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Customer Engagement as a New Perspective in Customer Management
In: Journal of service research, Volume 13, Issue 3, p. 247-252
ISSN: 1552-7379
Since 2000, customer management (CM) research has evolved and has had a significant impact on the marketing discipline. In an increasingly networked society where customers can interact easily with other customers and firms through social networks and other new media, the authors propose that customer engagement is an important new development in CM. Customer engagement is considered as a behavioral manifestation toward the brand or firm that goes beyond transactions. The authors propose a conceptual model of the antecedents, impediments, and firm consequences of customer engagement and relate this model to seven articles appearing in the special issue on customer engagement.
The Short‐ and Long‐Term Effects of Measuring Intent to Repurchase
In: Journal of consumer research: JCR ; an interdisciplinary journal, Volume 31, Issue 3, p. 566-572
ISSN: 1537-5277
SSRN
Working paper
Seven Barriers to Customer Equity Management
In: Journal of service research, Volume 5, Issue 1, p. 77-85
ISSN: 1552-7379
The article reviews the evolution from brand-centered marketing to customer-centered marketing and the beginnings of a focus on viewing the customer as an asset. It illustrates the practice by describing the use of a loyalty program to identify and respond to high-potential customers in the market for business-class hotels. Next, it considers seven challenges that impede wider adoption of customer equity management and concludes with a schematic model of customer-centered marketing management.
Managing Marketing Channel Multiplicity
In: Journal of service research, Volume 13, Issue 3, p. 331-340
ISSN: 1552-7379
Advances in information technology and changing customer needs for channel service outputs have dramatically affected the routes to markets in many industries. The authors propose that these changes have led to significant alterations in how customers interact with firms and consequently to a phenomenon that we dub ''channel multiplicity.'' Channel multiplicity is characterized by the customer's reliance on multiple sources of information from independent (and often disparate) channel organizations and increasing demand for a seamless experience throughout the buying process. The authors identify the new market operating realities driving channel multiplicity and provide an overview of the consequences for channel design and channel management: a broadened view of products and services, channel leadership challenges, alterations in channel structure, and an expanded view of distribution intensity. The authors also identify issues triggered by these developments, which calls for further research in this field.