مقاله رایگان راهبردهایی درباره مشارکت مشتری در بازاریابی: استراتژی تصمیم گیری

دسته بندی : مقالات بازاریابی

در این تحقیق ، مشارکت مشتری به عنوان منبع اولیه و اساسی شرکت و با طرح موضوع نظریه ی تبادل اجتماعی (SET)، بیان شده است.

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ویژگی‌های محصول
عنوان لاتین: : Strategic customer engagement marketing: A decision making framework
نویسندگان: : Agarzelim Alvarez-Milán، Reto Felix، Philipp A. Rauschnabel، Christian Hinsch
سال انتشار: : 2018
تعداد صفحه: : 10صفحه با فرمت pdf
نوع مقاله: : isi
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معرفی کامل مقاله رایگان راهبردهایی درباره مشارکت مشتری در بازاریابی: استراتژی تصمیم گیری

Abstract

Drawing on social exchange theory (SET), this research explores customer engagement (CE) as a firm-initiated resource. Based on interviews with 41 managers from 34 companies, a five-facet, strategic customer engagement marketing (CEM) decision making framework emerges. CE Conceptualization differentiates between behavioral and psychological engagement. CE Target refers to who is engaged with the firm through CE (end-users or intermediaries such as retailers or distributors). CE Domain distinguishes between online and offline contexts. CE Experiential Routes differentiates absorption (controlled by the firm) from appropriation (controlled or transformed by the customer). Finally, CE Value demarcates customer interactional value from customer multiplier value. The decision options identified for each facet are interrelated and firms are advised to follow an integrative approach to CEM. However, acknowledging SET’s emphasis on cost-benefit ratios and opportunity costs, suggestions for potential moderators to the CEM framework are provided.

 

۶- Limitations and avenues for future research

Drawing on SET, our research provides important insights regarding strategic customer engagement marketing through a qualitative research perspective based on empirical evidence from the field. Nevertheless, additional research is needed to address voids that remain. First, although our research delineates how managers conceptualize CE, it remains unclear how companies arrive at these conceptualizations. For example, academic research may explore the specific types of market information used to define CE across firms or industries. Second, management styles in Mexico tend to be more authoritarian and top-down than those utilized in other countries (Gómez, 2004). In the methodology section of this paper, we argued that a majority of our informants were recruited from firms with an international or global presence and thus represent perspectives of engagement practices from both advanced and emerging economies. Nevertheless, it is possible that the more authoritarian management style of Mexican marketing managers magnifies a reluctance to accede control to customers. Further research could investigate whether different management styles influence firms’ preferences (absorption or appropriation) for CE Experiential Routes.

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