Customer Engagement and Behavioral Considerations

Carter, Tony

doi:10.1080/09652540701794387

Cited by 25 publications

(17 citation statements)

References 4 publications

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“…It is important that an organization acts on the members' input at some level, even if it does not adopt every suggestion the CAB may have made. This demonstrates a sincere and secure organization willing to listen to critical feedback from clients because it genuinely understands them [7] . Having customers involved as partners allows them to play a participatory role, enabling the company to see itself from the customers' standpoint, an invaluable insight [5,6] .…”

Section: Systems Theory and Socialization Theorymentioning

confidence: 88%

Managers Empowering Employees

Carter¹

2009

American Journal of Economics and Business Administration

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Problem statement: This article looked at the behavior of organizations as an important factor for empowering employees. This allowed for a greater level of partnering between managers and employees. The more that top management wants an internal commitment from its employees, the more it must involve employees in defining work objectives, specifying how to achieve them and setting stretch targets. Develop and improved and practical empowerment model that applies systems theory and socialization theory. Approach: A series of focus group meetings were conducted with managers and employees of 310 companies throughout the United States, Europe and China and were asked questions regarding employee productivity when empowered by management, the importance of increased employee performance, measurement of employee performance, importance of socialized employees in organizations and the role of systemic thinking in management decision making. Results: The findings said that most employees were more productive when empowered by management, almost all firms recognize the importance of increased employee performance and measure it. Last, most firms find socialized employees important to have in their organizations many firms feel that systemic thinking assists managers with decision making. Conclusion: More responsibility generates greater productivity, morale and commitment. Empowerment fosters innovation, creativity, motivation and instills shared values to promote and atmosphere for learning and accomplishment

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Section: Systems Theory and Socialization Theorymentioning

confidence: 88%

Managers Empowering Employees

Carter¹

2009

American Journal of Economics and Business Administration

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“…Changes in technological globalization progress, sophisticated customers, excessive demands, unhealthy competitive climate and financial crisis within a country are some shifts in the business environment. The speed of information, new innovations and opportunities to create diverse choices create new problems for companies to retain customers (Carter, 2008). In the global economic order, the level of competitive pressure requires companies to invest more time and resources in innovating.…”

Section: Competitive Advantage Through Engagementmentioning

confidence: 99%

Supply Chain Involvement in Engagement Verification of Marketing and Operational Collaboration

Sarkum¹

2018

Preprint

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The ability of firm's market knowledge in relationships with employee engagement and customer engagement becomes crucial in a marketing strategy. However, the role of marketing function to achieve competitive advantage is still a question of improving business performance. Empirically, there is a need to explore marketing and operational capabilities by involving the supply chain in marketing strategies. Through the views of Dynamic Capability (DC) and service logic, we combine it in a conceptual model that produces several hypotheses. A total of 250 MSME (Micro Small and Medium Enterprises) are involved to answer the questionnaire. Respondents' perceptions reveal that the supply chain has essentially opened itself into an engagement for mutual value creation and sustainability. Our findings also reveal that supply chain engagement can improve business performance and positively mediate employee engagement, but it is unable to mediate customer engagement. In contrast, supply chain engagement is insignificant when market knowledge, customer engagement and employee engagement are directly linked to business performance. In addition, our findings also resulted in an insight for management in optimizing the firm's ability to perform its marketing functions

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“…The homogeneity of brands and the increasingly demanding customers have led companies to face stiff competition. These marketplace forces, if not properly and urgently tackled, will put the companies' competitiveness and survival at risk due to continuous reduction in the market and brand shares, sales and profitability (Carter 2008;Passikoff 2013;Schraft & Micu 2010;Tripathi 2009). Accordingly, to secure the market and brand shares as well as to achieve sustained competitiveness and survival, it may no longer be sufficient for companies to compete in terms of pricing, quality or customer satisfaction; but a focus on the building of strong customer-brand relationship is needed (Alqahtani 2011;Circles 2010;Eisingerich & Rubera 2010;Louis & Lombart 2010).…”

Section: Introductionmentioning

confidence: 99%

“…Thus, this shows that mobile phone brand could truly discriminate the engaged from disengaged customers (Passikoff & Weisler 2006;Passikoff 2013). Therefore, to prevent companies from continuously losing their sales and customers to competitors (Barnes 2011;Carter 2008) and guide them on how to sustain their brands' competitiveness and survival (Euromonitor International 2011Interbrand 2011Interbrand , 2012; International data Corporation (IdC) 2012; Youthsays Malaysia 2009), the study on the customer engagement toward a mobile phone brand is extremely critical. Thus, mobile phone brand is specifically examined in this research.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Customer-Brand Relationship Investments on Customer Engagement: An Imperative for Sustained Competitiveness

Zainol

Yasin

Omar³

et al. 2015

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Using the extended Resource Investment Model, this study investigated the effect of customer-brand investments in building a strong customer engagement. Data were collected from a sample of 200 mobile phone customers using selfadministered questionnaire, and analyzed through the utilization of multiple linear regressions analysis. The findings revealed that investments in customer and brand relationship significantly induce the customer to be engaged to a brand. Besides, the findings indicated that customer investment partially mediates the relationship between perceived brand investment and customer engagement. This study is one of the first to test the applicability of resource investment model in the context of customer-brand relationship. It concentrated on customers' perception of their relationships with mobile phone brand in the Malaysia's context. Accordingly, this study provides useful insight for companies in developing a strong customer-brand relationship; and consequently to sustain their competitiveness.

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Customer Engagement and Behavioral Considerations

Cited by 25 publications

References 4 publications

Managers Empowering Employees

Managers Empowering Employees

Supply Chain Involvement in Engagement Verification of Marketing and Operational Collaboration

The Effect of Customer-Brand Relationship Investments on Customer Engagement: An Imperative for Sustained Competitiveness

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