Strategic customer engagement marketing: A decision making framework

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

Journal of Business Research, 2018, vol. 92, issue C, 61-70

Abstract: 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 transformed 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 integrative 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.

Keywords: Customer engagement marketing; Relationship marketing; Customer experience; Grounded theory; Strategic decision making framework; Consumer-brand relationships (search for similar items in EconPapers)
Date: 2018
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (31)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:92:y:2018:i:c:p:61-70

DOI: 10.1016/j.jbusres.2018.07.017

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