B2B customer engagement strategy : an introduction to managing customer experience /: an introduction to managing customer experience. (2023)

• Record Type: Book
• Further Information: Note: Daniel D. Prior.
• Authors: Prior, Daniel D
• Contents: Preface. iAcknowledgments. iiiAuthor Profile. ivTable of Contents. vFigures. ixTables. ixChapter 1 What is Customer Engagement?. 111. Introduction. 112. Defining CE. 112.1. A Definition. 123. Key Attributes of CE. 133.1. CE centres on a brand. 133.2. CE is a psychological state. 143.3. CE is an emotional state. 163.4. CE is observable in customer behaviour. 173.5. A summary of CE key attributes. 194. Why CE matters. 204.1. The customer's perspective. 214.2. The supplier's perspective. 224.3. The impact on society. 255. Getting CE 'right' for suppliers. 266. Towards CE strategy. 276.1. CE strategy involves a long-term orientation. 286.2. CE strategy involves the development of capabilities. 296.3. CE strategy focuses on the most desirable customers. 326.4. CE strategy manipulates CE forms. 337. Chapter summary. 34Discussion Questions. 35References. 35Further Reading. 36 Chapter 2 CE Context. 371. Introduction. 372. What is CE context?. 372.1. The properties of CE contexts. 392.1.1. Timing. 392.1.2. Place. 402.1.3. The nature of the product/ service. 412.1.4. Familiar versus unfamiliar. 432.1.5. Independent versus social 442.1.6. A summary of CE contexts. 453. The purchase situation. 474. Focusing on business-to-business (B2B) CE contexts. 504.1. Differences between B2B and B2C CE contexts. 504.2. Similarities between B2B and B2C CE contexts. 525. B2B CE contexts and organisational buying. 536. Chapter Summary. 54Discussion Questions. 55References. 55Chapter 3 Customer Experience (CX) and Customer Journey. 57 1. Introduction. 572. CX. 582.1. The emergence of CX. 582.2. Components of CX. 592.2.1. Customer perceptions and expectations. 602.2.2. Customer behaviour. 622.2.3. Relating customer expectations, perceptions, and behaviours. 633. Customer Journey. 663.1. Customer journey as a linear process. 663.2. Customer journey as a reflexive process. 693.3. Customer journey as both linear and reflexive. 724. B2B CX and customer journey. 745. Chapter Summary. 78Discussion Questions. 79References. 79Chapter 4 The Case for CE Capability. 81 1. Introduction. 812. Why we need CE capability. 823. Defining CE capabilities. 843.1. CE ordinary capabilities. 883.2. CE dynamic capabilities. 904. Four main CE sub-capabilities. 924.1. Customer journey management 934.2. Customer relationship management (CRM) 944.3. Customer communications. 974.4. Customer analytics and insight 995. A holistic CE capabilities and sub-capabilities framework. 1016. Chapter Summary. 103Discussion Questions. 104References. 104Chapter 5 Customer Journey Management. 106 1. Introduction. 1062. Customer journey and brand touchpoints. 1072.1. Direct impact, high involvement 1072.2. Direct impact, low involvement 1082.3. Indirect impact, high involvement 1082.4. Indirect impact, low involvement 109An assessment framework for brand touchpoint impacts and involvement 1093. The inter-relatedness between brand touchpoints. 1133.1. Causality. 1133.2. Probability. 1144. Customer journey management – navigating the key questions. 1154.1. How many customer brand touchpoints is ideal?. 1154.2. What is the composition of each customer brand touchpoint?. 1174.3. How can we influence the customer to interact with brand touchpoints in ways that are most beneficial?. 1215. Embedding customer journey management 1266. Customer journey management as a capability. 1307. Chapter Summary. 131Discussion Questions. 132References. 133Chapter 6 Customer Relationship Management (CRM) 134 1. Introduction. 1342. Customer relationships, CRM, and CE. 1343. CRM as multiple customer journeys. 136Plotting interactions between customer relationships and customer journeys. 1384. CRM as a CE sub-capability. 1404.1. The relational functions of CRM.. 1404.1.1. Choosing the right customers. 1404.1.2. Starting, building, keeping, and ending customer relationships. 1424.2. The technical functions of CRM.. 1444.2.1. Marketing automation. 1444.2.2. Sales automation. 1464.2.3. Service automation. 1475. The components of a CRM sub-capability. 1495.1. Customer acquisition. 1505.2. Customer onboarding. 1505.3. Customer relationship maintenance. 1515.3.1. Managing customer enquiries. 1525.3.2. Enhancing customer relationship value. 1535.3.3. Enhancing the customer bond. 1545.4. Customer offboarding. 1556. Chapter Summary. 156Discussion Questions. 156References. 157Chapter 7 Customer Communications. 158 1. Introduction. 1582. Defining customer communications. 1592.1. Message. 1592.2. Customer communications channels. 1622.2.1. Asynchronous communications channels. 1632.2.2. Synchronous communications channels. 1642.2.3. Hybrid communications channels. 1652.2.4. Weighing up explicit customer communications channel options 1682.3. Customer communications frequency. 1712.4. Customer communications flows. 1723. Towards a customer communications capability. 1733.1. Ordinary customer communications capabilities. 1743.2. Dynamic customer communications capabilities. 1754. Proactive and reactive customer communications. 1765. Monitoring and evaluating customer communications. 1786. Chapter Summary. 180Discussion Questions. 181References. 182Chapter 8 Analytics and Insight. 183 1. Introduction. 1832. Defining customer analytics, customer insight and business intelligence. 1842.1. Customer analytics – what it is, what it is not 1852.2. Customer insight – what it is, what it is not 1852.3. Business intelligence – what it is, what it is not 1863. The components of a customer analytics and insight CE sub-capability 1883.1. Problem definition. 1883.2. Planning. 1903.3. Operations. 1913.3.1. Data collection. 1923.3.2. Analysis. 1973.3.3. Reporting Insights. 2013.3.3.1. Insights and the time-poor manager. 2013.3.3.2. Insights and the ignorant manager. 2023.3.3.3. Insights and corporate crises. 2023.3.3.4. Insights and the proactive manager. 2034. Implementing customer analytics and insight – some considerations 2045. Chapter Summary. 205Discussion Questions. 206Chapter 9 CE Capability Maturity. 2071. Introduction. 2072. CE capability and its maturity. 2082.1. CE sub-capability internal consistency decision areas. 2092.2. CE sub-capability horizontal consistency decision areas. 2103. Gauging CE capability maturity. 2173.1. Scenario 1 – Low internal consistency, low horizontal consistency. 2173.2. Scenario 2 – Low internal consistency, high horizontal consistency 2183.3. Scenario 3 – High internal consistency, low horizontal consistency 2183.4. Scenario 4 – High internal consistency, high horizontal consistency 2193.5. The importance of context 2214. Developing the CE capability. 2214.1. Step 1: Build internal consistency first 2224.2. Step 2: Build horizonal consistency. 2244.3. Dealing with constraints. 2255. CE capability performance assessment 2275.1.1. CE performance tensions. 2275.1.2. CE performance metrics. 2295.1.2.1. Aggregate level CE performance metrics. 2295.1.2.2. Specific level CE performance metrics. 2305.1.2.3. A word on optimising CE performance assessment 2306. Chapter Summary. 231Discussion Questions. 232Chapter 10 Current Issues in CE. 2331. Introduction. 2332. Customer engagement and VUCA. 2333. Emerging issues affecting CE. 2344. CE developments. 2365. The next steps. 2376. Chapter Summary. 239References. 239 Index. 240.
• Publisher Details: Basingstoke : Palgrave Macmillan
• Publication Date: 2023
• Extent: 1 online resource (233 pages), illustrations (black and white, and colour)
• Subjects: 658.804; Industrial marketing; Customer relations; Relationship marketing
• Languages: English
• ISBNs: 9783031234095
• Related ISBNs: 9783031234088
• Notes: Note: Description based on CIP data; resource not viewed.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
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