The Dynamic Circle of Social Media Management : a professional viewpoint on how organizations are managed in the dynamic social media landscape

Master’s Thesis

The Dynamic Circle of Social Media Management.

A professional viewpoint on how organizations are managed

in the dynamic social media landscape.

Stefan Donker, 11253150

Graduate School of Communication

Master’s programme Communication Science University of Amsterdam

Dr. Stefan Bernritter 30-06-2017

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Abstract

The current research investigates how social media managers are establishing communication strategies for their social media utilization and what factors are influencing their social media management. A total of 17 interviews have been conducted in this qualitative study to find out how well-known organizations are managing social media. Findings indicate there are several important factors in the social media management process. Overall strategy/objectives, social media targets and target audience are found to be mainly influencing long-term social media strategies and social media channels/utilization. Additionally there lies an important and maybe even surprising role for intuition and data. Those two concepts were also found to influence the social media management process. Social media provide room for intuition and data to establish short-term social media strategies, which is a very interesting insight for both the academic and professional social media field. The current research shows how dynamic social media management could be, as there are multiple factors influencing this management. The research findings are all visualized in the Dynamic Circle of Social Media Management.

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Index

Introduction 3

Theoretical Framework 6

Communication Strategies 6

Social Media: Shifting Communication 8

Social Media Management & Strategies 10

Intuition in Management Decision Making 13

Intuition & Data 14

Methodology 16

Findings 20

Social Media: Channels & Utilization 20

Social Media Content 21

Target Audience 22

Social Media Strategies 23

Social Media Targets 26

Data 27

Intuition 28

Intuition & Data 30

Conclusion & Discussion 32

Literature 37

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Introduction

Although social media have already proved themselves as powerful communication tools, it is still challenging for organizations how to utilize these ‘new’ media. The dynamic and always-changing social media landscape has shifted how consumers interact with each other and organizations. This makes managers think strategically and differently about how to integrate social media channels in their communication strategies. Managers must realize the

communication landscape has changed and that social media need different implementation than traditional channels. Instead of solely sending out messages to persuade people, organizations have to find ways to engage customers and build relationships (Kohli, Suri & Kapoor, 2015; Mangold & Faulds, 2009). As social media users hold power over the online platforms, there are many factors organizations must consider when managing social media. Often this includes factors traditional communication management never had to deal with. The relative novelty of social media makes communication management more unpredictable than ever and makes social media strategy development a challenge for organizations.

Organizations have to come up with authentic and relevant social media strategies that suit the current social media environment, but also hold possibilities for the implementation of trends and changes. It could be questioned how such social media strategies are established and what choices or motivations lie behind those social media strategies. This is a very relevant

research direction in the social media landscape, because there are little professional insights into how social media strategies are established and implemented by well-known

organizations. Especially when compared to more traditional communication strategies, this could provide interesting insights into the most recent communication strategies. By

investigating underlying choices and factors for determining social media strategies, the current research could fill the gap in literature about how social media strategies are

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about strategical social media management by answering the following research question: How are social media managers establishing communication strategies for their social media utilization and what factors are influencing social media management?

Research already indicated communication strategies are the vital link between corporate strategies and communication plans (Steyn 2000, 2004), and the current research will find out how social media fit in this picture. Steyn (2012, p.286) visualized a model for developing corporate communication strategies and indicated how specific corporate characteristics influence the corporate strategy, the communication strategies and

communication plans. Communication strategies should be linked to corporate strategies to represent the organization’s vision, values and mission to stakeholders and the environment (Cornelissen, 2004, p.98; Steyn, 2004). In this way, communication could be a valuable strategic tool (Dolphin & Fan, 2004). Current findings can contribute to such literature and Steyn’s (2012, p.286) model, by looking at strategy development from a social media

perspective. Also, there will be investigated whether social media strategies are long-term or short-term. Where some researches indicated communication strategies should be long-term (Kapferer, 2012, p.47; Wood, 2000), it is also suggested that adaptive and responsive strategies are necessary to ensure a fit between organization and environment (Cornelissen, 2004, p.97-98; Steyn, 2000, 2004). As the social media environment changes rapidly, it is important to investigate this. Because social media are dynamic and always-changing, the current research could contribute to existing literature regarding management decision making in high-velocity environments. Several scientific articles stated that intuition and intuitive skills are important to make decisions in such environments (Eisenhardt, 1989; Khatri & Ng, 2000). Additionally, some non-scientific scientific articles mention ‘intuition’ as key aspect every successful social media manager should have (Desreumaux, 2015; Maynard-Atem, 2015). This intuitive aspect might be an indication that social media managers rather rely on

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their intuition and creativity, instead of applying and consulting research and data for their social media activities. Therefore it is important to further investigate the processes behind social media management. By investigating this, the current research could contribute to research from decades ago, to find out whether intuition is important in managing organizations in the dynamic social media environment.

Next to those possible contributions to communication strategies and managerial decision making, the current research could also contribute to the current state of social media management literature. By investigating how social media strategies are established and how social media are managed, current findings could provide relevant and meaningful

professional insights. Such professional viewpoints help discovering what factors are underlying organizational social media management, which still has been insufficiently investigated. The findings will be presented in a model regarding social media management, which contributes to most recent social media management research.

To conclude, current findings are relevant for professionals as it might be an eye-opening research on what factors are influencing social media management. The current research could make social media professionals aware of their strategy development, which involves corporate strategies, data, intuition and more. When professionals are not aware of certain factors yet, they could take them into account when developing social media

strategies. The current research also sheds light on whether short-term or long-term strategies should be developed for social media management. This provides professionals with very relevant insights into how social media are managed both long-term and short-term, with intuition and data taken into account. The research question will be answered by linking relevant interview insights to established literature about communication strategies, social media management and managerial decision making. The conclusions will be presented in a model: The Dynamic Circle of Social Media Management.

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Theoretical Framework

Communication strategies are found to be important assets for establishing organizational activities and achieving corporate objectives. Corporate communication strategies, for instance, are seen as the vital link between corporate strategies and communication plans (Steyn, 2000, 2004). Corporate strategies are long-term and indicate where organizations want to go, based on their mission and vision (Steyn, 2004, 2012, p.266). During ‘strategic

management’, organization’s corporate profile (e.g. mission/vision) is combined with current environmental conditions to decide on the organization’s future (Steyn, 2000, 2004). This results in a strategic long-term ‘masterplan’, which indicates what should be done, rather than how it should be done (Steyn, 2000). Corporate strategies are crucial for achieving

organizational objectives and fulfilling the organization’s mission (Steyn, 2004).

Both the brand- and corporate communication strategies contribute to achieving such objectives. Dolphin and Fan (2004) mention corporate communication as one of the most valuable strategic tools; with the corporate brand as competitive weapon. Communication strategies could represent and symbolize the vision, values and mission of organizations to stakeholders and the environment (Cornelissen, 2004, p.98; Steyn, 2004). In this way, communication strategies are closely linked to corporate strategies (Steyn, 2004), which is essential, according to several research (Cornelissen, 2004; Foreman & Argenti, 2005; Steyn, 2000). According to Webster (1990), establishing communication strategies without using corporate strategies “is a little like driving cross country without a road map or directional signs” (Webster, 1990 p.19). Communication strategies should mirror or reflect the corporate strategy to contribute to achieving objectives. The brand strategy is also based on the

corporate strategy and vision (Kapferer, 2012, p.372). Additionally, communication

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(2012, p.286) model for communication strategy development shows mission and vision as indicators for corporate strategic plans, which consequently are translated to specific objectives, issues, communication policies and communication strategies. Ultimately, with stakeholders and media analysed, concrete communication plans/campaigns are established (Steyn, 2000, 2012, p.286).

Similar to corporate strategies, both brand- and communication strategies are often long-term. Kapferer (2012, p.47) indicate brand management as long-term, as brands further establish over time. Also, Wood (2000) describes brands as valuable, long-term corporate assets, adding that strategically managing brands is important. Although communication strategies tend to be long-term, they might be flexible sometimes. Steyn (2004) indicates that corporate communication strategies are ‘adaptive or interpretive’, with room for adapting to trends and stakeholders in the environment. For branding, short-term sub-optimization might be needed to ensure longevity (Wood, 2000). Continuing Steyn’s (2012, p.286) model,

developed communication plans are the implementation of the strategy, often in more detailed and shorter-term plans (Cornelissen, 2004, p.97; Steyn, 2000). Communication strategies provide the framework and long-term objectives that are necessary for the plans (Steyn, 2000). Communication strategies involve a general direction for the future. Communication plans or tactics are more immediate and short-term (Cornelissen, 2004, p.97). Cornelissen adds that adaptive and responsive strategies are necessary to ensure a fit between the organization and the environment with external opportunities or threats (Cornelissen, 2004, p.97-98). Environments result in changing communication management in both managerial styles and organizational structures (Low & Fullerton, 1994). Kapferer (2012, p.147-148) stated the rise of social media as a new environment which revolutionizes brand management. The social media environment has further established itself in the communication landscape and should be further investigated in terms of communication strategies.

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Social Media: Shifting Communication

Social media have dynamically changed how organizations and consumers interact.

Kietzmann et al. (2011) suggest that the current rise of social media indicates an “altogether new communication landscape” with challenges for organizations (Kietzmann et al., 2011, p.241). Kohli et al. (2015) mention ‘Accept the new paradigm’ and ‘Rethink brand

communication’ as topics managers should take into account. Managers must realize the communication landscape has changed and that social media need different implementation than traditional channels. Organizations were used to dominant network channels providing extensive reach and audiences ‘only consuming’ (Kohli et al., 2015). This seemingly ‘easy’ marketing ended as people were not only consuming communication from organizations, but also started contributing and creating content (Muntinga, Moorman & Smit, 2011). Social media gave customers a voice and democratized corporate communication: people

communicate about organizations, with or without permission of organizations. (Kietzmann et al., 2011). Consumers have become powerful authors of brand stories and share their

organizational experiences (Gensler et al., 2013). This unique phenomenon of losing control over organizational communication lets managers think strategically and differently about their social media communication. This also involves risk management and risk control (Fournier & Avery, 2011). However, organizations are not limited to just sit and watch, because this challenging atmosphere also opens opportunities of integrating social media into their communication strategies (Gensler et al., 2013). In this way, social media have both transformed the tools and strategies for communicating with customers (Mangold & Faulds, 2009), as well as online consumer behavior (Kaplan & Haenlein, 2010).

Over the years, many social media channels arose and vanished. The dynamic shift is also visible here, as social media channels transformed along with new technologies. This resulted in a broad variety of content forms and many different channels organizations and

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customers could choose from. Ranging from Facebook to LinkedIn, Twitter to Snapchat and Instagram to YouTube, they are all different channels where users and organizations could express themselves differently. No explanation is needed to highlight the diversity of the mentioned channels and their endless possibilities. Although many available content forms overlap, all channels are authentic in how they contribute to the world and the way we

communicate. Multiple social media channels offer multiple opportunities and serve different purposes as they vary in terms of scope and functionality (Kietzmann et al., 2011).

Additionally, Belch and Belch (2015, p.509) stated that each social media channel could contribute to achieving specific organizational objectives, in its own way.

These ‘new’ communication channels are full of potential and organizations are feeling pressure to engage where their customers are. Numerous channels with global reach capabilities, mixed technologies, media richness and interactivity make social media an important asset for the promotion mix (Mangold & Faulds, 2009). In many sectors, social media can become the gateway, the first contact with customers. Therefore, organizations should recognize social media as a game changer and use it that way (Heller Baird & Parasnis, 2011). This all sounds promising, but managing organizations on social media is challenging. Social media were originally about friends and family and for many people social media are still only about personal connections, rather than engaging with organizations (Heller Baird & Parasnis, 2011). It seems like organizations are the uninvited crashers of the social media party (Fournier & Avery, 2011). Therefore it is a huge challenge for

organizations to stand out from the crowd of real people and find ways to communicate and interact with their target audience. Instead of solely sending the message, they have to find ways to talk to and engage customers (Mangold & Faulds, 2009). Organizations should engage customers and build relationships, rather than just persuasion (Kohli et al., 2015). At first sight, this might look easy, but it is not that simple. The challenge to grab

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people’s attention is more challenging than ever (Kietzmann et al., 2011). Fournier and Avery (2011) describe an interesting paradox: on social media potentially everyone is the audience. However, many users (potentially everyone) are simply ignoring branded content, as brands not seem to belong there (Fournier & Avery, 2011). People no longer want to be talked at. Instead, they want organizations that listen, engage and respond (Kietzmann et al., 2011). Organizations should know where their target audiences are and choose the right channels to reach them. When implemented in a way to attract the target audience, social media could be important tools to reach specific targets (Ashley & Tuten, 2015). Social media objectives could be: customer interaction, relationships building, brand awareness, engagement, product promotion, increase sales/loyalty, target new customers (Tsimonis & Dimitriadis, 2014). In pursuing such activities, relevance, authenticity and transparency are important (Ashley & Tuten, 2015; Fournier & Avery, 2011). Organizations should create meaningful brand differentiations and spread authenticity: engaging content for people to talk about (Kohli et al., 2015). All easier said than done, and therefore managers must come up with strategical decisions how to successfully manage social media and cope with the challenging

environment.

Social Media Management & Strategies

As social media have become powerful tools in the communication landscape, organizations are developing strategies to manage social media effectively. Unpredictability of the

challenging and dynamic social media landscape makes this difficult for organizations. Fitch (2009, p.5)’s interviewee mentioned that “the internet is the Wild West (…) There are no rules.”. Although this dates back, it still successfully captures the ‘unregulated’ and

unpredictable social media environment. This explains Belch and Belch (2015, p.509) stating managers are feeling uncertain how to tactically use social media. Social media cannot be

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managed the same as traditional media (Aula, 2010; Fitch, 2009). Social media challenge conventional communication strategies and demand different thinking from organizations (Aula, 2010). Organizations should be able to “see around corners and anticipate future needs and trends” (Montalvo, 2011, p.93).

This asks for a comprehensive understanding of the social media landscape. Kietzmann et al. (2011) listed this as the ‘Cognize’-step. When developing social media strategies, managers should understand the social media landscape and the strengths of channels to understand how customers use social media (Kietzmann et al., 2011). Mangold and Faulds (2009) already indicated this understanding is necessary to effectively incorporate channels in communication strategies and communicate with target audiences. Berthon et al. (2012) stated understanding both the ‘social’ and ‘media’ is necessary. The ‘social’ part involves network dynamics and public power, which made organizations dependent on customers, not vice versa. Therefore, the customer is key. Managers should understand how the audience is utilizing social media (Shao, 2009). Thinking from the customer perspective is necessary to really understand their behavior and needs (Heller Baird & Parasnis, 2011). Active listening is necessary to understand customers (Fournier & Avery, 2011). Managers should listen and learn to become relevant, rather than just preach (Berthon et al., 2012). Subsequently, organizations should investigate how social media activities can facilitate in achieving organizational goals/strategies (Kietzmann et al., 2011). Social media strategies should be integrated with other organizational (communication) strategies to contribute to seamless customer experiences and consistent communication (Heller Baird & Parasnis, 2011; Macnamara & Zerfass, 2012; Tsimonis & Dimitriadis, 2014). Additionally, Berthon et al. (2012) stated that understanding ‘media’ involves investigating how social media channels could fit with other media channels.

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include (overall) objectives, key performance indicators (KPIs) and measurement methods to measure the effectiveness of social media activities (Macnamara & Zerfass, 2012). Increasing social media expenditures make measurement of objectives and effectiveness of social media important (Larson & Watson, 2011). Pressure on social media activities increases, as the management wants to know the value of social media and its return on investment (ROI) (Hoffman & Fodor, 2010). Consequently, social media managers are pressured to constantly measure and improve their social media activities (Hays, Page & Buhalis, 2013). According to Larson and Watson (2011), it is not possible to manage something that cannot be measured. As social media are full of customer data and measurements, organizations could profit from all available information (Larson & Watson, 2011). Hoffman and Fodor (2010) mention the feedback loop on social media and suggest that managers should not sit back during social media activities, but must ‘listen’ to what happens. Social listening/monitoring helps to understand audience’s behaviour and needs (Berthon et al., 2012; Fournier & Avery, 2011; Kietzmann et al., 2011). This constant curation of conversations and content provides managers with input for future directions (Ashley & Tuten, 2015). Managers can evaluate, adjust and improve social media strategies, based on listening and measurement (Hoffman & Fodor, 2010; Tsimonis & Dimitriadis, 2014). This ‘measure and adjust’ is further affirmed by literature. Because social media are relatively new, there are no strict rules and there is still room for testing, learning and applying the learnings: trial and error (Macnamara & Zerfass, 2012). Additionally, Hays et al. (2013) found that social media usage for organizations is still largely experimental. It can be seen as a “constant negotiation” with the social media

environment (Fitch, 2009, p.11). As the social media landscape is very dynamic and changes rapidly, who knows what opportunities will rise tomorrow?

Organizations are challenged to ‘chase’ innovative trends and technologies, to stay aware of changes in this always-changing landscape (Keitzmann et al., 2011). Fournier and

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Avery (2011) state that this ‘new brandscape’ needs courage, flexibility, opportunism and adaption for success. According to Berthon et al. (2012), social media strategies need flexibility, as bureaucratic and strict rules can eventually kill social media’s effectiveness. Therefore, speed and flexibility are important requirements (Berthon et al., 2012). Fournier and Avery (2011) think social media strategies are discovered instead of constructed. Factors like serendipity and uncertainty versus preplanning and certainty make it difficult to set strict strategy lines. To conclude, they mention coincidence and faith in intuition as possibly the most essential factors for a social media strategy, compared with big data and tight strategies (Fournier & Avery, 2011). Montalvo (2011) however mentions both creativity and analytical skills as required competencies for social media management in order to develop unique social media strategies. The following paragraphs will further investigate both intuition and data as factors in social media management.

Intuition in Management Decision Making

Intuition is a subconscious, sophisticated form of reasoning that allows an expert with years of job-specific experience to synthesize bits of experiences into an integrated picture. Intuition compresses years of experience and learnings into split seconds, making the person knowing which decision to take almost instantly (Khatri & Ng, 2000). In this sense, intuition can be used as managerial skill to guide important decisions (Agor, 1986). Intuitive synthesis seems an important process factor for strategic decision making. It can be characterized by

judgement, past experiences and manifests itself as ‘gut-feeling’ (Khatri & Ng, 2000). Gut-feeling is an indication of intuition, as intuition incorporates both expertise and Gut-feelings, but also imagination, creativity and innovation (Sadler-Smith & Shefy, 2004). Intuition is not just an irrational process, but rather a complex phenomenon based on a deep understanding of the situation (Khatri & Ng, 2000). Intuitive skills help executives see things others do not see.

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Such different perspectives help managing an organization in turbulent times. Intuitive executives have the courage to sail into uncharted waters, because of their experiences (Harper, 1988). This matches Agor’s (1986) description that intuitive executives are like ‘explorers’ which try to foresee the right path to follow.

According to Agor (1986), the use of intuition is appropriate in a couple of conditions, for example: high level of uncertainty, little previous precedent, limited facts. Because of the lack of facts or proof, such conditions clearly turn around uncertainty. Apparently, intuition can be useful in uncertain situations and environments (Agor, 1986). In dynamic and unstable environments of rapid and unprecedented change, intuition plays an important role in

organizational decision making (Harper, 1988). Eisenhardt (1989) confirms this by stating intuition helps strategic decision making in high-velocity environments. In such contexts, intuition enables intuitive executives to deal with incompleteness/lack of information by integrating previous experiences and current information (Eisenhardt, 1989; Khatri & Ng, 2000). Novel and flexible situations stimulate creative and innovative decision making processes, as creativity is enhanced when potential solutions are unfamiliar. Especially in a trusting context that supports creativity and risk-taking, creative solutions were enhanced earlier (Ford & Gioia, 2000). Additionally, intuitive people trust themselves to handle uncertain situations (Sadler-Smith & Shefy, 2004). Intuition helps mangers to guide their organization through uncertain situations. So, especially in the dynamic and uncertain social media landscape, intuition could be important.

Intuition & Data

Customer insights or data and intuitive skills might both be important. First of all, when information, facts or data lack or do not provide a clear answer, this provides space for intuition (Agor, 1986). Hogarth (2002) stated that this intuitive judgment is based on whether

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the partial information is sufficient to make a valid decision or not. Managers should therefore value quantitative data and use their intuition when data is not available/sufficient (Harper, 1988; Hogarth, 2002). Harper (1988, p.15) symbolizes intuition as a parachute: “You hope it will not be used, but when all sophisticated systems cannot help you, it’s nice to have

around!” According to Sadler-Smith and Shefy (2004), managers should learn to trust their intuition. When managers are ‘finally’ 100% sure about a decision based on data, the chance exists the data is already outdated (Sadler-Smith & Shefy, 2004). Analytical decision making takes longer than intuitive decisions (Prietula & Simon, 1989). Intuition is therefore relevant in dynamic environments.

Second, when data is available, it could still be challenging to interpret it. Data might generate interpretation bias and validity questions. For example, forecasters use intuition to gather and interpret data, to eventually decide on future events (Khatri & Ng, 2000). Just numbers will not tell them what to do. They have to find out what is happening between the numbers. In stock markets, data are analysed to make decisions, but still intuition is necessary to ‘predict the future’. Intuitive skills help people understand situations even computers cannot (Harper, 1988).

Third, data could confirm intuition. According to Sadler-Smith and Shefy (2004), data serve as validation for intuition, as managers want to legitimize their intuitive decisions by using data. Managers look for confirmation by using data to analyse and rationalize their idea or hypothesis (Kleinmuntz, 1990). Analyses help confirm or refute intuition (Prietula & Simon, 1989). Confirmation of intuition increases manager’s trust in his/her intuition (Sadler-Smith & Shefy, 2004).

Fourth, both data and intuition are important. Organizations could be effective in their strategy determination when combining analysis and intuition (Khatri & Ng, 2000). Also, Kleinmuntz (1990) notes combining ‘formulas’(data) and ‘heads’ (intuition) is the most

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effective option. He found that 50/50 worked better than singular dominance (Kleinmuntz, 1990). Harper (1988) states that “the intuitive skill to sift through all the information – to see the forest through the trees – may be as important as the information itself” (Harper, 1988, p.16). This suggests both intuition and data are important factors.

Methodology

To investigate how organizations are using various social media channels and what

motivations and strategies lie behind such usage, this study conducted expert interviews. In this qualitative study, 17 in-depth interviews with social media professionals were conducted. All interviews took place between the 3rd of April 2017 and the 17th of May 2017. There has been chosen for priori sampling, because the selected experts have all been selected prior to the investigation, based on selection criteria. Priori sampling can be categorized as sampling on forehand, where certain criteria determine whether someone qualifies for participating in this research (Flick, 2009, p.115). Specific criteria for the current sample were the following: experts were selected based on their current job position and the company they worked for. Age or years of working experience were no criteria the experts had to meet. The main selection criterion in terms of job position was that they were responsible for the social media strategy and/or social media activities of their organization. The organizations needed to be well-known; as a guideline, organizations should have had at least 100.000 followers on their social media channels. Organizations with large follower amounts often think strategically about their social media activities. Most of the selected organizations were found to be listed in global or Dutch ‘top brand/company’ lists (Management Team, 2017; Interbrand, 2016). In order to make possible cross-sector comparisons and find similarities between them,

organizations from seven different sectors have been selected: Media, Travel, Finance, Service, Fast Moving Consumer Goods, Day Attractions, and Retail. With experts from

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various sectors involved, various viewpoints on social media activities might be discovered. Each sector contained of two or three organizations. Table 1 shows an overview of all participating organizations, with a short description for each organization. All organizations and experts have been anonymised to sustain their privacy.

All (potential) participants have been contacted via social media (Twitter or LinkedIn) and email. Twitter offered the option to send the experts a tweet by asking him/her whether they were open for a conversation regarding the researcher’s thesis. After the conversation continued via Twitter Direct Message, email conversations gave more context to the interview request. The experts were informed about the purpose, direction and ethical considerations regarding the research. After possible agreement, an interview moment was planned. In most cases, the interview took place in the organization’s office. Sometimes, a restaurant/bar was used as meeting point. The conversations started with some small talk, for example during the short walk towards the meeting room. Before starting the interview, the researcher informed the experts again about the research purpose and the ethical considerations. This included facts that the interview would be audio recorded and transcribed, that experts’ participation would be fully anonymous and voluntary. Also, that possible classified information would not be leaked or misused. If they agreed, the experts signed the Informed Consent Form

(Appendix A). After that, the audio recording started and the interview covered several topics, which can be found in the Interview Guide (Appendix B). The Interview Guide can be seen as the guideline for the interview, which helped the researcher ask relevant and specific

questions. In this way, all interviews were guided in the same direction (Flick, 2009, p.165-167). The guide, however, was not set in stone and possible differentiations from the

questions offered relevant insights. The interview contained questions about the social media channels and how they fit into the overall strategy. This also included social media utilization. Continuing, questions were asked about the social media strategy (e.g. objectives, long/short

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term) and the used input for the strategy (e.g. data or intuition). Concluding, the experts were asked about their personal work experience. After the interview came to an end, experts were thanked for their participation and were asked whether they wanted an option to check their quotations in order to prevent possible misunderstandings. Also, they were asked whether they wanted to read the final thesis.

A total of 17 interviews has been transcribed into text, so the data could be analysed. The interviews lasted between 36 and 55 minutes, with an average of 43 minutes. The

transcription of recorded audio resulted in a total of 284 pages in written text. The interviews were coded by using ATLAS.ti, a computer software program which can be used for

managing (qualitative) data. The first step of the coding process was open coding. Open coding is a process where the transcribed interviews will be broken down, examined, compared and conceptualized to find potential indicators of concepts (Bryman, 2012, p.568-569). This resulted in a total of 2616 codes, which were all categorized into more specific categories by using selective (or focused) coding. Selective coding can be used to emphasize the most common codes and topics (Bryman, 2012, p.569).

After this coding process, several codes and topics were compared with each other, so possible relationships between the concepts were examined. This analysis process after the coding process involved going back and forth between the data and existing theories to find possible similarities, but also possible contradictions. The sensitizing concepts helped to get a grip on the data, in order to make decent comparisons with existing literature. Sensitizing concepts help understand how the data relates to such existing literature. The used sensitizing concepts are the following: social media channels, social media utilization, strategy

determination, role of data, role of intuition. Input and explanation about the concepts can be found in the theoretical framework.

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and a conceptual model will be presented. While describing the findings, thick description will be used to further strengthen the described findings. With direct quotations from the interviews, more context and meaning will be contributed to the findings (Ponterotto, 2006). Table 1

Overview of interviewed experts and their organization

Sector Description

1A Media Traditional media organization, with ambitions to be less traditional 1B Media Large entertainment company that operates worldwide

1C Media Large international video streaming service 2A Travel Passenger carrier in the Netherlands 2B Travel Transfer airline

3A Finance One of the largest banks of the Netherlands

3B Finance One of the largest Dutch financial service providers 3C Finance One of the largest Dutch financial service providers 4A Service Logistic service provider

4B Service Telecom provider for the Netherlands 4C Service Telecom provider

5A FMCG One of the largest FMCG organizations 5B FMCG Worldwide known brand in the FMCG sector 6A Day Attractions Museum in Amsterdam

6B Day Attractions Theme park in the Netherlands

7A Retail One of the largest e-retailers of the Netherlands

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Findings

Social Media: Channels & Utilization

The interviewed experts indicate that the choice for social media channels is mostly based on the target audience. Social media channels becomes relevant for organizational utilization when target audiences are active there. Channels are chosen for a reason, not just for fun. Also new channels are not chosen to look innovative, but because they suit organizational

objectives. Such objectives or social media targets are often the reason behind social media utilization. Experts indicated that social media channels could be utilized for multiple

objectives in the funnel (e.g. awareness, engagement, sales, loyalty, service). Belch and Belch (2015, p.509) also stated that channels are effective for achieving specific objectives. Experts indicated overall objectives are translated to social media targets, which consequently

influence the social media strategy and social media utilization. Also, some experts mentioned their organization uses several pillars which are implemented in social media utilization, to determine whether channels are eligible or not.

Several mentioned literature (e.g. Belch and Belch, 2015, p.509; Kietzmann et al., 2011) suggested social media channels all somehow differ, and serve different needs. Interviewed experts agreed on this, as they all had separate ideas for each channel distinctively. This confirms social media channels’ diversity and the variety of choices organizations have. Most experts were critical about which channels to use, for what reason. In short, Facebook is the most complete channel which most interests experts, because of the many possibilities. Instagram is about inspiring and creative content and turns around visual storytelling, with engagement as important goal. Twitter is for most experts only relevant for service/webcare with increasing relevance for actualities, press and corporate issues. Snapchat requires a whole different kind of usage and many experts doubt whether it is worth the try. Using Snapchat from a brand perspective might be hard, as expert 4B indicated. YouTube is

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characterized as a “search engine”, “video library” and “best platform for video”. LinkedIn is indicated as interesting for business-to-business markets and to tell the employer’s story.

These very short descriptions, with no focus on content or strategies, already indicate how channels could vary in how experts see their purposes. Overall, social media are seen as channels for direct customer contact. On social media, organizations are very close to them, so this offers great opportunities. Just like Heller Baird and Parasnis (2011) suggested, some experts realize that social media offer great opportunities and could serve as the first contact with customers. The opportunities on social media are being recognized and experts realize social media have established themselves as strategical communication channels. However, Expert2B realized something Fournier and Avery (2011) already stated: “You’re on someone else’s party”. Some experts are aware of this and are trying to be relevant for their audiences. According to Expert3C, it is about dialogue and relevance, not just about sending. Expert7B emphasizes this:

“Social is about ‘social’, it’s no performance channel.”

With such sayings experts seem to realize social media is indeed about engaging customers, rather than just persuasion (Kohli et al., 2015). Literature mentioned relevance as an

important factor and experts are recognizing its importance.

Social Media Content

The influence of target audiences is also visible in terms of content. Target audiences

indirectly influence content through social media utilization. Experts claimed target audiences to be very important predictors of social media utilization. Organizations try to understand target audiences and how they use social media, and try to mirror this behavior to serve audiences’ needs. This is also translated to the social media content, as the content is channel specific and varies across platforms. Like Kietzmann et al. (2011) described, experts realize it

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has become very hard to grab the attention of the audience. Therefore, they think creativity is very important for social media content. Expert2A noted:

“If you want something appealing, you have to do something controversial.” This adds to the notion of Mangold and Faulds (2009) that organizations are challenged to stand out from the crowd to reach their audience. This challenge make organizations think strategically about their social media content. Because of the dynamic landscape, experts are not sure what content types work best tomorrow:

“What works today, won’t necessarily be successful tomorrow.”

Some experts mention authentic and honest content as important: being who you are as an organization, tell what you want to tell. They think authenticity is important, because

otherwise everyone would do the same. Authenticity also is an aspect researchers have found to be important. Organizations should create authentic content to stand out from the crowd (Kohli et al., 2015).

Target Audience

Target audience is an important factor for organizations utilizing social media. Both the social media strategy and social media channels + utilization are based on target audiences. In this way, target audience’s influence is quite huge. Several research has indicated social media is about people, and those people seem to hold power over the social media places (e.g. Fournier & Avery, 2011; Gensler et al., 2013). This dominance of people seems recognized by the experts, as they find target audiences extremely relevant for determining their social media activities. Interestingly, experts realize their social media activities have to be focused on the target audience to become relevant for them. This relevance is achieved by trying to

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your customers are” – is a phrase multiple expert mentioned. Next to this, understanding the audience is important to reach them effectively. This relates to the ‘cognize’-step described in literature. Organizations should understand both social media and their users, to effectively communicate with their target audiences. This involves understanding the channels that audiences utilize and how they use those channels (Kietzmann et al., 2011; Mangold & Faulds, 2009). Most experts have mentioned this and are putting the customer first in their social media activities. According to Fournier and Avery (2011), active listening is necessary to really understand customers. Expert1C confirms this and indicated that social listening is one of the most important factors for relevance. Knowing what the audience is up to, can only be achieved by listening to them. This then provides possibilities for a sense of direction. Social media strategies and the way organizations choose and utilize social media channels are found to be dependent on the target audience.

Social Media Strategies

In social media strategy determination, target audience is an important factor influencing strategy decisions. Also overall (communication) strategies of organizations is found to be very important. This confirms literature stating that communication strategies are the vital link between corporate strategies and communication plans (Steyn, 2000, 2004). The experts stated that overall/communication strategy and goals are leading for how social media strategies take shape and which directions are chosen. This is in line with Steyn’s (2012, p.286) model which predicted how corporate strategy, mission and vision influence communication strategies. Experts not just try to reflect or mirror the overall strategy, but really try to integrate social media in the communication strategy. Many experts recognize how social media can play an important role in achieving company targets, as research already indicated (Steyn, 2004; Tsimonis & Dimitriadis, 2014). This suits Kietzman et al.

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(2011), who describe how social media can help facilitating (overall) business goals. The fact that experts also recognize how seamlessly social media could fit in their overall

(communication) strategy, confirms theory (Heller Baird & Parisnis, 2011; Kietzmann et al., 2011). According to Expert3B, strategies should seamlessly connect to each other. Most experts do not just see social media as a translation of the overall strategy anymore, but think social media have found their way as an important factor. Just like several research stated, the overall strategies/objectives are closely linked to the communication strategies/objectives (Cornelissen, 2004, p.95; Foreman & Argenti, 2005; Steyn, 2000, 2004). This is also visible in the social media landscape, as experts described the influence of both overall strategies, communication strategies and overall objectives in social media strategy determination. The social media strategy itself is often both long-term and short-term. The trend among experts is that their organizations have a long-term social media strategy, which is often based on the overall (communication) strategy. The influence of this overall strategy is mostly visible in the long-term strategy, as there the long-term vision and objectives are being translated to social media. Both Retail experts explained this nicely, by saying:

“You know where you want to go, but not yet how you are going to get there. (…). You actually want to work toward some kind of Northern star.” – Expert7A

Expert7B described their strategy as a point on the horizon, a guideline towards reaching the vision and targets. In this way, the long-term strategy is often aimed at the future, just like overall (communication) strategies (Steyn, 2000; Wood, 2000). Expert2B mentions it is about a vision where social media is going and what their organization can do with it. Such long-term social media strategies are often present in the background and serve as guidelines. They are the visible translations of the overall (communication) strategy on social media. The long-term social media strategy is overarching and lies above specific channel utilization. This relates to Steyn (2000), who stated strategies as indications of what should be done, rather

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than how it should be done.

The short-term social media strategy, however, is more about the specific way social media channels are utilized. This contrast between the long-term and short-term social media strategies became clear during many interviews. The short-term strategy is basically the way the long-term strategy is filled in, specifically. The objectives and vision stay the same, but the creative implementation of social media channels is often campaign-, period- or channel-specific and could vary between those aspects. Cornelissen (2004, p.97) already described this distinction between long-term and short-term communication activities, by stating

communication strategies as general direction and communication plans/tactics more immediate and short-term. The short-term social media strategies therefore could be

characterized as communication plan/tactics, which are the concrete implementations of the strategy in more detailed and shorter-term plans (Cornelissen, 2004, p.97; Steyn, 2012, p.286). Experts explained that in managing social media such short-term strategies are

necessary to stay up-to-date and relevant in the always-changing landscape. This comes close to the ‘chase’-step, as described in the theoretical framework. Following trends and constantly looking for new possibilities to improve, are things described there (Kietzmann et al., 2011; Montalvo, 2011, p.93). Also, Fournier and Avery (2011) think social media strategies are discovered instead of constructed. As experts described there is room for flexibility in the short-term strategy, this confirms such research indicating flexibility and speed are important requirements for social media’s effectiveness (Berthon et al., 2012; Fournier & Avery, 2011). Long-term strategy is the framework which shows the direction, and the short-term strategy has the freedom to be creative and flexible, within the framework. Expert5B confirms this by explaining the necessity of flexibility:

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“We are trying to stay flexible. You shouldn’t stick to strings. That doesn’t suit within the current time at all, also not within the social media channels with all rapid changes.”

Many experts recognize that on social media, flexibility is very important. Therefore, setting up a concrete long-term social media strategy is almost impossible, as the landscape is

changing rapidly. Short-term strategies within the long-term strategy offer the perfect solution for responding to the dynamic landscape.

Social Media Targets

Findings indicate overall (communication) strategy plays its part in the determination of social media targets, contributing to Steyn (2012, p.268-269) who described how

communication objectives are developed by corporate objectives. Often, the overall strategy comes with certain objectives, which could be broad or specific. When translated to social media targets, the strategy could be (partially) based on those more specific targets. Such company targets differ per sector, as different sectors have different overall purposes, targets and strategies. Where some experts believe that social media must perfectly match all aspects of the funnel (e.g. awareness, engagement, sales), others say dialogue with the consumer or service is most important. The experts have mentioned divergent social media targets, small, big, vague and specific. This confirms literature that social media are applicable for many objectives. Some expert examples are: engagement, awareness, conversion, strengthen customer relationships, service, branding, social listening. Next to sector differences, targets could differ per organizational department, channel, content type, and more. Some experts stated that measuring social media targets is often difficult, which confirms statements by Larson and Watson (2011) describing the difficulty of social media measurements and their translation to bigger objectives .

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Data

Despite social media targets might be hard to measure, experts realize social media offer great opportunities to measure almost all activities. This opens doors for optimization, testing and innovation. As Expert7A noted:

“We’re on a gold mine of data, of course. We thus make use of it, as much as we can.” Most experts mentioned they use and implement data in their social media activities. This sounds logical, as the theoretical framework described the opportunities social media offer to gather data and customer insights. Experts realize the customer is more and more demanding; data provides relevance and insights what customers want. Also, the increasing budget turns out to be an aspect experts have to deal with, which is also recognized by Hoffman and Fodor (2010). Data provides proof and explanation for certain choices and helps to make fact-based decisions. Expert1B said:

“Without data you can’t justify what you’re doing.”

Almost all experts categorized data as an important factor in social media. On social media, you can directly see the impact and measure whether something works and touches people. In this way, data influences and helps optimizing the social media content and utilization, as you can instantly learn what works. Social media utilization generates data, so experts get insights on how to utilize the social media channels and what content works best. Based on data, improvements could be implemented. This matches almost perfectly with theory, as the ‘measure and adjust’ and mentioned trial and error processes are similar here. On social media, there is room for testing, learning and applying the learnings, and data provide input for this (Macnamara & Zerfass, 2012). Social media usage is often still experimental, which is confirmed by the interviews (Hays et al., 2013). As the experts described, social media data provide opportunities for trial and error activities and strategy

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optimization. Data therefore also influence social media strategies, as available data provide insights for strategic choices. Especially for the short-term strategy, data could provide direction. Bringing back the Northern star example of Expert7A, data could provide direction as ‘street lanterns’ to somehow guide the way. To find the star, it is important to always analyse results to tweak directions.

However data might be leading in this example, Expert5B says that although data is important, it should not be leading because not everything should be dependent on numbers. As Harper (1988) stated, just numbers are not enough, it is about what is happening between the numbers. Expert4C also mentions that data should not be leading when it is ambiguous, for example when data validity could be questioned. Khatri and Ng (2000) also questioned validity. Although data is perceived as a very important asset by many experts, they leave room for gut-feeling and interpretation. This indicates that trusting only data might not be the best option. Khatri and Ng (2000) highlight that forecasters still need to use intuition to gather and interpret data, to decide on future events. Expert4A emphasizes this with an example: “When you got the wrong captain on the ship full of data, you’ll just sink.

That’s something I believe.”

Intuition

This example describes the importance of intuition and gut-feeling. According to many experts, intuition is a very important factor for successful social media utilization. Especially for content choices, intuition often determines whether something will work or not. Because new content formats create uncertain environments, intuition can be useful (Agor, 1986). Many experts believe their intuition is one of the best indicators to determine whether something (e.g. content) works or not, based on experience and gut-feeling. Ford and Gioia (2000) predicted creativity in flexible situations. As social media is flexible, it seems logical

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experts judge content based on creativity and intuition. Also, some experts stated that intuition and gut-feeling contribute to the strategy. This confirms literature about how intuition can play its role in management surroundings.

Expert1C was a big advocate of intuition and stated that emphatic abilities and gut-feeling will always remain important, among others because good social listening is crucial. “No computer or data specialist can listen closely to how people talk about things.” – Expert1C

Gut-feeling is based on years of social listening and experience. All social media activities contribute to intuition and gut-feeling, as they add to experience. Gut-feeling is your radar which guides you in the right direction. Expert1C addresses an example with trendsetters: “Watch trendsetters. How do trendsetters determine what the trend will be? They just don’t have any data. They don’t have a giant computer that’s calculating everything.” Trendsetters usually set the trend, they are leading by example. Expert3C indicated that trends and expectations on those trends are led by expertise and gut-feeling. Also, many experts recognize that testing and the courage to try innovative things are led by intuition and gut-feeling. According to Expert3B, there will always be a feeling- and courage-element in social media. “It always starts with an idea.” – Expert4B adds. Expert2A addressed that social media “is no science, unfortunately”, which indicates that not everything could be based on research. According to Expert4A, the lack of predictive data makes intuition important. These findings confirm related literature that intuition is an important factor in uncertain and dynamic

environments (Agor, 1986; Harper, 1988; Khartri & Ng, 2000). By investigating the uncertain and dynamic social media landscape, the current research contributes to stated literature from decades ago, which indicated intuition as an important factor in management. Additionally, Expert4B indicated that creativity will remain important in communication departments.

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Expert7B predicts gut-feeling becomes more and more important. “You just need a feeling for what works.” – Expert7B

The expert added that gut-feeling falls or stands with trust and that gaining trust is important: “I get a lot of trust, so I can make feeling-based decisions. When I’m wrong

sometimes, I can say I followed my feeling. (…) That doesn’t matter, you have to learn from such events.”

As Ford and Gioia (2000) stated, creativity and thus intuition are enhanced earlier in a trusting context that supports creativity and risk-taking. This perfectly suits Expert7B’s description. Especially because there is money involved, trust is important. Expert2B noted that trusting on just gut-feeling is no longer acceptable. It might have been the basis for their organization’s success on social media, but times are changing:

“In the beginning, we were a little bit messing around. (…) That’s also why we became so big, I guess. But in the meantime, such big budgets are invested; now also our management wants to see what it eventually produces.”

Intuition & Data

There is something to say for the importance of both data and intuition. Interestingly, both seem to have its influence. The way those two concepts relate to each other is described by the experts: “data and intuition go hand in hand”. Multiple experts mentioned this and stated that the combination of data and intuition creates a good mix. According to Expert6B, data or intuition cannot be effective independently, they have to supplement each other.

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The mentioned mix between data and intuition is best described as a cause-effect. Intuition generates assumptions, innovative ideas and creative concepts. Subsequently, data generates insights to judge and test those assumptions; it serves as evidence for the intuitive ideas. Expert7B stated that gut-feeling often tends to try-out and test, with data as the confirmation or rejection of those ideas. According to Kleinmuntz (1990), managers confirm their ideas by using data. Additionally, others stated that managers want to legitimize their intuitive

decisions by using data, to rationalize their decisions (Prietula & Simon, 1989; Sadler-Smith & Shefy, 2004). Just as literature rightly predicted intuition’s importance in dynamic

environments, research also indicated how data can serve as evidence and confirmation for intuitive ideas. These indications are now confirmed in social media settings. With data as the confirmation/rejection of intuition, both concepts definitely go hand in hand. Especially in social media, this constant trial and error is very useful for organizations to measure their effectiveness and test their ideas.

Most experts mentioned there will always be a mix of data and intuition in social media, because of these opportunities. They think substantiation of ideas/concepts is very important. Expert2B indicated that with rising budgets, just gut-feeling is not enough anymore. Justification is needed and data provide this justification. Consequently, Expert4C stated that you will be judged on the results, not on creativity. The mix also influences the social media strategy. As described, when heading towards the point on the horizon or Northern star, you know where you are going, but not yet how to get there. According to Expert5B, data sets the boundaries of the road. Within those boundaries, there is room for creativity. This explains the flexible short-term social media strategy many experts described. According to Expert4A, predicting the future is still very hard by just using data. Therefore, gut-feeling and intuition remain important. Expert5B thinks there should always be room for development and innovation, and adds:

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“I think it should be like fifty-fifty. When you always let data lead, I don’t know

whether you still can pursue nice, spontaneous things, that possibly also could be very good.”

Kleinmuntz (1990) already found a combination, 50/50, as most effective option. According to Khatri & Ng, combining analysis and intuition could be very effective in strategy

determination. As experts noted, intuition and data go well together, especially for the short-term strategy. The short-short-term strategy could be implemented by using both intuition and data to come up with creative and innovative ideas in the flexible landscape. The data will judge those ideas and gives a further sense of direction, towards the Northern star.

Conclusion & Discussion

The findings of this research can be summarized in the developed conceptual model (figure 1) that visualizes the findings obtained from expert interviews and thus visualizes an answer to the research question. The question was how social media managers are establishing

communication strategies for their social media utilization and what factors are influencing social media management.

The model visualizes how dynamic social media management could be and provides both academics and professionals with input on how social media are managed. Social media are sometimes characterized and described as unmanageable communication tools for

organizations, but the opposite is true. Of course, social media are and possibly will always remain the dynamic and fast-changing platforms made for people, instead of organizations. But still, experts have successfully found their ways by developing strategies to effectively manage social media for their organization and to interact with their audiences.

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Figure 1

The Dynamic Circle of Social Media Management

With the input of overall strategies and objectives (upper-left quarter), social media targets and long-term social media strategies were developed. Interesting to note here, is that this might have more in common with ‘traditional’ communication strategies than expected. Just like communication strategies, social media strategies are found to be based on corporate strategies, which provides support for research that described the link between corporate strategies and communication strategies as vital (Steyn, 2000, 2004). This link is not just a translation, but rather a seamless integration (Heller Baird & Parisnis, 2011; Kietzmann et al.,

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2011). Social media can also play an increasingly important role in contributing to business goals, however experts realize targets could be hard to measure. Such targets, broad or specific, have found themselves to be predictors of both social media strategy and social media channels/utilization. Social media strategies are partially based on (overall) objectives and targets, which confirms the potential communication tools like social media have to achieve such objectives and targets. This contributes to literature that indicated

communication as valuable tools which could contribute to corporate objectives (e.g. Dolphin & Fan, 2004; Steyn, 2004). Social media targets thus provide direction for strategy and utilization, to achieve those objectives.

Target audience also influences both social media strategy and social media channels/utilization. Target audiences are found to be extremely important for what social media channels are being utilized and how social media strategies want to reach and attract audiences. As social media is about people, listening to them is very important to understand their needs and behavior (Fournier & Avery, 2011; Kietzmann et al., 2011; Mangold & Faulds, 2009). Professionals should not underestimate the power of the audiences, and that social media are about relevance and interaction. Just like in normal interactions, they should listen and understand before sending.

In the lower half of the model, data and intuition are found to be influencing social media strategy, social media channels/utilization and social media content. Both concepts have its influence on social media management. Because social media data provides instant insights and optimization input, professionals can improve and experiment with their social media activities and strategies. This confirms that social media offer room for testing, learning and applying the learnings: trial and error (Hays et al., 2013; Macnamara & Zerfass, 2012). However, experts realize data is sometimes limited and cannot be trusted solely (Khatri & Ng, 2000). Individuals can still foresee, interpret and understand situations better than computers.

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There should always be room for intuition, creativity or gut-feeling in social media activities. By adding insights from a social media perspective, it is found that intuition can definitely play a role in high-velocity environments like social media. As social media are considered as new management surroundings compared to research from decades ago, the current findings confirm research which already indicated intuition’s role in management decision making, especially in uncertain and dynamic environments (Agor, 1986; Eisenhardt, 1989; Harper, 1988; Khartri & Ng, 2000).

Additionally, findings indicate data and intuition go hand in hand, as data could serve as confirmation/rejection of intuition (Kleinmuntz, 1990; Sadler-Smit & Shefy, 2004). This constant testing of creative and intuitive ideas, helps building intuition. Combining the concepts could be effective in the social media landscape and provides useful input for flexible short-term strategies. The flexible and uncertain landscape makes social media strategies both short-term and long-term. The long-term strategy is the point on the horizon where you want to go, based on objectives and vision. The short-term strategy is the way you are going to get there. In communication strategy literature, there was something to say for both long-term and short-term communication strategies. The current research found both can work together. In this way, the current findings contribute to such literature. Adding to the notion that adaptive and responsive strategies are necessary to ensure a fit between

organization and environment (Cornelissen, 2004, p.97-98, Steyn, 2000, 2004), it is found that the always-changing social media environment indeed needs short-term and flexible strategies to stay in between the lines of the long-term strategy. This provides new insights into how social media are managed and how social media strategies function, which contributes to social media management literature and opens doors for future research in social media management. Future research should focus on this interesting viewpoint that the uncertain and flexible social media landscape comes with great opportunities for both data and intuition to

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play their part in strategical social media management. More practical viewpoints should be taken into account, to generate potential future research directions, as organization could be very innovative with new social media activities.

Throughout this conclusion section, some professional implications have been mentioned already. The main message professionals should remember, is the following: Social media will probably always keep on changing the way organizations communicate with their audiences. Professionals should always follow these trends and stay up-to-date of innovative new possibilities. This research has indicated that in the always-changing and dynamic social media landscape, short-term strategies are important factors for contributing to more long-term strategies and objectives. Because quick adaptation and flexibility is needed, planning too far ahead is not possible. Organizations should focus on the short-term

possibilities of social media and interact with their target audiences the way those audiences want organizations to interact with them. Following the audience is therefore extremely relevant to keep on following trends and chasing opportunities. When new platforms rise, or new tools launch, professionals should always think like the customer when deciding to use it or not. Professions should use their intuition to guide them through undiscovered

environments, and data to confirm or reject those creative ideas. In the social media

landscape, there is no definitive guarantee for success, yet. So if something does not feel right or intuition whispers to do something extraordinary, professionals should not underestimate the importance of intuition and follow it. Only by following those creative thoughts,

combined with all other factors, social media can be used to its full potential. Ultimately, we are all trying to figure out how to implement social media in a way that suits how we

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