gaining competitive advantage through engagement strategy · •the drive for customer-centricity...
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www.drvkumar.com© Dr. V Kumar
Gaining Competitive Advantage through
Engagement StrategyISB Customer Behavior & Branding PGPpro
V. Kumar, PhDRegents’ Professor,
Richard and Susan Lenny Distinguished Chair & Professor of Marketing, Executive Director, Center for Excellence in Brand & Customer Management,
and Director of the Ph.D. Program in MarketingJ. Mack Robinson College of Business, Georgia State University, Atlanta GA
andChang Jiang Scholar, HUST, Wuhan China.
Fellow, Hagler Institute for Advanced Study, TAMU, College Station, TX Senior Fellow, Indian School of Business, India
Putting it all togetherDay 2 – Session 10
April 22, 2018 DelhiApril 29, 2018 Hyderabad
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POPULAR PRESS PERSPECTIVE ON
ENGAGEMENT
Engagement is the continuous development of an emotional relationshiphttp://www.staffsquared.com/blog/2012/06/15/effective-engagement-lead-great-business-success-performance-2/
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Engagement was the 8th top buzz word in 2014 in businesshttp://mashable.com/2014/07/22/stop-using-jargon/#BmoqGIiai8qP
Engagement is both a strategy and an investment in employeeshttp://dalecarnegiewayohio.com/2013/10/18/is-the-business-buzzword-engagement/
Engagement is a function of listening to the customer’s voice- http://mashable.com/2013/05/01/engagement-buzzword/#VvubX.tCoOq6
“Engagement is the desire to think about and interact with an organization beyond what is necessary - purchasing multiple products, sharing feedback on social media sites, and acting as a reference” – Bruce Temkin, CEO Temkin Group
Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
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Based on various perspectives of
Engagement, the main components seem to
focus on…
Customers and Employees
Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
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WHAT IS CUSTOMER ENGAGEMENT?
Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
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Total value provided by customers to the firm through their behavior and interactions
Source: Kumar, V. (2013), “Profitable Customer Engagement,” Sage Publications.
CUSTOMER
ENGAGEMENT
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FORCES BEHIND EVOLUTION OF CUSTOMER
MANAGEMENT
TransactionRecency,
Frequency,
Monetary
Value
Relationship
Engagement
Satisfaction & Emotion
Trust & Commitment
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Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
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MARKET PLACE EVIDENCE FOR
ENGAGING CUSTOMERS
Consumer Electronics
Fully-engaged shoppers make 44% more visits
per year and spend $84 more than actively
disengaged shoppers
Fully engaged customers make 56% more visits per month
than actively disengaged Casual
Restaurants
Fast Food
Fully engaged customers make 28% more visits per month
than actively disengaged customers
Fully engaged hotel guests spend 46% more per year than actively
disengaged guests
Hospitality Sector
Insurance Sector
Fully engaged policy owners purchase 22%
more types of insurance products
than actively disengaged
Fully engaged customers bring 37% more annual revenue to their primary bank
than actively disengaged Retail Banking
Industry
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Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
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FIRMS WANT MORE… ENGAGING
CUSTOMERS IS NOT ENOUGH, SO WHO
ELSE SHOULD THEY ENGAGE?
Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
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OF COURSE, EMPLOYEES!
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Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
www.drvkumar.com© Dr. V Kumar
EMPLOYEE
ENGAGEMENT
“A multidimensional construct which comprises of all the different facets of employees attitudes and behaviors towards the organization”
Source: Kumar, V., and Anita Pansari (2015), “Measuring the Benefits of Employee Engagement,” MIT Sloan Management Review, 56(4), 67-72.
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WHAT IS EMPLOYEE ENGAGEMENT?
Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
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MARKET PLACE EVIDENCE FOR ENGAGING
EMPLOYEES
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Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
www.drvkumar.com© Dr. V Kumar
COMPONENTS OF EMPLOYEE
ENGAGEMENT (EE)
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1
Employee Satisfaction
Employee Identification
Employee Commitment
Employee Loyalty
Employee Performance
Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
www.drvkumar.com© Dr. V Kumar
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ONCE CUSTOMER AND EMPLOYEE
ENGAGEMENT HAVE BEEN MEASURED,
HOW DO THEY WORK TOGETHER?
Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
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LINKING ENGAGEMENT TO FIRM PERFORMANCE
Source: Kumar, V., and Anita Pansari (2016), “Competitive Advantage through Engagement,” Journal of Marketing Research, 53(4), 497-514.
FIRM
PERFORMANCE
EMPLOYEE
ENGAGEMENT
CUSTOMER
ENGAGEMENT
EMPLOYEE
EMPOWERMENTService vs.
Manufacturing
Control Variables
Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
B2B vs. B2C
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ENGAGEMENT AND FIRM PROFITABILITY
MODERATELY ENGAGED (60-79)
SOMEWHAT ENGAGED (40-59)
DISENGAGED (20-39)
EMPLOYEE
ENGAGEMENT
CUSTOMER
ENGAGEMENT
DISENGAGED (16-31)
SOMEWHAT ENGAGED (32-47)
MODERATELY ENGAGED (48-63)
SUPER ENGAGED (80-100) SUPER ENGAGED (64-80)
Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
www.drvkumar.com© Dr. V Kumar
IMPLEMENTING ENGAGEMENT STRATEGY
Obtained contact information for 2,000 randomly selected large public firms listed in the U.S. stock exchange from a trading firm
Measured the level of Engagement with 120 companies at two time periods over a 2-year period (August 2013 and August 2014)
The 120 firms were grouped as:• 62 B2B firms and 58 B2C firms • 52 manufacturing firms and 68
service firms
Large companies with 5,000+ employees and operations in
the U.S.
Employee Survey: Contacted the HR mangers within the firms (Average Response Rate of 67%)
Customer Survey: Link to survey was sent by firm to its customers (Average Response Rate of 32%)
15Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
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MANAGING ENGAGEMENT
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HIGH
LOW
HIGHLOW FIRM’S IDEAL
POSITION
CUSTOMER
ENGAGEMENT
EMPLOYEE
ENGAGEMEN
T
Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
www.drvkumar.com© Dr. V Kumar
IMPLEMENTING ENGAGEMENT
What the Data Shows
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Average
Number of
Employees
Average
Years of
Work
Experience
Average
Number of
Customers
Average
Number of
Years
Transacting
with the
Company
Type of
Firm
Time
Period
Average
CE
Average
EE
Average
Employee
Empower
ment
Average
Revenues
Average
Profit
1,122 8.1 596 6.1B2B
Product
T1 36 32 6.4
+8.2% +23.8%T2 48 44 9.1
1,304 7.7 722 7.2B2B
Service
T1 50 60 7.2
-5.2% -8.1%T2 43 52 7.1
1,286 4.9 1,816 5.4B2C
Product
T1 55 60 6.6
+3.4% +9.2%T2 62 67 6.9
1,461 5.6 1,604 3.2B2C
Service
T1 35 36 5.5
+5.6% +5.4%T2 41 40 5.7
Engagement Concept Customer Engagement Employee Engagement Measuring CE & EE Implementation Actions
www.drvkumar.com© Dr. V Kumar 19
In the current marketplace:
• The CEOs of many firms have put customers at the top of the list to focus for growth (NYSE CEO Report, Opinion Research Corporation, 2007)
• The drive for customer-centricity is stronger than ever before
• The CMO should be the most sought-after executive in the boardroom
In reality:
• The CMO is the most frequently fired C-level executive, with an average tenure under 24 months (Spencer Stuart Report, 2006)
• “There is a perceived lack of marketing accountability, threatening marketing’s existence…” (Rust et al. 2004)
• The CMO presence in top management teams has practically no impact on firm performance (Nath & Mahajan 2008)
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Marketing Strategy Implementation
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The marketing initiatives were differentiated on the basis of the lifetime value of each customer/customer segment.
B2B Firm B2C Firm
Resource Reallocation Customer Selection
Selective Customer Acquisition Cross-Selling
Multi-Channel Behavior Multi-Channel Behavior
CLV Based Marketing Strategies (Implemented in July 2006):
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Stock price movement of the B2B Firm
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30
32
34
36
38
40
42
44
46
48
50
Oct
-05
No
v-0
5
Dec
-05
Jan
-06
Feb
-06
Mar
-06
Ap
r-06
May
-06
Jun
-06
Jul-
06
Au
g-0
6
Sep
-06
Oct
-06
No
v-0
6
Dec
-06
Jan
-07
Feb
-07
Mar
-07
Ap
r-07
Time(months)
Time after CLV Based
Time Before CLV Based Strategy Implementation
Av
g M
on
thly
Sto
ck P
rice
($)
Strategy Implementation
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Stock price movement of the B2C Firm
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16
18
20
22
24
26
28
30
Oct
-05
No
v-0
5
Dec
-05
Jan
-06
Feb
-06
Mar
-06
Ap
r-06
May
-06
Jun
-06
Jul-
06
Au
g-0
6
Sep
-06
Oct
-06
No
v-0
6
Dec
-06
Jan
-07
Feb
-07
Mar
-07
Ap
r-07
Time(months)
Av
g M
on
thly
Sto
ck P
rice
($)
Time Before CLV Based Strategy Implementation
Time After CLV Based Strategy Implementation
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Comparison of B2B firm’s Stock Price movement with the S&P 500 Index
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0%
5%
10%
15%
20%
25%
30%
35%
Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 Jan-07 Feb-07 Mar-07 Apr-07
Time (months)
% Change in B2B Firm Stock Price
% Change in S&P500
Creation of Shareholder Value
% C
han
ge
fro
m J
uly
06 L
evel
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Comparison of B2C firm’s Stock Price movement with the S&P 500 Index
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0%
10%
20%
30%
40%
50%
60%
70%
Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 Jan-07 Feb-07 Mar-07 Apr-07
Time (months)
% Change in B2C Firm Stock Price
% Change in S&P500
Creation of Shareholder Value
% C
han
ge
fro
m J
uly
06 L
evel
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Stock Price Increase After Wheel of Fortune Strategy Implementation
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58%
17% 15%
Percentage increase over nine months
B2C firm Stock Price
S&P 500
Index
Average Stock Price
of Top Three Competitors
33%
17%12%
B2B firm Stock Price
S&P 500
Index
Average Stock Price
of Top Three Competitors
Percentage increase over nine months
B2C Firm B2B Firm
The increases in Market Capitalization for the B2C firm and the B2B firm during the test period (July 2006 – April 2007) were approximately 57.6% and 32.8%, respectively
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Conceptual Approach to Measure CEV
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• Total value provided by customers to the firms through their (a) purchase transactions with the firm, (b) ability to refer other customers to the firm, (c) power to positively influence other customers about the firm’s offerings , and (d) knowledge about the firm’s product/service offerings in providing a feedback to the firm.
Customer Engagement Value (CEV)
Customer Lifetime Value (CLV)
Net present value of future cash flows
from a customer over his/her lifetime with
the company
Customer Referral Value (CRV)
Quantifiable measure of the type, quantity,
& effectiveness of paid referrals that an individual customer provides to others
Customer Influence Value (CIV)
Monetary value of customers’ social
media influence on other acquired customers and
prospects
Customer Knowledge Value (CKV)
Value a customer adds to the firm through his/her
feedback
Firm and Competitive Actions
Customer Behavior / Attitudes / Network Metrics
Source: Kumar, V. (2013), “Profitable Customer Engagement: Concepts, Metrics & Strategies”, Sage Publications.
Customer Brand Value (CBV)
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Key Takeaways
• Efficient Customer Management is about knowing your customers well to deliver superior value while maximizing profitability for the firm
• Get a deeper understanding of your customers’ loyalty – Understand the drivers of customer/distributor loyalty
– Manage ‘loyalty’ and ‘profitability’ simultaneously
• Adopt a forward looking metric such as the customer lifetime value for superior decision making and customer management strategies:
– Selling the right product to the right customer at the right time
– Allocating the optimal marketing budget across different customers/distributors based on their ‘future’ revenue potential
– Linking acquisition & retention to profitability
– Predicting churn of your customers/distributors
– Channel migration analysis
– Linking Brand Value to Customer Lifetime Value
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The Wheel of Fortune Strategies Used for Maximizing CLV
Acquiring Profitable Customers
Customer Selection
Preventing Attrition of Customers
Referral Marketing
Strategy
Linking Investments in
Branding to Customer Profitability
Pitching the Right Product,to the Right Customer, at
the Right Time
Managing Loyalty and Profitability
Simultaneously
MEASURING& MAXIMIZING CUSTOMER
LIFETIME VALUE
Linking CLV to Shareholder
Value
Product Returns
Future of Customer
Management
Cross - Buy
Source: Kumar, V., “Managing Customers for Profits”, Reprinted 2009, The Wharton School Publishing
Optimal Allocation of
ResourcesManaging
Multi-channel Shoppers
Interaction Orientation
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The Big Picture
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Initial Purchase
CustomerCharacteristics
Reinforcement
Behavior
Customer Engagement Value (CEV)
• CLV, CIV, BRV, CRV, CKV & CBV
Consequences
Higher Customer ProfitabilityStronger Social Networks
Prospects
Profiling
Strategy (CLV)
1.Choose the Right Customers2.Optimal Contact with the Customer3.Send the Right Message at the Right Time4.Manage Multichannel Shopping5.Manage High-cost Customers6.Find and Keep the Right Customers7.Manage Loyalty and Profitability Simultaneously
Strategy (CRV)8.Managing Brand Value to Maximize Customer Value9.Increase Product Knowledge10.Increase Customer Satisfaction of Potentially High Value Customer
CLVExchange CharacteristicsObserved Customer HeterogeneityFirm Initiated ContactCustomer Initiated Contact
BRV, CRV & CIVCustomer AdvocacyReferrals(Word-of-Mouth and Observational Learning)
CKV
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Path to Increased Profitability- A Differentiated & Sustainable Strategy
CREATE RADICALLY
INNOVATIVE PRODUCTS
SELL TO MORE
CUSTOMERS -Customer
Acquisition
VALUE TO THE CUSTOMER -
Create Rich Experience
HIGHER SATISFACTION
STRONGER LOYALTY
RETAIN YOUR CUSTOMERS
SELL MORE TO EXISTING CUSTOMERS-Cross-Sell, Up-
Sell
ENHANCED REVENUES
VALUE FROM THE
CUSTOMER -Higher Profits
Reinvested profits
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Path to ProfitabilityReversing the Conventional Wisdom
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CLV
Cross-Sell
Up-Sell
Enhanced Revenues
LoyaltyManagement
Differential Experience & Satisfaction
Retention of Profitable Customers
Seek Inputs for Product Innovation
Acquisition of Profitable Customers
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.....need to end up together in an eternal blissful marriage so that the managers can live happily ever after
CEV
Loyalty & Profitability
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