Strategic customer engagement marketing: A decision making framework

Agarzelim Alvarez-Milán, Reto Felix, Philipp A. Rauschnabel, Christian Hinsch

Research output: Contribution to journalArticlepeer-review

96 Citations (Scopus)


Drawing on social exchange theory (SET), this research explores customer engagement (CE) as a firm-initiated resource. Based on interviews with 41 managers from 34 companies, a five-facet, strategic customer engagement marketing (CEM) decision making framework emerges. CE Conceptualization differentiates between behavioral and psychological engagement. CE Target refers to who is engaged with the firm through CE (end-users or intermediaries such as retailers or distributors). CE Domain distinguishes between online and offline contexts. CE Experiential Routes differentiates absorption (controlled by the firm) from appropriation (controlled or trans- formed by the customer). Finally, CE Value demarcates customer interactional value from customer multiplier value. The decision options identified for each facet are interrelated and firms are advised to follow an in- tegrative approach to CEM. However, acknowledging SET's emphasis on cost-benefit ratios and opportunity costs, suggestions for potential moderators to the CEM framework are provided.
Original languageEnglish
Pages (from-to)61-70
Number of pages10
JournalJournal of Business Research
Publication statusPublished - Nov 2018

All Science Journal Classification (ASJC) codes

  • Marketing


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