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Social Commerce: Marketing, Technology and Management 1st ed. 2016 [Hardback]

  • Formāts: Hardback, 320 pages, height x width: 279x210 mm, 52 Illustrations, black and white; XXI, 320 p. 52 illus., 1 Hardback
  • Sērija : Springer Texts in Business and Economics
  • Izdošanas datums: 26-Nov-2015
  • Izdevniecība: Springer International Publishing AG
  • ISBN-10: 3319170279
  • ISBN-13: 9783319170275
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  • Formāts: Hardback, 320 pages, height x width: 279x210 mm, 52 Illustrations, black and white; XXI, 320 p. 52 illus., 1 Hardback
  • Sērija : Springer Texts in Business and Economics
  • Izdošanas datums: 26-Nov-2015
  • Izdevniecība: Springer International Publishing AG
  • ISBN-10: 3319170279
  • ISBN-13: 9783319170275

This is a multidisciplinary textbook on social commerce by leading authors of e-commerce and e-marketing textbooks, with contributions by several industry experts. It is effectively the first true textbook on this topic and can be used in one of the following ways:

  • Textbook for a standalone elective course at the undergraduate or graduate levels (including MBA and executive MBA programs)
  • Supplementary text in marketing, management or Information Systems disciplines
  • Training courses in industry
  • Support resources for researchers and practitioners in the fields of marketing, management and information management

The book examines the latest trends in e-commerce, including social businesses, social networking, social collaboration, innovations and mobility. Individual chapters cover tools and platforms for social commerce; supporting theories and concepts; marketing communications; customer engagement and metrics; social shopping; social customer service and CRM contents; the social enterprise; innovative applications; strategy and performance management; and implementing social commerce systems.

Each chapter also includes a real-world example as an opening case; application cases and examples; exhibits; a chapter summary; review questions and end-of-chapter exercises. The book also includes a glossary and key terms, as well as supplementary materials that include PowerPoint lecture notes, an Instructor’s Manual, a test bank and five online tutorials.

Part I The Foundations
1 Introduction to Social Commerce
3(20)
Opening Case: Starbucks Goes Social
3(2)
1.1 Social Computing and the Social Web
5(2)
Social Computing
5(1)
The Social Web
6(1)
Some Interesting Statistics About the Social Web and Social Media
6(1)
1.2 Fundamentals of Web 2.0 and Social Media
7(1)
What Is Web 2.0?
7(1)
What Is Social Media?
8(1)
1.3 Social Commerce: Definitions and Evolution
8(2)
Definitions and Characteristics
8(1)
The Evolution of Social Commerce
9(1)
1.4 The Content of the Social Commerce Field
10(3)
The Landscape and Major Components of the Field
10(1)
Social Media Marketing
11(1)
Enterprise 2.0
12(1)
1.5 The Benefits and Limitations of Social Commerce
13(3)
Benefits to Customers
14(1)
Benefits to Retailers
14(1)
Benefits to Other Types of Enterprises
14(1)
The Social Business: An IBM Approach
15(1)
New or Improved Business Models
15(1)
Concerns and Limitations of Conducting Social Commerce
16(1)
1.6 The Process of Conducting Social Commerce and Suggested Research Topics
16(2)
The Process of Conducting Social Commerce
16(1)
Illustrative Research Issues
17(1)
1.7 The Content and Organization of the Book
18(1)
Summary
18(3)
References
21(2)
2 Tools and Platforms for Social Commerce
23(24)
Opening Case: Pinterest -An Innovative Social Commerce Platform
23(3)
2.1 Social Media: The Basics
26(3)
Social Media: Many Definitions
26(1)
The Landscape of Social Media
27(2)
2.2 Web 2.0 and Its Major Characteristics
29(1)
Representative Characteristics of Web 2.0
29(1)
User-Generated Content
29(1)
2.3 The Major Social Media Tools: From Blogs and Microblogs to Wikis and Support Technologies
30(3)
Blog (Web Log)
30(1)
Microblogging and Twitter
31(1)
Wikis
32(1)
Other Useful Tools and Apps
32(1)
2.4 Social Networks and Social Networking Sites and Services
33(3)
Social Network Services (Sites)
33(2)
The Major Capabilities and Services Provided by Social Network Sites
35(1)
Business-Oriented Social Networks
35(1)
Enterprise Social Networks
36(1)
2.5 Mobile Social Commerce
36(1)
Mobile Social Networking
36(1)
2.6 Crowdsourcing and Crowdfunding: An Introduction
37(2)
Crowdsourcing
37(2)
Crowdfunding
39(1)
2.7 Virtual Worlds as a Social Commerce Platform
39(1)
Major Features
39(1)
Avatars
39(1)
Summary
40(3)
References
43(4)
3 Supporting Theories and Concepts for Social Commerce
47(28)
Opening Case: Netflix Increases Sales Using Movie Recommendations by Customers
47(2)
3.1 Learning About Online Consumer Behavior
49(3)
A Model of Consumer Behavior
50(1)
The Major Influential Factors
51(1)
3.2 The Consumer Purchasing-Decision Process
52(3)
Generic Purchasing Decision-Making Phases: A Managerial Decision-Making Approach
52(1)
The Consumer Brand Decision-Making Process Models
53(1)
The AIDA Model
53(2)
Consumer Behavior in Social Media and Commerce
55(1)
3.3 Personalization and Behavioral Marketing
55(2)
Personalization in Social Commerce
55(1)
Behavioral Targeting and Collaborative Filtering
56(1)
3.4 Word of Mouth in Social Commerce
57(3)
What Is Word of Mouth (WOM)?
58(1)
Using Word of Mouth in Social Commerce
58(1)
The Power of WOM
58(1)
The Major Types of WOM
59(1)
Viral Marketing and Social Networking
59(1)
3.5 Consumer Engagement in Social Commerce
60(3)
Engagement in Social Commerce
60(1)
Case 3.1 How Whole Foods Engages Its Customers
61(1)
Facebook Presence
62(1)
Engagement on Twitter and by Blogging
62(1)
Why Engagement
62(1)
3.6 Social Psychology Theories, Social Network Analysis, and the Social Graph
63(3)
Social Psychology and Social Commerce
63(1)
Social Network Theory and Analysis
64(1)
The Social Graph
65(1)
3.7 Social Influence, Social Capital, and Social Support
66(1)
Social Influence
66(1)
Social Capital in Social Commerce
66(1)
Social Support in Online Communities
67(1)
Summary
67(3)
References
70(5)
Part II Social Media Marketing
4 Marketing Communications in Social Media
75(24)
Opening Case: Johnson & Johnson Uses New Media Marketing
75(3)
4.1 Getting Started with Social Media Promotions
78(3)
Listening to Customers
78(1)
Developing Market Communication
78(1)
Social Media Target Markets
79(1)
Social Media Communication Objectives
79(1)
Identify Social Media Hangouts
80(1)
4.2 Promotional Tools: Definitions and Use
81(1)
4.3 Social Media for Social Commerce Communication
82(3)
Social Media Platforms
83(1)
Owned, Paid, and Earned Social Media
83(2)
4.4 Owned Social Media
85(3)
Controlling Social Media
85(1)
Types of Owned Social Media
85(1)
Focus on Pinterest
86(1)
Focus on Twitter and Other Microblogging
86(1)
Other Types of Owned Social Media
87(1)
Making Press Relations Social Media Friendly
88(1)
4.5 Paid Social Media: Advertising
88(6)
Advertising Formats
90(1)
Video Advertising
91(1)
More Social Media Advertising Examples
92(2)
Advertising Pricing Models
94(1)
4.6 Coordinating Social, Internet, and Traditional Media Promotion Plans
94(1)
Summary
95(2)
References
97(2)
5 Customer Engagement and Metrics
99(28)
Opening Case: Haagen-Dazs Viral Video Creates a Buzz
99(2)
5.1 Earned Media
101(1)
5.2 Social Media Engagement Levels
101(2)
5.3 Engaging Consumers to Produce Earned Media
103(1)
Who Should a Company Engage?
104(1)
5.4 Engagement Techniques
104(8)
Viral Marketing
105(2)
Ratings, Reviews, Recommendations and Referrals
107(2)
Collaborative Content Creation by Consumers
109(1)
How Do Companies Entice Engagement?
110(2)
5.5 Reputation Management in Social Media
112(4)
Which Reputations Matter?
114(1)
Build, Maintain, Monitor, Repair, and Learn
114(1)
Reputations Management Systems
115(1)
5.6 Search Engine Optimization
116(2)
5.7 Monitor, Measure, and Refine: SM Metrics
118(3)
Awareness/Exposure Metrics
119(1)
Brand Health Metrics
119(1)
Engagement Metrics
120(1)
Action Metrics
120(1)
Innovation Metrics
120(1)
Measurement Tools
120(1)
Summary
121(3)
References
124(3)
6 Social Shopping: Concepts, Benefits, and Models
127(28)
Opening Case: Groupon -Will the Company Prosper?
127(4)
6.1 Definitions, Drivers, Concepts, and Benefits of Social Shopping
131(2)
Definitions
131(1)
Concepts and Content of Social Shopping
132(1)
The Benefits of Social Shopping
133(1)
6.2 Components and Models of Social Shopping
133(2)
What Components to Expect in a Social Shopping Site
133(1)
The Major Social Shopping Models
134(1)
Traditional E-Commerce Sites with Social Media Additions
134(1)
6.3 Group Buying and Deal Purchasing
135(1)
Group Buying in China
135(1)
Group Buying and Flash Sales on Facebook
136(1)
Deal Purchases (Flash Sales, Daily Deals)
136(1)
6.4 Shopping Together: Communities and Clubs
136(3)
Online Social Shopping Communities
137(1)
Case 6.1 Polyvore: A Trendsetter in Social Shopping
137(1)
Kaboodle: A Unique Social Shopping Community
138(1)
Private Online Shopping Clubs and Retail by Invitation
139(1)
Shopping Together Sites
139(1)
6.5 Social Shopping Aids: From Recommendations, Reviews, and Ratings to Marketplaces
139(5)
Recommendations in Social Commerce
139(3)
Other Shopping Aids and Services
142(1)
Social Marketplaces and Direct Sales to Customers
143(1)
6.6 Innovative Shopping Models and Sites and Virtual Goods
144(5)
Examples of Innovative Social Shopping Ideas and Sites
144(2)
Shopping Without Leaving Facebook and Other Social Networks
146(1)
Shopping for Virtual Goods in a Virtual Economy
146(1)
Real-Time Online Shopping
147(1)
Auctions in Social Shopping
148(1)
B2B Social Networking
148(1)
Virtual Visual Shopping
148(1)
Social Shopping in the Near Future
149(1)
Activities on Twitter
149(1)
Summary
149(3)
References
152(3)
7 Social Customer Service and CRM
155(26)
Opening Case: How Sony Uses Social Media for Improving CRM
155(1)
7.1 Definitions and Concepts of CRM, E-CRM, and Social CRM
156(4)
How Social Networks Empower Customers
157(1)
Defining CRM and E-CRM
158(1)
What Is Social CRM?
158(2)
7.2 A CRM Model for Customer Interactions
160(2)
The Patricia Seybold Group Model for Customer Interactions
160(1)
Customer-Facing Applications
161(1)
Case 7.1 iRobot Uses Social Media for Multichannel CRM
161(1)
7.3 The Evolution of Social CRM
162(4)
Cipriani's Multidimensional Presentation
162(4)
Understanding the Social CRM Evolution
166(1)
7.4 How to Serve the Social Customer
166(4)
The Social Customer
166(1)
Implementation of Social Customer Service and CRM
167(1)
How Social CRM Works: Problems and Solutions
167(1)
Some Social CRM Tools
168(1)
Automated Response to E-Mail (Autoresponder)
169(1)
Automated Live Chat
169(1)
Using Microblogging
169(1)
Product Review Sites
169(1)
7.5 Social CRM in the Enterprise
170(2)
Social CRM in the Enterprise and B2B Environments
170(1)
Salespeople Benefit from Social Media
171(1)
7.6 Special Applications and Issues in Social CRM
172(2)
Social Networking Helps Customer Service in Small Companies
172(1)
Customer-Touching Applications
173(1)
Customer-Centric Applications
173(1)
7.7 Strategy and Implementation Issues of Social CRM
174(1)
Social CRM Strategy
174(1)
Summary
175(2)
References
177(4)
Part III Social Enterprise, Other Applications
8 The Social Enterprise: From Recruiting to Problem Solving and Collaboration
181(24)
Opening Case: How a Private Enterprise Network Transformed CEMEX into a Social Business
181(1)
8.1 Social Business and Social Enterprise
182(3)
Definitions: Social Business and Social Enterprise
182(1)
Business Networks
183(1)
The Benefits and Limitations of Enterprise Social Networking
184(1)
How Web 2.0 Tools Are Used by Enterprises
184(1)
8.2 Business-Oriented Public Social Networking
185(2)
Case 8.1 LinkedIn: The Premier Public Business-Oriented Social Network
185(2)
Networks for Entrepreneurs
187(1)
8.3 Enterprise Social Networks
187(3)
Taxonomy of Social Enterprise Applications
188(1)
Characteristics of Enterprise Social Networks
188(1)
How Enterprise Social Networking Helps Employees and Organizations
188(1)
Support Services for Enterprise Social Networks
189(1)
How Companies Interface with Social Networking
189(1)
8.4 Online Job Markets and Training in Social Networks
190(2)
Social Recruiting
190(1)
Virtual Job Fairs and Recruiting Events
191(1)
8.5 Managerial Problem Solving, Innovation, and Knowledge Management
192(2)
Idea Generation and Problem Solving
192(1)
Knowledge Management and Social Networks
193(1)
Online Advice and Consulting
194(1)
8.6 Crowdsourcing: Collective Intelligence for Problem Solving and Content Creation
194(3)
Crowdsourcing as a Distributed Problem Solving Enabler
194(1)
The Process of Crowdsourcing
195(1)
Successfully Deployed Crowdsourcing Systems: Some Representative Examples
196(1)
Tools for Crowdsourcing
196(1)
8.7 Social Collaboration (Collaboration 2.0)
197(2)
Supporting Social Collaboration
197(2)
Summary
199(2)
References
201(4)
9 Innovative Social Commerce Applications: From Social Government to Entertainment and Gaming
205(28)
Opening Case: Justin Bieber-The Ultimate Story of Social Media Fame
205(2)
9.1 Social Media and Commerce in E-Government
207(3)
Definition and Scope of E-Government
207(1)
E-Government 2.0 (Social Government)
207(1)
Case 9.1 Social Networking Initiatives by the New Zealand Government
207(2)
The Benefits of Government 2.0
209(1)
Applications and Resources
210(1)
9.2 B2B Social Networking
210(5)
E-Communities in B2B
210(1)
The Major Opportunities and Benefits of Social Commerce in B2B
210(1)
Specific Social Networking Activities in B2B
211(1)
Using the Major Social Networks in B2B
212(1)
B2B Success Stories
213(1)
B2B Virtual Trade Shows and Trade Fairs in Virtual Worlds
213(1)
Strategy for B2B Social Networking
214(1)
The Future of B2B Social Networking
215(1)
9.3 Social Commerce: Applications in Virtual Worlds
215(4)
The Features and Spaces of Virtual Worlds
215(1)
The Landscape of Virtual World Commercial Applications
215(1)
The Major Drivers of Social Commerce in Virtual Worlds
216(1)
The Major Categories of Virtual World Applications
216(3)
Concerns and Limitations of Commercial Activities in Virtual Worlds
219(1)
9.4 Social Entertainment and Social TV
219(3)
Entertainment and Social Networks
219(1)
Multimedia Presentation and Sharing Sites
220(1)
Internet TV and Internet Social TV
221(1)
Social Television (TV)
221(1)
Internet Radio and Social Radio
222(1)
9.5 Social Games, Gaming, and Gamification
222(2)
Games on Social Networks
222(1)
The Business Aspects of Social Games
223(1)
Educational Social Games
223(1)
Gamification
224(1)
9.6 Socially Oriented Online Person-to-Person Activities
224(1)
P2P Lending
224(1)
Social Money Lending
225(1)
Summary
225(3)
References
228(5)
Part IV Strategy and Implementation
10 Strategy and Performance Management in Social Commerce
233(32)
Opening Case: Social Media-Based Market Research Helps Del Monte Improve Dog Food
233(2)
10.1 The Strategy-Performance Cycle
235(2)
Types of Social Media Projects
236(1)
10.2 Organizational Strategy and Strategic Planning for Social Commerce
237(4)
Porter's 5 Competitive Forces Model and Related Strategies
237(2)
The Key Elements of a Strategic Planning Process
239(1)
Strategy Implementation in Social Commerce
239(1)
A Strategy for Successful SC Implementation
240(1)
10.3 Justification and ROI in Social Commerce
241(4)
An Overview of Justification
241(1)
The SC Justification Process
242(1)
Difficulties in Conducting Cost-Benefit Analysis and Justification
242(1)
Incorrectly Defining What Is Measured
242(1)
Intangible Cost-Benefit Analysis
242(1)
The Use of Gartner's Hype Cycle
243(1)
Risk Analysis
244(1)
Conclusion
244(1)
10.4 Market Research in Social Commerce
245(4)
Why Conduct Market Research?
245(1)
E-Marketing Research in Brief
245(1)
Using Social Networking for Qualitative Market Research
245(1)
The Process of Conducting Qualitative Market Research for Social Commerce
246(1)
Learning from Customers: Conversational Marketing
246(1)
Conducting Market Research Using the Major Social Network Sites
247(2)
10.5 Metrics and Monitoring Performance
249(6)
Performance Monitoring and Analysis Cycle
249(1)
Using Metrics in Performance Assessment
250(1)
Using Metrics in Social Commerce
251(2)
Balanced Scorecards (BSC)
253(1)
Metrics and Measurements for Social Influence
253(1)
Monitoring the Social Media Field
254(1)
10.6 Social Media Analytics and Sentiment Analysis
255(2)
Definitions, Importance, and Applications
255(1)
Social Media Analytics
255(1)
Tools for Mining Social Media Activities
256(1)
Sentiment Analysis and Web 2.0
256(1)
Dashboards in Social Commerce
256(1)
10.7 Improving Performance via Innovation and Competitive Analysis
257(1)
Competitive Intelligence for Improving Performance
257(1)
Innovation in Social Commerce
257(1)
Summary
258(2)
References
260(5)
11 Implementing Social Commerce Systems
265(26)
Opening Case: Domino's Employees Post Vulgar Videos on YouTube
265(2)
11.1 Social Commerce Implementation Issues
267(1)
What Is Implementation?
267(1)
The Implementation Process and Its Major Issues
267(1)
11.2 Security and Fraud Protection in Social Commerce
268(4)
Social Engineering and Fraud
268(1)
Social Phishing
269(1)
Social Media Makes Social Engineering Easy
270(1)
Defending Social Commerce Systems
271(1)
Protection Against Spam
272(1)
Fraud in Social Commerce
272(1)
11.3 Issues of Legality, Privacy, Cyberbullying, and Ethics
272(4)
Legal Issues
272(1)
Case 11.1 Internet Blackout against Anti-Piracy Laws
273(1)
Privacy Issues in Social Commerce
274(1)
Cyberbullying
275(1)
Ethics in Social Commerce
275(1)
11.4 Technological Issues
276(2)
Social Commerce Systems Integration
276(1)
Social Commerce Tools
276(1)
Acquisition of Social Commerce Systems
277(1)
11.5 Employee-Related Implementation Issues
278(1)
Non-work-Related Use of Social Media
278(1)
Employee Reluctance or Resistance to Participate
278(1)
Quality of Content and Biases of User-Generated Content
278(1)
Data Leakage and Loss of Data
278(1)
Social Media Management at Work
278(1)
11.6 Organizational Issues and the Impacts of Social Commerce
279(2)
Improving Marketing and Sales Revenue
279(1)
Transforming Organizations and Work
279(2)
11.7 Other Implementation Issues
281(2)
Implementation Issues in SMEs
281(1)
Some Strategy Issues for SMEs
282(1)
Risk Factors and Analysis
282(1)
11.8 Successes, Failures, and Lessons Learned
283(1)
A Strategy for Social Commerce Implementation Success
283(1)
Some Policies and Guidelines
283(1)
Learning from Failures
283(1)
Adoption Strategies
283(1)
Revenue Generation Strategies in Social Commerce
283(1)
11.9 The Future of Social Commerce
284(1)
Creation of Jobs
284(1)
IBM's Watson, Smart Computing and Social Commerce
284(1)
Conclusion
284(1)
Summary
285(2)
References
287(4)
Appendix: Recommended Resources for Social Commerce 291(2)
Primer A: E-Commerce Basics 293(12)
Primer B: E-Marketing Basics 305(8)
Glossary 313(6)
Index 319
Dr. Efraim Turban (M.B.A., Ph.D., University of California, Berkeley) is a visiting scholar at the Pacific Institute of Information System Management, University of Hawaii. Prior to this, he was on the staff of several universities, including City University of Hong Kong; Lehigh University; Florida International University; California State University, Long beach; Eastern Illinois University; and the University of Southern California. Dr. Turban is the author of more than 110 refereed papers published in leading journals, such as Management Science, MIS Quarterly, International Journal of Electronic Commerce, Journal of MIS and Communication of the ACM. He is also the author of 22 books, including Electronic Commerce: A Managerial Perspective, Business Intelligence, Decision Support Systems and Information Technology for Management. He is also a consultant to major corporations and universities worldwide. Dr. Turban's current interest is social commerce. He is the co-editor of 2011/2012 special issue on the topic in the International Journal of Electronic Commerce and the author of several related papers in referred journals.

Dr. Judy Strauss is Associate Professor of Marketing, emerita at the University of Nevada, Reno. She is an international speaker, seminar leader, entrepreneur, and previous Marketing Director of two companies. She is an award-winning author of 4 books (in 14 editions) and numerous scholarly articles on internet marketing topics, co-authoring Radically Transparent: Monitoring and Managing Reputations Online and E-Marketingthe first textbook on internet marketing (translated into Japanese and Chinese). At UNR she taught marketing communication, international marketing, internet marketing and strategy topicsincluding co-advising the national winners in the AAF National Student Advertising Competition. She still teaches an online Principles of Marketing course and in Germany: Brand Management. She has won two teaching awards

and a lifetime achievement in marketing award from the American Marketing Association. Strauss earned a doctorate in marketing at Southern Illinois University, and finance MBA and marketing BBA at University of North Texas.

Dr. Linda Lai has been an associate professor at the Macao Polytechnic Institute of China since September 2006. Prior to her current position, she undertook remits as academic and administrator at the City University of Hong Kong for 15 years. She had also worked as a business professional in Hong Kong and England for more than six years. Dr. Lai holds two research degrees from Lancaster University, UK - one in the area of IT applications and the other focusing on wider management issues. Her research interests include decision science, knowledge management and electronic commerce. Dr. Lai has published more than 40 high impact articles and a book on Chinese e-business entrepreneurship within recent years.