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Enterprise engagement is a sub-discipline of marketing and management that focuses on achieving long-term financial results by strategically aligning the engagement 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.〔(Going One to One: The New Rules of Engagement; Incentive Performance Center at incentivecentral.org, 2007. )〕 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.〔"Manage Your Human Sigma", John H. Fleming, Curt Coffman, James K. Harter, ''The Harvard Business Review'', July–August 2005.〕 This approach unifies the organization under the banner of continually seeking to find better ways to help the end-user customer, enhance the relationship with channel partners and suppliers and ultimately create new opportunities for the business,〔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.〕 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: McDonalds, Southwest Airlines, and Campbell Soup.〔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.〕 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.〔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.〕 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. == History == Enterprise engagement has its roots in research conducted in the 1990s connecting financial results in Sears stores to the engagement of employees.〔Rucci, A.,J., Kim, S. P., and Quinn, R.T., “The Employee–Customer Profit Chain at Sears,” ''Harvard Business Review'', 1998, 76 (1), 83-97.〕 An early reference to the concept appears in a New York Times article by Stuart Elliott in 1993 in which Larry Light, the chairman of the Coalition for Brand Equity for the American Association of Advertising Agencies, said, “The No. 1 priority is to keep your customers sold and, only second, to build new brand relationships.” In that same article, Bruce Bolger, a trade show director who was quoted, observed that, “consumer-product companies spend billions of dollars to attract customers, without any kind of strategic focus on keeping them …You have to motivate consumers to come to buy your product, but then you have to deliver to them. Advertising creates customers, but once you get them, what are you doing to keep them?〔Consumer-Product Marketers are Using Premiums and Incentives as Rewards for Customers' Loyalty, Stuart Elliott, ''New York Times'', .〕” In their 1993 book, ''The One to One Future'', Don Peppers and Martha Rogers were among the early proponents of customer-focused rather than product- and process-focused marketing,〔Rogers, Martha; Peppers, Don, The One to One Future, Currency and Doubleday, 1993.〕 and identified the necessity to address the human element of relationships between customers and an organization. Additional research on the connection between customer and employee engagement began to emerge in 1999, when Gallup published its ground-breaking book ''First, Break All the Rules'' by Buckingham and Coffman which was based on a meta-analysis of decades of employee and business outcomes data from over 100,000 employees and a wide range of industries.〔(Gallup )〕 They also began publishing studies on the cost of disengaged workers. (Would You Fire Your Boss, ''Gallup Management Journal'', Sept. 2007. ).〔(Gallup )〕 In 2002, a study was released in Great Britain demonstrating a financial link between customer and employee engagement.〔Chimhanzi, J., and Morgan, R.E. “Explanations from the Marketing/HR Dyad for Market Competitiveness: A Perspective on Marketing Strategy Implementation Effectiveness and Market Performance in Service Firms,” presented at the 2002 American Marketing Association Winter Educator’s Conference〕 In 1998, A.J. Rucci, S.P. Kim, and R.T. Quinn, authors of “The Employee–Customer Profit Chain at Sears” (Harvard Business Review, 1998), identified a direct connection between employee engagement and profitability in Sears stores. The concept was further explored by a private academic collaboration between the Integrated Marketing Communications department at the Medill School of Journalism at Northwestern University and a community of businesses and trade associations in marketing. Founded in 1993 by Don Schultz and Frank Mulhern, professors at Northwestern University, and by Bruce Bolger, principal of a target marketing and media company, the Forum for People Performance Management and Measurement (www.performanceforum.org) was among the first organizations in the U.S. to focus on conducting research into the connection between financial results and employee and customer engagement. It has since funded over a half-dozen studies looking at the linkage between customers, employees, and financial results. Separately, in the July–August 2005 issue of the Harvard Business Review, the concept of linking customer and employee engagement that is the distinctive element of enterprise engagement was articulated in an article by John H. Fleming, Curt Coffman, and James K. Harter, entitled “Manage Your Human Sigma.〔” The authors wrote, “It’s possible to arrive at a single measure of effectiveness for the employee-customer encounter, this measure has a high correlation with financial performance.” Fleming along with co-author The term “Enterprise Engagement” was created in 2008 by a coalition of not-for-profit and for-profit organizations formed to promote education and research supporting this approach to business management. These organizations include the , and (Selling Communications Inc. ), a marketing, media and technology firm, which have since been joined by the (Business Marketing Association ), an organization representing business-to-business marketers, (Gallup ), the research and consulting firm, the (Incentive Research Foundation ) and the Incentive Federation (http://www.Incentivefederation.org), along with a half-dozen sponsors in the fields of marketing and performance improvement. In March, 2014, the book "Enterprise Engagement" by Bruce Bolger, Allan Schweyer and Richard Kern was published by the Enterprise Engagement Alliance. The textbook was unveiled at the first Annual Enterprise Engagement conference in Nashville, TN in April, 2014. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Enterprise engagement」の詳細全文を読む スポンサード リンク
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