Journal of Transnational Management, 19:138–151, 2014

Copyright # Taylor & Francis Group, LLC

ISSN: 1547-5778 print=1547-5786 online
DOI: 10.1080/15475778.2014.904658

Social Network Marketing Strategy and

SME Strategy Benefits

HELENA NOBRE
University of Aveiro, Aveiro, Portugal and iMarke, Research in Marketing and Strategy,
Braga, Portugal

DANIELA SILVA
University of Minho, Braga, Portugal

The study explored what benefits to small or medium-sized firms

(SMEs) could be derived from the development of a social media
marketing strategy. Results indicated that Facebook can facilitate
communications between SME companies and customers, and
can also be an important tool in creating brand recognition and
broadening awareness. The importance of developing a thought-
fully designed strategy was cited, as SMEs often lack sophisticated
marketing or business plans. The positive study results suggest that
SMEs can derive benefits from a SN (social network) strategy and,
in particular, Facebook was shown to be an important channel
that enabled small and medium-sized companies to advertise their
brands without requiring large budgets. Facebook presents itself as
a unique environment that can enable businesses to increase
prospective clients and also offer current consumers a closer
relationship to the company. As such, the study indicated that
presence on social networks can have an important role in both
relationship development and increased sales=membership.

KEYWORDS Facebook, small medium companies, SME, social

networks, strategy

While the need for a social network (SN) marketing strategy has been
explored with large firms, little exploration has been undertaken to

Received December 2013; revised January 2014; accepted February 2014.

Address correspondence to Helena Nobre, Department of Economics, Management, and
Industrial Engineering, University of Aveiro, Santiago Campus, 3810–193 Aveiro, Portugal.
E-mail: [email protected]

138
 Social Network Marketing Strategy and SMEs 139

determine their usefulness to small (<50 employees and 10 million in sales)

or medium (<250 employees and 50 million in sales) enterprises (SMEs). The
intent of this study was to examine the potential benefits to an SME that could
be derived from a social network strategy.
The importance of a social network strategy for a small or
medium-sized firm emanates from the explosion of online social networks
that allow information to be disseminated in different ways and sociability
to take new directions. An additional significant benefit to the SME is the
relatively inexpensive cost of a relatively sophisticated SN strategy that con-
nects the firm directly to current and potential consumers. Social network
sites provide a way to be closer to consumers with the added benefit of
not needing to go through ‘‘ ‘gate keepers’’ ’ to transmit information, having
the ability to communicate in an easy and accessible way (Hennig-Thurau
et al., 2010).
There are several important online social networks where millions of
users interact daily. Facebook, Twitter, and Kurkut are among the most
widely used. The study focused on Facebook, with 90 million members,
due to its heavy European influence as well as its importance in Portugal
where the study was conducted. Currently, there are 4,644,220 Facebook
users in the Portugal, which makes it number 39 in the ranking of all
Facebook statistics by country. Facebook penetration in Portugal is 43%
in relation to population and 85% in relation to Internet users. The largest
age group is currently 25–34 with 1,214,920 users, followed by users aged
18–24. Meanwhile, 51% of the Facebook users are male and 49% are female
(Social Backers, 2013). Perhaps one reason for Facebook’s popularity is
that Facebook, compared to LinkedIn and ASmallWorld, offers the most
comprehensive tools for personalization and a larger management of the
profile on the network (Papacharissi, 2009).
Companies recognize that social networks represent a new way to
communicate with consumers, allowing a company to extend its communi-
cations, develop a reputation, and promote firm image (Becker, Nobre, &
Vijay, 2013). It would seem natural then that firms would look to this channel
to promote their brands, communicate with customers, and increase sales
(Burson-Marsteller, 2010).
The importance of SN is well stated by Facebook promotional materials,
which point the benefits to firms that use their platform. Stressing the impor-
tance of WOM (word-of-mouth) marketing, the Facebook site notes the follow-
ing benefits of using Facebook in social network strategy (Facebook, 2013).

1. Customized news feed based on users’ personal information and inter-

actions, which indicates what they may like.
2. Brand recognition means that you stand on a huge public platform, where
every eye can be focused on you, resulting in image building of your
brand or service.
140 H. Nobre and D. Silva

3. Facebook fan box is a persuasive tool through which e-mail recipients or

website visitors can easily become your fan and follow your business
page.
4. Effective brand monitoring allows the firm to counter misconceptions or
negative comments or opinions about your company by directly addressing
them.
5. Increase search engine rankings because all data can be made public so
by using major brand key words a company page can come up on top
on Google or Yahoo search engines.

Social networks appear to be an exceptional tool for companies to com-

municate with consumers due to the speed with which information circulates
and the low costs associated compared to traditional marketing. Of particular
importance to a firm is the ease of consumer feedback. Focus groups are
becoming a tool of the past as firms with solid consumer recognition can
solicit information directly from hundreds of interested Facebook fans. The
power of social media lies in its viral nature, so it is one consumer relating
to another that quickly spreads the marketing message throughout the Inter-
net. While WOM can work against the brand in a negative way, a carefully
monitored SN strategy is amply justified (Becker, Nobre, & Vijay, 2013).
Although the nature of SNs is dramatic, the preponderance of research
still focuses on the more traditional marketing concepts. Gil-Or (2010) states
that in the area of online social networks, particularly in Facebook, there
is little academic research related to marketing and business. In this sense,
to study how companies work their image, communication, and relationship
management, specifically in the context of Facebook, provides an important
contribution. This is even truer in the case of small and medium-sized firms.
It is also important to recognize how social network strategy can be used in
small nations, as most research tends to focus on North America or the more
industrialized nations of Europe, such as the UK and Germany. The purpose
of the study was to explore how SMEs are using social networks in a small,
less-developed nation (Portugal) to determine what lessons could be
ascertained for other similar nations and firms of similar size. To this end,
the study addressed three questions:

1. Do social networks have an impact in management strategy for small

medium Portuguese enterprises?
2. Does a company’s presence on a social network help improve communi-
cation with the firms’ current and=or potential consumers?
3. Will a presence have a positive impact on the relationship that the
consumer establishes with the firm=brand?

In the process of online communication WOM plays a central role in the

dissemination of new products and services where their intangibility makes
 Social Network Marketing Strategy and SMEs 141

sharing the experience even more important to consumers (Gil-Or, 2010).

Brown and Reingen (1987) further reinforce the crucial role WOM plays in
consumer attitudes and behaviors.
WOM is a very prominent communication tool on the Internet; this
presents itself as a privileged means for consumers to share their opinions,
as well as preferences and experiences (Trusov, Bucklin, & Pauwels,
2009). Graham and Havlena (2007) contend that the interest in the power
of WOM can be traced to the advent of the Internet, which facilitated
the sharing of information from consumer to consumer regardless of time or
location. They argue that the online opinions of consumers can be long lasting
and far reaching, demonstrating effects on purchase choice. Hyllegard, Ogle,
Yan, and Reitz (2011) also emphasize that consumers seem to rely more on
the opinions expressed in social media than in the information generated
and shared by companies themselves. Based on these ideas the following
hypothesis was formulated.

H1: Small medium enterprises will benefit from the impact of WOM on
social networks.

It is clear that Facebook provides a company with a unique opportunity

to communicate with a collection of consumers who have a personal interest
in the company’s products and brand. With this knowledge, Facebook
can contribute to better understanding of the product and the sharing of
experiences related to satisfaction or dissatisfaction with the product
(Hyllegard et al., 2011). Facebook also allows for greater social activity
between users and simultaneously helps businesses through direct dialogue
to interact with existing and=or potential customers (Deloitte, 2012). Through
social networking WOM consumers can share their experiences with the
products in a unique way (Soares, Pinho, & Nombre, 2012). The importance
of SN in discussing products and services led to the following hypothesis.

H2: Social networks are an important means of enabling consumers to

share information about a product=service.

Soares et al. (2012) state that for consumers to decide to communicate

with companies they must feel comfortable with sharing personal information
and free to provide direct company=product comments. Kaplan and Haenlein
(2010) also corroborate this idea, arguing that companies must deliver
their message in a coherent and consistent way. Reinartz, Krafft, and Hoyer
(2004) conceptualize Customer Relationship Management (CRM) at the client
level and believe there are three stages of relationship developed with the cus-
tomer (initiation, maintenance, and end). It is important that firms recognize,
in their communication, which stage the customer represents.
Gil-Or (2010, p. 22) states that ‘‘in order to build the level of trust
and transparency that is needed for the consumers to feel comfortable with
142 H. Nobre and D. Silva

companies participating in what is considered a not commercial environment

(such as Facebook), companies should invest in doing Relationship
marketing right.’’ When this is accomplished McKeefery (2008) states that
social networks such as Facebook can provide a powerful presence for the
firm, which according to Zhang (2010) can serve to build strong relationships
between potential and current consumers. Based on this assumption a third
hypothesis was formulated.

H3: The level of communication in social networks reflects the quality of

the relationship that companies have with consumers.

In a study conducted by Deloitte (2012), Facebook was found to enable

companies to focus advertising toward a specific group of user once the site
visitors had become fans of the firm. Through monitoring the communication
between consumers and engaging visitors, companies are able to promote the
brand where it is most effective and meaningful in order to generate awareness
and new sales. According to Urde (1999) a brand is inseparable from the
company, so the effective use of brand sites can create an environment where
personal interactions about a product=service can result in increased brand
value. Social network sites can be effective in developing personal relation-
ships with the firm=brand, which can serve to assist consumers to identify
with the brand, thus making it different from others and, at the same time, help
the company to differentiate itself from the competition (Grönroos, 2001).
Familiarity with the brand happens when the consumer formulates
favorable, strong, and unique brand associations (Keller, 1993). These build
brand image and, simultaneously, the construction of value. Social networks
are an important channel in the management of the company’s reputation,
which for this discussion could be equated to brand value (Becker et al.,
2013). This leads to the following hypothesis.

H4: The presence of small medium enterprises in social networks will have
a direct impact on the brand familiarity of these firms to the consumer.

If the consumer is satisfied there are more chances to be loyal or engage

with the brand and buy it whenever needed (Bloemer & Kasper, 1994).
A study by Deloitte (2012) determined that a company’s Facebook page
can increase knowledge about the brand and about the company’s activities,
enabling the company to interact through direct dialogue with existing or
potential consumers and can promote the firm’s links to company websites.
By increasing traffic on the company website, Facebook has been respon-
sible for helping increase sales. Facebook offers a firm the ability to advertise
to a particular consumer group focusing messages that meet their specific
needs and tastes (Deloitte, 2012). In addition, the less formal communication
format allows the company to connect with consumers and ‘‘tell a story’’
 Social Network Marketing Strategy and SMEs 143

about the identity of the brand or product, thus helping to convert customers
into loyal advocates of the company (Burson-Marsteller, 2010). This led to
the final hypothesis.

H5: The direct contact with consumers through social networks

generates greater involvement, resulting in s a direct impact on
brand loyalty intentions.

Virtual brand communities in social network sites have received

increasing attention from both academia and industry. A study of 333 virtual
brand community members in Korean social network sites suggests that mem-
bers of brand communities have six primary social and psychological motives
for engaging in virtual community activities: interpersonal utility, brand loyalty,
entertainment seeking, information seeking, incentive seeking, and conveni-
ence seeking. Among them, brand loyalty acts like the facilitator who sets up
an essential connection between real world and the intangible cyber network.
It was noted that members of consumer versus marketer-generated brand
communities had both similarities as well as differences in terms of the
extent of community participation and the levels of community commitment,
satisfaction, and future intention (Sunga, Kima, Kwona, & Moona, 2010).

METHODOLOGY

A qualitative approach was chosen as the best method since this methodology
appears when there is a ‘‘need to get meaning and in depth’’ (Carson, Gilmore,
Perry, & Gronhaug, 2001, p. 69). According to Neale, Thapa, and Boyce (2006)
one of the main advantages of studying the case is that this method enables
access to more detailed information compared to other methods, therefore
providing ‘‘a more complete picture’’ of what happened in that particular
‘‘context, and why.’’
The use of social networks as a management tool, particularly for small
medium enterprises, is a recent development and scientific literature remains
scarce (Gil-Or, 2010). Yin (1994) states that the exploratory multiple-case
study is an appropriate, and perhaps the best method when undertaking this
type of investigation. The multi-case analysis has several advantages as
multiple firms can indicate trends and offer insights that a single case study
is not capable of doing. Herriott and Firestone add that ‘‘evidence from
multiple cases are considered more compelling and comprehensive . . . being
being more robust’’ (Herriott & Firestone, 1983, cited in Yin, 2001, p. 68)
the study offered greater support for generalization as the four companies
represented different business sectors.
Yin (1994) notes that the case study fits in the investigation when
a ‘‘ ‘how’ or ‘why’ question is being asked about a contemporary set of events
144 H. Nobre and D. Silva

over which the investigator has little or no control’’ (Yin, 1994, p. 9). Building
on this, the researchers believe that the multi-case method is well suited for
and can be applied to investigations that have an initial exploratory hypo-
theses that can be studied and developed to provide future insights into
broader research activities. The research was designed to investigate how
social networks impact the strategy of small medium Portuguese enterprises.
The format was to analyze four cases using semi-structured interviews, and
later on elaborating a ‘‘cross-company case’’ where each company was
analyzed and compared to ascertain the expectation of patterns relating to
either social network strategic designs or outcomes.
Four small medium Portuguese enterprises were selected based on four
specific criteria:

1. companies had to be present on Facebook;

2. companies had more than 250 ‘‘likes’’ on their pages;
3. were selected companies that operated in different areas, two of which
offer products and the rest falls in the services area; and
4. the geographical location of firmsall located in the northern region of the
country, in order to give facility and access to company managers to be
interviewed.

Consistent with the exploratory nature of the study, the collection of

data was made by semi-structured management interviews.
A detailed script was divided in three parts: (1) the reasons that led the
company to be present on Facebook; (2) the way management is implemen-
ted in Facebook, and (3) the advantages that the company derived from its
presence on Facebook. In addition, secondary data was obtained from the
company managers=directors.

THE EMPIRICAL STUDY

Four SME Portuguese enterprises were selected for the multi-case study:
ACIAB, Braga Pop Hostel; Brb. Artesanato Urbano (Brb. Urban Craft), and
MARKA–Vinhos do Douro (Table 1).
The ACIAB is a business association, founded in 1911, and its goal is to
promote business development in the region providing assistance to firms
to adapt in the current market as well as providing tools to compete and
innovate. ACIAB has more than 1,000 associates (companies) in different
branches of business, from trade, industry, and services.
Braga POP Hostel is the first hostel in the city of Braga, in an early
differentiating aspect of the brand, and desires to position itself as a local
informal housing alternative that is close to the customer and youth culture.
 Social Network Marketing Strategy and SMEs 145

TABLE 1 Description of Companies Studied

Braga Pop Brb. Artesanato MARKA–Vinhos

ACIAB Hostel Urbano do Douro

Location Arcos de Braga Viana do Castelo Porto

Valdevez=
Ponte da Barca
Business Activity Economic Local hosting Manufacture and Production of
Organization of short sale of jewelry wines
duration (craft)
Product Type Intangible, Intangible, not Tangible, Tangible,
durable durable durable perishable
Beginning of 1911 2011 2006 1991
Activity
Initial Presence May 2010 July 2011 May 2010 April 2010
on Facebook
Number of fans 256 714 1.308 5.721
on Facebook
page: March
2012
Number of friends 4.899 1.259 610 It has no
on Facebook profile page
profile page:
March 2012

Brb. Urban Craft produces an urban crafts adapted to constantly

changing consumer habits and their search for something unique. Creativity
and innovation are the hallmarks of the company as well as environmental
concerns, having a clear careful selection of materials used in the various
manufactured parts.
Durham Agrellos Wines S.A. was founded in 1991 but the name
‘‘MARKA’’ appeared only in 2004. This was at the time of the introduction
of the wine ‘‘Doc Reserva 2002’’. MARKA markets an extensive range of
wines including, red, white, and classic blends, and has received several
medals in European competitions.
All the selected cases are from the north of Portugal, for the data
collection facility. Companies have a philosophy of being proactive; that is,
despite being very small and not having extensive resources, they adapted
themselves to the circumstances and got into the market with a clear vision
of what they represent and how they intend to place regarding the compe-
tition. These companies are concerned about their brands.
All firms are active Facebook sites, which allows them to communicate
to a large number of individuals. Membership is simple, requiring only user
registration and an Internet connection.
The cases of the research are summarized in Table 1.
146 H. Nobre and D. Silva

TABLE 2 Purpose of Company Facebook Page

Braga Pop Brb. Urban Douro

ACIAB Hostel Craft Wines

Expand awareness by WOM X

Share information about the company X X X X
Greater coverage of consumers at territorial level X X X X
Manage negative WOM impacts X X

RESULTS

Managers had different aspirations for their Facebook page (Table 2). Only
one desired to have the site expand the number of interested viewers
(ACIAB). This is an understandable goal for them, being an association
membership-based company. Two firms of the four expressed a desire to
mitigate the effects of negative WOM comments on the site. Although the
international aspects of the Internet and Facebook are widely discussed, it
is interesting that all firms desired viewers to share information about their
company and to obtain a greater fan base from the local area.
The first aspect is reflected in how WOM appears in Facebook; in the
four cases, the site seems to present itself as a means of fostering the sharing
of information about the company and a wider range of consumers’ territorial
level as well, because the companies have visitors from various parts of the
world.
The purpose of the company Facebook page varied among the firms.
The firm ACIAB had a different outcome objective than the others, being
a not–fo- profit organization whose goal was not revenue based but rather
to assist firms in the region through seminars and consulting. As such, it
was the only firm with the objective of creating a viral environment to spread
information among members about organization operations. All firms shared

TABLE 3 Objectives of Company Facebook Page

Braga Pop Brb. Urban Douro

ACIAB Hostel Craft Wines

The importance of formulating questions X X X X

and exchanging dialogue with consumers
Act as a channel framed in the X X X X
communication strategy of the company
Importance in organization and promotion X
of company events
To assist in understanding the consumer X X X
profile
Importance in consumer relationship X
management
 Social Network Marketing Strategy and SMEs 147

TABLE 4 Benefits the Company Reported as a Result of Their Facebook Page

Braga Pop Brb. Urban Douro

ACIAB Hostel Craft Wines

Increased knowledge about this company X X X

Increased traffic on the company website X
Increased traffic on the company’s Facebook page X X X X
Increased number of clients X X
Act as a channel for brand loyalty X
Increased the sales volume X X

the objectives of sharing information about the company and gaining local
customers. Only Urban Craft and Douro Wines felt that the Facebook page
should manage the effects of negative WOM responses (Table 2).
The objectives of the Facebook site also varied among the different
firms but each firm appeared to have a developed strategy based on the type
of firm and desired outcome of Facebook interaction (Table 3).
The outcomes of site ownership varied among the firms and three of the
four met either increased sales or membership results. Table 4 depicts the
reported benefits to the different firms coming from their Facebook page.

CONCLUSIONS

When the objectives of the different company Facebook pages were

analyzed it was determined that only ACIAB had the objective of organizing
member events, which is consistent with its mission. All firms reported
that the site should engage consumers in dialog and be part of the company
communication strategy. Braga Hostel, Urban Craft, and Douro Wines stated
that the site should act to find ways to understand the consumer profile and
only Braga Hostel desired the site to further consumer relationship. It is
worthwhile to note that two firms wanted to use the Facebook site to better
understand the profile and desires of the consumer. When Urban Craft asked
consumers about a product preference, consumers responded they liked
the color of a product that had the least sales. Although only a single case,
this highlights drawbacks of taking consumer responses at face value. Such
contradictions are frequent and recalls the famous Coke survey in which
thousands of consumers reported a preference for ‘‘new Coke’’ but when
the firm introduced the product it was found that consumers rebelled,
demanding the reinstitution of their Coke Classic (see Table 3).
The Facebook strategy of the different firms, as well as their different
objectives, was reflected in the varied reported benefits of the company
Facebook page. Three firms (excluding Braga Hostel) noted increased
knowledge about the company, which indicates the ‘‘Facebook effect’’ of
Braga Pop Hostel may not be as effective as the others, but Braga Hostel
148 H. Nobre and D. Silva

found the site increased traffic. The only common benefit of four companies
in the case research is the increased traffic on the company’s Facebook page.
Only in one case (Braga Pop Hostel) was Facebook selected as a channel of
choice for establishing relationships with customers because this media
allowed the company to interact with the client in a unique way of immedi-
acy and interactivity that no another channel provided. This was consistent
with ACIAB’s object to increase membership and awareness of their offerings
and the site did increase the number of clients. As a membership organiza-
tion they would not be involved in sales; however, the significant traffic
on ACIAB’s website seemed to successfully lead to the wider customer basis,
as well as the better company acknowledgment. Determined by ACIAB’s
business model, which targets customers directly, the number of clients is
much more essential than sales volume.
Braga Hostel did increase brand loyalty and traffic but this did not
translate into increased sales. Both Urban Craft and Douro Wines increased
knowledge, traffic, and sales. What appears to be the case with these two
firms was that the increased sales came from different customer sources.
In the case of Urban Craft, who saw increased client number, sales came
from existing and new consumers. Actually, injecting energy in either
reaching out for new or keeping existing clients can be extremely acceptable
and help a small or middle-size company to expand. In the case of Douro
Wines, however, there was not an increase in new clients, pointing to the
increase in sales to come from existing consumers buying more products
(see Table 4).
For the first formulated hypothesis—H1: Small medium enterprises will
benefit from the impact of WOM on social networks—the results suggest
these firms can benefit from the impact of WOM on social networks. WOM
presents itself as a prominent factor for the Facebook users to learn about
companies and their products through the sharing of information and the
interaction that the site enables. It must also be taken into consideration that
the sites may generate negative communications about a firm that must be
taken into account, making it necessary for firms to monitor the sites care-
fully. It was suggested that when WOM is negative it can be minimized if
the content was taken from pages quickly and=or responded to effectively.
In consideration of H2: Social networks are an important means of
enabling consumers to share information about a product=service, the results
suggest that Facebook is a privilege channel for consumers to talk about
brands and their products and services. Companies can accentuate this trend
by promoting interaction between consumers and the firm through such
activities as contests and sweepstakes on its pages. Such actions would have
the objective of increasing the number of visitors interacting with the site.
Results concerning the third hypothesis, H3: The level of com-
munication in social networks reflect the quality of the relationship
that companies have with consumers indicate that each of the selected
 Social Network Marketing Strategy and SMEs 149

companies communicated on Facebook in a structured way in order to convey

the brand values clearly.
In regard to H4: The presence of small medium enterprises in social
networks will have a direct impact on the brand familiarity of these firms
to the consumer, the results indicated that Facebook plays a crucial role
in promoting the brand in online environments and is responsible for the
increased knowledge about the firm and its products=offerings.
An analysis of the final hypothesis—H5: The direct contact with
consumers through social networks generates greater involvement resulting
in a direct impact on brand loyalty intentions suggests that Facebook leads
to greater involvement with the brand and increases loyalty as evidenced
through increased sales and increased customers.
Thus, and given the above, regarding the main research question
How do social networks have impact in the management of Small Medium
Enterprises?, the results indicate that, in particular, Facebook is an important
channel that enables small and medium-sized companies to advertise their
brands easily and accessibly without requiringlarge budgets. Similarly,
this tool allows companies to communicate with consumers and establish
a relationship with them that will prove crucial for a greater involvement
and increased loyalty with the brand.
The study demonstrated that Facebook is a medium that facilitates and
expands communication with the consumer of small or medium- sized firms.
Working in an interactive environment and having tools that allow rapid
conversation between all parties, Facebook presents itself as a unique
environment that can enable businesses to increase prospective clients and
also offer current consumers a closer relationship with the company. As such,
the study seemed to indicate that presence on social networks can have
an important role in both relationship development and increased sales=
membership. It is noted that when companies promoted the firm in a creative
way that enabled consumers to interact with content (e.g., photographs,
texts, contests, sweepstakes, or promotions) consumers were more likely
to engage with the company and promote their products through WOM.
The diverse range of firms and objectives of the study demonstrated that
Facebook can be a useful, inexpensive, and dynamic part of a small or
medium-size firm’s business strategy. To do so, however, requires insight,
focus, a well-developed Facebook plan, an understanding of analytics and
the courage to engage the consumer in a meaningful, open manner.

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