Complete a two paragraph discussion post. Below is the link for the resource Keller's Brand Equity Model: Building a Powerful Brand and below that is the full text of the source Toward a Theory of Customer Engagement Marketing.
In this discussion, you will assess ways of measuring or evaluating brand equity or customer engagement of a brand and identify key takeaways for a marketing consultant to know about managing a brand across its life cycle.
First, read the required resources, including the articles Toward a Theory of Customer Engagement Marketing and Keller's Brand Equity Model: Building a Powerful Brand.
In your initial post, address the following:
Considering the customer-based brand equity (CBBE) model and other metrics, assess one to two ways of measuring or evaluating brand equity or customer engagement of a brand and explain why these evaluations are effective. For example, how can assessment tools be applied to demonstrate the success of a brand? Explain.
Considering the work you have done for this course and final project, think about the role of the marketing consultant in developing and maintaining the relevance of a brand. What are one to two key takeaways for a marketing consultant to know about managing a brand across its life cycle?
J. of the Acad. Mark. Sci. (2017) 45:312–335 DOI 10.1007/s11747-016-0509-2
CONCEPTUAL/THEORETICAL PAPER
Toward a theory of customer engagement marketing Colleen M. Harmeling1 & Jordan W. Moffett2 & Mark J. Arnold3 & Brad D. Carlson3
Received: 8 August 2016 / Accepted: 15 November 2016 / Published online: 15 December 2016 # Academy of Marketing Science 2016
Abstract Customer engagement marketing—defined as a firm’s deliberate effort to motivate, empower, and measure customer contributions to marketing functions—marks a shift in marketing research and business practice. After defining and differentiating engagement marketing, the authors present a typology of its two primary forms and offer tenets that link specific strategic elements to customer outcomes and thereby firm performance, theorizing that the effectiveness of engagement marketing arises from the establishment of psychological ownership and self-transforma- tion. The authors provide evidence in support of the derived tenets through case illustrations, as well as a quasi-experimental field test of the central tenet of engagement marketing.
Keywords Customer engagement . Marketing strategy . Task-based engagement . Experiential engagement . Quasi-experiment
Anne Roggeveen served as Area Editor for this article.
Whether intrinsically or extrinsically motivated, guided or un- guided by the firm, customers are now active contributors to a wide variety of marketing functions (e.g., customer acquisition and retention, product innovation, marketing communication, merchandising) (Malthouse et al. 2013; Nambisan 2002). They are pseudo-marketers, often with greater influence, lower costs, and more effective reach than their firm-based counterparts (Kozinets et al. 2010). This transfer of control to the customer can be a significant threat or potential opportunity for firms. This has led to an explosion of interest in Bcustomer engagement,^ which, in the past decade, has gone from a completely unused term (0 hits prior to 2007) to a topic that raises more than 6 million Google search hits. Consequently, firms are devoting substantial resources in an effort to steer customer engagement strategically; often hiring full-time man- agers (e.g., Director of Customer Engagement) (Verhoef et al. 2010). For example, Anheuser-Busch is expected to spend more than $200 billion annually on engagement marketing strategies, beginning in 2017 (Barris 2015). Yet confusion about the meaning of customer engagement is nearly as ubiq- uitous as its use, and research on customer engagement remains scarce and fragmented. The question thus remains, BHow can firms strategically guide customer engagement in ways that benefit their performance?^ Accordingly, the goal of this article is to present an emerging theory of customer engagement mar- keting and provide a foundation for the use of customer engage- ment to achieve marketing objectives.
As a first step, we explicitly delineate customer engagement, a customer outcome, as distinct from customer engagement marketing (henceforward, engagement marketing), which re- fers to a firm’s strategic efforts. Engagement marketing repre- sents the firm’s deliberate effort to motivate, empower, and measure a customer’s voluntary contribution to its marketing functions, beyond a core, economic transaction (i.e., customer engagement). It actively enlists customers to serve as pseudo-