Impacting the B2B-Business Development Process: Social Media Usage within a Global Software Environment

The thesis aims to explore and explain how Social Media impacts the B2B-Business Development process in a global software environment. Mixed-methods uncover the leading media platforms applied in the Business Development process cycle. The thesis produced a model, illustrating two dimensions of Social Media Business Usage, four critical Business Development process phases, and their impact on Performance mediated by Social Capital. To extend generalizability, future research may focus on testing the model for New Business Development exclusively. Significant contributions are classifying relevant Social Media platforms, distilling the process phases with the greatest impact on performance. The creation of new indices advances the performance discussion, and the typology of Business Developers capitalises on optimising the process sequence.

Scholars are divided on whether completely replacing traditional media or combining both media (Stephen & Galak, 2012). Kaplan & Haenlein (2010,61)'s definition "Social Media is a group of Internet-based applications that build on the ideological and technological foundations of Web 2.0, and that allow the creation and exchange of User Generated Content" recommends specific platforms for B2B-Business Development.
Opponents of Social Media fear distraction and distress through information overflow. Proponents argue that participating in networks boosts relationships through communication, collaboration, gathering and sharing information (McCorkindale et al., 2013).
The table below contains managerial guidelines to leverage disruptive-innovative Social Media technologies in B2B-Business Development. As such, the number and type of platforms determine the Social Media approach.
Restricting the number of platforms is essential for parsimony reasons and from a strategic B2B-marketing aspect: 80% of Fortune 500 companies apply Social Media of which 55% use three to five platforms (Taken Smith et al., 2015, p. 135). Brennan & Croft (2012, p. 106) noticed that leading software companies in the UK most frequently utilize LinkedIn, Twitter, Facebook, and Blogging -platforms relevant to B2B-Business Development. Agnihotri et al., (2012) regard social networking sites as essential for prospecting and networking whereas the purpose of (micro-) blogs lies in producing digital content, staying in touch with customers, and identifying business requirements of potential buyers. LinkedIn provides access to decision-makers while Twitter spots opportunities (Itani et al., 2017).
O'Leary (2011) advocates prohibiting personal platforms, e.g., Facebook, YouTube for productivity or security risk reasons. Though I initially agreed with this opinion, I refuted banishing personal platforms because:  Professional and Social Networking Sites are converging regarding business/personal content design.  The emphasis on specific business/personal platforms varies within different generations and industries.

Methodology
Because of the empirical and theoretical orientation of the core concepts (Table 1), the combination of formerly separate research areas suggests mixed-methods (Alves et al., 2016). This approach seems reasonable in light of the generalization of research findings.
I became aware that Social Media in the global software industry has to be understood and conceptualized from the dominant perspectives of Information Technology, Business Development, Marketing, and Sales to retrieve of the myriad of available platforms the set optimally resonating with the individual phase or the entire process cycle.
This implies that raising awareness of the Business Development process-orientation comes first. As I showed before, the phases follow similar process activities of the related functions of B2B-Business Development.
However, this research goes beyond replicating common processes of both functions. It signifies an insightful shift from buzzwords towards a comprehensive definition of B2B-Business Development contributing to new knowledge. I accomplished this by emphasizing the unique liaison-role which is ignored by practitioners and scholars.
Thus, B2B-Business Development becomes the focal point aligning the siloed functions, Marketing, and Sales, being responsible for building lasting relationships guided by principles of commitment, trust, and collaboration with the objective of co-creating value-oriented solutions.
The development and discussion of the initial model ( Figure 1) have to be understood from the background of the concepts and themes recognized in peer-reviewed journals, job descriptions of software companies, and results of the pilot study. The first process phase consists of discovering and screening the right buyer decision-makers. B2B-Business Developers are responsible for building awareness with prospective key contacts in complex software purchase decisions. Thereby, Social Media replaces obsolete Rolodexes to research and retrieve detailed prospect information (Rodriguez et al., 2012). From my viewpoint, Social Media defuses disruptive cold calls by meaningful conversations with a right balance between privacy and selfdisclosure based on profile information.

Main Hypotheses
The second process phase involves the exchange of transaction relevant product/service information with prospective buyers and upholding business domain knowledge. This consists of competitor knowledge to differentiate and tailor the offered solution, as well as, tacit knowledge to ensure a best possible buyer-vendor fit. In this context, scholars especially mention the information quality with its dimensions accessibility, believability, completeness, timeliness, and comprehensiveness (Lee et al., 2002, p. 139). In contrast, practitioners viewed the second phase as an extension of the first one by mentioning activities like building rapport, trust, educating and listening. Thus, profile information and content should be customer-oriented and regularly updated.
Therefore, it is expected that Social Media tools quicken and simplify the reciprocate communication-information and knowledge exchange by rendering this phase more agile while ensuring higher quality.
The third process phase consists of extending networks with current and potential customers and managing relationships. Rodriguez et al., (2014) recognized that customer-oriented technology is critical in building business networks, for strengthening B2B-relationships and enhancing processes and performance. The definition of this process phase comes close to the description of the practitioner experiences. By establishing authentic, engaging, and trustworthy relationships, I consider this phase to be especially crucial for the B2B-Business Development process because of its impact on subsequent sales processes. The fourth process phase describes the individual and functional performance in conformity with the entrepreneurial business process of discovering, evaluating and exploiting opportunities (Eckhardt & Shane, 2003). In the software industry, B2B-Business Developers differentiate between leads, i.e., key contacts belonging to the buying center and opportunities, i.e., emerging software projects in the near future. Social Media is instrumental in spotting new opportunities (Jussila et al., 2014, p. 606) with LinkedIn as the leading social platform for generating B2B-leads (80.33%) versus Twitter (12.73%) (Colwyn, 2014). It takes six to eight touch-points to complete a profitable opportunity (Glynn, 2015). This phase is supported by peerreviewed journals and pilot study. Thus, Social Media technology might increase the lead quality and closing rate of opportunities.
H5a+ -H5d+: Social Capital positively moderates/mediates the relationship between the Social Media Business Usage affected B2B-Business Development process and Business Performance.
Social Capital might translate in economic advantages by utilizing existing contacts to target decision-makers with benefits like "facilitating access to a broader source of information and improving information's quality, relevance, and timeliness" to "influence, power, and control", expedite prospecting, and "solidarity" (i.e., shared norms, trust, and commitment), simplifying the relationship-building (Adler & Kwon, 2002,21;29). Moreover, these hypotheses address whether it is sustainable that Social Capital optimizes knowledge sharing processes or gains relevant insights because of personal contacts (Engelen et al., 2016). Thus, Social Capital might act as moderator or mediator variable. H6a+ -H6d+: Usage Criteria positively moderate/mediate the relationship between the Social Media Business Usage affected B2B-Business Development process and Business Performance.
Usage Criteria like career level, technical savviness, perceived playfulness, perceived ease of use, usefulness, and usage intensity might take a moderator or mediator role. For example, younger B2B-Business Developers expose different attitudes and behaviors compared to their more established peers. Keinänen et al., (2015, pp. 717,718) notice that Social Media engagement is inversely proportional with seniority level while Moore et al., (2015, p. 6) highlight differences in usage intensity between managers and staff. Furthermore, technophobia/-philia, resistance/acceptance might influence Social Media Usage behavior.
Therefore, it is expected that Usage Criteria affect performance by optimizing underlying processes. Identifying and prospecting buyers with direct responsibility for software purchases through Social Media renders B2B-Business Development processes more agile and closes business deals faster. This observation is also accurate when firm-/market specific knowledge supports in developing innovative software solutions, deepening the relationship with buyers and increasing leads and opportunities. All these aspects positively might influence the conversion rate in new business (Pöyry et al., 2017).

Discussion
The pre-test with ten executives in Business Development, Marketing, and Sales of various verticals in Europe and the US refined the content and scales of the provisional questionnaire and ensured a high response rate as a quality characteristic of the Qualtrics© survey.
The core concepts were condensed with factor analyses (IBM SPSS/AMOS v23) yielding two dimensions for Social Media Business Usage.

Table 3. Measurement Scales (Antecedent) (Insert in Appendix)
The quantitative research results indicated that the theoretical assumptions had been essentially confirmed.

Figure 2. Finalized Structural Equation Model
The research questions that initially guided my thesis could be answered. Despite concerns, that mostly junior executives would embark on this journey some results surprised.
A considerable number of C-Level/Senior Management respondents (50.6%) indicated that the subject is taken seriously on board-level. In contrast, the average age (46.8 years) is in line with (Keinänen et al., 2015). Academically, substantial contributions were achieved.
The hypotheses of the original model were largely upheld. However, I want to stress the importance that arriving at a different final model does not necessarily question the validity of the original model.
The goal was not to create a generally applicable model but provide practitioner guidelines to reshape B2B-Business Development processes. While the original model illustrates the process of developing new business, I conceive that the strength of the final model lies in better reflecting the reality by including the development of existing (previously unsuccessful business) due to different sample sizes. This explains why phase IV precedes phase I without changing the remaining sequence.    Methodologically, a substantial contribution consisted of combining the disjointed areas of Social Media and B2B-Business Development, respecting their unique methods. The suggested mixed-method approach ensured academic rigor, practical relevance, and applicability.
To go beyond, I presented a different kind of classification for Social Media Business Usage centered on frequency and intensity (Inclination and Hesitation). Moreover, I changed the direction of the Performance discussion by blending deterministic (efficiency and effectiveness) and probabilistic (social media justification) measurements.
In today's inundation of surveys, I was attentive to engage the audience through updates and thank-you notes continuously. This creative data collection approach ensured 530+ questionnaires within six weeks and their commitment to future projects.
Managerially, the significant contributions consisted of providing strategic recommendations and guidelines.
The uncertainty about platforms in B2B-Business Development made me realize that only a minority has recognized the potential of Social Media. Raising awareness necessitated besides defining the B2B-Business Development process phases vital to the global software environment, selecting these platforms which most likely optimize Performance. I offered evidence that Social Networking Sites without Facebook, Blogs, and Microblogs are the essential platforms accelerating especially the upstream phases I and II of the Business Development process. In contrast, the downstream phases III and IV fundamentally impact Performance.
Though the relevant set is not definitive, it is vital for creating the Social Business Relevance Index, a benchmark indicating which platforms are most suitable for the different phases and the overall cycle. However, it takes more than a relevant set to refocus Business Development activities and enhance performance metrics.
I took the discussion further by pointing out that a Social Business Motivation Index is critical to pulse-check the attitudes, behaviors, and drivers of Social Media Usage of the involved professionals.
The redefining of Business Development by incorporating both indices led to reflect on exchangeable criteria to define a Business Developer-typology. While old-school skeptics would rather not apply social media, cutting-edge advocates commit themselves whole-heartedly. The undecided mixed type needs guidance about potential benefits. I hope that the typology opens possibilities for aligning and enriching Business Development activities with other functions, thereby rendering processes more agile and efficient.
Therefore, managerial guidelines might update job descriptions and performance appraisals by encouraging Social Media Business Usage and analyzing the results of cutting-edge advocates versus their peers. Despite the fact, that vendors and third-parties embrace social media, a noticeable gap among buyers could be closed by providing educational work. Similarly, Social Media alignment suggests the shift from inefficient individual and siloed activities towards coordinated efforts.
Another series of interviews with C-level executives changed my perspective on Social Media Engagement. The idea behind different structures of decision-making layers is a region-specific content-design, for example, the Western European and North American region revealed stronger intuitive and weaker emotional values than the DACH region.

Closing Remarks
This journey was inspired by disrupting traditional B2B-Business Development practices. By leveraging Social Media, I faster generated revenue opportunities for my previous employer, a global software vendor. The pilot study as a vantage point illuminated the previous blurry concept of Business Development among practitioners and scholars in classifying process phases vital to the global software context. This process-orientation is indeed transferrable to other B2B-settings. It stimulated awareness which social platforms, decision-makers deem vital to decision-making processes for performance initiatives.
The online survey, as a reality check, acknowledged the importance of this project: I have realized that the theoretical model grounded in literature and semi-structured interviews were mostly confirmed.
Strategic recommendations and guidelines suggest focusing on these platforms which mimic traditional media perceived by as highly reliable and useful for decision-making, for instance, Social Networking Sites as a digital option for Face-to-Face interactions.
My work makes it possible to imagine how current Social Networking Sites will eventually be reinvented. With a few mouse clicks, a small number of key decision-makers will be eligible from the vast amount of irrelevant connections based on individual background information from various data sources.
Overall, the research findings have attracted much interest among B2B-Business Developers scholars with future research concentrating on digital start-ups in the emerging regions. Exploratory Factor Analysis, VARIMAX Rotation, 0.5 Factor Loading-Criteria Copyrights Copyright for this article is retained by the author(s), with first publication rights granted to the journal. This is an openaccess article distributed under the terms and conditions of the Creative Commons Attribution license (http://creativecommons.org/licenses/by/4.0/).