National bank of Fujairah’s digital platform “NBF Connect”

2021 ◽  
Vol 11 (2) ◽  
pp. 1-29
Author(s):  
Devid Jegerson ◽  
Syed Zamberi Ahmad
Keyword(s):  
United Arab Emirates ◽  
Small Businesses ◽  
Customer Relationship ◽  
Customer Engagement ◽  
Product Management ◽  
Content Type ◽  
Digital Platform ◽  
Online Social Media ◽  
Global Banking ◽  
National Bank

Learning outcomes To understand the goals and key performance indicators of online social media marketing and the primary drivers of interaction in a social community. To analyze the challenges faced by the team during the launch of the new digital platform National Bank of Fujairah (NBF) Connect, interacting with an already online present small- and medium-sized enterprise (SME) community. To analyze the concept of community marketing in an emerging country and appreciate the value of digital platforms in customer relationship management. To identify and critically evaluate insights on which ideas for marketing communication activities for NBF Connect can be built upon. To build an operational plan for NBF Connect customer engagement on online social communities. Case overview/synopsis In 2020, NBF launched a new digital platform for SMEs in the United Arab Emirates (UAE) called “NBF Connect” with the purpose of redefining banking services for the small businesses sector. The digitalization wave in the UAE was revolutionizing various industry sectors. The global banking industry was already impacted by digitalization and some banks in the UAE, especially in the retail segment (Emirates NBD, 2017), had already introduced many technology-led innovations bringing more effectiveness in the processes and better customer experience. However, the SME banking segment was lagging in terms of innovation. In 2020, the COVID-19 pandemic situation, with compulsory lockdowns and social distancing, changed the way of doing business for entire industries and increased the pressure on banks for the provisioning of new digital products. Rose joined NBF in the first part of 2020 as Product Owner of the project NBF Connect. The new digital platform was ideated by NBF to be differentiated from other banking products. It was co-created with insights from and regular interaction with the SME community. After the deployment of the first version of the platform in April 2020, Rose realized that the user adoption and commercial results were below par. Over the next three months, only a few users were using the platform with shallow interactions. This case study looks at Rose’s journey as NBF refined and evolved its SME banking platform, including developing and positioning the digital platform in the market, identifying competitive advantages and developing the right commercial strategy to monetize NBF’s investment in the digital platform’s development. Complexity Academic Level Students are expected to have knowledge of the issues relevant to marketing and communication management, product management and business development. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing

Customers' relational models as determinants of customer engagement value

2014 ◽  
Vol 23 (1) ◽  
pp. 55-61 ◽  
Author(s):  
Velitchka D. Kaltcheva ◽  
Anthony Patino ◽  
Michael V. Laric ◽  
Dennis A. Pitta ◽  
Nicholas Imparato
Keyword(s):  
Social Interactions ◽  
Customer Service ◽  
Customer Relationship ◽  
Customer Engagement ◽  
Service Firms ◽  
Relational Models ◽  
Content Type ◽  
Service Firm ◽  
The Social ◽  
Different Types

Purpose – The authors apply Alan P. Fiske's relational models framework to customers' engagement with service firms – specifically, they propose that customers who hold different relational models for the service firm are likely to engage with the firm in dissimilar ways, thus generating different types of customer engagement value for the firm. Fiske's relational models framework is eminently suitable for studying customer-service firm engagement because it is widely adopted in the social sciences as a rigorously developed framework for conceptualizing social interactions. Design/methodology/approach – The article bridges Fiske's relational models framework and Kumar et al.'s customer engagement value framework, and conceptually demonstrates that customers employing different relational models for the service firm are likely to generate different types of customer engagement value for the firm. Findings – The article demonstrates conceptually that customers' relational models, schemata, and scripts influence how consumers engage with the firm and the type of customer engagement value accruing to the firm. Research limitations/implications – This research has implications for service firms' relationship strategies. First, service marketers can determine the desired customer engagement value(s) and then craft their customer relationship strategy so that it maximizes those engagement value(s). The article suggests relationship strategies that service firms may implement for encouraging customers to adopt different relational models. Originality/value – No research has bridged relational models theories and customer engagement value theories.

A customer engagement framework for a B2B context

2018 ◽  
Vol 33 (1) ◽  
pp. 145-152 ◽  
Author(s):  
Youmna Mohamed Abdelghany Youssef ◽  
Wesley J. Johnston ◽  
Talaat Asaad AbdelHamid ◽  
Mona Ibrahim Dakrory ◽  
Mohamed Galal Soliman Seddick
Keyword(s):  
Customer Equity ◽  
Customer Relationship ◽  
Three Dimensions ◽  
Customer Engagement ◽  
Content Type ◽  
Equity Value ◽  
Comprehensive Framework ◽  
The Relationship ◽  
Business To Business

Purpose The purpose of this study is to investigate conceptually the relationship between the customer’s engagement and equity and to determine whether customer engagement could be positively enhanced by business-to-business (B2B) firms to maximize their customer equity, through examining the role of cognitive, emotional and behavioral engagement. Design/methodology/approach This paper is built on the evolving marketing literature and proposes a comprehensive framework that uses a multidimensional conceptualization for the customer’s engagement and equity constructs; examines the relationships between customer satisfaction, commitment, trust and involvement and customer engagement; and specifies the specific customer engagement dimensions – cognitive, emotional and behavioral – as key mediators of the engagement–equity relationship. Findings This paper indicated that customer engagement is a multidimensional construct with three dimensions: cognitive, emotional or behavior engagement. Customer’s satisfaction, commitment, trust and involvement would be regarded as antecedents to customer engagement, whereas customer equity would be regarded a consequence for customer engagement. In addition, this paper identified three drivers of customer equity – value, brand and relationship equities – based on reviewing the previous studies. Originality/value This paper integrates philosophies from previous marketing studies of customer relationship management and customer engagement and equity into a B2B environment in a more customer-centric approach.

Engagement, satisfaction and customer behavior-based CRM performance

2018 ◽  
Vol 28 (5) ◽  
pp. 682-707 ◽  
Author(s):  
Vittoria Marino ◽  
Letizia Lo Presti
Keyword(s):  
Customer Relationship Management ◽  
Instant Messaging ◽  
Customer Behavior ◽  
Customer Relationship ◽  
Customer Engagement ◽  
Emotional Engagement ◽  
Content Type ◽  
Behavior Based ◽  
And Behavior ◽  
The Relationship

Purpose In recent years, marketers have adopted new technologies to engage customers and better meet customer needs throughout the customer journey. The purpose of this paper is to investigate the impact of consumer engagement on satisfaction and behavior-based CRM performance generated by mobile instant messaging (MIM) services. The objective is to verify which aspects of consumer engagement generate satisfaction and optimize customer relationship management. Design/methodology/approach Data were made available for analysis from an online survey on customers who had been contacted or had contacted an organization by means of MIM. Based on literature analysis, relations between customer engagement dimensions, satisfaction and behavior-based CRM performance were studied by using structural equation modeling. Findings The cognitive engagement dimension and the emotional engagement dimension affect the level of satisfaction, but only the emotional engagement dimension has an effect on the behavior-based CRM performance, while social engagement does not affect satisfaction and CRM performance. Moreover, this study confirms the relationship between customer satisfaction and customer behavior-based relationship performance. Practical implications MIM used as support to the relationship with customers contributes to generating customer satisfaction and increases the value of service performance revealing it an excellent marketing tool in support of the customer journey. Originality/value This research extends our understanding of customer engagement in the ambit of the instant messaging application used for business that so far has not been investigated. This work shows how instant messaging can be a valid instrument for customer relationship management in optimizing the benefits deriving from the adoption of disruptive innovations.

Making customer engagement fun

2014 ◽  
Vol 18 (2) ◽  
pp. 133-144 ◽  
Author(s):  
Jieun Kim ◽  
Jae-Eun Kim
Keyword(s):  
Psychological Needs ◽  
Positive Influence ◽  
Customer Relationship ◽  
Customer Engagement ◽  
Store Loyalty ◽  
Department Stores ◽  
Significant Interaction Effect ◽  
Content Type ◽  
Fashion Brand ◽  
Significant Positive Influence

Purpose – The purpose of this paper is to investigate what values luxury customers may seek to fulfill during their interaction with salespersons and how perceived value fulfillment may impact salesperson loyalty and store loyalty. The paper also examines the moderating effect of the degree of friendship with a salesperson. Design/methodology/approach – The authors conducted a survey using a close-ended questionnaire. In total, 22 luxury fashion brand stores located in eight of the largest department stores in Seoul, Korea, were selected as the luxury fashion retail context for the research. A total of 220 questionnaires were used for data analysis. Findings – Fulfillment of self-oriented values had a significant positive influence on store loyalty and fulfillment of stimulation had a significant positive influence on salesperson loyalty. There was significant interaction effect between stimulation and degree of friendship on salesperson loyalty. Research limitations/implications – The results of this study provide practical implications in the management of customer relationship. An emphasis on qualities of luxury products that are linked to the fulfillment of self-oriented and/or personal values such as superior quality or ability to gain emotional benefits should be warranted for success as a luxury brand or a luxury retailer. Originality/value – This research is important as it can inform luxury salesperson on how to better meet customer's psychological needs in the context of a selling situation; ultimately contribute to their salesperson loyalty and loyalty to the brand.

Effects of socialization interactions on customer engagement in online travel communities

2019 ◽  
Vol 29 (6) ◽  
pp. 1509-1525 ◽  
Author(s):  
Nuan Luo ◽  
Yu Wang ◽  
Chunhua Jin ◽  
Yuan Ni ◽  
Mingli Zhang
Keyword(s):  
Conceptual Model ◽  
Social Exchange ◽  
Online Communities ◽  
Structural Equation ◽  
Theoretical Perspective ◽  
Customer Relationship ◽  
Customer Engagement ◽  
Equation Modeling ◽  
Content Type ◽  
Online Travel

Purpose Travel companies are increasingly hosting online communities to extend their initiatives of customer relationship management and gain additional insight into their business. While the benefits to companies from hosting online communities are clear, another closely related issue has not been given comparative attention: Why do customers engage voluntarily in online travel communities? The purpose of this paper is to answer the question by developing and testing a conceptual model that exploring the influence of socialization interactions on customer engagement with the community. Design/methodology/approach Hypotheses were tested by applying structural equation modeling based on survey data collected from an online travel community (n=665). Findings The results supported the research hypotheses and demonstrated that socialization interactions (i.e. information and social exchange) in the online travel community are important catalysts for customer engagement. Originality/value The contribution of this study is twofold. First, from a theoretical perspective, it offers new insights into the conceptualization of customer engagement and its antecedents in the context of the online travel community. Second, from a pragmatic perspective, the conceptual model derived from this research aids practitioners in stimulating customer engagement from the perspective of socialization interactions.

Shopping for loyalty: an executive's wish list

2009 ◽  
Vol 26 (1) ◽  
pp. 49-51 ◽  
Author(s):  
Bruce Kerr
Keyword(s):  
Customer Loyalty ◽  
Customer Relationship ◽  
Loyalty Programs ◽  
Customer Engagement ◽  
Strategy Development ◽  
Loyalty Program ◽  
Content Type ◽  
The Future ◽  
Loyalty Program Design ◽  
Past Experiences

PurposeThe purpose of this paper is to present a blueprint for loyalty strategy development, and to inform the reader of the basic and not so basic elements that should be considered by companies, academics and executives when determining the future effectiveness and success of a customer loyalty program.Design/methodology/approachThe paper draws on author expertise and know‐how, as well as past experiences and market trends, to present a compelling review of necessary elements for a customer relationship program.FindingsBefore embarking on a loyalty program design companies should be wise to set long‐ and short‐term goals to drive the initial strategy. One should avoid launching a “me too” program by differentiating from one's close competitors. Implement a strategy from top to bottom across the organization. Data and customer engagement are the most important elements to foster.Practical implicationsA well‐planned and executed loyalty strategy can boost growth in incremental sales, increase in‐store traffic, drive higher impact from promotions and significantly boost overall revenues. Customer relationship marketing can also lead to richer data insights about current customers and high‐value potential customers.Originality/valueAn executive with decades of experience building and maintaining customer loyalty programs cites trends for the future of the loyalty discipline.

Social media gold dust

2020 ◽  
Vol 36 (10) ◽  
pp. 21-22
Keyword(s):  
Social Media ◽  
Customer Relationship Management ◽  
Design Methodology ◽  
Customer Relationship ◽  
User Generated Content ◽  
Customer Engagement ◽  
Content Type ◽  
Customer Base ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Organizations, particularly hotels, often underutilize social media as a method of building a larger customer base, as well as a way of boosting advertising through user-generated content. Social customer relationship management and customer engagement are key facets to boosting social media use in an organization. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The impact of strategic CSR marketing communications on customer engagement

2018 ◽  
Vol 36 (7) ◽  
pp. 764-777 ◽  
Author(s):  
Rojanasak Chomvilailuk ◽  
Ken Butcher
Keyword(s):  
Structural Equation ◽  
Service Providers ◽  
Explanatory Power ◽  
Mobile Telephone ◽  
Customer Relationship ◽  
Customer Engagement ◽  
Content Type ◽  
Strategic Csr ◽  
Positive Word Of Mouth ◽  
The Impact

Purpose The purpose of this paper is to determine the effectiveness of strategic corporate social responsibility (CSR) initiatives that seek to enhance customer engagement, through different forms of positive word of mouth. Design/methodology/approach A total of 258 responses were collected from customers of mobile telephone service providers, and analysed using t-tests, ANOVA and structural equation modelling. The survey embedded a realistic press release, purporting to originate from the respondent’s service provider, communicating CSR information. Findings Mobile telephone users are largely indifferent to CSR communication activities but segments of the market respond differently. Customer-perceived community value of the strategic CSR initiative to the intended beneficiary of the activity was found to be an effective antecedent of customer engagement. Research limitations/implications Alternative modes of customer engagement have the potential to enhance customer discourse. Customer-perceived community value of the strategic initiative provides further explanatory power to the CSR–customer relationship. Practical implications Customer-perceived community value can be used as a planning tool for marketers to gauge the effectiveness of CSR advertising campaigns before launch. Managers can adapt their CSR communications message to better reflect customer concerns. Social implications NGOs that offer greater perceived community value can partner with companies more successfully. Originality/value A holistic CSR-centric approach to evaluate strategic CSR initiatives and determine their influence on alternative forms of customer engagement is novel.

Customer engagement in sales promotion

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Azam Kaveh ◽  
Mohsen Nazari ◽  
Jean-Pierre van der Rest ◽  
Seyed Abolghasem Mira
Keyword(s):  
Customer Satisfaction ◽  
Purchase Intention ◽  
Perceived Value ◽  
Sales Promotion ◽  
Customer Relationship ◽  
Customer Participation ◽  
Customer Engagement ◽  
Content Type ◽  
Promotion Process ◽  
The Impact

PurposeThe purpose of this study is to explore the impact of customer engagement in sales promotion on purchase intention. Utilizing value co-creation and customer engagement theories, the authors tested a model that specifies the effect of customer engagement in sales promotion on purchase intention, through its impact on perceived value and customer satisfaction.Design/methodology/approachThe model was tested with the PLSc-SEM approach.FindingsEngaging customers to store's offers by giving them the possibility to choose the type of promotional discount that suits their personal preferences and needs is positively associated with purchase intention, and that this relationship is mediated in serial by perceived value and customer satisfaction.Practical implicationsInvolving customers in sales promotion provides opportunities for retail front line management, as well as for customer relationship management to attract attention and interest.Originality/valueWhile previous research concerned situations where firms and customers collaborate in the co-creation of value, its role in the sales promotion process is yet unclear. This study starts filling this gap by taking a closer look at customer participation in the sales promotion process and its impact on customer purchase intention.

A tough decision for equestrian business: the case of mandara equestrian club

2020 ◽  
Vol 10 (1) ◽  
pp. 1-23
Author(s):  
Hayyah Al Ali ◽  
Syed Zamberi Ahmad
Keyword(s):  
Private Sector ◽  
Customer Service ◽  
United Arab Emirates ◽  
Undergraduate Students ◽  
Business Management ◽  
Marketing Mix ◽  
Customer Relationship ◽  
Abu Dhabi ◽  
Product Mix ◽  
Content Type

Learning outcomes This case study focuses on basic business approaches in the decision-making by considering owners and stakeholders’ perspective in highlighting the related issues in customer service, marketing (marketing mix and product mix), strategy, business management and operational management of the sport business in the private sector of Abu Dhabi. At the end of this exercise, students should have a clear consideration of the following: understanding of the equestrian business products and services elements, description of the marketing mix the equestrian business products and services elements, definition of the product mix approach of the marketing mix in equestrian business management, distinguishing needs of product mix alternative decisions approach in equestrian business management in the private sector and labeling of two main customer services based issues and propose a solution using product mix alternatives approaches (expand/eliminate). Case overview/synopsis Mandara Equestrian Club (MEC) was the culmination of a dream for Faysal Urfali, a Lebanese entrepreneur, and his wife, who lived in (and loved) United Arab Emirates (UAE) for more than 20 years ago. The dream started in 2012, when the Urfali family was vacationing in Spain. They fell in love with the Arabian breed of horses, famous for their wide, flat forehead, soulful eyes, broad muzzle, erect ears, slender neck and flowing, shining mane. Arabian horses are also renowned for their beauty, loyalty, strength and intelligence. Arabian horses are an intrinsic part of Arabian tradition and heritage, always described in Arabic literature as a sign of pride, courage and dignity, in recitation legends of wars. The Urafalis did not have experience with horses during that period, but that did not stop them from starting an equine business in the UAE, specifically in the Emirate of Abu Dhabi. Urfali started MEC in Al Rahba City, a small town in the north site of Abu Dhabi, the Capital of UAE. At its inception in 2013, MEC was open only for private use. In 2014, Urfali decided to open the club to the public due to high demand from visitors and horses’ lovers who were visiting the place to see the horses and request horse rides. MEC carries forward Urfali’s passion for Arabian horses, as it specializes in the care and training of show horses. MEC also offers other equine activities and services for both horse owners and horseback riders. In early 2019, Urfali conducted a meeting to assess MEC’s financial statements and discuss daily business operations. The meeting determined that the club was facing several business challenges to address which, it needs some substantial changes in order to maintain its smooth-functioning. Challenges the club faced involved customer relationship management, customer attraction and skill shortages in the industry. Urfali understood that focusing on MEC as a business operation means raising the marker of success to more than just the fulfillment of a dream. Will MEC be able to keep its focus with such changes? Complexity academic level Undergraduate students majoring in Business Management, Marketing and Strategic Management. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy

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