Total customer engagement: Designing and aligning key strategic elements to achieve growth

Roberts, C. and Alpert, Frank (2010) Total customer engagement: Designing and aligning key strategic elements to achieve growth. Journal of Product and Brand Management, 19 3: 198-209. doi:10.1108/10610421011046175

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Author Roberts, C.
Alpert, Frank
Title Total customer engagement: Designing and aligning key strategic elements to achieve growth
Journal name Journal of Product and Brand Management   Check publisher's open access policy
ISSN 1061-0421
Publication date 2010
Sub-type Article (original research)
DOI 10.1108/10610421011046175
Volume 19
Issue 3
Start page 198
End page 209
Total pages 12
Editor Richard C. Leventhal
Place of publication Bradford, U.K.
Publisher MCB Press
Collection year 2011
Language eng
Formatted abstract
Purpose – Businesses today face a number of difficult challenges that make customer engagement more important than ever. The usual way in which businesses operate makes it difficult to achieve high levels of consumer engagement. Perhaps the main problem with all the bits and pieces of ideas that would promote customer engagement – branding to consumers, internal marketing within the company, and service delivery – is how to fit all these together. The way to implement such models throughout the company is not clear and not easy to understand.
Design/methodology/approach – The total engagement model puts everything together into an efficient and effective system. The key is focusing on aligning all activities of the company on a unified plan for customer engagement, including advertising, service, products and the internal culture. An important benefit of the total engagement model is the synergy through total brand strategy alignment throughout the company: the whole (through integration) is greater than the sum of the parts (of which some may already be good and some not so good but they may be fragmented). The proposed model is fairly comprehensive and thereby integrates and clearly explains, with emphasis on actionability, how to design and operationalise a growth plan driven by increasing customer engagement.
Findings – The findings of two case studies are presented, which illustrate the model at work.
Practical implications – The approach will be of interest to managers who seek to integrate a comprehensive, actionable brand management model throughout the company in order to maximise growth potential.
Originality/value – The paper outlines an original business model, the “total engagement model,” which, when executed well, can help an organisation to achieve business growth via customer engagement.
© Emerald Group Publishing Limited

Keyword Brand management
Customers
Marketing models
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2011 Collection
UQ Business School Publications
 
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Created: Tue, 16 Nov 2010, 15:43:23 EST by Karen Morgan on behalf of UQ Business School