This study examines the relationship between requirements and framework development in Customer Engagement (CE). In this paper, it is developed based on engagement theory with the assumption that a satisfying relationship will be able to create an emotional connection so that co-workers will be involved and bound to each other. Based on theoretical studies, this paper proposes a framework that examines the components of CE, the antecedents. involved and the consequences of CE. To complement the review, we also discuss how industry type, company characteristics – Business to Business vs Business to Consumer – and value and level of involvement affect relationship satisfaction, both contributing directly and indirectly from the perspective of emotional involvement in customer engagement. Furthermore, it examines the development of Customer Engagement and how to maximize company performance by making the right strategic changes. The findings of this paper are the relationship between emotion and the indirect contribution of customer needs to be enhanced in the corporate service industry with the B2B concept for products/services with a high level of involvement; In addition, it is also necessary to improve services for products or services with a high level of brand value and companies that provide a higher level of satisfaction.

This research examines the potential for leadership development through the creation of comprehensive leadership channels within organizations. By highlighting training elements that focus on the skills required for success in a leadership role) and succession planning (i.e., the creation and implementation of long-term plans that address changes in top leadership roles) as two distinct organizational initiatives. The method in this research is to combine the concept of Real Option Reasoning (ROR) with a skill-based leadership model. An in-depth study of the implementation of Comprehensive Leadership Pipelines (CLP) as an alternative to developing a leadership model is also reviewed in this study. The conclusion of this study is that by adjusting succession planning policies to outreach organizations according to the ROR pillars, it is possible to create CLPs that simultaneously lower turnover, increase the likelihood that employees will be in the right place at the right time, and reduce the risks associated with large investments. on employees. Given the need for organizations and individuals to assist in the selection of employees for appropriate leadership skills-based training, companies can make better and less risky decisions when selecting organizational leaders.