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D. Kaltcheva, Velitchka, Anthony Patino, Michael V. Laric, Dennis A. Pitta, and Nicholas Imparato. "Customers' relational models as determinants of customer engagement value." Journal of Product & Brand Management 23, no. 1 (March 11, 2014): 55–61. http://dx.doi.org/10.1108/jpbm-07-2013-0353.
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Purpose – The authors apply Alan P. Fiske's relational models framework to customers' engagement with service firms – specifically, they propose that customers who hold different relational models for the service firm are likely to engage with the firm in dissimilar ways, thus generating different types of customer engagement value for the firm. Fiske's relational models framework is eminently suitable for studying customer-service firm engagement because it is widely adopted in the social sciences as a rigorously developed framework for conceptualizing social interactions. Design/methodology/approach – The article bridges Fiske's relational models framework and Kumar et al.'s customer engagement value framework, and conceptually demonstrates that customers employing different relational models for the service firm are likely to generate different types of customer engagement value for the firm. Findings – The article demonstrates conceptually that customers' relational models, schemata, and scripts influence how consumers engage with the firm and the type of customer engagement value accruing to the firm. Research limitations/implications – This research has implications for service firms' relationship strategies. First, service marketers can determine the desired customer engagement value(s) and then craft their customer relationship strategy so that it maximizes those engagement value(s). The article suggests relationship strategies that service firms may implement for encouraging customers to adopt different relational models. Originality/value – No research has bridged relational models theories and customer engagement value theories.
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Terason, Sid, Shixin Zhao, and Pirayut Pattanayanon. "Customer value and customer brand engagement: Their effects on brand loyalty in automobile business." Innovative Marketing 17, no. 2 (May 24, 2021): 90–101. http://dx.doi.org/10.21511/im.17(2).2021.09.
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The study investigates the extent to which customer value affected brand loyalty among mid-sized automobile customers in Thailand. It`s focused on assessing whether customer brand engagement acted as an intervening variable in the relationship between customer value and brand loyalty. A questionnaire was distributed to a random sample of 380 current users of medium-sized passenger automobiles in Thailand; these participants were drawn from the list of automobile customers using a multistage sampling technique. The dealership customers were asked to complete an electronic survey using their cell phones. Structural equation modeling was applied to prove the theoretical model. All the model fit indices revealed that the model was reasonably consistent with the data. Results validated customer brand engagement composed of three dimensions using confirmatory factor analysis and its role as a mediator. The findings also provided novel insight into the interplay of the relevant variables and could be used as a guideline for managing automobile customers and promoting automobile marketing in the country.
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Ellway, Benjamin Piers William, and Alison Dean. "Habitus as a value lens to link customer engagement and value cocreation." Journal of Service Theory and Practice 30, no. 1 (March 20, 2020): 57–77. http://dx.doi.org/10.1108/jstp-04-2019-0093.
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PurposeThis paper uses practice theory to strengthen the theoretical relationship between customer engagement (CE) and value cocreation (VCC), thereby demonstrating how customers may become engaged and remain engaged through VCC practices.Design/methodology/approachThe study adopts a problematization approach to identify shared assumptions evident in service-dominant logic (SDL) and CE research. Practice theory, as a higher-order perspective, is used to integrate the iterative and cyclical processes of VCC and CE, specifically through the theoretical mechanism of habitus.FindingsHabitus acts as a customer value lens and provides a bridging concept to demonstrate how VCC and CE are joined via sensemaking processes. These processes determine how customers perceive, assess, and evaluate value, how they become engaged through VCC, and how their experience of engagement may lead to further VCC practice. The temporally bound experiences, states, and episodes are accumulated and aggregated through an enduring customer value lens comprised of habituated dispositions, interests, and attitudes.Research limitations/implicationsThis work responds to calls for research to strengthen the theoretical link between VCC and CE and to take account of customers' lived realities and their contextualized experiences. A key suggestion for future research is the use of a rope metaphor to stimulate thinking about the complex, temporally unfolding, and interrelated processes of VCC and CE.Practical implicationsThe customer value lens and CE rope are introduced to simplify the complex, abstract, theoretical research on VCC and CE for a nonacademic audience. To understand how customers' value lenses are formed and change, and how a CE rope is strengthened, firms, service designers, and practitioners need to understand sensemaking processes through customer narratives and to use platforms and feedback to support and trigger sensemaking.Originality/valueThis paper provides a theoretical mechanism to explain the iterative and cyclical nature of VCC and CE processes and how accumulation and aggregation occur in these processes. In doing so, it demonstrates that CE occurs by virtue of, and is typified by, sensemaking processes that reproduce and shape a customer's habituated value lens, which perceives, assesses, and determines VCC and thus provides a basis for further customer engagement.
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Gueye Mane, Allan, and Pape Alioune Diop. "Drivers of Customer Brand Engagement and Value Co-Creation in China: A Prioritization Approach." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 3, no. 4 (2017): 7–19. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.34.1001.
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Engaging customers in co-creation activities and making them active partners in the value creation and innovation processes as a new marketing perspective has become a widely accepted approach in today’s highly competitive business environment. However, research on the subject has mainly focused on the factors that motivate the customers to participate in co-creation. Little is known about the firm-based factors that can have impacts on the customers’ motivations. Using a prioritization approach with Analytical Hierarchy Process, the aim of this paper is to analyze the relative importance of perceived brand innovativeness, customer-based brand equity, relationship equity and brand literacy compared to each other in customers’ willingness to engage in co-creation. The results show that when deciding to engage in co-creation customers first consider the ability of the brand to innovate (brand innovativeness), followed by the relationship equity, customer-based brand equity and brand literacy. The present study is one of the first to empirically examine drivers of customer engagement in co-creation from the perspectives of innovativeness and customer equity drivers in an emerging market like China.
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Kunz, Werner, Lerzan Aksoy, Yakov Bart, Kristina Heinonen, Sertan Kabadayi, Francisco Villarroel Ordenes, Marianna Sigala, David Diaz, and Babis Theodoulidis. "Customer engagement in a Big Data world." Journal of Services Marketing 31, no. 2 (April 10, 2017): 161–71. http://dx.doi.org/10.1108/jsm-10-2016-0352.
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Purpose This paper aims to propose that the literature on customer engagement has emphasized the benefits of customer engagement to the firm and, to a large extent, ignored the customers’ perspective. By drawing upon co-creation and other literature, this paper attempts to alleviate this gap by proposing a strategic framework that aligns both the customer and firm perspectives in successfully creating engagement that generates value for both the customer and the bottom line. Design/methodology/approach A strategic framework is proposed that includes the necessary firm resources, data, process, timeline and goals for engagement, and captures customers’ motives, situational factors and preferred engagement styles. Findings The authors argue that sustainability of data-driven customer engagement requires a dynamic and iterative value generation process involving customers recognizing the value of engagement behaviours and firm’s ability to capture and passing value back to customers. Originality/value This paper proposes a dynamic strategic value-creation framework that comprehensively captures both the customer and firm perspectives to data-driven customer engagement.
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Quach, Sara, Wei Shao, Mitchell Ross, and Park Thaichon. "Customer engagement and co-created value in social media." Marketing Intelligence & Planning 38, no. 6 (October 3, 2019): 730–44. http://dx.doi.org/10.1108/mip-04-2019-0218.
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Purpose The purpose of this paper is to understand the relationship between customer participation, co-created value and customer engagement as well as customer motivation involved in this process. Design/methodology/approach Respondents were randomly exposed to one of the six types of social media scenarios. A total of 181 respondents were drawn from an MTurk opt-in survey panel of individuals who resided in America and were over the age of 18 years. Findings Overall, the results of this study showed that as the level of customer participation increased, the level of co-created value decreased. The relationship between customer participation and customer engagement was fully mediated by co-created value. Extrinsic motivation was found to moderate the relationship between customer participation and co-created value but did not moderate the relationship between customer participation and customer engagement. Moreover, customer engagement was at its highest when an external reward was not offered, in other words, when customers were intrinsically motivated. Furthermore, when an external reward was offered, a significant effect of privacy concern on customer engagement was observed. Originality/value The study extends the current understanding of customer engagement through value co-creation, customer participation and perceptions of privacy in firm-initiated activities in social media.
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Aluri, Ajay, Bradley S. Price, and Nancy H. McIntyre. "Using Machine Learning To Cocreate Value Through Dynamic Customer Engagement In A Brand Loyalty Program." Journal of Hospitality & Tourism Research 43, no. 1 (January 30, 2018): 78–100. http://dx.doi.org/10.1177/1096348017753521.
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Hospitality venues traditionally use historical data from customers for their customer relationship management systems, but now they can also collect real-time data and automated procedures to make dynamic decisions and predictions about customer behavior. Machine learning is an example of automated processes that create insights into cocreation of value through dynamic customer engagement. To show the merits of automation, machine learning was implemented at a major hospitality venue and compared with traditional methods to identify what customers value in a loyalty program. The results show that machine learning processes are superior in identifying customers who find value in specific promotions. This research deepens practical and theoretical understanding of machine learning in the customer engagement-to-value loyalty chain and in the customer engagement construct that uses a dynamic customer engagement model.
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Yuan, Soe-Tsyr Daphne, Szu-Yu Chou, Wei-Cheng Yang, Cheng-An Wu, and Chih-Teng Huang. "Customer engagement within multiple new media and broader business ecosystem – a holistic perspective." Kybernetes 46, no. 06 (June 5, 2017): 1000–1020. http://dx.doi.org/10.1108/k-01-2017-0042.
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Purpose Customer engagement (customers’ behavioral manifestations going beyond customer-firm purchase transactions) has been regarded as strategic imperatives for generating enhanced corporate performance. The plethora of new media has provided customers with different options to interact with firms and other customers. However, the primacy of value-laden interactive customer relationships and value co-creation raises challenges for firms and customers, especially in the context of broader business ecosystems such as brand partnership for extending value co-creation. This study aims to explore how customer engagement with well-designed choreograph of various new media’s channels can increase the value co-creation extent in the context of broader business ecosystems, resulting in higher levels service offerings, experiences and innovation. Design/methodology/approach This exploratory study presents a new framework of customer engagement that holistically integrates the elements of multiple new media and broader business ecosystem, stimulating a virtuous circle of realizing customer engagement toward superior results or innovations. The framework considers new media’s different information service and technologies (e.g. search engine, social recommender, social media) that can be properly choreographed to achieve a virtuous customer engagement circle. Findings This paper uses an exemplar framework's instantiation – an information technology enabled engagement platform (called iEngagement) – that can demonstrate how to empower the central companies together with their eco-stakeholders to holistically perform customer engagement utilizing new media toward fruitful customer engagement. Originality/value This exploratory study is among the first that addresses the theory and practice of customer engagement within multiple new media and broader business ecosystem. This paper presents a customer engagement framework and an exemplified engagement platform that holistically integrate the elements of multiple new media and broader business ecosystem, for stimulating a virtuous circle of realizing customer engagement toward superior results or innovations.
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Zhang, Tingting, Can Lu, Edwin Torres, and Po-Ju Chen. "Engaging customers in value co-creation or co-destruction online." Journal of Services Marketing 32, no. 1 (February 12, 2018): 57–69. http://dx.doi.org/10.1108/jsm-01-2017-0027.
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Purpose This paper aims to develop a theoretical model to understand co-creation/co-destruction of value through customer engagement in online channels. It also investigates the contributing factors. Design/methodology/approach The qualitative approach uses the critical incidents technique to answer the research questions. The authors identify 350 critical incidents in which customers expressed online customer engagement-induced value co-creation or co-destruction experiences. The factors and resulting propositions are identified through data analysis. Data coding and analysis are facilitated by using MAXQDA 12. Findings Co-creation through positively valenced engagement behaviors may occur when customers are delighted, feel valued, experience reciprocity, receive organizational incentives, are solicited for feedback, can count on service recovery efforts and interact with helpful, empathetic, polite and responsive employees. Co-destruction through negatively valenced engagement behaviors emerges from rude employee behaviors, indifference, confrontation with company representatives, technological failure, the lack of complaint outlets and customers’ desire for revenge. Practical implications Selecting and training employees to be helpful, polite, responsive and empathetic toward online visitors can trigger co-creation. Communication between firms and customers should boost customer approval and delight. Organizations can offer incentives, reliable service delivery and a recovery design to stimulate visitor participation. Soliciting feedback requires sound technological support and direct communication links with visitors. Originality/value This study presents the conditions and framework contributing to the duality of customer engagement-induced co-creation and co-destruction values in online channels from the customer, organizational, employee, service design and technological perspectives. It also addresses how value is co-created or co-destructed through examples.
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Kumar, V., Lerzan Aksoy, Bas Donkers, Rajkumar Venkatesan, Thorsten Wiesel, and Sebastian Tillmanns. "Undervalued or Overvalued Customers: Capturing Total Customer Engagement Value." Journal of Service Research 13, no. 3 (August 2010): 297–310. http://dx.doi.org/10.1177/1094670510375602.
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Kim, Jieun, and Jae-Eun Kim. "Making customer engagement fun." Journal of Fashion Marketing and Management 18, no. 2 (May 6, 2014): 133–44. http://dx.doi.org/10.1108/jfmm-04-2013-0050.
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Purpose – The purpose of this paper is to investigate what values luxury customers may seek to fulfill during their interaction with salespersons and how perceived value fulfillment may impact salesperson loyalty and store loyalty. The paper also examines the moderating effect of the degree of friendship with a salesperson. Design/methodology/approach – The authors conducted a survey using a close-ended questionnaire. In total, 22 luxury fashion brand stores located in eight of the largest department stores in Seoul, Korea, were selected as the luxury fashion retail context for the research. A total of 220 questionnaires were used for data analysis. Findings – Fulfillment of self-oriented values had a significant positive influence on store loyalty and fulfillment of stimulation had a significant positive influence on salesperson loyalty. There was significant interaction effect between stimulation and degree of friendship on salesperson loyalty. Research limitations/implications – The results of this study provide practical implications in the management of customer relationship. An emphasis on qualities of luxury products that are linked to the fulfillment of self-oriented and/or personal values such as superior quality or ability to gain emotional benefits should be warranted for success as a luxury brand or a luxury retailer. Originality/value – This research is important as it can inform luxury salesperson on how to better meet customer's psychological needs in the context of a selling situation; ultimately contribute to their salesperson loyalty and loyalty to the brand.
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Mohammed, Abdulalem, and Abdullah Al-Swidi. "The influence of CSR on perceived value, social media and loyalty in the hotel industry." Spanish Journal of Marketing - ESIC 23, no. 3 (December 2, 2019): 373–96. http://dx.doi.org/10.1108/sjme-06-2019-0029.
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Purpose This study aims to examine how perceptions of corporate social responsibility (CSR) activities (i.e. environment, society and stakeholders) enhance perceived value, social media engagement to win customer loyalty in the hotel industry. In addition, it investigates the mediating effects of customer perceived value and social media engagement between CSR activities and customer loyalty. Design/methodology/approach A self-administered survey was conducted on customers in Malaysia. Based on the data collected from 389 customers, the analysis used the structural equation modelling (SEM) approach. The validity and reliability of the measurements were confirmed before the hypotheses of the study have been tested. Findings The results revealed that CSR related to the environment has significant direct and indirect impacts on customer loyalty. In addition, the effect of perceived value and social media engagement on customer loyalty has been supported. The results also demonstrated the mediating role of perceived value and social media engagement between CSR activities and customer loyalty. Research limitations/implications This study advances the understanding of the impact of CSR activities, perceived value and social media engagement on customer loyalty in the hotel industry. Hoteliers can gain benefits by understanding how specific CSR activities can enhance customer perceived value and social media engagement value, thus leads to customer loyalty. Originality/value This study investigates the association between CSR activities, perceived value, social media engagement and customer loyalty, which has been lacking a full investigation in the hospitality literature.
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Do, Diem Khac Xuan, Kaleel Rahman, and Linda J. Robinson. "Determinants of negative customer engagement behaviours." Journal of Services Marketing 34, no. 2 (December 9, 2019): 117–35. http://dx.doi.org/10.1108/jsm-02-2019-0050.
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Purpose Understanding negative customer engagement is important as it is argued that negative information has a stronger impact on a customer’s brand perception and purchase decision than that of positive information. Hence, this paper aims to propose new determinants of negatively valenced customer engagement, including disengaged and negatively engaged behaviours in a service consumption context and explore under what conditions customers display disengaged or negatively engaged behaviours. Design/methodology/approach This study incorporates justice theory, expectancy disconfirmation theory and psychology literature to propose determinants of negative customer engagement behaviours. Findings A conceptual framework is developed that proposes customer perceived justice and negative disconfirmation as determinants of negative customer engagement via the mediator of customer outrage. Moderating variables, include self-esteem, self-efficacy, altruism and vengeance; are also proposed to affect disengaged/negatively engaged behaviours. Originality/value This study is the first to specify the underlying reasons of negative customer engagement by establishing the conceptual linkages between negative disconfirmation, justice and negative customer engagement via the mediating role of customer outrage. Further, customer resources are used to understand disengaged/negatively engaged behaviours. In doing so, this study views negative customer engagement from the perspective of a customer’s internal response to the trigger experience, rather than the experience itself. Thus, this study contributes to literature on customer engagement by developing a conceptual framework that illustrates the underlying cognitive and affective responses that drive negative customer engagement behaviours.
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Petzer, Daniel J., and Estelle van Tonder. "Loyalty intentions and selected relationship quality constructs." International Journal of Quality & Reliability Management 36, no. 4 (April 1, 2019): 601–19. http://dx.doi.org/10.1108/ijqrm-06-2018-0146.
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PurposeThe purpose of this paper is to assess the mediating effect of customer engagement on the relationships between selected relationship quality and value antecedents (commitment, customer satisfaction, trust and customer value), and the consequence (loyalty intentions) within the short-term insurance industry.Design/methodology/approachA descriptive research design that is quantitative in nature was followed and 491 responses from insurance customers were analysed.FindingsShort-term insurers should facilitate customer engagement by implementing strategies that foster customer commitment, ensure customer satisfaction, build trust and create customer value. Facilitating customer engagement may lead to stronger loyalty intentions amongst customers towards the short-term insurer.Research limitations/implicationsThe investigation offers a greater understanding of the relevance and importance of the customer engagement theory and the impact it may have in strengthening the relationships between factors of the relationship marketing domain and customer loyalty.Practical implicationsFrom a managerial perspective, it is evident that short-term insurers should facilitate customer engagement carrying out strategies that foster customer commitment, ensure customer satisfaction, build trust and create customer value.Originality/valueBuilding on the work of earlier relationship and quality management scholars, the study provides new insight into the role and relevance of relationship quality and value factors and customer engagement, while simultaneously being assessed for their contribution to customer loyalty.
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Blasco-Arcas, Lorena, Blanca Isabel Hernandez-Ortega, and Julio Jimenez-Martinez. "Engagement platforms." Journal of Service Theory and Practice 26, no. 5 (September 12, 2016): 559–89. http://dx.doi.org/10.1108/jstp-12-2014-0286.
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Purpose The purpose of this paper is to explore the role of emotions in developing customer engagement and brand image during virtual service interactions. The authors explore the concept of engagement platforms (EPs) and how their extrinsic characteristics or cues (i.e. C2C interactions–and personalization-related cues) originate both non-transactional (i.e. customer engagement and brand image) and transactional (i.e. purchase intentions) responses. Specifically, the authors propose that customer emotions (i.e. pleasure, arousal and dominance) mediate the influence of EP cues on customer responses. The authors also analyze how the engagement developed during interactions in EPs contributes to brand image perceptions and the effect of these two concepts on purchase intentions. Design/methodology/approach Building on servicescapes and stimulus-organism-response theories, the present paper carries out two studies. Study 1 adopts an experimental approach to explore C2C interactions–and personalization-related cues. Study 2 focusses on the importance of customer emotions to foster engagement and brand image, and also analyzes their effect on purchase intentions. It employs structural equations modeling techniques. Both studies analyze the effect of customer engagement on brand image. Findings Findings corroborate that, during interactions in the platform, customer engagement with the firm influences brand image. Moreover, the pleasure and arousal experienced by customers influence their engagement while dominance modifies brand image. Finally, customer engagement and brand image have a positive effect on purchase behavior. Research limitations/implications This paper contributes to research demonstrating the key role of emotions in interactions with EPs. The authors demonstrate the importance of fostering pleasant and arousing experiences to enhance the level of customer engagement with the firm in first interactions. Dominance constitutes a key dimension to improve brand image in EPs. Finally, the research demonstrates that engagement develops customers’ transactional behaviors and not only non-transactional ones, as seen in previous literature. Originality/value In digital worlds, EPs emerge as touch points beyond purchase that allow individuals to integrate resources and co-create value between them and with the firm. Despite the interest of BCPs, few works have analyzed how interactions with these platforms and the elicited emotions contribute to developing customer engagement and brand image, key factors for understanding customer participation and behavior in interactive media.
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Braun, Corina, Verena Batt, Manfred Bruhn, and Karsten Hadwich. "Differentiating customer engaging behavior by targeted benefits – an empirical study." Journal of Consumer Marketing 33, no. 7 (November 14, 2016): 528–38. http://dx.doi.org/10.1108/jcm-02-2016-1711.
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Purpose Relationship marketing scholars and managers have recognized the potential of customer engagement to enhance business performance and customer value. Therefore, the purpose of this paper is to examine the effects that different types of customer engagement behaviors have on their perceived benefits. Design/methodology/approach The authors conducted two empirical studies. In the first step, 69 in-depth interviews were held to identify important customer engagement behaviors and targeted benefits. Then, in the second step, a quantitative study with 255 participants was used to match the identified customer engagement behaviors with the targeted benefits. Findings The results reveal that there are three aggregated types of customer engagement behaviors (“value creation-focused customer engagement”, “online-focused customer engagement” and “customer-to-customer interaction-focused customer engagement”). These types of customer engagement behaviors lead to different targeted benefits (social, relationship, autonomous, economic, altruistic and self-fulfillment benefits). Research limitations/implications A consideration of the influencing factors of the different customer-engagement-behavior types, including customers’ motives for their engagement with a company, would potentially enhance the findings. Furthermore, a closer investigation of the relationship between socio-demographic characteristics and customer engagement types can also provide deeper insights into the reasons for engaging with a certain firm or brand. Practical implications The findings provide managers with information on how to segment customers according to their customer engagement type and associated benefits and thereby enable them to manage customer engagement behaviors more profitably. Originality/value The results make a key contribution to the emerging research field of customer engagement by gaining deeper insights into the benefits associated with different customer engagement behaviors. It becomes clear that different customer engagement types aim at receiving various benefits.
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Youssef, Youmna Mohamed Abdelghany, Wesley J. Johnston, Talaat Asaad AbdelHamid, Mona Ibrahim Dakrory, and Mohamed Galal Soliman Seddick. "A customer engagement framework for a B2B context." Journal of Business & Industrial Marketing 33, no. 1 (February 5, 2018): 145–52. http://dx.doi.org/10.1108/jbim-11-2017-0286.
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Purpose The purpose of this study is to investigate conceptually the relationship between the customer’s engagement and equity and to determine whether customer engagement could be positively enhanced by business-to-business (B2B) firms to maximize their customer equity, through examining the role of cognitive, emotional and behavioral engagement. Design/methodology/approach This paper is built on the evolving marketing literature and proposes a comprehensive framework that uses a multidimensional conceptualization for the customer’s engagement and equity constructs; examines the relationships between customer satisfaction, commitment, trust and involvement and customer engagement; and specifies the specific customer engagement dimensions – cognitive, emotional and behavioral – as key mediators of the engagement–equity relationship. Findings This paper indicated that customer engagement is a multidimensional construct with three dimensions: cognitive, emotional or behavior engagement. Customer’s satisfaction, commitment, trust and involvement would be regarded as antecedents to customer engagement, whereas customer equity would be regarded a consequence for customer engagement. In addition, this paper identified three drivers of customer equity – value, brand and relationship equities – based on reviewing the previous studies. Originality/value This paper integrates philosophies from previous marketing studies of customer relationship management and customer engagement and equity into a B2B environment in a more customer-centric approach.
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Leckie, Civilai, Daniel Rayne, and Lester W. Johnson. "Promoting Customer Engagement Behavior for Green Brands." Sustainability 13, no. 15 (July 28, 2021): 8404. http://dx.doi.org/10.3390/su13158404.
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This study aims to investigate the impact of desired self-identity, green perceived value and altruistic values on brand loyalty towards green brands (i.e., electric and hybrid cars) and the mediating role of customer engagement behavior on these relationships. Further, this study proposes that greenwashing perception, which can be defined as consumers perceiving organizations to be dishonest about their environmental claims, moderates the indirect effect of desired self-identity, green perceived value and altruistic values on brand loyalty via customer engagement behavior. Data were collected from a nationwide online survey of 170 customers who have purchased and used electric and hybrid cars. Partial least squares structural equation modeling (PLS-SEM) using Smart-PLS and PROCESS were employed to test the hypotheses. This study’s findings indicate that desired self-identity, green perceived value and altruistic values positively influence consumer engagement behavior with the focal green car brands. Further, the mediating effect of customer engagement behavior on brand loyalty was generally found. Additionally, greenwashing perception was found to moderate the indirect effect of desired self-identity and altruistic values on brand loyalty via customer engagement behavior. The indirect effect of desired self-identity and altruistic values on brand loyalty via consumer engagement behavior was stronger at lower levels of greenwashing perception than at higher levels. This study offers key managerial implications on how green brands can promote customer engagement behavior and brand loyalty.
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Sahi, Gurjeet Kaur, Rita Devi, and Satya Bhusan Dash. "Examining the role of customer engagement in augmenting referral value." Journal of Service Theory and Practice 29, no. 5/6 (December 9, 2019): 539–64. http://dx.doi.org/10.1108/jstp-12-2018-0268.
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Purpose The purpose of this paper is to examine the impact of a customer engagement-enabling platform on a value captured by the firm and value acquired by the customer. It explores the relevance of relational and expertise value for customers during the engagement process so as to ensure positive referrals about the service provider. Design/methodology/approach Using a sample of 482 students, the study examines the customer engagement efforts of professional institutes that provide training to prepare for the civil service examinations of the Union Public Service Commission. The survey is confined to central areas of New Delhi, India. Statistical techniques including confirmatory factor analysis and structural equation modelling are used to analyse the data, and reliability and validity tests are performed. Findings The findings reveal the indispensable role of service providers as creators of a meaningful effective learning process and of interpersonal relations with customers for generating more business through customer referrals. Research limitations/implications The study validated the moderating role of relational value between customers’ expertise value and their referrals on the basis of motivation theory, which asserts that customers’ motivation to contribute to the organisation is driven by the individuals’ extrinsic relational need for belongingness, acceptance by like-minded individuals, and feedback, recognition and respect from employees of the organisation. Originality/value The study contributes to the existing literature by integrating the well-developed social exchange and motivation theory so as to investigate the factors that propel customers’ positive word of mouth for the service provider.
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Yang, Bingcheng, Hongyan Yu, Yu Yu, and Miaoling Liu. "Community experience promotes customer voice: co-creation value perspective." Marketing Intelligence & Planning 39, no. 6 (June 2, 2021): 825–41. http://dx.doi.org/10.1108/mip-01-2021-0030.
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PurposeBased on the online brand community, this study focuses on how online brand community experience affects customer voice and discusses the relationship between community engagement and community commitment. Specifically, we examine the mediation effect of community engagement between community experience and customer voice and also the moderation role of community commitment.Design/methodology/approachThe survey data is collected through the online survey of people who participate in the online mobile phone brand community. In total, 369 members of online community users (Huawei and Apple communities) were collected as the research samples. Then the structural equation model analysis was tested through the SPSS 25 and Mplus 7 in a two-stage analysis program.FindingsThe results show that (1) customer online brand community experience has a positive impact on customer voice; (2) community engagement mediates the positive relationship between online brand community experience and customer voice; and (3) community commitment plays a moderating role between customer experience and customer voice. Compared with low level customer's community commitment, when customer's community commitment is high, the level of community engagement has a greater mediation effect on the positive relationship between community experience and customer voice.Research limitations/implicationsOn the one hand, the model of customer community experience to customer voice built in this paper has not been fully validated. Whether the model can get more robust results needs to be extended to more different community scenarios. On the other hand, this paper is actually cross-sectional data, which cannot strictly reveal the causal relationship. The authors recommend that future research may use other research methods to further reveal its internal mechanism.Practical implicationsThis paper shows that customer's community experience has an important impact on customer voice behavior. Among them, information experience and sociability remain as the important factor affecting customer voice behavior, which is quiet important for maintaining brand community and product or service improvement. Brand community managers need to consistently create multiple forms of information presentation and interaction channels to enhance the information and social experience of community members.Originality/valueFirst, this paper puts forward a new perspective on customer comments or feedback-customer voice, which provides a solid foundation and reference value for future scholars to explore such important phenomena. Second, the relationship between community experience and customer voice behavior was examined, which enriched the research on community experience and also discovered another positive significance of community experience in community construction. Finally, the authors examine the mediation effect of community engagement on customer voice behavior. Community engagement is one of the important indicators that reflexing community performance, which is of great significance to the brand community.
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Rather, Raouf Ahmad, and Jyoti Sharma. "Customer engagement for evaluating customer relationships in hotel industry." European Journal of Tourism, Hospitality and Recreation 8, no. 1 (May 1, 2017): 1–13. http://dx.doi.org/10.1515/ejthr-2017-0001.
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AbstractCustomer engagement can be used as a proxy in customer behaviour research for evaluating customer relationships towards a company and/or brand. Companies are increasingly recognizing the value of establishing close customer relationships. The objective of the research was to explore the associations among customer engagement dimensions and loyalty for evaluating customer relationships in hotel industry. Furthermore, the study evaluated the level and influence of new customers and repeat customer segments. The questionnaires were completed by 240 customers from five star hotels (30% customers) and four star hotels (70% customers) in Jammu and Kashmir, India. Descriptive, exploratory factor analysis, confirmatory factor analysis and regression analysis were used to test the constructs. The results suggested that customer engagement (CE) makes a substantial contribution to the prediction of loyalty in building customer relationships. The findings proposed that hoteliers can actively incorporate strategies to enhance CE, which eventually develops a sustainable loyal customer relationship. The results could be effective to hoteliers in engaging customers while marketing, branding, differentiating and segmenting its products and services in building loyal customer relationships. Moreover, segmenting the customers offers a deeper and more inclusive knowledge of nature of customer relationships and how engagement can be fostered and developed among diverse customer segments.
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Oyner, Olga, and Antonina Korelina. "The influence of customer engagement in value co-creation on customer satisfaction." Worldwide Hospitality and Tourism Themes 8, no. 3 (June 13, 2016): 327–45. http://dx.doi.org/10.1108/whatt-02-2016-0005.
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Purpose This paper aims to define relevant forms of co-creation activities and customer engagement in value co-creation geared toward increasing customer satisfaction and loyalty in the Russian hotel industry. Design/methodology/approach Secondary data analysis of hotels’ websites, annual reports and published interviews was conducted to investigate how hotels co-create the experience environment. Also, content analysis of tourist comments in social media was conducted to assess the relationship between customer engagement in value co-creation and customer satisfaction. The sample for this study includes hotels located in Moscow using customer experience as a source of value creation. Findings Based on the analysis of best practice of customer engagement in value co-creation in the hotel industry, a classification of co-creation activity forms was developed. Five forms of co-creation activities have been identified: feedback, co-production, firm-driven service innovation, customer-driven customization and co-creation. Applied data also provide insights on the development of the hotel industry in Moscow. The majority of hotels engaging customers in value co-creation in Moscow are international. Hotels more often use customization, service innovation and especially co-production than co-creation, as co-creation is a new market strategy for the Russian market. The high-price-segment hotels more often use customization, whereas hostels usually implement value co-creation with clients. It can be explained by the difference between the target audience and the resources available. This study helps to understand whether forms of customer engagement in value co-creation in the Russian hotel industry match international experience and findings of theoretical studies. Research limitations/implications The sample group represents only hotels in Moscow, and the study utilizes only qualitative techniques. An increase in both the sample size and geographical diversity and a study using both qualitative and quantitative techniques may generate more insights relating to customer engagement in value co-creation in Russian hotels. Originality/value This is an insightful comparative study of customer engagement in value co-creation practices of hotels with different attributes, and the study identifies new opportunities to engage customers in value co-creation in the hotel industry.
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Moliner-Tena, Miguel Angel, Diego Monferrer-Tirado, and Marta Estrada-Guillén. "Customer engagement, non-transactional behaviors and experience in services." International Journal of Bank Marketing 37, no. 3 (May 7, 2019): 730–54. http://dx.doi.org/10.1108/ijbm-04-2018-0107.
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Purpose The purpose of this paper is to highlight the central role of bank customers’ engagement as a mediating variable between customer experience and two non-transactional customer behaviors (advocacy and attitudinal loyalty). Design/methodology/approach To test the hypothesis, a model was designed with two antecedents of bank customer engagement (satisfaction and customer emotions), and two non-transactional behaviors (attitudinal loyalty and customer advocacy). The model was tested on a sample of 1,790 customers of two Spanish banks. Findings Results confirm bank customer engagement as the mediating variable between customer experience outcomes and non-transactional behaviors. Practical implications Banks should design physical spaces with an atmosphere that will have a positive impact on their customers, and pay particular attention to interactions with contact personnel and other customers present at that moment of truth. The new concept of the branch now being introduced looks to the future, transforming it into a place to attend to and advise customers, and designed to encourage and facilitate a more personal and enduring relationship. This transformation includes longer opening hours and a concept that appears to draw from the store model. Its design is more accessible, more agile, more welcoming and more digital, conceived to attract the customer’s attention from the first moment. Originality/value The contribution of this research is related to the analysis from a theoretical and empirical perspective of the mediating impact of customer engagement between customer experience outcomes (satisfaction and emotions during the service) and non-transactional behaviors (advocacy and attitudinal loyalty).
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Sashi, C. M. "Digital communication, value co-creation and customer engagement in business networks: a conceptual matrix and propositions." European Journal of Marketing 55, no. 6 (January 29, 2021): 1643–63. http://dx.doi.org/10.1108/ejm-01-2020-0023.
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Purpose Technological innovations that resulted in the emergence and widespread adoption of digital communication in recent years have led to a surge of academic and practitioner interest in its implications for the co-creation of value and customer engagement. However, in comparison to the attention given to the study of customer engagement in consumer markets, few studies have examined its key role in business markets. This paper aims to examine the impact of digital communication on value co-creation and customer engagement in inter-organizational relationships in business networks. Design/methodology/approach Co-creation of value and customer engagement in business networks occurs among interconnected organizations that are partners in intermediate transactions. The paper develops a matrix of inter-organizational engagement among partners in business networks and propositions linking digital communication to value co-creation and inter-organizational engagement. Findings The relationships among network organizations may be characterized by the extent of relational exchange and inter-organizational bonds among them. Four types of inter-organizational engagement emerge: transactional partners, loyal partners, trusted partners and engaged partners. The partners co-create value to better satisfy customers. Research limitations/implications The paper is an initial attempt to develop a conceptual understanding of customer engagement in business markets and formulate propositions that can be further investigated. Networks of partner organizations co-create value, altering their input and output markets, value addition and products, permitting greater flexibility and customization in satisfying the needs of customers. Practical implications The ability afforded by digital communication for real-time interactive communication enables individuals from multiple departments and hierarchical positions within multiple organizations dispersed across geographic locations and industries to maintain contact, quickly and easily communicate task information, build trust and commitment in long-term relationships with network partners and provide superior customer value. Originality/value The paper represents a unique attempt to understand the nature of customer engagement in business markets. It discusses how digital communication alters market transactions among partner organizations in a network by facilitating changes in their make/buy decisions. It develops a matrix of inter-organizational engagement in business networks and propositions that improve understanding of the customer engagement concept and provide the foundation for strategies to better satisfy customers.
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Apenes Solem, Birgit Andrine. "Influences of customer participation and customer brand engagement on brand loyalty." Journal of Consumer Marketing 33, no. 5 (August 8, 2016): 332–42. http://dx.doi.org/10.1108/jcm-04-2015-1390.
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Purpose Value co-creation assumes that customers take active roles and create value together with firms. This paper aims to investigate the short- and long-term effects of customer participation on brand loyalty, through brand satisfaction. Participation effects were also examined among social media-using customers with the additional explanatory factor of brand engagement. Design/methodology/approach Two studies were conducted among insurance customers: a cross-sectional study using a nationwide sample (N = 954) and a subsample of social media users (N = 145) to examine short-term effects, and a longitudinal study using data from three assessment timepoints (N = 376) to enable empirical long-term testing. Findings The cross-sectional study showed positive short-term effects of customer participation on brand loyalty, mediated by satisfaction. Among customers using social media, positive participation effects gained from brand engagement strengthened brand satisfaction. The longitudinal study did not show similar positive long-term effects of customer participation. Practical implications These findings help deepen service marketers’ understanding of the possible short-term effects of customer participation and customer brand engagement, and caution them to not expect that customer participation will have long-term positive satisfaction and loyalty effects. Originality/value This research provides interesting short- and long-term findings, due to the complementary cross-sectional and longitudinal study designs.
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Carlson, Jamie, Mohammad Rahman, Ranjit Voola, and Natalie De Vries. "Customer engagement behaviours in social media: capturing innovation opportunities." Journal of Services Marketing 32, no. 1 (February 12, 2018): 83–94. http://dx.doi.org/10.1108/jsm-02-2017-0059.
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Purpose Social media brand pages have become instrumental in enabling customers to voluntarily participate in providing feedback/ideas for improvement and collaboration with others that contribute to the innovation effort of brands. However, research on mechanisms which harness these specific customer engagement behaviours (CEB) in branded social media platforms is limited. Based on the stimulus–organism–response paradigm, this study investigates how specific online-service design characteristics in social media brand pages induce customer-perceived value perceptions, which in turn, stimulate feedback and collaboration intentions with customers. Design/methodology/approach Data collected from 654 US consumers of brand pages on Facebook were used to empirically test the proposed framework via structural equation modelling. Findings The theoretical framework found support for most hypothesized relationships showing how online-service design characteristics induce an identified set of customer value perceptions that influence customer feedback and collaboration intentions. Research limitations/implications The sample is restricted to customer evaluations of brand pages on Facebook in the USA. Practitioners are advised to maximize online-service design characteristics of content quality, brand page interactivity, sociability and customer contact quality as stimulants that induce brand learning value, entitativity value and hedonic value. This then translates to customer feedback and collaboration intentions towards the brand page. Originality/value The findings have important implications for the design and optimization of online services in the customer engagement-innovation interface to harness CEBs for innovation performance.
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Gong, Taeshik. "Customer brand engagement behavior in online brand communities." Journal of Services Marketing 32, no. 3 (May 14, 2018): 286–99. http://dx.doi.org/10.1108/jsm-08-2016-0293.
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PurposeThis study aims to investigate the moderating role of cultural value orientations on the relationship between brand ownership and customer brand engagement behavior through brand responsibility and self-enhancement.Design/methodology/approachRespondents came from firm-managed online smartphone brand communities in South Korea and the USA. Convenience sampling yielded 197 valid responses, with 98 coming from South Korea and 99 coming from the USA.FindingsThe study results provide empirical evidence that cultural value orientations influence customer brand engagement behavior. As expected, the findings indicate that individualism-collectivism and power distance significantly moderate the indirect effect of brand responsibility and self-enhancement on the relationship between brand ownership and customer brand engagement behavior.Originality/valuePrior research has focused mainly on customer engagement behaviors that target the firm, employees and other customers, with little research examining customer engagement behavior that targeted the brand (customer brand engagement behavior). This exploration is important because customers could serve as brand missionaries, become less apt to switch brands and provide feedback, leading to a sustainable competitive advantage.
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Marino, Vittoria, and Letizia Lo Presti. "Engagement, satisfaction and customer behavior-based CRM performance." Journal of Service Theory and Practice 28, no. 5 (September 10, 2018): 682–707. http://dx.doi.org/10.1108/jstp-11-2017-0222.
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Purpose In recent years, marketers have adopted new technologies to engage customers and better meet customer needs throughout the customer journey. The purpose of this paper is to investigate the impact of consumer engagement on satisfaction and behavior-based CRM performance generated by mobile instant messaging (MIM) services. The objective is to verify which aspects of consumer engagement generate satisfaction and optimize customer relationship management. Design/methodology/approach Data were made available for analysis from an online survey on customers who had been contacted or had contacted an organization by means of MIM. Based on literature analysis, relations between customer engagement dimensions, satisfaction and behavior-based CRM performance were studied by using structural equation modeling. Findings The cognitive engagement dimension and the emotional engagement dimension affect the level of satisfaction, but only the emotional engagement dimension has an effect on the behavior-based CRM performance, while social engagement does not affect satisfaction and CRM performance. Moreover, this study confirms the relationship between customer satisfaction and customer behavior-based relationship performance. Practical implications MIM used as support to the relationship with customers contributes to generating customer satisfaction and increases the value of service performance revealing it an excellent marketing tool in support of the customer journey. Originality/value This research extends our understanding of customer engagement in the ambit of the instant messaging application used for business that so far has not been investigated. This work shows how instant messaging can be a valid instrument for customer relationship management in optimizing the benefits deriving from the adoption of disruptive innovations.
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Elidjen, Elidjen. "A Review Of CEM: Customer Engagement as Innovation Co-Creator." ComTech: Computer, Mathematics and Engineering Applications 4, no. 2 (December 1, 2013): 914. http://dx.doi.org/10.21512/comtech.v4i2.2531.
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Competition is very tight causing companies looking for a competitive edge, both in the product packaging and in maintaining good relations with their customers. The management of good relationship is commonly referred to Customer Relationship Management (CRM). In general, CRM is focused on how to market something to customers and obtain value from them by using information technology. However, it ignores customers’ insight that can provide added value to the company's profits. That is what causes the need for Customer Experience Management (CEM) to handle the experience of customers to improve value for customers so that customers become loyal. More useful definition of CEM is handling customer interactions to build brand equity and increase the long-term profitability. The five-element approach known as SMART (strategy, metrics; alignment, redesign and technology) has a positive impact for the company. In the end customers can actualize themselves, through a company's brand and products.
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Banyte, Jurate, and Aiste Dovaliene. "Relations between Customer Engagement into Value Creation and Customer Loyalty." Procedia - Social and Behavioral Sciences 156 (November 2014): 484–89. http://dx.doi.org/10.1016/j.sbspro.2014.11.226.
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Meire, Matthijs, Kelly Hewett, Michel Ballings, V. Kumar, and Dirk Van den Poel. "The Role of Marketer-Generated Content in Customer Engagement Marketing." Journal of Marketing 83, no. 6 (September 9, 2019): 21–42. http://dx.doi.org/10.1177/0022242919873903.
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Despite the demonstrated importance of customer sentiment in social media for outcomes such as purchase behavior and of firms’ increasing use of customer engagement initiatives, surprisingly few studies have investigated firms’ ability to influence the sentiment of customers’ digital engagement. Many firms track buyers’ offline interactions, design online content to coincide with customers’ experiences, and face varied performance during events, enabling the modification of marketer-generated content to correspond to the event outcomes. This study examines the role of firms’ social media engagement initiatives surrounding customers’ experiential interaction events in influencing the sentiment of customers’ digital engagement. Results indicate that marketers can influence the sentiment of customers’ digital engagement beyond their performance during customers’ interactions, and for unfavorable event outcomes, informational marketer-generated content, more so than emotional content, can enhance customer sentiment. This study also highlights sentiment’s role as a leading indicator for customer lifetime value.
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Abror, Abror, Dina Patrisia, Yunita Engriani, Susi Evanita, Yasri Yasri, and Shabbir Dastgir. "Service quality, religiosity, customer satisfaction, customer engagement and Islamic bank’s customer loyalty." Journal of Islamic Marketing 11, no. 6 (November 27, 2019): 1691–705. http://dx.doi.org/10.1108/jima-03-2019-0044.
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Purpose The purpose of this study is to investigate the influential factors of customer loyalty to Islamic banks, namely, service quality, customer satisfaction, customer engagement and religiosity. Design/methodology/approach This study is a survey of 335 Islamic bank customers in West Sumatra, Indonesia. This research deployed purposive sampling and analyzed the data by using covariance-based structural equation modeling. Findings Service quality has a positive and significant impact on customer satisfaction. Religiosity has a significant and negative moderating impact on the service quality–customer satisfaction relationship. Service quality has no significant influence on customer loyalty. Customer satisfaction is a significant antecedent of customer engagement and loyalty. Finally, customer engagement has a significant and positive effect on customer loyalty. Research limitations/implications This study is a combination of cross-sectional and a single-country case. Accordingly, the results may not be representative of other countries. Similar studies in longitudinal data collection are conducted in other countries (e.g. ASEAN countries), which would therefore be worthwhile. Some antecedents of customer loyalty have been neglected in this study (e.g. customer value co-creation and customer commitment); hence, the future study may investigate those factors. Practical implications By considering these Islamic banks’ antecedents, the Islamic banks might enhance their customer loyalty. Also, this study has revealed the moderating role of religiosity in a loyalty relationship. Therefore, it will give insights for the Islamic bank managers in decision-making. Originality/value This study has revealed the moderating role of religiosity on the link between service quality and customer satisfaction in Islamic banks, which is, to the authors’ knowledge, neglected in the previous studies. The customers with high religiosity will have a higher standard of satisfaction and demand a better service quality than the customers with low religiosity. This study has also examined the relationships between service quality, religiosity, customer satisfaction, customer engagement and loyalty as a whole, which have been limited previously.
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Monferrer, Diego, Miguel Angel Moliner, and Marta Estrada. "Increasing customer loyalty through customer engagement in the retail banking industry." Spanish Journal of Marketing - ESIC 23, no. 3 (December 2, 2019): 461–84. http://dx.doi.org/10.1108/sjme-07-2019-0042.
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Purpose This study aims to determine the main antecedents of customer engagement (market orientation, satisfaction, emotions and self-brand connection) and the relationship between customer engagement and customer loyalty in the retail-banking context. Design/methodology/approach A theoretical model of effects is tested using dyadic methodology, based on 225 dyads (bank branch manager–average of five branch customers). The authors use structural equation modelling (EQS 6.1) to test the relationships. Findings The results reveal a strong relationship between customer engagement and customer loyalty. Satisfaction is the main antecedent of customer engagement. Self-brand connection and emotions during the service also have a significant influence. Finally, branch market orientation has a positive influence on satisfaction and emotions. Research limitations/implications The first concerns the transversal data used. Geographical context is the second limitation. Third, the study sample only included customers with experience of the financial services of a specific bank (online customers are not included). Finally, the dyads are based on the opinion of the branch manager, on one hand, and an average of five customers per branch, on the other. Practical implications The combination of the branding strategy at the corporate level and the relationship marketing strategy at branch office level creates a situation in which customer engagement and customer loyalty can thrive. The communication campaigns designed to promote the brand image and associate brand values with the personality of the banks’ current and potential customers help to create an emotional bond that represents a switching cost for the customer. The moments of truth in branch offices are crucial aspects in the retail bank strategy. Originality/value First, from the conceptual perspective, it establishes a direct relationship between customer engagement and customer loyalty. Second, it empirically tested Pansari and Kumar’s (2017) customer engagement framework, which establishes customer satisfaction and customer emotions as the antecedents of customer engagement. Third, the study took an innovative step in establishing two levels of customer emotions in the retail bank context: emotions generated by corporate branding and emotions that arise during the experience of purchase and consuming. Fourth, the study shows that the market orientation adopted not at the macro corporate level but at the individual branch level is crucial to the generation of positive relational outcomes in the service the customer receives. The fifth contribution is related to the fact that the research streams associated with market orientation and relationship quality have traditionally been studied in isolation.
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Benjarongrat, Pichate, and Mark Neal. "Exploring the service profit chain in a Thai bank." Asia Pacific Journal of Marketing and Logistics 29, no. 2 (April 10, 2017): 432–52. http://dx.doi.org/10.1108/apjml-03-2016-0061.
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Purpose The purpose of this paper is to explore the service profit chain (SPC) in a Thai bank, to identify which service features customers understand to be most important in their customer satisfaction and engagement. Through this it is intended to evaluate and refine the SPC model. Design/methodology/approach The research involved two phases: a qualitative inductive process of interviews with bank customers to identify what they considered to be the most important aspects of service in their own customer satisfaction/engagement; second, a survey phase, which theoretically developed these aspects of service, and operationalized them as variables for testing in a refined SPC model. Findings The key service features for customers in their satisfaction and engagement were found to be convenience, courtesy, competence and internal branding. All had positive relationships with customer satisfaction/customer engagement. Customer engagement/satisfaction were further found to correlate with customer retention and acquisition. Interestingly, whereas all four service variables correlated with customer engagement and satisfaction, two of the variables – courtesy and internal branding – had stronger relationships with customer engagement. Practical implications The inductive modeling and refinement of the SPC approach can be employed in different companies and cultural contexts to identify which features of service are most important to customers in influencing their customer satisfaction/engagement. Originality/value This is the first study to use/evaluate the SPC approach in the Thai banking context; the first to use inductive methods to identify relationships between service features and customer satisfaction/engagement; and the first to examine courtesy, competence, convenience and internal branding in a holistic model with customer satisfaction/engagement and customer retention/acquisition.
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Mohd-Ramly, Suhaily, and Nor Asiah Omar. "Exploring the influence of store attributes on customer experience and customer engagement." International Journal of Retail & Distribution Management 45, no. 11 (November 13, 2017): 1138–58. http://dx.doi.org/10.1108/ijrdm-04-2016-0049.
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Purpose The global retail landscape has changed drastically. The rising role of Asia as one of the fastest growing international retail penetration and expansion will continue to make the region to be the driving force in world economic growth. However, the ambitious expansion plans are making the retail sector to be more challenging. Emphasizing on the customer experience and enhancing the value proposition to customers are undeniably vital factors for the long-term survival of any retail business. Therefore, the purpose of this paper is to examine the influence of store attributes on customer experience and customer engagement in the context of department store in Malaysia. Subsequently, the influence of customer experience on customer engagement is also analyzed. Design/methodology/approach Using drop and collect survey, 484 valid responses of department store cardholders of age 18 years and above in the area Klang Valley, Malaysia, were collected. PLS structural equation modeling was used to test the hypotheses of this study. Findings Results revealed that customer experience is influenced by merchandise, store atmosphere, and loyalty program, while customer engagement is influenced by merchandise, communication, interpersonal communication, and loyalty. In contrast, post-transaction services were found to have non-significant impact on both customer experience and customer engagement. Analysis also revealed a strong relationship between customer experience and customer engagement. Research limitations/implications This study is carried out on customers of department store in Malaysia. However, the researchers urge other researchers to replicate the study from different countries and category of department stores. Originality/value Retail researchers recognize little knowledge on the contribution of store attributes to customer experience and customer engagement. This paper represents original research that encourages foreign retailers to employ service-dominant logic as a new marketing thought in designing strong customer engagement and experience strategies to capture the Malaysia market.
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Chomvilailuk, Rojanasak, and Ken Butcher. "The impact of strategic CSR marketing communications on customer engagement." Marketing Intelligence & Planning 36, no. 7 (October 1, 2018): 764–77. http://dx.doi.org/10.1108/mip-10-2017-0248.
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Purpose The purpose of this paper is to determine the effectiveness of strategic corporate social responsibility (CSR) initiatives that seek to enhance customer engagement, through different forms of positive word of mouth. Design/methodology/approach A total of 258 responses were collected from customers of mobile telephone service providers, and analysed using t-tests, ANOVA and structural equation modelling. The survey embedded a realistic press release, purporting to originate from the respondent’s service provider, communicating CSR information. Findings Mobile telephone users are largely indifferent to CSR communication activities but segments of the market respond differently. Customer-perceived community value of the strategic CSR initiative to the intended beneficiary of the activity was found to be an effective antecedent of customer engagement. Research limitations/implications Alternative modes of customer engagement have the potential to enhance customer discourse. Customer-perceived community value of the strategic initiative provides further explanatory power to the CSR–customer relationship. Practical implications Customer-perceived community value can be used as a planning tool for marketers to gauge the effectiveness of CSR advertising campaigns before launch. Managers can adapt their CSR communications message to better reflect customer concerns. Social implications NGOs that offer greater perceived community value can partner with companies more successfully. Originality/value A holistic CSR-centric approach to evaluate strategic CSR initiatives and determine their influence on alternative forms of customer engagement is novel.
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Hammedi, Wafa, Jay Kandampully, Ting Ting (Christina) Zhang, and Lucille Bouquiaux. "Online customer engagement." Journal of Service Management 26, no. 5 (October 19, 2015): 777–806. http://dx.doi.org/10.1108/josm-11-2014-0295.
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Purpose – The emergence and success of online brand communities in the marketplace have attracted considerable interest; this study seeks to determine the conditions in which people create social environments by investigating the drivers of connections to a focal online brand community and other brand communities. The purpose of this paper is to investigate the composition of multi-community networks, focussing on the density and centrality of brand communities. Design/methodology/approach – On the basis of insights from prior literature, the proposed model examines customers’ social relationships with multiple brand communities. A survey of 290 participants spans eight brand communities. The modeling process used structural equation modeling; the analysis of the social relationship among brand communities relied on an ego network approach. Findings – Two drivers prompt connections to other online brand communities. First, personal identification with a core brand community enhances connections to other communities. Second, some core brand members choose a functionality-driven approach in creating social environments. Practical implications – For marketers, this study highlights the importance of positioning the brand community as part of a social environment. To strengthen customer-brand relationships, marketers should focus on community members’ multiple memberships. Originality/value – This paper extends understanding of online brand community members’ motivations to participate in a focal brand community. It also explains the creation of a social environment, through a careful consideration of participation in different brand communities and their relationships.
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Altschwager, Teagan, Jodie Conduit, Tatiana Bouzdine-Chameeva, and Steve Goodman. "Branded marketing events: engaging Australian and French wine consumers." Journal of Service Theory and Practice 27, no. 2 (March 13, 2017): 336–57. http://dx.doi.org/10.1108/jstp-04-2015-0108.
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Purpose The purpose of this paper is to introduce the term branded marketing events (BMEs), and examine the role of its experiential components as a strategic tool for the facilitation of customer brand engagement. This study examines five experiential components of BMEs at events held in Australia and France to determine their respective impact on customer brand engagement. Design/methodology/approach Surveys were distributed to attendees of ten events by six wine brands in South Australia, and six events in five sub-regions of Bordeaux. Findings Findings suggest that BMEs influence customers’ brand engagement and brand purchase intention in both Australia and France. However, the experiential components within the events had differing effects. Australian customers were influenced by cognitive, sensorial, and relational experiences and their increased customer brand engagement strongly influenced brand purchase intention. French customers, however, required pragmatic event experiences to build brand engagement. Originality/value Recognizing their mutual experiential and interactive foundations, this study integrates the research domains of marketing events, customer experiences and customer brand engagement, and contributes to the strategic understanding of how branded event experiences facilitate customer brand engagement.
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C. Barnes, Donald, Joel E. Collier, and Stacey Robinson. "Customer delight and work engagement." Journal of Services Marketing 28, no. 5 (August 5, 2014): 380–90. http://dx.doi.org/10.1108/jsm-02-2013-0051.
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Purpose – The purpose of the current research is to evaluate how customer contact level and customer service-based role conflict influence the relationship between customer emotions and work engagement, while simultaneously evaluating psychological capital as an outcome of work engagement. Customer service research highlights the impact of employee attitudes and behaviors on customer satisfaction. More recently, this relationship has been examined in reverse, evaluating how customer emotions influence the employee. Unfortunately, previous research has not evaluated variables that inhibit the impact of customer emotions on the employee. Design/methodology/approach – Data were collected from frontline employees across high and low customer contact service contexts. The hypothesized relationships were tested using structural equation modeling. Findings – This research provides empirical evidence that employee-perceived customer delight impacts employee work engagement. However, through a process of feedback, customer service-based role conflict impacts the relationship between customer emotions and employee emotions. Finally, the conceptual model illustrates how engaged employees can create their own personal resources vis-à-vis the broaden-and-build theory of positive emotions. Research limitations/implications – This research identifies both antecedent and outcomes variables associated with work engagement, as well as identified mediating factors. Practical implications – Results suggest that the quality and level of contact that frontline employees have with customers impact their work engagement. Furthermore, engaged frontline employees have the ability to create their own personal resources. Originality/value – This research makes contributions to the understanding of the impact of positive customer emotions on frontline employees.
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Rather, Raouf Ahmad, Shehnaz Tehseen, and Shakir Hussain Parrey. "Promoting customer brand engagement and brand loyalty through customer brand identification and value congruity." Spanish Journal of Marketing - ESIC 22, no. 3 (December 17, 2018): 319–37. http://dx.doi.org/10.1108/sjme-06-2018-0030.
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Purpose On the basis of the social identity and congruity theories, the present research aims to propose that value congruity directly affects customer–brand identification (CBI), affective brand commitment and customer–brand engagement (CBE), which, in turn, paves the way for advancing consumer relationships with hospitality brands, as measured through brand loyalty. As such, this study serves to enhance existing insight into customer relationship management dynamics, with a particular focus on hospitality brands. Design/methodology/approach The present study develops a theoretical framework that is empirically investigated by using confirmatory factor analysis and structural equation modelling analyses. Data were collected by using a self-administered questionnaire of 340 customers of four- and five-star hotel brands in India. Findings The results suggest value congruity as an important driver of CBI, affective commitment and CBE within hospitality brands. The results also reveal CBI to act as a significant predictor of affective commitment, CBE and brand loyalty. Furthermore, affective commitment and CBE are the significant drivers of loyalty to hospitality brands. Research limitations/implications The research is exploratory in nature and is restricted to four- and five-star hotel customers, thereby reflecting important limitations of this study. Given these issues, ample opportunities exist for further research to further explore and/or validate the reported findings. Practical implications The current research provides new insights for marketing practitioners planning or implementing long-term customer relationship management strategi3es that centre on customer–brand identification, customer–brand engagement and brand loyalty. Originality/value Despite existing insights, empirical investigation into the proposed conceptual relationships remains limited to date, particularly in the hospitality industry. By offering empirical evidence in this area, this study adds to the extant body of knowledge on CBI/CBE-centric customer relationship management.
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Naumann, Kay, Jana Lay-Hwa Bowden, and Mark Gabbott. "Exploring customer engagement valences in the social services." Asia Pacific Journal of Marketing and Logistics 29, no. 4 (September 11, 2017): 890–912. http://dx.doi.org/10.1108/apjml-08-2016-0144.
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Purpose Minimal attention is given to the negative valences of customer engagement and how they manifest in ways that detract from service value. The purpose of this paper is to uncover the meaning and conceptual dimensions of disengagement and negative engagement in conjunction with positive engagement. It explores how three valences of engagement manifest towards dual objects: the service community and the focal service organisation. This exploration is based within a new and novel social service context. Design/methodology/approach A qualitative approach using (four) focus groups is used. Findings A conceptual model of customer engagement is derived from the groups that include strongly held and positive customer engagement; passive, yet negatively orientated customer disengagement; and active and destructive negative customer engagement. Positive customer engagement is found to be directed at the service community object, whereas customer disengagement and negative engagement are directed at the focal service organisation object. A spillover effect is also revealed whereby negative engagement with the focal service organisation detracts from customers’ positive engagement within their service community. This suggests that engagement within a social service is multifaceted: several engagement valences may exist within one service relationship. It also suggests that these engagement valences are interrelated. Originality/value This is the first paper to apply three valences of engagement within the one focal relationship and examine how they manifest towards two objects, providing a unique perspective of how different interactions within the service ecosystem can influence engagement.
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Nguyen, Bang, Kirk Chang, and Lyndon Simkin. "Customer engagement planning emerging from the “individualist-collectivist”-framework." Marketing Intelligence & Planning 32, no. 1 (January 28, 2014): 41–65. http://dx.doi.org/10.1108/mip-11-2012-0130.
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Purpose – Today marketers operate in globalised markets, planning new ways to engage with domestic and foreign customers alike. While there is a greater need to understand these two customer groups, few studies examine the impact of customer engagement tactics on the two customer groups, focusing on their perceptual differences. Even less attention is given to customer engagement tactics in a cross-cultural framework. In this research, the authors investigate customers in China and UK, aiming to compare their perceptual differences on the impact of multiple customer engagement tactics. Design/methodology/approach – Using a quantitative approach with 286 usable responses from China and the UK obtained through a combination of person-administered survey and computer-based survey screening process, the authors test a series of hypotheses to distinguish across-cultural differences. Findings – Findings show that the collectivists (Chinese customers) perceive customer engagement tactics differently than the individualists (UK customers). The Chinese customers are more sensitive to price and reputation, whereas the UK customers respond more strongly to service, communication and customisation. Chinese customers’ concerns with extensive price and reputation comparisons may be explained by their awareness towards face (status), increased self-expression and equality. Practical implications – The findings challenge the conventional practice of using similar customer engagement tactics for a specific market place with little concern for multiple cultural backgrounds. The paper proposes strategies for marketers facing challenges in this globalised context. Originality/value – Several contributions have been made to the literatures. First, the study showed the effects of culture on the customers’ perceptual differences. Second, the study provided more information to clarify customers’ different reactions towards customer engagement tactics, highlighted by concerns towards face and status. Third, the study provided empirical evidence to support the use of multiple customer engagement tactics to the across cultural studies.
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Chen, Ja-Shen, Hung-Tai Tsou, Cindy Yunhsin Chou, and Ciou-Hua Ciou. "Effect of multichannel service delivery quality on customers’ continued engagement intention." Asia Pacific Journal of Marketing and Logistics 32, no. 2 (October 4, 2019): 473–94. http://dx.doi.org/10.1108/apjml-12-2018-0508.
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Purpose Drawing on the extant multichannel service quality literature and customer needs regarding the experiential value of online and offline shopping, the purpose of this paper is to examine the relationships among multichannel service delivery quality (MSDQ), customer experiences, continued engagement intentions and customer involvement. Design/methodology/approach A research model with five hypotheses was proposed. Data were collected from 911 Taiwanese consumers who had a minimum of two years of multichannel shopping experience. The consumers were asked to complete a survey about their experience with MSDQ. Structural equation modelling was adopted to analyse the data. Findings The results of the analysis suggest that MSDQ positively impacts customer experiences, which in turn influence their continued engagement intentions. Furthermore, the analysis found that customer involvement positively moderates the effects of MSDQ on customer experiences. Research limitations/implications This study adopts the customer experience view to examine the effect of a holistic MSDQ design (including information transparency and accessibility and channel integration) on continued engagement intentions. By integrating a different conceptual lens, this study investigates the relationships among multichannel service quality, customer experiences and customer involvement, which adds alternative insights to the existing findings. Practical implications Managers must provide approaches to enhance the customer experiential values of utilitarianism, aesthetic appeal and playfulness; facilitate the information flow to be transparent and easily accessible; and provide different degrees of service based on customers’ experiences with their multichannel services to satisfy all consumers’ shopping needs. Originality/value The literature has focussed primarily on service providers’ technology capabilities and resources to design multichannel delivery systems. However, this study develops an MSDQ model and investigates its effects on customers’ experiences and continued engagement intentions.
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Demangeot, Catherine, and Amanda J. Broderick. "Engaging customers during a website visit: a model of website customer engagement." International Journal of Retail & Distribution Management 44, no. 8 (August 8, 2016): 814–39. http://dx.doi.org/10.1108/ijrdm-08-2015-0124.
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Purpose A customer’s visit to a retail website is a critical “moment of truth” during which contemporary retailers attempt to simultaneously, during a single web navigation, capture customers’ attention, build rapport, and prompt them to act. By showing how to capture customer commitment over the course of a single website visit, the concept of customer website engagement, defined as “the process of developing cognitive, affective and behavioural commitment to an active relationship with the website”, addresses strategic concerns. Drawing from literature on engagement, the purpose of this paper is to consider how retail websites can engage customers during the course of a website navigation. A conceptual model of website customer engagement underpinned by relationship marketing and communication knowledge, shows how perceptions of the website’s exploration and sense-making potential can activate consumer engagement, and is then empirically tested. Design/methodology/approach Using survey data, measures of the four dimensions of engagement (interaction engagement, activity engagement, behavioural engagement, and communication engagement) and of three drivers are developed and validated. The model is tested empirically (n=301) using structural equation modelling. Findings The results support the process conceptualisation of engagement, which identifies organismic as well as conative stages, and show the distinct roles played by perceptions of informational exploration, experiential exploration and sense-making in activating engagement. Practical implications The study provides online retailing practice with an organising framework enabling online retailing managers to consider how, depending on their product category and their size, they might (re)design their website to optimally produce customer engagement. Originality/value The study contributes to online marketing and retailing knowledge by showing the relevance of the concept of engagement as it pertains to customers’ single navigations on retail websites, and by empirically showing, through a parsimonious model, how engagement can be activated and unfold.
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de Silva, Thanuka Mahesha. "Building relationships through customer engagement in Facebook brand pages." Marketing Intelligence & Planning 38, no. 6 (November 22, 2019): 713–29. http://dx.doi.org/10.1108/mip-02-2019-0085.
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Purpose Social media brand pages have emerged as an influential relationship-building tool and continue to grow in popularity as an integral part of the marketing strategy across diverse industries. Hence, the purpose of this paper is to provide a framework for building relationships through customer engagement in Facebook brand pages (FBPs). Design/methodology/approach Using a sample of 327 undergraduate Facebook users in Sri Lanka, the conceptual model of the study depicting relationships between eight latent constructs, is tested using structural equation modeling (SEM) in AMOS 21 statistical software. Findings The data analysis reveals that customer engagement with FBPs is positively influenced by customer motivations; information, remuneration, social interaction and personal identity in apparel/fashion, FMCG and hotel/restaurant FBPs. However, the relationship between entertainment motive and customer engagement is found to be insignificant. Additionally, customer engagement is found to be positively related to FBP trust and FBP commitment. Further, the study highlights that the different types of FBPs are guided by different relationship principles. Hence, the strength of the relationships between customer motivations and customer engagement, and, further, the relationships between customer engagement and FBP-specific relationship outcomes are dependent upon the type of the FBP. Moreover, customer engagement is found to be mediating the relationships between motivations (information, remuneration, social interaction and personal identity) and FBP trust. Practical implications The study provides strategies for FBP marketers. It emphasizes the value of FBPs as an effective marketing tool to build up relationships with customers. Marketers are advised to identify and address what customers expect from the FBPs to engage them on FBPs and strengthening their relationship with the FBP itself. Originality/value The study provides insights into the nature of engagement in FBPs by incorporating the motivations and FBP-specific relationship outcomes of customer engagement in a single framework. The study focuses on the development of a framework explaining the role of customer engagement in building customer relationships with the FBP itself, rather than with the brand.
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Baden-Fuller, Charles, Alessandro Giudici, Stefan Haefliger, and Mary S. Morgan. "Customer Engagement Mechanisms: Strategies for Value Creation and Value Capture." Academy of Management Proceedings 2018, no. 1 (August 2018): 13226. http://dx.doi.org/10.5465/ambpp.2018.13226abstract.
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Aoki, Kei. "Social value created by co-creation - new aspects of consumer participation." Impact 2021, no. 2 (February 26, 2021): 82–84. http://dx.doi.org/10.21820/23987073.2021.2.82.
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The advent of the internet has increased the means by which consumers can make positive contributions to enhance brand value. There are many significant benefits associated with building sustainable relationships with customers, especially if it becomes possible to forge connections with individuals to build acommunity or ecosystem through which customers interact with each other. Associate Professor Kei Aoki, based within the Hirao School of Management at Konan University in Japan, is carrying out research to understand customer engagement with brands, with a specific focus on customer-to-customer relationships and how they have an effect on participants' wellbeing.
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Piyathasanan, Bhuminan, Christine Mathies, Paul G. Patterson, and Ko de Ruyter. "Continued value creation in crowdsourcing from creative process engagement." Journal of Services Marketing 32, no. 1 (February 12, 2018): 19–33. http://dx.doi.org/10.1108/jsm-02-2017-0044.
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Purpose Crowdsourcing delivers creative ideas for the issuing firm, but participants’ engagement in the creative process also creates additional benefits to firms and participating customers. The purpose of this study is to investigate if these spill-over values endure over time. With data from two time point, i.e. at submission and after announcement of the contest winners, we examine the relationship between the degree of a participant’s creative process engagement (CPE) and value creation from a crowdsourcing contest, and how these perceptions of value change over time. Design/methodology/approach Data were collected from 154 participants in a crowdsourcing contest at two time points with an online survey: at submission, and after receiving feedback (in term of rankings, rewards, and comments) from the community. Partial Least Square path modelling was used to estimate both main and moderating effects. Findings CPE increases the perceived value of customers (social and epistemic value) and firms alike (knowledge-sharing intention and customer loyalty), though all but epistemic values decrease over time. Disconfirmation of expectations and need for recognition moderate these effects. Originality/value This paper is the first longitudinal study that helps understanding the effect of CPE on value creation from crowdsourcing across time. It also uses the theoretical lens of the honeymoon hangover effect to explain how perceived value changes. The resulting insights into the role of customer engagement in crowdsourcing contests and subsequent value creation will be beneficial to the growing research stream on consumer value co-creation and user innovation.
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Moliner, Miguel Ángel, Diego Monferrer-Tirado, and Marta Estrada-Guillén. "Consequences of customer engagement and customer self-brand connection." Journal of Services Marketing 32, no. 4 (July 9, 2018): 387–99. http://dx.doi.org/10.1108/jsm-08-2016-0320.
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Purpose The purpose of this paper is to analyze the impact of the customer engagement and customer self-brand connection on customer advocacy and firms’ financial performance. The research focuses on the financial sector and studies a complex organization with a uniform strategy, but which attends the public in different centers (bank branches). Design/methodology/approach A theoretical model of effects is tested using dyadic methodology, with 225 dyads (bank branch manager – average of five customers). The authors use structural equation modeling (EQS6.1) to test the relationships. Findings The results corroborate the hypotheses, with the exception of the influence of customer self-brand connection on financial performance. These analyses show that in the banking sector, where the intensive use of new information and technologies has led to a reduction in direct physical contact with the customer, the off-line experience continues to have a notable economic impact. Furthermore, investment in the brand from an experiential approach determines customer advocacy. Originality/value The contribution of this paper is twofold. This research analyzes from a theoretical and empirical perspective the impact of the customer engagement and customer self-brand connection on customer advocacy and firms’ financial performance.
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Black, Hulda G., Vincent Jeseo, and Leslie H. Vincent. "Promoting customer engagement in service settings through identification." Journal of Services Marketing 35, no. 4 (February 1, 2021): 473–86. http://dx.doi.org/10.1108/jsm-06-2020-0219.
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Purpose The purpose of this paper is to empirically test some of the consumer engagement frameworks that have been previously proposed in marketing literature. Design/methodology/approach Data were gathered via surveys distributed to members of a health club in the USA. Results were analyzed using structural equation modeling. Findings We found the effects of satisfaction on intercustomer support – the assistance received from other customers within a service setting – to be fully mediated by customer identification. The strength and direction of effects differed based on the type of identification. They also found an effect of satisfaction on customer patronage frequency. This effect was fully mediated by customer–employee identification. Practical implications The findings illustrate that, in most cases, intercustomer support can be built and enhanced by focusing on customer identification. Both customer–company and customer–customer identification had a positive effect on social/emotional and instrumental support; however, they did not influence a consumer’s patronage frequency. Conversely, customer–employee identification decreased perceptions of instrumental support, but increased perceptions of social/emotional support and patronage frequency. While the findings indicate that identification with a firm’s employees drives a customer’s patronage, firms must decide if the benefits received from increased patronage are worth the decreased instrumental support. Originality/value Past research has demonstrated the benefits of intercustomer support at both the firm and customer level, yet little research has investigated what enhances intercustomer social support in an organization. The research answers this question and illuminates some specific mechanisms that mediate this effect. Additionally, while previous research indicates that intercustomer support drives objective outcomes such as firm performance and loyalty intentions, we instead found these outcomes to be driven by customer–employee identification.