In Essay 1, we highlight the need and develop a framework for customer engagement (CE). We develop the theory of engagement, arguing that when a relationship is satisfying and has emotional connectedness, the partners become engaged in their concern for each other. Based on the theoretical support, our proposed framework elaborates on the components of CE as well as the antecedents and consequences of CE. We also discuss how convenience, nature of the firm (B2B vs. B2C), type of industry (service vs. product), value of the brand (high vs. low), and level of involvement (high vs. low) moderate the link between satisfaction and direct contribution, and between emotions and indirect contribution of CE, respectively. We also show how CE can be gained and how firm performance can be maximized by discussing relevant strategies. In Essay 2, we highlight the need and develop a framework for Engagement. We capture the multidimensionality of CE and Employee Engagement (EE), develop and refine items for measuring CE and EE, respectively. Next, we validate the proposed framework with data from 120 companies over two time periods. We develop strategies for firms to improve their levels of CE and EE to improve performance based on the first period measurement. Using the second-period time measurement, we observe that the influence of EE on CE is moderated by employee empowerment, type of firm and nature of industry and this effect is higher for B2B (vs. B2C) firms and service (vs. manufacturing) firms