Rethinking customer engagement design: Using customer-mobilized engagement (CME) to grow business networks
The purpose of this paper is to propose a conceptual framework of customer-mobilized engagement (CME) pathways where customers actively identify, engage, and mobilize hidden (new) actors (and their resources) who are beyond the reach of the focal organization. As a large proportion of value stems fr...
| Main Authors: | , , , |
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| Format: | Journal Article |
| Language: | English |
| Published: |
ELSEVIER SCIENCE INC
2022
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| Subjects: | |
| Online Access: | http://hdl.handle.net/20.500.11937/90052 |
| _version_ | 1848765320286699520 |
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| author | Davey, J. O'Brien, I. Ouschan, Robyn Parkinson, J. |
| author_facet | Davey, J. O'Brien, I. Ouschan, Robyn Parkinson, J. |
| author_sort | Davey, J. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | The purpose of this paper is to propose a conceptual framework of customer-mobilized engagement (CME) pathways where customers actively identify, engage, and mobilize hidden (new) actors (and their resources) who are beyond the reach of the focal organization. As a large proportion of value stems from connections with multiple business networks, an organization's customer network becomes an important strategic asset contributing to competitive advantage and survival. Taking a propositional approach, we conceptualize the CME pathway and elaborate on factors critical to CME drawing on two organizations for illustrative purposes. We develop three propositions explaining how customer-mobilized engagement of hidden (new) actors, resources, and engagement platforms connect dynamically via the mobilizing customer. The reinterpreted communicative value proposition increases the contribution of hidden actors and enhances and expands value outcomes for actors within the CME pathway including increased sustainable competitive advantage for the focal organization. Adopting CME adds new resources, in different ways to deliver value to an organization's diverse business streams and grow their business networks. The CME pathway provides industrial marketing managers with an agile tool to guide the design of their offerings which can adapt across business contexts and time as the social, economic, political and technological environment changes. |
| first_indexed | 2025-11-14T11:33:22Z |
| format | Journal Article |
| id | curtin-20.500.11937-90052 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T11:33:22Z |
| publishDate | 2022 |
| publisher | ELSEVIER SCIENCE INC |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-900522023-02-08T07:50:33Z Rethinking customer engagement design: Using customer-mobilized engagement (CME) to grow business networks Davey, J. O'Brien, I. Ouschan, Robyn Parkinson, J. Social Sciences Business Management Business & Economics Value co-creation Mobilizing customers Customer engagement Business networks Value proposition VALUE CO-CREATION SERVICE-DOMINANT LOGIC ACTOR ENGAGEMENT SELF-DETERMINATION CONSUMER PARTICIPATION COLLECTIVE ENGAGEMENT PROPOSITIONS PERSPECTIVE INNOVATION PLATFORMS The purpose of this paper is to propose a conceptual framework of customer-mobilized engagement (CME) pathways where customers actively identify, engage, and mobilize hidden (new) actors (and their resources) who are beyond the reach of the focal organization. As a large proportion of value stems from connections with multiple business networks, an organization's customer network becomes an important strategic asset contributing to competitive advantage and survival. Taking a propositional approach, we conceptualize the CME pathway and elaborate on factors critical to CME drawing on two organizations for illustrative purposes. We develop three propositions explaining how customer-mobilized engagement of hidden (new) actors, resources, and engagement platforms connect dynamically via the mobilizing customer. The reinterpreted communicative value proposition increases the contribution of hidden actors and enhances and expands value outcomes for actors within the CME pathway including increased sustainable competitive advantage for the focal organization. Adopting CME adds new resources, in different ways to deliver value to an organization's diverse business streams and grow their business networks. The CME pathway provides industrial marketing managers with an agile tool to guide the design of their offerings which can adapt across business contexts and time as the social, economic, political and technological environment changes. 2022 Journal Article http://hdl.handle.net/20.500.11937/90052 10.1016/j.indmarman.2022.07.001 English ELSEVIER SCIENCE INC restricted |
| spellingShingle | Social Sciences Business Management Business & Economics Value co-creation Mobilizing customers Customer engagement Business networks Value proposition VALUE CO-CREATION SERVICE-DOMINANT LOGIC ACTOR ENGAGEMENT SELF-DETERMINATION CONSUMER PARTICIPATION COLLECTIVE ENGAGEMENT PROPOSITIONS PERSPECTIVE INNOVATION PLATFORMS Davey, J. O'Brien, I. Ouschan, Robyn Parkinson, J. Rethinking customer engagement design: Using customer-mobilized engagement (CME) to grow business networks |
| title | Rethinking customer engagement design: Using customer-mobilized engagement (CME) to grow business networks |
| title_full | Rethinking customer engagement design: Using customer-mobilized engagement (CME) to grow business networks |
| title_fullStr | Rethinking customer engagement design: Using customer-mobilized engagement (CME) to grow business networks |
| title_full_unstemmed | Rethinking customer engagement design: Using customer-mobilized engagement (CME) to grow business networks |
| title_short | Rethinking customer engagement design: Using customer-mobilized engagement (CME) to grow business networks |
| title_sort | rethinking customer engagement design: using customer-mobilized engagement (cme) to grow business networks |
| topic | Social Sciences Business Management Business & Economics Value co-creation Mobilizing customers Customer engagement Business networks Value proposition VALUE CO-CREATION SERVICE-DOMINANT LOGIC ACTOR ENGAGEMENT SELF-DETERMINATION CONSUMER PARTICIPATION COLLECTIVE ENGAGEMENT PROPOSITIONS PERSPECTIVE INNOVATION PLATFORMS |
| url | http://hdl.handle.net/20.500.11937/90052 |