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Entwicklungen und Erfahrungen seit Einführung der Klausel für Indiens Zahlungen 1959. (DSE/DÜI)

The sixth president of the Republic of Singapore, S.R. Nathan, talks about leadership and innovation as the key foundation stones in Singapore's growth story in this interview with Rajendra Srivastava.

Despite the significant strides made in the customer engagement literature, the need to understand any marketing actor's engagement (vs. merely the customer's) is increasingly recognized. Therefore, the budding actor engagement (AE) concept, which is commonly grounded in S-D logic, describes any marketing actor's engagement, including that of customers, firms, employees, suppliers, and so on. However, while S-D logic-informed AE offers important insight into actors' mutual value creation, it largely overlooks the sociopolitical notions that (a) actors' potentially diverging goals may see them act against (vs. pro) focal others' interests and (b) different actors may extract differing levels of value from interactions, as advanced in stakeholder theory. Based on these gaps, we extend existing AE research by developing integrative stakeholder theory/S-D logic-informed stakeholder engagement (SE). We deduce five core SE tenets, from which we conceptualize SE as a stakeholder's state-based, boundedly volitional resource endowment in his/her role-related interactions, activities, and/or relationships. We conclude this article by discussing important implications that arise from our analyses and by identifying avenues for further research.

As more firms adopt a customer asset management approach to their business, it has become increasingly important to understand how customer management efforts relate to the financial performance of the firm. Of specific interest to shareholders is the relationship between traditional financial measures and customer-centric measures. The customer-centric measure that has received the most attention is customer lifetime value (CLV). In this article, the authors argue that the basic CLV model represents a useful foundation from which to begin to fill the gap between marketing actions and shareholder value. However, much work remains to be done before appropriate models can be developed that reflect the true value of a customer to the firm. Specifically, this article elaborates on how factors such as risk associated with customer behavior dynamics, social and competitive effects, and the effect of the product life cycle can be incorporated into the basic CLV model.