ETL503 & ETL504- Subject Introductions

Welcome back to all continuing students!

This semester I have taken on ETL503- Resourcing the Curirculum & ETL504- Teacher Librarian as Leader. Both of which have intense reading and group work components, but only 2 assessments each.

I am a little dubious about group work and what other elements the lecturers want from us, particularly as work is starting to pick up again but, onwards and upwards!

At time of posting, it is Week 2 in the new semester and I already feel a little overwhelmed- I have never done a case study before and have ahd to print it out to take it all in and make notes. Hopefully it is addressed 1 step at a time. Also, the first online meeting for one subject has already been bumped back so I feel like I haven’t even started on that one and I know from previous subjects that this course has a ton of readings associated.

Feeling dubious and nervous, but wish me luck!

January 25, 2020January 25, 2020

INF506- Assessment 3: Evaluation & Reflection

Evaluative Statement

Your evaluation of the use of social networking/media in the professional environment will demonstrate your understanding of the concepts studied this session. You should give a concise overview of the challenges and opportunities as well as the issues that may be encountered by an information professional working in this environment.

Word count: 772

Technology has become a normalised part of society (Dijck, 2018) and although some reports suggest that SM growth seems to have plateaued in developed countries (Pouschter, Bishop & Chwe, 2018), there is no denying that SM platforms continue to impact day-to-day life. With the development of Web 2.0 and social media (SM) platforms, allowing for multi-way communication (Schwerdtfeger, 2013), professionals continue to network by sharing content, collaborating and creating a community. It is imperative that all information professionals, therefore, understand and are aware of a variety of SM platforms, uses, programs and practices, as well as the ethical, social, cultural and technical aspects of the SM environment. I will be evaluating the usefulness and challenges of Instagram, Facebook and Twitter, specifically, as Assessment 2 provided me the opportunity to utilise these in a professional sense.

The development of SM as a driving force behind commerce, communication and even education is predicted to continue to influence determination of organisation success in the future (Chen, 2019; Barnhart, 2020). Capitalising on the SM phenomenon, organisations have invested resources into developing successful SM marketing strategies and user-friendly applications, allowing for ease of user access (Adner & Kapoor, 2016) in an effort to develop connections with communities and improve audience awareness (Barnhart, 2020). By developing SM strategies and policies (Hebblewhite, 2017) and opening lines of immediate communication with their audiences (Chen, 2019) organisations have cultivated communities of ‘influencers’ who can share posts about their products and services (Influencer Marketing Hub, 2019).

The ongoing development of SM commerce has opened paths for new and developing job opportunities in fields that did not exist before, such as application developers, social influencers, social media managers (Nisar, Prabhakar & Strakova, 2019) and policy makers (Hibblewhite, 2017). Additionally, the development of analytical tools on platforms such as Facebook, Instagram and Twitter have allowed organisations to collect information and track and manage performance improvements (Barnhart, 2020; Nisar et.al., 2019) and successfully connect and maintain relationships with audiences (Chen, 2019, King, 2015). Use of this tool can allow organisations to adjust their profiles to suit their branding, allowing for a cohesive ‘voice’ across all SM platforms and helping develop relationships with their targeted community (Bunker, 2017).

As the sheer amount of content posted each day continues to increase, particularly in relation to visual images on Instagram, concerns have arisen in areas such as intellectual policy and copyright licensing, resulting in the redevelopment of Creative Commons licensing to protect creators, companies and institutions online (CCA, 2013). Privacy and the disclosure of personal information has also been reviewed recently with an increased demand for notification of the use of ‘cookies’ on websites and a push to privatise the gathered information (Shankland, 2020), which is currently used to tailor advertising on most SM platforms. For example, Instagram has a disclosure policy identifying exactly what their cookies are and what they are used for. Organisations must be aware of the risks involved in not being complaint with both copyright and privacy regulations, as they are held to account by law (Big Commerce Essentials, n.d.) and ensure that all staff members are aware of procedures, limitations and policies in place to protect against accidental breach of law.

While SM has developed to easily disseminate information, the development of SM policies is vital to avoid posting incorrect information that could, potentially, lead to reputation damage, legal liability or even a loss in profits (Hebblewhite, 2017). There is an increasing awareness of ‘fake news’ in SM with academic studies invested in uncovering how to ‘undo’ fake news cognitively (De Keersmaecker & Roets, 2017) and libraries investigating how to educate their students on spotting false information (Holmes, 2018). With 28% of 18-24 year old’s using SM as their only source of news (Social Media College, 2018), it is important organisations create genuine and informed posts in order to develop trust in the community and positive relationships (King, 2015).

Although there are undoubtable risks involved in using social media for business, there is no question that it is a useful tool, coupled with inclusive, aware policy, that can help boost business sales, market awareness and act as a networking platform to connect with audience and community. With 17.9 billion people purchasing goods via e-commerce (We Are Social Ltd., 2019) last year, it is reasonable to suggest that SM, with its ongoing development of analytic tools, business accounts and tailored advertising, will play a key role in the continued growth of e-commerce in the future. As such, it is important that information professionals be aware of both the challenges and opportunities involved with SM platforms in order to best manage their organisations SM presence.

Reflective Statement

Your personal reflection will document your development as a social networker as a result of studying INF506, and the implications for your development as an information professional.

Word count: 773

Critical reflection is recommended to assimilate new information and improve professional practice (Attard & Armour, 2006) and throughout INF506, I have had the opportunity to reflect on my understanding of social media (SM), networking and how these can be used in a professional sense. I have immerses myself in multiple SM platforms, theories and tools and have been able to link them to an educational context. On reflection, I would like to adapt my broad strokes definition of ‘social networking’ in Assessment 1 to:

‘Active engagement with Web 2.0 and social media platforms to form professional contacts, share information and develop resources.’

My expectations for this course included developing expertise in mainstream SM platforms and encountering new platforms, both of which were achieved throughout the learning modules, readings and assessments. I now know what other schools are using and which platforms work best for them as a result of discussions on the INF506 Facebook page and peer blogs on CSU Thinkspace. I have come to realise that not all SM platforms work for every organisation and trial and error is completely acceptable. Reflection on these discussions has helped begin my SM strategy planning for my school library.

I was confident in navigating Facebook and Instagram at the beginning of this course, however, I was completely unprepared for the detailed analytics involved with business accounts. Utilising Facebook for communication in the INF506 group and sharing resources was an excellent way to further familiarise myself with the platform and gather develop relationships with peers. I have learned that Facebook can be utilised for professional development, education and communication, which can then be documented to record staff and student progress. Additionally, the analytics allow monitoring of individuals access and contributions to the profile, which would be useful in determining student engagement and involvement.

I found it much easier to develop content on Instagram than any other platform as I am a highly visual person. I feel that targeting a visual audience will result in greater involvement, without relying on large amounts of text or links to follow. Instagram would be best used in an educational library environment to share new and notable books, highlight authors and promote library events to students and parents. Again, involvement with this profile could be tracked using their provided analytics.

I also developed a Twitter account for the same assessment but remain sceptical of its value in education as the statistics say most users are outside of my target demographic (We Are Social Ltd., 2019; Social Media College, 2018) and, although images and short clips can be uploaded, I did not like the layout or the fact that most posts required a link to other platforms for more information.

Developing the idea of a brand across multiple platforms throughout Assessment 2 allowed me to understand how successful SM organisations connect with audiences and develop communities (King, 2018; Bunker, 2017) that result in increased positive market exposure. The idea that each platform can present the same information in different ways was intriguing to me and I realised that, of the three platforms I had chosen to use, none were identical in their layout or purpose. All three reached different audiences who were interested in different forms of media. I was intrigued to learn that each post needed to be tailored to each specific platform to achieve maximum exposure and spent some time on discovering the best scaffold for each profile.

Finally, the most important thing I learned throughout INF506 was that the development of SM policy is vital in establishing any SM strategy. Hebblewhite (2017) discusses some of the areas of risk for organisations who do not establish policy early on, including staffing organisation, over-saturation and privacy and copyright regulations. It is clear that any omissions or accidental breaches of copyright or privacy legislation is taken very seriously, with further pushes to privatise ‘cookies’ that can tailor advertising experiences to the individual (Shankland, 2020). In an educational environment, privacy of information means the use of any SM platform must be considered carefully and policy must be developed to protect and monitor staff, students and the education organisation. It is not enough to understand privacy in a generic sense, staff in all organisations involved with SM must be aware of documents such as Creative Commons and what it means for their development of posts and interactions online.

INF506 was an eye-opening subject that has helped me to better understand social media and its uses. It is my responsibility, now, to pass this understanding, as it continues to develop, onto fellow staff members and continue my own journey to become an informed information professional.

References

Adner, R., & Kapoor, R. (2016). Right tech, wrong time. Harvard Business Review, 94(11), 60-67.

Attard, K. & Armour, K. (2006). Reflecting on reflection: a case study of one teacher’s early-career professional learning. Physical education and sport pedagogy, 11(3), 209-229 DOI: 10.1080/17408980600986264

Barnhart, B. (2020, January 06). The most important social media trends to know for 2020 [blog post]. Retrieved from https://sproutsocial.com/insights/social-media-trends/

Big Commerce Essentials. (n.d.). What are online business laws? Available from https://www.bigcommerce.com.au/ecommerce-answers/what-are-online-business-laws/

Bunker, L. (2017). Picking a platform and finding a voice. In S. W. H. Young & D. Rossmann (Eds.), Using Social Media to Build Library Communities : A LITA Guide. Blue Ridge Summit, UNITED STATES: Rowman & Littlefield Publishers.

CCA- Creative Commons, Australia. (2013). About the licenses. Available from https://creativecommons.org.au/learn/licences/

Chen, J. (2019, January 18). 7 social media trends to watch in 2019 [blog post]. Available from https://sproutsocial.com/insights/social-media-trends/

De keersmaecker, J., & Roets, A. (2017). ‘Fake news’: Incorrect, but hard to correct. The role of cognitive ability on the impact of false information on social impressions. Intelligence, 65(1), 107-110. doi: 10.1016/j.intell.2017.10.005

Di Gangi, P. M., Johnston, A. C., Worrell, J. L., & Thompson, S. C. (2018). What could possibly go wrong? A multi-panel Delphi study of organizational social media risk. Information Systems Frontiers, 20(5), 1097-1116. doi: 10.1007/s10796-016-9714-2

Hebblewhite, N. (2017). Implementing an effective social media policy. Governance Directions, 69(3), 167-169.

Influencer Marketing Hub (2019, February 01) What is an influencer? [blog post] Retrieved from https://influencermarketinghub.com/what-is-an-influencer/

Holmes, R. (2018, April 10). How libraries are reinventing themselves to fight fake news. [blog post] Retrieved from https://www.forbes.com/sites/ryanholmes/2018/04/10/how-libraries-are-reinventing-themselves-to-fight-fake-news/#751cbde8fd16

King, D. L. (2015). Analytics, goals, and strategy for social media. Library Technology Reports, 51(1), 26-32.

King, D.L. (2018). Innovation & Education: Central role of libraries in our digital communities. Retrieved from https://www.davidleeking.com/innovation-education-central-role-of-libraries-in-our-digital-communities-cildc/

Nisar, T. M., Prabhakar, G., & Strakova, L. (2019). Social media information benefits, knowledge management and smart organizations. Journal of Business Research, 94, 264-272. doi:https://doi.org/10.1016/j.jbusres.2018.05.005

Poushter, J., Bishop, C. & Chwe, H. (2018, June 19). Social media use continues to rise in developing countries but plateaus across developed ones. Pew Research Center. Available from https://www.pewresearch.org/global/2018/06/19/social-media-use-continues-to-rise-in-developing-countries-but-plateaus-across-developed-ones/

Schwerdtfeger, P. (2013, March 17). What is Web 2.0? What is social media? What comes next? Available from https://www.youtube.com/watch?v=iStkxcK6_vY&feature=youtu.be

Shankland, S. (2020, January 14). Google Chrome’s privacy changes will hit the web later this year. CNET. Retrieved from https://www.cnet.com/news/google-chromes-privacy-changes-will-hit-the-web-later-this-year/

Social Media College. (2018, May 30). Social media revolution, 2018. Available from https://www.youtube.com/watch?v=1qpcdywb6Hw&feature=emb_title

Van Dijck, J. (2018). Introduction. In J. Van Dijck (Ed.), The Platform Society. Retrieved from Oxford Scolarship Online.

We Are Social Ltd. (2019) Digital in 2019 Australia. Available from https://wearesocial.com/au/digital-2019-australia?mc_cid=2627112634&mc_eid=632bbf90f7

January 22, 2020

INF506 Assessment 2 (Appendices removed)

Scenario

‘You own a small bookshop. You would like to attract more interest from the local community. Design and develop a social networking community that would allow you to do this.’

Biv’s Bookstore is a small, locally owned store that has been in the community for over 25 years. The store has previously had no social media (SM) presence of its own and is hoping to use its SM launch to advertise its 25 year grand re-opening.

Aim

To use SM to attract more interest from and develop better connectivity with the local community to develop more interest in the store and improve sales.

Stakeholders

To determine the stakeholders (Barbara, 2017), the PESTLE tool was chosen (Stakeholder analysis and management, n.d.) (Appendices 1.1). Three major stakeholders were identified; staff, patrons and the wider community (Appendices 1.2). While staff and patrons are the immediate stakeholders in terms of business and profit, the wider community, including neighbouring shops, council, community groups and local residents are vital stakeholders to be considered in this strategy proposal in that they provide an opportunity for further interest in the store. These parties could potentially become Blockers or Opponents if not addressed appropriately, or even Followers or Advocates depending on the success of the SM strategy (Stakeholder analysis and management, n.d.).

Stakeholder Needs

Each stakeholder requires different considerations for this strategy to succeed but the major factors will be communication and transparency (Chen, 2019).

Management and retail staff

It is important that store staff feel a sense of excitement or ownership over a new initiative to ensure engagement and increase chances of success (Half, n.d.). By developing a project management team, staff are given the chance to invest in the projects success as well as demonstrate and receive credit for skills previously unidentified eg photography, social media expertise etc.

For those staff not directly involved with the project, regular communication meetings will be held to share progress and expectations of store staff in promoting SM platforms (see below timeline).

Regular clientele

Current customers will need to be made aware of the developing community and its benefits. As the large majority of current clients are elderly, staff will need to support the use of SM platforms and even devices in-store and online. While this will initially be part of all staff roles, it would be useful to have a tech-support role assigned to someone in the project team. Awareness of the new community can be promoted by word-of-mouth and by hand-outs or business cards displaying SM platform icons, usernames, hashtags and HQ code for easy access (Cole, 2016).

Target clientele (parents of young children & teen audiences)

The targeted new clientele needs to be made aware of the new community across all SM platforms. Again, use of word-of-mouth and hand-out/card strategies will work for the immediate community. Online, it will be useful to follow similar accounts (Civitello, 2018), including libraries and community groups to place Biv’s Books in viewable range of potential customers. Awareness can also be raised by following authors, illustrators and publishers whose books are stocked in Biv’s Books. Finally, by featuring books on each platform targeted for the chosen audience, using hashtags to attract attention and offering staff and client reviews of different books should increase engagement of targeted audiences.

Community groups

Developing the awareness of community groups can be established by liking or following their pages online and by also speaking with organisers face-to-face and leaving business cards or hand-outs. By co-organising or supporting community events physically and online via SM platforms, community engagement should increase as many SM viewers prefer to interact with socially minded companies (Smith, 2012; Joo, Choi & Bayek, 2018). Attending community meetings and offering the use of a community space can also increase community group awareness and connections with the store.

Platforms

Instagram, Facebook & Twitter

These platforms were chosen as they are some of the most commonly used SM platforms (Williams, 2018), easily accessible and easy to use (Adner & Kapoor, 2016). While Youtube is one of the highest used SM platforms in America today (Pew Research Centre, 2019), it was not a practical choice for the business. Instead, Facebook proved to be a consistently high contender, Instagrams’ popularity has grown over the past few years (Alfonzo, 2019) and while Twitter is more widely used by academic and professional demographics (Pew Research Centre, 2018, Statista, 2019).

To ensure increased connectivity, all three platforms have been linked together on each page so readers can access, follow and enjoy each page more easily. The same photographic logo was used across the platforms as can clearly be seen in Appendices 3.1-3.3, as was the development of similar hashtags and usernames to ensure easy recognition of the brand despite varying tones (Civitello, 2018).

Targeted Audiences

Instagram

According to Pew Research Centre (2018), Instagram is used most commonly by 51% of people aged between 18-29 and 39% of people in high school and below to gather news and information, making it second only to Snapchat as a trusted SM platform. It is for this reason that this program is targeting teenagers and young adults to increase their interaction with the store and SM. The content will be targeted at this younger audience through posting popular teen and young adult texts with eye-catching, attractive cover designs to capitalise on the high-visual appeal of this platform.

Facebook

Facebook attracts more users between the ages of 30-49 (Pew Research Centre, 2018), a demographic that is likely to already have children (Australian Institute of Families, n.d.) and so this platform has been targeted towards parents with young children. By featuring attractive children’s books with bright colours and staff reviews, offering targeted specials in this genre and connecting with community groups who specifically support various types of family units, I hope to increase the awareness and engagement of this demographic.

Twitter

Twitter attracts a similar demographic to Facebook, with 42% of 30-49 year old users accessing it for news and information, but a further 35% of college students and 41% of people with advanced college degrees rely on it as a trusted information source (Pew Research Centre, 2018). As such, and assuming that this demographic is made up of academics and professionals, the targeted audience is professional adults with an interest in reading for pleasure.

Why not email?

While Smith (2012) suggests that Millennials prefer advertising via email, the above three platforms were chosen over email communication because they are three of largest SM platforms in the world at this point in time, meaning they are three of the most accessed applications on smart devices, allowing for immediate and easy usage. Additionally, each possesses the capability for viewers to contact the page managers directly with comments, questions or complaints without the need for email accounts or additional windows (Ogechi, n.d.).

Risks and Strategies

Butow, et. Al. (2018) point out that although the above platforms are becoming more and more popular, there is a risk of oversaturation and content being lost amongst the masses. It is therefore, necessary to develop a comprehensive SM plan to ensure the success and individuality of the pages, as demonstrated below.

Cullins, Jarvey and Gardner (2018) discuss the dangers of image licensing online and that incorrectly credited or used images can result in enormous fines or account closure. As an immediate necessity, I would investigate Creative Commons and the related legislation in order to protect the store and the SM platforms (Appendices 4).

Timeline

First (1 month)	Soon (2-3 months)
· Project summary: § Identify aim § Identify stakeholders- stakeholder analysis § Determine project leader/s and support staff § Investigate publishing permissions and processes · Research book shops on various platforms and compare what works and what doesn’t · Develop holding statements to use across all platforms eg Closed due to… · Review platform analytics at end of month · Develop written timeline for SM development · Determine tone, theme and content for EACH platform · Determine linking element for branding across platforms; logo/colouring/layout/hashtag? · Create a content calendar-new release dates, sale dates or promotions/events · Experiment with content during this time to determine style/s receiving most activity	· Review analytic data from each platform at the end of each month · Review and add to written timeline for SM development · Begin to develop detailed content strategy with aim in mind- new-look store, relaunch and 25 year anniversary content · Add to content calendar · Connect with community groups on SM to discuss partnership events- invite to 25 year relaunch
Later (6-9 months)	Eventually (10-12 months and onwards)
· Continue to review analytic data at the end of each month and record any high-achieving posts · Adapt content strategy depending on audience response · Review SM timeline and add/adapt depending on achievements/setbacks · Invite the community to offer suggestions on new stock/interested topics/who they would like to see more of in the store · Invite community members and staff to contribute book reviews and stories about the 25 years prior (memories).	· Approach local authors to offer reading space for promotions- livestream portions or collect questions from the public for author to answer · Encourage staff to provide reviews on books within the store-livestream/photos/tweets

Creating the sites

Butow, Herman and Walker (2018) provide a detailed explanation on how to establish Instagram as a driving force behind business. By applying these concepts to SM as a whole, I aim to establish a professional, accessible and attractive SM presence across multiple platforms.

In an effort to keep the platform content simple and consistent, I chose to post the same content across all platforms to begin with. This was done by manually posting on Twitter then setting up the same post on my phone for Instagram, which also linked to the BivsBooks Facebook account. By posting to Facebook and Instagram at the same time, I was able to reduce the time spent on developing and sharing content. I did not like the Share option for Twitter on the other platforms as it is only sharing a link and does not include images or videos.

The ‘Business’ style profile of Facebook was chosen to separate the page from the ‘Standard’ pages used as personal pages. Additionally, it allows for readers to view and contribute reviews, events and community connections in clearly defined sections of the page, rather than trying to crowd them all together.

For inspiration on content, I researched similar accounts across all three platforms and collected data on the types of posts each account used, their varying sizes and analysed the more successful methods of communication, e.g. posts with images versus posts with links (Appendices 2). I was able to determine which methods already in use would be suitable for experimentation on the chosen platforms (see commentary in red, Appendices 2). I also researched academic articles on social media marketing and found that posts with images and invitations to respond to posts increases the interaction rate of a page while posts with a higher number of hashtags were accessed more often (Lies & Fuss, 2019). As a result, I adjusted the content on the platforms to reflect their target audiences, e.g. Facebook is targeting parents of young children (Appendices 3.1b) while Instagram directly targets a teen audience (Appendices 3.3a).

Marketing

By tying the SM launch with the 25 year relaunch and redesign of the store, there rises opportunity for complete rebranding, which is something that can be utilised across all platforms, including SM. By ensuring a consistent flow of information across all platforms, the store provides viewers with a familiar, recognisable brand, no matter the context (Civitello, 2018) and personalised content at targeted audiences should increase the interact of those audiences with the corresponding platforms (Smith, 2012). Additionally, by linking the rebranding with the grand opening, the business is provided with an interest piece or event to gain further interest from the local community (Appendices 3.1a & 3.2a).

Studies have found that sharing or posting about community events (Joo, Choi & Bayek, 2018), posting positive emotional messages on social media (Lies & Fuss, 2019) and purchases that support or help others (Smith, 2012) elicit the most engagement from users. As part of the content calendar, I intend to schedule regular uplifting images or messages and announcements about community involved events (Appendices 3.1b). This also provides an opportunity for further connections to develop between the store and targeted local community groups.

Civitello (2018) suggests examining and specifically determining who you ‘follow’ on SM as this can influence your audiences likelihood of following similar or the same groups, and vice-cersa for audiences of other accounts. Appendices 3.1c and 3.3b demonstrate the types of accounts Bivs_Books has followed in an effort to create links with the online community. Appendices 3.1b demonstrates two posts that make contact with the community in different ways; the first offers a discount in-store in return for SM likes, follows and attention, the second brings to the attention of the audience an issue in the community and an avenue for donation, from which the page does not profit at all, except for in gaining traffic.

Issues

Creating a Professional Facebook page was quite simple, as I could do it directly from my personal profile. Unfortunately, Instagram proved to be more difficult. I was required to create a new Instagram account, after much searching, then convert it to a Professional Account and attach it to my Instagram App as a secondary account. Additionally, Instagram offers to connect the new Professional Account to Facebook but each time I tried this, when I went to Facebook, the attached page appeared as an error. After much perseverance, I was able to link the two.

Like Instagram, I was required to create a new account on Twitter and then link it to my original account. The difficulty here is that I also had to create a new email account as mine was already linked with an account and cannot hold more than one account. One way around that is to enter your mobile number, so long as it is not already linked to your personal account. Also, I investigated becoming ‘verified’ on Twitter as it seems that most genuine businesses have the little blue badge, however, a notice on Twitters Help pages says they are no longer accepting any new applications, I suspect due to an overwhelming number of current applications.

In trying to create a branding across all platforms, I had difficulty in lining up the Usernames across platforms as ‘BivsBooks’ was taken on Twitter and ‘Bivs_Books’ was disallowed on Facebook due to the underscore. As such, I settled on ‘Bivs_Books’ for Twitter and Instagram while the Facebook page is recognised as ‘BivsBooks’.

Evaluation Strategies

As seen in the Timeline, there are multiple opportunities for evaluation of SM platforms and content strategies via analytic analysis to support and enrich the business (Half, n.d.). Utilising the analytical tools on each platform, regular assessment by owner, project leader/s and project team will determine the success rate of each platform in a) increasing community group engagement and involvement and b) how well it has engaged with its targeted audience, e.g. the number of followers attracted in certain demographics. Eventually, SM platforms will also be assessed as a whole in how they are impacting sales and foot traffic.

References

Adner, R. & Kapoor, R. (2016) Right tech, wrong time. Harvard Business Review, 94(11), 60-67. Retrieved from: http://ezproxy.csu.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=118866680&site=ehost-live

Alfonzo, P. (2019) Chapter 4. Instagram in the library. Library Technology Reports, 55(2), 33-44. Retrieved from: https://search-proquest-com.ezproxy.csu.edu.au/docview/2186951579?accountid=10344

Barbara, A. (2017) Getting started. In The no-nonsense guide to project management. 49-70. Fecat. dio: 10.29085/9781783302055.003

Butow, E., Herman, J. & Walker, C. (2018) Instagram for business for dummies. Retrieved from: https://learning.oreilly.com/library/view/instagram-for-business/9781119439813/03_9781119439813-intro.xhtml

Chen, J. (2019) 7 social media trends to watch in 2019 [blog post]. Retrieved from https://sproutsocial.com/insights/social-media-trends/

Civitello, A. (2018) Seven steps to smarter social. Public Libraries, 57(3), 11-12. Retrieved from: http://ezproxy.csu.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=lih&AN=130352885&site=ehost-live

Cole, L. (2016) Bibliotech as the re-imagined public library: Where will it find you? Paper presented at: IFLAWLIC2016-Columbus,OH, Connections. Collaboration. Community. in Session 213- Metropolitan Libraries.

Cullins, A., Jarvey, N. & Gardner, C. (2018) Who owns that Instagram pic? Hollywood Reporter, 424(6), 42-42 Retrieved from: http://ezproxy.csu.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=127898883&site=ehost-live

Half, R. (n.d.) Employee engagement strategies. Retrieved from: https://www.roberthalf.com.au/management-advice/team/employee-engagement

Joo, S., Choi, N. & Baek, T. H. (2018) Library marketing via social media: the relationships between Facebook content and user engagement in public libraries. Online Information Review. Retrieved from: https://www-emerald-com.ezproxy.csu.edu.au/insight/content/doi/10.1108/OIR-10-2017-0288/full/html

Lies, J. & Fuss, S. (2019) Factors influencing the success of social media posts: A quantative analysis of over 60 million Facebook posts. Journal of digital and social media marketing, 7(2), 137-147. Retrieved from: https://www-ingentaconnect-com.ezproxy.csu.edu.au/content/hsp/jdsmm/2019/00000007/00000002/art00006

Ogechi, A. (n.d.) Contemporary issues in social media marketing. Social Media Marketing. Retrieved from: https://www-taylorfrancis-com.ezproxy.csu.edu.au/books/e/9781315563312/chapters/10.4324/9781315563312-21

Pew research centre (2019). Social media fact sheet. Retrieved from: https://www.pewresearch.org/internet/fact-sheet/social-media/

Smith, K. T. (2012) Longitudinal study of digital marketing strategies targeting Millennials. Journal of consumer marketing, 29(2). Retrieved from: https://www.emerald.com/insight/content/doi/10.1108/07363761211206339/full/html

Stakeholder analysis and management. (n.d.). Stakeholder analysis toolkit. Retrieved from: https://www2.mmu.ac.uk/media/mmuacuk/content/documents/bit/Stakeholder-analysis-toolkit-v3.pdf

Statista. (2019) Global social networks ranked by number of users 2019. Retrieved from https://www.statista.com.statistics/272014/global-social-networks-ranked-by-numbers-of-users/

Williams, M. L. (2018) The adoption of Web 2.0 technologies in academic libraries: A comparative exploration. Journal of Librarianship and Information Science. https://doi-org.ezproxy.csu.edu.au/10.1177/0961000618788725