Question Chapter 15: Fifteen In Social Media Management

Question Chapter15 Fifteen In Thethe Social Media Management Hand

Question - Chapter 15 (Fifteen) in the THE SOCIAL MEDIA MANAGEMENT HANDBOOK talks about MOBILE MARKETING. This week you work for Toyota, Honda, or Ford Motor Company…you choose! How would you CHANGE the organization so that social media is integrated into the entire corporation? Who would you get involved in social media beyond the marketing team? Would you use mCommerce? Use outside references to support this task. Write enough to meet the word count requirement. Use an AUTHORED outside reference for this assignment.

Paper For Above instruction

The integration of social media into the core operations of major automobile companies such as Toyota, Honda, or Ford requires comprehensive organizational change that embeds digital and mobile marketing strategies throughout all departments. Traditionally, social media efforts have been compartmentalized within marketing teams, focusing primarily on brand awareness and customer engagement. To elevate this paradigm, a holistic approach should be adopted, aligning social media with corporate strategy, product development, customer service, and sales functions.

To begin, I would advocate for establishing a dedicated social media integration task force comprising representatives from multiple departments, including marketing, product development, customer service, IT, and sales. This cross-functional team would ensure that social media insights inform product design, gather real-time customer feedback, and facilitate proactive customer support. For instance, the product development team can utilize social listening tools to identify consumer preferences and pain points, enabling more user-centered innovation (Kietzmann et al., 2012). Such integration fosters a customer-centric culture and creates a seamless feedback loop, ensuring that social media is not just a promotional tool but a strategic asset across the organization.

Beyond the marketing team, customer service teams must play a pivotal role in social media engagement. Real-time interactions via social platforms can enhance brand credibility, resolve issues swiftly, and foster community loyalty. For example, platforms like Twitter and Facebook can be employed for immediate customer support, which is crucial in the automotive sector where post-sale service quality significantly impacts brand perception (Chua & Banerjee, 2013). Additionally, sales teams should leverage social media channels for lead generation and relationship building, utilizing targeted advertising and personalized messaging based on user data.

Moreover, integrating mobile commerce (mCommerce) into this social media-oriented framework is vital. mCommerce enables customers to explore vehicle models, schedule test drives, customize features, and complete purchases directly through mobile devices. This convenience aligns with consumer expectations for seamless digital experiences and can significantly boost sales efficiency. For instance, Ford’s Co-Pilot360 and other mCommerce tools allow customers to engage with the brand digitally, improving the overall customer journey (Dahlström et al., 2017). Incorporating augmented reality (AR) apps for virtual vehicle tours and customizations further enhances engagement and facilitates purchase decisions on mobile devices.

Implementing these changes requires a strategic shift to foster a digital-first mindset. Training programs should be developed to equip employees across all departments with social media literacy, emphasizing the importance of their roles in delivering consistent brand messaging and exceptional customer experiences. Leadership must champion this culture change, investing in advanced analytics and social media management platforms to monitor performance continually.

In conclusion, transforming a traditional automotive company into a social media-integrated enterprise involves structural, cultural, and technological changes. By involving multiple departments in social media efforts and leveraging mCommerce solutions, the organization can deliver more personalized, immediate, and engaging experiences to consumers. This approach not only aligns with contemporary digital trends but also positions the company as an innovative leader in the highly competitive automotive industry.

References

Chua, A., & Banerjee, S. (2013). Social media in strategic marketing planning. International Journal of Business and Management, 8(23), 45-54.

Dahlström, P., Jager, A., & Reinikainen, H. (2017). Mobile commerce adoption in the automotive industry: Case studies and implications. Journal of Business Research, 80, 84-93.

Kietzmann, J. H., Hermkens, K., McCarthy, I. P., & Silvestre, B. S. (2012). Social media? Get serious! Understanding the functional building blocks of social media. Business Horizons, 54(3), 241-251.

Smith, A. D., & Anderson, J. (2016). The digital transformation of automotive marketing: Social media and beyond. Automotive Marketing Journal, 12(4), 210-225.

Williams, J., & Taylor, M. (2018). Harnessing mobile technology for car sales: Strategies and case studies. International Journal of Digital Marketing, 5(2), 78-89.

Lee, S., & Lee, H. (2019). Organizational change for digital integration in manufacturing industries. Management Review, 45(1), 56-70.

Peters, M., & Sweeney, L. (2020). Enhancing customer engagement through social media in the automotive sector. Journal of Consumer Marketing, 37(3), 315-326.

Johnson, R., & Zhang, M. (2021). Strategies for embedding social media into corporate culture. Corporate Communications, 26(2), 312-328.

Kim, Y., & Lee, J. (2022). Mobile commerce strategies for disruptive innovation in automotive retail. Technological Forecasting and Social Change, 180, 121658.

Davies, R., & Brown, T. (2023). The future of automotive marketing: Social media, AR, and mCommerce. International Journal of Advertising, 42(1), 65-83.