Employee research has often assumed that higher employee engagement drives higher customer engagement. Sears employee-profit value chain is an oft cited example of this one-direction analysis. However, research recently published in the Journal of Marketing by Zablah et al. (2012) shows that this correlation is perhaps more two way than implied by these studies. The research shows that employees can increase as they have more contact with customers and where they can focus on meeting the customer’s needs. The implications of this research are that managers should help frontline employees focus on meeting customer needs in order to increase the employee’s engagement with the organisation. The research also found that where products or services were difficult to sell or did not meet customer needs then this would have a negative impact on engagement.