Dynamic Process

     A dynamic process is flexible, adaptive, and evolves based on real-time inputs. The focus here is on the marketing process for the bookstore. The marketing process is supported by Instagram, which is used to promote events, merchandise, and special offers.

Social Media Plan Diagram

    The KU Bookstore utilizes Instagram to support their marketing efforts. Their Instagram page dates back to ten years ago, with their first post on November 9, 2015. However, they have fluctuated since then in terms of activity. Recently, the bookstore has regained their momentum by posting more regularly of promotions, student events, and new merchandise. Since the bookstore has just restarted their social media efforts, their goals are to increase awareness of discounts and products, drive traffic to both in-store and online sales (with exclusive in-store versus online only promotions), and engage with the Kean University students, faculty, and alumni to gain loyal customers. Their success metrics are measured by user engagement, such as the frequency of likes and comments on posts or how often their Instagram handle is shared by other users. As previously mentioned, the target audience consists of mainly Kean University students, faculty, and alumni, but also includes the local community. However, the bookstore does specifically cater their content to target members of the KU community. The value provided to the target audience in exchange for their social capital would be exclusive offers, convenience and advice, and staying connected and engaged with the university’s campus life. For example, before the start of the semester, the bookstore will encourage students to purchase their textbooks and school supplies ahead of time. This benefits the students because they are guaranteed their course materials, and will not have to worry or stress about it once school begins and several students are looking for the same materials. Furthermore, the bookstore makes personal connections by quickly responding to comments or direct messages, or posting polls to encourage participation. They even utilize employees who also attend Kean University as a student, and often advertise information that is relevant to the student community, fostering a personal connection between the bookstore and its target audience. Lastly, data such as post performance, story views, and follower trends are all monitored through Instagram Insights. This helps understand the audience more by showing the level of engagement between posts, the audience reach and impressions, follower demographics, and so on; therefore, the bookstore can cater their content to achieve maximum engagement on their Instagram page.

    The textbook defines social capital based on Nan Lin: “social capital is the investment in social relations with the expectation of returns in the marketplace,” (345). In this case, the bookstore is looking for customer loyalty as a form of social capital, planning to build strong relationships that result in consistent, repeat business with the target audience. The value of social capital is calculated as “the number of relationships in a social network, by the strength of those relationships, and by the resources controlled by those related,” (Kroenke, Boyle, p. 346).

The Social Capital formula is: Social Capital = Number of Relationships × Relationship Strength × Entity Resources

    As mentioned in the introduction, Kean University Bookstore serves over 17,000 students, faculty and staff, alumni of the university, and partners like Barnes and Noble College. The estimated Number of Relationships is 17,000. As for the Relationship Strength, according to the Instagram Dashboard, the moderate engagement of users can estimate the Relationship Strength to be around 0.6 (on a scale of 0 to 1). The Entity Resources include financial revenue, product diversity, and marketing systems. Based on the assumption that university bookstores contribute 1% to 5% of total operating revenue, the estimated revenue for the Kean University Bookstore is between $1.31 million and $6.54 million for the fiscal year (Kean University Financial Statement, 2023). In order to use the formula to estimate the Social Capital, the Entity Resources will be assumed to be the average number equals $3.925 million.

    Thus, the social capital = 17000*0.6*3.925 = 40035 million = 4.035 billion

 An Enterprise Social Network (ESN) is a private platform used by organizations to help employees communicate, collaborate, and share knowledge. It is like a workplace version of social media, where employees can post updates, share ideas, and connect directly with coworkers or leadership. ESNs are useful for improving teamwork, solving problems, and making decision-making faster because they allow information to flow easily across the company. Enterprise 2.0 refers to the use of social media tools and platforms within a business. It is about adopting the kind of interactive, user-driven technology that we see in public social networks like Facebook or Twitter, but for internal business purposes. The idea is to improve collaboration, innovation, and productivity by using technology to share information and ideas more effectively. SLATES is a framework that explains the key features of Enterprise 2.0 (Based on Andrew McAfee, 2006). It stands for Search, Links, Authoring, Tags, Extensions, and Signals. These elements describe how employees can find information (Search), connect resources (Links), create content (Authoring), organize data (Tags), suggest actions or content (Extensions), and get alerts for updates (Signals). These features work together to help organizations create a dynamic, collaborative environment.

    The Kean University Bookstore definitely uses a part of Enterprise Social Network or Enterprise 2.0 system. It uses tools like Microsoft Teams for communication, which shares some features of ESN, such as allowing employees to message each other, share files, and discuss tasks in real-time. This helps streamline communication between the bookstore and its parent company, Barnes and Noble College, and improves response times for operational questions. Furthermore, the bookstore could benefit from adopting a more comprehensive ESN or Enterprise 2.0 approach. For example, using a platform that includes authoring and tagging features could help staff document processes, share best practices, and track inventory issues more effectively. A full ESN could also improve coordination during busy times, like the start of a semester, when communication and teamwork are critical. This would make operations smoother and enhance the customer experience.

    The Kean Bookstore continues to address SMIS security concerns by requiring employees to watch cybersecurity training videos; New hires complete this as part of their onboarding process while current staff are required to revisit the training annually. Management also restricts access to all applications, whether it be OMS, CMA, or the Instagram account – an employee login is required to access these programs. The level of access changes depending on the department, task, and seniority. Moreover, the Kean Bookstore does have a social media policy. For social media posts, the parent company, Barnes & Noble College, announces a guide of what should be promoted through posts. There is also an Acceptable Use Policy guide provided by Barnes & Noble Education that sets the guideline for proper social media use and security. Below is a snippet of what the guideline contains: 

Acceptable Use Policy of BNED - Social Media

    The Kean University Bookstore can address social media security concerns from five aspects: by improving how it handles hardware, software, data, procedures, and people. Firstly, the bookstore can use secure cloud-based servers provided by trusted platforms like Facebook and Instagram to store and manage content. Internally, devices such as computers and tablets used for posting or managing accounts should be protected with antivirus software and secure internet connections. Using encrypted connections, like HTTPS, ensures that information remains safe while accessing or updating social media accounts. Secondly, as for the software, the bookstore can take advantage of tools provided by social media platforms, such as filters for inappropriate content and analytics for tracking activity. These tools can automatically detect and block harmful posts. The bookstore can also use third-party tools like Hootsuite to schedule posts, monitor real-time interactions, and respond quickly to issues. Regularly updating the software ensures it remains secure and up-to-date against threats. Furthermore, the bookstore may generate and collect data through user comments, reviews, and feedback. To keep this data secure, the bookstore can monitor content regularly, remove inappropriate posts, and analyze trends to detect harmful activity early. Backing up content and securely storing interaction data ensures nothing is lost during unexpected events. Transparency about how data is used also builds trust with users and reduces concerns.

    As for the procedures, clear and simple guidelines for employees are essential. Unfortunately, the KU Bookstore does not have any official procedures in place to manage inappropriate content or deal with unfavorable reviews.  However, bookstore employees do have the right to delete any inappropriate or hateful material, respond to criticisms, and overall monitor the responses and engagement that come with social media.