## 5 Discussion
[33] indicate, SM utilization can impact competitive intelligence, which influences how marketers adapt their selling approach to fit different market environments as well as to meet local customers' expectations vis a vis sales performance. However, the fact that retail organizations need to put in place appropriate structures so that the networks of systems that enable information sharing between parties and at the same time provide flexibility and fluidity in terms of information flow suggests that SM can be used for more than intelligence gathering alone. In regard to increasing an organization's resource capability through a network of alliances and business partnerships, it can be argued that senior B2B marketing managers need to be aware of how marketing staff access and use the organizational structures and systems that are in place to share information in real time to gain the maximum benefit from the available resources. This suggests that organizational intervention relating to the use of communications technology needs to take into account the skill level and capability of B2B marketers vis a vis personalizing information [71] for staff (based on role/task). In other words, in order for communications technology to be considered a resource tie enabler, it is necessary to consider how various types of information and institutionalized knowledge are sorted and made accessible. This is so that retail staff can establish the value of the information/knowledge shared in real time and rapidly implement decisions via a digital platform. This assumes that adequate attention has been given to how structural issues (e.g., vertical and horizontal information flows) are overcome and connectivity is maximized so that the networks of partner organizations are accessed in real time. In regard to the knowledge conversion process, if retail staff can utilize multiple sources and multiple channels, they will be viewed as proactive in assisting and delivering perceived enhanced value. Additionally, the fact that retail staff are able to access and utilize relevant information in a timely manner, encourages staff to develop knowledge and social skills that give them distinctiveness and allow them to relate confidently to consumers. In doing so, it can be deduced that retailers utilize both operant resources (staff provide accurate and up-to-date information to customers) and operand resources (a user-friendly website and/or digital platform that facilitates interconnectivity). Figure 2 highlights the processes by which this occurs. The reader will note that by identifying the inputs, the processes, and the outputs, it is possible to show how increased marketing capability is achieved. The reader will note from Figure 2 that there are several processes in place that have clearly defined structures and encompass various mechanisms. To maintain the set of outputs, it is important for senior management to recognize that a distinction has to be made between 'direct' knowledge conversation and 'indirect' knowledge conversion. For example, it is possible for retail staff to, in the case of 'direct' knowledge conversion, promote communication with customers through SM and ensure that a customer's response is dealt with in real time. In regard to 'indirect' knowledge conversion, whereby a retailer does not have direct contact with a customer but is able to tailor written information and/or learn from analyzing information derived from social listening, it is important for retail staff to have the capability to interact within a digital marketing planning framework that is integrated into the marketing planning system of suppliers. Should this be the case, the network alliance will be deemed highly functional because decisions made can be implemented in real time. Thus, it can be argued that SM usage can be viewed as influential because it holds emotional value for customers vis-a-vis their psychological perception.