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Effects of customer engagement behavior

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Żyminkowska K., Żyminkowski T., Błaszczyk R.
Journal of Economics and Management
|
2017
|
vol. 28
133-154
EN
Aim/purpose – Research addressing the customer engagement behavior (CEB) has rapidly developed in the marketing discipline, contributing to the knowledge on network organization. However, insights into the specific outcomes of CEB remain largely nebulous. Few comprehensive conceptual frameworks of CEB effects exists in the literature to-date. The empirical verification of CEB outcomes, particularly at the firm level, is still missing. Design/methodology/approach – In this article we first provide an overview of the CEB conceptualizations and its effects. Next we develop the CEB firm-level performance outcomes framework. Finally we explore CEB process, forms and outcomes in Stanley Black & Decker, applying qualitative methodological approach (case research incl. participant observation). Findings – We propose the logically arranged CEB effects in the conceptual model integrated with marketing metrics which are related to the recent advances in customer equity and customer asset management. Research implications/limitations – In empirical research we focused on the CEB effects related to one type of customer behaviors, i.e. Stanley Black& Decker customers’ involvement in the product development and innovation which is a limitation in obtaining the comprehensive empirical picture of all CEB forms and its outcomes. Further empirical research (incl. quantitative one) is necessary to verify our conceptual model. Originality/value/contribution – Our model of firm-level performance effects of CEB extends existing proposals and contributes to the knowledge on effective CEB management process in network organizations.
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