Customer engagement in service

Abstract

We develop a framework to facilitate customer engagement in service (CES) based on the service-dominant (S-D) logic. A novel feature of this framework is its applicability and relevance for firms operating both in developed and emerging markets. First, we conduct a qualitative study involving service managers from multinational companies (MNCs) across the developed and emerging markets to understand the practitioner viewpoints. By integrating the insights from the interviews and the relevant academic literature, this framework explores how interaction orientation and omnichannel model can be used to create positive service experience. We also identify the factors that moderate the service experience, and categorize them as follows: offering-related, value-related, enabler-related, and market-related. Further, we also propose that perceived variation in service experience moderates the influence of service experience on satisfaction and emotional attachment, which ultimately impacts customer engagement (CE). From these factors, we advance research propositions that discuss the creation of positive service experience. One of the study's key contributions is that MNCs can focus their attention on the moderators to ensure consistency in positive service experience, in an effort to enhance CE.

Epilogue – service innovation actor engagement: an integrative model

“…We challenge Hollebeek et al's (2016a, p. 6) contention of engagement as a volitional (voluntary) concept (Kumar et al, 2017), which while potentially applicable to many customer contexts (e.g. in free market settings), may not common for other ecosystem actors (e.g.…”

Beyond valence: a meta-analysis of discrete emotions in firm-customer encounters

“…As Hollebeek et al (2019) point out, emotions do not just drive purchase, but they are inherently communicative. We find substantial effects of emotions on sharing behavior, which is considered an important articulation of customer engagement (Kumar et al 2019). In order for managers to utilize these insights it is important to adjust their marketing dashboards to include more fine-grained measures of emotions.…”

“…From a customer experience management perspective, it is important to consider a holistic view that explicitly includes emotional responses of consumers (Kranzbühler et al 2018). Recent research also stresses the importance of such emotional responses in relation to factors that drive consumer engagement (e.g., Hollebeek et al 2019;Kumar et al 2019), to the point that they are considered more impactful than cognitive evaluations (Hollebeek et al 2019). As Hollebeek et al (2019) point out, emotions do not just drive purchase, but they are inherently communicative.…”

The effects of service quality and consumer-brand value congruity on hospitality brand loyalty

“…The concept of customer brand engagement (CBE) is gaining increased momentum within the hospitality branding literature (King, Sparks, & Wang, 2016;Leckie, Nyadzayo, & Johnson, 2016;Rather, Hollebeek, & Islam, 2019;So, So, King, & Sparks, 2014). The individual customers' interaction with the brands is characterized by specific levels of cognitive, emotional and behavioral activities (Kumar, Rajan, Gupta, & Dalla Pozza, 2017;Rather, 2018). Previous empirical research reported that consumer-brand engagement can lead to customer loyalty and increase the profitability for the business (Aaker, Fournier, & Brasel, 2004;Bowden, 2009;Brodie, Ilic, Juric, & Hollebeek, 2013;Leckie et al, 2016;Rather, 2019;So, King, Sparks, & Wang, 2014).…”