Opportunities and Challenges for Social Media Growth: A Case Study of Integra
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This paper examines the opportunities and challenges faced by Integra, a hypothetical organization, in leveraging social media for growth. It analyzes the company's social media strategy, highlighting key strengths, weaknesses, opportunities, and threats. The paper also explores the processes and technologies employed by Integra for social media management, focusing on their utilization of Facebook, Instagram, and YouTube. By examining Integra's case, the paper provides insights into the complexities of social media marketing and its impact on organizational growth and development.
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Opportunities and Challenges for Social Media Growth
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Opportunities and Challenges for Social Media Growth for Integra
In terms of finding the key opportunities with the maintenance of key growth and
development for Integra, the social media handlers and the networking supremacy is high end
capable. Surprisingly enough, it is found out through the empirical researchers that, in the
modern-day world, for the expansion of global business, organizations need to involve social
media to broaden their reach. Social media however has been found as a key solution to the
organizational brand management and operating as a pull marketing strategy for the
consumer and their extended consumer bases (Rugova & Prenaj, 2016). Following this, there
are a range of operational challenges too that can be faced by Integra regarding the employee
satisfaction and the employee retention, achievement and consumer loyalty and many others,
this can considerably damage the operational supremacy of the organization followed by the
lowered growth and development consistency (Jussila, Kärkkäinen & Aramo-Immonen,
2014). Here, in terms of identifying the key opportunities and the challenges that Integra
evidently have faced or can face in future, the SWOT model has been utilized and from there
the two key topics of opportunities and threats have been selected for further discussion.
Opportunities
First, in order to enhance the visibility specifically regarding the key campaigns or the
new initiatives taken up by the organization, social media have been one of the most
prominent measures for success and sustainability for Integra. As an opportunity of
growth, they have depended of the creation of online community that can be
potentially impactful for their future growth and development.
Secondly, social media has been used by Integra as a point of attraction and increased
focus for the consumers with their predefined aims and goals of the campaigns and
the events that will be further executed by the organization (Tsimonis & Dimitriadis,
2014).
Thirdly, their key utilization of the high-quality content in their advertisements has
also been viable for their key operation to effectively flow.
Fourthly, key website development and putting increased focus on the web trafficking
is another option for Integra to enhance the utilization of social media and remaining
in the gaining end.
In terms of finding the key opportunities with the maintenance of key growth and
development for Integra, the social media handlers and the networking supremacy is high end
capable. Surprisingly enough, it is found out through the empirical researchers that, in the
modern-day world, for the expansion of global business, organizations need to involve social
media to broaden their reach. Social media however has been found as a key solution to the
organizational brand management and operating as a pull marketing strategy for the
consumer and their extended consumer bases (Rugova & Prenaj, 2016). Following this, there
are a range of operational challenges too that can be faced by Integra regarding the employee
satisfaction and the employee retention, achievement and consumer loyalty and many others,
this can considerably damage the operational supremacy of the organization followed by the
lowered growth and development consistency (Jussila, Kärkkäinen & Aramo-Immonen,
2014). Here, in terms of identifying the key opportunities and the challenges that Integra
evidently have faced or can face in future, the SWOT model has been utilized and from there
the two key topics of opportunities and threats have been selected for further discussion.
Opportunities
First, in order to enhance the visibility specifically regarding the key campaigns or the
new initiatives taken up by the organization, social media have been one of the most
prominent measures for success and sustainability for Integra. As an opportunity of
growth, they have depended of the creation of online community that can be
potentially impactful for their future growth and development.
Secondly, social media has been used by Integra as a point of attraction and increased
focus for the consumers with their predefined aims and goals of the campaigns and
the events that will be further executed by the organization (Tsimonis & Dimitriadis,
2014).
Thirdly, their key utilization of the high-quality content in their advertisements has
also been viable for their key operation to effectively flow.
Fourthly, key website development and putting increased focus on the web trafficking
is another option for Integra to enhance the utilization of social media and remaining
in the gaining end.
Fifthly, utilization of the referral system or word of mouth marketing through the
social media has also helped Integra to potentially increase their key consumer bases
(Iqbal, et al., 2018).
Sixthly, social media being a convenient option for Integra in terms of cost
effectiveness and efficiency, they can enhance their strategic capabilities through the
social media channels to extend their outreach in the global market.
Finally, the power and enhancement of the social media marketing in the most unique
way has helped Integra to move the consumers towards them by altering their
previous choices of product and organizations. It has increased their competitive
advantages too in a more sustainable and constructive way (Kaplan & Haenlein,
2010).
Challenges
High end competition received from the global competitors have been the reason for
the growing challenge for Integra at large. As organizations are focusing on the key
content of the organization that is available in the social media, it is increasing the
operational tenacity of the organization to exaggerate their content, which is definitely
a malpractice for Integra.
Utilization of limited information is another challenge that has been faced by Integra
as with the lack of p[roper information the key reputation of the brand is being
lowered followed by the people’s distraction that is causing the organization to lose
their key retention power (Kärkkäinen, Jussila & Väisänen, 2010).
Lack of appropriate training and guidance followed by a p[roper learning environment
is being detrimental for the organization to keep up their competitive advantages
intact as it is causing lack of operational efficiency on the employee ends.
Thus, it has been found that, though Integra is operating in the market place with their social
media involvement strategy, here are significant challenges too that can impact their growth
and operational flexibility which can restrict their performance outcomes to a considerable
extent. To enhance the flexibility of operation, the organization needs to further crosscheck
the process and technologies that are involved in the entire procedure and this will be
discussed further.
social media has also helped Integra to potentially increase their key consumer bases
(Iqbal, et al., 2018).
Sixthly, social media being a convenient option for Integra in terms of cost
effectiveness and efficiency, they can enhance their strategic capabilities through the
social media channels to extend their outreach in the global market.
Finally, the power and enhancement of the social media marketing in the most unique
way has helped Integra to move the consumers towards them by altering their
previous choices of product and organizations. It has increased their competitive
advantages too in a more sustainable and constructive way (Kaplan & Haenlein,
2010).
Challenges
High end competition received from the global competitors have been the reason for
the growing challenge for Integra at large. As organizations are focusing on the key
content of the organization that is available in the social media, it is increasing the
operational tenacity of the organization to exaggerate their content, which is definitely
a malpractice for Integra.
Utilization of limited information is another challenge that has been faced by Integra
as with the lack of p[roper information the key reputation of the brand is being
lowered followed by the people’s distraction that is causing the organization to lose
their key retention power (Kärkkäinen, Jussila & Väisänen, 2010).
Lack of appropriate training and guidance followed by a p[roper learning environment
is being detrimental for the organization to keep up their competitive advantages
intact as it is causing lack of operational efficiency on the employee ends.
Thus, it has been found that, though Integra is operating in the market place with their social
media involvement strategy, here are significant challenges too that can impact their growth
and operational flexibility which can restrict their performance outcomes to a considerable
extent. To enhance the flexibility of operation, the organization needs to further crosscheck
the process and technologies that are involved in the entire procedure and this will be
discussed further.
Processes and Technologies for Social Media Marketing
The key process that is involved in the social media marketing management of Integra
contains nine steps at large which begins with the creation of a content calendar and ranges to
the upgrading of the social media platforms to achieve long-term success and sustainability
for the organization. Here in the case of Integra, it is found that, they have been potentially
dependent on the technological advancements (Constantinides, 2014). With 23 trained
employees in a team, the organization has extended their reach through the compass of the
business goals and objectives and have ensured the distinct social media platforms to be
viably maintained. Followed by this, they have segregated the responsibilities from
successful opening social media account to suitably managing the same (Trainor, 2012). This
have integrated their skill employee bases with the added advantage of proper social media
knowledge and insight. Thus, they have been able to effectively process the social media
intervention to determine their operational success.
Social Media Management Channels
For the social media intervention, the key channels that have been utilized by Integra are:
Facebook, Instagram and YouTube.
Facebook
For Facebook it is seen that, Integra is more dependent on this specific social media platform
as it is a high rising channel for Integra to extend their market reach and ensure their key
growth and development in the market. As statistics show that, the people following ne local
company page for at least once in a week, it is expected for Integra to potentially develop
their market through the same (Mosca & Civera, 2017).
Instagram
This is also expected for Integra to be a viable and ideal platform to develop their business.
This being the second most visited website across the globe certainly have the capability to
increase web trafficking for Integra. This will also enhance their operational efficiency and
market reach in future towards sales and increased brand recognition (Kankanamge,
Yigitcanlar & Goonetilleke, 2020).
The key process that is involved in the social media marketing management of Integra
contains nine steps at large which begins with the creation of a content calendar and ranges to
the upgrading of the social media platforms to achieve long-term success and sustainability
for the organization. Here in the case of Integra, it is found that, they have been potentially
dependent on the technological advancements (Constantinides, 2014). With 23 trained
employees in a team, the organization has extended their reach through the compass of the
business goals and objectives and have ensured the distinct social media platforms to be
viably maintained. Followed by this, they have segregated the responsibilities from
successful opening social media account to suitably managing the same (Trainor, 2012). This
have integrated their skill employee bases with the added advantage of proper social media
knowledge and insight. Thus, they have been able to effectively process the social media
intervention to determine their operational success.
Social Media Management Channels
For the social media intervention, the key channels that have been utilized by Integra are:
Facebook, Instagram and YouTube.
For Facebook it is seen that, Integra is more dependent on this specific social media platform
as it is a high rising channel for Integra to extend their market reach and ensure their key
growth and development in the market. As statistics show that, the people following ne local
company page for at least once in a week, it is expected for Integra to potentially develop
their market through the same (Mosca & Civera, 2017).
This is also expected for Integra to be a viable and ideal platform to develop their business.
This being the second most visited website across the globe certainly have the capability to
increase web trafficking for Integra. This will also enhance their operational efficiency and
market reach in future towards sales and increased brand recognition (Kankanamge,
Yigitcanlar & Goonetilleke, 2020).
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YouTube
This is certainly viable to enhance the growth through productivity and sales for Integra.
Video marketing done by YouTube can potentially enhance the operational viability of
Integra. This also evidently lowers the amount of consumer service inquiries to a potential
extent (Cade, 2018).
Thus, Integra can utilize these three media channels further too to enhance their key market
reach, operational sustainability and competitive advantage.
This is certainly viable to enhance the growth through productivity and sales for Integra.
Video marketing done by YouTube can potentially enhance the operational viability of
Integra. This also evidently lowers the amount of consumer service inquiries to a potential
extent (Cade, 2018).
Thus, Integra can utilize these three media channels further too to enhance their key market
reach, operational sustainability and competitive advantage.
References
Cade, N. L. (2018). Corporate social media: How two-way disclosure channels influence
investors. Accounting, Organizations and Society, 68, 63-79.
https://digital.lib.washington.edu/researchworks/bitstream/handle/1773/36518/
Cade_washington_0250E_15763.pdf?sequence=1&isAllowed=n
Constantinides, E. (2014). Foundations of social media marketing. Procedia-Social and
behavioral sciences, 148, 40-57.
https://www.sciencedirect.com/science/article/pii/S1877042814039202/pdf?
md5=c03caddb5c1171225959297df3fd6d8d&pid=1-s2.0-S1877042814039202-
main.pdf
Iqbal, M., Kazmi, S. H. A., Manzoor, A., Soomrani, A. R., Butt, S. H., & Shaikh, K. A.
(2018, March). A study of big data for business growth in SMEs: Opportunities &
challenges. In 2018 International Conference on Computing, Mathematics and
Engineering Technologies (iCoMET) (pp. 1-7). IEEE.
https://ieeexplore.ieee.org/iel7/8337998/8346308/08346368.pdf
Jussila, J. J., Kärkkäinen, H., & Aramo-Immonen, H. (2014). Social media utilization in
business-to-business relationships of technology industry firms. Computers in Human
Behavior, 30, 606-613.
https://www.academia.edu/download/54195753/jussila2014.pdf
Kankanamge, N., Yigitcanlar, T., & Goonetilleke, A. (2020). How engaging are disaster
management related social media channels? The case of Australian state emergency
organisations. International Journal of Disaster Risk Reduction, 48, 101571.
https://eprints.qut.edu.au/225937/1/Ruth%20Nayomi%20Elizabeth_Hewa
%20Heliyagoda%20Kankanamge_Thesis.pdf#page=227
Kaplan, A. M., & Haenlein, M. (2010). Users of the world, unite! The challenges and
opportunities of Social Media. Business horizons, 53(1), 59-68.
https://www.researchgate.net/profile/Andreas:Kaplan/publication/222403703_Users_
of_the_World_Unite_The_Challenges_and_Opportunities_of_Social_Media/links/
5a2cd570aca2728e05e0a561/Users-of-the-World-Unite-The-Challenges-and-
Opportunities-of-Social-Media.pdf
Cade, N. L. (2018). Corporate social media: How two-way disclosure channels influence
investors. Accounting, Organizations and Society, 68, 63-79.
https://digital.lib.washington.edu/researchworks/bitstream/handle/1773/36518/
Cade_washington_0250E_15763.pdf?sequence=1&isAllowed=n
Constantinides, E. (2014). Foundations of social media marketing. Procedia-Social and
behavioral sciences, 148, 40-57.
https://www.sciencedirect.com/science/article/pii/S1877042814039202/pdf?
md5=c03caddb5c1171225959297df3fd6d8d&pid=1-s2.0-S1877042814039202-
main.pdf
Iqbal, M., Kazmi, S. H. A., Manzoor, A., Soomrani, A. R., Butt, S. H., & Shaikh, K. A.
(2018, March). A study of big data for business growth in SMEs: Opportunities &
challenges. In 2018 International Conference on Computing, Mathematics and
Engineering Technologies (iCoMET) (pp. 1-7). IEEE.
https://ieeexplore.ieee.org/iel7/8337998/8346308/08346368.pdf
Jussila, J. J., Kärkkäinen, H., & Aramo-Immonen, H. (2014). Social media utilization in
business-to-business relationships of technology industry firms. Computers in Human
Behavior, 30, 606-613.
https://www.academia.edu/download/54195753/jussila2014.pdf
Kankanamge, N., Yigitcanlar, T., & Goonetilleke, A. (2020). How engaging are disaster
management related social media channels? The case of Australian state emergency
organisations. International Journal of Disaster Risk Reduction, 48, 101571.
https://eprints.qut.edu.au/225937/1/Ruth%20Nayomi%20Elizabeth_Hewa
%20Heliyagoda%20Kankanamge_Thesis.pdf#page=227
Kaplan, A. M., & Haenlein, M. (2010). Users of the world, unite! The challenges and
opportunities of Social Media. Business horizons, 53(1), 59-68.
https://www.researchgate.net/profile/Andreas:Kaplan/publication/222403703_Users_
of_the_World_Unite_The_Challenges_and_Opportunities_of_Social_Media/links/
5a2cd570aca2728e05e0a561/Users-of-the-World-Unite-The-Challenges-and-
Opportunities-of-Social-Media.pdf
Kärkkäinen, H., Jussila, J., & Väisänen, J. (2010, October). Social media use and potential in
business-to-business companies' innovation. In Proceedings of the 14th international
academic mindtrek conference: Envisioning future media environments (pp. 228-236).
https://dl.acm.org/doi/pdf/10.1145/1930488.1930536?
casa_token=ePb5x6o94pMAAAAA:6xcpRMlQ6eMY2biJo3gMzzmm4gL7zNjfhaBr
91yJ5YD6dJ1bUkteN-n_v0GNf9956aGmxTZDZHgL
Mosca, F., & Civera, C. (2017). Digital channels and social media management in luxury
markets. Routledge. https://doi.org/10.4324/9780203702048
Rugova, B., & Prenaj, B. (2016). Social media as marketing tool for SMEs: opportunities and
challenges. Academic Journal of Business, 2(3), 85-97.
https://www.researchgate.net/profile/Burim:Prenaj/publication/310607745_Social_me
dia_as_marketing_tool_for_SMEs_opportunities_and_challenges/links/
58337cf908aef19cb81cb394/Social-media-as-marketing-tool-for-SMEs-opportunities-
and-challenges.pdf
Trainor, K. J. (2012). Relating social media technologies to performance: A capabilities-
based perspective. Journal of Personal Selling & Sales Management, 32(3), 317-331.
https://doi.org/10.2753/PSS0885-3134320303
Tsimonis, G., & Dimitriadis, S. (2014). Brand strategies in social media. Marketing
Intelligence & Planning.
https://www.tuas.fi/media-en/filer_public/2015/01/05/brand_strategies_in_social_med
ia.pdf
business-to-business companies' innovation. In Proceedings of the 14th international
academic mindtrek conference: Envisioning future media environments (pp. 228-236).
https://dl.acm.org/doi/pdf/10.1145/1930488.1930536?
casa_token=ePb5x6o94pMAAAAA:6xcpRMlQ6eMY2biJo3gMzzmm4gL7zNjfhaBr
91yJ5YD6dJ1bUkteN-n_v0GNf9956aGmxTZDZHgL
Mosca, F., & Civera, C. (2017). Digital channels and social media management in luxury
markets. Routledge. https://doi.org/10.4324/9780203702048
Rugova, B., & Prenaj, B. (2016). Social media as marketing tool for SMEs: opportunities and
challenges. Academic Journal of Business, 2(3), 85-97.
https://www.researchgate.net/profile/Burim:Prenaj/publication/310607745_Social_me
dia_as_marketing_tool_for_SMEs_opportunities_and_challenges/links/
58337cf908aef19cb81cb394/Social-media-as-marketing-tool-for-SMEs-opportunities-
and-challenges.pdf
Trainor, K. J. (2012). Relating social media technologies to performance: A capabilities-
based perspective. Journal of Personal Selling & Sales Management, 32(3), 317-331.
https://doi.org/10.2753/PSS0885-3134320303
Tsimonis, G., & Dimitriadis, S. (2014). Brand strategies in social media. Marketing
Intelligence & Planning.
https://www.tuas.fi/media-en/filer_public/2015/01/05/brand_strategies_in_social_med
ia.pdf
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