A meta‐analysis of customer engagement behaviour Barari, Mojtaba; Ross, Mitchell; Thaichon, Sara ...
International journal of consumer studies,
July 2021, 2021-07-00, 20210701, Volume:
45, Issue:
4
Journal Article
Peer reviewed
Open access
Customer engagement behaviour has emerged as an influential concept in marketing and refers to customers' behavioural manifestation towards a firm originating from motivational drivers. To provide a ...comprehensive and generalisable picture of this concept, this study provides a meta‐analysis integrating data of 196 effect sizes of 184 publications with a sample of 146,380. The findings reveal engagement through two pathways: organic pathway as relationship‐oriented (perceived quality, perceived value and relationship quality) and promoted pathway as firm‐initiated (functional and experiential initiatives). Moderator analysis indicates that the influence of the two pathways on engagement depends on engagement context (online vs. offline), industry type (service vs. manufacturing) and product type (hedonic vs. utilitarian) and cultural context. Findings support attitudinal engagement–loyalty and behavioural engagement–firm performance linkage. Study results provide new insight into various engagement approaches and their relationship to each other. The authors offer recommendations to help marketers manage their customer engagement process more effectively.
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BFBNIB, FZAB, GIS, IJS, IZUM, KILJ, NLZOH, NUK, OILJ, PILJ, SAZU, SBCE, SBMB, UL, UM, UPUK
This study proposes and tests a model that examines three relationship quality constructs as intervening factors between corporate reputation and behavioral intentions. Data were collected from ...Chinese guests of six different hotels over an eight-week period. The initial results showed that overall customer satisfaction significantly impacted customer–company identification, customer commitment, repurchase intentions, and word-of-mouth intentions. Customer–company identification had a positive influence on customer commitment and word-of-mouth intentions. Customer commitment significantly influenced repurchase intentions. Due to Type I error rate concerns, the Bonferroni-type procedure was applied. Bootstrap analysis and the Bonferroni-adjusted alpha level were utilized, which resulted in the removal of the customer–company identification construct. The updated findings confirm that corporate reputation had a positive influence on customer satisfaction and commitment. Customer satisfaction significantly impacted customer commitment, repurchase intentions, and word-of-mouth intentions. The findings add to our understanding of how corporate reputation contributes to relationship building.
•Model examines corporate reputation and behavioral intention relationship.•Three relationship quality constructs as intervening factors investigated.•Type I error rate concerns resulted in removal of identification from model.•Understanding of corporate reputation impacts on relationship building is improved.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK, ZRSKP
•4 engagement approaches for successful management of business relationships.•Call-to-action, thought leadership, dissemination, co-creation strategy.•Content marketing is vital for successful ...relationship development.•Strategic alignment within departments results in successful social media strategy.
Social media (SM) constitutes a valuable source of market intelligence, characterised by great ease and efficiency of interactions between networked partners, and by facilitation of individual expressions of self and brand engagement. Thus, SM can enable interaction, collaboration, and networking, thereby strengthening the relationships between actors within networks. Nonetheless, research into B2B organisations ́ usage of SM for relationship management remains limited, fragmented and lacking strategic direction. To expand the current state of theory, we draw upon twelve case studies of SM management concerning tactics for acquiring new and potential relationships, building a reputation online, and engaging with business partners. Results show four distinct engagement strategies that organisations tend to employ when implementing SM marketing strategies. The four strategies provide an insight into current approaches to SM marketing within B2B organisations, and how organisations are structuring themselves and managing their resources to respond to this opportunity.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
44.
Games people play with brands Molesworth, Mike; Grigore, Georgiana F; Jenkins, Rebecca
Marketing theory,
03/2018, Volume:
18, Issue:
1
Journal Article
Peer reviewed
Open access
Relationships have been normalized in marketing theory as mutually beneficial, long-term dyads. This obscures their emotional content, ignores critical conceptualizations of corporate exploitation ...and fails to capture the range of possible marketplace relationship forms, including those that may result from individuals’ biographical psychology and that lead to repeated dysfunctional exchanges. In this article, we offer Berne’s (1964) transactional analysis (TA) as a way to uncover the biographical psychology that informs marketplace relationship structures and their accompanying emotions and to provide a critique of such arrangements. We first explain TA, its origins, its relationship with psychoanalysis, its limitations and contemporary extensions beyond therapy. We then present the structural basis of marketplace relationships from a TA perspective, before illustrating how a game in TA can be applied through an analysis of the iPhone and related mobile phone contracts and the Games If I didn’t Love Apple and Smallprint. Finally, we discuss the implications of such an approach for transforming market practices based on recognition of marketplace Games and their modification.
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Achieving customer loyalty is a primary marketing goal, but building loyalty and reaping its rewards remain ongoing challenges. Theory suggests that loyalty comprises attitudes and purchase behaviors ...that benefit one seller over competitors. Yet researchers examining loyalty adopt widely varying conceptual and operational approaches. The present investigation examines the consequences of this heterogeneity by empirically mapping current conceptual approaches using an item-level coding of extant loyalty research, then testing how operational and study-specific characteristics moderate the strategy → loyalty → performance process through meta-analytic techniques. The results clarify dissimilarities in loyalty building strategies, how loyalty differentially affects performance and word of mouth, and the consequences of study-specific characteristics. Prescriptive advice based on 163 studies of customer loyalty addresses three seemingly simple but very critical questions:
What is customer loyalty
?
How is it measured
? and
What actually matters when it comes to customer loyalty
?
This article looks at the formation of trust in developing economies focusing on food manufacturer–distributor relationship. The study used the descriptive phenomenological method to understand how ...actors in the food value chain develop trust in a business environment where one cannot enforce the contract. In general, the study identifies three dimensions of trust in the food manufacturer–distributor relationship in Tanzania, namely, the use of personal relationship, social gathering and trade credit. The article shows the implication of the study to managers and policy and areas for further research were provided.
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•Customer engagement on CSN comprises three dimensions: conscious participation, enthusiasm, social interaction.•Customer engagement has a direct and significant influence on stickiness.•Customer ...value co-creation mediates the relationship between customer engagement and stickiness.•CSN managers should take actions to strengthen customer engagement for better business promotion.
Company social networks have become an important means for the socialized marketing of a company, forming a new challenge to companies on how to attract customers. Based on such theories as customer engagement, value co-creation, and relationship marketing, this paper presents a model of the influence of customer engagement on stickiness. Data collected from 260 valid questionnaires from Sina’s enterprise microblog users were analyzed by structural equation modeling. Empirical results show that customer engagement has a direct and positive influence on customer stickiness as well as an indirect influence through customer value creation. This study enriches previous researches on existing theories of customer engagement, value co-creation, and stickiness, and gives practical guidance for companies to encourage customer engagement and enhance the stickiness of company social networks.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK, ZRSKP
Online platforms aggregating brands, such as Amazon and Alibaba's Tmall, have emerged as powerful intermediaries for brands. Although these platforms offer unprecedented access to consumers, the ...platform controls this access. Thus, concerns are raised about how these platforms interfere with the brand experience and, ultimately, performance. The question of how brands can govern their platform operations more effectively thus arises. There are essentially two types of governance models: a one-party (1P) marketplace (wholesaling to the platform) and a third-party (3P) marketplace (selling directly to the consumer on the platform). However, it is unclear how 1P or 3P operations affect brand performance. To that extent, the authors study the market share implications of operations on JD.com, a 1P platform, and Tmall, a 3P platform, for almost 2,000 brands. On average, 1P operations decrease shares, whereas 3P operations lift shares. These changes depend on different brand-specific moderators. For 1P operations, share drops are more substantial for brands that are unable to elicit a trustworthy consumer relationship, when alternative brands abound and rogue-seller activities are severe in the product category. The 3P share lifts, in contrast, are more substantial for premium-priced, nonleading brands with prior direct-to-consumer experience.
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IZUM, KILJ, NUK, OILJ, PILJ, SAZU, UKNU, UL, UM, UPUK
49.
Transformational Relationship Events Harmeling, Colleen M.; Palmatier, Robert W.; Houston, Mark B. ...
Journal of marketing,
09/2015, Volume:
79, Issue:
5
Journal Article
Peer reviewed
Open access
Exchange events are fundamental building blocks of business relationships and essential to relationship development. However, some events contribute to incremental relationship development, as ...predicted by life cycle theories, whereas others spark "turning points" with dramatic impacts on the relationship. Such transformational relationship events are encounters between exchange partners that significantly disconfirm relational expectations (positively or negatively); they result in dramatic, discontinuous change to the relationship's trajectory and often reformulate the relationship itself. With a three-study, multimethod design, the authors (1) establish a foundation for differentiating dramatic and incremental exchange events on the basis of relational versus product expectations and disconfirmations, thus revealing that strong relationships benefit product disconfirmations but harm relational disconfirmations, and (2) conceptualize, define, and differentiate transformational relationship events from other types of disconfirming events and then link them to exchange performance.
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BFBNIB, INZLJ, IZUM, KILJ, NMLJ, NUK, OILJ, PILJ, PNG, SAZU, UKNU, UL, UM, UPUK, ZRSKP
While service providers strive to maintain customer relationships, a nontrivial number of customers downgrade their services, something that has been particularly true during the post-pandemic period ...or economic recession. Studying downgrade behavior is vital because it damages the bottom-line performance of service providers and reflects a reduced customer commitment. Unlike previous studies, we further divide downgrade behavior based on whether there is a change in the product category, that is, a downgrade to a lower-priced service option within the same product category (“pure downgrade”) versus a downgrade to a lower-priced service option in a different product category (“hybrid downgrade”). An analysis of customer data collected from a major telecommunications company shows fundamental differences in the determinants and consequences of these two downgrades. Transaction-related variables, such as service usage, have a significantly stronger positive effect on the likelihood of hybrid downgrade than on that of pure downgrade. Conversely, relationship-related variables like relationship length have an inverted U-shaped effect on pure downgrade but barely affect the likelihood of hybrid downgrade. Interestingly, customers who engage in pure downgrade are more likely to churn than those who engage in hybrid downgrade. The empirical findings offer valuable insights on customer relationships and churn management.
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