{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T19:04:32Z","timestamp":1754161472758,"version":"3.41.2"},"reference-count":58,"publisher":"Emerald","issue":"5","content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2012,5,18]]},"abstract":"<jats:sec>\n                  <jats:title>Purpose<\/jats:title>\n                  <jats:p>This paper aims to contribute to extant research which emphasises the need for service suppliers to be able to leverage firm-customer relationships through an understanding of the correlation between service touch-points and engagement parameters.<\/jats:p>\n               <\/jats:sec>\n               <jats:sec>\n                  <jats:title>Design\/methodology\/approach<\/jats:title>\n                  <jats:p>The authors utilised multivariate methods (CATPCA and Pro-fit) to analyse the data. Data were collected through a questionnaire survey of 238 respondents, sampled through the social networking site, \u201cFacebook\u201d.<\/jats:p>\n               <\/jats:sec>\n               <jats:sec>\n                  <jats:title>Findings<\/jats:title>\n                  <jats:p>It was found from the analysis of data that within the context of customer engagement, four critical parameters (\u201csatisfaction\u201d, \u201cloyalty\/advocacy\u201d, \u201crecruitment\/retention\u201d and \u201ccustomer losses\u201d) impact on customer touch-points.<\/jats:p>\n               <\/jats:sec>\n               <jats:sec>\n                  <jats:title>Research limitations\/implications<\/jats:title>\n                  <jats:p>The study is characterised by two limitations. The first is that the respondents' simultaneous utilisation of multiple touch-points was not accounted for in the study. Second, the authors acknowledge that the narrow demographic spread of the respondents is a possible limitation of the study.<\/jats:p>\n               <\/jats:sec>\n               <jats:sec>\n                  <jats:title>Originality\/value<\/jats:title>\n                  <jats:p>The study findings are grounded in empirical findings which is a departure from traditional scholarship on customer touch-points which has been based on case observations and anecdotal evidence.<\/jats:p>\n               <\/jats:sec>","DOI":"10.1108\/02635571211232334","type":"journal-article","created":{"date-parts":[[2012,5,20]],"date-time":"2012-05-20T10:40:05Z","timestamp":1337510405000},"page":"766-785","source":"Crossref","is-referenced-by-count":5,"title":["Correlating service touch-point preferences with engagement parameters"],"prefix":"10.1108","volume":"112","author":[{"given":"Udechukwu","family":"Ojiako","sequence":"first","affiliation":[{"name":"University of the Witwatersrand, Johannesberg, South Africa"}]},{"given":"Maxwell","family":"Chipulu","sequence":"additional","affiliation":[{"name":"University of Southampton, Southampton, UK"}]},{"given":"Andrew","family":"Graesser","sequence":"additional","affiliation":[{"name":"University of Southampton, Southampton, UK"}]}],"member":"140","reference":[{"issue":"7","key":"2025072819560263800_b2","doi-asserted-by":"crossref","first-page":"1250","DOI":"10.1287\/mnsc.41.7.1250","article-title":"Global disintegration of information-intensive services","volume":"41","author":"Apte","year":"1995","journal-title":"Management Science"},{"issue":"6","key":"2025072819560263800_b3","doi-asserted-by":"crossref","first-page":"665","DOI":"10.1111\/j.1937-5956.2010.01150.x","article-title":"Analysis and improvement of information-intensive services: evidence from insurance claims handling operations","volume":"19","author":"Apte","year":"2010","journal-title":"Production and Operations Management"},{"issue":"2","key":"2025072819560263800_b1","doi-asserted-by":"crossref","first-page":"224","DOI":"10.1111\/j.1937-5956.2003.tb00502.x","article-title":"Modelling customer satisfaction in telecommunications: assessing the effects of multiple transaction points on the perceived overall performance of the provider","volume":"12","author":"Athanassopolous","year":"2003","journal-title":"Productions and Operations Management"},{"issue":"4","key":"2025072819560263800_b4","doi-asserted-by":"crossref","first-page":"355","DOI":"10.1016\/j.indmarman.2004.09.021","article-title":"Antecedents and consequences of CRM technology acceptance in the sales force","volume":"34","author":"Avlonitis","year":"2005","journal-title":"Industrial Marketing Management"},{"issue":"3","key":"2025072819560263800_b5","doi-asserted-by":"crossref","first-page":"341","DOI":"10.1177\/1094670510375603","article-title":"Analytics for customer engagement","volume":"13","author":"Bijmolt","year":"2010","journal-title":"Journal of Service Research"},{"key":"2025072819560263800_b6","doi-asserted-by":"crossref","unstructured":"Bitran, G.\n          , Ferrer, J. and Oliveira, P. 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