good feedback that you can quickly chat with a person in the house and you can see if the user is active or passive.” (CUST_D) “Chat is in everyday use. It has partly replaced emails. When you have a quick question, it is easier to ask through it than to put it in their email flow. … But we don’t have it with our customer.” (CE_C) “We have many times discussed that why don’t we have the same chat tools with our customers like we have in house, because it would speed up things.” (CE_D) As the comments present, chat was praised by many respondents. Even if the gateway was not opened between the customer and the supplier, chat was used internally within the companies. In the personal B2B communication, chat is a relatively new tool. Many companies have started to use interorganizational systems which enable the employees to interact with each other by real-time chat. Chat is almost like real conversation with the same speed. This could have some influence on the effectiveness or speed of the communication. This, however, was not being investigated in this study. It can be only stated that the interviewees perceived chat positively and it was accepted as a communication channel. Although chat has strengthened its position as a personal communication tool, the majority of business messages are still send by email. For instance in this case event invitations were sent by email. Also important messages such as request for proposals or responses to them were sent by email. This finding is consistent with the results of Friedl and Verčič (2011) as they discovered that traditional channels, such as emails, are preferred to other channels when the information is considered strategic. The traditional channels seem to be favored, but other communication channels, like chat, are introduced gradually. 5.3.2 Channels for information search Business buyers and purchase decision makers use multiple information sources during the buying process. In this case customer said that they are using from the digital sources corporate web site of the case company, other web sites, blogs and search in Google for gathering information. However, if they know what they want and they know the company is providing the service, they will not search online. For instance, the case company’s corporate web site was not the first place for search information about certain products or services. In these situations, they preferred a direct contact with client 49 executives. One customer said that it is easier to just send client executive an email and ask him or her to search the information needed. Another customer stated that client executive is the one who finds the right people to contact with in different situations. “On other hand, it is easier, when you send client executive an email that now we need this kind of information, so you get it from there. I get more information straight from the contact.” (CUST_A) “In this case I know one name. If I have something, I know that he will find me the right person. But is it efficient that I know one name or one email address? … I don’t use [corporate] web sites for the information search.” (CUST_C) Customers will not search for the information for themselves, if they know the company provides the service. However, if customers are looking for something new, like solutions for their problems, then Google is used. Customers search information about products and services, companies that could offer these products and general information about the companies’ backgrounds. A customer said that if he has a clue that some firm provides the service he needs, then he searches on the web sites. If he does not know the provider, he uses Google to search the information. Another customer said that he sometimes searches on the web sites right people to do the work. Again he said that he does not use the corporate web sites for this. It was clear that if the customers “have to search” from the web sites information, it means that they do not have a direct contact with this particular firm. “Google is the only search. … It is not surprising that Google is the most used and you would hope to find there [information]. … Overall, I try to find from the web sites, if we have a clue that there is this firm or this kind of product, and we have heard something about this.” (CUST_C) “One choice is that you start to search yourself. … Not straight from the [corporate] web sites, but it is possible that I look for experts to something, who they are and who would do something like this and what kind of firms there are. “ (CUST_B) This means that buyers can search information from a third-party location, such as Google and other web sites. This finding is consistent with research findings from Deeter-Schmelz and Kennedy (2002) as they found out that third-party location information was the most important source of information for organizational buyers and purchasing managers. In this particular case it is also central that Google is used for searching new products or solutions, even though the customers are considered as new customers. It was already noted in chapter 5.2 that customers do not always know what the company has to offer. This is why in this case it would be important to appear in the search engine results for the existing customers as well. 50 It is important to understand the customers’ ways of searching information. In this case it seems that corporate web site is not the place for information search. This can have many reasons. First, it is easier to call or email the client executive and ask him to search the information for them. Second, it may be that the web sites are not build in a user friendly way. Or third, the content of the web sites are not what they are looking for. The customers can think that they get better information and in an easier way from the client executive. This is an important fact when designing the channels for DMC. 5.3.3 Other channels of communication Social media was mentioned as an alternative channel for communication. The importance of social media as a new communication medium was understood, but it was not used in work related situations. Only LinkedIn was approved as a professional channel, but it was still not used in communicating in the relationship or collecting data from the customers. LinkedIn was seen more as a site for linking people and recruiting new employees. One client executive said that she links with people in LinkedIn and nothing more. She said it is not the place for real communication but a networking place for experts. The value for her to be in LinkedIn was the networking. A customer said the same. She said that she has a small network there and she sees certain things there such as when someone has a new job. She also uses LinkedIn to see the work history of people. “Every time you link with people, but nothing else. You are found in the network, but it is not about real communication. … I see LinkedIn as a networking place for experts. But I don’t know if it is a place for the company to be in. Of course there is a company behind all persons, but I see it more like a place for knowing who knows who.” (CE_D) “For now it is for me a place where I have my small networks of people. And maybe you can search a job there or you can see right away if some friend or colleague has changed a job. Of course you can see the work history there. It is sometimes important that you understand how people know some things.” (CUST_A) These comments show that LinkedIn is not used for communicating with people in B2B relationships. It is just for linking and networking. The real conversations are held elsewhere. Therefore, it seems that social media channels have a certain purpose of use. Not only does the purpose of use guide the use of the social media channel, but also the attitudes have an effect on the use. Some respondents had a negative attitude towards social media or social media channels. One of the interviewees was against Facebook, but was using LinkedIn. Another interviewee was just in LinkedIn, but leaving, because he thought it was a “pretty awful tool”. Attitude towards the different kinds of 51 social media channels was diverse. One interviewee told that a person’s age can have an effect on the attitudes. For many middle aged it [social media] is a red flag. It is like cool to say that “why should I be there”.” (CE_B) This supports the assumption that customers have channel preferences and not all channels are perceived similarly. Hence, the channel choice in this case may have an effect on the penetration of the messages as well as how the message is perceived. If the attitude was seen as a determining factor in social media use, time was seen the restricting factor in blog use. Blogs were seen generally as a good thing, but time was mentioned being a limitation to reading the blogs. One client executive said that the company should probably have blogs in order to build an image of being opinion leaders in the field. She also said that it could be a fast channel for sharing the information. A clear contradiction to the suggestion of blog being a fast channel emerged, when one client executive said that he does not read blogs, because he does not have time. Blogs can therefore be seen also as time consuming. “We should probably have [blogs], where we could be opinion leaders… And experts could tell there where the world is going. … It could be fastest way to share the information and be a forerunner in a way. At least I think it would be good.” (CE_D) “Let’s say that the time is the issue, why I don’t read blogs. Well, okay, I read sometimes at work if colleagues have written something, our own blogs. But relatively little for now.” (CE_B) Channel preference can have an effect on whether the message reaches the customer or not. Although LinkedIn could be a very useful channel for communication, in reality it is not used in that purpose. Choosing the right channel for DMC, the use purpose of the channel needs to be considered. If the message is in contradiction to the channel environment, the message might not be effective. Channel preference seems to influence attitude towards the channel. A negative attitude can have an effect on the message itself. Time limitation was also one reason why for instance blogs are not read. Blogs are seen as time consuming channels for information. Channel purpose, attitude and time limitation seem to influence channel preference and affect reasons why some channels are used over the others. This is why it seems that channel preference is a moderator of the DMC. 52 5.4 Interactivity Interactivity was not mentioned being a significant moderator of the communication. However, it was mentioned that the channel is chosen based on the level of interactivity or possibility to interact. Florenthal & Shoham (2010) point out that customers mismatch between their preferences for the channel interactivity and their perceptions how well the channel provides the desired interactivities. This can be the reason why the channel preference stood out in the responses, not the actual cause for the channel preference. For instance one interviewee told that he uses chat because he can see when it is a good time for interacting with the customer. “That chat, seeing the online lamp that if she or he is free… You can see, if you can interact or not. Or at least ask easily when can we talk. So there it brings help.” (CE_A) The lack of evidence that interactivity is a moderator of DMC can also mean that low interactivity channels are rarely used in B2B relationships or the channels used nowadays are generally highly interactive. De Pelsmacker et al. (2007, 544) point out that in B2B environments the business communication is always interactive and it is important that the customers can respond to the communications. This can be the reason why the interactivity was not clearly mentioned in the interviews, but it still may have an importance in the digital marketing communication. However, in this study the interactivity was not seen to be a moderator of DMC. As a result, proposition 2 is not fully supported. Channel preference can have an effect on the digital marketing communication, but there is no clear evidence that interactivity is a moderator of DMC. 5.5 Value co-creation The results indicated that value co-creation seems to be an outcome of DMC. In fact, the process of value co-creation seems to start already before the actual communication. As social CRM theories present, listening and responding are vital activities in the management of relationships. Listening what the customer needs has an effect on the response the salespersons or marketing department creates. Thus, responding means giving value propositions to the customer. Also giving customers information content as well as human and technical resources, the customer is able to create value for themselves (Lih‑Bin & Hock‑Hai 2010). In the business environment, the value can be increased business capacity, finding the best solutions, new market opportunities or decreased costs (Grönroos 2011). 53 In DMC process the value is co-created through collaboration. In this case the value usually comes when the new solutions are developed together. Generally, these solutions cannot be bought ready anywhere, but they are custom made. Digital channels help people to collaborate and innovate together creating the solution. Building such a solution is always connected to the customers’ business performance and it aims to add value. A client executive pointed out that at the end of the day it is all about increasing the customers’ revenue, by delivering the suited solutions. She also suggested that delivering such solution always needs collaboration. The same stated another client executive and added that the best case scenario would be an innovative network, which would break down the company’s silos and help people to innovate together. These comments suggest that digital collaboration and jointly innovating in a network are strongly connected with value co-creation. “At the end, it is from the customer’s point of view increasing revenue. If we summarize, than that what it is. … The starting point is that we deliver a solution, but we search it in co-operation so that we all the time know where we are going. … And we get enough people involved, because it requires intense collaboration from both sides.” (CE_D) “In best case scenario it would be innovating in a network. … In those company’s silos there are not enough knowhow to carry out tasks, but you need something more and it could be found in these networks.” (CE_A) Not only better solutions can be created by using digital channels for collaborating, but also the costs can be decreased. Digital channels have said to save time and money when the people do not have to be met face-to-face. Cost reductions can come from time saved from travelling, arranging meetings or conference rooms. One client executive said that for instance chat helps that one-to-one meetings do not have to be arranged. Cost savings can also come if “things go faster forward”, like one client executive said. This efficiency is also important fact for another client executive. He thought that instead of arranging a meeting, a video could be used for giving the same information in shorter and more efficient way. “So that we don’t have to do it one-to-one or make someone else to arrange a meeting. In this case the chat, or seeing the online lamp, if the person is free or not, it helps. You can see whether you can interact or not. Or at least ask easily when we could talk.” (CE_A) “We have many times discussed that why don’t we have the same chat tools with our customers like we have in house, because it would speed up things that you don’t need to write an email or call up for a meeting. That you could quickly ask. … And if those boundaries would disappear, it would help a lot. A lot of things could go faster forward.” (CE_D) 54 “Instead of searching for and arranging for a meeting. Or using any other traditional methods, you could do the same thing when it suits for you and when you want to do it, for instance [by watching] 1,5 minute video. You’d rather do it that way. These are on the different levels if we think about the overall efficiency.” (CE_A) Not only costs can be saved but the work load can be decreased. The client executives are said to be an important source of information for customers. They search and give the information needed for them. This requires a lot of work, so help is clearly needed from videos or other “self-service” tools. This would ease up their daily work by reducing meetings and other information search. Client executives saw digital channels, such as videos or chat, as tools for making the information sharing more efficient. At the same time the time used for requiring information is also reduced on the customer side. This efficiency can bring value as decreased costs. References use in the DMC process can help the companies to co-create value together. Reference cases can help both parties to create the solution needed. Client executives want to show examples, or value propositions, to customers in order to get sales transactions. At the same time, customers want to hear more information about the product or service from other customers, in order to minimize the risks. If the references are easily accessible, for instance in web sites or a reference bank, the time can be saved from the reference search. This is where digital channels can be useful in the value co-creation process. One customer felt that there was a need for a network of customers, where they could freely talk about the products and services, without the salespeople. There they could share their experiences and learn from other people’s mistakes. Another customer confirmed this statement and said that usually they want to hear if there have been some negative things during the project. Not only negative, but also positive experiences can be shared between customers. A client executive noted that benchmarking is important to see how others have done the same things. The information sharing includes also emphasizing the advantages of the product and service. In the best case scenario it is the customers who sell the solutions to each other. “To bring people together and get them to network. And really to discuss. And it means that it is being said openly what people think about the [supplier] and what is good and what is bad. There would be a big advantage that you wouldn’t have to do the same mistakes again; that you could learn.” (CUST_B) “If we are interested in some system, then we search a reference. Usually then we ask experiences about the supplier and the project. Usually we try to check if there’s something negative, because we try to [minimize] the risks.” (CUST_C) “How things have been done there or how this was managed in some other project and what kind of advantages it had. If these things would be presented easily and helpfully, for example as client statements, which are short, efficient and easily accessible. … This kind of benchmarking and making use of the 55 previous experiences. Always when you do something new, you want to be sure that everything is ok.” (CE_A) Using DMC the information can be distributed and shared easily. The value cocreation is made easy with the new technological tools where the value propositions, or solutions for the problems, can be presented quickly and efficiently for the customer. The messages can also be consumed when it best suits for the customer, freeing time from the face-to-face meetings. The power of networks provides the advantage for the customer to utilize the knowledge of other customers, minimizing their risks and innovating new solutions. These findings are consistent with the study of Golik Klanac (2008, 141) as she found out that the end-states of customer value in using web sites are convenience, efficiency and competence. Web sites were considered flexible and save effort (convenience). Web site communication was also said to save time (efficiency) and it helped gaining understanding and get inspired as well as support workflow (competence). Supporting these findings, it can be said that value co-creation is an outcome of DMC. 5.6 Trust, commitment and loyalty There was no clear evidence that trust, commitment or loyalty are outcomes of digital marketing communication. These outcomes were mentioned in the interviews, but not in any connection with DMC. In fact, they were often mentioned in connection with value co-creation. However, in this study a clear connection could not be stated while the study design did not support the investigation of this connection. This is why great caution should be used in analyzing the results. Trust was seen formed through competence (fulfilling promises and contracts) and credibility (reliability, honesty). There was no evidence that competence or credibility would be outcomes of DMC. In fact, it was suggested that communication cannot create trust. A client executive pointed out the trust is not “created by talking”, but in fact with results. “It is an outcome of long and persistent work, these thing are not created by talking. We have shown our strengths with the results.” (CE_A) There was also no evidence that commitment is an outcome of DMC. Commitment was seen in these B2B relationships mostly through negative calculative (locked in, no other option) or positive calculative (value based). In B2B relationships, the contacts and agreements build barriers to the supplier change. Therefore commitment seems not to be an outcome of DMC, but it is actually artificially built with long agreements. A client executive straightaway said that his goal is to make as long agreements as possible, in order to keep the customers committed. 56 “[Commitment] with long agreements, it is my goal. That you build the trust with the customer and then you try to make a long agreement as possible. ” (CE_B) There was also no evidence that loyalty is an outcome of DMC. In fact, it was argued that there are no loyal customers at all. A client executive mirrored his own behavior in retail stores with the behavior of any customer. He said that customers are not loyal to a specific store, even if they go there every day. They might go to the next store as well. This mindset reflects the attitude in the business environment. In the interviews, the customers and client executive all said that customers do not easily change the suppliers. However, suppliers cannot depend on it. They have to do their best, in order to keep the customer happy. “If you start to think that a customer is loyal, then there’s something wrong. Customer is not loyal. You know it from your experiences how you act as a buyer. You’re not loyal to K-market even if you go there every day. You can go to Prisma the next time as well.” (CE_B) Although there was no evidence that trust and commitment are outcomes of DMC, there was a slight indicator that value co-creation could be a predecessor of trust and commitment. It was said that trust is there if there are the right human, information and technical resources in place. Client executives also said that if the services run against the service level, it weakens the trust. These comments indicate that if the customer feels that the company provides the resources needed in the value creation process, the trust is there. “Let’s say that if we can do with such mechanism, with such model and with those people. Then the trust is there.” (CUST_C) “There’s sometimes things that shouldn’t happen, some service runs against the agreed service level. These things weaken the trust.” (CE_B) Value co-creation could be also a predecessor of commitment. If the customer doesn’t feel like getting the right value, it can have an effect on commitment. One customer indicated that sometimes the company has resources problems and they are not able to do the tasks needed. In this situation, the customer was considering having another supplier on the side, as a backup. This might indicate that insufficient value co-creation can have an effect on commitment. “In fact we would like to have another supplier on the side, because from time to time they have a resource problem. That is problem for our timetable.” (CUST_C) The results show that proposition 3 (the outcomes of DMC include value cocreation, trust, commitment and loyalty) is only partly supported. It seems that for the outcomes of DMC includes only value co-creation. There was no 57 evidence that the proposed outcomes of trust, commitment and loyalty had any connection to the DMC. These proposed outcomes cannot be fully ignored, while there was some evidence that they can be outcomes of value co-creation. However, in this study only value co-creation is acknowledged to be an outcome of DMC. 5.7 New determinants outside the research model The interviews suggest that there are at least two new supplemental factors that could be added the original research model: the form of a message and importance of relevant sender and receiver. These new factors are closely connected to the B2B environment, where there are more actors in the marketing communication process and where there is shortness of time, due to the limited working hours. The original research model of Merisavo (2008) was designed for the B2C customers and did not take these elements into consideration. Next the new elements are presented and the reasons for including them in the model explicated. 5.7.1 Form of message The importance of message form appeared in the interviews several times. It was argued that the message ought to be in a right form in order to reach the receiver. Interviewees mentioned that time pressure and rush at work places are the reasons that long and time consuming things are not read or watched. The message should be in such form that it can be consumed during a break or on the way to work. A customer emphasized that we are all in information overload and this is why the message content should be summarized to a few main points. If the message is not summarized, the whole message can stay untouched and unread. A client executive said that there could be only five minutes to a next meeting and this is why the messages should be short and summarized. Therefore one respondent mentioned that message should be in that form that they can be consumed as “a snack”. “We are in the information overload. Emails and information comes so much that you have to be able to summarize the message. You can have many dozens of pages of information, but when introducing the main points, they have to be in few pages quickly to be found. If you don’t summarize, it is somehow wasted, you’ll never read it.” (CUST_B) “These days, if people want to read something, it should be interesting. Because there’s not enough time, calendars are fully booked, and if there is a five minutes time to move next thing.” (CE_D) 58 “Time management is that you try to fit lot of things [in one time frame], and when you start to eliminate, you eliminate those that take lot of time. And those short things you can fit in more than those big things. … They do not go as a snack that you can watch on the way to work or in a pause.” (CE_A) This snack metaphor is descriptive for the needed form. A snack is usually consumed quickly, in just a few minutes. It is easily accessible and acquiring it doesn’t require any extra effort. Having a snack is a convenient way of fulfilling the need. It is consumed during a break or during other pause, where a specific time does not have to be arranged. Thus, this snack metaphor suggests that message form is hoped to have the same features. Not only the shortness of the message is a significant attribute of message form, but the visualization seems to be an important factor as well. A client executive wished very directly that the company would visualize the products and services. He thought that the visual form would give customers concrete understanding what the products and services are all about. Again, visual experiences should be short, packed only in three or four minutes. Another client executive acknowledged the same need for visual experiences. He said that for instance videos are “efficient stuff” and they can be powerful. Yet, he noted that the videos need to be easily accessible, in order to be efficient. “What I have been thinking, from the marketing and sales point of view, is that we definitely need to visualize our services and give the customer a feeling… They cannot be long, it has to be packed, 3 or 4 minutes.” (CE_B) “For example customer stories, which are short, efficient and easily accessible and integrated to other working. If it’s combined with efficient stuff, like pictures or videos or like talking heads. Instead of calling a meeting, you can do it when you want. For example one and half minute video. You’ll do it rather that way. … I think video is pretty effective and powerful, if it is easily accessible.” (CE_A) The comments suggest that summarizing and visualizing the marketing messages, they would be more efficient. It is also implied that videos, for instance, save time. Customers can watch them when they feel like it. Overall the message form seems to be quite important in B2B marketing communication. There is clearly a wish for short and visual communication. The metaphor of a snack is descriptive and it gives marketers a thought, how the DMC should be presented in B2B environments. In this respect, message form seems to be part of the means of DMC. 5.7.2 Sender and receiver of the message In B2B relationships there are several people involved in the communication processes. Finding the right people to send out or receive the messages could be a determinant whether the message ever reaches the right target. The importance of a message sender was indicated in the interviews. One client executive argued that if the sender is unknown or who the receiver is not 59 familiar with, the message could remain unopened. It was argued that it is totally a different thing if the message is sent by someone the receiver knows or someone they work closely with. This sender choice was said to be a problem in the company’s marketing communication. It was indicated that the company should not send out impersonal communication but to channel the communication through the people working closely with the customer representatives. “I see as a problem in our communication that if a message is sent to clients by our company or someone who they do not know, it can be that they don’t even open the message. But if the message comes from someone they know, it is totally different thing. Let along if the message comes from someone they work closely with all the time. There’s a big difference.” (CE_A) It was also suggested that the message sender can be another customer. A customer pointed out that they feel that they talk different language with other customers than with salespeople. He also noted that a satisfied customer is the best mannequin or model for a company to sell its products. This is why the company should use customers in promoting their products and services. This commentary indicates that a good sender for the marketing messages is, in fact, another customer. “They talk different language than we do, when customers talk to another customer. We talk differently than some salesperson. [Company’s] best mannequin is a satisfied customer. … It is definitely the best way to get customers to talk for them.” (CUST_B) In B2B relationships it is not only hard to decide the right sender for the message but also finding the right receiver can be problematic. In big firms there are a numerous people acting towards a supplier. This is why an interest group for certain messages is hard to define. This may have the danger that the targeted message will never reach the right target itself. A client executive stated that it is hard for him to decide to whom to send the message. He said that it is a big challenge to know who the right receivers are. Finding the right receivers is something that he wished to be developed somehow. He suggested later in the interview that additional information is needed, such as specific interests or position change information, in order to identify the right people. “There comes strongly the thing which needs to be developed: what is the difference between network and the traditional mailing list and an interest group. These things are pretty hard to decide. Do you put [the message] to 100 guys you remember or those who you have in you register, or those who it supposed to be. … I think it is a big challenge. It is all about the updating [the list] and how you find the right targets. “ (CE_A) The problem in identifying the right receiver was not only one sided. A customer also stated that they do not always know who to contact in the 60 company. He indicated that this is a problem with all big companies including the specific supplier. It was argued that the message could be lost in the way if it does not reach the right receiver at the beginning. As an example he used a case where they would want to send a request for a proposal and they don’t know the correct receiver, it might be that the message never reaches the right place. “We have had a challenge with [this] company that if we want to send a request for a proposal of something that we could find the right group it needs to be send to. The group that can do that. Because, if it goes to the next room, it doesn’t necessarily end up [to the right place]. It is a problem with big companies.” (CUST_C) According to the interviews, the relevance of a sender or receiver could have a moderating effect on the DMC. If the message does not reach the right receiver, marketing efforts are lost. Also when the communication is directed to a wrong person, the effects of DMC can diminish. Finding the right people who have the interest and certain need for the targeted communication is essential in B2B relationships. In other way around it is also important that sender is the one working closely with the customers. It was indicated that the effects of the DMC can be increased if the message is send by the person working closely with the customer. The results indicate that relevance of the sender and receiver of the communication is a moderator for DMC. 5.8 Social CRM activities There was some evidence that the elements of social CRM can support DMC. Listening, responding, connecting and collaborating in the digital environments are giving inputs to the difference phases of DMC process. For instance by gathering customer data online, more relevant content can be communicated to the right people at the right time. Connecting people and finding the opinion leaders from the web can also help in finding the relevant receiver for the message. The results show, however, that these social CRM activities were not efficiently used. The interviews revealed that companies do not know how to use the new opportunities. In the interviews, all proposed elements of social CRM were mentioned. Next these supporting elements are examined in the case context. More precisely it will be clarified why these activities could support DMC and how it could be done in this case context. 5.8.1 Listening Listening in social CRM means listening to and collecting the customer data in online environments. With listening tools more data can be collected from the 61 web and more market insights can be developed based on this data (Evans & McKee 2010, 235). In this case there was no indication that customer listening tools were used for collecting the data from the web sites or networks. However, the need for them was clear. One client executive said that all customer signals did not come to utilization and more information should be obtained. He suggested that the company could have a “funnel” or a “net bag”, which would capture all the signals that are useful in the customer relationships. He also said that the company should have a “sensor” ready if a specific person expresses a wish or an interest via social media. This sensor would indicate in this situation that this person should be in their interest group and part of the relationship interaction. “All those signals, which are out there, they don’t come to utilization. All those signals do not come at the right time through these processes. It is not in people’s mind that these things need to put forward. … If we look inside our company, those signals and listening, do we listen enough, we would need a big funnel, a big net bag wide open, so open as it can be.” (CE_A) “That we would have the context knowledge, from some outside source also. If the person haven’t had chance to tell us, but he/she tells it to the social media that we should have sensor ready that the person is in our interest group right away.” (CE_A) These comments imply that there is a need for customer listening tools. The interviewees could not phrase directly what could help them in the customer listening, but some kind of data collector or sensor would be useful. There were no direct comments that data could be gathered from the web. Analyzing the data for future predictions or behavior forecasting was either not mentioned. The reason can be that it is not yet clear that data even can be mined from the web or that this data could be in any way useful. Yet, it is clear that salespeople need more customer information for supporting the sales activities. Like the client executive said, all the signals that are out there, should come to utilization. These signals can be indications of upselling or cross-selling activities. The signals can also help the salespeople to determine what kind of product and service is needed. Therefore it can be said that it seems like the listening activity of social CRM gives essential and relevant inputs to DMC. 5.8.2 Responding Responding to the customers was also mentioned several times. Interviews indicate that responding means usually responding to the customers’ requests and needs. A customer said that the response should be something that mirrors to their need, in other words a solution to their needs. Another customer pointed out that the case company is actually responding quite nicely. He said that the company reacts if there is something that can be done and they search 62 what can be done in the situation. All in all, client executive said that according to the customer satisfaction surveys they know how to respond to the customers’ requests. “They need to understand what is our need and they need to find something what mirrors to our need.“ (CUST_B) “It is nice that they are actively present and they listen, and if there are new things that can be done, they react, find out, search, keep workshops and go through, what can be done.” (CUST_D) “If we look at the customer satisfaction surveys, the customer feels that we listen and know how to respond to their requests.” (CE_B) However, it is unclear to what extent this responding is due to the online interaction channels. It may be that all responding in this case context is happening in offline environments, such as face-to-face or telephone settings. The channel of the response was not stated in the interviews. More important was that the response is delivered to them rapidly or at least in the same week. One customer stated that he needs clear contacts that he can trust that someone will answer him in reasonable time. This is why impersonal email address like “sales@something” was not preferred. “Then clear contacts that it doesn’t go to sales@something, where you never know what happens. But there would be a place that, if I put there, then I can expect that this week someone will answer me.” (CUST_C) If the customer is using the Internet, he or she is without guidance. For example, on the web sites there is no one to tell where to find information or what kind of information could be useful. On the Internet, a direct response is also very important. This is why one client executive suggested human assisted guidance for the web sites. He thought that some kind of guide could help the customer the information he needs. He referred human assistance on a web site to a store visit where the salesperson is usually very quickly providing the assistance. This human assisted guidance would be the additional source of getting response on the web sites. ” If we think how much business is happening today in the Internet and what it would be in ten years. If we think about a situation that you go to a store, there’s a salesperson pretty quickly asking how may I help. But in the Internet, you are alone there. Okay, now there are these chat things and such, but this human assisted guidance. I see there a lot of connections to marketing and sales.” (CE_B) The previous comment shows that getting a response is important in any chosen channel. Marketing communication should always respond to customers’ needs. This is why listening and responding can help designing the communication content in the DMC process more accurate and appealing. 63 5.8.3 Connecting Connecting as a social CRM function means identifying specific influencers and linking more information about them to the listening or business data (Evans & McKee 2010, 235). In this case identifying the right people was said to be a problem. When the employees are dealing with large companies, they face difficulties finding the right people or the right influencers. Connecting could in this light give a support for the salespeople to find the right people. One client executive gave an example that when he is sending out a message to a customer firm, he doesn’t know to which emails the message should go. He pointed out that it can be the 100 people which he remembers or only those who he has in a register or someone else. These receiver lists should be updated regularly that the right targets are in the interest group. He finally pointed out that LinkedIn could be a useful place for identifying the right receivers. “These things are pretty hard to decide. Do you put [the message] to 100 guys you remember or those who you have in you register, or those who it supposed to be. … I think it is a big challenge. It is all about updating it and how you find the right targets. … In these situations this kind of LinkedIn, although I said badly about it, if there’s some professional interest that you want to take part in your own network of expertise, it can be on source or input channel.” (CE_A) The previous comment showed that social networks or other network of expertise can help the salespeople to find the right targets and collect more information about them. However, these networks are not used efficiently to data gathering and analyzing. A customer pointed out that, for instance, LinkedIn is a place where she only has her network of people. However, she doesn’t know how to use the connections or networks for business use. “For now, I have been there such a short period of time that so far I haven’t used it [for business use]. But of course I have some network there that I guess at some point I should figure out how to utilize it.” (CUST_A) One significant result of this research was that the customers and client executives were hoping that the case company could offer a community to connecting people. A customer though that there could be a chance for the company to build a place where the people could network. He pointed out that the customers could find each other and talk peer-to-peer in such network. This he said to bring advantages in finding the relevant references and direct channel for communicating about the products and services with the other customers. Not only did the customer see this chance, a client executive also pointed out that such a digital forum could offer customers a place to talk about hot topics. They, as a seller, could only be the enabler for such forum. 64 “If we think about the case company, here could be a chance for them to build connections and bring people together from these big firms together and network.” (CUST_B) “We have organized events where customers come and talk about hot topics. Why couldn’t it be also digital forum, where they could come and talk and throw their own acute things into the conversations. We could be the enabler.” (CE_D) In addition to the customer to customer conversation, the customers could also ask for guidance or expert opinions. This means that customer could find right connections also from product or service specific departments on the seller side. A client executive said that getting such an expert forum to your use could be a really significant thing for many people. He referred to the fact that in such forum the customer could ask quickly for an advice and they would get the answer they needed also easily. ”If you get such an expert forum for your use or some kind of network, it would be a really good thing for many people. If I ask for an advice now, I’ll get the answer. “ (CE_A) For many people, LinkedIn represents a place where such questions could be asked from the experts. There were no clear reasons why they are not used in this context. Maybe there are not clear groups for this kind of discussions or there are no experts answering the customer questions. It could be that LinkedIn is not seen as a communication channel and therefore not used. Having such a closed community could offer an additional place for customer data gathering. Even if the company does not have their own community where the data could be gathered, the other established networks can be used for identifying the influencers. Collecting more data about them can give valuable information for the DMC process, where the receiver of the message could influence the outcomes of the DMC. The wish for a customer community raises many opportunities for developing the digital marketing communication. These opportunities are discussed more detailed in the managerial conclusions. 5.8.4 Collaborating Collaborating is probably the most important element in the B2B relationships while the collaborating environment gives the chance for value co-creation. However, when the collaboration between the customer and company is considered as a standard practice in B2B relationships, collaboration between customer-to-customer is much newer thought. In the interviews, the need for customer-to-customer collaboration came visible. In the business markets the purchase processes are more complex and decision makers need great amount of information in order to evaluate the different solutions. Customers’ experiences are one of the most valuable information sources. One customer 65 pointed out in the interviews that companies usually have the same problems. If they could together discuss the same things and same problems, it could help them. He said that in this kind of situation there would be many advantages that people would network. “There are a lot of advantages that people network. It is the same if a forum is organized and the things are discussed together. The companies have the same problems. There’s big advantage in that.“ (CUST_B) Previously, it was suggested that a community could help customers to network and share experiences. It was also pointed out that not only customers could collaborate more efficiently through networks, but also the employees of the supplier. A client executive said that in a company there are silos and in these silos there are not enough knowledge how to accomplish the task. In this kind of situations networks could help people to innovate together. A customer referred to similar situation where people could do something together in social media. He said that there is a lot of potential when people get excited to do something together. However, he also pointed out that companies do not efficiently utilize this opportunity yet. “In best case scenario it would be innovating together in a network. … In those company’s silos there are not enough knowhow to carry out the task. But you need something more and it could be found in these networks.” (CE_A) “There’s lot of potential there [in social media]. If people get excited to do something together it is like power. It is totally different thing. But I think companies are still learning to do it.” (CUST_B) The results show that there is a wish for communities or networks, which could be used for business use for collaborating or innovating together. The same mindset that people use in free time by sharing and keeping contact with people could be applied to work situations. It is still unclear how these networks could be built and how would they really work. However, it can be stated that collaboration could help the value co-creation process of DMC, by giving inputs or channels for creating value together. All elements of social CRM were seen to bring inputs to the DMC process. In this research the direct effects or connections were not examined. This is why it cannot be said that there is a clear connection between social CRM and DMC. However, it can be stated that the interviewees mentioned them several times together. More research is clearly needed to confirm this relationship. 66 5.9 DMC model based on the results The results show that DMC seems to include some of the previously suggested elements. The means of DMC include from the predefined elements both communication frequency and communication content. An additional element, form of message, was added to the means of DMC. The moderators of DMC are the predefined element channel preference and a new element found in the case study, relevance of the sender and receiver. The outcomes of DMC include only value co-creation. The functions of social CRM were the predefined elements listening, responding, connecting and collaborating. They also seem to support DMC by adding inputs to the process. However, a clear relationship cannot be stated based on this research. Figure 6 illustrates the empirically grounded research model. Figure 6 DMC model based on the results 67 6. DISCUSSION 6.1. Theoretical conclusions The objectives of this study were to understand what elements are included in the DMC process and what meanings companies give for these elements. The aim was also to examine what meanings are given to social CRM. The research questions were: - What meanings B2B companies give to means, moderators and outcomes of digital marketing communication? - What meanings B2B companies give to social CRM in connection with digital marketing communication? The research problems were assigned through an extensive literature research. On the basis of the literature analysis, a research model was built to illustrate the possible elements of DMC and social CRM. The empirical research revealed that some of the proposed elements were not mentioned being part of the DMC. For instance, contrary to prior research conducted mainly in traditional marketing environments, there was no evidence that the proposed outcomes trust, commitment or loyalty are outcomes of DMC. For instance MacDonald and Smith (2001) suggest that technology-mediated communication has positive and direct effects on future intentions, which in turn was partially mediated by trust and commitment. Considering that the research was done a decade ago, further up-to-date research is needed to examine the possible outcomes of DMC. The empirical research also indicated that interactivity was not part of DMC. As discussed already in the results, it was mentioned that the channel is chosen based on the level of interactivity or possibility to interact. This result is supported by Florenthal & Shoham (2010) as they have suggested that customers mismatch between their preferences for the channel interactivity. Customers choose their channels based on their perceptions how well the channel can provide the desired interactivities (Florenthal & Shoham 2010). This can be the reason why the channel preference stood out in the responses, not the actual cause for the channel preference. The reason why interactivity was not addressed as a significant factor in the DMC can also be that interactivity is taken for granted. Business communication is always interactive and in B2B environments customers have the opportunity to respond to the communication (De Pelsmacker et al. 2007, 544). The empirical research did support the rest of the proposed elements. The results showed that the means of DMC are communication frequency and content. The results indicate that there is a certain level of communication frequency that is considered as an average or as a preferred level. The 68 respondents compared their observations with some an undefined average level of communication frequency, while they were able to formulate their response as “low” or “little”. This finding is consistent with the findings from Godfrey et al. (2011) as they found out that there is an ideal volume of communication and after the ideal point is reached, additional communication generates reactance. In this case, the ideal point was not reached while reactance did not occur. Communication content seems to be included in the means of DMC. The results show that both relational and promotional content were important for the respondents. This finding is consistent with the research of Martin et al. (2003) and Merisavo (2008, 37). In this study only relational and promotional content was examined although organizational content could be also one category of DMC. For instance, in blog entries the communication can sometimes include some organizational content. (Ahuja & Medury 2010.) More research is needed to understand its value to the customer. Based on the results, the form of message was added to the means of DMC. It was repeatedly mentioned that the form of communication and particularly the form of an individual message is important for B2B respondents. Both the message shortness and visualization were mentioned being important. Visualization of the message is in line with the research from Lurie and Mason (2007) as they found out that visual representations in marketing are likely to offer new insights and increase customer satisfaction. The rush in the work places influences the fact that messages should be short. A study supporting this finding was extremely hard to find. One explanation can be that the message shortness has not been studied in the context of digital marketing. Another explanation can be that shortness of the message could have been examined within some studies but they were not easily found. However, the results indicate that the form in which the communication is presented has an influence on the reach of the DMC. The results show that channel preference is a moderator of DMC. Channel preference can have an effect on whether the message reaches the customer or not. The attitude towards the channel as well as the economics of the channel can affect the channel choice. This finding is in line with the research from Cano et al. (2005) as they propose that the channel is chosen on the basis of three main areas: channels capacity to bear richness, the social influence of others and economics. The social influence of others came clear especially in connection with social media channels, where the negative attitude can be socially constructed. The empirical research also revealed that that offline channels such as face-to-face meetings were preferred at the beginning of the relationships but as the relationship got older, digital channels were used more. This remark is consistent with the research findings of Ambrose et al. (2008) as they found out that communication media is affected by the stage of the relationship development. These findings are also supported by Cano et al. (2005) as they suggest that face-to-face interaction is still the most appealing as 69 communication medium in B2B relationships, but at certain stages of the selling process computer-mediated communication can serve a low cost option for interaction (Cano et al. 2005). A new element that was added to the DMC model was the relevance of the sender and receiver of the DMC. It was stated that there are many actors in the B2B relationships and deciding whom to send the marketing communication can sometimes be a problem. Specifying the relevant message receiver is naturally an aim of targeting the marketing message. Deeter-Schmelz and Kennedy (2002) suggest that by developing buyer profiles the relevant receivers can be found more easily. In the results it was also indicated that the sender of the communication can have some effect on the DMC. It was stated that if the sender is unknown the message may never be opened. This finding is supported by the study of Levine et al. (2011). They found out that the sender, and more precisely the actions of the sender can have an influence on the believability of the communication. This is why the sender of the message can also act as a moderator for the DMC. Hence, it seems that sender-receiver relevance is a moderator for the DMC. Based on the research the outcomes of DMC seem to include only value co-creation. There was no evidence that trust, commitment or loyalty could be the outcomes of DMC. It was mentioned that DMC can reduce costs, increase collaboration and reduce risks. This is in line with the suggestions by Grönroos (2011) that collaboration can produce value for the customer including increased revenue and business growth capacity. B2B value can also be derived from customers’ decreased cost levels (Grönroos 2011), which in this study were suggested coming when digital channels ease the workload and save time from arranging meetings. The results also show that value can be created on the customer-to-customer level. This finding is consistent with the suggestion by Ballantyne and Varey (2008) that value co-creation can take place in an integrated network, which can include customers, suppliers and competitors. Last but not least, the results strongly support the findings from Golik Klanac (2008,141) as she found out that the end-states of customer value in using web sites are convenience, efficiency and competence. These values are applicable to other forms of DMC as well. Finally, the elements of social CRM were analyzed. The results show that the functions of listening, responding, connecting and collaborating are part of social CRM. The results show that listening includes collecting and analyzing online customer data. By collecting online customer data, more precise communication could be designed (Wilson 2010). However, this research cannot make further theoretical conclusions of social CRM while there is no robust or solid theoretical research background. It can only be stated that the proposed functions of social CRM were found in the research results, but further and more detailed theoretical examination of these elements should be conducted. 70 6.2 Managerial conclusions The results of this study give a theoretical frame which could be used in designing marketing actions in the case context. The description of the means, moderators and outcomes can help managers in designing digital marketing communication to meet the salespeople’s and customers’ expectations. Furthermore, this study gives managers information where the attention in designing DMC should be directed at. As the results confirm there is an ideal point for the marketing communication frequency. In this case, the ideal point is not reached and communication volume could be increased. There is a chance for increasing sales as Godfrey et al. (2011) point out that up to the ideal point, the spending increases when the communication frequency gets higher. Therefore managers should optimize the communication frequency to meet the customers’ ideal volume. It should also be considered to which point the communication frequency should depend on the customer activeness, where the communication comes only when the customer asks for it. In this case, customers were getting marketing messages if they had joined in a mailing lists. Managers should also remember those business buyers who do not actively ask for communication by joining a mailing list, but could be interested in the marketing content of the company. Communication content in DMC should be something that the customers value. The content can be promotional or relational content. In this case, the needed communication content was said to be both: information about the products and services or product offerings (promotional) and information about the references cases and upcoming events (relational). It was pointed out that the promotional communication was not at the perfect level and could be increased. Marketers should pay attention to the fact that not all customers want to search information from the web sites. Instead, they are expecting direct communication about the products and services. In addition to promotional content, managers should also pay attention to the relational content. The reference cases were said to be a major information source for decision makers. In this case, the relational communication could be improved while the customers did not get enough information about references. A solution could be a reference bank, where the public references could be collected. This would also help the salespeople to find the relevant references for the customer. Reference cases could also work as social objects, which draw people together to discuss and share (Forsgård and Frey 2010, 22). In addition to reference cases, the event invitations were perceived positively. Managers are recommended to continue to arrange seminars and events, where the invitations are send out to targeted customers. Managers should also pay attention to the form of the message. It was repeatedly said that there is a rush in the workplaces and there may be only five minutes pause between meetings. This is why the message should be short, like 71 a snack, which could be consumed on the way to work or in a pause. The messages should be summarized into a short form and included with a link for further information. The attention must also be paid for the visualization of the messages. Videos were said to be powerful tools of communication. But they, again, need to be comprised in a snack form. Choosing the best channel for DMC can be demanding. Managers should optimize the channels depending on the customer preference. For personal communication chat was mentioned being an quick and easy channel to communicate although emails are still the most used ones. Nevertheless, managers could consider extending chat use to all customer relationships. In designing the channel strategy, it should also be remembered that traditional channels are still preferred over social media channels. This finding is line with the research from Friedl & Verčič (2011). They found out traditional channels, such as emails, are preferred to other channels when the information is considered strategic. The results show that in information search Google is the most used one. This is why appearing in the search results should be emphasized in this case, while the customers do not know what the company can offer. Placing company or product information on third party sites could also be effective, while customers said they do not necessarily search information from the corporate web sites. Customers also pointed out that they usually do not search information in the company by themselves, but expect client executives to do this for them. This is why managers could pay attention to how client executives could be supported in information sharing and knowledge management. Finding the right people who the DMC should be targeted to, is essential in marketing. Managers should therefore consider whether the sender of the message should be the employee working closely with the representative of the customer. Developing buyer profiles could help finding the relevant receivers of the DMC. Information for such buyer profiles could be collected by listening tools or web analytics. Consequently, managers should pay attention to the possibilities of social CRM. The online customer data is not yet collected as efficiently as possible. Collecting and analyzing customer data, clickstreams or other related information in the Internet could bring major advantages to DMC. The marketing communication content could be designed more efficiently and targeted more precisely with the help of social CRM. In this case, the customer listening tools could help gathering the online data and give salespeople more context information about the customers. It came clear that there is a need for a new network or community. Managers should pay attention to connecting the customers as well as the people in the B2B relationships. In this case, the solution could be a community, where the customers, references and experts would be found easily. The comments show that B2B communities need to be closed groups, while business people do not want to share their information in open forums. This kind of 72 restricted place would offer a channel for sharing the reference information only those customers who could really use them. In such community, the customers could find other customers easily and make connections with them or network. They could freely share their opinions about the products and services if the communication between the two customers would be hidden. Such a closed community could offer for DMC process a new communication channel, where the new relevant content could be shared according to the customers’ profiles. Also important customer data and clickstream data could be collected and analyzed, where the data could easily be connected to the customer profiles. 6.3 Validity and reliability The value of a research depends on the researcher ability of showing how well the research was conducted and how credible the findings are (LeCompte & Goetz 1982). In an academic research, the trustworthiness and quality of the study can be ensured using various methods or research actions. However, it has been argued that case studies lack the rigor in terms of validity and reliability. (Gibbert, Ruigrok & Wicki 2008.) Bonoma (1985) states that ideally researcher applies triangulation strategies for high data validity and generalizability. However, he points out that this is rarely the case in withinproject use (Bonoma 1985). This is why other methods are used to present the credibility of the findings. The research quality in case studies can be estimated with internal validity, construct validity, external validity and reliability (Gibbert et al. 2008; Yin 2003, 34). General validity concerns the judgments whether a researcher is really measuring the things he or she claims to be measuring. (Mason 2002, 188). Reliability is how reliable, accurate and precise the research tools are. Data generation, meaning the tools, should be standardized, neutral and non-biased (Mason 2002, 187.) Internal validity can be verified in the data analysis phase, where many case study tactics can be used. Here the researcher must provide plausible arguments and reasoning those defend the research conclusion (Gibbert et al 2008). Mason (2002, 191) states that validity of these interpretations can be difficult for the researchers. Interpretations must include a demonstration how that interpretation was reached and it must be explained how the data is combined to produce a such interpretation. This way a researcher can demonstrate that efforts have been made to read the data form alternative interpretive perspectives. (Mason 2002, 192.) Here, it is important to provide a clear research framework that clearly describes the variables used in the research. (Gibbert et al 2008.) A researcher can also use pattern matching with previous studies or address rival explanations (Gibbert et al. 2008; Yin 2003, 34). In this study, the plausible arguments are derived from the earlier studies, 73 defending the conclusions. A clear research framework was also created to support the research. Construct validity can be controlled in case study research by using multiple sources of evidence (Yin 2003, 34). The case study design indicates, after all, researcher’s interpretations of the events, information and reality. It is not an objective reality, but a perception about the meanings. This is why in case study design the data is gathered from many resources to support these perceptions. (Bonoma 1985.) In this study multiple sources of evidence was used, while both sides of the relationship were interviewed and the same phenomenon was investigated from two sides. Gibbert et al. (2008) states that a researcher must triangulate, hence, adapt different angles to examine the phenomenon using multiple data sources. External validity in case studies research is one of the most criticized facts and this has been the major obstacle in making case studies (Yin 2003, 37). The external validity means that the findings are generalizable beyond the case study and the theory must correspond to phenomenon in other cases as well, not just in the case studied (Gibbert et al. 2008; Yin 2003, 37). However, this is not the case with case studies. Case studies are actually being used because of their relation to the context (Johnston et al. 1999.) and therefore case studies should not be evaluated using statistical generalization where the results are generalized to a larger universe (Yin 2003, 37). In case study research the external validity should be weighed on analytical generalization where the observations are generalized to theory. Here, the multiple case study design can provide the basis for the analytical generalization. (Gibbert et al. 2008; Yin 2003, 34). In this study, however, the multiple case study design was not applicable, due to the time and resource limitations. Reliability refers to the goal of minimizing the errors and biases in the research (Yin 2003, 37). Research reliability in qualitative research concerned the overall accuracy in the methods and practices, giving assurance that the researcher has not been careless in recording or analyzing the data or misrepresented the data. This is why a researcher must show exactly how the degree of accuracy was achieved. (Mason 2002, 187.) The research procedures must be well documented and clarified in the case study protocol to enhance transparency. (Gibbert et al 2008; Yin 2003, 37.) Earlier in this study the entire procedure of conducting this case study was reported and clarified to a reader to judge the reliability. The replication can be made out of the case study database, if later researchers want to conduct the research they could repeat the procedures and arrive at the same results. (Gibbert et al 2008; LeCompte & Goetz 1982; Yin 2003, 37). Here, the database includes interviews, the observations of the interviews, transcriptions, comments on the transcriptions, theme matrix from the transcriptions and rough summary of the results. The research database includes also memos, presentations and timetables. It can be argued that the research language can have an effect on the reliability. However, the degree of accuracy of the data was achieved by gathering and analyzing the data in Finnish, in the mother tongue of both the 74 respondents and the researcher. By using the mother tongue also in the data analysis phase, the errors were minimized. However, some inaccuracies may occur in the translations presented in the following results chapter. 6.4 Limitations for the study Based on a qualitative case study approach, limitations of course exist. The main limitation is the generalizability of the findings. However, qualitative research is not meant to be generalized to a larger universe, it can only be generalized to theory (Yin 2003, 37). In this case, the results cannot be generalized to all digital marketing communication in B2B relationships. Johnston et al. (1999) point out that B2B phenomenon usually studied in case research happens in a context with high levels of complexity. This was the case also in this research. Therefore it can also be argued that high complexity of the case can reduce the credibility of the result findings. Some limitations can be found in analyzing and interpreting the results. In qualitative research, the risk of being biased is obvious. The same person was conducting, transcribing as well as interpreting the interviews. Therefore the results can be biased since there was no external validation on the interaction between interviews and the final analysis. Similarly, the additional themes were selected by the researcher, what she thought was relevant. However, all the actions of validity and reliability were conducted with care. This study was carried out in the context of a case company, where four of their employees were interviewed against four customers. This of course brings limitations to the study, where the views of one company are emphasized more than the other companies. This is why the results of this study can be considered distorted. In future studies it would be important to choose the interviewees from several companies and various B2B relationships. However, in this research both sides of the relationship were interviewed, decreasing the level of distorted results. It was important also to hear the customers’ perspectives in order to get the complete picture of the phenomenon. Study design, such as research questions, progress of the research and research model were not clear from the beginning. It is typical for qualitative study that the research approach can change during the research and researcher constantly evaluates the process. This is why the research model was changed many times before the actual data gathering. This might have affected the topic guides, leaving some additional questions in the guide. However, the research themes stayed the same for all interviews during the data gathering. At the terminological level it can be stated that there was not clear distinction between marketing communication and “everyday” communication in the B2B relationship. It can be argued that salesperson can send marketing communication even though he or she does not use any ready-made marketing material. Therefore it was hard to distinguish what part of the communication 75 is actually considered as marketing and should be taken into account in this research. A much more clearer definition of the concept is needed in order to get more accurate results. It can also be argued that this research was not profound enough to deeply clarify the elements of DMC. However, the aim was not to build a universal model of DMC, but to collect the meanings the case companies and their employees give to the phenomenon. Again, these results are not generalizable in a larger scale to cover all digital marketing communications. Conducting a research in the area of social CRM is challenging while the literature is still in early stage. A limitation is that literature used examining social CRM is managerial in nature. Only a small number of companies utilize the functions of social CRM today. Also the case company did not apply them in their operations. This is why the results of social CRM should not be considered as entirely reliable, because they are founded on the wishes and expectations of the respondents, not on true experiences. However, on the basis of these expectations, the future actions in social CRM could be proposed. 6.5 Suggestions for further research For further research, it would be interesting to investigate the connections between the different DMC elements. For instance, it would be valuable to know how different content could influence on the value co-creation. The results also indicated that value co-creation could be the predecessor of trust, commitment and loyalty. Further research is needed for the evaluation of this connection. It could be also useful to test the original research model in another context, because in this study the elements of trust, commitment and loyalty were not mentioned as outcomes of DMC, in contradiction to the literature. For further research, it could also be interesting to dig in deeper to one of the elements. For instance, it could be useful to investigate the form of message, in order to see which attributes define whether the message is read or watched in B2B communication. It might be also important to know which attributes define the relevance of the sender or receiver of communication in a B2B context. Although a connection with DMC and social CRM was faintly seen in the results, more research needs to be done in this area. Further research could investigate what inputs social CRM can give to DMC design. It could also be important for researchers to study how the use of online customer data in designing DMC could influence the outcomes of marketing efforts. Both research directions DMC as well as social CRM need more reliable and scientifically approved research results. These studies are extremely important, if the researchers wish to keep up with the technological developments in the near future. 76 REFERENCES Acker, O., Gröne, F., Akkad, F., Pötscher, F. & Yazbek, R. 2011. Social CRM: how companies can link into the social web of consumers. Journal of Direct, Data and Digital Marketing Practice 13 (1), 3-10. Ahuja, V. & Medury, Y. 2011. CRM in a Web 2.0 world: Using corporate blogs for campaign management. Journal of Direct, Data and Digital Marketing Practice 13 (1), 11– 24. Ambrose, E., Marshall, D., Fynes, B. & Lynch, D. 2008. Communication media selection in buyer-supplier relationships. International Journal of Operations & Production Management 28 (4), 360-379. Anderson, E. & Weitz, B. 1992. The Use of Pledges to Build and Sustain Commitment in Distribution Channels. Journal of Marketing Research 29 (1), 18-34. Asare, A., Alejandro, T., Granot, E. & Kashyap, V. 2011. The role of channel orientation in B2B technology adoption. Journal of Business & Industrial Marketing 26 (3), 193–201. Askool, S. & Nakata, K. 2010. Scoping study to identify factors influencing the acceptance of social CRM. 2010 IEEE International Conference on Management of Innovation & Technology, 1055-1060. Baker, S. 2000. Getting the most from your intranet and extranet strategies. The Journal of Business Strategy 21 (4), 40-43. Ballantyne, D. & Varey, R. 2008. The service-dominant logic and the future of marketing. Journal of the Academy of Marketing Science 36 (1), 11-14. Barwise, P. & Meehan, S. 2010. The One Thing You Must Get Right When Building a Brand. Harvard Business Review (December), 80-84. Bonoma, T. 1985. Case Research in Marketing: Opportunities, Problems, and a Process. Journal of Marketing Research 22, 199–208. Briggs, E. & Grisaffe, D. 2010. Service Performance--Loyalty Intentions Link in a Business-to-Business Context: The Role of Relational Exchange Outcomes and Customer Characteristics. Journal of Service Research 13 (1), 37-51. 77 Caceres, R. & Paparoidamis, N. 2007. Service quality, relationship satisfaction, trust, commitment and business-to-business loyalty. European Journal of Marketing 41 (7/8), 836-867. Cano, C., Boles, J. & Bean, C. 2005. Communication media preferences in business-to-business transactions: An examination of the purchase process. Selling XXV (3), 283-294. Castleberry, S. & Shepherd, D. 1993. Effective Interpersonal Listening and Personal Selling. Journal of Personal Selling & Sales Management XIII (1), 35-49. Čater, T. & Čater, B. 2010. Product and relationship quality influence on customer commitment and loyalty in B2B manufacturing relationships. Industrial Marketing Management 39 (8), 1321-1333. Chaffey, D. 2010. Applying organisational capability models to assess the maturity of digital-marketing governance. Journal of Marketing Management 26 (3-4), 187-196. Churchill, G. 1999. Marketing research: methodological foundations. Orlando (FL): The Dryden Press. Cone. 2010. Cone consumer new media study. Available online: http://www.coneinc.com/news/request.php?id=3425 (read 3.2.2011) Constantinides, E. & Fountain, S. 2008. Web 2.0: Conceptual foundations and marketing issues. Journal of Direct, Data and Digital Marketing Practice 9 (3), 231-244. Coviello, N., Brodie, R., Brookes, R. & Palmer, R. 2003. Assessing the Role of eMarketing in Contemporary Marketing Practice. Journal of Marketing Management 19 (7/8), 857-881. Davis Kho, N. 2008. B2B Gets Social Media. EContent 31 (3), 26-30. Deeter-Schmelz, D. & Kennedy, K. 2002. An exploratory study of the Internet as an industrial communication tool. Examining buyers’ perceptions. Industrial Marketing Management 31, 145-154. Deng, X., Zhang, L., Wang, B. & Wu, B. 2009. Implementation and Research of Social CRM in Mobile BOSS Based on Complex Network. First International Conference on Information Science and Engineering, 870873. 78 De Pelsmacker, P., Geuens, M. & Van den Bergh, J. 2007. Marketing communications: a European perspective. Harlow: Financial Times Prentice Hall. Dick, A. & Basu, K. 1994. Customer loyalty: toward an integrated conceptual framework. Journal of the Academy of Marketing Science 22 (2), 99-113. DuFrene, D., Engelland, B., Lehman, C. & Pearson, R. 2005. Changes in Consumer Attitudes Resulting from Participation in a Permission E-mail Campaign. Journal of Current Issues and Research in Advertising 27 (1), 65-76. Dyché, J. 2002. The CRM handbook: a business guide to customer relationship management. Boston: Addison-Wesley. Evans, D. & McKee J. 2010. Social Media Marketing: The Next Generation of Business Engagement. Hoboken (N.J.): John Wiley & Sons. Florenthal, B. & Shoham, A. 2010. Four-mode channel interactivity concept and channel preferences. Journal of Services Marketing 24 (1), 29- 41. Forsgård, C. & Frey, J. 2010. Suhde: sosiaalinen media muuttaa johtamista, markkinointia ja viestintää. Helsinki: Infor. Foster, T. Creating digital value: at the heart of the I-E-I framework. Journal of Business & Industrial Marketing 20 (4/5), 245–252. Friedl, J. and Verčič, A. 2011. Media preferences of digital natives’ internal communication: A pilot study. Public Relations Review 37, 84–86. Garnefeld, I., Helm, S. & Eggert, A. 2010. Walk Your Talk: An Experimental Investigation of the Relationship Between Word of Mouth and Communicators' Loyalty. Journal of Service Research 14 (1), 93-107. Gartner. 2011. Press release. Gartner Says Spending on Social Software to Support Sales, Marketing and Customer Service Processes Will Exceed $1 Billion Worldwide By 2013. Available: http://www.gartner.com/it/page.jsp?id=1541415 (read 2.11.2011) Gibbert, M., Ruigrok, W. & Wicki, B. 2008. What passes as a rigorous case study? Strategic Management Journal 29, 1465–1474. 79 Gillin, P. & Schwartzman, E. 2011. Social Marketing to the Business Customer: Listen to Your B2B Market, Generate Major Account Leads, and Build Client Relationships. New Jersey: John Wiley & Sons. Godfrey, A., Seiders, K. & Voss, G. 2011. Enough Is Enough! The Fine Line in Executing Multichannel Relational Communication. Journal of Marketing 75 (July), 94 –109. Golik Klanac, N. 2008. Customer value of website communication in businessto-business relationships. Helsinki: Swedish School of Economics and Business Administration. Goodman, L. & Dion, P. 2001. The Determinants of Commitment in the Distributor–Manufacturer Relationship. Industrial Marketing Management 30 (3), 287-300. Greenberg, P. 2010a. CRM at the Speed of light: Social CRM strategies, tools, and techniques for engaging your customers. New York: McGraw-Hill. Greenberg, P. 2010b. The impact of CRM 2.0 on customer insight. Journal of Business & Industrial Marketing 25 (6), 410-419. Goldenberg, B. 2008. CRM in real time: empowering customer relationships. Medford (N.J.): Information Today. Grover, V. & Saeed, K. 2007. The Impact of Product, Market, and Relationship Characteristics on Interorganizational System Integration in Manufacturer–Supplier Dyads. Journal of Management Information Systems 23 (4), 185–216. Grönroos, C. 2011. A service perspective on business relationships: The value creation, interaction and marketing interface. Industrial Marketing Management 40 (2), 240-247. Halligan, S. & Shah, D. 2010. Inbound marketing: get found using Google, social media, and blogs. New Jersey: John Wiley & Sons. Harris, L. & Goode, M. 2004. The four levels of loyalty and the pivotal role of trust: a study of online service dynamics. Journal of Retailing Volume 80 (2), 139-158. Hennig-Thurau, T., Malthouse, E., Friege, C., Gensler, S., Lobschat, L., Rangaswamy, A. & Skiera, B. 2010. The Impact of New Media on Customer Relationships. Journal of Service Research 13(3), 311-330. 80 Hirsjärvi, S., Remes, P. & Sajavaara, P. 2009. Tutki ja kirjoita. Helsinki: Tammi. Ho, S., Bodoff, D. & Tam, K. 2011. Timing of Adaptive Web Personalization and Its Effects on Online Consumer Behavior. Information Systems Research 22 (3), 660–679. Hosford, C. 2011. E-mail marketing at crossroads. B to B 96 (2), 3. Huang, L., Cheng, T. & Farn, C. 2007. The Mediating Effect of Commitment on Customer Loyalty towards E-Brokerages: An Enhanced Investment Model. Total Quality Management & Business Excellence 18 (7), 751-770. Johnston, W., Leach, M. and Liu, A. 1999. Theory Testing Using Case Studies in Business-to-Business Research. Industrial Marketing Management 28, 201– 213. Karjaluoto, H. 2010. Digitaalinen markkinointiviestintä. Jyväskylä: Docendo. Karpinski, R. 2008. Forrester survey finds social media leading way toward CRM 2.0. BtoB: the magazine for marketing strategy. Available: http://www.btobonline.com/apps/pbcs.dll/article?AID=/20081208/FRE E/312089932&SearchID=73338441596799 (read 28.10.2011) Kerrigan, F. & Graham, G. 2010. Interaction of regional news-media production and consumption through the social space. Journal of Marketing Management 236 (3), 302-320. Lambert, D. 2008. Supply chain management: processes, partnerships, performance. Sarasota (FL): Supply Chain Management Institute. Leary, B. 2008. White Paper Social CRM: Customer Relationship Management in the Age of the Socially-Empowered Customer. Available: http://crm2.typepad.com/brents_blog/2008/10/social-crm----1.html (read 12.4.2011) LeCompte, M. & Goetz, J. 1982. Problems of Reliability and Validity in Ethnographic Research. Review of Educational Research 52 (1), 31-60. Lehtimäki, T., Salo, J., Hiltula, H. & Lankinen, M. 2008. Harnessing Web 2.0 for business to business marketing – literature review and an empirical perspective from Finland. Oulu: Oulun yliopisto. Levine, T., Serota, K., Shulman, H., Clare, D., Park, H., Shaw, A., Shim, J. & Lee, J. 2011. Sender Demeanor: Individual Differences in Sender Believability 81 Have a Powerful Impact on Deception Detection Judgments. Human communication research 37 (3), 377-403. Li, C. & Bernoff, J. 2008. Groundswell: winning in a world transformed by social technologies. Boston (Mass.): Harvard Business Press Lietsala, K. & Sirkkunen, E. 2008. Social media: introduction to the tools and processes of participatory economy. Tampere: University of Tampere. Available online: http://tampub.uta.fi/tup/978-951-44-7320-3.pdf (read 2.11.2011) Lih‑Bin, O. & Hock‑Hai, T. 2010. Consumer Value Co‑creation in a Hybrid Commerce Service-Delivery System. International Journal of Electronic Commerce 14 (3), 35–62. Lurie, N. & Mason, C. 2007. Visual Representation: Implications for Decision Making. Journal of Marketing 71 (January), 160–177. MacDonald, J. & Smith, K. 2004. The effects of technology-mediated communication on industrial buyer behavior. Industrial Marketing Management 33, 107– 116. Mason, J. 2002. Qualitative researching. London: SAGE Publications. Martin, B., Van Durme, J. Raulas, M. & Merisavo, M. 2003. Email Advertising: Exploratory Insights from Finland. Journal of Advertising Research 43 (3), 293-300. Mela, C., Gupta, S. & Lehmann, D. 1997. The Long-Term Impact of Promotion and Advertising on Consumer Brand Choice. Journal of Marketing Research 34 (2), 248-261. Merisavo, M. 2008. The interaction between digital marketing communication and customer loyalty. Helsinki: Helsinki School of Economics. Merisavo, M. & Raulas, M. 2004. The impact of e-mail marketing on brand loyalty. Journal of Product & Brand Management 13 (7), 498-505. Mohan, S., Choi, E. & Min, D. 2008. Conceptual Modeling of Enterprise Application System Using Social Networking and Web 2 . 0 “ Social CRM System”. International Conference on Convergence and Hybrid Information Technology, 237-244. 82 Moorman, C., Zaltman, G. & Deshpandé, R. 1992. Relationships between Providers and Users of Market Research: The Dynamics of Trust within and between Organizations. Journal of Marketing Research 29 (3), 314-328. Morgan, R. & Hunt, S. 1994. The Commitment-Trust Theory of Relationship Marketing. Journal of Marketing 58 (3), 20-38. Moriarty, R. & Spekman, R. 1984. An empirical investigation of the information sources used during the industrial buying process. Journal of Marketing Research 21 (May), 137-147. Mulhern, F. 2009. Integrated marketing communications: From media channels to digital connectivity. Journal of Marketing Communications 15 (2), 85101. Nadler, S. & Simerly, R. 2006. The Effect of Listening on the Formation of Students Trust and Commitment in Academic Advising: A Study at a United States University. International Journal of Management 23 (2), 215221. Official Statistics of Finland (OSF). 2010. Use of information and communications technology [e-publication]. Helsinki: Statistics Finland. Available: http://www.tilastokeskus.fi/til/sutivi/index_en.html (read 16.4.2011) Oliver, R. 1999. Whence Consumer Loyalty. Journal of Marketing 63, 33-44. Parasuraman, A. & Zinkhan, G. 2002. Marketing to and serving customers through the internet: an overview and research agenda. Journal of the Academy of Marketing Science 30 (Fall), 286-295. Pavlou, P. & Gefen, D. 2003. The transitional role of institutional trust in online interorganizational relationships. Proceedings of the 36th Annual Hawaii International Conference on System Sciences. IEEE Computer Society. Payne, A. & Frow. P. 2004. The role of multichannel integration in customer relationship management. Industrial Marketing Management 33, 527 – 538. Payne, A. & Frow, P. 2005. A Strategic Framework for Customer Relationship Management. Journal of Marketing 69 (4), 167-176. Pelham, A. 2009. An exploratory study of the influence of firm market orientation on salesperson adaptive selling, customer orientation, 83 interpersonal listening in personal selling and salesperson consulting behaviors. Journal of Strategic Marketing 17 (1), 21–39. Prahalad, C. & Ramaswamy, V. 2004. Co-creation experiences: The next practice in value creation. Journal of Interactive Marketing 18 (3), 5-14. Raman, P., Wittmann, M. & Rauseo, N. 2006. Leveraging CRM for sales: the role of organizational capabilities in successful CRM implementation. Journal of Personal Selling & Sales Management 26 (1), 39-53. Ramos, L. & Young, O. 2009. Social Technographics of Business Buyers. Forrester Research, Inc. Available: http://www.rbrdatasolutions.com/ACTblog/wpcontent/uploads/2009/03/2009_forrester_social_technographics_of_busi ness_buyers_0209.pdf (read 25.7.2011) Ramsey, R & Sohi, R. 1997. Listening to Your Customers: The Impact of Perceived Salesperson Listening Behavior on Relationship Outcomes. Journal of the Academy of Marketing Science 25 (2), 127-137. Reibstein, D. 2002. What attracts customers to online stores, and what keeps them coming back? Journal of the Academy of Marketing Science 30 (4), 465-473. Reinartz, W. & Kumar V. 2003. The Impact of Customer Relationship Characteristics on Profitable Lifetime Duration. Journal of Marketing 67 (1), 77-99. Richards, K. & Jones. E. 2008. Customer relationship management: Finding value drivers. Industrial Marketing Management 37 (2), 120-130. Rigby, D., Reichheld, F. & Schefter, P. 2002. Avoid the Four Perils of CRM. Harvard Business Review 80 (2), 101-109. Sawhney, M. & Parikh, D. 2001. Where Value Lives in a Networked World. Harvard Business Review (January), 79-86. Sharma, N., Young, L. & Wilkinson, I. 2006. The Commitment Mix: Dimensions of Commitment in International Trading Relationships in India. Journal of International Marketing 14 (3), 64-91. Smith, K. 2007. What is digital marketing? Available http://digitalmarketing101.blogspot.com/2007/10/what-isdigitalmarketing.html (read 28.10.2011) on: 84 Soininen, J., Leponiemi, T. & Wasenius, R. 2010. Yhteisöllinen media osana yrityksen arkea. Helsinki: Helsingin seudun kauppakamari. Solis, B. 2011. Engage, Revised and Updated: The Complete Guide for Brands and Businesses to Build, Cultivate, and Measure Success in the New Web. Hoboken (N.J.): John Wiley & Sons. Song, J. & Zinkhan, G. 2008. Determinants of Perceived Web Site Interactivity. Journal of Marketing 72 (2), 99-113. Srinivasan, S., Anderson, R. & Ponnavolu, K. 2002. Customer loyalty in ecommerce: an exploration of its antecedents and consequences. Journal of Retailing 78 (1), 41-50. Stake, R. 1995. The art of case study research. Thousand Oaks (Calif.): SAGE. Sundar, S., Kalyanaraman, S. & Brown, J. 2003. Explicating Web Site Interactivity: Impression Formation Effects in Political Campaign Sites. Communication Research 30 (1), 30-59. Sweeney, J. & Soutar, G. 2001. Consumer perceived value: The development of a multiple item scale. Journal of Retailing 77 (2), 203-220. Taylor, D., Lewin, J. & Strutton, D. 2011. Friends, Fans, and Followers: Do Ads Work on Social Networks? Journal of Advertising Research 51 (1), 258-275. Trusov, M., Bucklin, R. & Pauwels, K. 2009. Effects of Word-of-Mouth Versus Traditional Marketing: Findings from an Internet Social Networking Site. Journal of Marketing 73 (September), 90–102. Ulaga, W. & Eggert, A. 2006. Value-Based Differentiation in Business Relationships: Gaining and Sustaining Key Supplier Status. Journal of Marketing 70 (January), 119-136. Urban, G., Hauser, J. & Liberali, G. 2009. Morph the Web to Build Morph the Web To Build Empathy, Trust and Sales. MIT Sloan Management Review 50 (4), 53-61. Usunier, J. & Roulin, N. 2010. The influence of high- and low-context communication styles on the design, content, and language of business-tobusiness web sites. Journal of Business Communication 47 (2), 189-227. Vargo, S. 2009. Toward a transcending conceptualization of relationship: a service-dominant logic perspective. Journal of Business & Industrial Marketing 24 (5/6), 373-379. 85 Vargo, S. & Lusch, R. 2004. Evolving to a new dominant logic for marketing. Journal of Marketing 68 (January), 1-17. Vargo, S. & Lusch, R. 2008. Service-dominant logic: continuing the evolution. Journal of the Academy of Marketing Science 36 (1), 1-10. Venkatesan, R. & Kumar, V. 2004. Framework for Customer Selection. Journal of Marketing 68 (October), 106-125. Wagner, S., Coley, L. & Lindemann, E. 2011. Effects of suppliers’ reputation on the future of buyer-supplier relationships: the mediating roles of outcome fairness and trust. Journal of Supply Chain Management 47 (2), 29-48. Weber, L. 2009. Marketing to the social web: how digital customer communities build your business. Hoboken (N.J.): John Wiley & Sons. Weber, R. 1990. Basic Content Analysis, (2nd Edition). London: SAGE. Wertime, K. & Fenwick, I. 2008. DigiMarketing: the essential guide to new media & digital marketing. Singapore: Wiley. Wilson, D. 2010. Using clickstream data to enhance business-to-business web site performance. Journal of Business & Industrial Marketing 25 (3), 177– 187. Wollan, R., Smith, N. & Zhou, C. 2011. The Social Media Management Handbook: Everything You Need to Know to Get Social Media Working in Your Business. Hoboken, New Jersey: John Wiley & Sons. Wymbs, C. 2011. Digital Marketing: The Time for a New “Academic Major” Has Arrived. Journal of Marketing Education 33 (1), 93-106. Yin, R. 2003. Case study research: design and methods. London: Sage Publications. Zablah, A., Bellenger, D. & Johnston, W. 2004. An evaluation of divergent perspectives on customer relationship management: Towards a common understanding of an emerging phenomenon. Industrial Marketing Management 33 (6), 475-489. Zeng, Y., Wen, J. & Yen, D. 2003 Customer relationship management (CRM) in business-to-business (B2B) e-commerce. Information Management & Computer Security 11 (1), 39 – 44. 86 APPENDIX 1a: The original topic guide for sellers in Finnish Haastattelukysymyksiä (myyjä) Teemoina: Kommunikointikanavat Asiakassuhde Kommunikoinnin sisältö Kommunikoinnin määrä Arvon yhteistuotanto Luottamus Sitoutuminen Uskollisuus Kysymykset koodattu vastaamaan tiettyyn osaa teoriasta: SCRM= Social CRM ComF= Communication Frequency ComC= Communication Content CP= Channel Preference IAFunc= Interactivity Functions IAPro= Interactivity Processes IAPer= Interactivity Perceptions CC= Customer Characteristics REL= Relationship ComChan= Communication channels ValCre= Value co-creation Tru= Trust Comt= Commitment LoyAf= Affective Loyalty LoyBe= Behavioral Loyalty Avustavat kysymykset: 1. Kerro mitä teet työksesi SCRM 2. Miten pidät asiakkaisiin yhteyttä? 3. Mitä näistä kanavista/tavoista tykkäät itse käyttää? Miksi? 4. Mitä luulet että asiakkaat haluavat käyttää? 5. Minkälainen _________ on asiakkaana? 6. Miten paljon tai miten usein _______ ostaa ComChan,CP CP, IAPer CP LoyBe, CC, REL LoyBe 87 teidän palveluita? 7. Miten kuvailisit yrityksenne suhdetta ________ ? 8. Mistä luulet, että se johtuu? 9. Miten kuvailisit sinun suhdetta _______ henkilöstöön? 10. Mistä se taas johtuu? 11. Miten usein pidät yhteyttä henkilöstöön/henkilöön? 12. Mistä asioista keskustelette? 13. Tallennatteko tietoja keskusteluista johonkin? 14. Kerro jotain tyypillisiä kommunikoinnin sisältöjä. 15. Käytätkö valmiita markkinointimateriaaleja? 16. Ottaako asiakas teihin päin yhteyttä? Miten usein? 17. Millaisissa asioissa asiakas ottaa yhteyttä? 18. Mitä kautta tämä yhteydenotto yleensä tapahtuu? 19. Onko välineillä eroa eri vaiheessa asiakassuhdetta tai myyntiprosessia? 20. Käytättekö esimerkiksi jonkun projektin aikana online-tiloja? 21. Koetko, että asiakkaat tekevät yhteistyötä kanssanne? 22. Miten yhteistyö näkyy? 23. Tuntuuko sinusta, että _______ tai sen henkilöstö luottaa Tietoon? 24. Miten se näkyy? 25. Luuletko, että ______ vaihtaisi helposti toimittajaa? 26. Miksi? 27. Oletko kuullut, että _______ olisi suositellut yritystänne muille toimijoille? Mitä luulet? Sosiaalinen CRM: Osallistuttaminen: Miten paljon itse käytät sosiaalista mediaa? Mitä esimerkiksi? Mihin tarkoituksiin? Miten paljon teidän työntekijät käyttävät hyväkseen sos. mediaa? Tulisiko työntekijät kytkeä osalliseksi sos. mediaan? Miten? Miten asiakkaat saataisiin osallistumaan ja olemaan aktiivisia SCRM, REL SCRM, REL ComF ComC IAPro, SCRM ComC ComC ComF ComC ComChan, IAFunc, CP ComChan IAFunc, ValCre ValCre, SCRM ValCre Tru Tru Comt LoyAf 88 sosiaalisen median kautta? Kuuntelu: Koetko, että te kuuntelette asiakkaita? Miten se näkyy? Koetko, että yrityksenne tekemää kuuntelua pitäisi kehittää? Miten? Sisällön tuotanto: Minkälaista sisältöä yrityksenne tuottaa asiakasviestintään tällä hetkellä? Minkälaista sisältöä toivoisit lisää? Miten sisältöä voitaisiin sinun mielestä tuottaa? Kuka, miten ja missä? Minkälainen sisältö sinun mielestä voisi olla toimivaa tai hyödyllistä asiakkaisiin nähden? Mittaaminen: Miten luulet että asiakkaiden osallistumista tai aktiivisuutta voitaisiin mitata? Mitä asioita sinun mielestä tulisi mitata? Vaikutus liiketoiminnan arvoon: Koetko, että sosiaalista mediaa käyttämällä voidaan saavuttaa liiketoiminnan hyötyjä? Mitä? Voidaanko sosiaalista mediaa hyväksi käyttämällä kasvattaa liiketoiminnan tulosta? Miten? Voidaanko sosiaalinen media kanavana tuoda myynnin avuksi? Miten? Riskit: Mitä riskejä luulet sosiaalisen median käytöstä olevan? 89 APPENDIX 1b: The translated topic guide for sellers in English Interview questions/ topic guide (seller) Themes: Communication channels Customer relationship Content of the communication Frequency of the communication Value co-creation Trust Commitment Loyalty Questions coded to answer to certain parts of the theory: SCRM= Social CRM ComF= Communication Frequency ComC= Communication Content CP= Channel Preference IAFunc= Interactivity Functions IAPro= Interactivity Processes IAPer= Interactivity Perceptions CC= Customer Characteristics REL= Relationship ComChan= Communication channels ValCre= Value co-creation Tru= Trust Comt= Commitment LoyAf= Affective Loyalty LoyBe= Behavioral Loyalty Assisting questions: 1. Please tell, in your own words, what do you do? 2. How do you keep contact with customers? 3. Which of these channels you like to use? Why? 4. What do you think the customers want to use? 5. Please describe _________ as a customer. 6. How often or how much do _______ buy your services? SCRM ComChan,CP CP, IAPer CP LoyBe, CC, REL LoyBe 90 7. How would you describe your companies relationship with ________ ? 8. From where do you think it comes from? 9. How would you describe your personal relationship with _______ employees? 10. And why is that? 11. How often do you keep contact with the employees of the customer company? 12. About what do you discuss about? 13. Do you save information about the discussion somewhere? 14. Please tell some typical topics of your conversations. 15. Do you use ready marketing materials? 16. Does the customer take contact with you? How often? 17. In what kind of situations or issues? 18. Through where do they take contact? 19. Does the channels differ in different stages in the relationship or sales process? 20. Do you use online-spaces for instance during a project? 21. Do you feel that customers are collaborating with you? 22. How is it visible? 23. Do you feel that _______ or its employees trust your company? 24. How is it visible? 25. Do you think that ______ would change the supplier easily? 26. Why? 27. Have you heard that _______ have recommended your company to others? What do you think? Social CRM: Engagement: Do you use social media? What for example? For what purpose? Do you know how much your employees use social media? Do you think employees could be engaged in social media? How? SCRM, REL SCRM, REL ComF ComC IAPro, SCRM ComC ComC ComF ComC ComChan, IAFunc, CP ComChan IAFunc, ValCre ValCre, SCRM ValCre Tru Tru Comt LoyAf 91 What about customers? How they can be more engaged with the company in social media? Listening: Do you feel that you listen to the customers? How? Do you feel that your company could improve its listening online? How? Content creation: What kind of online content your company produces for customer facing communication? Do you feel it is enough? What kind of content could be produced? Who, how, where? What kind of content could be useful to the customer? Measurement: What do you think, how customer engagement or activity could be measured? What things you think should be measured? Business value: Do you feel that by using social media business value could be gained? What kind of business value? Can it increase profits? How? Can social media be used in sales? How? Risks: What risks using social media could have? 92 APPENDIX 2a: The original topic guide for customers in Finnish Haastattelukysymyksiä (asiakas) Teemoina: Kommunikointikanavat Asiakassuhde Kommunikoinnin sisältö Kommunikoinnin määrä Arvon yhteistuotanto Luottamus Sitoutuminen Uskollisuus Kysymykset koodattu vastaamaan tiettyyn osaa teoriasta: SCRM= Social CRM ComF= Communication Frequency ComC= Communication Content CP= Channel Preference IAFunc= Interactivity Functions IAPro= Interactivity Processes IAPer= Interactivity Perceptions CC= Customer Characteristics REL= Relationship ComChan= Communication channels ValCre= Value co-creation Tru= Trust Comt= Commitment LoyAf= Affective Loyalty LoyBe= Behavioral Loyalty 1. Kerro mitä teet työksesi SCRM 2. Miten pidät toimittajiin yhteyttä? ComChan,C P CP, IAPer 3. Mitä näistä kanavista/tavoista tykkäät itse käyttää? Miksi? 5. Minkälainen _________ on toimittajana? 6. Miten paljon tai miten usein ostatte toimittajan palveluita? Miten nämä palvelut auttaa teitä? LoyBe, CC, REL LoyBe ValCre, REL 93 7. Miten kuvailisit teidän suhdetta _______? 8. Mistä luulet, että se johtuu? 9. Miten kuvailisit sinun suhdetta _______ henkilöstöön? 10. Mistä se taas johtuu? 11. Miten usein pidät yhteyttä henkilöstöön/henkilöön? 12. Mistä asioista keskustelette? 13. Tuntuuko, että saat aina vastauksen? 14. Tuntuuko sinusta, että ______ kuuntelee teitä? 15. Kerro jotain tyypillisiä kommunikoinnin sisältöjä. 16. Miten usein ______ ottaa teihin päin yhteyttä? 17. Millaisissa asioissa? REL REL SCRM, REL 18. Mitä kautta tämä yhteydenotto yleensä tapahtuu? 19. Toivoisitko toimittajalta lisää viestintää? 20. Minkälaista? 21. Miten saat tietoa esim. palveluista? 22. Onko yhteydenpitovälineillä eroa eri vaiheessa asiakassuhdetta tai ostoprosessia? 23. Käytättekö esimerkiksi jonkun projektin aikana online-tiloja? 24. Koetko, että te teette yhteistyötä __________ kanssa? 25. Miten yhteistyö näkyy? 26. Luotatteko te __________? 27. Mistä se syntyy? 28. Vaihtaisitteko helposti toimittajaa? 29. Miksi? 30. Oletteko joskus suositellut ______ muille toimijoille? 31. Minkälaista palvelua te arvostatte? 32. Mikä saa teidät tilaamaan ________ uudelleen? ComChan, IAFunc, CP ComF ComC ComChan ComChan Sosiaalinen CRM Osallistuttaminen: Miten paljon itse käytät sosiaalista mediaa? Mitä esimerkiksi? Mihin tarkoituksiin? Miten paljon teidän työntekijät käyttävät hyväkseen sosiaalista mediaa? Käytättekö itse sosiaalista mediaa liiketoiminnan tukena LI ComC RE LI ComC SCRM SCRM IAFunc, ValCre ValCre, SCRM, ValCre Tru Tru Comt LoyAf ValCre ValCre/Trus t/Comt 94 yrityksessänne? Miten ______ näkyy verkossa? Oletko käynyt __________ sivuilla? Kuuntelu: Seuraatteko itse mitä teidän yrityksestä puhutaan verkossa? Sisällön tuotanto: Minkälaista sisältöä te tuotatte verkkoon? Minkälaista sisältöä ______ tuottaa asiakkaille verkossa? Minkälainen viestintä auttaa juuri sinua jollakin tavalla? Minkälaista sisältöä toivoisit lisää? Entä muiden yritysten viestintä? Ootko saanut? Mitä niissä on hyvää? Vaikutus liiketoiminnan arvoon: Koetko, että sosiaalista mediaa käyttämällä voidaan saavuttaa liiketoiminnan hyötyjä? Mitä? Voidaanko sosiaalista mediaa hyväksi käyttämällä kasvattaa liiketoiminnan tulosta? Miten? Voidaanko sosiaalinen media kanavana tuoda myynnin avuksi? Miten? Riskit: Mitä riskejä luulet sosiaalisen median käytössä olevan? 95 APPENDIX 2b: The translated topic guide for customers in English Interview questions (customer) Themes: Communication channels Customer relationship Communication content Communication frequency Value co-creation Trust Commitment Loyalty Questions coded to answer to certain parts of the theory: SCRM= Social CRM ComF= Communication Frequency ComC= Communication Content CP= Channel Preference IAFunc= Interactivity Functions IAPro= Interactivity Processes IAPer= Interactivity Perceptions CC= Customer Characteristics REL= Relationship ComChan= Communication channels ValCre= Value co-creation Tru= Trust Comt= Commitment LoyAf= Affective Loyalty LoyBe= Behavioral Loyalty 1. Please tell, in your own words, what do you do for living? 2. How do you keep contact with the suppliers? 3. Which of these channels you like to use? Why? 5. Please describe _________ as a supplier? 6. How much or how often do you purchase the suppliers services? 7. How these services help you? SCRM ComChan,C P CP, IAPer LoyBe, CC, REL LoyBe ValCre, REL 96 8. How would you describe your relationship with _______? 9. From where do you think it comes from? 10. How would you describe your personal relationship with _______ employees? 11. And why is that? 12. How often do you keep contact with the employees of the supplier company? 13. About what do you discuss about? 14. Do you feel that you always get an answer? 15. Do you feel that ______ listens to you? 16. Please tell some typical topics of your conversations. 17. How often ______ takes contact with you? 18. In what kind of situations or issues? 19. Through where do they take contact? 20. Do you wish more communication from the supplier? 21. What kind? 22. How do you get information for instance about products? 23. Is there a difference in communication channels in different stages of the relationship or a purchase process? 24. Do you use for example during a project online spaces? 25. Do you feel that you collaborate with __________ ? 26. How is it visible? 27. Do you trust __________? 28. Why? 29. Would you change easily your supplier? 30. Why? 31. Have you ever recommended ______ to other companies? 32. What kind of service you value? 33. What makes you order from ________ again? Social CRM Engagement: Do you use social media? What for example? For what purpose? Do you know how much your employees use social media? Do you use social media for business purposes in you company? REL REL SCRM, REL LI ComC RE LI ComC SCRM SCRM ComChan, IAFunc, CP ComF ComC ComChan ComChan IAFunc, ValCre ValCre, SCRM, ValCre Tru Tru Comt LoyAf ValCre ValCre/Trus t/Comt 97 How ______ is seen in the web? Have you visited ___________ web site? Listening: Do you follow what kind of conversations there are in the web about your company? Content: What kind of content you produce to web? What kind of contend does ______ produce to its customers in web? What kind of communication helps you some way? What kind of content you would hope more? What about other companies communication? Have you received any? What is good in those? Business value: Do you feel that by using social media business value could be gained? What kind of business value? Can it increase profits? How? Can social media be used in sales? How? Risks: What risks using social media could have?