Palmatier / Kumar / Harmeling Customer Engagement Marketing

1. Auflage 2018
ISBN: 978-3-319-61985-9
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 332 Seiten

Reihe: Progress in Mathematics

This book provides a synthesis of research perspectives on customer engagement through a collection of chapters from thought leaders. It identifies cutting-edge metrics for capturing and measuring customer engagement and highlights best practices in implementing customer engagement marketing strategies. Responding to the rapidly changing business landscape where consumers are more connected, accessible, and informed than ever before, many firms are investing in customer engagement marketing. The book will appeal to academics, practitioners, consultants, and managers looking to improve customer engagement.  


Robert W. Palmatier is Professor of Marketing at the University of Washington, USA. He is the Editor-in Chief of Journal of Academy of Marketing Science. 
V. Kumar (VK) is the Regents Professor, Richard and Susan Lenny Distinguished Chair, and Professor in Marketing at Georgia State University, USA. VK has published over 250 articles, 25 books and has received over 25 Research and Teaching Excellence Awards.
Colleen Harmeling is Assistant Professor of Marketing and Dean's Emerging Scholar at Florida State University, USA. Her research has appeared in Journal of Marketing, Journal of International Business Studies, Marketing Science Institute Working Paper Series, and has been presented at numerous marketing conferences.

Autoren/Hrsg.

Palmatier, Robert W.

Kumar, V.

Harmeling, Colleen M.

Inhaltsverzeichnis

1;Dedication;5
2;Preface and Acknowledgments;6
3;Contents;9
4;List of Figures;12
5;List of Tables;13
6;Chapter 1: Customer Engagement Marketing;15
6.1;Customer Engagement: Introduction and Organizing Framework;15
6.2;Understanding Customer Engagement;17
6.3;Theory of Customer Engagement;18
6.4;Measuring Customer Engagement;25
6.5;Implementing Customer Engagement;26
6.6;Organization of the Book;29
6.6.1;Part 1: Antecedents of Customer Engagement;30
6.6.2;Part 2: Consequences of Customer Engagement;33
6.6.3;Part 3: Application Context of Customer Engagement;35
6.7;Conclusion;37
6.8;References;39
7;Part I: Antecedents of Engagement;42
7.1;Chapter 2: If You Build It Right, They Will Engage: A Study of Antecedent Conditions of Customer Engagement;43
7.1.1;Data Collection and Analysis;45
7.1.2;Findings;46
7.1.2.1;Critical Elements of Engagement Strategy;46
7.1.2.2;Individual Preconditions;55
7.1.3;Conclusion;58
7.1.4;Managerial Implications;60
7.1.5;Limitations and Future Research Directions;61
7.1.6;References;62
7.2;Chapter 3: Measuring and Managing Customer Engagement Value Through the Customer Journey;64
7.2.1;Introduction;64
7.2.2;Literature Review;66
7.2.2.1;Customer Journeys;66
7.2.2.2;Customer Management;67
7.2.2.3;Customer Relationship Management (CRM);69
7.2.2.4;Customer Experiences and Customer Journeys;69
7.2.2.5;Customer Engagement;70
7.2.2.6;Customer Engagement Value in the Context of the Customer Journey;71
7.2.2.6.1; Amazon’s Initiatives Toward Customer Engagement Value;72
7.2.3;Research Framework;74
7.2.3.1;Acquisition;75
7.2.3.1.1; What Is Known?;75
7.2.3.1.2; What Do We Need to Know?;75
7.2.3.2;Growth;76
7.2.3.2.1; What Is Known?;76
7.2.3.2.2; What Do We Need to Know?;76
7.2.3.3;Retention;77
7.2.3.3.1; What Do We Know?;77
7.2.3.3.2; What Do We Need to Know?;78
7.2.3.4;Win-Back;79
7.2.3.4.1; What Do We Know?;79
7.2.3.4.2; What Do We Need to Know?;79
7.2.4;Summary, Managerial Implications, and Future Research;79
7.2.5;References;82
7.3;Chapter 4: Customer Engagement Through Personalization and Customization;86
7.3.1;Engagement Goals Along the Customer Lifecycle;87
7.3.2;Reaching Engagement Goals Through  Customization and Personalization;89
7.3.2.1;Customization;89
7.3.2.2;Personalization;93
7.3.3;Contingency Factors Influencing the Applicability of Customization and Personalization;96
7.3.3.1;Customer Characteristics;97
7.3.3.2;Relationship Characteristics;98
7.3.4;Concluding Thoughts;100
7.3.5;References;101
7.4;Chapter 5: Managing Product Returns Within the Customer Value Framework;106
7.4.1;Introduction;106
7.4.2;The Relationship Between Product Returns and Customer Value;108
7.4.3;Antecedents of Customer Product Return Decisions;111
7.4.4;Seller’s Decisions During Pre-purchase Stage;111
7.4.5;Seller Return Policy in Post-purchase Stage;113
7.4.6;Monetary Leniency;114
7.4.7;Time Leniency;118
7.4.8;Scope Leniency;118
7.4.9;Effort Leniency;118
7.4.10;Exchange Leniency;119
7.4.11;Summary of Return Leniency;119
7.4.12;Customer Characteristics;119
7.4.13;Product Characteristics;120
7.4.14;Consequences of Customer Returns on Transactional and Non-transactional Behaviors;121
7.4.15;Impact on Future Purchase and Return Behavior;121
7.4.16;Impact on Customer Engagement Behaviors;122
7.4.17;Conclusion and Discussion;123
7.4.18;References;126
7.5;Chapter 6: Multi-tier Loyalty Programs to Stimulate Customer Engagement;130
7.5.1;Stimulating Customer Engagement;130
7.5.2;Multi-tier Loyalty Programs: Definition and Examples;131
7.5.2.1;Definition of Multi-tier Loyalty Programs;131
7.5.2.2;Examples of Multi-tier Loyalty Programs;132
7.5.3; Mechanisms to Stimulate Customer Engagement;135
7.5.3.1;Monetary and Non-monetary Rewards (Instrumental Benefits);135
7.5.3.2;Status (Symbolic Benefits);137
7.5.3.3;Customer-Company Identification (Emotional Benefits);138
7.5.3.4;Consumer Learning (Cognitive Benefits);140
7.5.4;The Dark Side of MTLPs;141
7.5.5;Conclusion;145
7.5.6;References;146
7.6;Chapter 7: Happy Users, Grumpy Bosses: Current Community Engagement Literature and the Impact of Support Engagement in a B2B Setting on User and Upper Management Satisfaction;151
7.6.1;Introduction;151
7.6.2;Literature Overview;153
7.6.3;Conceptual Development and Hypotheses;158
7.6.3.1;Sources of Service Support;158
7.6.3.2;Job Function Heterogeneity;162
7.6.3.3;Hypotheses;165
7.6.4; An Illustrative Example;166
7.6.4.1;Data and Sample;166
7.6.4.2;Measures;167
7.6.4.3;Modeling Approach;168
7.6.5;Results;169
7.6.5.1;Factor Analysis;169
7.6.5.2;Regression Results;169
7.6.5.3;Robustness Checks;171
7.6.6;Discussion;172
7.6.6.1;Theoretical Implications;172
7.6.6.2;Managerial Implications;173
7.6.6.3;Further Research Opportunities;174
7.6.7;References;175
8;Part II: Consequences of Customer Engagement;180
8.1;Chapter 8: Customer Engagement and Employee Engagement: A Research Review and Agenda;181
8.1.1;How Customers and Employees Affect Organizational Performance;182
8.1.2;Customer Engagement and Employee Engagement: Definition;183
8.1.3;Theoretically Integrating Customer Engagement and Employee Engagement;184
8.1.4;Customer Engagement and Employee Engagement: Empirical Assessment;196
8.1.5;Customer Engagement and Employee Engagement: Contingent Factors;198
8.1.6;Outcomes of Customer Engagement and Employee Engagement;199
8.1.7;Methodological Issues in Examining Customer Engagement and Employee Engagement;201
8.1.8;Conclusion;202
8.1.9;References;203
8.2;Chapter 9: The Disruptive Impact of Customer Engagement on the Business-to-Consumer Sales Force;210
8.2.1;Introduction;210
8.2.2; Focus Group and Literature Review: Key Challenges in Selling to Engaged Customers;214
8.2.2.1;Theme 1: Customer and Salesperson Incongruence;214
8.2.2.2;Theme 2: Customer’s Minds Are Made Up;216
8.2.2.3;Theme 3: Customers Believe Themselves to Be Well-Informed;218
8.2.3;Proposed Solution;220
8.2.4;References;224
9;Part III: Application Context of Customer Engagement;226
9.1;Chapter 10: Creating Stronger Brands Through Consumer Experience and Engagement;227
9.1.1;How Are Brands Evolving?;228
9.1.2;What Is an Experientially Engaging Brand?;229
9.1.3;Is Experiential Engagement Different from Traditional Constructs and Metrics?;234
9.1.4;Do Experientially Engaging Brands Perform Better?;235
9.1.5;Why Might Experientially Engaging Brands Perform Better?;238
9.1.6;Can All Brands Be Experientially Engaging?;240
9.1.7;What About Social Media Behavior?;241
9.1.8;What Is the Future Significance of Experientially Engaging Brands?;243
9.1.9;References;244
9.2;Chapter 11: From Customer to Partner Engagement: A Conceptualization and Typology of Engagement in B2B;249
9.2.1;Introduction;249
9.2.2;A B2B Perspective on Engagement;251
9.2.2.1;Specific Properties of B2B Markets and Their Implications for Engagement;252
9.2.2.2;From Customer Engagement to Partner Engagement;255
9.2.3;A Typology of B2B Partner Engagement;258
9.2.3.1;Overview of the Typology;258
9.2.3.2;Insights from the Typology;261
9.2.3.2.1;Level of Partner Engagement Behavior;263
9.2.3.2.2;Depth of Resource Integration;263
9.2.3.2.3;Conditions for Different Partner Engagement Types;264
9.2.3.2.4;Special Cases;265
9.2.3.2.5;Importance of Strategic Engagement in B2B;266
9.2.4;Discussion;267
9.2.4.1;Summary;267
9.2.4.2;Managerial Implications;268
9.2.4.3;Avenues for Future Research;268
9.2.5;References;270
9.3;Chapter 12: Engaging with Brands: The Influence of Dispositional and Situational Brand Engagement on Customer Advocacy;275
9.3.1;Introduction;275
9.3.2;Engagement from Customers to Brands;277
9.3.2.1;Dispositional Brand Engagement;278
9.3.2.2;Situational Brand Engagement;280
9.3.3;Hypotheses Development;280
9.3.3.1;BESC and Situational Brand Engagement;280
9.3.3.2;Brand Schematicity and Situational Brand Engagement;282
9.3.3.3;Brand Engagement and Customer Advocacy;283
9.3.4;Method;284
9.3.4.1;Participants;284
9.3.4.2;Procedure;285
9.3.5;Results;286
9.3.5.1;Measurement Model and Common Method Variance;286
9.3.5.2;Descriptive Statistics;286
9.3.5.3;Structural Equation Modeling (SEM) Analysis;287
9.3.6;General Discussion;290
9.3.6.1;Theoretical Implications;291
9.3.6.2;Managerial Implications;293
9.3.7;Appendix: Scale Items;294
9.3.8;References;295
9.4;Chapter 13: The Emotional Engagement Paradox;299
9.4.1;Emotional Engagement;301
9.4.2;Data and Methodology;302
9.4.2.1;Measures;303
9.4.2.2;Analysis;304
9.4.3;Conclusion;306
9.4.4;What’s Next? Relative Metrics and Share of Engagement;307
9.4.5;References;309
9.5;Chapter 14: Conclusion: Informing Customer Engagement Marketing and Future Research;312
9.5.1;Designing Customer Engagement Marketing Initiatives;314
9.5.1.1;Facilitating Customer Engagement;314
9.5.1.2;Incentivizing Customer Engagement;319
9.5.1.3;Capturing Value from Customer Engagement;320
9.5.2;Deploying Customer Engagement Marketing Initiatives;322
9.5.2.1;Targeting Customers for Engagement Initiatives;322
9.5.2.2;Determining Timing of Engagement Initiatives and Exposure to Customer Engagement;324
9.5.3;Potential Dangers of Customer Engagement Marketing;325
9.5.4;References;326
10;Index;329