Social media marketing in luxury brands

24 Pages·2017·0.25 MB·English

by  Elisa Arrigo

Management Research Review
Social media marketing in luxury brands: A systematic literature review and
implications for management research
Elisa Arrigo,
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Elisa Arrigo, (2018) "Social media marketing in luxury brands: A systematic literature review and
implications for management research", Management Research Review, https://doi.org/10.1108/
MRR-04-2017-0134
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Social media marketing in Socialmedia
marketingin
luxury brands
luxurybrands
A systematic literature review and implications
for management research
ElisaArrigo
DepartmentofEconomics,ManagementandStatistics(DEMS), Received30April2017
Revised28August2017
UniversityofMilan-Bicocca,Milan,Italy 29October2017
14December2017
Accepted2January2018
Abstract
T) Purpose–Digitaltechnologiesandsocialmediahaveimprovedtheconnectivityandcollaborationbetween
P firmsandcustomersinallsectors.However,intheluxurysector,theapproachtosocialmediaanddigital
8 ( technologieshasbeenslowerthaninotherindustries.Thepurposeofthispaperistoreviewtheacademic
1
20 literatureonsocialmediamarketinginluxurybrandstohighlightthecurrentstateoftheart,theaddressed
pril keyresearchthemesandtheimplicationsformanagementresearchandpractice.
A Design/methodology/approach–Asystematicliteraturereviewofacademicresearchonsocialmedia
3
0 marketing has been conducted to gather, examine and synthetize studies related to luxury brands. By
42 followingareviewprotocolbasedonbothautomaticandmanualsearchontheScopusdatabase,allrelevant
06: studiesonluxurybrandswereidentifiedandanalyzed.
At Findings–Acriticalconceptualizationofsocialmediamarketinginluxurybrandshasbeenprovidedand
s
e theemergingkeyresearchthemeshavebeencategorizedintofourmainareas.
brari Originality/value–Academicliteratureaboutsocialmediamarketingactivitiesinluxuryfirmsisvery
Li limitedandexistingstudiesfocusonlyoncertainaspects,contextsorsinglecases.Incontrast,thevalueof
U thisstudy,forbothacademicsandpractitioners,liesinproviding,forthefirsttime,acomprehensiveand
C
E criticalsystematizationofsocialmediamarketingacademicliteratureinthefieldofluxurybrands.
y
d b Keywords Systematicreview,Co-creation,Competitiveadvantage,Socialmediamarketing,
de Digitalluxury,Luxurybrand
a
o
nl PapertypeLiteraturereview
w
o
D
1.Introduction
Theadventofsocialmediaanddigitaltechnologieshaschangedthecompetitivelandscape
forfirmsthatquicklyacknowledgedtheincreasingrelevanceofsocialmediaplatformsfor
businesspurposes(KaplanandHaenlein,2010,2011;Safko,2010;Bruhnetal.,2012;Levy,
2013;WangandKim,2017;KeeganandRowley,2017).Socialmediahasbeendefinedas“a
group of internet-based applications that build on the ideological and technological
foundationsofWeb2.0andthatallowthecreationandexchangeofuser-generatedcontent”
(Kaplan and Haenlein, 2010, p. 61). Several forms of social media exist such as social
networkingsites(SNSs),microblogs,contentcommunities,virtualworldsandinallofthese
differentways,customersandfirmsshareinformation,insightsandexperiences.
Several benefits arise in participating on social media for businesses. For example,
building brand reputation (Ngai et al., 2015), developing collaborative products (Mangold
and Faulds, 2009) and marketing strategies for brand management (Laroche et al., 2013).
ManagementResearchReview
Socialmediahassurelyofferedcompaniesnewbusinessopportunitiesbutalsoimportant ©EmeraldPublishingLimited
dilemmasandchallenges(Coulter, 2012; DelGiudiceet al., 2013) by providing consumers 2040-8269
DOI10.1108/MRR-04-2017-0134
MRR withmuchmorecontrol,informationandpoweroverthemarketingprocess.Customerscan
generateinformationandshareopinionsaboutafirm’sproductsandserviceswithabigger
scopeandwiderinfluencethanwasthecasepreviously(Sashi,2012).Thenewcompetitive
landscape,wherecustomersandbrandsareincreasinglyembeddedinsocialmediasuchas
Facebook,Instagram,TwitterandYouTube,isfierceandfirmsareinasituationinwhich
they co-own their brands and co-define their symbolic meanings with customers (Tynan
etal.,2010;NietoandSantamaría,2007).
Socialmediaand,ingeneral,thedigitaldomainposeanenormouschallengeforluxury
firmsbyquestioningthetraditionalbusinessmodel.Infact,eventhoughthediffusionand
adoptionofsocialmediainmostindustrieshasbeenrelativelyrapid,luxuryfirmshavelong
been hesitant (Okonkwo, 2010; Kapferer and Bastien, 2012; Chevalier and Gutsatz, 2012).
Onlyinrecentyears,theluxurysectorhasapproachedsocialmediatomeettheincreasing
pervasiveness of social networks and communities in customers’ lives (Arrigo, 2014b).
Luxury brand lifecycles have become shorter and the growing relevance in the luxury
market of young customers who use social media has forced traditional luxury firms to
T) developinnovativestrategiestostayrelevantinthisdynamicandvolatilemarket(Koetal.,
P
8 ( 2016).Luxuryfirmsneedtodevelopaclearunderstandingofwhatsocialmediacoulddofor
01 them,anddefineaclearstrategytoimprovecustomers’experienceandperceptionsoftheir
2
April braHndoswoenvesro,caiaclamdeemdiiac(Prehsaenarecthale.,x2a0m11in).ing the role of social media in luxury firms has
3
0 receivedlittleattentionandremainslargelyunexplored.Todate,therehasbeennoeffortto
2
4 reviewsystematicallyandsynthesizeexistingstudiesonthemarketingpotentialofsocial
6:
At 0 media for luxury brands. Often, the few existing studies on this topic are focused on a
s particularaspectof social mediaactivities(Kim andKo, 2010; Hughes etal.,2016; Godey
arie et al., 2016), a specific context of analysis (Stokinger and Ozuem, 2014, 2016) or single
br companycases(Phanetal.,2011;Ng,2014).Thus,aresearchgapemergesonthestateofthe
Li
U artinthedomainofsocialmediamarketingstudiesaddressedatluxurybrands.
EC The present research aims to fill this gap by providing a systematic literature review
by (WebsterandWatson,2002;Kitchenhametal.,2009)ofsocialmediamarketingstudiesin
ed the field of luxury brands to highlight the addressed key research themes and suggest
d
oa furtherresearchdevelopments.Thecontributionofthisstudyis,therefore,tooffer,forthe
wnl first time, a comprehensive understanding and overview of social media marketing in
o
D luxurybrands,andtomapthoseresearchthemesalreadyaddressedforacademicswanting
todevelopnewresearchstudiesinthisdomain.
Theremainderofthepaperisorganizedasfollows:Section2providesthebackground
on social media marketing and the evolution of luxury brands’ presence in the digital
domain; Section 3 describes the research methodology used to realize this systematic
literaturereview;Section4containsthesynthesisofdataextraction;Section5providesthe
results and discussion on the highlighted research themes. Finally, Section 6 draws
conclusions,managerialandtheoreticalimplicationsformanagementresearchwithpossible
futureresearchdirectionsandlimitations.
2.Theoreticalbackground
2.1Socialmediamarketing
Social media refers to the concept of Web 2.0 that involves the collection of open-source,
interactive and user controlled online applications that can help users to share their
experiencesasparticipantsinbusinessandsocialprocesses.Web2.0applicationssupport
the creation of informal users’ networks and the diffusion of user-generated content that
facilitate the flow of information and knowledge (Constantinides and Fountain, 2008; Socialmedia
Carayannis,2010). marketingin
Inthemanagerialacademicliterature,socialmediahasbeenrecognizedasanimportant
luxurybrands
channeltoreachthemarketforbusinesspurposes(MangoldandFaulds,2009;Kaplanand
Haenlein, 2010; Bruhn et al., 2012; Sashi, 2012; Risius and Beck, 2015; Lamberton and
Stephen, 2016). Social media allows firms to achieve many goals that go beyond simply
havingadirectrelationshipwithcustomers.Forexample,theseincluderecognitionofnew
business opportunities, delivery of commercial and institutional content, collection of
customerfeedbackandthecreationofcommunities(Michaelidouetal.,2011;Berthonetal.,
2012).
The huge amount of social media data such as customers’ personal data, available
marketoffersandcustomers’opinionsrepresentavaluablesourceofinformationtodrive
marketingdecisions(HoffmanandFodor,2010;Coulter,2012).Bymonitoringsocialmedia
sites, firms can obtain a multifaceted vision of the market and a clear understanding of
currentorpotentialinsideissues(Arrigo,2014a,2016).
T) Socialmediacanplayausefulroleindevelopingstrongmarketknowledge(Bharatietal.,
8 (P 2015)astheinformationanddatarequiredtodealwithcompetitivechallengeshavebeen
1 quicklyrelocatedfrompublishedandproprietarysourcestoopensocialplatforms.Through
0
pril 2 aancdonptrinobuloeumsssceannconuinngteprreodcwesisthofesxoisctiianlgmperdoida,udcatstacaconllteackteiopnlaocnecautstaonmyemrso’mlifeenstty(Clehsu,naeaendds
A
3 Banerjee,2013;StoneandWoodcock,2014).Additionally,socialmediaanalyticshasproven
0
2 to provide practical solutions to support management decisions (Risius and Beck, 2015).
4
6: Withthisaiminmind,Petersetal.(2013)haverecentlyproposedaframeworkformanaging
0
At social mediabydesigninga socialmediametricssystem appropriateforindividualfirms
es throughtheconstructionofasensitivesocialmediadashboard.
brari Social media represents forbusinesses also an efficient channel to display commercial
Li andinstitutionalcommunicationstotheextentthatitisevenconsideredahybridelementof
U
C thepromotionmix.Infact,itconnectsaspectsofthetraditionalmarketingcommunication
y E mixtoa“highlymagnifiedformofword-of-mouth”amongcustomerswherefirmscannot
d b manage either the content or the frequency of this communication (Mangold and Faulds,
e
d 2009).Inthesocialmediaenvironment,thecustomerpostsopinionsandquestionsabouta
a
nlo firm’sofferandothercustomersanswerandcomment.Consequently,initself,thecustomer
ow becomesa vehicle of information toward other customers,andfirms needto engage with
D
their customers to successfully exploit these new forms of marketing communication
(Brondoni,2006).
Moreover,onsocialmedia,firmscanimprovethecustomerengagement“byproviding
superiorvaluethancompetitorstobuildtrustandcommitmentinlong-termrelationships”
(Sashi,2012,p.260)butalsobyactivelyinteractingandcollaboratingwithcustomersinthe
co-creation process of new products (Gummerus et al., 2012; Hollebeek et al., 2014).
AccordingtoPilleretal.(2012),customerco-creationcanbedescribedasasetofmethods
that establish an active, creative and social collaboration process between producers and
customersinthecontextofnewproductdevelopmentanddetermineaparadigmshiftfrom
amanufacturer-activeparadigmtoacustomer-activeone.
Socialmediaprovidesausefulchannelforcommunicatingwithcustomersandobtaining
from them data, information or ideas. “Starbucks Ideas,” the social platform where
customerscansharefeedback,representsagoodexampleofcustomerco-creationbasedon
social media applications (Chua and Banerjee, 2013). Thus, it is possible to argue that
through social media, firms can rely on using a co-creation approach to deal with their
innovativenessandopeninnovationpurposes(DelGiudiceandDellaPeruta,2013).Infact,
MRR the context of the internet of things has pushed companies to become more open to new
collaborativeinnovationapproaches(Shinetal.,2017)wherecustomersareconsiderednot
just the final buyers of a product but innovation partners, especially inside social media
networks(Scuottoetal.,2017b;Scuottoetal.,2017c).
Knowledgemanagementsystemsareproventobeabletosimplifythecreationofopen
and collaborative ecosystems and the exploitation of internal and external flows of
knowledge,throughthedevelopmentofinternalknowledgemanagementcapacity,whichin
turnincreasesinnovationcapacity(Santoroetal.,2017).Moreover,socialmediaplatforms
have delivered new ways of sharing knowledge and communicating inside organizations
wherespecificfactorsdriveandhampertheemployees’participation(VuoriandOkkonen,
2012; Razmerita et al., 2016). In fact, in the current competitive environment, knowledge
managementcanexplaintheexistingconnectionbetweenfirm-levelcompetitiveadvantage
anddifficult-to-useknowledgeassets(Carayannisetal.,2017).
As well as using social media for innovation and knowledge purposes, the marketing
relevanceofsocialmediaforcompaniesliespreciselyintheinteractionbetweenconsumers
T) and the community, and in immediate, interactive and low-cost communications (Kaplan
8 (P and Haenlein, 2011). Social media enhances the power of online communities in various
1 ways(Milleretal.,2009;Antonaccietal.,2017).First,socialplatformsstimulateamongusers
0
pril 2 dmeoebpilirzealatitoionnosfhitphseothnalitnearceomrimchuenrittyhafonriansptheecifipcasetv.eSnetcsouncdh, athseaybcuasninepsrsodpurocemoatiroanpoidr
A
3 deal. Moreover, within social media, the knowledge generated by members is aggregated
0
2 intodocumentsorWebpagesthatarefrequentlyupdatedandcorrectedbyothermembers
4
6: bydeepeningthediffusionofnewsandknowledgeaboutcompanyproductsorbrands.
0
At Becauseofthemultitudeofsocialmediaavailable,firmsneedtochooseefficientlyhowto
es construct their social presence by usingdifferent social media sites anddefining in other
ari words what Weinberg and Pehlivan (2011) label as the “social media mix.” Each social
Libr media site performs a particulartask relatedto oneof thefunctionalblocks identifiedby
U Kietzmann et al. (2011) such as, for example, identity, conversations or sharing. By
C
E analyzingeachblock,firmscanmonitorandunderstandhowsocialmediavaries,thereby
y
d b developing an efficient social media strategy by maximizing the return of their social
de presence (Kumar and Mirchandani, 2012). In fact, social media management has been
a
nlo recognized as a valuable solution for influencing relational outcomes, as online users can
w display empathy toward a brand even if they cannot buy a firm’s product (Clark and
o
D Melancon,2013).
Drawing on brand community literature, Laroche et al. (2013) show that brand
communitiesonsocialmediacanimprovebrandtrustandloyaltybyenhancingcustomer
relationshipswiththebrand,othercustomers,thefirmanditsproducts.Thesefindingsare
consistentbothwithpreviousstudiesonthepositiveeffectofsocialmediaonbrandloyalty
(Casal(cid:1)oetal.,2010)andwiththose(FournierandAvery,2011)proposingthatsocialmedia
sites are designed to simplify interactions among users not solely for business purposes.
Thisresultsincustomers’improvingtheirrelationshipswitheachothertoimprovebrand
loyalty and trust. Thus, social media marketing appears as a very multifaceted field of
researchand,recently,KeeganandRowley(2017)haveprovidedinterestinginsightsonits
complexity.
2.2Luxurybrandsinthedigitalage
Several definitions of luxury brands have been proposed in the managerial academic
literature, most of which refer to elements such as excellence, high transaction value,
exclusivity,artisanshipandpremiumprice(FiondaandMoore,2009;Heine,2010;Chevalier
andMazzalovo,2012;KapfererandValette-Florence,2016).Luxurybrandsareconsidered Socialmedia
asasignalofwealthandstatusandtwoofthekeydifferencesbetweenprestigebrandsand marketingin
non-prestigebrandscenterexactlyontheiruniquenessandscarcity,as,ifeveryoneowned
luxurybrands
luxuryitems,thentheywouldnotberegardedasprestigious.Keller(2009)arguedthat,in
general,luxurybrandsfacethreeimportanttrade-offsreflectingthechallengesencountered
by managers in handling their development over time: exclusivity–accessibility; classic–
contemporaryimages;andacquisition–retention.Theseparadoxesmakethemanagement
ofluxurybrandsacomplexactivityandputpressureonmarketingmanagerstofindnew
evolvingstrategiesthatprovetobeconsistentinthelongterm.
Luxury has been influenced by the digital revolution in many ways (Kapferer, 2014):
digitaloffersgreatopportunitiestomanageomni-channelconnectionsand,consideringthe
increasingrentalcostsofphysicalstoresinthemaincapitalsoftheworld,luxuryfirmstry
to optimize the synergies between digital and offline. Moreover, digital allows firms to
deliverbrandcontentbypromotingtheirheritageandvalues.However,luxuryismoreoften
centeredonrarity,scarcityanddiscretion;thus,fullaccessibilityandavailabilityofcontent
T) of thedigital world seemsto contrastwith theexclusiveness ofluxury brands (Hennings
P
8 ( etal.,2012).
01 Attheoutset,luxuryfirmsapproachedtheonlinemarketwithcuriosityandskepticism
2
April (aObkouontkthweo,“2In0t1e0r)naentdd,iilnemdemsacr”ibfoinrgluthxiusriynibtiraalnrdelsucintatnhcee,dKigaiptfaelrecronatnedxtBaasntdienCh(2e0v1a2li)esrpaonkde
03 Gutsatz (2012) of a “love/hate relationship.” Recently, with the convergence of digital
42 applicationsandnewmediasuchasmobiletechnology,luxuryfirmshavefullyunderstood
06: theinevitabilityofdevelopinganonlinepresence(Arrigo,2014b).Infact,thisrepresentsa
At prerequisite to guarantee online an official brand representation and assure efficient
s
brarie synMerogsytflruoxmurdyiffiferrmensthcahvaennthelussomfcoovmedmubneyicoantdionqu(Peastriroonttinegtatlh.,e2o0p15p)o.rtunitiesofhavinga
Li digitalpresenceandaremanaginghowtocreateandmaintainadigitalpresencewithout
U
C damagingtheessenceofluxurybrands.However,threemainfactorsareslowingdownthe
E
y integrationofdigitaltoolsintheluxurysector:
b
ed (1) thevarietyandcomplexityofdigitalchannels;
d
a
o (2) theconfusionbetweenseparateandinteractiveeffectsandplatforms;and
nl
w
o (3) theperceptionthatluxuryanddigitalarequiteincompatible(Dubois,2015).
D
Infact,thewideavailabilityofdigitalchannelsandplatformsmakesitdifficultforluxury
managerstochoosewhichisbestindesigningaluxurybrandstrategy.Furthermore,the
customerexperienceismultisensory(KapfererandBastien,2012),customersexpecttofeel
luxuryproductsthroughalltheirsenses,andthequalityofthisexperienceinfluencestheir
perceptionsoftheluxurybrand.Digitalchannelscouldovercometheabsenceofphysical
contactbetweensellerandbuyerbypreservingthemultisensoryexperience,forexample,
throughtouchscreeninterfacesthatincreaseatactileinteractionwithproducts(Okonkwo,
2016).
Inrecentyears,theriseofsocialmediahasbroughtnewchallengesforluxurybrands,
even if, nowadays, the majority have already developed a social media presence to
effectively engage with customers (Kontu and Vecchi, 2014). While luxury brands have
alwaysbeenfashionindustryleaders,theentryofanumberofnewfashionbrandsinthe
luxurymarket,duetothetrendforaffordableluxury,combinedwithaslowdowninsales,
hasposedsomedifficulties(KimandKo,2010).Thus,luxuryfirmshaveengagedinsocial
mediatoincreasetheirbrandexposuretoawidersegmentofthemarket,tostayrelevantto
MRR younger customers, to leverage innovation (Choi et al., 2016; Scuotto et al., 2017a) and,
fundamentally,tobeatthecompetitionandincreasesales(GautamandSharma,2017;Kim
andLee,2017).
However,academicliteratureonthemarketingopportunitiesforluxurybrandsrelatedto
astrategicuseofsocialmediaisstillunderdevelopedandfragmented,therelationexisting
betweensocialmediaandluxuryremainslargelyunexplored.Therefore,thisstudyaimsat
settingoutthestateoftheartofresearchonsocialmediamarketingbyluxurybrandsand
mappingtheaddressedkeyresearchthemesoutlinedinthefollowingsections.
3.Researchmethodology
Toanalyzesocialmediamarketingacademicliteraturefocusedonluxurybrands,thisstudy
used a systematic literature review approach (Webster and Watson, 2002; Busalim and
Hussin, 2016; Osobajo and Moore, 2017) to support theory development and discover
research areas that need further investigation. A systematic review refers to a process of
identifying,evaluatingandinterpretingallavailableresearchrelevanttoresearchquestions
T) withtheaimofsummarizingtheevidenceaboutaphenomenonoramethodandprovide
P
8 ( newunderstanding(Kitchenhametal.,2009).Asystematicliteraturereviewinvolvesthree
01 phases: planning, performing and reporting the review. Each step requires particular
2
April aexctcilvuistiieosn:cidrietnertiifay, preesrfeoarrmchaqquuesatliiotynsa,sessetsasbmliesnhtaprroecveisews apnrdoteoxctorla,citdednattiafyanindclsuysniothneasinzde
3 (BusalimandHussin,2016).
0
2 Theresearchquestionofthisstudywasthefollowing:
4
6:
0
At RQ1. What are the state of the art and the key research themes addressed in the
s academicliteratureonsocialmediamarketingpertainingtoluxurybrands?
e
brari A review protocol was set in place to reduce research bias and was characterized in this
Li studybyaninitialbackgroundreviewofsocialmediamarketingandluxurybrands.Next,a
CU definitionofinclusionandexclusioncriteriawasusefulinselectingpublicationsspecifically
E
y related to this study. As the review is centered on analyzing the social media marketing
b
d policies used byluxury brands, only those publications with available abstracts andfull-
e
d text, published in English and during the period 2010-2016 were considered. The period
a
o
nl 2010-2016waschosentoprovideafullanddeepunderstandingoftheevolutionofthetopic
w
o fromitsinitialbeginningsuntiltheendoflastyear.
D
The search strategy consisted of two stages. First, an automatic stage provided a
primary result of studies related to social media marketing. According to Webster and
Watson (2002), the search process should not be limited to a specific range of academic
journals;therefore,threedifferentonlinedatabases(ScienceDirect,Scopus,ThomasRouters
WebofScience)weresearchedtocoverabroadrangeofpublications.Thethreedatabanks
were selected as they can be considered the most pertinent to the business management
field.
In March 2017, the Scopus database was searched with the expression “social media
marketing” searched under “title,” “abstract” and “keywords.” The first filter provided a
scoreof483documentsresultinginatimehorizonof2008-2017;publicationsnotinEnglish
were excluded which resulted in 476 publications. Subsequently, a second filter “luxury
brand” was entered in “title,” “abstract” and “keywords” and 15 results pertaining to the
consideredtimehorizon2010-2016(Appendix1)werefound.IntheScienceDirectdatabase,
bysearching“socialmediamarketing”automaticallyin“title,”“abstract”and“keywords,”
66resultsappearedand,byfilteringthoseintoEnglishrelatedtoluxurybrands,onlytwo
resultsemerged(alreadycontainedintheScopusresults).Asimilarsituationoccurredusing
theThomsonRouterofWebofSciencedatabase,wherethefirstsearchprovided103results Socialmedia
andonlyoneremainedafterusingtheotherfilters(alsointhiscase,thepaperwasalready marketingin
included in the Scopus results). Consequently, the Scopus database appeared as the most
luxurybrands
inclusiveand15resultswereanalyzed.
Atthispoint,thesecondstage(manualstage)ofthesearchstrategyoccurred.Afulltext
analysisoftheresultswascarriedouttoexcludethosethatwerenotfullypertinenttothe
study’s research question, two publications were removed and, finally, 13 publications
remained. Performing a quality assessment process represented a critical stage in
evaluatingthequalityofthesestudiesandthefollowingthreecriteria(BusalimandHussin,
2016)wereestablished:
(1) C1:Istheresearchmethodologydescribedinthestudy?
(2) C2:Isthedatacollectionmethoddescribedinthestudy?
(3) C3:Arethedataanalysisstepsdescribedinthestudy?
The 13 studies were evaluated according to these three criteria and distinguishing three
T)
P levelsofquality:low,mediumandhigh.Forinstance,studiesthatfullysatisfyacriterion
18 ( obtain2;thosepartiallyachievingacriterionobtain1andiftheydonot,zero.Theoutcomes
0
2 ofthequalityassessmentaredisplayedinFigure1,andthelistofevaluationofeachstudyis
pril presentedinAppendix2.
A
3
0
2 4.Dataextractionandsynthesis
4
6: The data extraction process was realized by carrying out an accurate reading of all the
0
At studiesandusingaresearchframeworkstructuredonthefollowingelements:
es (cid:1) researchtheme(thekeyaimofthestudy);
ari
br (cid:1) datacollectionmethods(survey,casestudyandobservation);and
Li
U (cid:1) methodology (qualitative, quantitative, conceptual and review) as displayed in
C
E TableI.
y
b
ed The majority (87 per cent) of studies were articles published in management academic
d
oa journals, and this can be considered a first signal of good quality, while the remaining
wnl publications were book chapters (13 per cent). With regard to a temporal view of the
Do publications, they gradually increased in number from 2010 up to 2016 with a slight
decreasein2013.Likely,therewillbeanincreaseinthearticleoutputastheresearcharea
aboutdigitalmarketinginluxurybrandsbecomesmoresignificant.
Theresearch methods that have beenadopted intheprimary studies aredisplayed in
Figure2;ascanbeseen,morethanonethirdofstudies(39percent),inparticularsurveys,
0.307692308
0.46153846
Figure1.
0.230769231
Qualityassessment
high medium low results
MRR Quantitative Principalcomponentþanalysismultipleregressionanalysis Structuralequationmodel Structuralequationmodel Contentanalysis (continued)
Methodology Qualitative Casestudy Casestudy
w
vie x
Re
al
PT) nceptuper x
8 ( Copa
2 03 April 201 Observation Observationof52luxury’brandsFacebookpages
U Libraries At 06:4 Collectionmethod Casestudy Lancomecasestudy Coachcasestudy
wnloaded by EC Survey Self-administratedquestionnaireswithvisualstimuli 400surveyquestionnaires ’Participantssurvey Expertsurvey
Do Researchtheme ’SocialmediamarketingseffectsoncustomerrelationshipsandpurchaseintentionRemovedToidentifyattributesofsocialmediamarketingactivitiesandexaminetherelationshipsamongthoseperceivedactivities,valueequity,relationshipequity,brandequity,customerequityandpurchaseintentionToexplorethemarketingpotentialofsocialmediaforluxurybrandmanagementToprovideluxurymarketerswithanoverviewofthemajordigitalluxurybrand-consumertouchpointsandcorrespondingdigitalworkingareasToexplorehowluxurybrandsusesocialmediatoconnectwithmiddle-classcustomersinChinaPresentationofthespecialissueonsocialmediamarketingandluxurybrandsToinvestigatetheroleofluxurybrandmarketingindrivingconsumerengagementonsocialmediaplatformsToprovidesomeinsightsintohowsocialmediaimpactsthecosmeticsindustry
nt
Documetype Article ArticleArticle Article Article Article Article Article Bookchapter
TableI.
Dsyantatheexsitsraocftipornimanardy Year 2010 20122012 2014 2014 2014 2014 2014 2014
studies dy
u
St 1 23 4 5 6 7 8 9
Socialmedia
y nt
Quantitative Quantitativesurvecustomersandfollowersindifferecountries lumxuarrkyebtirnagndins
Methodology Qualitative Netnographicapproach Casestudy
w
vie x
Re
al
PT) nceptuper x
8 ( Copa
1
2 03 April 20 Observation Observationaldataincludingblogtextsandaudiencecommentsforfourpopularforums
4
6: y
U Libraries At 0 Collectionmethod Casestudy Tiffanycasestud
C y
wnloaded by E Survey Survey(845luxurbrandconsumers)
Do Researchtheme Toreviewandanalyzebrandadvocacybehaviorwithinluxurybrandaccessoryforums RemovedToexploresocialmediaflinuenceoncustomerrententionintheluxurybeautyindustryStorygivingasaco-creationtoolforluxurybrandmanagersSocialmediamarketing’flactivitiesinuenceonbrand’equitycreationandconsumersbehaviortowardabrandPresentationofthespecialissueonluxurybrandstrategiesandcustomerexperiences
nt
Documetype Article ArticleBookchapter Article Article Article
Year 2015 20152016 2016 2016 2016
y TableI.
d
Stu 10 1112 13 14 15