Edited by Linda D. Hollebeek and David E. Sprott
Part III: Customer Engagement and Organizational Performance
In this section, we explore the contribution of customer or consumer engagement (CE) to macro-level organizational performance. To do so, I first outline how brand engagement differs from conventional branding, followed by the establishment of a link from CE to organizational performance. Next, the importance of CE’s contribution to economic value creation is addressed, followed by avenues for further research in this growing area. Each of the chapters comprising this section address specific research areas. The proposed framework connecting CE to macro-level organizational performance is developed by establishing CE’s relevance to the strength of consumer brands and the value of such brands to the organization as valuable economic assets. The further implication of this framework is that information about brand value can guide the flow of investor resources, both externally and internally, into increasing CE and thereby creating value for consumers.
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