Enterprise Engagement
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An Enterprise Engagement is a Marketing that ...
- See: Employee Engagement, Customer Engagement, Marketing, Human Capital, Managerial Finance, Sales, Business Operations, Human Resources, Brand Engagement.
References
2020
- (Wikipedia, 2020) ⇒ https://en.wikipedia.org/wiki/Enterprise_engagement Retrieved:2020-8-6.
- Enterprise engagement is a sub-discipline of marketing and management that focuses on achieving long-term financial results by strategically fostering the proactive involvement and alignment of customers, distribution partners, salespeople, and all human capital outside and inside of an organization. Enterprise engagement is distinct from the traditional sub-disciplines of financial management, marketing, sales, operations, and human resources in that it seeks to achieve long-term success by integrating these various traditional business disciplines to consistently focus the organization on identifying and meeting target audience needs. Enterprise Engagement is related to brand engagement, a term developed in Great Britain in the 2000s to describe an integrated external and internal marketing approach to achieving long-term success for a brand. Enterprise Engagement applies similar principals to the achievement of an organization’s overall financial objectives. Organizations run on the basis of enterprise engagement work collaboratively across departments and divisions to collectively find the best way to achieve long-term financial results by maximizing all human capital, from customers and distributors, agents, or other value-added resellers, to salespeople, employees, and even vendors and shareholders. [1] This approach unifies the organization around a brand and mission that continually seeks to find better ways to help the end-user customer, enhance the relationship with channel partners, suppliers, and employees and ultimately create new opportunities for the business, [2] rather than simply finding ways to improve processes. It looks at human capital in an integrated fashion, rather than separating customer and distribution partner engagement from sales or employee engagement. Examples of companies run on the basis of enterprise engagement principles include: Whole Foods, Southwest Airlines, Chick Fil-A, Wegman's, Costco, and Campbell Soup. [3] A list of companies determined to have high levels of customer, employee, and community engagement is listed at PeopleCentricCapitalism.org. The field has gained greater visibility in 2017 as a result of increased interest in the subject from leading investors such as the CalPERs pension fund or the Human Capital Coalition, as well as the development of ISO 10018 certification for quality people management practices and the decision by ISO to create employee engagement standards. See Benefits, below. Traditional organizations have a siloed approach, in which each business area often works quite independently from the other. Each business unit may or may not be directed to have specific goals related directly or indirectly to improving value or service to their audience – whether that be employees, channel partners, vendors or customers. The silos have a tendency to focus on maintaining and improving processes in order to promote their influence and share of resources. [4] This is demonstrated in the willingness of many companies to sacrifice customer satisfaction to save money on automated telephone answering systems; in this case they have determined that the cost savings of eliminating customer service employees outweighs the benefits of creating a more satisfying customer experience. It is easy to measure the cost savings involved with this decision, but not so easy to measure the impact on customer engagement over time.
While enterprise engagement is related to the field of integrated marketing and has part of its roots there, it is more related to Management in that it requires an integration of all business disciplines across the organization, and therefore cannot be easily organized under one specific sub-discipline of management or another.
- Enterprise engagement is a sub-discipline of marketing and management that focuses on achieving long-term financial results by strategically fostering the proactive involvement and alignment of customers, distribution partners, salespeople, and all human capital outside and inside of an organization. Enterprise engagement is distinct from the traditional sub-disciplines of financial management, marketing, sales, operations, and human resources in that it seeks to achieve long-term success by integrating these various traditional business disciplines to consistently focus the organization on identifying and meeting target audience needs. Enterprise Engagement is related to brand engagement, a term developed in Great Britain in the 2000s to describe an integrated external and internal marketing approach to achieving long-term success for a brand. Enterprise Engagement applies similar principals to the achievement of an organization’s overall financial objectives. Organizations run on the basis of enterprise engagement work collaboratively across departments and divisions to collectively find the best way to achieve long-term financial results by maximizing all human capital, from customers and distributors, agents, or other value-added resellers, to salespeople, employees, and even vendors and shareholders. [1] This approach unifies the organization around a brand and mission that continually seeks to find better ways to help the end-user customer, enhance the relationship with channel partners, suppliers, and employees and ultimately create new opportunities for the business, [2] rather than simply finding ways to improve processes. It looks at human capital in an integrated fashion, rather than separating customer and distribution partner engagement from sales or employee engagement. Examples of companies run on the basis of enterprise engagement principles include: Whole Foods, Southwest Airlines, Chick Fil-A, Wegman's, Costco, and Campbell Soup. [3] A list of companies determined to have high levels of customer, employee, and community engagement is listed at PeopleCentricCapitalism.org. The field has gained greater visibility in 2017 as a result of increased interest in the subject from leading investors such as the CalPERs pension fund or the Human Capital Coalition, as well as the development of ISO 10018 certification for quality people management practices and the decision by ISO to create employee engagement standards. See Benefits, below. Traditional organizations have a siloed approach, in which each business area often works quite independently from the other. Each business unit may or may not be directed to have specific goals related directly or indirectly to improving value or service to their audience – whether that be employees, channel partners, vendors or customers. The silos have a tendency to focus on maintaining and improving processes in order to promote their influence and share of resources. [4] This is demonstrated in the willingness of many companies to sacrifice customer satisfaction to save money on automated telephone answering systems; in this case they have determined that the cost savings of eliminating customer service employees outweighs the benefits of creating a more satisfying customer experience. It is easy to measure the cost savings involved with this decision, but not so easy to measure the impact on customer engagement over time.
- ↑ "Manage Your Human Sigma", John H. Fleming, Curt Coffman, James K. Harter, The Harvard Business Review, July–August 2005.
- ↑ Testing the Internal Marketing Model: An Empirical Analysis of the Relationship between Employee Attitudes, Customer Attitudes and Customer Spending, Don Schultz, Heidi Schultz, Frank Mulhern and Robert Passikoff, department of Integrated Marketing Communications at the Medill School of Journalism for the Forum for People Performance Management and Measurement 2005.
- ↑ Internal Marketing Best Practice Study 2006, Department of Integrated Marketing Communications at the Medill School of Northwestern University for the Forum for People Performance Management and Measurement.
- ↑ Linking Performance Strategies to Financial Outcomes – The Interaction between Marketing & Human Resources and Employee Measurement & Incentives, Prof. Frank Mulhern and Patricia Whalen of Northwestern University 2004, for the Forum for People Performance Management and Measurement.