1. Background
The Social Media for Business & Community Engagement (SM4BCE) project originated as an idea
among members of staff in Coventry University's Corporate Partnership Unit (CPU). The CPU is part
of the University’s Business Development Group, a team of staff who focus on developing the
University's activities with external partners with the aim of generating income for applied research
activities and raising the profile of the University with key stakeholder groups in business and the
community. The project was inspired by the University's 2011/12 student recruitment campaign,
which saw Coventry University become the first UK University to use augmented reality technology
in its advertising, combined with a feeling that the way the University was marketing itself to
businesses wasn’t keeping up with developments in technology and social media. This was of
particular concern as Coventry University, like many other UK Universities, is currently trying to
develop new sources of funding – particularly for applied research. CPU submitted a bid for JISC
funding that addressed these issues and investigate how new technologies and social media could
be used to engage business and the community.
Aims and objectives
SM4BCE aimed to change the way Coventry University interacts with its stakeholders in business and
the community. At the time the bid was written, the University’s business-facing marketing relied
almost exclusively on printed marketing materials which, coupled with an outdated website, made it
difficult for business and community stakeholders to find out what we did and how to engage with
us. This project aimed to learn from best practice in the use of new technologies and social media
both within Coventry University and from across the Higher Education sector as a whole.
The key objectives for SM4BCE included:
An evaluation of current best practice in the use of social media and related technology for
business and community engagement designed to inform institutional development across
the sector;
Understanding how businesses and other non-student stakeholder groups currently interact
with us and how they would like to interact with the University;
Starting to use social media and related technologies to support business development
activity;
Developing a toolkit designed to inform our future business and community engagement
strategy as well as to inform the development of the sector.
Context
Coventry University already has a strong reputation in the field of business engagement however, at
a time when Higher Education Institutions face unprecedented pressure to work more effectively
with partners in the public and private sectors, it is vital that we explore the potential of new
technologies to enhance Coventry University’s organisational capability in this area. As new methods
of communication, such as social media, become the norm there is a risk that the University will
cease to interact effectively with its target audience unless it starts to use these channels effectively.

2. The project also had wider relevance to the UK Higher Education Sector, primarily because Coventry
University is not alone in seeking to increase the proportion of its research income that is private-
sector led. The current government budgetary constraints are unlikely to be relaxed in the near
future and most UK HEIs therefore have to seek alternative sources of research funding.
The Business Case
If Coventry University is to build on its current success in business and community engagement and
to meet the institutional target of 25% of applied research income to be private-sector led by 2015,
as laid out in its 2010-2015 Corporate Plan, we need to ensure that the channels we use for
engagement with business are sector-leading and fit for purpose. The 2010-2015 Corporate Plan also
sets out our aim to explore web-based collaborative tools and applications and to develop
innovative models of research communities. To be successful in both of these aims the University
needs to understand its current capabilities in this area and to work with stakeholder groups to
develop relevant tools and strategies for future business and community engagement.
The increasing prevalence of social media and related tools means that universities such as Coventry
will have to become more innovative in the ways in which they seek out and collaborate with
partners and clients. There is a growing expectation that communication should be multi-channel
and interactive – not simply a website and an enquiry telephone number. This project allowed us to
explore a number of new methods of engaging with business and community partners in a number
of key areas which can then be used to inform the business and community engagement strategy of
the institution and develop the social media toolkit.
Key Drivers
The key drivers for SM4BCE were:
1. To retain a strong position in the field of Business and Community Engagement;
2. To ensure that our communications with stakeholders in business and the community
remain relevant, keep pace with rapidly changing communications technology and use the
most appropriate channels;
3. To help Coventry University meet its corporate objectives of increasing the proportion of
applied research income which is private-sector led to 25% by 2015. This can only be done
by strengthening our relationships with existing private sector partners and developing new
relationships;
4. To help Coventry University continue to innovate in the ways it communicates with its
stakeholders, particularly with its students as they become the business stakeholders of the
future.
JISC Resources Used
A range of JISC resources were reviewed as part of the project. Using social media for business and
community engagement is in its infancy within HE, which may be why the majority of JISC resources
available were of limited relevance to SM4BCE. It took some time to find a comprehensive list of JISC
resources that seemed relevant, and when these were located, there were limited details on what
the resources contained, meaning that time was spent reviewing only to find that the resource
wasn’t relevant. Details of the JISC resources used and reviewed as part of SM4BCE are below:

3. 1. Online Promotion of Research Expertise: http://www.jiscinfonet.ac.uk/tools/research-
expertise
This was a particularly useful resource providing invaluable information for the first stage of
the project which reviewed current practice on social media within the higher education
sector. SM4BCE used the resource to establish a benchmark for where Coventry University
was in terms of social media use. The project final report was based around a review of
University websites – the team looked at 75 in the UK as well as some overseas for
comparison and some key findings stood out:
i. The assertion that there was “too little interactivity and too many brochures”
resonated very closely with our experiences at Coventry, in fact this was essentially
the rationale behind the bid to JISC! Brochures definitely have their place, it’s really
important to have tangible publicity materials but these days people expect
websites to be much more than a repository of downloads. This prompted members
of the project team to look at for improving the interface for our digital and
although this doesn’t solve the problem of “too many brochures” presenting them in
more innovative and interactive ways may be a big step forward.
ii. The report found that social media was used mainly for student engagement – again
something the project found at Coventry. Even social networks aimed at business
users such as LinkedIn weren’t used in a co-ordinated way by HEIs. The presence of
staff on LinkedIn was entirely down to personal choice and there was no drive
towards a “corporate” presence.
iii. The assertion that online channels were unimportant in establishing business and
community relationships but very important for maintaining them was of interest to
the project. This prompted the project manager to explore this is in the focus group
sessions as the University’s online presence could be seen as its shop window and
the way SM4BCE envisaged progressing was to help create more partnerships
through more effective use of different social media.
2. Addressing barriers to Business and Community Engagement:
www.jisc.ac.uk/media/documents/events/2008/04/conference08/bce.pdf
SM4BCE is addressing a specific area of Coventry’s Business & Community Engagement and
builds on an already strong culture of Business & Community Engagement at Coventry
University. Therefore, this resource was not relevant to our experience as it looks at how to
embed a culture of Business & Community Engagement at an Institution.
3. Benchmarking: http://www.jiscinfonet.ac.uk/tools/benchmarking
The project manager anticipated that this resource would be of use when benchmarking in
the initial stages of the project. However, none of the tools provided were particularly
relevant for this project.
4. Collaborative Online Tools (for BCE): http://www.jiscinfonet.ac.uk/infokits/collaborative-
tools
The technology covered by this resource was considered already too mainstream, given the
pace of technology change over the past few years. Coventry University is already using
most of these tools and they are not relevant to the aims of this project.

4. 5. Embedding Business and Community Engagement (BCE) infoKit:
http://www.jiscinfonet.ac.uk/bce/embedding-bce
This resource is aimed at big institutional programmes to create a culture of Business and
Community Engagement. Coventry University already has this sort of culture and the aim of
SM4BCE is to address technology change and ensure communication with business and
community groups keeps pace.
6. Impact Calculator: http://www.jiscinfonet.ac.uk/records-management/measuring-
impact/impact-calculator
This resource was identified because it was thought it might be a resource for measuring the
results of the project but it concentrates on measuring cost and efficiency savings which is
not a particular aim for this project.
7. Maximising the Impact of BCE Partnerships:
www.jisc.ac.uk/media/documents/publications/briefingpaper/2012/BCEpartnerships.pdf
This resource was simply at too high level for SM4BCE which looks at a specific facet of
Business and Community Engagement rather than at the creation and enhancement of a
Business and Community Engagement Culture.
8. Walking Thru Time: http://walkingthroughtime.eca.ac.uk/
This is a very specific app based project with a different aim to ours. However their
experiences would have been useful if SM4BCE decided to go down an app-based route.
Outcomes
Research
Desk Research
The first stage of SM4BCE was to undertake desk research into the use of social media for business-
to-business communications. There was not a huge amount of existing research available for review
– social media research has tended to concentrate on the benefits of business-to-consumer
communication which, whilst interesting, is not quite what the project is trying to achieve. Some key
findings included:
- peer influence-based, community-oriented marketing, hold[s] much greater promise for
creating sustained growth through authentic customer relationships (Bill Lee, HBR)
- Far from a distraction…social media proves a surprising boon to productivity (Ryan Holmes,
Fast Company)
- 90% of companies using social technologies report some business benefits from them
(McKinsey Global Institute)
The project also had access to a number of surveys undertaken by other areas of Coventry University
which had relevance to the SM4BCE project. The first of these surveys, undertaken by the
University’s Marketing & Communications Department, contacted external stakeholders who
received a copy of Coventry University’s applied research magazine Innovate to explore enthusiasm
for digital editions of the magazine. The findings were that:
- 85% of respondents would prefer to receive the magazine in a digital format;
- Respondents would prefer to receive the magazine on a format that could be accessed from
a PC, laptop or tablet computer;
- No respondents wanted to receive a magazine that they could view on their mobile phone.

5. These findings were interesting as they showed a strong appetite among respondents for digital
content but that mobile-phone optimised content was of limited interest.
The second survey, undertaken by the University’s Engineering & Computing Faculty, contacted
external stakeholders for their opinions on Coventry University’s business services in order to better
align the Faculties activities with business needs. Key findings included:
- A single point of contact was valued for client projects and enquiries;
- Word of mouth recommendations are important;
- Collaborative, strategic relationships which are developed jointly are valued highly;
- There is low awareness, even among current clients, of the full range of the Faculty’s
offering (and therefore presumably the University’s offering);
- There is a real need for both mass and targeted marketing to raise awareness among
potential business partners of the University’s offering and activities;
- It is essential to develop ongoing links with alumni ;
- Pro-active contact with prospects, current and previous clients – as well as alumni – is
welcomed.
These findings, whilst not specific to social media activity and focussed on a specific Faculty’s
business related activities, are interesting evidence about how Coventry University is perceived. The
issues raised, particularly around communication and awareness of what Coventry University has to
offer to businesses, could to some extent be addressed by a good social media strategy.
Benchmarking Study
A benchmarking study was the second phase of the project and was undertaken in order to provide
a firm idea of how exactly Coventry University compares to other UK Universities in the field of social
media use, particularly for business interactions, as well as giving us some idea about best practice.
Approximately 70 UK Universities were reviewed with the sample being taken from the following
groups:
- Leading UK Universities – those that top the Times and Guardian League Tables;
- West Midlands Universities ;
- Post-1992 Universities – former Polytechnics awarded University title in 1992;
- Business-facing Universities – those awarded the highest level of HEIF5 funding;
Some of the findings are as follows:
Social Media take-up is high in general
98% of Universities surveyed had a Facebook profile
100% of Universities surveyed had a Twitter profile
98% of Universities surveyed have a company profile on LinkedIn
97% of Universities surveyed have a YouTube account
The level of engagement and the audience targeted vary hugely from university to university.
Use of Social Media for business engagement appears to be less common
Only 3% of HEIs surveyed have a dedicated “business” Facebook page
The proportion using Twitter for business engagement via a dedicated account – 22% – is
slightly higher but still not even a quarter of the sample

6. Only 51% of the sample actively used their LinkedIn company profile to promote their
activities, jobs and services
University Social Media Sites have a large audience
Average Facebook fans: 27, 600
Average Twitter followers: 9,500
Average LinkedIn followers: 3,700
Average Youtube subscribers: 935 (Average video views were much higher – over 460, 000)
Universities are experimenting with a variety of Social Media
In addition to the main four social media services used – Twitter, Facebook, LinkedIn and Youtube –
the Universities surveyed used a total of 20 other social media and social content-sharing sites.
These ranged from photo-sharing site Flickr to Chinese microblogging service Weibo.
This supports the original assumptions made about that the use of social media in HE– namely that
Universities are in general very well engaged with social media but their activities via these media
are focussed primarily on student recruitment and engagement with the potential of social media
for business and community engagement being overlooked.
Stakeholder Engagement Sessions
One of the earliest issues the SM4BCE project team discussed was around understanding how
businesses wanted Coventry University to communicate with them. There was already some
evidence from the desk research stage of the project (see above) that the University could do more
to ensure its stakeholders were aware of business-facing activities and opportunities to get involved.
A logical next step was to engage with some of our business and community stakeholders to see
whether social media would be a sensible way to address this issue. As a result we held two focus
groups in December 2012 and April 2013
Stakeholder Engagement Sessions: Focus Group One
The December focus group had 6 members: three from various areas of the University involved with
either social media or business engagement; and three representatives were invited from outside
the University. Discussions were held about engagement with social media and thoughts on
Coventry University’s current offering. Key points to come out of this session were:
LinkedIn is the best social networking site for developing business relationships. Facebook is
seen very much as a non-business site.
Twitter is a good tool for marketing activity, particularly raising awareness and advertising
events but it was seen as quite superficial.
It is important to link your printed media to your social media presence and/or your website
e.g. via QR codes or Augmented Reality tools such as Aurasma.
Coventry University’s current social media is very student focused and not useful for
business contacts.
It is important to develop a clear strategy for social media activity that can be reviewed and
updated regularly.
Internal communications are also really important for large organisations – social media
aggregation sites such as Yammer can be helpful here.

7. Social networking is about the individual – it is important to have a balance between
“corporate” accounts and real people. People like the personal touch and good personal
accounts can reflect well on the organisation as a whole.
The session reaffirmed many of the results of the benchmarking exercise – particularly that our
social media is too student focused and we need to target business engagement activity to key social
networks such as LinkedIn and Twitter. However it was also thought provoking, offering ideas which
had not been previously considered about such as managing internal communications and
encouraging individual engagement.
Stakeholder Engagement Sessions: Focus Group Two
The April 2013 focus group had four members - three business and community representatives plus
Coventry University’s Social Media Officer. Discussions centred on the benefits and drawbacks of
social media use. This group came to the same conclusions as the first focus group, particularly in
terms of social networks for interacting with other businesses – LinkedIn was again seen as the key
social network with Twitter seen as important but not as strategically valuable. Other key points to
come out of this session included:
Social media is not seen as a direct sales tool. Instead social networks are valuable for
awareness-raising, public relations and networking with those whom you might struggle to
engage with elsewhere. Social media content is seen as particularly valuable for driving
traffic to a company’s website.
HEIs in general still aren’t great at social media for business engagement. Warwick
Manufacturing Group (WMG) at the University of Warwick were highlighted as being
particularly good.
Social media is seen as a supplement to “traditional” modes of communications. People still
rely on e-mail or phone communication to really develop a relationship – even if that
relationship originated on social media.
There is value in using social media for internal communications, particularly in larger
organisations. Yammer was highlighted as were blogs and internal communication forums.
Providing adequate resource to manage your social media correctly is a concern as is
managing content disseminated via social media.
Stakeholder Engagement Sessions: Outcomes
The focus groups were interesting and valuable in validating the project team’s existing thoughts and
research about the value of social media for business engagement. The overall message received
from both sessions was very clear: Coventry University need to be using social media to engage with
its business and community partners and it needs to provide resource to do this well.
Aurasma – Augmented Reality Marketing
SM4BCE was originally inspired by the use of augmented reality in Coventry University’s 2012/13
student recruitment campaign. This campaign used an application called Aurasma which allows
users to access interactive content by using a smartphone application to scan static content in
posters or leaflets. The actual process of using Aurasma is however quite complex and requires users
to have access to relatively high specification smartphones.

8. Despite a number of attempts, uptake of the augmented reality tool “Aurasma” have been relatively
low by research and business-facing teams across the University – something which can perhaps be
attributed to its complexity as well as a lack of demand. It is however regularly used in Coventry
University’s applied research magazine Innovate and there are plans to use Aurasma in some
upcoming marketing materials for our Low Carbon Vehicle and Integrated Transport & Logistics
Grand Challenge Initiatives. In an ideal world the project would have had access to these early in
2013 so that we could get feedback about ease of use and whether businesses considered them
valuable however this has not happened. There has however been no evidence of demand for
augmented reality in any of the stakeholder engagement sessions undertaken whereas evidence of
demand for engagement via social media has been consistently high.
Social Media
Twitter
Increasing Coventry University’s business-relevant content via Twitter has been one of the major
achievements of this project. Access to tools such as Hootsuite (a social media management tool)
has allowed the project manager to create and schedule content for optimum times as well as to
engage with the rest of the University’s social media active staff.
The main Coventry University Twitter feed (@covcampus) is and is likely to remain quite student-
focussed – primarily because students use this feed to communicate with the University, something
that will remain in place for strategic reasons. However there is a strategic drive at the University
towards the use of social media for non-student purposes – in December 2012 a team of social
media officers were employed to support the development of research content – and this project
has strengthened this strategic direction. There is a compelling case for a dedicated “business-
facing” Twitter feed which would run in conjunction with the University’s main Twitter account as
well as with various other accounts run by faculty research teams. This would however require
dedicated full-time resource.
SM4BCE has not only provided content for the main Coventry University Twitter account but also
supported the creation and promotion of content via supporting accounts including one dedicated
to Coventry’s strategic “Grand Challenge Initiatives” which is business and community focussed.
When the project began the @grandchallenge account had been set up but fallen into disuse when
the member of staff responsible took up a new role. With the support of colleagues from across the
University the project has now revived this account and it is being used on a daily basis.
In addition SM4BCE has sparked quite a lot of interest in the potential uses of social media from
business-facing staff across the University. The SM4BCE project manager has worked with the
following to raise awareness of specific projects and/or events:
- Faculty of Engineering & Computing Commercial Team:
o Intrigue 2013: The Faculty’s first business open day
o Continuing Professional Development Courses
- Sustainable Building Futures Project
o Training events for West Midlands companies
o Awareness raising of the project’s activity

9. o Support for dedicated SBF twitter account
- City Lab Coventry Project
o Publicity for an event at MIPIM in March 2013
o Support with creating and using a dedicated City Lab Coventry twitter feed
Whilst this has been successful there remains a compelling case for a dedicated business-facing
Twitter account to engage with a business and community audience.
LinkedIn
Progress on the use of LinkedIn has been small scale – primarily because it took approximately six
months to gain access to the Coventry University LinkedIn profile. The project has therefore only had
access to Coventry University’s LinkedIn profile since March 2013.
In that time however the page has been updated with a more relevant summary of the University
and much more detail on the products/services offered by the University, with a particular emphasis
on those that are relevant to business. This has led to a quadrupling of views of the Products and
Services page in the last two months. The SM4BCE project manager has also spent a considerable
amount of time developing content for profile updates which has been well received with data from
LinkedIn showing that overall content from the page has reached at least 30,000 people in April
2013.
Achievements
SM4BCE has seen its primary objective achieved – namely that of increased used of social media for
business and community engagement purposes. This can be seen via the increased amount of
business-relevant content on the main Coventry University Twitter and LinkedIn accounts as well as
by an increased interest in and take-up of social media for business and community engagement
activity by different people across the University.
By working closely with Coventry University’s Marketing & Communications department the project
manager has also been able to ensure that SM4BCE has had an impact on the University’s new
Marketing Strategy. This has at the time of writing lead to a dedicated marketing plan for business
engagement which fully incorporates use of social media and interactive technologies such as
Aurasma. It is hoped that this will enable the learning from the project to be embedded and place
Coventry University in a market-leading position.
In addition the stakeholder engagement sessions as well as several surveys carried out simultaneous
to the start of the project have provided us with a clearer understanding of how businesses view the
University and how they would like to see us communicate with them. The strongest message which
came out from all of the research undertaken by the project is that currently our social media
communications are too student focussed. The project has taken steps to start to change the reality
behind this statement but ongoing work is required to ensure that the business perception of how
Coventry University communicates is significantly improved.
Using the social media monitoring tool Brandwatch it has been possible to track the impact of the
project by looking at the number of times Coventry University’s business engagement activity was

10. mentioned across the web during the second half of the SM4BCE project when social media was
being actively used:
This shows an initial large increase in mentions which dropped off slightly but which has remained at
a reasonably high average level throughout the remainder of the project. A topic cloud has also been
generated which shows the most-frequently discussed topics:
The project has produced a number of outputs as well as this case study. The value of these outputs
is as follows:
- Project Blog: this captures the evolution of SM4BCE as well as some key insights into the
work undertaken by the project and the resultant learning
- Social Media Toolkit: this attempts to capture the learning from the project about actually
using social media for business and community engagement, particularly for those new to
social media
- Audio Case Study: this case study captures some key thoughts from Coventry University staff
about the aims, activity and impact of the SM4BCE project
Benefits
The SM4BCE project has begun to see the following benefits:
- Increased awareness of benefits of social media among business-engaged staff at Coventry
University;
- We are starting to see an increased awareness of Coventry University activity among
business and community partners – although this needs more development;
- Business-facing social media activity is becoming integrated into a University-wide Social
Media and Marketing Strategy.

11. In the long term it is anticipated that Coventry University will continue to develop its activity in this
area. SM4BCE has achieved a lot in a short space of time but there is clearly much more that could
be done to take advantage of the opportunities offered by social media for business and community
engagement. Social media is an incredibly powerful medium and, coupled with a strong website, can
and should be used to strengthen the University’s existing relationships as well as communicate our
diverse offering to a new audience. The impact of social media in developing international
partnerships has not been studied as part of SM4BCE however it is something that is important to
Coventry University’s long term strategy. Increased globalisation and improved communication
technologies make the world smaller than ever before and therefore a strong social media presence
could potentially be key to improved international business development.
Drawbacks
The SM4BCE project drawbacks included:
- The research stage took longer than expected;
- JISC resources were less relevant to the work of the project than expected;
- With social media there is an instant need to post/monitor/follow up enquiries which really
requires dedicated full-time resource which project was not able to provide.
A number of drawbacks which were anticipated but which haven’t materialised over the life of
SM4BCE are those of responding to complaints and brand management via social media. The instant
and fast moving nature of social media communications means that a small complaint can turn into
a much larger issue if not dealt with correctly e.g. if a complaint on Twitter is ignored or a negative
comment on Facebook is deleted. Similarly, a negative or inappropriate comment made on a
corporate social media account can also do lasting damage to an organisation’s “brand”. The first
issue of complaints can be dealt with simply by good customer service procedures – addressing the
complaint and making an effort to resolve it will diffuse a difficult situation whatever the
communication medium. The second issue of brand management is more complex and ultimately
reflects an organisation’s culture – Coventry University has so far never experienced such an
incident.
Key Lessons
The key lessons learnt from the SM4BCE Project include:
- Get central marketing/social media team involved from bid-writing stage;
- Engage with stakeholders – internal and external;
- Social media should not be developed in isolation – make your social media strategy part of
wider marketing/business engagement strategy, holistic offering;
- Resources are key when developing your social media capability;
- The SM4BCE project blog, required as a reporting mechanism, has been a great reflective
tool.
Looking Ahead
In order to maintain momentum and develop the findings of the project dedicated resource, ideally
a dedicated business engagement social media officer, will be required. The business case for this
resource is being developed as part of the University’s new Marketing Strategy.

12. There are a number of other activities which could be undertaken in the future to support and
enhance Coventry University’s business-facing social media including:
- The creation of an online business newsletter/bulletin/RSS feed;
- Further work with the Coventry University LinkedIn community, particularly with Coventry
University alumni, to really develop awareness of the University’s business offering to a
potentially new audience;
- Ongoing work to continue to integrate interactive elements into printed publications and to
ensure printed publications are presented in an engaging way when uploaded to the
Coventry University website;
- One of the main drivers behind the success of SM4BCE has been the close relationships
developed between the project manager and the social media team. To develop the work of
the project continued close engagement between the Business Development Group and the
Marketing and Social Media teams should be fostered.
There may also be further opportunities to research in this area which may be of interest to
academic researchers in Coventry University’s Business School. The requirements for project
sustainability will be the appointment, ideally over the next few months, of a dedicated member of
staff to continue this work. This member of staff will then have to ensure the continued engagement
of business-facing staff and the continued development of Coventry University’s business-facing
social media activity & profile.
Appendix
- Project Blog: http://cubusinessengagement.jiscinvolve.org/wp/
- Social Media for Business Engagement Toolkit:
http://cubusinessengagement.jiscinvolve.org/wp/social-media-toolkit/
Articles Accessed:
http://blogs.hbr.org/cs/2012/08/marketing_is_dead.html?awid=7112405493693098204-3271
Marketing is Dead, Bill Lee, HBR Blogs
http://www.fastcompany.com/3000908/13-trillion-price-not-tweeting-work
The 13 Trillion Cost of Not Tweeting at Work, Ryan Holmes, Fast Company
http://www.mckinsey.com/insights/high_tech_telecoms_internet/the_social_economy
The social economy: Unlocking value and productivity through social technologies, McKinsey Global
Institute
http://www.andymiah.net/2012/12/30/the-a-to-z-of-social-media-for-academics/
The A-Z of Social Media for Academics, Professor Andy Miah
http://www.vitae.ac.uk/policy-practice/567271/Handbook-of-social-media-for-researchers-and-
supervisors.html
Handbook of Social Media for Researchers and Supervisors, Vitae
http://marketing.linkedin.com/success-stories/case-study
Marketing Success Stories, LinkedIn
http://www.guardian.co.uk/higher-education-network/blog/2013/jan/10/research-
communications-uk-university-websites
Where are UK University Websites hiding all their research? Guardian Higher Education Network