TY - JOUR
T1 - Strategic customer engagement marketing: A decision making framework
AU - Alvarez-Milán, Agarzelim
AU - Felix, Reto
AU - Rauschnabel, Philipp A.
AU - Hinsch, Christian
PY - 2018/11
Y1 - 2018/11
N2 - 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.
AB - 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.
UR - https://doi.org/10.1016/j.jbusres.2018.07.017
UR - http://www.scopus.com/inward/record.url?scp=85050131564&partnerID=8YFLogxK
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U2 - 10.1016/j.jbusres.2018.07.017
DO - 10.1016/j.jbusres.2018.07.017
M3 - Article
SN - 0148-2963
VL - 92
SP - 61
EP - 70
JO - Journal of Business Research
JF - Journal of Business Research
ER -