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almost exclusively on printed marketing materials which, coupled with an outdated website, made it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.

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:

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.

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.

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

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.

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.

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

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

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.

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.

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