Engagement-to-value (E2V): an empirical case study

Deliberate learning as a strategic mechanism in enabling channel partner sales performance

“…For most suppliers operating in business markets, channel partners are key in driving sales and revenues, unlocking new markets, decreasing time to market, as well as providing information for new offering development (Keeling et al, 2019). For instance, in hightechnology markets, channel partners generate two-thirds of total revenue for key players; SAP generates about a third of its sales through this indirect channel and Cisco derives 80% of its revenues through its channel partners.…”

Customer-supplier relationships in high technology markets 3.0

“…As the ROI of suppliercustomer programmes is under pressure and the degree of active participation varies considerably or has been found to decline (Fiorletta 2011), it seems pertinent to assess and monitor customer engagement in a behavioural sense. Furthermore, the availability of big behavioural data sets and advances in data mining analytics puts a focus on behavioural indicators to the forefront and ultimately enables firms to monitor how increase in engagement translates into value for the firm (Keeling et al 2018).…”

“…as manifest indicators of behavioural engagement. This is based on the premise that these behaviours can be directly related to the generation of value (and therefore ROI) for a supplier's channel programme (Keeling et al 2018). In the next section, we will offer a discussion of another case illustration to highlight the focus on behavioural engagement and track how it results in value for the firm, the Engagement-to-Value (E2V) approach.…”

“…Our objective was to study the ROI of behavioural engagement using the E2V analysis described in Keeling et al (2018). Specifically, the E2V approach is composed of four steps that explore the nature of behavioural engagement within the distribution network and track how this translates to value (typically in terms of sales).…”