SOCIAL MEDIA MARKETING

SOCIAL MEDIA MARKETING Researching Facebook marketing adoption factors among Norwegian health clubs Nikolai G. Høibo Supervisor Dr. Rotem Shneor Assistant Professor at the University of Agder This master s thesis is carried out as a part of the education at the University of Agder and is therefore approved as a part of this education. However, this does not imply that the University answers for the methods that are used or the conclusions that are drawn. University of Agder 2014 School of Business and Law 1

Acknowledgements ThisthesisisdedicatedtomybeautifulwifeCecilieandnewbornbabyOthilie.Thank youforsupportingme,encouragingmeandallowingmetodedicatesomuchtimeand effortintomywork.iknowyouaregladitisallover. Iwouldliketogivemysincerestgratitudetomysupervisor,AssociatedProfessorRotem Shneor.Withoutyourpatience,excellentadviceandhelp,Iwouldnothavemadeit.Your guidancewasprecise,richandexactlywhatineeded,whenineededitthemost. Itiswithpleasurethatthesefinalwordsarewritten,honestlyIwasnotsureifIwould evergetitdone.agreatburdenisnowleavingmyshoulders,anditfeelsgreat.ithink myparentsareproudto,thankyoumomanddad. Thanks Kristiansand,02.05.14 NikolaiG.Høibo 2

Abstract Thisthesisisaboutsocialmediafromabusinessperspective.Thepurposeistoexplore whatfactorsinfluenceadoptionofsocialmediamarketingamongowner/managersin smallandmediumsizedbusinesses.thethemeofthesisisbasedontheobservationthat therearemanybusinessesthatdonotuseit,despitethatprototypicalsocialmediasite, suchasfacebook,hasenabledbusinessesofallsizesandbudgetstoparticipate. Aresearchmodelwasdeveloped,inspiredbypracticalknowledge,researchaboutsocial mediaandaliteraturereviewoftechnologyadoptionfactors.wesuggestedfivefactors thatcouldinfluencesocialmediamarketingadoptionwithfacebook.fourofthese factorswereaggregatedconstructsthatweresynthesizedbasedonthefindingsfrom theliteraturereview.thesewerelabeledperceivedcompetitivepressure,perceived costs,perceivedcompetencyandperceivedcompatibility.researchersuggestedthefifth independentvariable,leadershippriority. Fivehypotheseswereempiricallytestedusingquantitativeresearchmethod.Datawas collectedbyusinganonlineevmaildistributedsurveythattargetedandcollecteddata fromatotalof115owner/managersassociatedwithnorwegianhealthclubs. ThedatawereanalyzedusingfactoranalysisandlinearregressioninSPSS.Theresults fromthefactoranalysissuggestedsixfactorsthatwerelabeledfacebookmarketing Adoption,OrganizationCulture,CostofUsage,CostofAdoption,Compatibilitywith CompanyandCompatibilitywithIndividual.Theresultsfromtheregressionanalysis showedthatorganizationcultureandcompatibilitywithcompanyhadasignificant influenceonfacebookmarketingadoption. Thesefindingsarelimitedtothehealthclubindustry.Theimplicationsofthethesis suggestthatowner/managersofnorwegianhealthclubsshouldadoptsocialmediasites suchasfacebookforbothcommunicationandmarketingpurposes. 3

Preface Oneofmybiggestdreamsinlifeistobuildandrunasuccessfulbusiness.Ihave experimentedwithsmallbusinessprojectsallmylifeandichosetostudybusinessto prepareforthis.afterbeingfortunateenoughtoattendamaster sdegreelevel entrepreneurshipvprogramatucberkleythatincludedaninternshipatasiliconvalley startvup,ireturnedmoreeagerthanevertogetstartedonmyownbusiness. Inthefinalsemesterofmymaster sdegree,idecidedtoregisterandstartmyveryown business.togetherwithmybusinesspartner,afriendthatimetatuniversity,we created,launchedandsoldoutourveryfirstproduct.wehadcreatedsomethingfrom scratchandwereabletopayourbills,withouthavingasecondjob.inmyperspective thebusinessprojectwasagreatsuccess.unfortunately,thebusinessrequiredallofmy attentionandmyacademiceducationsuffered. Aftera1,5yearbreakfromschool,Idecidedtoreturnandfinishmymaster sdegree.i knewthatwritingthisthesiswouldrequiremyfullattention;thereforeiputthe businessonhold.however,ichoseatopicthatcoulddirectlybenefitourbusiness endeavour.idecidedtofocusonsocialmediamarketingwithfacebook,astrategythat wehadsuccessfullyappliedtogainmomentumforourbusiness. EarlyIexperiencedthetheoreticalprinciplesIresearchedcouldbeputintopractical use.whatihavelearnedfromthisprocesshasalreadyaffectedourbusinessplanand howwewillapproachpotentialcustomers. 4

TableofContents Acknowledgements. 2 Abstract. 3 Preface. 4 Introduction. 8 Research(question( 9 Clarification 9 Overview(of(study( 10 Social.Media..Facebook.as.a.marketing.tool. 11 Social(Media( 11 Buildingblocks TheHoneycombofsocialmedia 11 Facebook Aprototypicalsocialmediasite 13 Social(Media(Marketing( 14 SMM asanextensionofinternetmarketing,evmarketing,evcommerce 15 FacebookAds Facebook spaidcommunicationandadvertisingtool 15 SMMVarelationshipmarketingtool 16 FacebookPages Afree Relationshipmarketingtool forcompanies 18 SMMVelectronicWordofMouthmarketingtool(eWOM) 19 The Like button Facebook s ewomtool 20 Three(business(challenges(to(Social(Media(Marketing( 21 1. Communityorcommercialplatform 21 2. PushorPullmarketing insocialmedia 23 3. AdvertisingAvoidanceinOnlineSocialNetworkingEnvironment 24 Literature.Review. 26 Researching(Technology(Adoption(Factors( 26 Classification(of(Adopters( 27 TechnologyAdoptionLifeCycle 27 LeadershipTypologiesforTechnologyAdoption 28 TAM( (Technology(Acceptance(Model( 30 Conceptual(Clustering(of(Adoption(Factors( 32 CompetitivePressure 33 Competency 34 Costs 35 Compatibility 35 5

Research.Model.and.Hypothesis. 37 Research(Model( 37 Hypothesis( 38 Research.method. 40 Quantitative(research( 40 Studycontext 41 Datasources 41 Sampling 41 Researchsampleandsize 42 Datacollection 42 Measurement(of(variables( 43 Dependentvariable 43 Independentvariables 44 Analysis.and.Results. 53 Factor(analysis( 53 CheckingCommunalities 53 AssessingFactorLoadings 54 Relabeling(research(model(adoption(factors( 57 Cronbach salphareliabilitytest 60 Statistical(methods( 62 Descriptive(statistics( 62 Correlations( 63 Regression(analysis( 66 Discussion. 70 Hypothesis(discussion( 70 PerceivedCompetitivePressureVDiscarded 70 PerceivedCompetency Splitandpartiallysupported 71 PerceivedCosts Splitandrejected 73 PerceivedCompatibility Splitandpartiallysupported 74 PerceivedLeadershipPrioritiesVRejected 75 Discussion(Summary( 76 Conclusion. 77 Contributions( 79 Limitations( 79 Implications( 80 6

Futureresearch 80 Managerialimplications 81 Sources. 83 Appendix. 89 Appendix(1:(Survey(results( 89 Appendix(2:(Literature(review( (technology(adoption(factors( 89 7

Introduction This(chapter(will(provide(an(introduction(of(the(phenomenon(that(is(explored(in(the(thesis.( An(observation(about(social(media(as(a(business(strategy(is(presented(to(justify(the(choice( of(topic,(before(stating(the(research(question(and(a(quick(overview(of(the(study.( Astaggering73%ofallonlineadultsarenowusingasocialmediasite.Withmassive growthandclosetoonebillionusers,facebookhavecreatedanewcommunication channelthatistobereckonedwith.inlessthantenyears,facebookhasbecomeoneof thebiggestindividualcommunicationchannelsinnorway,witha70%reachisitnowas bigasnrk1,andbiggerthantv2andvg.(callaghan,2013;aaronsmith,2014) (Hauger,2014;Johnston,2010) Understandingsocialmediaanditsimplicationsareincreasinglyimportant;social mediaplatformssuchasfacebookhaveinrelativeshortperiodchangedthewaypeople communicateonline,andhowbusinessesareabletocommunicate.ithascreateda marketingopportunitiesthatneverexistedbefore.formarketer sthisrepresentsanew, fastgrowing,increasinglyimportantandmostlyunexploredmarketingchannel.stillat anearlystage,marketersarebeginningtounderstandhowtousesocialmediaand includeintheirmarketingstrategy.(akar&topçu,2011;davidgtaylor,2011) FacebookhavecreatedafreeservicefortheirusersbybuildinganadvertisementVbased businessmodel.marketingtoolshavebeencreatedthatgivesbusinessesa communicationchanneltopromotethemselvestotheirusers.socialmediasiteshave openedupandallowedbusinessofallsizes,inanyindustrytocommunicateand interactwithpotentialcustomersmoreeasily(grandon&pearson,2004;martin,2010; Zarrella&Zarrella,2011). Martinsummarizestheopportunitywell: Never(before(has(it(been(possible(for(small(and( midxsized(companies(without(lavish(budgets(to(utilize(the(same(marketing(tools(as(major( corporations.(social(media(is(equally(accessible(to( mom(and(pop (companies,(onexperson( firms,(and(huge(organizations. (Martin,2010) 8

However,itisobservedthateventhougheverybusinesshasbeenenabledto communicatethroughthesameaccessibleplatform,noteverybodydoes.many executivesstilldon tincludeitintheirmarketingstrategy.(kietzmann,hermkens, McCarthy,&Silvestre,2011)(Wilson,Guinan,Parise,&Weinberg,2011) Therefore,studyingthesubjectofsocialmediaandtheadoptionofsocialmedia marketingasabusinessstrategywouldbeexciting.especiallysincethattherehave beendoneseveralstudiesaboutsocialmediafromtheusersperspective,butfew studiesaboutevmarketingfromasmallbusinessperspectiveandthatinvestigatethe adoptionamongsmallbusinesses(elvgohary,2012). Researchquestion Themainpurposeofthethesisistoexplorefactorsthatdeterminetheadoptionofsocial mediaaspartofamarketingstrategyinsmall/mediumsizedbusinesses.morespecific; WhatfactorsinfluencesadoptionofsocialmediamarketingwithFacebookamong Norwegianhealthclubs? Clarification Therearean ecology ofsocialmediasiteswithdifferentfunctionalityandtermsof opportunity.(kietzmannetal.,2011)accordingtoandreaskaplan,thereseemstobe confusionamongmanagersandacademicresearchersastowhatincludeintheterm socialmedia,(kaplan&haenlein,2010)andbyexaminewikipedia slistofmajorsocial networkingsites,youwillrealizethemagnitudeofthephenomenon.203sitesarelisted. Everythingfromwikis,forums,blogs,sharing,video,music,dating,networkingand reviewsitesforanygender,agedemographic,productorindustrythatcouldbe consideredasasocialmediaplatforms.(wikipedia,2014) Evenifitcouldbeinterestingtogetashortdescriptionofthecurrentmostimportant andinfluentialsocialmediaplatforms,thisresearchwillonlybefocusingononesocial mediaplatform.consequentlywillthisresearchbelimitedonlytoincludefacebook. Thisrestraintistwofolded: 9

First:Amountofusers,accordingtoarecentreportaboutSocialMedia: (Despite(recent( growth(by(services(such(as(pinterest(and(instagram,(facebook(remains(the(dominant(social( networking(platform...and(is(popular(across(a(diverse(mix(of(demographics(groups ((Aaron Smith,2014)ThatmeansFacebookisstilltheleadingplatformwhenitcomestousers. Second:Marketinginfrastructure, We(got(two(major(highways(online,(that(is(Google(and( Facebook,(not(search(and(social(media. (Jerijervi,2014)Facebookoffersadvanced marketingtoolsthatarefastandsimpletouse,evenformanagerswithlackoftechnical skills.makingitaviabletoolforlocalandb2cbusinesses,(siemasko,2014)whichisin focusofthisstudy. Overviewofstudy Theresearchquestionisaddressedthroughaninvestigationofresearchdoneabout virtualcommunities,socialnetworkingsites,onlineforums,etc.firsttolaythe foundationaboutsocialmedia.thenwemapoutthemarketingandcommunication opportunitiesofsocialmedia,andlinkittofacebook smarketingtools.thereisalso givenapresentationofresearchthatlookintotheattitudesandchallengesofmarketing withandinthemedium. Itisconductedaliteraturereviewoftechnologyadoptionandacceptancefactorsthatis summarizedandpresentedbeforerevealingtheresearchmodel.theresearchmodelis thentestedempirically.aquantitativeresearchmethodisexplained,beforeshowing, explaininganddiscussingtheresults.theconclusionisgiventogetherwithaconceptual frameworkbeforewepresentthelimitationsandimplicationsofthethesis. 10

SocialMedia Facebookasamarketingtool This(chapter(will(provide(an(introduction(of(social(media,(an(explanation(of(social(media( marketing(and(how(it(relates(to(facebook s(business(applications(and(marketing(tools.(it( also(includes(an(overview(of(three(important(challenges(of(social(media(marketing.( SocialMedia AccordingtoKozinets, Electronictribes wasalreadybeingrecognizedinthe1970s, andbylate90smarketersandbusinessstrategistscouldseesubstantialimportanceof thestrategicimplications.(kozinets,1999)differenttermshavebeenusedtodescribe thegeneraofsocialmedia.porterarguesthatthereisnosingle,widelysupported typology,(porter,2004)andreaskaplanmakesusawareoftheconfusionaroundthe term,inbothacademiaandamongmanagers.overallitseemsthatsocialmediais definedasmediaforsocialinteraction,usinghighlyaccessibleandscalable communicationtechniques.(bhanot,2012;cohen,2011) OxfordDictionarydefinessocialmediaaswebsitesandapplicationsthatenablesusers tocreateandsharecontentortoparticipateinsocialnetworking.(dictionaries,2014) Mangold,emphasestheunderstandingofthatitis uservgeneratedcommunication aspect.(mangold&faulds,2009)kietzmannmentionstheimportanceofmobileand webvbasedtechnologythatlaysthefoundationforindividualsandcommunitiestoshare andcreatecontentrapidly.beforehedescribesthesevenbuildingblocksofsocial media.(kietzmannetal.,2011) Buildingblocks TheHoneycombofsocialmedia Kietzmann,(Kietzmannetal.,2011)provideaframeworkthathecallsitthe honeycombofsocialmedia. Heconsidersittobesevenfunctionalbuildingblocksthat capturetheessenceofsocialmedia.theyare(identity,(conversations,(sharing,(presence,( relationship,(reputation(and(groups. 11

Figure.1.The.honeycomb.of.social.media.(Kietzmann.et.al.,.2011). Identity(representsthefunctionthatmakesusersexposepersonalinformation aboutthem.thiscouldbepracticalinformationlikename,demographic professionandlocation,butalsounconscioussubjectiveinformationaswhat theyarethinking,feeling,likeanddoesn tlike. Conversation(isthefunctionthatexplainsthatuserscommunicatewitheach otherwithinthesocialmediasite. Sharing(explainsthatuserssends,receivesandareconnectedwitheachother throughcontent. Presenceisthefunctionalbuildingblockoftheframeworkthatletsusersknowsif otherusersareavailableandwheretheyare.thisisimportantfortheintimacy andimmediacyofthemedia. Relationshiprepresentsthewayitispossibleforuserstorelatewithoneanother. Itistheassociationthatcouldstartaconversation,sharecontentorjustlisteach otherasfriends. 12

Reputation(isthefunctionthatmakesitpossibletodeterminethesocialstatusof themselvesandothers.differentsiteshavedifferentmeasurementandtoolsto dothis.examplesare:microbloggingsite,twitter,showsausersamountof followers.(bulearca&bulearca,2010)facebookcount likes,(facebook,2012e) andyoutubeshows viewcounts (Bhanot,2012). Groupsarethelastbuildingblockofthehoneycombframework.Thisfunction letsusersinteractandestablishsubvcommunitieswithintheparticularsite. Groupsarecreatedformoreprivatecommunicationamongcertainmembers, andexcludeothersforvariousreasons. Facebook Aprototypicalsocialmediasite Facebookisasocialmediasitethatwasfoundedin2004byMarkZuckerberg,Eduardo Saverin,DustinMoskovitzandChrisHughes.Itisdesignedtohelppeoplestayintouch witheachother,produceandconsumecontentandconnectwiththingstheylike. (Facebook,2012b) Facebookisthemostpopularsocialnetwork,oneofthemostvisitedintheworld,(Funk, 2011)andconsideredtobeaprototypicalsocialmedium.(Chunsik,Jarvinen,& Sutherland,2011)Itisconsideredapotentialmarketingtoolbecauseofallofitsactive users.accordingtofacebookownstatisticsonanygivenday,50%offacebook845 millionuserschecktheirfacebookaccounts(facebook,2012b;skellie,2011). Remarkable71%ofonlineadultsintheUShaveprofileandusesFacebook.By demographic,italsogot45%ofinternetusersthatareattheage65orolder.(aaron Smith,2014) Note:TherewillbemoreevidenceofFacebook smarketingopportunitiesinthe followingsection. 13

SocialMediaMarketing ( Social(media(offers(tantalizing(new(possibilities(for(getting(customers(attention(in(ways( that(are(strikingly(different(from(search(and(display(ads,(the(two(dominant(forms(of(online( advertising. (Hof,(2011)( ( Electronicmarketingvariesaccordingtoeachresearcher spointofview,background andspecialization.(elvgohary,2012)theperspectiveoftheterm socialmedia marketing inthisresearchisseenasaunifyingtermforrelationshipmarketingand electronicwordofmouth(ewom),andextensionontheterms Internetmarketing,eV marketingandevcommerce, whichhasbeendifficulttolabel,usedinterchangeablyand synonymouslyinacademia.(daniel&wilson,2002;gilmore,gallagher,&henry,2007) ( SocialMediaMarketing(SMM)cansimplybeexplainedasusingsocialmediaplatforms topromoteyourcompanyanditsproducts.(akar&topçu,2011;barefoot&szabo, 2009),andwheremarketerscanusechannelstogainexposuretoentirelynew audiences,increasebrandrecognitionandgetnewcustomersintargetmarket. (Pannunzio,2008) We(don t(spend(money(on(social(media(because(it(is(fun,(but(because(it(works. Mats Lyngstad,Digitalmarketer.(Jerijervi,2014) Socialmediaisamarketingtool,justlikepublicrelations,events,radioads,anddirect mailaremarketingtools.(martin,2010)however,therearenoparallelformordelivery methodofmarketingintheofflineworld.(davidgtaylor,2011)itisdifferentfrom traditionalmedia,inwhichtheyarerelativelyinexpensiveandaccessibleforeveryone, individualsandbusinessestopublishoraccessinformation.(bhanot,2012) Soaswiththeunderstandingofsocialmediaplatforms,oneneedstounderstandthe dynamicandmethodofmarketinginsocialmedianeedstobedifferentfroman advertisementintraditionalmediatowork.(cohen,2011) 14

SMM asanextensionofinternetmarketing,ekmarketing,ekcommerce Differenttermsareusedtoexplaintheuseofmarketingcommunicationthrough electronicdataandthediverseapplicationofinternet.broadtermslike Internet marketing,evmarketing,evcommerceandevbusiness havebeenusedtoclassifyit,and researchershaveseemedtoagreethatdefinitionisaffectedbyresearcher.(elvgohary, 2012) Sincetheintroductionofsocialmediasitesthegrowthhasbeenrapidanddramatic, changingthepurposeandfunctionalityoftheinternet.(vogt,2008)theopportunityto reachconsumersdirectlyandinpersonalandsocialenvironmenthasmademarketers eagertoadvertiseinthenewmedium.(boyd,2007) TheInternetwasearlyrecognizedasthemostsignificantdirectmarketingchannelfor theglobalmarketplace.commercialcontentcouldbedeliveredbyforvideo,printand audio(ducoffe,1996).itbecomesapopularadvertisingplatformbecausemarketers foundthattheinternetpossessgreaterflexibilityandcontrolovertheadvertising materials,interactionandcosts.(chan&li,2010;faber,lee,&nan,2004)online marketerscandelivercontentviaanychannels,inanyform,andprovideinformationat anydegree.(ann,sharon,&alaina,1999) FacebookAds Facebook spaidcommunicationandadvertisingtool Facebook(is(the(elephant(in(the(social(media(marketing(living(room.(The(site(is(enormous( and(daunting,(and(everybody(is(still(figuring(out(the(best(ways(to(market(within(it.( p172 (Barefoot&Szabo,2009) Facebookmainrevenuestreamisthroughadvertisingbygettingbusinessestospend moneytoreachusersinsidefacebook.(hof,2011)thisisdonethroughtheiradvertising tool,calledfacebookads.facebookadsarefacebook spaidcommunicationtoolfor businessesthatusethesite.adsaremessageswrittenandpublishedbybusinesses themselves,andarerecognizedbystatingthecompanyname,messages,visualassets (photo,videoetc.),whichpeopleareengagedandcomments.(center,2014f;facebook, 2014a)Itisanextensionofthefreecommunicationalternatives,butitisnotlimitedto 15

thosewhohaveestablishedafacebookpage,butexposurewillberestricted.(marrs, 2014) ThedifferencebetweenFacebook sfreeandpaidalternativeisthroughthepotential reachofusers.whilefacebookpagepostsarelimitedtoorganicreachandqualityof content,(facebook,2011)arefacebookadsmoresimilartothemoreestablishedonline advertisement,displayads.theadcostvariesdependingonseveralfactors;competition andcontentqualityaremaindeterminants,butintheendpriceissetinanauctionfor targetmarket.businessescanpaytoreachalargeraudiencethanwithpeoplethathave likedtheirpage,anddespitecontentquality.(facebook,2014a;marrs,2014) BusinesseshavemultiplewaysofusingFacebookAds.Therearepagepostvideoad, pageposttextad,pagepostphotoad,pagelikead,offerad,mobileappad,eventad, domainad,anddesktopappad.(center,2014a,2014b,2014c,2014d;facebook,2014b, 2014c,2014d,2014e,2014f;Huber,Mulazzani,Kitzler,Goluch,&Weippl) Thetwomaincategoriesare SponsoredStories and Placements.Sponsoredstories areaboutcommunicationamongusersthatevolvesaroundabusiness,andpromoting thosestoriessothatmorepeoplecanseeit.placementsareaboutadsandsponsored storiesthatappearindifferentplacesonfacebook.theseplacescouldbethemain FacebookNewsFeed,mobileNewsFeedortherightadcolumninsideFacebook. (Facebook,2014a) Note:Facebooknowalsooffers Premiumads,butthesearenotavailableforselfV service.currently,businessesneedtospeakwithafacebookrepresentativetoorder thesetypesofplacements.(center,2014e) SMMKarelationshipmarketingtool Thetechnicalinfrastructureandinteractivitypossibilityofsocialmediaplatforms, combinedwithabusinessservicemindvsetmakesitatooltobuildcustomerbonding. (Szmigin,Canning,&Reppel,2005)( Relationshipmarketingcomestofullbloomwhentalkingaboutsocialmedia.The communicationstyleisforcedfrominformationaltorelational(virtualcommunities). 16

(Kozinets,1999)Theessenceofsocialmediainvolvesrelationship,andsomemarketer s can tseeamorepracticalmethodofdoingrelationshipmarketingthanwithsocial mediaplatforms: Social(media(is(today s(most(transparent,(engaging(and(interactive(form(of(public( relations.(it(combines(the(true(grit(of(real(time(content(with(the(beauty(of(authentic(perxtox peer(communication.( (Lisa(Buyer.((Cohen,(2011)( ( Centralfeatureofrelationshipmarketingiscommunicationwithcustomers.Involving consumersinmarketingdialoguesisanattempttoachievebrandconnectionand loyalty.(andersen,2005)theinteractivityenablestotranslategoodmarketinginto goodconversations,byestablishingamore humanface tothemarketplacewithout losingthescaleofeconomicsofmassmarketing.(chan&li,2010) Researchersrecognizedfourwayscompaniesorganizedonlinecommunitytonotonly servetheirownpurpose,butalsobuildrelationships. Figure.2.Four.possibilities.of.organizing.an.online.community.by. Szmigin.(2005). AHelp(group(thatisanonVprofitandcontentfocused. AValue(exchangecommunitythatiscustomerfocusedevolvingarounddialogue tomakeaprofit. TheFan(club(thatthemainpurposeisfortoprovideinformationandnotprofit. 17

TheDefence(organization(thatisvendorfocused,withavailableinformation,but littleopportunitytointeract.(szmiginetal.,2005) Themarketingapproachwillchangewhenbuildingsocialconnections.Connections basedonrelationships,rapportandtrustbetweentheorganizationandconsumers,can causeimprovedattitudetowardscompanybrand.(gilvor,2010) FacebookPages Afree Relationshipmarketingtool forcompanies Facebook(has(put(significant(effort(into(creating(a(platform(that(individuals,(businesses( and(organizations(can(use(to(promote(themselves.(these(are(facebook(pages. (Skellie, 2011) Havingfollowersandbuildingarelationshipwiththemisofmajorimportance,because businessesneedthemmorethantheoppositewayaround.(qualman,2011) FacebookPagesisthetoolthatallowsbusinesses,organizations,artists,celebritiesor brandstobuildconnections,sharecontent,andenablesdirectcommunicationwith interestedusers.(facebook,2012c) FacebookPageswasintroducedin2008,andwasbuilttoallowofficialrepresentatives ofbusinessestocommunicatebroadlywithusersthatlikethem.theconnectionismade whenfacebookusers Like abusinessfacebookpage.(facebook,2012a) BusinessescanusethisasatooltoconnectwithpeoplethatuseFacebook,bybuilding customizedpagesthatcouldincludeapps,eventhostingandpostingdifferenttypesof content. FacebookPageshavefunctionsthatarepreVdesignedandinstalledmakingbusinesses abletointeractwithanunlimitedamountoffansthatlikethepage.apagewillappear forallusersiftheysearchforitinsideoffacebookortrytofinditinfacebookpage Directory.Pageswillalsoappearinaninformationtabontheusersprofileforusersthat likesaparticularpage. WithFacebookPagesabusinesscanexpresstheiridentity,reachabroadaudience,and theabilitytorespondquicklyandpersonaltousers.(facebook,2012c) 18

Pagesslowlyacquiredallofthesamefeaturesaspersonalprofiles,andtheyarethe naturalplacetofocusyourcorporatefacebookefforts. (Barefoot&Szabo,2009) Eventhoughtheylooksimilar,thereareadifferencebetweenFacebookPagesand ProfileTimelines.Profilesaremadeandcontrolledbyprivateindividualsandare recognizedbythefacebookuserspersonalname.pagesaremadeforandrecognizedas organizations,businesses,brandsorcelebritiestohaveaprofessionalpresenceon Facebook.(Facebook,2012a) SMMKelectronicWordofMouthmarketingtool(eWOM) WordofMouthistheagelessphenomenonoftransferringinformationfromone individualtothenext.marketingmessagesdeliveredinthiswayisconsideredmore credible,becauseitcomesfromafriendortrustedadvisorthatreceivesnofinancial benefitsforpassingtheinformation.(gilvor,2011) ElectronicWordofMouth(eWOM)communicationscantakeplaceinvariousways,exist inseveralformatsanddifferenttermshavebeenusedtodescribeit.electronicwordof Mouth,BuzzmarketingorViralmarketingisaboutgettingacommercialmessagespread organicallybytheviewerstofriendsandfamily,whichisbysomeconsideredasofthe holygrail ofdigitalmarketing.(gilvor,2011;teixeira,2012) TheabilityofelectronicWordofMouthcommunicationonsocialmediaplatformsis transferringpowertotheindividualconsumer.themessageofonepersoncannowbe heardbyfarmanypeoplebytheleverageoftechnology.ifthemessagetakeson,itwill mostlikelycreateamultiplyingeffectforbothpositiveandnegativemessages.(carlsen, 2009;Røren,2009) Eventhough,itishardformarketerstocontrolthemessage,theeWOMmarketinghas becomeincreasinglypopularwiththeprosperoususeofsocialnetworkingplatforms. Interactionandspreadingmessagesthroughsocialmediahasbecomethefacto communicationstandardamongfriendsonmostelectronicdevices.(gilvor, 2011)Poweredbycheapandeasycommunicationtechniques,amessageabouta product,serviceorcompanycanbespreadfast.(dobele,toleman,&beverland,2005) 19

The Like button Facebook s ewomtool Twitter scurrencyismadeupoffollowersandretweets.onreddit,itisupvotes.for FacebookPages,itisLikes.(Skellie,2011) The Like buttonwasintroducedonfacebookinfebruary2009,enablingpeopleto connectwiththingstheycareaboutbothonandofffacebook.(facebook,2012d) Itisthefeaturethatisusedtogivepositivefeedbackbypeopletothingstheyenjoyor careaboutonfacebookorfacebookintegratedwebsitesorapplications. Therearethreemainthingsthatusersareableto Like.ThisisaFacebookPage,status updates,andpublishedcontent.themostimportant Like istheonewhenauserlike afacebookpage,becausethismeansthattheyarenowsubscribedtoallfuturecontent distributed.(skellie,2011)thisissimilartopeopleconnectingwitheachotherthrough FriendRequests. Just(as(you(have(Facebook(friends(associated(with(your(profile,(your( page(has(fans( p181 (Barefoot&Szabo,2009) PageLikesareimportantbecausethoseenableabusinesstogetafuturefeedbackfrom workputintofacebooktoday.(skellie,2011)thismeansthatabusinessshouldtryget asmanyactiveusersaspossible.anactiveuserisapersonthathaveengaged,viewedor consumedcontentfromyourfacebookpage.(facebook,2012f) TheLikebuttoniscreatedtogiveaneasywayforuserstoletsomeoneknowthatheor sheenjoyafriendspost,orwanttoconnectwithabusinessthroughhisorherfacebook Page. TheconnectionismadewhenusersclicktheLikebuttononaFacebookPage,posted contentoranadvertisementonfacebook.facebookwilldisplaythisconnectiononthe usersprofilewall.itcanbedisplayedintheusersprofilenewsfeed;onthepagethey connectedto,orinanadvertisementforthatpageonfacebook. ThisconnectionallowsaFacebookPagetopostcontentonausersprofilenewsfeedor sendthemmessages.theconnectioncouldalsobeusedinintegrationwithapplications thataremadecompatiblewithfacebook.(facebook,2012e) 20

WhenLikingaPagemeansthataFacebookusersismakingaconnectionwiththat particularpage,andwillreceiveinformationandcontentontheirnewsfeedthatwillbe postedinthefuture.thisiswhatfacebookusedtocall becomeafan.whilelikinga specificpostsimplymeansthattheuserenjoythatparticularpostwithouthavingto leaveawrittencomment.usersareabletolikeafriend spostorapage post.(facebook,2012e) ThreebusinesschallengestoSocialMediaMarketing Themarketingvalueofsucceedingwithsocialmediaisdifficulttocalculate.(Desmond, 2010)However,comparingthedeliveringcostsoftraditionaladvertisingmakesiteasier tounderstandtheimportanceofhavingsocialmediastrategy.(jerijervi,2014) (HarridgeVMarch,2004) Thepricetopayforasocialmediastrategydoesnotonlyincludedeliverythecost: Argumentsabouttimeandresourcesshouldnotbeforgotten.Thecostofhavingasocial mediastrategymustincludetimespentonplanning,producingandparticipating. (Bulearca&Bulearca,2010) AccordingtoWebtrends,thatevaluatedmorethan11thousandadsonFacebook,came totheconclusionthatcommunicationthatwasforceduponusershadashortlifespan. Paidsocialadvertisementonlygotthreetofivedaysbeforetheyareoffertoad blindness.(webtrends,2011)constantsurveillanceandsomechangeinadarerequired tokeepitaliveandtomakemoney.(jerijervi,2014) Wehaveidentifiedthreebusinesschallengestosocialmediamarketing: 1. Communityorcommercialplatform ( Social(Media(is(not(a(marketing(channel(or(a(branding(channel.(It s(a(communication( platform ((Funk,2011) 21

Socialmediaisprimarilyaboutbuildingrelationships,andtheproblemformarketersis thatsocialnetworksareaboutpeopleandnotcompanies.(barefoot&szabo,2009)this makesthecommercialcommunicationchallenging. Figur.3.A.Marketing.Communication.Model.in.Social.Network.Sites. (Lee,Jarvinen,&Sutherland,2011) Scepticismforusingsocialmediaasamarketingchannelisbasedonthatthesearetools forinteractionamongpeopleandtheirpersonallives,andnotaspromotionchannelfor productandservices.(chunsiketal.,2011) Socialmediamarketingmayraiseabusinessvisibilitytoclients,prospectsandeven traditionalmedia.itprovidesanopportunitytostaymorefrequentlyintouchwith customers,andintroducenewprospectstoabusinesssalesfunnel.(martin,2010) However,FunkarguesthatSocialmediamarketingisanoxymoronbecausebusinesses shouldonlybepresentforcustomerserviceandnotadvertising.(funk,2011) 22

2. PushorPullmarketing insocialmedia Adiscussionaboutsocialmediamarketingisalsorevolvingaroundtheconcept Pushor Pullmarketing.(Push(is(representingmarketinginthetraditionalwaywhichthe advertisingactivitiesrevolvearoundonevwaycommunicationofamessagethrough massmedia.(schultz,2006)thisrepresentsaconcern,becausebuildingconsumer demandwiththisapproach;pushingadvertisementandmassmarketingmessagesis disregardingthemainassetsofasocialmediaplatform.(gilvor,2010) (Kelly,Kerr,&Drennan,2010) Figur.4.Schultz s.(2008).pusxpull.model.of.marketing.communications Pullmarketingiswhenthepotentialcustomerrecognizesaneed,wantorajustwishfor aproductorserviceandmakestheinitiative.theprospectseeksinformation,a purchasesolutionorcontactthatthemarketerwillrespondtothen.(schultz,2006)in the2009mckinseyquarterlyreport,hoffmanarguesaboutthedevelopmentofweb2.0 anditssocialaspect.itshouldbeacrucialelementofthemarketingmix,butmorethan justanotheradvertisingchannel.insteadofamassvmediabroadcast,companiesshould maketheirmarketingmoreinteractive(hoffman,2009). Theshiftfrompushtopull(marketingisarguedtobeinevitable.Consumersareavoiding messagesandinterruptivecommunicationfromorganizationsthattheydonotwantto buildarelationshipwith.(schultz,2006)thismightexplainthat43%ofsocial networkersuserneverclickedonads.(zeng,huang,&dou,2009) 23

3. AdvertisingAvoidanceinOnlineSocialNetworkingEnvironment Customersactivelyavoidlookingatonlineads.(XavierDréze,2003)Everincreasing amountofcommercialmessagesthatbombardsconsumersinallmediacausesthewellv knownproblemformarketers,advertisingavoidance.(speck&elliott,1997) Commercialmessagesinsocialmediamakeitmoredifficulttodistinguishbetweenwhat isadvertisementandwhatisaconversation.thismightcauseuserstoquestionthe credibilityofthemessagesthatarecommunicated.accordingtomoore,theconceptof credibilitysoneofthemostimportantcomponentsofapersuasivemessage.(j.j.moore &Rodgers,2005)NutleysaysthatSocialnetworkingsitesneedtobeconstantly balancingbetweenadvertisingrevenue,andusersdemandforuninterruptedsocial experiences.(nutley,2007) Advertisingavoidanceinanonlineenvironment,andespeciallyinthesocialmedia sphereisnotawellvresearchedtopic.kellyetal,developedamodelforadvertising avoidanceonsocialmediaplatforms,wheretheyfoundfourinfluencingfactors.these areexpectation(of(negative(experience,relevance(of(advertising(message,scepticism( Aboutthe(Advertising(message,andScepticism(About(Online(Social(Networking(as(an( Advertising(Medium.(( Figur.5.Model.of.Advertising.Avoidance.in.the.Online.Social.Networking.Environment. ( 24

Theimplicationsofthemodelrevealabetterunderstandingofwhyadvertisinginsocial networkingenvironmentisnotassuccessfulassomeanticipated.thefactorsshowthat advertisingmessagesinthosechannelsmightnotbewellreceived.iftheydonot capturetheinteresttothereceiver,itmightaswellbeignored.ifmessagedonotmatch themediaenvironment,itismostlikelydisregarded.(kellyetal.,2010) 25

LiteratureReview This(chapter(is(intended(to(give(an(overview(of(past(research(done(about(technology( adoption(and(acceptance(factors(that(could(be(relevant(to(the(thesis.(this(includes( classification(of(adopters,(davis s(technology(acceptance(model(and(four(conceptual( constructs(that(are(synthesized(from(the(various(findings(in(the(literature(review.((a( literature(review(table(is(included(as(an(appendix.)( ResearchingTechnologyAdoptionFactors Getting(a(new(idea(adopted,(even(when(it(has(obvious(advantages,(is(difficult.(Many( innovations(require(a(lengthy(period(of(many(years(from(time(when(they(become(available( to(the(time(when(they(are(widely(adopted. ((Rogers,2003)( Thetheoreticalfoundationinthisresearchwasinspiredbypreviousworkdoneto understandtheuseofnewinnovativetechnologyinbusiness.thoughtechnology acceptancedependsondifferentfactorsandvariesbasedonindustriesandsituation, thetechnologyacceptancemodelbydavisanddiffusionofinnovationmodel popularizedbyrogers,stoodoutasagreatstartingpointforaliteraturereview. GeoffreyMoore sbook: CrossingtheChasm hashelpedwiththeimportanceof understandingthediffusionofinnovationprocessfortechnologycompanies,where practicaladviceisgiventotacklethechallengingadoptionlifecycle.(g.a.moore,2002) Thecategorizationoftheidealcharacteristicsofeachpartoftheadoptionlifecyclewill beusedfortheclassificationofmanagers. TheTechnologyAcceptanceModelisoftenusedtoexamineadoptionoftechnologyin smallandmediumsizedfirms.accordingtoparkerandcastlemantherehasbeen extensiveresearchtoexplorefactors(barriersanddrivers)thatinfluencesmeownerv managersadoptiondecisionsofelectronicbusiness,(parker&castleman,2009)butby reviewingtheliteratureitwasnotdetectedanystudiesthathaveappliedthe TechnologyAcceptanceModeltothefieldofSocialMediaMarketingspecifically.This lackofresearchwasalsonoticedinthefieldofevmarketingingeneral.theneedto conductmoreresearchtoinvestigatethemodeltoevmarketingwasrecognizedbyelv 26

Goharyaslateasin2012.Healsounderlinesthatthereareevenfewerstudiesthat investigatesadoptionbysmallfirms.(elvgohary,2012) ClassificationofAdopters TechnologyAdoptionLifeCycle ThewellVestablishedcategorizationofadopterscomesfromRogersworkwiththe DiffusionofInnovationmodel.Adoptionofinnovationdoesnothappenatthesametime amongallmembersofsociety.therefore,hedevelopedanefficientandconvenient standardizationmodelforcategorizingdifferenttypesofadoptersbasedonasequence oftime.(rogers,2003)thishasmadeitpossibletodivideadoptersintofivegroups dependingonwheretheyareintheinnovationadoptionlifecycle.theseusersare labelledinnovators,(early(adopters,(early(majority,(late(majority(and(laggards. Figur.6.Classification.of.Adopter.Categories.on.the.technology.lifecycle.curve. Theycanbeidentifieddependingontheyarelocatedonanormaltechnology distributioncurve,alsocalledthe bellcurve basedonthelevelofinnovativeness. Innovativenessisarelativemeasurement,butisdefinedbyRogeras: The(degree(to( which(an(individual(or(other(unit(of(adoption(is(relatively(earlier(in(adopting(new(ideas( than(other(members(of(a(social(system.(rogers,(2003) (( Thiscategorizationhelptounderstandwhytherearedifferentattitudesamong membersofsocietywhenitcomestoadoptionofnewideas.thisissobecausethereare 27

supposedlydifferentcharacteristicsoftheidealtypesineachcategorythatmake comparisonofadopterspossible. ThecharacteristicsoftheInnovatorsarethattheyareventuresome.Theyare fascinatedwithnewideasandtechnologytothedegreethatitcanberisky. Membersofthisgroupmustbewillingtoacceptsetbacksoftechnologythatis unsuccessful,andlackofrespectfromothermembersofsociety. Early(Adoptersarerespectedindividualswiththehighestdegreeofopinion leadershipinasocialsystem.theyareoftenlookeduponforadviceand informationaboutaninnovation,andwhentheydodecidetoadoptanewideait isasignofapprovalofit. Early(Majorityadoptsnewideasearlierthantheaveragememberofsociety,but theyspenttimedeliberatingbeforeadoptingit.theyinteractwithpeers,butthey arenotinanopinionleaderposition.thesearetheimportantusersforcrossing thechasmbetweenwhatmooreidentifiesassuccessorfailureforreal commercialpotential.illustratedasagapinthefigureabove.(g.a.moore,2002) Late(Majorityismorescepticalindividualofasocialsystem.Theyarethosewho adoptnewideasslightlyaftertheaverageperson.pressurefromothermembers, trendsinsocietyoreconomicnecessitycauseadoption.theyarenoteasily convincedifinnovationisnotofgreatadvantage. Laggardsareconsideredtobetraditionalintheirthinking.Theyaresceptical towardstechnologyandthosepromotethem.theirresistancetonewideas seemstothemtoberational.weretheymustbesurethatthetechnologydoesn t failbeforeadopting.theysurroundthemselveswithsimilarmindedpeople,but havealmostnoopinionleadership. LeadershipTypologiesforTechnologyAdoption InanarticlebuiltupontheDiffusionofInnovationtheoryandTechnologyAcceptance Model,A.JSpenceret.al(Spencer,Buhalis,&Moital,2012)developedanewmodelthat illustratesnewleadershiptypologiesateachleveloftechnologyadoptionforsmalland mediumsizedbusinesses.theyviewtheroleofpersonalfactorssuchasownershipand leadershipispartofthekeydriversfortechnologyadoption.thesebusinesseshad 28

managersthatthemselveswereownersthatprovidedleadershipfortheorganization. Rogers,alsoidentifiestheimportanceofopinionleadersmayassistwiththeinnovation diffusionprocess.(rogers,2003) Theorganizationofasmallsizefirmisoftenstructuredwithlowlevelsofhierarchyand haslessbureaucracy.leadersofsmallfirmsaretheownersthemselves,makingtheir personalattitudesinitiatorsorbarrierstotechnology.withtheidentificationof leadershipandattitudesofmanagementasbeingakeyfactoroftechnologyadoptionin firms(spenceretal.,2012;wöber&gretzel,2000),aclassificationdoneonthislevelis importanttothisthesisbecausethesubjectsfortheanalysiswillmostlikelybethe owneraswellasthemanagersofthebusiness.theleadershiptypologiesareidentified asresistors,(enforcers,(stabilizers,(reactors(and(converters. Figur.7.Leadership.typologies.for.staged.technology.adoption.(OwnerXmanaged.small.firms). (Spenceretal.,2012) 29

Resistorsareleadersthataretheleastlikelytoissuechangeinfirm stechnology capabilities.theyaremoreintomaintainingtheirtraditionalways,andsees themselvesaslowvrisktakers.theyhavegotlowtechnologyknowledge,anduse onlycomputersforbasicfunctionsandtriestomaintainthisposition. EnforcersaresimilartoResistorsinmanyways,andareonlywillingtochange theirwaysifnewtechnologyisconsideredtodevelopnewproceduresandgivea completechangetotheindustry. Stabilizers(areleadersthatconsiderthemselvestobemediumVrisktakers.The individualpassivelyadjusttechnologybasedontheorganizationsproblemsor opportunities,withhelpfromothers.afterincidentshavepassed,theyreturnto businessasnormalbeforethesituationoccurred. ReactorsarethoseleaderscategorizedasmediumVrisktakersthatmoreopento ideasofchange.thetypicalpersonisnotresistanttonewinnovations,butis usuallybehindintheapplicationoftechnology. Convertersarethetypeofleaderwhoisconsideredtobeaveryactivechange agent.thetypicalleaderhasalongvtermvisionforthebusiness,considerasa highvrisktakerwithtechnologyexperienceandhigheducation. TAM TechnologyAcceptanceModel SeveralstudieshaveindicatedthattheTechnologyAcceptanceModelfactorsaregood predictorsforexplainingtheuseoftechnology.researchersshowedthatthe TechnologyAcceptanceModel(TAM)isindeedvalid,robustandpredictivemodelthat couldbeusedinavarietyofcontexts.researchersresultshaveproventamtobe consistentovertheyearssinceitwasproposed.(king&he,2006;legris,ingham,& Collerette,2003;Schepers&Wetzels,2007) DavisproposedtheTechnologyAcceptanceModelin1989.Thepurposehisresearch wastopursuebettermeasuresforpredictingandexplaininguseofinformation Technology.(Davis,1989)Itwasdevelopedtoevaluatethemarketpotentialfor emergingtechnologyfromibmcanadaandtheirmultivmediapcvapplications.(davis& Venkatesh,1996)HebasedthetheoryonanexistingmodelcalledtheTheoryof ReasonedAction(TRA)thatweredevelopedbyAjzenandFishbein(Lederer,Maupin, 30

Sena,&Zhuang,2000),whichisapsychologicaltheorythatisusedtoexplainbehaviour. ItwasusedasastartingpointbecauseitwasassumedthatTRAwascloselylinkedto actualbehaviour.(king&he,2006)thetechnologyacceptancemodelisdesignedto measureandpredictactionintheimmediatefuture.(parker&castleman,2009) Davisinvestigatedandvalidatedtwotheoreticalconstructs,Perceived(Usefulness(and( Perceived(Ease(of(Use.(He(defines(Perceived(Usefulnessas the(degree(to(which(a(person( believes(that(using(a(particular(system(would(enhance(his(or(her(job(performance. Perceived(ease(of(use(herefersto the(degree(to(which(a(person(believes(that(using(a( particular(system(would(be(free(of(effort.(davis,1989)itissuggestedthattheyarethe twomostimportantfactorsinexplainingsystemuse.(legrisetal.,2003) ThesemainfactorsofTAMarepredictorsofanindividual sattitudetowardsuseand intensionstoadopttechnology.thisindividualisticapproachisaimedtopredict behaviourintentionsofpeople.ithasbeenappliedinsmallfirmevbusinessadoption researchbecausetheownervmanagersareassumedtobetheprimarydecisionmakers, andthusthemostimportantelementofadoption.(parker&castleman,2009) Animportantpurposeofthetheoryistoprovideabasisfortrackingtheimpactof externalvariablesoninternalbeliefs,attitudesandintentionsfortechnologyusage.the modelshowsthatperceivedeaseofusehasadirecteffectonperceivedusefulnessand bothdeterminetheusersattitudetowarduse.thiswillagainleadtobehavioural intentiontousethesystemandfinallytoactualusage.thisisillustratedintheoriginal TechnologyAcceptanceModel,thatconsistsofthecomponents:External(Variables, Perceived(Usefulness,(Perceived(Ease(of(Use,(Attitude(Towards,(Behavioural(Intention(and( Usage.((Legris(et(al.,(2003)(( ( 31

Figur.8.The.original.Technology.Acceptance.Model.illustrated.by.Davis.(1989). TAMhasproventobeatheoreticalmodelthathelpstounderstandandexplainuse behaviourwhenimplementingtechnology.ithasbeenoneofthemostcommonlyused modelstoexplainusageininformationsystems,duetothesimplicityandits understandability.nevertheless,themodelhasevolvedovertimetotrytoexplain imperfectionsoftheoriginalmodel.(king&he,2006;legrisetal.,2003) Findingsabouttheeffectsofthefactorshavenotalwaysbeensignificant.(Ledereretal., 2000)ThishasledtoexpansionoftheoriginalmodelhastoTAM2,TAM3andUnified TheoryofAcceptanceandUseofTechnology(UTAUT).(ElVGohary,2012)Thesetheories includeseveralothervalidatedtechnologyacceptancefactors,suchassubjective norm,(schepers&wetzels,2007)image,jobrelevance,outputquality,result demonstrability,voluntariness,performanceexpectancy,effortexpectancysocial influence,facilitatingconditions,gender,ageandexperience.(legrisetal.,2003) Evenso,theoriginalmodelisstillrecognizedandusedbyotherresearchersasa successfulandvalidmodeltopredictandexplainusageofnewtechnologyacrossawide varietyofdomains.(elvgohary,2012;moon&kim,2001) ConceptualClusteringofAdoptionFactors Fortheliteraturereviewitwasfoundseveralstudiesaboutfactorsfortechnology acceptanceinsmesotherthantheonesconstructedinthetechnologyacceptance Model.Someofthestudiesweremorefocusedabouttheroleofmanagerasowner. Thereareafewarticlesthatfocusonmarketinginsocialmedia,andsomeabout consumer sattitudestowardsadvertisementinthesocialmediarealm.onearticlewas aboutinvestigatinghoteliers attitudestowardtheuseofsocialmediaasabranding 32

tool.(nassar,2012)butnonespecificallyabouttheattitudesofowner/managerin small/mediumsizedbusinessestowardsadoptingsocialmediatechnologyaspartofa businessormarketingstrategy. Thisliteraturereviewhelpedtoseeaconceptualclusteringoffactors.Reviewing literatureaboutfactorsforadoptionoftechnologyinsmesandalteringittosocial media,ledtothefourconceptualaggregatedfactors.theseconceptualclustering sfor thisthesisarecompetitive(pressure,competency,cost(and(compatibility.( CompetitivePressure Thefirstconceptualclusteringisunifiedundertheterm CompetitivePressure. Respondingtocompetitor sstrategywasnotjustafactorthatwasmentionedinseveral studies,butitwasconsideredasthemaindriverofadoptionofevcommerceby678 SMEsintheUK.(Daniel&Wilson,2002)ThisisconsistentwithfindingsfromElVGohary huntforfactorsaffectingadoptionofevmarketing(elvgohary,2012),andgrandon& Pearson,whoidentifiedfourinfluencingfactorswerethesecondmostimportantwas respondingtoexternalpressure.(grandon&pearson,2004) Eventhoughitseemsasowner/managersaredriventoadopttechnologybasedonthe fearofgettingleftbycompetitorsbehind,orloosingoutonopportunities.(r.darby, Jones,&AlMadani,2003;King&He,2006)notallresearchershadthesameresults: WhenresearchingthestrategicuseoftheInternetbySMEsintheNetherlands,results showedthatcompetitivepressurewasnotainfluencingfactor.(sadowski,maitland,& vandongen,2002) Notethattheterm CompetitivePressure isusedasaunifyingconstructtosimilar technologyacceptance/adoptionvariablessuchaspressure(from(external(environment,( industry,(customers,(competitor s(usage(and(intensity(of(competition(avlonitis& Panagopoulos,2005;Daniel&Wilson,2002;deValck,vanBruggen,&Wierenga,2009; ElVGohary,2012;Sadowskietal.,2002).Moreexamplesvariablesarecultivating( customer(relationships,(attract(new(customers(and(build(brand(awareness.(bhanot,2012; Karagozoglu&Lindell,2004;MortezaGhobakhloo,2013)Theseareallvariablesthat clusteredtogetherundertheconceptualconstructofcompetitivepressure.( 33

Competency Thelevelofcompetencyiseitheradriverorabarrierforadoptingtechnology,andin thisresearchit(canbeviewedhereashavingthenecessaryknowledgeorskillto understandandadequatelydetermineadoptionofsocialmediatechnology. The( competency(of(management(to(master(emerging(technologies(will(often(determine(the( success(or(failure(of(a(business(venture (R.Darbyetal.,2003) ThetermCompetency(isaunifyingtermthatcomesfromclusteringseveraladoptingand technologyacceptancevariablesfromtheliteraturereviewforthisthesis.thismeans thatthefactorincludesvariablesthatareeithermentionedorfoundtobesignificant factorsforadoptiontechnology.competencyisbasedonvariablessuchasinformation technology/computer:ownerskill,experience,knowledge,understanding,selfvefficacy, organizationalreadinessandcultureetc.(ahearne,hughes,&schillewaert,2007; Avlonitis&Panagopoulos,2005;ElVGohary,2012;King&He,2006) Competencyatindividuallevel,Kietzmannetal,foundthatmanagersoftenarehesitant orincapabletostructurestrategiesandfindresourcestoparticipatewithsocialmedia. (Kietzmannetal.,2011)Whileastudyfrom2010foundthatseveralmanagersdon t understandit.socialmediamarketingisatechnologythatrequiresbothunderstanding for whytouseit,aswellas howtouseit.eveniftheycouldhavetheproper knowledgewhytheyshoulduseit,theydon thavetheknowvhowexperience.(kaplan& Haenlein,2010) Competencyatorganizationallevel:Ifmanager slacktechnicalskillsand/ordon thave theproperknowledgeorcomputerselfvefficacy,(king&he,2006)theywouldhaveto dependonorganizationalsupportandreadiness.whichwasfoundtobethemost importantdeterminantfactorofstrategicvalueandadoptionofevcommerceinavariety ofsmesbygrandon&pearsonstudyfrom2004.(grandon&pearson,2004) 34

Costs Thethirdaggregatedconstructistheconceptof Cost.Forthisresearchthetermis unifyingtermalldrivingvariablesorbarriersthatwerefoundintheliteraturereview thathastodowith costs ofadoptingandacceptingtechnology.theseareboththe willingnessofowner/managerstoinvestmoneytoreducecost(kaynak,tatoglu,&kula, 2005),and/orthenegativeattitudestoaccumulateexpensesthatareconsidered additionalcosts.(fillis,johansson,&wagner,2003) Costs includeadoptionfactorsthatwereeitherconsideredbyresearchersaspositive ornegativeduetothefinancialimplications.thiscouldbetheopportunitytosave moneyorreduceexpenseselsewherebyimplementingtechnologicalinnovations. WhichwerefoundtobeperceivedbenefitsbyDanielandGilmoreet.al.(Daniel,2003; Gilmoreetal.,2007)Orthenegativeassociationofthattheupfrontinvestmentsareto highandreturnoninvestmenttolow,causingmanagerstoignoreoravoiditduetothe financialconstraintsonorganization.(gilmoreetal.,2007;macgregor&vrazalic,2005) InBhanotresearchfrom2012aboutsocialmedia,therewerefoundthreemainreasons forwhybusinessesshoulduseit:the Lowcost,highlyaccessible Vfactorwerethe mostimportantasforwhybusinessesshouldconsidereditastooltoreachoutto customers.(bhanot,2012) Compatibility CompatibilityisoneofRogers sfiveinnovationattributesthatdeterminemostofthe rateofadoption,andisdefinedbyroger,as the(degree(to(which(an(innovation(is( perceived(as(consistent(with(the(exiting(values,(past(experiences(and(needs(of(potential( adopters.(rogers,2003) Fillis,foundthatthegreaterperceivedcompatibility,themorelikelytechnology applicationswillbeadoptedbysmallbusinesses.(fillis,johannson,&wagner,2004)ina studyfrom2005aboutbarrierstoevcommerceadoption,barriersweregroupedinto twomainfactors.oneofthemtheylabelled Unsuitable,(MacGregor&Vrazalic, 2005)whichissynonymoustocompatibility/incompatible.Kendaletalsupport 35

compatibilityasasignificantfactorintheirresearchforwillingnesstoadoptev commerce.(kendall,tung,chua,ng,&tan,2001)themostsignificantbarrieristhelack ofperceivedrelevanceforparticularsectors.(michaelidou,siamagka,&christodoulides, 2011) Differentcommunicationrequirementswereoftenusedasdeterminingfactorsfor adoptionofinformationtechnology.theneedforcommunicationwithcustomers,give andreceivefeedback,provideinformationandenhancecustomerservice(bhanot,2012; Daniel,2003;Sadowskietal.,2002),willaffectthesituationandtheneedofhavinga socialmediapresence.othervariablesthatareclusteredundercompatibilitytermin thisthesisarevariablessuchas:afirm stypeofmarket/industry,product,customers anddailyworktasks.(fillisetal.,2004;mcfarland&hamilton,2006;wierenga&oude Ophuis,1997) 36

ResearchModelandHypothesis This(short(chapter(is(dedicated(to(present(the( Facebook(Marketing(Adoption (research( model(and(the(following(hypothesis.( ( ResearchModel Basedonthetheorypresentedinthisthesis,aresearchmodelisproposed.Influenced by,first,thebuildingblocksofsocialmediaandsocialmediamarketing.second, revealingboththemarketingopportunitieswithfacebookandthechallengesofsocial mediamarketing.andthird,theexplorationoftechnologyacceptance/adoptionfactors intheliteraturereview. Theresearchmodelconsistsofonedependentvariable.Fourconstructedaggregated independentvariablesandoneimposedindependentvariablebyresearcher.the dependentvariableis AdoptionofsocialmediamarketingwithFacebookbyNorwegian healthclubs,shortened FacebookMarketingAdoption.Thefouraggregatedvariables are Perceived(Competitive(Pressure,( Perceived(Competency,( Perceived(Costs (and Perceived(Compatibility.(Thesefactorsarebasedontheconceptualconstructs describedpreviously. Theimposedvariableis Leadership(Priorities.Itwasnotfoundanyarticlesthattalk specificallyaboutthisterm,howeverthefactor Leadership(Priorities isbasedonthe classificationofadopters/managers.thereasonwhyitisincludedisbecausethough somemanagerscouldfindusingsocialmediaasimportantpartoftheirbusiness strategy,doesn tmeanthattheywouldconsideritassomethingurgent.makingitatask thatisnotprioritizedaspartofthedailytasksforthemselvesortheorganization, causingittobeaprocrastinatedstrategy.withlimitedresourcesavailable,abusiness owner/managerisforcedconstantlyprioritizeactivitiesineveryaspectofthebusiness. Thisprioritizingnecessitymaybeanimportantfactorfornotadoptingsocialmediaasa partofthebusinessstrategy. Thefigureoftheresearchmodeltriestoillustratethattheindependentvariables influencesthedependentvariable. 37

Note:.ThoughitwasintendedtobasetheresearchmodelontheTechnologyAcceptance Model,itwasnot.Unfortunately,themeasurementofPerceivedEaseofUseand PerceivedUsefulnesswastakenoutofthefinalresearchmodel.Thiswasdonebasedon thedesiretoexploretheaggregatedfactorsandthefearofmulticollinearity. Figur.9.Facebook.marketing.adoption.research.model. Hypothesis Basedontheresearchmodelabovethehypothesisispresented,whichispropositions orstatementsthatareempiricallytestable.(zikmund,2003) A(hypothesis(is(a(tentative( explanation(that(accounts(for(a(set(of(facts(and(can(be(tested(by(further( investigation. (Muijs,2010)Thefivehypothesisare: ( H1:PerceivedCompetitivePressureinfluenceNorwegianhealthclubsadoptionofSocial MediaMarketingwithFacebook. 38

H2:PerceivedCompetencyinfluenceNorwegianhealthclubsadoptionofSocialMedia MarketingwithFacebook. H3:PerceivedCostsinfluenceNorwegianhealthclubsadoptionofSocialMedia MarketingwithFacebook. H4:PerceivedCompatibilityinfluenceNorwegianhealthclubsadoptionofSocialMedia MarketingwithFacebook. H5:PerceivedLeadershipPrioritiesinfluenceNorwegianhealthclubsadoptionofSocial MediaMarketingwithFacebook. 39

Researchmethod This(section(will(be(used(to(describe(the(research(method.(It(will(be(given(a(short( description(for(why(it(is(chosen,(how(data(was(collected(and(measured.(the(actual( questionnaire(is(attached(as(an(appendix.( Quantitativeresearch Inthisthesis,it susedaquantitativedescriptiveresearchmethodforcollectingand analyzingempiricaldata.quantitativeresearchisdefinedbyaliaga&gunderson(2000) as( explaining(phenomena(by(collecting(numerical(data(that(are(analyzed(using( mathematically(based(methods,(in(particular(statistics. (Muijs,2010)Whiledescriptive researchisdefinedas research(designed(todescribe(characteristics(of(a(population(or(a( phenomenon.((zikmund,2003)thismeansthatweattempttobetterunderstanda particularphenomenon,foraspecificpopulationbasedonanumericaldata. Descriptivestudiesareconductedaftertheresearcherhasgainedknowledgeaboutthe subjectthatisbeingstudied.therewasuseasecondarydataanalysisinthebeginningof theresearchproject.secondarydataanalysisisdefinedas preliminary(review(of(data( collected(for(another(purpose(to(clarify(issues(in(the(early(stages(of(a(research(effort. ( (Zikmund,(2003)(Thismethodwereusedinthefirstphaseofthethesistolaythe foundationandunderstandingoftheconceptofsocialmedia,socialmediamarketing andthechallengesthatresearchersrecognizedbyimplementingitatabusiness strategy.thistechnologydescriptionmadeitpossibletodrawthelinkagetotechnology acceptance/adoptionresearch.thisagainledtoaliteraturereviewtablethatwasused toconstructtheaggregatedvariables. Inarticlesanalysedforliteraturereviewthetypicalapproachwasquantitativeresearch method,crossvsectionalstudiesandthatusedlikertvscaletomeasureitems.acrossv sectionalstudymeansthatdataiscollectedatsinglepointintime.likertvscaleisa techniquesusedtomeasuretheattitudesoftherespondents;bymakingthemindicate howstronglytheyagreeordisagreewithcarefullyconstructedstatements.(zikmund, 2003) 40

Themethodofchoiceisusedbecauseweliketotesthypothesisaboutthesubjectthat couldbeatthe earlyadopters stageinthetechnologyadoptionlifecycle. Aftercompletingtheliteraturereviewitseemedthatitwouldbeagoodideatoanswer theresearchquestionmeasurewiththesameapproachasmostresearchershaddone priortothisthesis. Studycontext ThisthesisstudiestheadoptionofFacebookmarketingamongNorwegianhealthclubs. AccordingtotheNorwegianbusinessdirectory,ProffForvalt,wecouldseethatthere areregistered1931healthclubsinnorway.(høibo,2014)manyofthemaresmall independentcompanies,butafewlargecorporations,suchaselixia,satsandspenst, havedominatedtheindustryuntilrecentyears.theindustryisgoingthroughashift aftertheintroductionof lowvpriceconcepts.thesenewbusinesseshaveeruptedthe industrybyremovingforcedcontinuityprogramsandloweringpricessubstantially. (Helland,2014;Morset,2009;Aarøy,2012)Threeofthemostrecognizedindustry brands,elixia,satsandfreshfitnesshavemergedduetotheindustrydevelopment. (Kågström,2014) Datasources Theprimaryempiricaldatacollectionandanalysisisdonespecificallyforthisthesis. Sampling Samplingistheprocedureofusingasmallnumberofthepopulationtomakea conclusionregardingthewholepopulation.(zikmund,2003)thepopulationisthe groupthatwewanttogeneralizeourfindingsto. Inthisthesisowner/managersinNorwegianhealthclubsweretargeted.Itwasnot foundanypublicrecordsofhowmanyowner/managersthereareintheindustry,but thepopulationandsamplewillbedrawnfromthedatasetof1931registerednorwegian healthclubs.thedatasetwascollectedfromthenorwegianbusinessdirectoryproff Forvalt.Thisdatasetcontainsorganizationsofallsizes,fromthelargehealthclub 41

corporationstoindependentsmallbusinesseswithnoregisteredemployees.(høibo, 2014) Researchsampleandsize Thesurveyhad145respondents.Outofthese,30wereincomplete,leavingasampleof n=115individualsthatcompletedthequestionnaires.theincompleteresponseswere deletedbeforetheanalysis. AccordingtoField,thesamplesizeshouldbeasbigaspossible,butasageneralruleof thumboneshouldhaveatleasthave10v15casesofdataforeachpredictorinthe model.(field,2013)intheresearchwehavefiveindependentvariables,makingthe recommendedsamplesizebetween50v75cases.asamplesizeofn=115shouldmeet theserequirements. Datacollection Anonlinesurveywasusedfordatacollection.Astructuredquestionnairetargeting owner/managerswassentouttoasmanyhealthclubsaspossible.weusedthe softwarecalledsurveyxacttoformanddistributethesurvey.thequestionnaireasked closedquestions.ithadoneopenvendedquestionattheendforcommentsandfeedback. ThesurveywaspresentedinNorwegian.TwoEnglishVspeakingNorwegianscheckedif theyunderstoodthequestions,andtomakesurethattheoriginalmeaningwasnotlost. UniquesurveylinksweresentouttoeveryeVmailaddressthatwasregisteredinthe businessdirectorythatwascollectedfromproffforvalt.(høibo,2014)unfortunately, manyoftheevmailnevergotdeliveredbecauseofoutdatedorwrongaddresses.this forcedamanualcollectionofevmailaddressesoncompanywebsites.theseevmail addresseswerecomparedtothefirstbatchtocheckforduplicates,tolimittheamount ofhealthclubsthatgotaskedtoanswermorethanonce.itwasdistributedatotalof573 surveyvlinks.thesurveylastedfor10days,andreminderevmailsweresenttosome subjectsfourtimesduringthatperiod.withatotalof115completedquestionnaires, givesusatotalresponserateofapproximately20%,whichissatisfactory. 42

43 Measurementofvariables Dependentvariable A(dependent(variable(is(a(criterion(or(a(variable(that(is(to(be(predicted(or(explained. ( (Zikmund,(2003)(Thedependentvariableinthisthesisis Adoptionofsocialmedia marketingwithfacebookbynorwegianhealthclubs,shortened FacebookMarketing Adoption.( Themeasurementofthedependentvariableisadaptedfromtheterm Electronic MarketingAdoption,whichisdefinedas( a(new(philosophy(and(a(modern(business( practice(involved(with(marketing(of(goods,(services,(information(and(ideas(via(the(internet( and(other(electronic(means. (By(ElVGohary,2012).Thisparticularelectronicmarketing conceptconsistsofseveraltoolssuchasinternet,intranet,evmail,extranetandmobile. ItwasusedathirteenVitemfivepointLikertscalerangingfromstronglydisagreeto stronglyagreetomeasureallofthetools. InthefinalquestionnaireitwaschosenthreeVitemsfromthemeasurement.The wordingwasslightlyalteredtofittheconcepttothecontextofthethesis.afterthe adjustmentsitwastranslatedintonorwegiantomakeiteasierforsubjectsto understandandrespond.seetablebelow. Tabell.1.Dependent.variable.measurement.items. Original Modification Translation Electronic.Marketing. Adoption. (ElVGohary,2012) Facebook.Marketing. Adoption.. Bruk.av.Facebook.som. markedsføring.. WeuseEVmarketing resources(suchasweb siteandevmail)to communicatewithour customers. WeuseFacebook Marketingresources (suchasfacebook Pages,FacebookAds)to communicatewithour customers. VibrukerFacebooksine markedsføringsverktøy (somfacebookside, Facebook annonsering)tilå kommuniseremedvåre kunder. WeuseEVmarketing resources(suchasweb siteandevmail)to WeuseFacebook Marketingresources (suchasfacebook VibrukerFacebooksine markedsføringsverktøy (somfacebookside,

44 advertiseourproducts. Pages,FacebookAds)to advertiseourproducts. Facebook annonsering)tilå markedsførevåre produkterogtjenester. Wehaveasystematicor regularupdatesforour website. Wehavesystematicor regularupdatesforour FacebookPage. ViharenFacebookside somvibruker regelmessig. Independentvariables Theindependentvariablesarethevariablesthatareexpectedtoinfluencethe dependentvariable.(zikmund,2003)inthissectionthemeasurementofthepotential adoptionfactorsispresented.itwillbeshownwherethemeasurementswereadapted from,howthewordingwereslightlyalteredtofitthecontext,beforetheywere translatedintothefinalquestionnairestatements.tablesforeachfactormeasurement isgiventoprovideaclearoverviewofthisprocess. Perceived(Competitive(Pressure( Themeasurementofthefactor PerceivedCompetitivePressure isadaptedfromelv Goharystudyaboutelectronicmarketingadoption.Helabelstheterm Competitive Pressureanddifferentmarkettrendstobe one(of(the(most(important(factors(affecting( the(adoption(of(exmarketing. (By(ElVGohary,2012). TheconceptwasmeasuredbyasevenVitemLikertscalerangedfromstronglydisagree tostronglyagree.inthefinalquestionnaireitwaschosenfourvitemsfromthe measurement.thewordingwasslightlyalteredtofittheconcepttothecontextofthe thesis.aftertheadjustmentsitwastranslatedintonorwegiantomakeiteasierfor subjectstounderstandandrespond.seetablebelow. Tabell.2.Perceived.Competitive.Pressure.measurement.items. Original. Modification. Translation. Competitive.Pressure. (ElVGohary,2012) Perceived.Competitive. Pressure.. Oppfattet. konkurransemessig. press... Competitivepressureis Competitivepressureis Konkurransemessigpress

45 onereasonforour adoptionofevmarketing agoodreasonfor adoptingoffacebook Marketing. erengodgrunntilåtai brukfacebook markedsføring. WeadoptedEVMarketingto avoidlosingourmarket sharetocompetitorswho arealreadyusingev Marketing. Wewouldadopt FacebookMarketingto avoidlosingourmarket sharetocompetitors. VibørtaibrukFacebook markedsføringforåunngå ogtapemarkedsandelertil vårekonkurrenter. WeadoptedEVMarketingas aresponsetomarket trends Wewouldadopt FacebookMarketingas aresponsetomarket trends. VibørtaibrukFacebook markedsføringforåfølge medpåtrendenimarkedet. WeadoptedEVMarketing regardlessofmarkettrends andcompetitivepressure Wewouldadopt FacebookMarketing regardlessofmarket trendsandcompetitive pressure. VivilletattibrukFacebook markedsføringuavhengig avkonkurransemessig pressellertrendeni markedet. Perceived(Competency(( Themeasurementofthefactor PerceivedCompetency isadaptedfromelvgohary structureofinternalfactors.inthisconceptheincludesownerskillandattitude, organizationcultureandorganizationresources.(elvgohary,2012). TheconceptofOwnerskillandattitudeisdefinedas Managerial(and(administrative( skills(of(the(owner. (Andareincludedbecause( A(lot(of(authority(within(the(small(business( enterprises(directed(by(the(sbe(owner.(accordingly,(it(is(more(likely(that(most(of(the(sbe( decisions(will(be(taken(by(the(owner(himself(and(in(light(of(his(experience(and(skills. (ElV Gohary,2012)IntheoriginalsurveytherewasfourVitemsofmeasurementonthefive pointlikertvscale,butinfinalquestionnaireitwaschosentoincludetwovitemsfromthe measurement.( TheconceptofOrganizationcultureisdefinedas A(system(of(shared(values(defining( what(is(important,(and(norms,(defining(appropriate(attitudes(and(behaviours,(that(guide( members( (attitudes(and(behaviours.itwasincludedbecauseit can(function(as(either(an( internal(facilitator(or(a(barrier(for(the(implementation(of(exmarketing(because(it( determines(he(extent(to(which(the(organization(is(able(to(adapt(to(change (ElXGohary,(

46 2012)((IntheoriginalsurveytherewasfiveVitemsofmeasurementonafivepointLikert scale,andtheyareallincludedinthefinalquestionnaire. TheconceptofOrganizationResourcesisdefinedas the(accessibility(and(availability(of( sufficient(resources. Theseresourcesincludefinancial,humanandtechnicalresources andareconsideredasanimportantfactorforadoption.(elvgohary,2012)intheoriginal surveytherewassevenvitemsofmeasurementonafivepointlikertvscale,butinfinal questionnaireitwaschosentoincludethreevitemsfromthemeasurement.( AfivepointLikertscalerangedfromstronglydisagreetostronglyagreemeasuredall concepts.thewordingwasslightlyalteredtofittheconcepttothecontextofthethesis. AftertheadjustmentsitwastranslatedintoNorwegiantomakeiteasierforsubjectsto understandandrespond.seetablebelow. Tabell.3.Perceived.Competency.measurement.items. Original. Modification. Translation. Internal.Factors. (ElVGohary,2012) Consistofownerskilland attitude,organization cultureandorganization resources. Perceived.Competency. (in.organization)... Oppfattet.kompetanse.(i. bedrift).. Owner.skill.and.attitude.. Owner.skill.and.attitude.. Eiers.evner.og.holdninger.. IfinditeasytouseEV Marketingtools(e.g.the Internet,EVMail,and Mobile)forconductingmy business. Ifinditeasytouse FacebookMarketingtools (e.g.facebookpages, FacebookAds)for conductingmybusiness. Jegsyntesdeterenkeltå brukefacebooksine markedsføringsverktøy (FacebookPages,Facebook Ads)forvårbedrift. IthinkthattheInternetand otherevmarketingtoolsare veryimportanttoconduct business. IthinkthattheFacebook andothersocialmedia Marketingtoolsarevery importanttoconduct business. JegsyntesatFacebookog andresosialemedierer veldigviktige markedsføringsverktøyfor bedrifter. Organization.culture. Organization.culture. Organisasjonskultur.. EVMarketingtoolsarein consistentwiththevalues ofourenterprise. FacebookMarketing toolsareinconsistent withthevaluesofour company. BrukavFacebooksine markedsføringsverktøyeri samsvarmedverdieneivår bedrift.

47 Theattitudeofourstaff goesinlinewithev Marketingadoption Theattitudeofourstaff goesinlinewith FacebookMarketing adoption Holdningenetilvåre ansatteerisamsvarmedå taibrukfacebook markedsføring. EVMarketingtoolsarein consistentwiththebeliefs ofourenterprise. FacebookMarketing toolsareinconsistent withthebeliefsofour company. BrukavFacebooksom markedsføringsverktøyeri samsvarmeddetvitrorpå ivårbedrift. Thebehaviourofourstaff isinlinewithevmarketing adoption. Thebehaviourofour staffisinlinewith FacebookMarketing adoption. Væremåtentilvåreansatte erisamsvarmedåbruke Facebookmarkedsføring. Marketingteamwithinmy enterpriseuseevmarketing toolsasaveryusefultool. Thoseresponsiblefor marketingwithinour companythinkthat FacebookMarketing toolscouldbeavery useful. Desomeransvarligefor markedsføringivårbedrift troratfacebooksine markedsføringsverktøykan væreveldignyttig. Organization.Resources.. Organization.Resources.. Organisasjonens. ressurser.. Wehavegood,qualified andskilledmarketingstaff inourenterprise. Wehavegood,qualified andskilledmarketing staffinourcompany. Vihargode,kvalifiserteog kompetente markedsføringsansattei vårbedrift. Wehavesufficientfinancial resourcesinourenterprise foradoptingevmarketing Wehavesufficient financialresourcesin ourcompanyfor adoptingfacebook Marketing Vihartilstrekkelig finansielleressurserivår bedrifttilåtaibruk Facebookmarkedsføring. WecannotconductEV Marketingwithoutgood andsufficienttechnical resources. Wecannotconduct FacebookMarketing withoutexperthelp. Vikanikketaibruk Facebookmarkedsføring uteneksperthjelp.

48 ( Perceived(Costs( Themeasurementofthefactor PerceivedCosts isadaptedfromtwosources. Thefirstsourceistheconcept PerceivedCosts byghobakhloo,whichiscoinedtobean importantfactorthatishinderingelectroniccommercewithinsmallbusinesses.this dueto limited(financial(resources.(cost(of(expert(help(and(the(costs(of(human( factors (Morteza(Ghobakhloo,(2013)IntheoriginalsurveytherewasfourVitemsof measurementonthelikertvscale,butinfinalquestionnaireitwaschosentoinclude threevitemsfromthemeasurement. Thesecondsourceistheconceptof Cost byelvgohary,whichcouldaffectadoption becauseofthedirectandindirectcostimplementation.(elvgohary,2012)intheoriginal surveytherewasfourvitemsofmeasurementonafivepointlikertvscale,butinfinal questionnaireitwaschosentoincludetwovitemsfromthemeasurement. ( AllconceptsaremeasuredbyafivepointLikertVscalerangedfromstronglydisagreeto stronglyagree.thewordingwasslightlyalteredtofittheconcepttothecontextofthe thesis.aftertheadjustmentsitwastranslatedintonorwegiantomakeiteasierfor subjectstounderstandandrespond.seetablebelow. Tabell.4.Perceived.Costs.measurement.items. Original Modification Translation Perceived.Costs. (MortezaGhobakhloo,2013) Perceived.Costs. Oppfattet.kostnad.. ThecostofECtechnologies infrastructureishighfor ourcompany ThecostofFacebook Marketing applications/tools seemshighforour company.(facebook Pages,FacebookAds) Kostnadenetilknyttet Facebookmarkedsføring virkerhøye. Theamountofmoneyand timeoftrainingforec applicationsishighforour company Theamountofmoney andtimeforlearningto usefacebook Marketingapplications Forossvirkerdetsomat detkrevermyetidog pengerforålæresegå brukefacebooksine

49 seemshighforour company.(facebook Pages,FacebookAds) markedsføringsverktøy. Themaintenanceand supportfeesforec applicationsarehighfor ourcompany Themaintenanceand costsofbeingactive withfacebook Marketingseemshigh forourcompany. Forossvirkerdetsomdet krevermyevedlikeholdog atdetkosteråværeaktiv medfacebook markedsføring. Cost. (ElVGohary,2012) Perceived.Costs. Oppfattet.kostnad.. WewouldimplementEV Marketingregardlessofthe costofthisadoption. Wewouldimplement FacebookMarketing regardlessofthecostof thisadoption. Vivilleimplementert Facebookmarkedsføringtil trossforkostnadenevedå tadetibruk. ThecostofEVMarketing adoptiondidnotaffectour decisionofadoptingev Marketing. Theperceivedcostof FacebookMarketing adoption,donotaffectour decisionofadopting FacebookMarketing. Deoppfattedekostnadene vedfacebook markedsføringpåvirker ikkevårtvalgomåtadeti bruk. Perceived(Compatibility( Themeasurementofthefactor PerceivedCompatibility isalsoadaptedfromtwo differentsources.thefirstsourcecoversthecompatibilitywiththecompany,whilethe secondsourcecoversthecompatibilitywiththeworksituationoftheindividualthat answersthesurvey. Thefirstsourceistheconcept Unsuitable afactorthat( is(related(to(the(perceived( unsuitability(of(excommerce(to(small(businesses.(the(barriers(in(this(group(include(the( unsuitability(of(e(commerce(to(the(organisation s(products/services,(its(way(of(doing( business,(and(its(client s(way(of(doing(business,(as(well(as(the(lack(of(perceived(advantages( of(excommerce(implementation. ((MacGregor(&(Vrazalic,(2005)(Intheoriginalsurvey therewasfourvitemsofmeasurementonafivepointlikertvscalewhichareallincluded inthefinalquestionnaire. Thesecondsourceistheconceptof Compatibility,whichisdefinedas the(degree(to( which(an(innovation(is(perceived(as(being(consistent(with(the(existing(values,(needs(and(

50 past(experiences(of(potential(adopters (Rogers,2003).ItwasusedbyElVGoharyto measurehowitaffectstheadoptionofevmarketingbyegyptiansmalltourism enterprises.intheoriginalsurveytherewasfivevitemsofmeasurementonafivepoint LikertVscale,butinfinalquestionnaireitwaschosentoincludethreeVitemsfromthe measurement. ( AllconceptswasmeasuredbyafivepointLikertVscalerangedfromstronglydisagreeto stronglyagree.thewordingwasslightlyalteredtofittheconcepttothecontextofthe thesis.aftertheadjustmentsitwastranslatedintonorwegiantomakeiteasierfor subjectstounderstandandrespond.seetablebelow. Tabell.5.Perceived.Compatibility.measurement.items. Original Modification Translation. Perceived.Compatibility.. Oppfattet.kompatibilitet... Unsuitable. (MacGregor&Vrazalic, 2005) Unsuitable.(Company. level).. Kompatibilitet.på. bedriftsnivå.. EVcommerceisnotsuited toourproducts/services FacebookMarketingisnot suitedtoour products/services Facebookmarkedsføring passerikkevåreprodukter ogtjenester. EVcommerceisnotsuited toourwayofdoing business. FacebookMarketingisnot suitedtoourwayofdoing business. Facebookmarkedsføring passerikkesammenmed måtenvidrivervårbedrift på. EVcommerceisnotsuited tothewaysourclients (customersand/or suppliers)dobusiness. FacebookMarketingisnot suitedtothewaysour clients(customersand/or suppliers)dobusiness. Facebookmarkedsføring passerikkesammenmed måtenvikommuniserer medvårekunderpå. EVcommercedoesnotoffer anyadvantagestoour organisation. FacebookMarketingdoes notofferanyadvantagesto ourorganisation. Facebookmarkedsføring tilbyringenfordelertilvår bedrift. Compatibility. ElVGohary,2012) Compatibility.(Individual. level). Kompatibilitet.på. individnivå. UsingEVMarketingis completelycompatiblewith mycurrentsituation UsingFacebookMarketing iscompletelycompatible withmycurrentsituation BrukavFacebook markedsføringerhelt foreneligmedmin nåværendesituasjon.

UsingEVMarketingfitsinto myworkstyle. UsingEVMarketingfitsinto mydaytodaywork activities. Leadership(Priority( UsingFacebookMarketing fitsintomyworkstyle. UsingFacebookMarketing fitsintomydaytoday workactivities. BrukavFacebook markedsføringpasser sammenmedmåtenjeg arbeider. BrukavFacebook markedsføringpasser sammenmedminedaglige arbeidsaktiviteter. Themeasurementofthe imposed adoptionfactor LeadershipPriority wasnotbased onpreviousacademicvtestedmeasurements.instead,itwasusedaprioritizationtool thatwaspresentedbycoveyinhisbook TheSevenHabitsofHighlyEffectivePeople. (Covey,2011)Thisistheurgent/importantmatrix.Thetoolhelpstodefinedailytask intofourmaincategories.theseare urgentandimportant, importantbutnoturgent, urgentbutnotimportant and noturgentandnotimportant.(development& )Importantactivitieshaveanoutcomethatislinkedtothesuccessesofpersonalor professionalgoals,whileurgentactivitiesaretasksthatrequireimmediate attention.(tools) Figur.10.The.Urgent/Important.Matrix.by.Stephen.Covey. 51

Thefirstquadrant(topleft) urgentandimportant,alsocalled importantgoals, includeactivitiesthatneedtobedealtwithassoonaspossible,becausetheyhave immediateandimportantdeadlines.thesecondquadrant(topright) importantbutnot urgent,alsocalled criticalactivities isimportantbutdoesnotrequireimmediate attention.activitieshereneedtobescheduled,andauthorcoveyemphasizesthatthisis wheremanagersshouldkeeptheirfocus.thethirdquadrant(bottomleft) urgentbut notimportant,alsocalled distractions areallthetimewasteractivitiesthatoftenare aresultofpoorplanning.thefourthquadrant(bottomright) noturgentandnot important,alsocalled interruptions areactivitiesthatpreventmanagersfrom achievingandcompletingthatisofimportance.(covey,2011;savara;tools) TomeasuretheprioritizationofadoptingFacebookmarketing,thesubjectswasasked tochooseoneoffourdifferentstatements(listedbelow).thesestatementswerebased ontheurgent/importantmatrix,(savara)andthereaftertranslatedintonorwegian. Tabell.6.Leadership.Priority.measurement. English.statements. (Savara) AnimportantgoalthatIshoulddonow. (Definedas Importantandurgent.) AcriticalactivitythatIplantodo (Definedas Importantbutnoturgent.) A distraction.(definedas Unimportant buturgent ) An interruption An interruption (Definedas Unimportantandnoturgent. ) Translated.statements.. Enviktigprioriteringjegbørjobbemed nå (Viktigoghastened) Noesomeerviktig,menkanventetil senere (Viktig,menhasterikke) Distraksjon (Uviktig,menhaster) Forstyrrelse (Uviktig,oghasterikke) 52

AnalysisandResults This(chapter(is(used(to(analyze(the(questionnaire(dataset(that(targeted(owner/managers( of(norwegian(health(clubs.(a(factor(analysis(was(used(to(extract(variables(and(prepare( dataset(before(running(a(regression(analysis.(methods(are(explained(and(results(are( presented.(a(summary(overview(of(respondent s(answers(is(attached(as(an(appendix.(( Factoranalysis Factoranalysisisatechniquetofindclustersofvariables.Itusesamathematicalmodel toestimatefactors.(field,2013) The(general(purpose(of(factor(analysis(is(to(summarize( the(information(contained(in(large(number(of(variables(into(smaller(number(of( factors.(zikmund,(2003)(meaningthatitisusedtotakealargeramountofdataand reduceitdowntoamoresimpleandmanageableformofinformationthatcanbe interpreted.oneofthemainreasonstouseitis to(reduce(a(data(set(to(a(more( manageable(size(while(retaining(as(much(of(the(original(information(as(possible. (Field, 2013) Inthisthesis,weuseafactoranalysistocheckandpreparethedatasetfromthe questionnairetobeabletorunalinearregressionanalysis.theprocessincludes runningthedatasetthroughfactorextractionandfactorrotation.afactorextractionis theprocessthatisusedtodecidehowmanyfactorstokeep.whilefactorrotationisa techniquethatmakesiteasiertocompletetheextraction,becauseitisusedto discriminatebetweenfactors,bymakingvariablesloadmaximallytoonlyonefactor. Thisprocessmakesiteasiertointerpretthedata. AfterloadingthedatasetintoSPSS,aprincipalfactoranalysis(principalaxisfactoring) wasthendonetoextractfactors.wealsoranavarimaxwithkaisernormalization rotation. CheckingCommunalities ToanalyzethedatasetwefirstcheckedoftheCommunalitiesofthevariables.Thiswas checkedtomakesurethatthedatacontaineditemsthathadcommonunderlying 53

dimensions.thecommunalityistheproportionofcommonvariancepresentina variable.avariablethathasnouniquevariancewouldhaveacommunalityof1,while variablethatdoesn tsharesnoneofit svariancewithanyothervariablewouldhavea communalityof0.(field,2013) AssessingFactorLoadings Tomeasuretheimportanceofavariableinmeasuringafactor,wecheckthefactor loadingsforeachitem.thismakesitpossibletoseethecorrelationbetweenafactorand avariable.thefactorloadingcanrangefromv1.00to1.00,where1.00meansthatan itemisperfectlycorrelatedwiththefactor.ifitshows0itmeansthatthereareno correlation.v1.00meansthatitisperfectlynegativelycorrelated.sincethefactor loadingisameasurementofimportance,welookitemsthatarecloseto1.00.(cochran, 2002;Field,2013)(( Wecheckedtoseeifitemsusedtomeasurethedependentandindependentvariables loadedontothecorrectfactors.theinitialrotatedfactormatrixwasusedtofindand manuallyremoveitemsthatdidn tloadedonanyfactors,morethanonefactor,andall itemswereloadingsthatwerelowerthan0.5.thisprocesshadtobedonethreetimes beforewewerecontentwiththeresult. InthefirstroundweremoveditemCP4andC1(seeitemdescriptionbelow),because theydidn tloadonanyfactors.co2andccul5wasremovedbecausetheloadedon morethanonefactor.thesecondroundhelpedusremovecp1,cp2,cp3,co1andcr2 thatallhadaloadinglowerthan0.5.inthethirdroundoffactoranalysisweremoved CR1sinceitloadedlowerthan0.5,andCR3wasremovedbecauseitdidn tloadonany factors. ThisresultedintheremovalofatotalofelevenoftwentyVnineoriginalitems.Allfour itemsthatwereusedtomeasure PerceivedCompetitivePressure (shortened,cp1, CP2,CP3andCP4intable)wereremoved.Sixitemsthatmeasuredthe Perceived Competency (shortenedco1,co2,ccul5,cr1,cr2andcr3intable)wereremoved. Andoneitemthatwasusetomeasure PerceivedCosts (shortenedc1intable)was removed. 54

55 Tabell.7.Description.of.removed.measurement.items. Item. Statement. Removal. reason. CP1 Konkurransemessigpresserengodgrunntilåtaibruk Facebookmarkedsføring. Loading>0.5 CP2 VibørtaibrukFacebookmarkedsføringforåunngåogtape markedsandelertilvårekonkurrenter. Loading>0.5 CP3 VibørtaibrukFacebookmarkedsføringforåfølgemedpå trendenimarkedet. Loading>0.5 CP4 VivilletattibrukFacebookmarkedsføringuavhengigav konkurransemessigpressellertrendenimarkedet. Noloading CO1 JegsyntesdeterenkeltåbrukeFacebooksine markedsføringsverktøy(facebookpages,facebookads)for vårbedrift. Loading>0.5 CO2 JegsyntesatFacebookogandresosialemediererveldig viktigemarkedsføringsverktøyforbedrifter. Loadedon twofactors CCul5 Desomeransvarligeformarkedsføringivårbedrifttrorat Facebooksinemarkedsføringsverktøykanværeveldignyttig. Loadedon twofactors CR1 Vihargode,kvalifiserteogkompetentemarkedsføringsansatte ivårbedrift. Loading>0.5 CR2 Vihartilstrekkeligfinansielleressurserivårbedrifttilåtai bruk Loading>0.5 CR3 VikanikketaibrukFacebookmarkedsføringuten eksperthjelp. Noloading C1 KostnadenetilknyttetFacebookmarkedsføringvirkerhøye. Noloading

Tabell.8.Total.Variance.Explained.from.SPSS. Total Variance Explained Initial Eigenvalues Extraction Sums of Squared Loadings Rotation Sums of Squared Loadings Fact or Total % of Variance Cumulati ve % Total % of Variance Cumulati ve % Total % of Variance Cumulati ve % 1 8.196 45.534 45.534 8.021 44.559 44.559 3.309 18.382 18.382 2 1.952 10.844 56.378 1.721 9.562 54.122 3.042 16.903 35.284 3 1.647 9.152 65.530 1.481 8.227 62.349 2.543 14.128 49.412 4 1.448 8.047 73.576 1.116 6.200 68.549 2.494 13.854 63.265 5 1.193 6.627 80.204.964 5.358 73.907 1.590 8.833 72.099 6 1.001 5.562 85.766.778 4.321 78.228 1.103 6.130 78.228 7.534 2.966 88.732 8.355 1.973 90.705 9.306 1.701 92.406 10.277 1.541 93.947 11.255 1.415 95.363 12.194 1.080 96.443 13.169.940 97.383 14.128.709 98.092 15.126.697 98.790 16.103.573 99.363 17.073.403 99.766 18.042.234 100.000 Extraction Method: Principal Axis Factoring. 56

Rotated Factor Matrix a Factor Tabell.9.Rotated.Factor.Matrix.from.SPSS. 1 2 3 4 5 6 EMA1.898 EMA2.883 EMA3.724 CCul1.771 CCul2.826 CCul3.818 CCul4.822 C2.846 C3.866 C4.734 C5.688 CC1.718 CC2.856 CC3.817 CC4.674 CI1.627 CI2.895 CI3.838 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 6 iterations. Relabelingresearchmodeladoptionfactors AfterthemanualremovaloftheelevenitemswereVrantheextractionandrotation processfortheremainingeighteenitems.theprincipalfactoranalysis(principalaxis factoring)andvarimaxwithkaisernormalizationrotationresultedinsixfactorwith eigenvaluesover1.thekaiser scriterionistheideathataneigenvalueof1representa substantialamountofvariation,andthereforallfactorwitheigenvaluesgreaterthan1 wereretained.thiscreatedthetotalvarianceexplainedandtherotatedfactormatrix, andtheresultisshowedintheoutputsabove. 57

Recap,beforethefactoranalysistheoriginalresearchmodelconsistedoriginallyoffour constructedfactorsthatwere PerceivedCompetitivePressure, Perceived Competency, PerceivedCosts,and PerceivedCompatibility. Afterthefactoranalysiswewereleftwithsixfactorsthatwelabeled Organization Culture, CompatibilitywithCompany, FacebookMarketingAdoption, Compatibility withindividual, Costofusage and Costofadoption andwereslightlydifferentfrom theconstructedfactors. Factor(19(Organization(Culture( Itemsloadingonfactor1werelabeled OrganizationCulture.Therewerefouritems (ShortenedCCul1,CCul2,CCul3andCCul4)loadingonthisfactor.Thesewereoriginally itemsofoneofthreeconstructs( Ownerskillandattitude, OrganizationCulture and OrganizationResources )thatwereintendedtocapturetheconstructedfactor PerceivedCompetency intheresearchmodel.butasshowedearlierallitemsthat measuredownerskillandorganizationresourceswasremoved. Tabell.10.Item.Description.Table."Organization.Culture". CCul1 BrukavFacebooksinemarkedsføringsverktøyerisamsvarmedverdieneivår bedrift. CCul2 HoldningenetilvåreansatteerisamsvarmedåtaibrukFacebook markedsføring. CCul3 BrukavFacebooksommarkedsføringsverktøyerisamsvarmeddetvitrorpåi vårbedrift. CCul4 VæremåtentilvåreansatteerisamsvarmedåbrukeFacebookmarkedsføring. Factor(29(Compatibility(with(Company( Itemsloadingonfactor2werelabeled CompatibilitywithCompany.Therewerefour items(shortenedcc1,cc2,cc3andcc4)loadingonthisfactor.thisfactorwasoneof twoconstructs( Unsuitable(companylevel) and Compatibility(individual) )thatare intendedtocapturetheconstructedfactor PerceivedCompatibility intheresearch model.. Tabell.11.Item.Description.Table:."Compatibility.with.Company". CC1 Facebookmarkedsføringpasserikkevåreprodukterogtjenester. 58

CC2 Facebookmarkedsføringpasserikkesammenmedmåtenvidrivervårbedrift på. CC3 Facebookmarkedsføringpasserikkesammenmedmåtenvikommuniserermed vårekunderpå. CC4 Facebookmarkedsføringtilbyringenfordelertilvårbedrift. Factor(3( (Facebook(Marketing(Adoption( Itemsloadingonfactor3werelabeled FacebookMarketingAdoption.Theseareall threeitems(shortened,ema1,ema2andema3)thatwereusedtomeasurethe dependentvariable FacebookMarketingAdoption. Tabell.12.Item.Description.Table:."Facebook.Marketing.Adoption". EMA1 VibrukerFacebooksinemarkedsføringsverktøy(somFacebookside,Facebook annonsering)tilåkommuniseremedvårekunder. EMA2 VibrukerFacebooksinemarkedsføringsverktøy(somFacebookside,Facebook annonsering)tilåmarkedsførevåreprodukterogtjenester. EMA3 ViharenFacebooksidesomvibrukerregelmessig. Factor(49(Compatibility(with(Company( Itemsloadingonfactor4werelabeled CompatibilitywithIndividual.Therewerethree items(shortenedci1,ci2andci3)loadingonthisfactor.thisfactorwasthesecondof twoconstructs( Unsuitable(companylevel) and Compatibility(individual) )thatare intendedtocapturetheconstructedfactor PerceivedCompatibility intheresearch model. Tabell.13.Item.Description.Table:.".Compatibility.with.Individual". CI1 BrukavFacebookmarkedsføringerheltforeneligmedminnåværendesituasjon. CI2 BrukavFacebookmarkedsføringpassersammenmedmåtenjegarbeider. CI3 BrukavFacebookmarkedsføringpassersammenmedminedagligearbeids aktiviteter. 59

Factor(5( (Cost(of(Usage(( Itemsloadingonfactor5werelabeled CostofUsage.Thereweretwoitems(shortened C2andC3)loadingonthisfactor.Thisfactorwasoneoftwoconstructs( Perceived Costs and Cost )thatareintendedtocapturetheconstructedfactor PerceivedCosts intheresearchmodel. Tabell.14.Item.Description.Table:."Cost.of.Usage". C2 Forossvirkerdetsomatdetkrevermyetidogpengerforålæresegåbruke Facebooksinemarkedsføringsverktøy. C3 Forossvirkerdetsomdetkrevermyevedlikeholdogatdetkosteråværeaktiv medfacebookmarkedsføring. Factor(6( (Cost(of(Adoption( Itemsloadingonfactor6werelabeled CostofAdoption.Thereweretwoitems (shortenedc4andc5)loadingonthisfactor.thisfactorwasthesecondoftwo constructs( PerceivedCosts and Cost )thatareintendedtocapturetheconstructed factor PerceivedCosts intheresearchmodel. Tabell.15.Item.Description.Table:."Cost.of.Adoption". C4 VivilleimplementertFacebookmarkedsføringtiltrossforkostnadenevedåtadet ibruk. C5 DeoppfattedekostnadenevedFacebookmarkedsføringpåvirkerikkevårtvalg omåtadetibruk. Cronbach salphareliabilitytest TherewereconductedaCronbach salphatesttoexaminethereliabilityofthe measurementofthenewfactors.cronbach salphaisacommonmeasureofscale reliabilityandasgeneralguidelinesvaluesabove0.8areconsideredgood,above0.7are acceptableandbelow0.6indicatethatthereisaproblem.thesevaluescanbe manipulatedifthenumberofitemsislarge.(thisiscausedbytheconstructofthe Cronbach salphamathematicalequation.)thus,shouldnotbeaprobleminthis datasetbecausethenumberofitemsislowineveryconstruct.thereliabilitytestfor 60

thisdatasetshowsverygoodvalues,cronbach salpha>0.8onallfactorsexceptforone. Thefactor CostofAdoption hasacronbach salphavalueof0.67thatisjustbelowthe acceptableof0.7.thisshouldnotcauseaproblem,butitcouldindicatethatthe measurementitemsforthisfactorisnotasunderstandableaswiththeotherconstructs. Seeoutputbelow. Facebook Marketing Adoption Reliability Statistics Cronbach's N of Items Alpha.921 3 Organization Culture Reliability Statistics Cronbach's N of Items Alpha.949 4 Cost of Usage Reliability Statistics Cronbach's N of Items Alpha.862 2 Cost of Adoption Reliability Statistics Cronbach's N of Items Alpha.670 2 Compatibility with Company Reliability Statistics Cronbach's N of Items Alpha.939 4 61

Compatibility with Individual Reliability Statistics Cronbach's N of Items Alpha.904 3 Statisticalmethods Weranalinearregressionanalysistochecktherelationshipbetweentheindependent variables,andexamineiftheyhadaninfluencingaffectonthedependentvariable FacebookMarketingadoption.Notethatatthispointtheindependentvariablecalled LeadershipPriority entered. Furtherdownaretheoutputsthatuncovertheresultoftheregressionanalysisdonein IBMSPSS21statisticssoftware.Theoutputslistedarethedescriptivestatistic, correlations,modelsummarythatcontainsthervsquare,anovaandthecoefficients table. Descriptivestatistics Thesampleconsistedof115individualsthatwereassociatedwithNorwegianhealth clubs.halfofthemworkedforanindependenthealthclub(52%),whiletheotherhalf (48%)hadanaffiliationtoafranchise,chainoraunitsuchasElixia,Sats,FreshFitness EVOetc. Thesizeofthesehealthclubsrangedfrombelow500members(31%),between500V 1000members(19%),between1000V1500members(14%),between1500V2000 members(13%),between2000v2500members(6%),between2500v3000members andtomorethan3000members(13%). Only11%ofthesamplewasnotinapositionwithmanagerialinfluence.17%wasan employeeinamanagementposition.23%wasthechiefexecutive.20%wastheowner. Atotalof28%wasboththeownerandthechiefexecutiveofthehealthclub. 62

Outofthese,46%werewomenand54%weremale,whichisalmostanequalratio.Most ofthemhadgraduatedfromuniversityorcollege(62%).1/3hadfinishedhighschool (32%),while6%onlyhadfinishedelementaryschool. Theagerangewasfrombelowtwenty(3%)toabovesixtyyearsofage(6%).22%were intheagegroup20v29yearsofage,whilealmost2/3ofthesamplewereeitherbetween theageof30v39(28%)or40v49yearsold(31%).theagegroupfrom50v59yearsofage stoodfor10%ofthesample. Thedescriptivestatisticstablesshowthemeanandstandarddeviationvaluesofthe variablesandthetotalnumberofresponses.thetableisn tnecessaryforinterpreting theregressionmodel,butitcouldbeusedtogetaquickoverviewofthe general response bythesubjecttothefactors. Tabell.16.Descriptive.Statistics.from.SPPS. Descriptive Statistics Mean Std. Deviation N Facebook Marketing Adoption 4.3217.84458 115 Organization Culture 3.6543.79719 115 Cost of Usage 2.5870.83839 115 Cost of Adoption 3.2217.84342 115 Compatibility with Company 1.9370.80353 115 Compatibility with Individual 3.6493.89164 115 Leadership Priority 1.77.806 115 Correlations Thecorrelationsmatrixisaveryhelpfultabletogetanoverviewoftherelationship betweenthepredictorsanttheoutcome.thepearson scorrelationcoefficient,(r,isa measureofthestrengthofrelationshipbetweentwovariables.theeffectsizemeasure isconstrainedtorangefrom0and1(v1).omeansthatithasnoeffect,while1means thatithasaperfecteffect,orperfectlycorrelated.whenthecorrelationcoefficientis negative;therelationshipoftwovariablesiseithernegativelyassociatedwitheach 63

other.or,thattheitemsaremeasuredwithareversedphrasing.reversedphrased itemsareimportantforreducingresponsebias,becauseitforcesthesubjectstopay closerattentiontothequestions.itdoesn taffecttheresultsinthefactoranalysis,butit maylookconfusinginthecorrelationmatrix.(field,2013) AccordingtoCohen(1988,1992),correlationvaluesrangingfrom0.10V0.30havesmall effect,0.30v0.50haveamediumeffect,andfrom0.50anupwardshavealargeeffect. TheoutputalsoshowstheoneVtailedsignificanceofeachcorrelation.Acorrelationis significantifp>.001.thiscorrelationmatrixisalsousefultodoapreliminarylookfor multicollinearity.substantialcorrelation(r>0.9)couldindicatethatthereisaproblem withmulticollinearity.(field,2013) Theresultsofthecorrelationsshowusthattherearenopreliminarysignsof collinearity.(note:wetakeacloserlookatmulticollinearityintheregressionanalysis whencheckingthevifvaluesforeachpredictor.)thehighestcorrelationthatis significant(r=v.639,p>.001)isbetween CompatibilitywithCompany and OrganizationCulture.Despitethesignificanceofthiscorrelationandtheymightbe somewhatsimilarofwhattheymeasure,isthecoefficient(r=v639)notlargeenoughto fearmulticollinearity(r>.9).thereversedphrasedmeasurementoftheitemsismost likelythecauseofthenegativecorrelation. Fromthecorrelationmatrixweseetheeffecttheindependentvariableshasonthe dependentvariable. OrganizationCulture issignificantandhasamediumeffect(r=.474,p=.001)on FacebookMarketingAdoption. CostofUsage (r=v.170,p=.035)and CostofAdoption (r=.160,p=.044)haveasmalleffectandarebothinsignificant. CompatibilitywithCompany hasalargeeffectandisalsosignificant(r=v.520, p=0.001).(thereversedphrasedmeasurementoftheitemsismostlikelythecauseof thenegativecorrelation.) CompatibilitywithIndividual issignificantandhasa mediumeffect(r=382,p=0.001).theindependentvariable, LeadershipPriority is significantandhasamediumeffectonthedependentvariable(r=v.369,p=.001).(here aswell,thereversedphrasedmeasurementoftheitemsismostlikelythecauseofthe negativecorrelation. 64

Weprobablyshouldhavereversedthewayinwhichtheitemsfor Compatibilitywith Company and LeadershipPriorities werescored,butthiswasnotdone. Tabell.17.Correlations.matrix.from.SPPS. Pearson Correlation Sig. (1- tailed) N Facebook Marketing Adoption Organization Culture Cost of Usage Cost of Adoption Compatibility with Company Compatibility with Individual Leadership Priority Facebook Marketing Adoption Organization Culture Cost of Usage Cost of Adoption Compatibility with Company Compatibility with Individual Leadership Priority Facebook Marketing Adoption Organization Culture Cost of Usage Cost of Adoption Compatibility with Company Compatibility with Individual Leadership Priority Facebook Marketing Adoption Organization Culture Correlations Cost of Usage Cost of Adoption Compatibility with Company Compatibility with Individual Leadership Priority 1.000.474 -.170.160 -.520.382 -.369.474 1.000 -.104.179 -.639.578 -.375 -.170 -.104 1.000 -.189.298 -.143.140.160.179 -.189 1.000 -.149.110 -.255 -.520 -.639.298 -.149 1.000 -.590.475.382.578 -.143.110 -.590 1.000 -.506 -.369 -.375.140 -.255.475 -.506 1.000..000.035.044.000.000.000.000..135.028.000.000.000.035.135..022.001.064.068.044.028.022..056.121.003.000.000.001.056..000.000.000.000.064.121.000..000.000.000.068.003.000.000. 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 115 65

Regressionanalysis Multipleregressionanalysisisusedtolookattherelationshipbetweenseveral independentvariablesimpactonedependentvariable.definedbyzikmundas: An analysisofassociationinwhichtheeffectsoftwoormoreindependentvariablesona single,intervalvscaledorratiovscaleddependentvariableareinvestigated simultaneously.(zikmund,2003) TheModelSummaryoutputdescribestheoverallmodel.Theimportantthingwelookat hereisthervsquarevalueandadjustedrvsquaredvalue.thervsquareisameasureof howmuchofthevariabilityintheoutcomeisaccountedforbytheindependent variablesinthesample.whiletheadjustedrvsquareisusedtoseehowwellthemodel generalizestothepopulation.ideallywewanttoseethesevaluestobethesame,oras closetoaspossible.(field,2013) TheresultoftheregressionmodelshowsthattheRVsquarevalueis0.321,meaningthat 32.1%ofthevariancein FacebookMarketingAdoption isexplainedbythemodel.the AdjustedRVsquareis0.283.Thisshrinkagefrom32.1%to28.3%tellsusthatthere wouldonlybeapproximately3.8%lessvarianceintheoutcomeifthemodelwere derivedfromthepopulationratherthanasample.meaningthat28.3%ofthedependent variableisexplainedbytheindependentvariables. TheANOVAtableisusedtotestwhetherthemodelissignificantlybetteratpredicting theoutcomethanusingthemeanaspredictor.ifamodelisgood,itwillbesignificant whilethemeansquareofthemodelislargeandtheresidualmeansquareissmall.this shouldcausethefvratiotobeatleastgreaterthan1.(field,2013) TheresultofrunningthelinearregressiontellsusthattheFVvalueis8.517andthatthe modelissignificant(sig.fchange,>0.001).thisresultmeansthatthemodel significantlyimproveourabilitytopredictfacebookmarketingadoptionthanusing meansasthebestguess. 66

Tabell.18.Model.Summary.from.SPSS. Model Summary Change Statistics Std. Error R R Adjusted of the Square F Sig. F Model R Square R Square Estimate Change Change df1 df2 Change 1.567 a.321.283.71492.321 8.517 6 108.000 a. Predictors: (Constant), Leadership Priorities, Cost of Usage, Cost of Adoption, Organization Culture, Compatibility with Individual, Compatibility with Company Tabell.19.ANOVA.from.SPSS. ANOVA b Model Sum of Squares df Mean Square F Sig. 1 Regression 26.118 6 4.353 8.517.000 a Residual 55.200 108.511 Total 81.318 114 a. Predictors: (Constant), Leadership Priorities, Cost of Usage, Cost of Adoption, Organization Culture, Compatibility with Individual, Compatibility with Company b. Dependent Variable: Facebook Marketing Adoption TheCoefficientstableisusedforanalyzingtheparametersofthemodel.Itgivesus theopportunitytoassessthecontributionoftheindependentvariablesonthe dependentvariableindividually.theestimatesofthebvvaluesareanindicationof therelativecontributionofeachpredictortothemodel.todeterminethe importance,weseeifeachpredictorhasmadeasignificantcontributionto predictingthedependentvariablebylookingatthecolumnlabeledsig.valuesless than.05aresignificant.(field,2013) Ourresearchfindsthat OrganizationCulture issignificant(b=.236,sig>.05)and 67

ispositivelyassociatedwith FacebookMarketingAdoption. Compatibilitywith Company isalsosignificant(b=v.317,sig>.05),butthebvvalueindicatesanegative associationto FacebookMarketingAdoption.Thepossiblereasonforthisisthat theitemsusedtomeasurehadreversedphrasinginthequestionnaire.therefor,it wouldmostlikelyhavebeenapositiveassociationbetweenthepredictorandthe outcomevariableifthescoreswerereversed.therewerenoothersignificant parametersthatcontributetopredicting FacebookMarketingAdoption. TheCoefficienttableisalsousedtocheckformulticollinearity.Multicollinearity betweenpredictorsmakesitdifficulttoassestheindividualimportanceofa predictor.weusethecollinearitystatisticscolumnstocheckthevifvaluesand thetolerancestatistics.accordingtobowerman&o Connel(1990)andMenard (1995)VIFvaluesshouldbelessthan10,andthetolerancevalueabove0.2.(Field, 2013) Thevaluesinthecollinearitystatisticsoutputindicatesthatwedon thavea problemwithmulticollinearity.thevifvaluesarealllowerthan10andthe tolerancestatisticshigherthan0.2. Tabell.20.Coefficients.matrix.from.SPSS. Coefficients a Unstandardized Standardized Collinearity Coefficients Coefficients Correlations Statistics Zero- Model B Std. Error Beta t Sig. order Partial Part Tolerance VIF 1 Facebook 4.269.753 5.668.000 Marketing Adoption Organization.236.117.222 2.012.047.474.190.160.515 1.943 Culture Cost of Usage -.032.085 -.032 -.379.706 -.170 -.036 -.873 1.146 Cost of Adoption.036.084.036.433.666.160.042.034.895 1.117.030 Compatibility -.317.124 -.301 -.012 -.520 -.239 -.452 2.211 with Company 2.555.203 68

Compatibility.002.103.002.021.983.382.002.002.528 1.894 with Individual Leadership -.133.102 -.127 -.193 -.369 -.125 -.664 1.506 Priority 1.309.104 a. Dependent Variable: Facebook Marketing Adoption Hereisashortsummaryofthemultipleregressionanalysis. Themodelissignificant(Sig.FChange,>0.001)andthemodelcanexplain28% (AdjustedRVsquared.283)ofthevarianceofthepopulation.Therearetwoindependent variablesthathavesignificantinfluenceonthe FacebookMarketingAdoption,these are OrganizationCulture (b=.236, Sig >.05) and CompatibilitywithCompany (b=-.317, Sig>.05).Therearenosignsofmulticollinearity.Belowisasummarytable. Tabell.21.Regression.analysis.summary. Variable. Adj..RXsquared. Correlation. Beta. Sig.. VIF. FacebookMarketingAdoption.283 4.269.000 OrganizationCulture.474.236.047 1.943 CostofUsage V.170 V.032.706 1.146 CostofAdoption.160.036.666 1.117 CompatibilitywithCompany V.520 V.317.012 2.211 CompatibilitywithIndividual.382.002.983 1.894 LeadershipPriority V.369 V.133.193 1.506 69

Discussion This(section(will(be(used(to(report(on(the(hypothesis(of(the(research(model.(With(the(help( from(the(research(results,(analysis(and(literature(review(we(discuss(what(influences( Norwegian(health(clubs(to(adopt(social(media(marketing(with(Facebook.( Hypothesisdiscussion PerceivedCompetitivePressureKDiscarded H1:PerceivedCompetitivePressureinfluenceNorwegianhealthclubsadoptionofSocial MediaMarketingwithFacebook. Theresultsofthedataanalysisfailedtoshowthat PerceivedCompetitivePressure influencedtheuseofsocialmediamarketingwithfacebookamongnorwegianhealth clubs.allitemitemsusedtomeasuretheconstructwasremovedasearlyasinthe factoryanalysis.consequently,discardingh1.ourresultssupportsadowskietal. (2002)thatfoundthatcompetitivepressurewasnotaninfluencingfactortothe strategicuseandadoptionoftheinternetbysmesinmultipleindustries.(sadowskiet al.,2002) However,theresultcontradictsthefindingsfromotherstudies.Daniel&Wilson(2002) foundthatthemaindriverforevcommerceadoptionamongsmallandmediumsized enterpriseswastorespondtocompetitivepressure.elvgohary,alsomeasured competitivepressureandconcludedthatthiswaspartoftheexternalfactorsthathada significantimpactonevmarketingadoption.whilegrandon&pearsonfoundexternal pressuretobethesecondmostimportantevcommerceadoptionfactor.(daniel& Wilson,2002;ElVGohary,2012;Grandon&Pearson,2004) Possibleexplanationsforthiscouldbethetypeofindustryorthedependentvariable thatwasresearched;elvgoharyresearchedsmalltourismfirmsinegypt.thetravel industryhasgonethroughsubstantialchangessincetheintroductionoftheinternet. (Onlinebooking,dedicatedsearchenginesforhotelandflightsetc.)Consequently,for 70

healthclubsfacebookmarketingcouldbelabeledasanopportunity,whileevmarketing ainthetourismindustryanecessitytosurvive. WhileinthearticlesofDaniel&WilsonandGrandon&Pearson,theyresearchedthe influencecompetitivepressurehadoneevcommerce.adoptionofevcommercecould meanthatacompanywouldhavetochangetheentirebusinessmodel.whileadopting socialmediamarketingwithfacebookisasimpletechniqueinagreatercommunication strategy.meaning,thatacompanywouldseeachangeinacompetitorsbusinessmodel asmorecriticalstrategyploy,thanhowcompetitorsdecidetocommunicatewith existingandpotentialcustomers. PerceivedCompetency Splitandpartiallysupported H2:PerceivedCompetencyinfluenceNorwegianhealthclubsadoptionofSocialMedia MarketingwithFacebook. OuranalysisofthedatagivesuspartialsupportforH2.Theaggregatedconstruct PerceivedCompetency wasoriginallymeasuredbasedonitemsfromthreedifferent variables,labeled OwnerSkillandAttitude, OrganizationCulture and Organization Resources.However,itemsmeasuring OwnerSkillandAttitude and Organization Resources wereremovedduringthefactoranalysis.thisisresultisagainsimilarto thatwasfoundaboutstrategicuseoftheinternetin2002;itwasfoundthatskillsand experiencewasnotaconcernbysmes(sadowskietal.,2002). TheextractionofitemsleftuswithfouritemsthatmadeusreVlabelthefactor PerceivedCompetency as OrganizationCulture inthepurposeoftheanalysis.the resultoftheregressionanalysisshowedthat OrganizationCulture hadasignificant, positiverelationshipwith FacebookMarketingAdoption. Theresultabout OrganizationCulture supportsotherstudies;researchdoneby McFarland&Hamiltonin2006foundthattechnologyusageisstronglyinfluencedby contextualvariablessuchasorganizationalsupportindiverseindustries.devalckfound thattheattitudesofcolleaguestobeveyimportant.(devalcketal.,2009)(mcfarland& Hamilton,2006)Grandon&Pearson(2004)foundthatorganizationalreadinessisthe 71

mostimportantinfluencingfactortoevcommerceadoption.(grandon&pearson,2004) ItisalsosupportedbyElVGohary,thatfoundthatinternalfactorssuchasOrganization CulturetohavesignificantlyaffectonEVmarketing.(ElVGohary,2012) However,simultaneously(asmentioned)twoofthevariablesthatlaidthefoundationof ElVGoharysinternalfactorswereremoved.Theremovalof OwnerSkillandAttitude and OrganizationResources contradictsthesignificantfindingsofelvgoharyinthe tourismindustry.itcontradictsotherresearchersaswell:inastudyabouttheadoption ofsocialmediaamongb2bcompanies,theyfoundthatthethirdmostimportantbarrier wasthatthestaffwasnotcapable.(michaelidouetal.,2011)thelackofitexpertiseof staffwasoneofthreemainbarriersforevcommerceadoptioninaustralian SMEs.(Ahearneetal.,2007) ApossibleexplanationforthiscouldbethatFacebookmarketingdoesn tperceiveto requirethesameamountofskillsandexpertiseaswiththeadoptionofevcommerce. MostadultsusesocialmediasitessuchasFacebook,regularlyintheirpersonallives. (73%ofallonlineadultshaveaprofileonatleastonesocialmediasite)(AaronSmith, 2014).ButweassumethatitisnotnormalforregularadultstohandleandoperateanEV commercesiteonadailybasis.makingthe OwnerSkillandAttitude or Organization Resources morerelevantforadoptinganevcommercesite,andlessrelevantfor adoptingafacebookpage,especiallysinceitisoperatedinveryasimilarwayastheir personalfacebookprofile.(facebook,2012c) Itcouldalsobeduetothecontextoftheresearch.NorwayisacountrywithhigheV readiness;withawidespreadadoptionoftheinternet,evcommerceandsocialmedia sites,norwegiansareingeneralquicktoadoptnewtechnologycomparedtoother countries.abritishnewsarticlereportedaslateasin2013that Norway(has(emerged(as( the(most(advanced(nation(in(the(world(in(terms(of(consumer(adoption(of(digital(media (I. Darby,2013).Iftechnologyadoptionisexpected,socialmediausagesimplybecomesa minimumstandard.suchsituations createslittlevarianceintermsofskilland organizationresources. 72

PerceivedCosts Splitandrejected H3:PerceivedCostsinfluenceNorwegianhealthclubsadoptionofSocialMedia MarketingwithFacebook. Thefactoranalysisshowedusthatthe PerceivedCosts shouldbesplitintotwofactors. Thesewerelabel CostofAdoption and CostofUsage.Butstill,neitherofthe predictorshadasignificantimpactontheoutcomevariable.thismeansthat Perceived Costs didnotinfluencenorwegianhealthclubsadoptionofsocialmediamarketing withfacebook.consequently,rejectingh3. OurresultcontradictsGilmoreetal(2007)thatfoundthemainbarrierstoEVmarketing tobelackoftime,financialconstraintsandhumanresources.(gilmoreetal.,2007)it alsochallengeslawsonetal(2003)whofoundthatthecostofconsultantswasonof threebarriersthataffectedadoptionofevcommerce.(lawson,alcock,cooper,&burgess, 2003)Possibleexplanationforourcontradictingresultscouldlieinthesurveydata. Oursurveydataindicatesthat66%ofthehealthclubshavethenecessaryfinancial resources,62%havequalifiedandcompetentmarketingemployeesandthat55%of subject sthinksitrequirelittletimeandmoneytolearnfacebookmarketing.atotalof 80%ofthesubjectsofourstudyreportedthattheyfinditeasytouseFacebook marketingtools,and70%saystheycouldimplementitwithoutexperthelp. Anadditionalthoughtforwhy CostofAdoption don thavesignificantinfluenceon FacebookMarketingAdoptioncouldbethatFacebookPagesisafreeservice.(Facebook, 2012a)Facebookmakesitpossibleforanybodytotryandusetheirserviceswithouta budget.itit sa free,diyservice( doityourself )withnopressurefromsalespeople. Whenitcomestothefactor CostofUsage asaninsignificantpredictor;managersare incompletecontroloftheirbudgets.theowner/manageralonedeterminesthe Costof Usage.Therearenominimumrequirementsforspendingmoneyonadvertisement,and norequirementsfor postingcontent either.thisissoleuptothehealthclub owner/managerthemselvestodeterminethelevelofactivity.since Organicreach (alsorecognizedas ewom,electronicwordofmouth)ofcontentisfree.only paidv promotion (UsageofFacebookAds)costmoney(Center,2014f).Thismeansthata 73

companycanadoptit,butdon thavetospendanymoneyortimeonfacebook,unless theyseetheopportunitythemselves. PerceivedCompatibility Splitandpartiallysupported H4:PerceivedCompatibilityinfluenceNorwegianhealthclubsadoptionofSocialMedia MarketingwithFacebook. Theconstructedfactor PerceivedCompatibility wasbasedontwoconcepts:oneof themwasontheindividuallevel,whiletheotherwasonthecompanylevel. Perceived Compatibility ontheindividuallevel,waspositivelyassociated,butwasnotfound significant. PerceivedCompatibility oncompanylevelhadasignificantinfluenceon FacebookMarketingAdoption.ReversedphrasingcausedthebetaVvaluestobe negative,makingusassumethat PerceivedCompatibility oncompanylevelis positivelyassociatedwithfacebookmarketingadoption.making Perceived CompatibilitywithCompany aninfluencingfactorfortechnologyadoption.thus, partiallysupportingh4.ourresultisinlinewiththesignificantfindingsofother technologyadoptionstudiesthatresearchedtheimportancecompatibility,suitability andrelevanceoncompany/industrylevel;(michaelidouetal.,2011),(daniel,2003; MacGregor&Vrazalic,2005),(MortezaGhobakhloo,2013),(Kendalletal.,2001),and (Sadowskietal.,2002) Theinsignificantresultsforthevariableonindividuallevel contradicttheelvgoharys results;that Compatibility hasasignificantaffectonevmarketingadoption.(elvgohary, 2012)ThisisinterestingbecauseourvariableVmeasurementVitemswereadaptedfrom thisparticularresearch,whichagainwaspartofthereasoningtonotinclude Perceived Usefulness inourresearchmodel.thisfactorwasremovedfromthefinalresearch modelinfearofmulticollinearitybetweenfactors.ouraggregatedfactor Perceived Compatibility onindividuallevelissimilartothewellvestablishedfactor Perceived Usefulness.Theyaresimilarinthesensethattheylookattheindividualswork situation.so,withgreatcaution,ourresultscouldbysomechancecontradictthe TechnologyAcceptanceModelfactor, PerceivedUsefulness.Ifwedaredtocompare thetwofactors,ourresultswouldcontradictmostofthearticlesanalyzedforthisthesis thatusedandfound PerceivedUsefulness significantintheirparticularresearch.such 74

as:(mcfarland&hamilton,2006),(king&he,2006),(schepers&wetzels,2007), (Ledereretal.,2000;Moon&Kim,2001),(Wöber&Gretzel,2000)etc. OneexplanationforourcontradictingresultcouldbethatFacebook smarketingtools; don thelpwithimproving/solvingowner/managersexistingdailyworktasksthatwas therepriortothetechnology. Thesolutioncamewiththeproblem :Meaningthatsocial mediamarketingtechnologiessuchasfacebookonlygavehealthclubowner/managers anothersetofworktasks,increasedmarketingcomplexityandcommunication requirements. PerceivedLeadershipPrioritiesKRejected H5:PerceivedLeadershipPrioritiesinfluenceNorwegianhealthclubsadoptionofSocial MediaMarketingwithFacebook. Theresultsfromtheanalysisshowthatthe imposed factorcalled Leadership Priorities didnotinfluencefacebookmarketingadoption.itwasnegativelyassociated andwasnotsignificant.consequently,rejectingh5.thisoutcomecontradict(spenceret al.,2012)thatfoundthatleadershipisthemostcriticaltotechnologyacceptancein ownervmanagedsmallfirms.apossibleexplanationforthisisinhowthedatawas collected.spencerat.alperformedqualitativeinvdepthinterviewswiththeownerv managers,focusingoncategorizinganddevelopingnewleadershiptypologies.whilethe particularfactorinourstudywasformulatedandmeasuredspecificallyforthisthesis. Theinsignificantresultfromthedataanalysiscouldpossibleduetothemeasurementof thefactor.theprioritizationtoolcalled, Theimportant/urgentmatrix (Covey,2011) washelpfultograsptheidea;that leadersmightfindsocialmediaimportant,butnot urgent.butinhindsightisitclearerthatitshouldnotbeenusedtoformulatethe surveyquestion.meaningthatitisprobablyagreattoolforprioritizing,butnotas academicmeasurementtool.therefor,itisimportanttounderstandthatrejectingthe hypothesisdoesn tprovethataleadersprioritiesdoesn taffectadoptionoffacebook marketingamongnorwegianhealthclubs. 75

DiscussionSummary Inthisthesisthereweremadefivehypothesesaboutfactorsthatmightinfluencesocial mediamarketingadoptionwithfacebookamongnorwegianhealthclubs.h2andh4 werepartiallysupported.h1wasdiscarded.h3andh5wererejected. H1:PerceivedCompetitivePressureasaninfluencerwasdiscardedduringthe factoranalysis. H2:ManyoftheitemsthatmeasuredPerceivedCompetencywasextracted duringthefactoranalysis.itrequiredlabelingtheremainingitems Organization Culture,whichprovedtobeasignificantfactor.Thus,partiallysupportingH2. H3:PerceivedCostwassplitduringthefactoranalysisintothefactors Costof Adoption and CostofUsage,butH3wasrejectedbecausenoneofthesewere significant. H4:PerceivedCompatibilitywassplitintocompanyandindividuallevel,and werepartiallysupportedbecausethefactoritemsmeasuringcompatibilityon companylevelprovedtobestatisticallysignificant.itemsusedtomeasure Compatibilityonindividuallevelwereremovedduringfactoranalysis. H5:LeadershipPrioritywasrejectedbecausetheinfluencewasinsignificant. Tabell.22.Hypothesis.result.summary. Hypothesis. H1VPerceivedCompetitivePressure H2 PerceivedCompetency H3 PerceivedCost H4 PerceivedCompatibility H5 LeadershipPriority Status. Discarded Split,partiallysupported Split,rejected Split,partiallysupported Rejected 76

Conclusion The(final(chapter(provides(the(key(findings(in(the(thesis.(This(is(illustrated(in(a(conceptual( framework,(before(stating(the(contributions,(limitations(and(implications(of(the(study.( Thegoalofthisresearchwastolearnmoreaboutsocialmediaasabusinessstrategy amongowner/managersinsmallandmediumsizedbusinesses.werethemainpurpose wastoexploretheadoptionfactorsthatleadtoactualusageofsocialmediamarketing. ThereasonforthisisthatsocialmediasitessuchasFacebookhavecreateda communicationplatformforpeople,andatthesametimeamarketingplatformfor businessesthatisequallyavailableforcompaniesofallsizesandbudgets. Theresearchquestionwasformulated: Whatfactorsinfluencesadoptionofsocial mediamarketingwithfacebookamongnorwegianhealthclubs? Aliteraturereviewwasconductedtobeabletoanswertheresearchquestion.Wewere abletofindandanalyseseveralarticlesthatresearchedtechnologyadoptionand acceptanceamongsmallandmediumsizedbusinesses.mostofthearticlesinthe literaturereviewfocusedonthestrategicuseoftheinternet,evcommerceandev marketing.fewwereabouttheadoptionorstrategicuseofsocialmedia,butthereis accessibleliteratureabouttopicssuchas;ewom,internetmarketing,socialnetworking sites,virtualcommunities,onlineforums,etc.thesearticleswereusedtoestablishalink betweentechnologyadoptionandsocialmedia.itlaidthetheoreticalfoundationabout socialmediamarketingandthebroadlyclusteredadoptionfactorsthatbecamethebasis oftheresearchmodel. Theoriginalresearchmodelconsistedoffiveindependentvariables,labelled Perceived CompetitivePressure,PerceivedCompetency, PerceivedCosts, Perceive Compatibility and LeadershipPriority andonedependentvariablethatwaslabelled FacebookMarketingAdoption.ThefiveVassociatedhypothesiswasempiricallytested usingaquantitativedescriptivemethod.targetingowner/managersassociatedwith Norwegianhealthclubs,atotalof115individualscompletedtheeVmaildistributed questionnaire. 77

Surprisingly,wewereunabletofindsignificantassociationformanyofthevariablesin theresearchmodel.theanalysisofdatarevealsthatresearcherhavetorevevaluate assumptionsaboutsocialmediaadoption. Thekeyfindingsofthethesisweretwofactorsthathadstatisticallysignificantinfluence onthedependentvariable.theindependentvariableswerelabeled Organization Culture and CompatibilitywithCompany. TheseresultsindicatethatNorwegian healthclubsadoptionofsocialmediamarketingwithfacebookisinfluencedbytheir organizationcultureandtheperceivedcompatibilitywithcompany.thekeyfindings areillustratedinthefigurebelow. Organization Culture Compatibility withcompany Facebook Marketing Adoption Figur.11.Conceptual.framework.with.significant.relationships. Thefigureaboveshowstheconceptualframeworkaftertheanalysisanddiscussion.It indicatestherelationshipbetweentheindependentvariablesandthedependent variable.thedependentvariableislabelled FacebookMarketingAdoption whilethe independentvariablesarelabeled OrganizationCulture and Compatibilitywith Company. 78

Contributions Thisthesisaddstothelimitedamountofquantitativeresearchthatfocuseson marketingadoptioninasocialmediaenvironmentfromabusinessowner/managers perspective.similarstudiestypicallyanalyzedadoptionoftheinternet,evcommerceand internalitvsystems(crm).thefewstudiesthatwerefoundtoinvestigatemanagement perspectiveaboutusingsocialmediaaspartofabusinessstrategywereforthemost partexploratoryqualitativestudies.quantitativestudiesthatresearchedsocialmedia marketinglookedattheconsumers perspectiveandtheirattitudestowards advertisementinthemedium. ThechoiceofindustryandtheNorwegiansettingisalsoacontributiontothepoolof technologyadoptionfactorresearch.theresultsfromtheparticularstudycouldprovide somenewinsightsaboutthecontext,sincemostofthestudieswereconductedin countriessuchasusandukandnoneanalyzedhealthclubs. Othercontributionsratherthanchoiceofsetting,comesfromtheactualresultsfromthe analysis.wefoundthat OrganizationCulture andperceived Compatibilitywith Company issignificantadoptionfactorswhenitcomestoadoptionoffacebook marketingamongnorwegianhealthclubs.wegotclearindicationsthatthefactor Compatibility shouldbeseparatedandmeasuredastwoindividualvariables,onthe individuallevelandthecompanylevel.wealsodiscoveredthatthefactorof Cost associatedtoadoptionofsocialmediamarketing,shouldbesplitintotwoseparate variablesthatcouldbelabeled CostofAdoption and CostofUsage.Thoughitdidn t havestrongimpact,norwassignificantinourstudy,itcouldberelevantforothers. Limitations Therearelimitationstothisresearch,andtheresultsshouldthereforonlybe generalizedinthebroadcontextofthenorwegianhealthclubindustry.first,thecontext ofthespecificindustrywefindsomeconcernsthatcouldquestiontheabilityto generalizethefindings.thisisduetothattheindustryasawholeandoursample rangesfromsmallindependent,oftenlocalhealthclubs,tohealthclubsthatareaunit, subdivisionorafranchiseofalargecorporation.second,theremightbelimiting 79

guidelinesforhowmanager/ownersofhealthclubsareallowedtooperate,andtherefor limitingtheirabilitytousethemedium.inaconversationwithahealthclubfranchisev manager,weweremadeawarethatnobodywasallowedtocommunicateonthebehalf ofthehealthclubinanyotherwaythaninconversationsthatfoundplaceathegym. Thiswouldclearlyaffecttheusageofsocialmediaasaconversationchannel,andwedo notknowhowmanyofourrespondentsthatislimitedbythis.therewereno quantitativecontrolvariablesforthisinthesurvey,therewereonlyanopenvended questionthatallowedrespondentstocommentorgivefeedback. Athirdcriticallimitationoftheresearchisaboutthemeasurementofthevariables.Ina pursuittokeepsurveyshortandprecise;researcherremoved,combinedandadded measurementitemstoalreadyestablishedconstructs.removinglessrelevantaspects ofmeasurementwasdonetofitthequestionnairetotheconcretecontextandpurpose ofthestudy.thiscouldhaveaffectedtheanalysisthatagainwouldaltertheresultsof thethesis.thisisaparticularlyconcerntothemeasurementofthefactor Perceived CompetitivePressure,weretheassociatedhypothesishadtobediscardedduetopoor factorloadings.thiscouldalsobetruetoremovalofvariablessuchas OwnerSkilland Attitude and OrganizationResources.Asdiscussed,themeasurementoftheimposed variablelabeled LeadershipPriority didnothaveanacademicestablished measurement.thus,makingthechoiceofmeasurementtobeapossibleexplanationto thelackofsignificantresults. Implications Futureresearch Theresultsfromtheanalysisshowedthatourmodelonlyexplainsomeofthevariance ofpopulation.thatmeansthattherearefactorsthatshouldbeexploredinfuture studiesofthehealthclubindustry.futureresearchcouldalsocomparethedifference betweenthesizesofthehealthclub,orcompareifitisanydifferencebetweensmall communitiesandlargecities.consideringthelevelofevreadinessinnorway,itwould alsobeinterestingtoinvestigateiftheadoptionfactorschangeduetocountrycontext. 80

Includingresearchingadoptionfactorsforthehealthclubindustry,itwouldbe interestingtoanalyzeandcomparedifferentindustriesadoptionfactors.ifso,itwould beparticularinterestingtoanalyzeindustriesthatdon thavethesamelevelof surface compatibilitywithsocialmediaashealthclubs.industriesthatarelessserviceintensive, thatdoesn trequiredirectcommunicationandmarketingwithcustomersorendusers. Thisleadustoanotherpossibility,thatistoinvestigatehowsocialmediaoffers distinctiveusagechallengesfordifferentindustries.meaning,eventhoughsocialmedia technologycomeswithsimpletousesoftware,(thataccordingtoourresultsdonot requireexpertisetoadopt)itmightbedifficulttoactuallyuseit,regularly,inacorrect mannerandthatareatthesametimebeneficialtothecompany.thus,itcouldbe interestingtoclassifyorlookforeitherdriversorbarrierstousage,rathermerely lookingatinfluencingadoptionfactors. Afinalsuggestionaboutfutureresearchcouldbetogiveanotherattempttoresearchthe influenceof LeadershipPriority hasonfacebookmarketingadoption.researcherstill believesthatthiscouldbeanimportantfactor.howevertobeabletodothisisitneeded tofindordevelopbetterscalesofmeasurement. Managerialimplications Themanagerialimplicationsofthisresearcharebasedonthefindingsofourdata collection,literaturereviewandanalysisresults: Inacompetitiveindustrysuchashealthclubsowner/managersoperate;theyneedtobe constantlylookingfornovelwaystostayrelevant.thiscouldbeofferingmembersnew classeswithinstructors,investinginnewequipmentorthelatestworkouttrends.even ifahealthclubsareuptothecurrenttrends,itstillneedtobecommunicatedtoexisting membersandmarketedtopotentialcustomers.thisiswhenadoptionofsocialmedia becomesimportant. Socialmediaisnotjustanopportunitytoattractnewcustomers,butmighthavebecome anecessarytooltobothcommunicatewithexistingandpotentialmembers.similarlyto havingorusingaphoneorevmailsystemasawayofcommunicating.however,wedo 81

notknowiforforhowlongfacebookasasocialmediaapplicationwillstayrelevant,but theconceptofsocialmediamarketinghascometostay.thus,owner/managersshould learnaboutpracticalapplicationofthecommunicationchannel. Itisimportanttorealizethatmostofthemanagers/ownersofhealthclubsanswerthat theyusingfacebookmarketingtoolstocommunicateandmarkettheirbusinesses regularly.theperceptionisthatmostofthemfindfacebookeasytouse,andveryfewis inneedofexperthelptooperateit.however,thesignificantresultsforcompatibilityat thecompanylevel,butnotontheindividuallevelisinteresting.itshowsthatfacebook marketingisimportantwiththehealthclubsitself,butnotnecessarilywiththework situationoftheindividual.thiscouldmeanthatsocialmediamarketingisanecessary toolforthecompanytosucceed,butnotinadailyworkroutine.theimplicationofthis isthatowner/managershavetooverlooktheirownneedsandthinkaboutwhat sbest forthecompany.thisissomethingtobeawareof,becauseweassumethatanownerare moremotivatedtomakingthebusinesssucceedlongterm,thananemployedmanager that getspaidbythehour. Thefactorsthathadsignificantinfluenceinourstudy,unfortunately,givesusthe impressionthatowner/managersinnorwegianhealthclubsdonothaveparticular influenceonfacebookmarketingadoption.adoptionfactorsareoutoftheirdirect control: OrganizationCulture couldbeinfluencedbytheowner/managers,butitisnot underthemangerscompletecontrol. CompatibilitywithCompany isafactorthatis outofreachoftheinfluenceoftheowner/managers.thiscouldmeanthattheadoption ofsocialmediamarketingwithfacebookisnotachoice,butarequirementforthetype ofbusiness.theimplicationsforthemanagersisthattheydon thaveachoice,theyare simplyforcedtoadoptsocialmediatostayrelevant. 82

Sources Ahearne,(M.,(Hughes,(D.(E.,(&(Schillewaert,(N.((2007).(Why(sales(reps(should(welcome( information(technology:(measuring(the(impact(of(crmhbased(it(on(sales( effectiveness.(internationaljournalofresearchinmarketing,24(4),(336h349.(( Akar,(E.,(&(Topçu,(B.((2011).(An(Examination(of(the(Factors(Influencing(Consumers'(Attitudes( Toward(Social(Media(Marketing.(JournalofInternetCommerce,10(1),(35H67.(doi:( 10.1080/15332861.2011.558456( Andersen,(P.(H.((2005).(Relationship(marketing(and(brand(involvement(of(professionals( through(webhenhanced(brand(communities:(the(case(of(coloplast.(industrial MarketingManagement,34(1),(39H51.(doi:(10.1016/j.indmarman.2004.07.002( Ann,(E.(S.,(Sharon,(S.,(&(Alaina,(K.((1999).(Survey(of(Internet(users Äô(attitudes(toward( Internet(advertising.(JournalofInteractiveMarketing,13,(34H54.(doi:( 10.1002/(sici)1520H6653(199922)13:3<34::aidHdir3>3.0.co;2Hr( Avlonitis,(G.(J.,(&(Panagopoulos,(N.(G.((2005).(Antecedents(and(consequences(of(CRM( technology(acceptance(in(the(sales(force.(industrialmarketingmanagement,34(4),( 355H368.(( Barefoot,(D.,(&(Szabo,(J.((2009).(Friends(with(Benefits(:(A(Social(Media(Marketing(Handbook.(( Bhanot,(S.((2012).(Use(of(Social(Media(by(Companies(to(Reach(their(Customers.(SIESJournal ofmanagement,8(1),(47h55.(( Boyd,(D.(M.(a.(N.(B.(E.((2007).(Social(Network(Sites:(Definition,(Hostory(and(Scholarship.( JournalofComputerCMediatedCommunication,13.(( Bulearca,(M.,(&(Bulearca,(S.((2010).(Twitter:(a(viable(marketing(tool(for(SMEs.(Global BusinessandManagementResearch:AnInternationalJournal,2(4),(296H309.(( Callaghan,(M.(I.(a.(B.((2013,(May(2,(2013).(Facebook s(declining(user(growth(rate,(pictured. TheWallStreetJournalRetrieved(from(http://allthingsd.com/20130502/facebooksV decliningvuservgrowthvratevpictured/( Carlsen,(H.((2009).(Ble(kalt(drittunge(av(plateselskap.(from(http://www.nrk.no/kultur/bleVkaltV drittungevavvplateselskapv1.6580068( Center,(F.(H.((2014a).(Page(like(ad.(from( https://http://www.facebook.com/help/www/319278191550500/( Center,(F.(H.((2014b).(Page(post(link(ad.(from( https://http://www.facebook.com/help/www/153611548180567/( Center,(F.(H.((2014c).(Page(post(photo(ad.(from( https://http://www.facebook.com/help/www/296425360500751/( Center,(F.(H.((2014d).(Page(post(video(a.(from( https://http://www.facebook.com/help/www/517154478360743/( Center,(F.(H.((2014e).(Premium(ads:(Logout(Page.(from( https://http://www.facebook.com/help/www/410399029059633/( Center,(F.(H.((2014f).(What s(facebook(ad?(((,(from( https://http://www.facebook.com/help/www/265086153651364/( Chan,(K.(W.,(&(Li,(S.(Y.((2010).(Understanding(consumerHtoHconsumer(interactions(in(virtual( communities:(the(salience(of(reciprocity.(journalofbusinessresearch,63(9h10),( 1033H1040.(doi:(10.1016/j.jbusres.2008.08.009( 83

84 Chunsik,(L.,(Jarvinen,(V.,(&(Sutherland,(J.((2011).(PROFILING(SOCIAL(NETWORK(SITE(USERS:( WHO(IS(THE(MOST(RESPONSIVE(TO(MARKETING(ATTEMPTS?(AmericanAcademyof AdvertisingConferenceProceedings,(59H68.(( Cochran,(M.(Q.(P.(a.(M.((2002).(AGuidetoUsing QualitativeResearchMethodology.(Medecins(sans(Frontieres.(Retrieved(from( http://fieldresearch.msf.org/msf/bitstream/10144/84230/1/qualitativeresearch methodology.pdf( Cohen,(H.((2011).(30(Social(Media(Definitions.((Retrieved(from(http://heidicohen.com/socialV mediavdefinition/( Covey,(S.((2011).(The7habitsofhighlyeffectiveteens:(Simon(and(Schuster.( Daniel,(E.((2003).(An(exploration(of(the(insideHout(model:(eHcommerce(integration(in(UK( SMEs.(JournalofSmallBusinessandEnterpriseDevelopment,10(3),(233H249.(( Daniel,(E.,(&(Wilson,(H.((2002).(Adoption(intentions(and(benefits(realised:(a(study(of(eH commerce(in(uk(smes.(journalofsmallbusinessandenterprisedevelopment,9(4),( 331H348.(( Darby,(I.((2013).(Norway(is(the(world's(most(advanced(nation(in(terms(of(digital(media. Campaign.(Retrieved(from(http://www.campaignlive.co.uk/news/1170389/( Darby,(R.,(Jones,(J.,(&(Al(Madani,(G.((2003).(EHcommerce(marketing:(fad(or(fiction?( Management(competency(in(mastering(emerging(technology.(An(international(case( analysis(in(the(uae.(logisticsinformationmanagement,16(2),(106h113.(( David(G(Taylor,(J.(E.(L.(a.(D.(S.((2011).(Friends,(Fans,(and(Followers:(Do(Ads(Work(on(Social( Networks?(JournalofAdvertisingResearch,51(1),(258H275.(( Davis,(F.(D.((1989).(Perceived(usefulness,(perceived(ease(of(use,(and(user(acceptance(of( information(technology.(misquarterly,(319h340.(( Davis,(F.(D.,(&(Venkatesh,(V.((1996).(A(critical(assessment(of(potential(measurement(biases(in( the(technology(acceptance(model:(three(experiments.(internationaljournalof HumanCComputerStudies,45(1),(19H45.(( de(valck,(k.,(van(bruggen,(g.(h.,(&(wierenga,(b.((2009).(virtual(communities:(a(marketing( perspective.(decisionsupportsystems,47(3),(185h203.(doi:( 10.1016/j.dss.2009.02.008( Desmond,(N.((2010).(What(Is(A(Facebook(Impression(Worth?(((Retrieved(20(April(2012,(2012,( from(http://articles.businessinsider.com/2010v09v29/tech/30070894_1_frontvofvfacebookv usersvfacebookvpagevfacebookvmember( Development,(D.(o.(E.(a.(O.,(&(TimeManagementGrid.( http://www.usgs.gov/humancapital/documents/timemanagementgrid.pdf( Dictionaries,(O.((2014).(2014,(from(http://www.oxforddictionaries.com/definition/english/socialV media( Dobele,(A.,(Toleman,(D.,(&(Beverland,(M.((2005).(Controlled(infection(Spreading(the(brand( message(through(viral(marketing.(businesshorizons,48(2),(143h149.(( Ducoffe,(R.(H.((1996).(ADVERTISING(VALUE(AND(ADVERTISING(THE(WEB.(Journalof AdvertisingResearch,36(5),(21H35.(( ElHGohary,(H.((2012).(Factors(affecting(EHMarketing(adoption(and(implementation(in(tourism( firms:(an(empirical(investigation(of(egyptian(small(tourism(organisations.(tourism Management,33(5),(1256H1269.(( Faber,(R.(J.,(Lee,(M.,(&(Nan,(X.((2004).(Advertising(and(the(Consumer(Information( Environment(Online.(AmericanBehavioralScientist,48(4),(447H466.(doi:( 10.1177/000276420427028(1( Facebook.((2011).(Page(Publishing(Best(Practices((pp.(4).(

85 Facebook.((2012a).(About(Facebook(Pages.(((Retrieved(16(April(2012,(2012,(from( https://http://www.facebook.com/help/pages/about( Facebook.((2012b).(Facebook(Fact(Sheet.(from( http://newsroom.fb.com/content/default.aspx?newsareaid=22( Facebook.((2012c).(Facebook(Pages(Product(Guide((pp.(8).( Facebook.((2012d).(Facebook(Timeline.(from( http://newsroom.fb.com/content/default.aspx?newsareaid=20( Facebook.((2012e).(Like.(((Retrieved(16(April(2012,(2012,(from( https://http://www.facebook.com/help/like( Facebook.((2012f).(Pages(Insights.(((Retrieved(16.(april(2012,(from( https://http://www.facebook.com/help/pages/insights( Facebook.((2014a).(Ads(Product(Guide(Overview.(((Retrieved(12.mars(2014,(2014,(from( https://http://www.facebook.com/help/www/458369380926902( Facebook.((2014b).(Desktop(app(ad.(from( https://http://www.facebook.com/help/www/582140578490150/( Facebook.((2014c).(Domain(ad.(from( https://http://www.facebook.com/help/www/219176381575943/( Facebook.((2014d).(Event(Ad.(from( https://http://www.facebook.com/help/www/414083338703997/( Facebook.((2014e).(Mobile(app(ad.(from( https://http://www.facebook.com/help/www/554749274560831/( Facebook.((2014f).(Offer(Ad.(from( https://http://www.facebook.com/help/www/341447759332269/( Field,(A.((2013).(DiscoveringstatisticsusingIBMSPSSstatistics:(Sage.( Fillis,(I.,(Johannson,(U.,(&(Wagner,(B.((2004).(Factors(impacting(on(eHbusiness(adoption(and( development(in(the(smaller(firm.(internationaljournalofentrepreneurialbehaviour &Research,10(3),(178H191.(( Fillis,(I.,(Johansson,(U.,(&(Wagner,(B.((2003).(A(conceptualisation(of(the(opportunities(and( barriers(to(ehbusiness(development(in(the(smaller(firm.(journalofsmallbusinessand EnterpriseDevelopment,10(3),(336H344.(( Funk,(T.((2011).(SocialMediaPlaybookforBusiness:ReachingYourOnlineCommunityWith Twitter,Facebook,Linkedin,andMore:(Praeger.( GilHOr,(O.((2010).(Building(Consumer(Demand(by(using(Viral(Marketing(Tactics(within(an( Online(Social(Network.(AdvancesinManagement,3(7),(7H14.(( GilHOr,(O.((2011).(Building(consumer(demand(by(using(viral(marketing(tactics(within(an( online(social(network.(advancesinmanagement.(( Gilmore,(A.,(Gallagher,(D.,(&(Henry,(S.((2007).(EHmarketing(and(SMEs:(operational(lessons(for( the(future.(europeanbusinessreview,19(3),(234h247.(( Grandon,(E.(E.,(&(Pearson,(J.(M.((2004).(Electronic(commerce(adoption:(an(empirical(study(of( small(and(medium(us(businesses.(information&management,42(1),(197h216.(doi:( http://dx.doi.org/10.1016/j.im.2003.12.010( HarridgeHMarch,(S.((2004).(Electronic(marketing,(the(new(kid(on(the(block.(Marketing Intelligence&Planning,22(3),(297H309.(( Hauger,(K.(K.((2014).(ABC(i(sosial(medier:(#sosial(markedsføring.(Kampanje.( Helland,(M.((2014).(Stort(prissprik(H(og(tøffere(kamp(om(din(trening.Budstikka.(Retrieved( from(http://touch.budstikka.no/%c3%b8konomivbolig/stortvprissprikvogvtofferevkampvomv dinvtreningv1.8281977( Hof,(R.(D.((2011).(FACEBOOK'S(NEW(AD(MODELH(YOU.(FobesInc.((

Hoffman,(D.(L.((2009).(Managing(beyond(Web(2.0(Companies(should(prepare(now(for(the( day(when(2.0(morphs(into(web(3.0.(in(m.(quarterly((ed.).( Huber,(M.,(Mulazzani,(M.,(Kitzler,(G.,(Goluch,(S.,(&(Weippl,(E.(FriendHinHtheHMiddle(Attacks( Exploiting(Social(Networking(Sites(for(Spam.(( Høibo,(N.(G.((2014).(Oversiktovernorskeorganisajonersomerbransjeregistrertsom treningssenterretrieved(from:( http://www.forvalt.no/foretaksindex2/default.aspx?search_result_type=stacked&search_type=s egmented&show_advanced=1vsearchresult( Jerijervi,(D.(R.((2014,(Januar).(Slår(seg(opp(med(undertøy(på(Facebook.(Kampanje.( Johnston,(R.((2010).(FACEBOOK(AND(CUSTOMER(ACQUISITIONS.(AlaskaBusinessMonthly, 26(12),(80H81.(( Kaplan,(A.(M.,(&(Haenlein,(M.((2010).(Users(of(the(world,(unite(The(challenges(and( opportunities(of(social(media.(businesshorizons,53(1),(59h68.(doi:( 10.1016/j.bushor.2009.09.003( Karagozoglu,(N.,(&(Lindell,(M.((2004).(Electronic(commerce(strategy,(operations,(and( performance(in(small(and(mediumhsized(enterprises.(journalofsmallbusinessand EnterpriseDevelopment,11(3),(290H301.(( Kaynak,(E.,(Tatoglu,(E.,(&(Kula,(V.((2005).(An(analysis(of(the(factors(affecting(the(adoption(of( electronic(commerce(by(smes:(evidence(from(an(emerging(market.(international MarketingReview,22(6),(623H640.(( Kelly,(L.,(Kerr,(G.,(&(Drennan,(J.((2010).(Avoidance(of(advertising(in(social(networking(sites:( The(teenage(perspective.(JournalofInteractiveAdvertising,10(2),(16H27.(( Kendall,(J.(D.,(Tung,(L.(L.,(Chua,(K.(H.,(Ng,(C.(H.(D.,(&(Tan,(S.(M.((2001).(Receptivity(of( Singapore's(SMEs(to(electronic(commerce(adoption.(TheJournalofStrategic InformationSystems,10(3),(223H242.(doi:(http://dx.doi.org/10.1016/S0963V 8687(01)00048V8( Kietzmann,(J.(H.,(Hermkens,(K.,(McCarthy,(I.(P.,(&(Silvestre,(B.(S.((2011).(Social(media?(Get( serious(understanding(the(functional(building(blocks(of(social(media.(business horizons,54(3),(241h251.(doi:(http://dx.doi.org/10.1016/j.bushor.2011.01.005( King,(W.(R.,(&(He,(J.((2006).(A(metaHanalysis(of(the(technology(acceptance(model.( Information&Management,43(6),(740H755.(( Kozinets,(R.(V.((1999).(EHtribalized(marketing?:(The(strategic(implications(of(virtual( communities(of(consumption.(europeanmanagementjournal,17(3),(252h264.(( Kågström,(L.((2014).((.((Retrieved(from(http://www.safeVeducation.no/nyheter/flereVnyheter/satsVelixiaVogVfreshVfitnessV skapervnordensvstorstevhelsevogvtreningskjede/( Lawson,(R.,(Alcock,(C.,(Cooper,(J.,(&(Burgess,(L.((2003).(Factors(affecting(adoption(of( electronic(commerce(technologies(by(smes:(an(australian(study.(journalofsmall BusinessandEnterpriseDevelopment,10(3),(265H276.(( Lederer,(A.(L.,(Maupin,(D.(J.,(Sena,(M.(P.,(&(Zhuang,(Y.((2000).(The(technology(acceptance( model(and(the(world(wide(web.(decisionsupportsystems,29(3),(269h282.(( Lee,(C.,(Jarvinen,(V.,(&(Sutherland,(J.((2011).(PROFILINGSOCIALNETWORKSITEUSERS:WHO ISTHEMOSTRESPONSIVETOMARKETINGATTEMPTS?(Paper(presented(at(the( CONFERENCE(OF(THE(AMERICAN(ACADEMY(OF(ADVERTISING.( Legris,(P.,(Ingham,(J.,(&(Collerette,(P.((2003).(Why(do(people(use(information(technology?(A( critical(review(of(the(technology(acceptance(model.(information&management, 40(3),(191H204.(( 86

87 MacGregor,(R.(C.,(&(Vrazalic,(L.((2005).(A(basic(model(of(electronic(commerce(adoption( barriers:(a(study(of(regional(small(businesses(in(sweden(and(australia.(journalof SmallBusinessandEnterpriseDevelopment,12(4),(510H527.(( Mangold,(W.(G.,(&(Faulds,(D.(J.((2009).(Social(media:(The(new(hybrid(element(of(the( promotion(mix.(businesshorizons,52(4),(357h365.(( Marrs,(M.((2014).(45(Fabulous(Facebook(Advertising(Tips(&(Magic( Marketing(Tricks.((Retrieved(from(http://www.wordstream.com/blog/ws/2014/01/30/facebookV advertisingvtips( Martin,(G.((2010).(30(Days(to(Social(Media(Success(:(The(30(Day(Results(Guide(to(Making(the( Most(of(Twitter,(Blogging,(LinkedIn,(and(Facebook.(from( http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&an=350907&site=ehostvlive( McFarland,(D.(J.,(&(Hamilton,(D.((2006).(Adding(contextual(specificity(to(the(technology( acceptance(model.(computersinhumanbehavior,22(3),(427h447.(( Michaelidou,(N.,(Siamagka,(N.(T.,(&(Christodoulides,(G.((2011).(Usage,(barriers(and( measurement(of(social(media(marketing:(an(exploratory(investigation(of(small(and( medium(b2b(brands.(industrialmarketingmanagement,40(7),(1153h1159.(( Moon,(J.HW.,(&(Kim,(Y.HG.((2001).(Extending(the(TAM(for(a(WorldHWideHWeb(context.( Information&Management,38(4),(217H230.(( Moore,(G.(A.((2002).(Crossingthechasm:marketingandsellinghighCtechproductsto mainstreamcustomers:(harper(collins.( Moore,(J.(J.,(&(Rodgers,(S.(L.((2005).(Anexaminationofadvertisingcredibilityandskepticism infivedifferentmediausingthepersuasionknowledgemodel.(paper(presented(at(the( PROCEEDINGS(OF(THE(CONFERENCEHAMERICAN(ACADEMY(OF(ADVERTISING.( Morset,(T.(L.((2009).(ElixiaHgründer(åpner(billigkjede.Dagbladet.(Retrieved(from( http://www.dagbladet.no/2009/11/20/nyheter/tema/helse/trening/treningssenter/9131206/( Morteza(Ghobakhloo,(S.(H.(T.((2013).(The(role(of(owner/manager(in( adoption(of(electronic(commerce( in(small(businesses(.(journalofsmallbusinessandenterprisedevelopment,20(4),(754h787.(( Muijs,(D.((2010).(DoingquantitativeresearchineducationwithSPSS:(Sage.( Nassar,(M.(A.((2012).(An(Investigation(of(Hoteliers'(Attitudes(toward(the(Use(of(Social(Media( as(a(branding(tool.(internationaljournalofmarketingstudies,4(4).(doi:( 10.5539/ijms.v4n4p93( Nutley,(M.((2007).(It s(the(influencers,(not(the(social(media,(that(brands(need(to(target".((( Retrieved(2(april,(2012,(from(http://www.marketingweek.co.uk/itsVtheVinfluencersVnotVtheV socialvmediavthatvbrandsvneedvtovtarget/2056151.article( Pannunzio,(C.(O.((2008).(Leverage(the(Power(of(Social(Media.((cover(story).(Journalof FinancialPlanning,(6H10.(( Parker,(C.(M.,(&(Castleman,(T.((2009).(Small(firm(eHbusiness(adoption:(a(critical(analysis(of( theory.(journalofenterpriseinformationmanagement,22(1/2),(167h182.(( Porter,(C.(E.((2004).(A(typology(of(virtual(communities:(A(multi disciplinary(foundation(for( future(research.(journalofcomputer MediatedCommunication,10(1),(00H00.(( Qualman,(E.((2011).(Socialnomics(:(How(Social(Media(Transforms(the(Way(We(Live(and(Do( Business.(322p.(( Rogers,(E.(M.((2003).( Diffusionofinnovations((Vol.(5th(ed.):(Free(Press.( Røren,(I.((2009).(#drittunge.(from(http://www.bt.no/nyheter/innenriks/drittungeV1924451.htmlV.UzP0qa15O_w(

Sadowski,(B.(M.,(Maitland,(C.,(&(van(Dongen,(J.((2002).(Strategic(use(of(the(Internet(by(smallH( and(mediumhsized(companies:(an(exploratory(study.(informationeconomicsand Policy,14(1),(75H93.(doi:(http://dx.doi.org/10.1016/S0167V6245(01)00054V3( Savara,(S.(Time(Management(Matrix(by(Stephen(Covey( (Urgent(vs(Important.((Retrieved( from(http://sidsavara.com/personalvdevelopment/nerdyvproductivityvcoveysvtimev managementvmatrixvillustratedvwithvxkcdvcomics( Schepers,(J.,(&(Wetzels,(M.((2007).(A(metaHanalysis(of(the(technology(acceptance(model:( Investigating(subjective(norm(and(moderation(effects.(Information&Management, 44(1),(90H103.(( Schultz,(D.(E.((2006).(IMC(is(do(or(die(in(new(pull(marketplace.(MarketingNews,40(13),(7H7.(( Siemasko,(E.((2014).(Which(Social(Media(Channels(Are(Best(for(Your(Small(Business?(((,(from( http://grasshopper.com/blog/whichvsocialvmediavchannelsvarevbestvforvyourvsmallvbusiness/( Skellie.((2011).(SuccessfulFacebookMarketing:(Rockable(Press.( Speck,(P.(S.,(&(Elliott,(M.(T.((1997).(Predictors(of(Advertising(Avoidance(in(Print(and( Broadcast(Media.(JournalofAdvertising,26(3),(61H76.(( Spencer,(A.(J.,(Buhalis,(D.,(&(Moital,(M.((2012).(A(hierarchical(model(of(technology(adoption( for(small(ownerhmanaged(travel(firms:(an(organizational(decisionhmaking(and( leadership(perspective.(tourismmanagement,33(5),(1195h1208.(( Szmigin,(I.,(Canning,(L.,(&(Reppel,(A.(E.((2005).(Online(community:(enhancing(the(relationship( marketing(concept(through(customer(bonding.(internationaljournalofservice IndustryManagement,16(5),(480H496.(doi:(10.1108/09564230510625778( Teixeira,(T.((2012).(The(new(science(of(viral(ads:(HARVARD(BUSINESS(SCHOOL(PUBLISHING( CORPORATION(300(NORTH(BEACON(STREET,(WATERTOWN,(MA(02472(USA.( Tools,(M.((Retrieved(from(http://www.mindtools.com/pages/article/newHTE_91.htm( Vogt,(C.(a.(S.(K.((2008).(The(Anatomy(of(Social(Networks".(MarketLeader(Spring).(( Webtrends.((2011).(Facebook(Advertising(Performance(Benchmarks(&(Insights.( Wierenga,(B.,(&(Oude(Ophuis,(P.(A.((1997).(Marketing(decision(support(systems:(Adoption,( use,(and(satisfaction.(internationaljournalofresearchinmarketing,14(3),(275h290.(( Wikipedia,(t.(f.(e.((2014).(List(of(social(networking(websites.(from( http://en.wikipedia.org/wiki/list_of_social_networking_websites( Wilson,(H.(J.,(Guinan,(P.,(Parise,(S.,(&(Weinberg,(B.(D.((2011).(What s(your(social(media( Strategy?(HarvardBusinessReview,89(7/8),(23H25.(( Wöber,(K.,(&(Gretzel,(U.((2000).(Tourism(managers (adoption(of(marketing(decision(support( systems.(journaloftravelresearch,39(2),(172h181.(( Xavier(Dréze,(F.HX.(H.((2003).(Internet(Advertising(Is(anybody(watching?(JournalofInteractive Marketing,17(4).(( Zarrella,(D.,(&(Zarrella,(A.((2011).(TheFacebookmarketingbook.(Beijing:(O'Reilly.( Zeng,(F.,(Huang,(L.,(&(Dou,(W.((2009).(Social(factors(in(user(perceptions(and(responses(to( advertising(in(online(social(networking(communities.(journalofinteractive Advertising,10(1),(1H13.(( Zikmund,(W.(G.((2003).(Businessresearchmethods.(Mason,(Ohio:(Thomson/SouthHWestern.( Aaron(Smith,(M.(D.((2014).(Social(Media(Update(2013((pp.(18).(.( Aarøy,(T.((2012).(H(Betaler(ikke(500(kroner(i(måneden.Adressa.(Retrieved(from( http://www.adressa.no/sport/sprek/article1753122.ece( 88

Appendix Twoappendicesareattachedafterthispage. Appendix1:Surveyresults Appendix2:Literaturereview technologyadoptionfactors 89

Appendix:)) Literature)review)table) )Technology)adoption) Author/Year+ Theoretical+ Framework+ Purpose+ Dependent+variable+ Independent+variables+ Method/+Design+ Context/Setting/Sa mple+ Findings/Major+findings+ Limitations/Gaps:+ (McFarland &Hamilton, 2006) Technology AcceptanceModel (TAM) Socialcognitive theory Examinesthe influence contextual specificitywhen describing technology acceptance. Technology Acceptance GComputeranxiety GPriorexperience GOther suse GOrganizational support GTaskstructure GSystemquality. Quantitative survey Likert Diverseindustries inusa. 114membersof forgprofitg organizations Systemusageisstrongly influencedbycontextual variables: GComputeranxiety, GPriorGexperience,G othersuse,g organizationalsupport, GTaskstructure Researcherscanfind othercontextual variables. (Davis, 1989) Perceivedusefulness andperceivedeaseof use.(schultz&slevin 1975) Purpose: Developand validatenew measuresfor predictingand explaininguseof technology. Technology acceptance. GPerceived usefulness GPerceivedEaseof use. Study1: Quantitative survey Likert Study2: Labstudy Study1: Canada, 120workersin IBM Study2: USA,Boston 40MBAstudents Both perceived usefulness and easeof use weresignificantly correlatedwithselfg reportedindicantsof systemuse. Usefulnesswasmore stronglylinkedtousage thaneaseofuse. Findothervariables like intrinsic motivation to determineattitudes. (Spencer, Buhalis,& Moital, 2012) Tourism management. Organizational decisiongmaking theory.(simon1957) Diffusionof Innovation.(Rogers. 2003) Leadershiptheory. Identify adoption decisionswhere ownersare managers. Technologyadoption insmes. Personalfactors: GOwnership GLeadership QualitativeinG depthinterviews Jamaica,Travel Agencies 31OwnerG managers. Leadershipismost criticaltotechnology acceptanceinownerg managedsmallfirms. Leadersmaybe initiatorsorbarriersto TAM. Newmodelcreatesand illustratesnew leadershiptypologies. (Converters,Reactors Stabilizers,Enforcers, Resistors) Investigationof transformational leadershipintech adoptionforlarger firms. Comparativestudy acrosscultures. (King&He, 2006) TAM MetaGanalysisof TAMresearch. Technology Acceptance Model CoreTAM: GPerceived usefulness GPerceivedeaseof MetaGanalysis. Mostlyfrom Information &Management journals. ResultsshowTAMtobe avalid,robustand predictivemodel,and maybeusedinavariety Internetstudyresults shouldnotbe generalizedtoother contexts.

use GBehavioral intentions Extendingfactors: GSituational involvement GPrior usage/experience GPCselfGefficacy GGender GCulture GAttitude GPerceptualusage GActualusage 88TAMempirical studies. ofcontexts. (Schepers& Wetzels, 2007) TAM Examine convergenceor divergenceof TAMindifferent settings. Technology AcceptanceModel GSubjectivenorm GPerceived Usefulness GPerceivedeaseof use. Quantitative metaganalysis. Mostlywestern articles.(usa, Canadaetc.) 51articles. OriginalTAM relationshipswere confirmed. Usageandadoptionis moredependentonthe individualthanonthe easeofuseof technology. Studiesoftendoneon studentsthatwere consideredearly adopters. (Moon& Kim,2001) TAM ExtensionofTAM basedonan individualintrinsic motivationtheory. ExtendtheTAM inthewww, withnew variable. Technology acceptanceofworld wideweb. GPerceived Playfulness GPerceivedeaseof use GPerceived usefullness Quantitative survey Likert SouthKorea, 152Management students. OriginalTAMconfirmed, butperceivedeaseof usewasmoresignificant thanperceived usefulness.thisis differentfromoriginal TAM. Extensionvariable (perceivedplayfulness) haveasignificanteffect onbehavioralintention. (Lederer, Maupin, TAM Purpose: InvestigateTAM forworkgrelated Technology acceptanceofthe worldwideweb. GPerceived usefulness GPerceivedeaseof QuantitativeeG mailsurvey USA,Office workers SupportsTAM Only5%response rateonsurvey conducted.

Sena,& Zhuang, 2000) tasksusingthe web. use. Likert 163welleducated individualswho usethewebfor theirjobs. (Davis& Venkatesh, 1996) TAM Purpose:Asses potential measurement biasesintam. Technology acceptancemodel. Grouped/intermixed : GPerceived usefulness GPerceivedeaseof use. Three experiments. Quantitative Likert USA,University 708students SupportsTAM.Itisfree formeasurementbiases. Researchersshould continueusingoriginal TAMframeworkto predictuseracceptance ofinformation technology. Findingsoffer reassuranceto researcherswhouse TAMinstrumentto studyacceptanceof emerginginformation technologies. (Ahearne, Hughes,& Schillewaert, 2007) CRM,(Customer Relationship Management) Owndefinitionof IT acceptance :The degreetowhicha salesperson integratesittools intohis/hersales activities. Purpose:Can salesreps enhance performance through acceptanceofit tools? Technology acceptance > Job Performance/Effectiv eness GITGAcceptance GKnowledge GTargeting GExperience GCallproductivity GSalespresentation Qualitative Fieldstudy USA,MidGsized divisionof EuropeanmultiG national pharmaceutical company. 203Salespeople 29salesmanagers Frequentresistance amongsalespeopletoit interventions. ITacceptancehasa positiveeffectonsales performance. Researchonly focusedonthe positiveeffectsofit onsalesperson performance. (Avlonitis& Panagopoulo s,2005) CRMacceptance TAM Purpose: Examinefactors thatleadtothe effective acceptanceof CRMtechnology. Investigatethe impactofits implementation onthe individualsales reps performance. Technology acceptance > Salesperformance GPerceivedeaseof use GPerceived usefulness. SocialFactors:: GSupervisor GPeers GCompetition Organizational Factors: Gtraining Guserparticipation accurate expectations IndividualFactors: GComputer experience GComputerselfG efficacy. Quantitative survey. Factoranalysis Worldwide pharmaceutical industry, 5different companies 240salesreps. Salespersonbeliefs towardsismost prevailingfactortocrm acceptance. (EasyGtoGuseand usefulness.) Asalesperson sbeliefs regardingcrmeasegofg useandcrmusefulness haveacatalytic influenceonsales performance.

GInnovativeness (Wöber& Gretzel, 2000) TAMGextended Explainkey factorsaffecting thesuccessofan internetgbased marketing decisionsupport system. Technologyadoption GExperience GTaskGrelatedfactors GUserattitude GPerceivedeaseof use GPerceived usefulness. GActualusebehavior. Quantitative survey Likert Europe,Travel agencies 77managers responseswere used. SupportTAM, Managerswhohave betterknowledgeabout technologywillhave fewerbarriers. Judgmentsabout systemsusefulnessare affectedbythetime pressureandcomplexity ofmanager stasks. Futureresearch shouldexaminethe informationneeds foradoption. (devalck, vanbruggen, &Wierenga, 2009) Paperpresentstheir ownconceptual frameworkoffactors thataffectadoption andsuccessofmdss. Factorsthat affectadoption anduseof,and satisfactionwith MDSS, (Marketing decisionsupport systems) Technologyadoption, useandsatisfaction GExternal environment GOrganizational Taskenvironment GUserfactors GImplementation Quantitative survey ComputerG assisted telephone interviews Netherland, Enterpriseswith 10ormore employees. Managers Fullsample n=525, Responders n=194(adopters) Adoptionfactorsare differentfromsuccess factors. Adoptionintentionis higherforlarger companiesandmore advancemarketingorg. Colleaguesattitudeis veryimportant. Topmanagement supportisimportant. Actualprocedures companiesapplyto stimulatethe adoptionand acceptanceprocess. (Daniel& Wilson, 2002) EGcommerce adoption Identifythe reasonthatare causingsmesto adopteg commerce EGcommerceadoption SMEs GRecruitment GImprovessupply GEnhanced& Efficientservice GAttractcustomers GCompetition position GInternal communication. Quantitative survey/questionn aire. Likert UK,SMEs 678useable responses. (researchdon t mentionwho answered,buti assumeitwas managers) MaindriverofeG commerceadoptionby SMEs respondtocompetitive pressure =defensivereactionof otherfirms. Secondmostimportant factor: attractingnew customers Factorswithinthe firmcouldalsocause changetoitsadoption intentionsorbenefits realized. (Bhanot, 2012) Socialmedia. Howcompanies canusesocial mediaasan importanttool toreachoutto Socialmediaasa marketingtool. Threereasons: GLowcost,highly accessibleplatform. GInstant/rapid engagement/ Secondarystudy, India Literaturereview ofjournalarticles andwebsites. Socialmedia: GFrom nicegtohave toa necessity. GUsedfor brand Socialmediaisanew conceptso informationavailable islimited.

theircustomers. communication G Feedback/Informati on. GBrandawareness GProductandservice promotion GCustomerservice GCustomer understanding GProduct development GEmployee engagement Promotionofsocial causes. GKnowledgesharing GBrandbuilding. awareness,productand servicepromotionand customerservice Gemergingasapotent mainstreambusiness toolandmajorrolein customeracquisition. (Hanna, Rohm,& Crittenden, 2011) SocialMedia Ecosystem(Schultz, 2007)(Wesley& Rohm2010) Providea systematicway of understanding and conceptualize onlinesocial mediaasan ecosystemwith bothdigitaland traditional media. Socialmedia ecosystem. Threemediatypesof socialmedia: GOwnedmedia GPaidmedia GEarnedmedia Secondarystudy USA, Casestudy: The 2010Grammy Awards Socialmediaplatforms (Facebook,Twitter,Dig Youtubeetc)havebegun torevolutionizethe stateofmarketing, advertisingand promotions. Nolongerenoughto merelyincorporate socialmediaasa standaloneelementsofa marketingplan.must combinetraditionaland socialaspartofan ecosystem. (Kietzmann, Hermkens, McCarthy,& Silvestre, 2011) Thehoneycombof socialmedia Articlesown definitionofbuilding blocks. Purpose: Presenta frameworkthat definessocial media. Provide recommendatio nsregarding developing socialmedia Socialmedia Buildingblocks Managersshould use: Sevendefining blocksofsocial media: GIdentity GPresence GRelationship GReputation GGroups Secondarystudy USA, Socialmediaintroduce substantialand pervasivechangesto communications betweenorganizations, communitiesand individuals. Established managementmethods areillgsuitedtodeal

strategies. GConversation GSharing withnewconversation style. (Mangold& Faulds, 2009) SocialMedia ewom Traditionalmedia Purpose: Proposethat socialmedia shouldbepart ofpromotional mix,whyand how. Socialmedia, marketing communication. Usagetips: GShapediscussions GProvidenetworking platforms. GEngagecustomers Provideinformation GBeoutrageous GProveexclusivity GSupportcausesthat areimportantto consumers GUsestories GUsemultiple avenues. Secondarystudy USA, Journals, Academicarticles, Casestudies Introducesnew frameworkcalled: Thenew communication paradigm Marketingmanagers shouldincludesocial mediainthepromotion mix. Requiresadoptionof newcommunication paradigmby managers. (Michaelidou,Siamagka,& Christodouli des,2011) B2BBranding Socialmedia networks. Usage,barriers and measurementof socialmedia marketingin B2BSMEs. Adoptionofsocial mediamarketing. Reasonsforuse: GAttractnew customers GCultivate relationships GIncreaseawareness GCommunicatethe brandonline GReceivefeedback GInteractwith suppliers Barriers: GSNSNotimportant withinindustry GUncertaintyitcould help. GStaffnotfamiliar withsns GHugetime investment GCompetitiondon t useit. GLackoftechnical skills. Exploratory Quantitatesurvey Literaturereview UK.SMEs Marketing director,general director. N=102 (10,2%responsrat e) 77%usedFacebook 44%plannedtoincrease budget. ReasonsforjoiningSNS: 1. Attractnew customers 2. 2.Cultivate relationships. 3. 3Increase awareness. Barries: 1. Notrelevant forindustry. 2. Uncertaintyin SNS 3. Staffnot capable. Study doesnot provideafullaccount ofthereasonswhy B2Barenotassessing SNS. Studydidnotprovide insightsintoattitudes ofsmestowards technology. (Bulearca& Bulearca, 2010) ewom WOM Exploreif Twitter isa marketingtool forsmes. Socialmediaadoption Qualitative InGdepth interviews UK,Romania, Interviewee: MarketingandPR specialist. N=2 Threeemergingthemes ofusagewere presented: 1. Networking and relationshipg Lackofprevious studies,allotoftrial anderrorinthe process.

building. (Customer service) 2. ewomas mainbenefit. 3. Requiretime andeffort, therefornot free. (ElGGohary, 2012) TAM IDT(Innovation Diffusiontheory) Combinedand extended. Analyzethe differentfactors affectingthe adoptionofeg marketing. EGmarketingadoption Internalfacors: GOwnerskillsand support GOrgculture GOrgresources GOrgsize GCost TAMandIDTfactors: GPerceivedeaseof use GPerceived usefulness GPerceived compatibility Externalfacors: GCompetitive pressures GGovernment influeneces GMarkettrendsand industrypressure GCulturalorientation towardsegmarketing Gnational infrastructure. Quantitative survey. Egypt,Tourism, SMEs N=163 (completed surveys) ValidatesTAMandIDT. Compatibillity: +Extensionofthetwo modelstoincreasetheir abilitytoillustratethe adoption. Internalandexternal factorshaveasignificant impactonegmarketing adoption. Limitationsarelinked withbroadnessofthe phenomenonandlack ofmeasurementdue toinfancystageof research. (Lawson, Alcock, Cooper,& Burgess, 2003) MICA, (Coop&Burgess, 1998) (Modelofinternet commerceadoption) Threestages: 1. Promotion 2. Provision 3. Processing Factorsaffecting adoptionofeg commerce. EGcommerceadoption Barriers: GConcernabout securityandprivacy oftransactions GCostofconsultants GLackofgovernment incentives GLackofITexpertise ofstaff. Quantitative survey Australia,Sydney Melbourne, SMEs N=44+126(total responsboth cities170) Mediumsizedorg. appeartobefurtheralng thediffusionprocess. (becauseofplanning.) Barriers: Securityand privacy concerns Costof consultans Theevolutionofthe diffusionwillrelyon awarenessand education.

ITexpertiseof staff. (MacGregor &Vrazalic, 2005) Smallbusinesses GovernmentICT initiatives/programs AsummaryofeG commerce barriersinsmall businesses. EGcommerceadoption barriers. Toodifficult: GLackoftechnical knowledgeinthe organization GEGcommercetoo complexto implement GFinancial investmentrequired toohigh Lackoftimeto implementeg commerce GDifficultyof choosingbetween differenteg commerceoptions. GSecurityissues. Unsuitable: Gto products/services Gtowayofdoing business Gtoclientswayof doingbusiness Gnoadvantagesfrom egcommerce Secondarystudy, Qualitative interview, Quantitative, Likert Austria,Sweden, Smallbusinesses inregionalareas. Respondents: Adopters,n=152, 25 NonGadopter,n= 123,139. EGcommerceadoption barriersgroupedinto twofactors: 1. toodifficult 2. unsuitable Inabilitytoderive industryspecific conclusions. (Alexander, Pearson,& Crosby, 2003) Technologyadoption Travelindustry background MovetoeGcommerce Enhancethe understanding oftheprocessof transitionfrom traditional businessmodel toaneg commerce model. EGcommerceadoption Casestudy Smalltravel agencythat successfully navigatedthe transitiontoeg commerce. USA,Illinois,Small enterprise,travel industry Owner/managem er. Owner/managerwas drivingforcebehindit adoption. Perceivedbenefitwasa definitefacilitator. Levelofadoption: leasingrequired technologyvs.exploting technologyfor competitiveadvantage. Doestechnology applyto industry/product/ser viceetc.? (Karagozogl u&lindell, 2004) EGcommercestrategy. ExploreSMEseG commerce strategic, operationaland performance aspect. EGcommercestrategy Competitivestrategy use: GDifferentiation GCostLeadership GCustomerbase Quantitative survey USA,California, SMEs, Topmanagement. N=71 EGcommercestrategy motivationfactors: Gcustomerbase expansion Grapidgrowth Rapidchangesin technologyand adoptionpatternsare governingtheworld ofegcommerce.

expansion GCustomerstrategies. GPurchasing management. (responders) Barriers: Gfearofcostconnected withcustomerservice. (Daniel, 2003) EGcommerce adoptionmodel (Poon&Swatman, 1999) Modeloftraditional ISadoption (Venkatraman,1994) Explorethe issueofeg commerce integrationwith exixtingict. EGcommerce integration, Keyonlineactivities: GWebsiteproviding company information GDocumentexchange withcustomersand suppliers GTakingorders online GOrderingand paymentof inventory purchasing. Percievedbenefits: GEnhancedcustomer service GCostsavings Qualitativesurvey Likert UK,SMEs N=678(usable responses) ValidatesPoonand Swatmanmodel. Levelofintegration dependoncontextual variablesatboth industryand organizationallevel. Studycannotbe extendedtolarger firms. (Fillis, Johansson,& Wagner, 2003) EGbusiness SMEsBarriersto growth. Conceptual understanding ofegbusiness adoptionfactors thatimpact owner/manage mentdecision makingprocess. EGcommerce, adoption Macro+factors:+ GGlobalization GRemovalof geographicaland physicalbarriers. GIncreased competition GEU/Government policy GCulturalattitudes Firm/managerial+ factors:+ Gsizeoffirm GB2B GB2C GMass/nichemarkets GAgeofmanager GGenderofmanager GEducationlevel Gtypeofproduct Gsetsofbusiness competencies. Secondarystudy, literaturereview. UK,SMEs, Owner/managem ent Firmsizeandresource basedissuesare barriers. Thedegreeof entrepreneurialversus conservativethinking willimpactadoption. EGbusinesscanbe interpretedaseithera totallynewphilosophy orjustanotherbusiness tool. Factorsforadoption insmesareoften intangiableand informalinnature, andgoesbeyond factorsidentifiedin textbooks.

Positive+attitudes+ of+manager:+ GOwner/manager motivationand enthusiasm GCreativeorientation GInnovative GProactive GFlexible GAggressive GEntrepreneurial GOpentorisk GManagement support Negative+attitudes+ of+manager: GPhysicaland attitudinalbarriers GConservative GFearof change/technology GLackofdrive GImagination GInterest GInertiaindecision making Gsecurityfears GNeedtolearnnew skills GIncreasedworkload GAdditionalcosts. (Kendall, Tung,Chua, Ng,&Tan, 2001) Diffusionof Innovation,(Rogers) Identifyfactors thatencourage willingnessto adoptec. EGcommerce, adoption, ( Willingness ) GRelativeadvantage GCompatibility GComplexity GTrialability GObservaility Quantitative survey, Singapore,SMEs Directors N=58responders Relativeadvantage mostimportantfactor forecadoption. Compatibility also significantfactor.( Whentheyunderstand itsconsequences,a fasteradoptionrate occurs) ITsavycompanies weremoreinclinedto respond. Reseracheresneedto carefullyconsider howtocreate questionsthatmatch morecloselywith perceivedattributes. (Morteza Ghobakhloo, Innovationdiffusion literature Developan integrated EGcommerce, adoption GPerceivedbenefits GPerceived Quantitative survey. Iran,Developing country,small Perceivedbenefits, perceivedcompatibility, Studyonlyfocuson manufacturingsbsof

2013) modelofec adoptionin smallbusiness. compatibility GPerceivedcosts GPerceivedrisks GIS/computer knowledge GInnovativeness business Owner/managem ent N=268 perceivedrisks, perceivedcostsand innovativenesswere foundtobethe significantdeterminants ofdecisiontoadoptec. Iran. (Pease& Rowe,2007) Diffusionof innovation. Identifyfactors facilitatingand inhibiting adoptionacross contextsg regional,small cityandlarge city. EGcommerce, adoption SMEs INCOMPLETEARTICLE (Articlecanbeused fordescribingdoi) (Gilmore, Gallagher,& Henry,2007) TAM EGmarketing EGcommerce, internet marketing. ReGexaminethe impactofthe interneton SMEs. EGcommerceimpact EGmarketingdrivers: GEliminate competitive disadvantage GLoweroperating andmarketingcosts GPromotion/Enrich marketingmix GManagement enthusiasm. GIncreasesals Barriers: GFinancial constraints GHumanresources GLackof skills/knowhow GCost GLackofROI GLackoftime Qualitative research, InGdepth interviews UK,SMEs, Marketing managers/it professionals N=10 SMEsstilldon tuse internet/egmarketingto itsfullscopeand potential.(stillinfancy stage) Barriers: Glackoftime Gfinancialconstraints Ghumanresources Gmultitaskroleof managers=nottimeto measureresultsof effort. MostsignificantissueG maintenanceof companywebsite. Websitesstillonlya brochureinan onlineform.=static, notinteractiveboring sitethatdon tadd anyvalue. Limitation:Few companieswere analyzed. FurtherresearchG investigatessame SMEsasinstudyto measure development. (Grandon& Pearson, 2004) TAM Examinethe determinant factorsof strategicvalue andadoptionof egcommerce. EGcommerce adoption. GOrganizational readiness GExternalpressure GPerceivedeaseof use GPerceived usefulness Perceptionof strategicvalue Quantitative survey Likert USA,Varietyof industries,smes, Top managers/owner N=100 Fourinfluencingfactors: 1. organizationa lreadiness. 2. External pressure 3. Perceived easeofuse 4. Perceived usefulness. Researchisbiased towardssmallfirms, socautionshouldbe madewhen generalizingresults.

GOrganizational support GManagerial productivity GStrategicDecixion aids. Organizationalsupport andmanagerial productivityhave significantimpacton managersattitudes towardsadoption. (Kaynak, Tatoglu,& Kula,2005) EGcommerce definitionby Globerman anyeconomic transactionwhere thebuyerandseller cometogether throughinternet Investigatethe internetgbased egcommerce adoptionprofile ofsmes. Factorsaffecting willingnessto adoptecusage. EGcommerce, adoption Independent variables: GMarket development GEfficiencyofsales andpromotion GEaseofaccessibility GCostreduction GCostdisadvantages GLimitednumberof users Securityconcerns Quantitative survey Turkey, Manufacturing, SMEs Generalmanagers N=237 Adoptionissignificantly influencedbyits perceivedbenefits.( maket development, efficiencyof salesand promotion easeof accessibility costreduction Fromemergingmarkets: Topmanagementdoes notunderstandecand thereforunderestimates impact. Makesthemfollowers andnotleadersof adoption. Futureresearch: Shouldcover differencesbetween industriesandthe extentofwillingness toadoptec. (HarridgeG March, 2004) SevenPsof marketing EvaluateEG marketingand itspotential. EGcommerce GProduct, GPrice, GPromotion, GPlace, GProcess, GPhysicalevidence,GG GPeople Secondarystudy UK, EGmarketingdoesnot yethavethepotentialto replacetraditional marketingefforts. Onlyacomplementary tool,thatmanagers shouldembraceto createvaluefor customers.. (Darby, Jones,&Al Madani, 2003) Marketing4Ps (Kotler,1991) Sevenkeyissuesin themanagementof emerging technologies:(day and Schoemaker,2001) ConsidereG commerceasa marketingtool. EGcommerceusability Product Price Place Promotion Qualitative Interviews UnitedArab Emirates, Automobile, Banking,Airlines, Leisureand Tourism. Marketing managers Keyidentifiedissues: GBudgetsarestillspent onoffglinetools,even thoughegmarketing supportscostreduction. GUsedtoenhancebrand image. GLackofsystemtraining. Furtherresearch shouldclarifythe differencebetween marketingandeg marketingconcepts. GIntegrationbetween traditionalmarketing enegmarketing.

(Sadowski, Maitland,& vandongen, 2002) Strategicuseof theinternetby SMEs. Strategicuse, adoption GCommunication requirements GIntensityof competition GSupportand incentives. Quantitative interviews, Survey Exploratory Netherlands, Multiple industries,smes Managers N=264 SMEsadopttheinternet ifitfitstheirparticular communicationneeds. Reluctanttoundertake riskyinvestmentin internetservices. Competitivepressure NOTinfluencingfactor instudy. SizeofSMEmatters, especiallyinearlystages ofin.adoption Skillsandexperienceare NOTanadoption concern. (Mehrtens, Cragg,& Mills,2001) WhydoSMEs adoptthe Internet? Adoption GPerceivedbenefits GOrganizational readiness GExternalpressure ontheorganization. Qualitativecase studies NewZealand, SMEs,ITindustry, andnonit industry CEOs N=7 Adoptionisinfluenced byallthreevariables. GManagersneedtobe convincedofthebenefits beforeembracingit. GSmallfirmsneedsat leastonemanagerto recognizethepotential beforeadoption. GOtherscanhelp,but managersmustrealize opportunitythemselves. Focusonthedecision nottoadopt. Surveyscould determine importanceoffactors. Currentstudy indicatethatadoption modelwas transferabletoother technologies. (Kula& Tatoglu, 2003) Internetapplication (PawarandSharda, 1997) Investigate internetroleand adoptionfactors. Application Adoption/Attitude Quantitative survey Likertscale Exploratory Turkey,Different industries,smes CEOs,Managers N=237 Attitudes: GNotsuitablefor company(g) GCommunicationtool(+) GImportantwayofdoing business(+) GSuccesschanceintrade (+) GBranding(+) GOnlyfortechnical people(g) Furtherresearch: GFirmsize GSectorialdifferences. (Dholakia& Technologydiffusion Identifyfactors Adoption GFirmsize Quantitative US,SMEs, Firmsareatdifferent

Kshetri, 2004) (CooperandZmud, 1990) ICTadoption (Lefebvre1996) thatimpact SMEs involvement withthe internet. GSelfefficacy GPriortechnology use GPastmediause GCompetitive pressure survey Different industries, Owners/manager s N=45(45/400) stagesofadoption. GPriortechnologyuse (+) GFirmsize(+)(owninga website) GPrioruseofmarketing media(g) (Legris, Ingham,& Collerette, 2003) TAM Technology acceptance model Usage GExternalvariables GPerceived usefulness GPerceivedeaseof use GAttitudestowards usingandbehavioral intentionuse. MetaGanalysis TAMresearch, 1980G2001 inlcuded: MISQuarterly, Decisionscience Management science Journalof managementis ISResearch Inormation management 80articles. Articleincludesummary ofresearchfindingsof 21researches. TAMhasevolvedover time. Resultsaremostly convergent,butinsom situationstheyare conflicting. TAM2fixesthis problem. ThreelimitstoTAM: G Reseracher use students insteadof business environme nt. G Typeof application stestedon. G SelfG reported useby sample. (Warren, 2002) ICTadoption DOI,Rogers Adoptionof basicinternet usage,email, webbyfarmers. Adoptionusage Variousapplication: GUSEofICT GUseofPC GUseofemail/www Quantitative survey UK,East/Central Europe, Agricultural, Farmers N=177 Oldfarmers,andno educationarelikewise tobelaggards. Barriers: GCompatibilityin workday.(most significant) GLackoffunds GPerceivedcosts GLack/oldhardware GPoorinfrastructure GAlternative communicationmedia. GLackofconfidenceand skills G (Matlay& Addis,2003) Impactthat higher education institutionbased consultancycan haveupon adoptionand Adoptionstages 1. Preliminaryto advanced consulting 2. AdoptionofICT for communication 3. Developing Qualitative Casestudies 5yearperiod (1998G2002) UK,SME, Owner/managers N=60 Respondentscouldbe categorizedintthree types: delayers, Owner/manergslacked ingdepthunderstanding

useofeg commerceg websitesand ordering facilities 4. Developing online remittance capabilities 5. Testing/operati onalgfully integrated systems. oftheictandeg commerceadoption process,andofitsfull economic consequences.s gazellers progressedquicly thoughstages.(positive attitudes,senseof urgency,speedof implementation. plodders.lackof confidenceineg commerceanddoubts, madesomenotcontinue asoptionstages. (Gemino, Mackay,& Reich,2006) Executive decisionabout website adoption Intenttoadopt website GPerceived strategic benefits GInformational benefits GOperational benefits GInternal pressure GEksternal pressure GComputing Resources GFinancial resources Quantitative survey Canada,Different production industries,smes Single owner/manageme nt. N=89 Perceivedstrategicand informationalbenefits (+) Perceivedoperational benefits(g) Internalpressure(++) Externalpressure(G) Financialresources(G) Summarizing influencers: 1. Perceived benefits 2. Perceived pressure 3. Organizationa lreadiness. Factorsthatemerged: GPeerpressure GITcompetencyin CEO GGeneralattitude towardstechnology GRisk (Jones, Hecker,& Holland, 2003) Secondaystudy Providea genericweb commerce adoptionmodel forsme.based onliterature review. EGcommerceadoption 5stagemodel: Normative webgbased commerce adoption model Qualitative InGdepth interviews MultipleGcase study Tasmania, Different industries,sme N=5 Firmsdidnotfollowth suggestedmodelfrom literature. PerceivedbenefitsG influencedadoption. Awarenessof

opportunity wasnot associatedwith adoption. Incentivesfrominternet providersweremore incentives.