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