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MARKETING | RESEARCH ARTICLE
Customer Engagement Levels: Analysis of Behaviour.
Emotional, and Cognitive Dimensions Gilbert Moro Santoso1.
Dwi Hayu Agustini2 Department of Management.
Faculty of Economics and Business.
Universitas Soegijapranata Catholic.
Semarang.
Indonesia.
Email: 21d10026@student.
id1, hayu@unika.
ARTICLE HISTORY
Received: May 05, 2025
Revised: June 23, 2025
Accepted: July 30, 2025
DOI
https://doi.
org/10.
52970/grmapb.
ABSTRACT
Customer engagement is vital in fostering long-term relationships between businesses and their customers, particularly in the cafy industry, where personal interaction and atmosphere are essential to the experience.
While existing studies have explored customer engagement in large-scale or digital settings, limited attention has been given to small, service-based businesses like independent cafys.
This study addresses that gap by examining the level of customer engagement at Gerbang CoAee Culture, a local cafy known for its cozy environment but lacking a formal system to evaluate customer involvement.
Using a quantitative approach, data were collected through questionnaires distributed to cafy visitors.
Customer engagement was measured across three core dimensions: cognitive, aAective, and behavioral.
The results provide a comprehensive overview of how customers engage mentally, emotionally, and behaviorally with the cafy.
The findings are expected to assist the cafy in designing more personalized and targeted marketing strategies based on customer interaction patterns.
The study also contributes to the academic discourse by applying a multidimensional engagement framework in a realworld small business context.
By integrating systematic measurement, cafys like Gerbang CoAee Culture can better understand their customers and strengthen relationships that support sustainable business growth.
Keywords: Customer Engagement.
Customer Involvement.
Cafy.
Consumer Behavior.
JEL Code: M31.
D12.
Introduction Customer engagement is increasingly critical in building long-term relationships between consumers and businesses.
It encompasses behavioral, emotional, and cognitive dimensions, reflecting the depth and quality of customer interaction with a brand (So.
King.
Sparks, & Wang, 2.
Engagement is not limited to it includes how customers think about, feel, and behave toward a brand across various touchpoints (Brodie.
Hollebeek.
Juric, & Ilic, 2.
Genuinely engaged customers tend to demonstrate higher loyalty, advocacy, and emotional attachment to the brand (Kumar & Pansari, 2.
, making engagement a core strategic priority for businesses seeking sustainable growth.
From a business perspective, customer engagement drives immediate revenues and long-term value through repeated interactions and word-ofmouth referrals (Beckers.
Van Doorn, & Verhoef, 2.
Engaged customers contribute to brand equity by actively participating in brand communities, sharing feedback, and influencing other consumers through The Author.
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As such, companies that succeed in fostering strong engagement often enjoy a competitive advantage in saturated markets.
Measuring engagement accurately, however, remains challenging, especially for service-based businesses such as cafys, restaurants, and hotels.
In these settings, engagement is shaped by subjective and intangible elements, such as service quality, environmental ambiance, emotional response, and social interaction (Lemon & Verhoef, 2.
Therefore, a practical engagement measurement framework must incorporate more than just transactional data.
it must include psychological and experiential factors that reflect the customer's internal state and perceptions.
Although much has been written about customer engagement in large-scale retail and e-commerce contexts, fewer studies have explored how engagement manifests and can be measured in small, independent service businesses like cafys.
This presents a gap in the literature, as micro-businesses often lack the resources and analytical tools larger companies use but still rely heavily on customer loyalty and repeat visits for survival.
This study addresses this gap by focusing on Gerbang CoAee Culture, a local cafy that has identified customer engagement as a central challenge in its business Despite oAering a pleasant environment and good service, the cafy lacks a systematic approach to evaluate whether its customers are truly engaged, whether behaviorally, emotionally, or cognitively.
The owner has acknowledged the diEculty distinguishing between casual visitors and deeply engaged customers.
Without structured data and a clear measurement tool, it becomes challenging to identify behavioral trends, tailor services eAectively, or adjust strategies in response to shifting customer needs.
This study aims to assess the customer engagement level at Gerbang CoAee Culture cafy by examining three core dimensions: behavioral, emotional, and cognitive engagement.
This multidimensional approach seeks to provide a comprehensive understanding of how customers interact with the cafy and how their engagement can be evaluated systematically.
The findings of this study are expected to contribute in two significant ways.
Theoretically, the study enriches the existing literature by applying a multidimensional engagement framework in a real-world, small-scale service business context.
Practically, the results oAer actionable insights for business owners, especially those in the cafy and hospitality sector, to better understand customer behavior and design strategies that foster more profound and more meaningful customer relationships.
By identifying key engagement drivers and patterns, the study will help Gerbang CoAee Culture and similar businesses develop data-driven strategies to increase satisfaction, loyalty, and customer lifetime value.
II.
Literature Review and Hypothesis Development Understanding Customer Engagement Customer engagement is widely acknowledged as a multidimensional construct that reflects the depth of interaction between consumers and a company.
It extends beyond mere transactions and includes ongoing behavioral, emotional, and cognitive connections between customers and a brand (So.
King.
Sparks, & Wang, 2.
In this view, engagement is not a one-time event but a dynamic and sustained process that shapes how customers perceive, interact with, and remain loyal to a business.
Rather than treating consumers as passive recipients of services, customer engagement views them as active participants who co-create value with companies.
Brodie et al.
emphasize that this engagement occurs across various online and oEine channels and touchpoints, aAecting decisions, brand aEnity, and long-term loyalty.
While these perspectives are foundational, they also highlight a need to examine how engagement plays out in specific business contexts, such as small service-based environments, where personal interactions are central to the customer Kumar and Pansari .
argue that deeply engaged customers are more likely to build emotional ties and exhibit repeated behaviors such as re-purchasing and recommending a brand to others.
These benefits underscore the strategic importance of understanding and nurturing engagement, especially in industries where competition is high and brand diAerentiation is based on experience rather than price or product features.
The Author.
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: 2776-6349 Measuring Customer Engagement in Service-Based Businesses Despite the consensus on its importance, measuring customer engagement remains complex, particularly in the cafy industry.
Unlike retail, where purchases are easily tracked, cafys must rely on less tangible indicators such as atmosphere, staA interaction, and customer sentiment.
According to So et al.
, customer engagement can be assessed across three key dimensions:
Behavioral engagement, which includes observable actions like frequency of visits, time spent, purchases, and referrals Emotional engagement, which refers to feelings of satisfaction, pride, and emotional attachment to the brand Cognitive engagement, which reflects mental involvement, including awareness, interest, trust, and the desire to learn more about the business This framework is particularly relevant to cafys, where the customer experience is shaped not only by products but also by the service environment and interpersonal interactions.
While many studies describe these dimensions in theory, few apply them in practical, small-scale settings.
The current research builds upon this model by applying it to Gerbang CoAee Culture, a local cafy aiming to understand how well it engages customers across all three dimensions.
By operationalizing these constructs, the study tests their applicability and provides insights that could inform other small service businesses.
The Value of Engagement Measurement EAectively measuring customer engagement allows businesses to track how customers interact, identify shifts in behavior, and develop more personalized marketing eAorts (Kim & Drumwright, 2.
Especially in cafys, where the quality of experience is central to customer satisfaction, relying solely on visit frequency is insuEcient.
Instead, engagement measurement should capture quantitative and qualitative aspects, including emotional and environmental cues that shape how customers perceive their visit.
Recent research supports including staA friendliness, ambiance, and personalization as core components of emotional engagement (Bijmolt.
Leeflang, & SaAert, 2.
In addition.
Jaakkola and Alexander .
highlight the role of value co-creation, where customers contribute to the brand by oAering feedback, engaging in conversations, and influencing others through social media and reviews.
These behaviors are not only signs of engagement but also valuable sources of insight for business improvement.
By systematically measuring engagement, cafys can adapt to evolving customer expectations.
For instance, analyzing emotional or cognitive engagement patterns may reveal gaps in service delivery or opportunities for innovation in menu oAerings, loyalty programs, or physical layout.
These insights empower businesses to shift from reactive to proactive strategies.
Engagement Measurement in the Cafy Context The cafy industry is unique in that customers often seek more than just a productAithey seek As Lemon and Verhoef .
observe, customer service engagement is deeply tied to experiential factors such as ambiance, comfort, and emotional fulfillment.
This makes measuring engagement in cafys both challenging and essential.
A relaxing environment, friendly staA, and consistent service quality can significantly influence customers' emotional and cognitive responses, thereby shaping their level of Beckers.
Van Doorn, and Verhoef .
argue that measurement systems should extend beyond transactional data in such contexts.
Instead, they should include tools that capture customer sentiment and behavioral intentions.
For example, short surveys, digital feedback, or social media monitoring can reveal how customers perceive their experiences and what influences their desire to return.
This study The Author.
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It focuses on how behavioral, emotional, and cognitive dimensions play out in the daily operations of Gerbang CoAee Culture.
In doing so, it aims to move beyond generalized engagement models and generate context-specific insights that can inform theory and Implications for Practice and Research Understanding how to measure and strengthen customer engagement has significant implications for small businesses, particularly those in the food and beverage sector.
The findings of this study are expected to help cafy owners make informed decisions about service improvements, branding eAorts, and customer relationship management.
Furthermore, the research contributes to the academic literature by applying established engagement frameworks in a localized, real-world setting, bridging the gap between theory and By identifying key drivers of engagement and assessing their impact on customer satisfaction and loyalty, this research provides a roadmap for cafys and similar service businesses to create more engaging, memorable experiences that foster not just repeat visits but lasting emotional connections.
Research Method Research Design This study employed a descriptive quantitative approach to examine customer engagement phenomena within a defined population systematically (Creswell, 2.
The aim was to capture objective, measurable patterns of emotional, cognitive, and behavioral involvement among cafy customers.
The research was guided by the theoretical framework that Brodie et al.
proposed, which conceptualizes customer engagement as a multidimensional construct encompassing behavioral, cognitive, and emotional While this theory informed the construction of the research instrument, the study relied on empirical methods to measure these constructs in practice.
Population and Sampling Technique The population in this research consisted of all individuals who had visited Gerbang CoAee Culture cafy within the past two months.
A purposive sampling method was used to select participants who met predetermined criteria aligned with the study's objectives (Sekaran & Bougie, 2.
This technique was chosen to ensure the inclusion of respondents capable of providing relevant insights.
A total of 100 participants were targeted, in line with the Central Limit Theorem, which suggests that a sample size of at least 100 is suEcient for approximating a normal distribution in parametric analysis (Field, 2.
While purposive sampling allowed for targeted data collection, it is important to note the potential for selection bias, which may aAect the broader generalizability of the findings.
Data Collection Procedure Data was collected using a closed-ended questionnaire distributed in person at the cafy.
The researcher approached customers directly, briefly explained the study, and invited voluntary participation.
Respondents completed the questionnaire onsite, ensuring contextual relevance and reducing nonresponse This direct approach also allowed for immediate clarification of items, minimizing misinterpretation.
The questionnaire measured customer engagement across three core dimensionsAiemotional, cognitive, and behavioralAiusing a five-point Likert scale, ranging from 1 ("Strongly Disagree") to 5 ("Strongly Agree") (Allen & Seaman, 2.
The items were developed to reflect the study's theoretical foundation and capture diAerent aspects of customer engagement.
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: 2776-6349 Instrument Validity and Reliability Testing The questionnaire underwent rigorous testing for construct validity and internal consistency reliability before full deployment.
Construct validity was assessed through Pearson's product-moment correlation, comparing each item's score with the total construct score.
According to Hair.
Black.
Babin, and Anderson .
, an item is deemed valid if its correlation coeEcient .
is Ou .
30 and statistically significant at p < .
Based on analysis conducted using SPSS version 26, all items surpassed the minimum threshold, confirming acceptable construct validity.
The study employed Cronbach's Alpha to measure internal consistency, with a minimum acceptable coeEcient of .
70 (Nunnally, 1.
The analysis showed a Cronbach's Alpha value of .
763, indicating a high level of internal consistency across the 15 questionnaire items.
These results confirm that the questionnaire reliably measures the intended engagement dimensions.
Data Analysis Techniques Data analysis was performed using SPSS version 26.
The analytical process consisted of three primary Descriptive statistics were used to summarize respondents' demographic characteristics and visit Dimension-based analysis calculated mean scores for each engagement dimension: emotional, cognitive, and behavioral.
The overall engagement score was derived by averaging all item scores and interpreted using the following categories:
Low engagement: 1.
00Ae2.
Moderate engagement: 3.
00Ae3.
High engagement: 4.
00Ae5.
These categories provided a basis for identifying strengths and weaknesses in the cafy's engagement Higher mean scores were interpreted as indicators of strong performance, while lower scores highlighted potential areas for improvement.
Although the study followed a rigorous process, several methodological limitations must be acknowledged.
While helpful in targeting specific respondents, purposive sampling limits the generalizability of the findings and introduces a potential for selection bias.
Additionally, reliance on self-reported data increases the risk of social desirability bias, which could skew responses.
These factors suggest the need for future research to employ mixed methods or probabilistic sampling to enhance validity and external applicability.
IV.
Results and Discussion Respondent Characteristics Characteristic Gender Age .
ears ol.
Table 1.
Respondent Characteristic Category Frequency Women
Men
16Ae19
20Ae24
25Ae29
30Ae34
35Ae40
> 40
Percentage The Author.
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: 2776-6349 This study surveyed 100 Gerbang CoAee Culture Cafy customers, focusing on their demographic background and engagement patterns.
Regarding gender, 67% of the respondents were male, while 33% were female.
This gender distribution suggests that the cafy may attract more male customers or that male visitors were more willing to participate in the survey.
About age, the most dominant age group was 25Ae29 years .
%), followed by 20Ae24 years .
%) and 30Ae34 years .
%).
The younger and older segmentsAiages 16Ae19 and over 35Airepresented smaller portions of the sample.
This distribution indicates that the cafy is most frequented by individuals in their twenties and early thirties.
It is consistent with previous findings that this demographic often seeks lifestyle-based experiences, such as coAee shops, to socialize or work in a casual This insight provides a valuable reference for tailoring marketing strategies and service oAerings that resonate with this core customer group.
Customer Purchase Behavior Aspect Frequency of Visit Time of Visit Reason for Visit Table 2.
Customer Purchase Behavior Category Frequency 1Ae2 times 3Ae4 times More than 5 times Morning Noon Afternoon Evening Doing tasks or discussions Meeting with friends Enjoying the ambiance or relaxing Attending an event Percentage Customer purchase behavior was analyzed through visit frequency, time, and reasons for visiting.
Most respondents .
%) reported visiting the cafy 3Ae4 times, suggesting a relatively steady level of customer Meanwhile, 35% visited only 1Ae2 times, and 9% visited more than five times.
Although the majority had visited multiple times, the relatively low proportion of frequent repeat visitors reflects a potential area for strengthening long-term customer loyalty.
The most common visiting time was evening .
%), followed by morning .
%), noon .
%), and afternoon .
%).
This pattern indicates that the cafy is a popular evening destination, possibly due to its relaxing ambiance or appeal as a post-work meeting place.
The spread of visits throughout the day also shows that the cafy functions well across multiple use cases, such as a workspace or casual social venue.
As for the reasons behind their visits, 35% of respondents stated they came to meet friends, 31% visited to do tasks or engage in discussions, 26% came to enjoy the ambiance, and 8% attended These results reinforce the idea that the cafy fulfills both social and functional roles, providing an environment for leisure and relaxation and a suitable space for informal productivity.
Customer Engagement by Dimension Customer engagement was measured across three dimensionsAiemotional, cognitive, and behavioralAicategorized into high, medium, and low levels.
The cognitive dimension recorded the highest percentage of high engagement .
%), followed by emotional .
%) and behavioral .
%) .
ee Table .
These findings suggest that customers are highly attentive to the cafy's brand identity and values and feel emotionally connected to the experience the cafy oAers.
Cognitive engagement reflects how much customers are mentally involved with the brand.
The results indicate that customers understand the cafy's positioning, services, and identity.
Emotional engagement, meanwhile, illustrates how customers feel about the cafy.
With The Author.
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: 2776-6349 92% in the high category, it is evident that customers experience positive emotions such as satisfaction, comfort, and pride during their interactions with the cafy.
Table 4.
Customer Engagement by Dimension Customer Engagement Category High .
00 - 5.
Medium .
00 - 3.
Low .
00 - 2.
Emotional Cognitive Behavioral Total Behavioral engagement, however, was comparatively lower, with 32% of respondents categorized as This dimension refers to tangible customer actions, such as frequent visits, recommendations, and participation in cafy programs.
The disparity between emotional/cognitive and behavioral engagement may suggest that while customers feel positively about the cafy and understand its value, not all consistently act on this engagement through repeat behavior.
This gap also points to a subtle limitation of this study.
Since engagement was measured through a cross-sectional self-reported survey, it is possible that behavioral intentions did not always align with actual behavior.
Additionally, as the study focused on a single cafy within a specific time frame, broader generalizations should be made cautiously.
Nevertheless, these patterns highlight the opportunity for the cafy to enhance behavioral engagement through more active strategies such as loyalty programs, referral incentives, or exclusive event oAerings.
Table 5.
Average Customer Engagement per Dimension Dimension Average Score (Mea.
Emotional 4,93 Cognitive 4,40 Behavioral 4,00 Total Customer Engagement
4,40
As shown in Table 5, the emotional dimension recorded the highest average score .
, followed by cognitive .
, and behavioral .
All dimensions fall into the high engagement category, but the diAerence in magnitude reveals meaningful insights.
The intense emotional connection suggests that the cafy has successfully delivered a customer experience that resonates deeply personally.
The cognitive dimension also shows that the cafy's message and values are clearly communicated and well understood by its audience.
However, while the behavioral score is still within the high range, its relatively lower value suggests that the cafy has not fully converted emotional and intellectual appreciation into consistent customer action.
address this, customer activation strategies need to be strengthened.
Encouraging behaviors such as loyalty card usage, social media sharing, or attendance at cafy events could help close the gap between how customers feel and what they do.
These eAorts are significant in the cafy industry, where experiential and emotional factors often influence customer decision-making, but long-term loyalty requires tangible action.
Summary of Findings In summary, the results demonstrate that customers of Gerbang CoAee Cafy exhibit strong emotional and cognitive engagement, showing that the brand is both emotionally appealing and intellectually However, behavioral engagement remains a dimension that requires further development.
Customers feel connected and informed, but fewer actively express this engagement through repeat visits or brand advocacy.
This distinction provides a focused area for improvement, especially as behavior is a key indicator of sustainable customer loyalty.
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: 2776-6349 Conclusion This study aimed to measure the level of customer engagement at Gerbang CoAee Culture Cafy by analyzing emotional, cognitive, and behavioral dimensions.
The results revealed that the cafy has successfully built strong emotional bonds and cognitive awareness among its customers.
Visitors not only understand and appreciate the brand, but they also feel comfortable and satisfied, which contributes to a positive overall customer experience.
However, the lower behavioral engagement suggests that emotional and cognitive connections do not always lead to consistent customer actions.
Not all customers who feel positively about the brand actively return, recommend it, or participate in cafy initiatives.
This highlights a strategic challenge for the cafy: to move beyond positive perception and foster active participation.
The findings point toward practical implications for cafy businesses.
To strengthen behavioral engagement, the cafy should introduce mechanisms that encourage repeat behavior, such as loyalty programs, member-exclusive promotions, or interactive experiences that invite customers to be part of a larger community.
These initiatives can help transform emotional satisfaction and intellectual alignment into loyalty-driven action.
Although the study provides valuable insights, it should be noted that its findings are based on self-reported data and a singlelocation sample, which may limit broader generalizability.
Future research may benefit from incorporating longitudinal data, behavioral tracking, or expanding the geographic scope to test the consistency of these Ultimately, this study confirms that emotional and cognitive engagement form the foundation of a positive customer relationship.
However, behavioral engagement is the key to turning that relationship into long-term value for the business.
By understanding and addressing this gap, cafys can build loyal customers and brand advocates who support growth through active participation.
References