How do business-to-business (B2B) small and medium-sized enterprises (SMEs) leverage social media for marketing and engagement?

Purpose: Social media marketing is a vital component of contemporary business communication; however, its strategic application within Business-to-Business (B2B) Small and Medium-sized Enterprises (SMEs) remains fragmented, under-theorised, and insufficiently explored. Whereas extensive research exists on Business-to-Consumer (B2C) contexts and large firms, limited attention has been given to resource-constrained B2B SMEs. This study addresses this gap by examining how B2B SME managers in the United Kingdom leverage social media for marketing and customer engagement, their adoption approaches, contextual influences, and outcomes.Methodology: A qualitative method was adopted. Semi-structured interviews were conducted with 15 marketing managers from UK-based B2B SMEs. Data were analysed using Braun and Clarke’s (2021) six-phase thematic analysis framework, facilitated by MAXQDA software. Findings were interpreted through three theoretical lenses: the Theory of Reasoned Action (TRA), the Resource-Based View (RB)RBV, and the Social Customer Relationship Management (Social CRM) framework.Key Findings: The findings demonstrate that LinkedIn, X (formerly Twitter), and Facebook emerged as the dominant platforms, which are primarily used for brand visibility, lead generation, and relationship strengthening. Successful implementation is driven by leadership commitment, clear alignment of social media with business objectives, and the use of data analytics. Most participants reported measurable increases in qualified leads and sales pipeline growth, with several attributing 15–30 % of annual revenue to social channels. Content strategies centred on thought-leadership posts, case studies, and industry insights outperformed promotional content. Persistent challenges include limited financial and human resources, inconsistent content strategies, algorithm volatility, time-intensive engagement requirements, competitive noise, and difficulties in quantifying return on investment (ROI). Despite these barriers, participants recognised opportunities for cost-effective global reach, real-time interaction, and enhanced trust through transparent communication.Contribution and Implications: Theoretically, the study extends TRA, RBV, and Social CRM into the B2B SME context, illustrating their interplay in digital marketing adoption. Practically, the study offers actionable guidance for SME managers, including the need to strategically align social media use with business objectives, invest in digital skills training, employ analytics to track engagement and ROI, and develop consistent content strategies tailored to B2B audiences. Additionally, the findings provide policymakers with evidence-based insights to strengthen digital support frameworks for SMEs. Overall, the research highlights social media’s transformative potential for B2B SMEs when deployed strategically within resource constraints.