...Customer engagement Customer engagement (CE) is the engagement of customers with one another, with a company or a brand. The initiative for engagement can be either consumer- or company-led or the medium of engagement can be on or offline. CE aims at long-term engagement, encouraging customer loyalty and advocacy through word-of-mouth. Online customer engagement is qualitatively different from offline engagement as the nature of the customer’s interactions with a brand, company and other customers differ on the internet. Leveraging customer contributions is an important source of competitive advantage – whether through advertising, user generated product reviews, customer service FAQs, forums where consumers can socialise with one another or contribute to product development. Customer engagement is about encouraging your customers to interact and share in the experiences you create for them as a business and a brand. When executed well, a strong customer engagement strategy will foster brand growth and loyalty. NEED: CE-marketing is necessitated by a combination of social, technological and market developments: 1. Businesses are losing the power to dictate the communications agenda 2. Decreasing brand loyalty BUSINESS TO BUSINESS CONTEXT: Customer Engagement in a B2B (business to business) marketing context would typically include a collection of the following marketing programs: 1. Customer Advisory Board or Council 2. Customer Reference Program 3. Executive Sponsor...
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...We’re all marketers now Engaging customers today requires commitment from the entire company—and a redefined marketing organization. JULY 2011 • Tom French, Laura LaBerge, and Paul Magill Source: Marketing & Sales Practice For the past decade, marketers have been adjusting to a new era of deep customer engagement. They’ve tacked on new functions, such as social-media management; altered processes to better integrate advertising campaigns online, on television, and in print; and added staff with Web expertise to manage the explosion of digital customer data. Yet in our experience, that’s not enough. But it not enough… To truly engage customers for whom “push” advertising is increasingly irrelevant, companies must do more outside the confines of the traditional marketing organization. At the end of the day, customers no longer separate marketing from the product—it is the product. They don’t separate marketing from their in-store or online experience—it is the experience. In the era of engagement, marketing is the company. “Oh, shoot,” Sperlich thought. “We are in for it now.”1 eedAs that transformation happens, Marketing’s cutting edge is being redefined every day. While there’s no definitive map showing how companies can successfully navigate the era of engagement, we hope to help senior executives—not just marketers—start to draw one. The evolution of engagement More than two years ago, our colleagues David Court, Dave Elzinga, Susan Mulder, and...
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...Customer Engagement at The Co-operative Food Customer Engagement is going beyond exceptional service and is about delivering more personalized experiences based on authentic relationships with customers. The more the store owner knows about the customer, the more personalized the customer experience will be. This, in turn, leads to repeat sales and having potential loyal customers. Co-operative Food sees new technology as a main factor of improving customer engagement and they put emphasis on consumers to make more ethical choices. Sustaining engaging relationships with hundreds or potentially thousands of customers is an impossible task for Co-operative Food. This is why they focus on engaging marketing efforts with their top customers as defined by repeat sales and word-of-mouth referrals. They use online tools to help them manage all of this information. Co-operative Food want to cultivate stronger relationships with those top customers by providing insider deals and other perks not offered to their larger customer base. social media is an established platform for building good customer relationships. They can effectively engage with their customers both online and offline and comes down to: A passion for their business that comes through in the way they interact with customers, talk about their products and services, and freely share their expertise. Sincere interest in helping customers make the right purchasing decisions based on their particular needs. Enthusiasm...
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...E-sport tournaments and customer engagements Name Course Title Instructor Date The role of the e-sport tournaments activities in increasing customer engagement in video game industry in China E-sport tournaments E-sport is basically, competitive gaming that involves computer games and other related forms of games that can be addictive. Many people who involve themselves in the sports can get addicted to them in the case where there are structures that enhance their engagement in the games and tournaments. The customer can easily be engaged when the sports have aspects of addiction that can come as a result of elements of reward. The Chinese video game industry is worth millions of dollars and needs to keep the customers in order to enhance the flow of profits and growth of the e-games through addictive tournaments. E-tournaments do engage customers and make the games addictive because of the continuous engagement in the same and the rewards that come from customer performance. Gaming is a popular TV sport in Korea with channels, leagues, teams, superstar players dedicated, adoring opportunities of multinationals and female fans have ignored. Ongagemenet, the first cable TV channel solely devoted to online gaming, celebrated the 10th anniversary of the Star League, which was a testament to the popularity and longevity of a phenomenon of TV gaming that is popularly known as e-sports. The popularity of a single platform of a game, Starcraft has swept the Korean nation...
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...The Role of Online Social Media in Brand-Consumer Engagement: An Exploratory Study Abstract Submitted to the Direct/Interactive Marketing Research Summit Proceedings August 31, 2012 Andrew J. Rohm Associate Professor, Marketing Department, College of Business Administration, Loyola Marymount University, Los Angeles, CA, arohm1@lmu.edu George R. Milne Professor, Marketing Department, Isenberg School of Management, University of Massachusetts Amherst, Amherst, MA, milne@isenberg.umass.edu Velitchka Kaltcheva Associate Professor, Marketing Department, College of Business Administration, Loyola Marymount University, Los Angeles, CA, velitchka.kaltcheva@lmu.edu Researchers have noted the importance of generating more effective brand-consumer engagement with respect to increased profits, customer satisfaction, and customer loyalty (Palmatier et al. 2006). Customer engagement is defined as active interactions with a firm, with prospects and with other customers (Kumar et al. 2010). We focus on engagement because consumers’ interactions with brands are now more similar to a multi-party conversation than to a brand-dictated monologue (Deighton and Kornfeld 2009; Hennig-Thurau et al. 2010). Social media platforms including Facebook and Twitter have become integral elements for companies and brands seeking to develop intimate online customer relationships; conversely, they provide consumers an online “soapbox” with which to publish and disseminate personal evaluations...
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...Employee Engagement Definition of Employee engagement Emotional Employee engagement is a concept whereby an employee feels an emotional attachment to their employers and the goals and values the employer holds. There doesn’t appear to be a definitive description of employee engagement, but most agree that the emotional attachment is a key element to being an engaged employee. “The term employee engagement has gained considerable popularity in the past 20 years yet it remains inconsistently defined and conceptualized”, Shuck B & Wollard K (2010) - Human Resource Development Review. This emotional attachment could be described as a passion for the organisation and their part in it and a feeling that they can make a difference. “Engagement is about passion and commitment-the willingness to invest oneself and expand one’s discretionary effort to help the employer succeed, which is beyond simple satisfaction with the employment arrangement or basic loyalty to the employer”, BlessingWhite, 2008; Erickson, 2005; Macey and Schnieder ,2008. Definitions of Employee Engagement often contain references to other related concepts, such as Job Satisfaction and Organisational Commitment and indeed, an engaged employee will often exhibit these traits, but they in themselves do not define employee engagement. Employee Engagement is a two way bilateral relationship, whereas Job Satisfaction and Employee Commitment tend to concentrate on what the employee is providing to the employer...
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...Enterprise co-creation New value creation strategies for growth PwC’s PRTM Management Consulting Enterprise co-creation People today are seeking greater engagement with the products, processes, and services they use. Recent developments in social media (e.g., Facebook and Twitter), advances in connectivity (e.g., smartphones), collaborative tools, and the growing interactivity of many physical goods (e.g., shop floor machinery, cars, appliances, and medical equipment) allow individuals to be more informed, connected, and active in the definition and delivery of their experiences. Customers no longer accept the traditional view that value is created by companies and that they are largely passive recipients of that value. Tremendous value for enterprises now lies in engaging people in new or redefined interactions. Customers, particularly in consumer businesses, have acted as forerunners, but employees, suppliers, and partners are not far behind in Business-to-Business (B2B) and Business-to-Consumer (B2C) settings—and they are demanding new forms of engagement from organizations. Unleashing value creation from new interactions across this spectrum is the essence of what we call “enterprise co-creation.” We believe this new way of looking at value creation is as important and fundamental as the advent of strategic planning, quality management, and business process management. For many CEOs, understanding and tapping into the power of enterprise co-creation and developing...
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...Experiential value theory advocates that consumers form their long memorable experiential benefit from the interactions and involving in ei¬ther direct usage or non-direct distanced association of products (Mathwick, Malhotra, & Rigdon, 2001, p. 41). The organization need to have a well understanding in the various functions of experiential value in all fungtional form, and explore their IC to find the relationship impact between experiential value, antecedents, satisfaction, and customer...
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...ASSIGNMENT 2 (EMPLOYEE ENGAGEMENT) 1. What is employee engagement and how does it differ, if at all, from related concepts like employee involvement, employee participation and employee consultation? How far is employee engagement something which is genuinely new and distinctive, or is it merely a repackaging of old and well-established ideas? (C) Dilbert.com Employee Engagement – A sanity check Before we look at employee engagement, two things to take into account: A quote attributed to Benjamin Disraeli (despite never appearing in any of his memoirs) “There are lies, damned lies and statistics.” (Wikipedia) There are an increasing number of publications, surveys and studies on employee engagement, with the number steadily increasing for at least a decade. Google Scholar currently lists some 99,100 articles related to employee engagement, with 6460 already in 2012. (Google) Employee Engagement - Origin Employee engagement is neither a new concept nor repackaged old-hat – it is an evolution of how employees have been treated within a company, and how they respond to that treatment. “Before the Industrial Revolution, most, if not all, business was local – the corner shop (store), the family farm. Then the industrial revolution changed what we did, where we lived and what businesses focussed on.” (Achievers) In the post war era, main industry was formed around the mass production model where an employee would perform a set task and have no need to know about how other...
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...potential of digital marketing to bear on their business. What we do Digital marketing engagements are typically multifaceted, solving for specific digital marketing challenges while building ongoing client capabilities. In addition to defining new roles and responsibilities and helping develop employees’ skills, we address technology infrastructure issues and identify potential partners. We work with clients primarily in three core areas: • Harnessing digital marketing to transform business effectiveness We help clients drive higher sales productivity and other performance gains through digital marketing. This shift involves mastering multichannel to generate distinctive and practical insights from digital sources as a starting point for clients to develop new contact strategies, streamline planning and execution processes, and upgrade internal capabilities. • Optimizing the customer experience across channels We work with clients to integrate the flow of the customer experience across channels (e.g., face-to-face, telephone), opening up new lead sources, supporting sales for smaller-value transactions, and creating new models for service. We continuously provide new and practical perspectives on the evolving Customer Decision Journey, and work with clients to make the deep, transformational changes needed to support new strategies and capability demands. • Learn more about our Customer Experience capabilities • Developing and helping...
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...The Four Secrets to Employee Engagement Summary The Four Secrets to Employee Engagement Summary This article discusses how to better engage employees in any company. It mentions how most supervisors set up the company for failure and disengaged employees by delegating the HR department to handle employee complaints or concerns. The best human resources staff is not set up to take the actions required to affect the attitudes of the employees or their teams. This being said direct supervisors should set up their own team for success. They should be the ones who do the leg work and face to face interactions. It is important for a supervisor to observe their employees in action and ask each employee for feedback. This allows the supervisors to get right to the root causes of employee concerns and enable them to make meaningful improvements. When supervisors invest in their employees, the employees in turn engage themselves more in their job since they are happier and more confident that if they have a problem their direct supervisor will be there to fix it. The article mentions how Bain & Company in conjunction with Netsurvey analyzed responses from 200,000 employees from 40 companies in 60 different countries found that: Engagement scores decline with employee tenure, meaning that employees with the deepest knowledge of the company typically are the least engaged. They also decline as you go down the organization chart, so highly engaged senior executives are likely...
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...Working Today: Understanding What Drives Employee Engagement The 2003 Towers Perrin Talent Report U.S. Report Table of Contents Executive Summary .............................................................................................................................................................2 Defining Engagement: What It Looks Like ......................................................................................................................5 Exhibit 1: Defining Engagement ................................................................................................................................5 Exhibit 2: Current Employee Engagement...............................................................................................................6 Exhibit 3: Engagement Across Job Levels .............................................................................................................7 Exhibit 4: Engagement Across Industries...............................................................................................................7 Driving Engagement: What It Takes ................................................................................................................................9 Exhibit 5: Top Drivers of Engagement: How Employees Rate Their Companies Today.................................9 Exhibit 6: Employee Views About Leadership............................................................................................
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...concerns, and then follow through with meaningful improvements have happier, more engaged employees. Why, then, do senior executives who tout the value of employee engagement so often delegate it to the HR department? HR serves an important function, but not even the best HR staff is in a position to take the actions required to affect the attitudes of individual employees or teams. And employee engagement remains a challenge for companies worldwide. Recently, Bain & Company, in conjunction with Netsurvey, analyzed responses from 200,000 employees across 40 companies in 60 countries and found several troubling trends: Engagement scores decline with employee tenure, meaning that employees with the deepest knowledge of the company typically are the least engaged. Engagement scores decline as you go down the org chart, so highly engaged senior executives are likely to underestimate the discontent on the front lines. Engagement levels are lowest among sales and service employees, who have the most interactions with customers. Yet some companies manage to buck these trends. IT-hosting company Rackspace, for instance, has a mantra of “fanatical” customer support. Energized, motivated “Rackers” put in the discretionary effort that creates a superior experience for customers. In turn, customers reward Rackspace with intense loyalty, contributing to the company’s 25% compound annual revenue growth and 48% profit growth since 2008. Rackspace and other leading...
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...Service Processes and People: Customer Experience Analysis June 3, 2012 Abstract In an article written by Chris Young of the Rainmaker Group Inc., (2008), “having a clear understanding of a customer's emotional involvement with a product or service can go a long way in helping to create a positive and memorable customer experience. Often organizations do not fully understand the high level of emotional attachment a customer may have in or with a product or service provided. The truth of the matter is that it could not be more important that organizations understand these emotions, as they are often the foundation to creating a “WOW!” customer experience. Conversely, failing to understand these emotions can cause an organization to unwittingly harm a customer and lose them for life.” Therefore the personal customer experience encountered at two organizations will be described through out this paper. If you had a formal, semi-formal, business event, or just needed professional attire to attend and needed to buy an outfit where would you go? If you choose to go to Nordstrom Department Store or the store Black and White, do not expect to be greeted with a smile if you do not look the part of a person of wealth, economic status, and maybe cultural or race majority. Excellent service is defined as satisfying the customer and meeting the strategic intention of the organization (Johnston & Clark, 2008, p. 182). Neither one of these establishments when visited utilized...
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...around the world. This marketing plan is aim to create objectives and short-term strategies about Millennium Hotels use social media (Face book) to enhance its brand value, brand awareness and attract customers. Section 1: Objectives for Social Media marketing →SIZZLE • To enhance the Millennium Hotels brand awareness. • To extend the Millennium Hotels business online. Brand awareness plays an important role in consumer purchase decision-making process. High brand awareness will make the brand easy to identify. In the market, comparing to other similar brand, high awareness one is easier to accept than others. Brand awareness also helps in improving brand loyalty (Farris, 2010). In recent years, more and more companies pay attention to the online marketing. Facebook is very popular around the world. So Millennium Hotels can use Facebook fan page to built better brand image, enhance brand awareness and extend more business online. →Sell • To provide special discount on Face book fan pages. • To attract customers The best way to extend business online is provide some special discount only online. For companies Facebook is a very good platform to publish the news and activities. In the Facebook fan page, companies easy to know the customers’ like and see the customers’...
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