Showing papers on "Relationship marketing published in 1995"
TL;DR: A baker's dozen of researchable questions suggests some future directions for relationship marketing are discussed in this article, including targeting profitable customers, using the strongest possible strategies for customer bonding, marketing to employees and other stakeholders and building trust as a marketing tool.
Abstract: Relationship marketing is an old idea but a new focus now at the forefront of services marketing practice and academic research. The impetus for its development has come from the maturing of services marketing with the emphasis on quality, increased recognition of potential benefits for the firm and the customer, and technological advances. Accelerating interest and active research are extending the concept to incorporate newer, more sophisticated viewpoints. Emerging perspectives explored here include targeting profitable customers, using the strongest possible strategies for customer bonding, marketing to employees and other stakeholders, and building trust as a marketing tool. Although relationship marketing is developing, more research is needed before it reaches maturity. A baker’s dozen of researchable questions suggests some future directions.
3,195 citations
TL;DR: In this paper, the authors draw on established consumer behavior literature to suggest that consumers engage in relational market behavior due to personal influences, social influences, and institutional influences and that they want to simplify their buying and consuming tasks, simplify information processing, reduce perceived risks, and maintain cognitive consistency.
Abstract: Understanding the motivations of consumers to engage in relationships with marketers is important for both practitioners and marketing scholars To develop an effective theory of relationship marketing, it is necessary to understand what motivates consumers to reduce their available market choices and engage in a relational market behavior by patronizing the same marketer in subsequent choice situations This article draws on established consumer behavior literature to suggest that consumers engage in relational market behavior due to personal influences, social influences, and institutional influences Consumers reduce their available choice and engage in relational market behavior because they want to simplify their buying and consuming tasks, simplify information processing, reduce perceived risks, and maintain cognitive consistency and a state of psychological comfort They also engage in relational market behavior because of family and social norms, peer group pressures, government mandates, religious tenets, employer influences, and marketer policies The willingness and ability of both consumers and marketers to engage in relational marketing will lead to greater marketing productivity, unless either consumers or marketers abuse the mutual interdependence and cooperation
1,859 citations
TL;DR: In this article, the authors trace the history of marketing practices and illustrate how the advent of mass production, the emergence of middlemen, and the separation of the producer from the consumer in the Industrial era led to a transactional focus of marketing.
1,048 citations
Book•
31 Jan 1995
TL;DR: In this article, the authors present a marketing planning process for the education marketplace, which includes identifying and analyzing marketing issues, providing Quality Service, Value, and Customer Satisfaction, and presenting educational programs and services.
Abstract: 1. The Education Marketplace. 2. Providing Quality Service, Value, and Customer Satisfaction. 3. Identifying and Researching Marketing Issues. 4. The Marketing Planning Process. 5. Analyzing and Adapting to the Environment. 6. Defining Institutional Resources and Direction. 7. Formulating Market Strategy. 8. Measuring and Forecasting Market Size. 9. Segmenting, Selecting, and Appealing to Markets. 10. Understanding Consumers. 11. Designing Educational Programs. 12. Pricing Educational programs. 13. Delivering Educational Programs and Services. 14. Communicating with Markets. 15. Attracting and Retaining Students. 16. Attracting Resources. 17. Evaluating Marketing Performance.
870 citations
TL;DR: In this paper, the authors identify several factors leading to this change of interest, propose a scheme for classifying channel relationship research based on control mechanisms, and suggest areas for future research involving the use of contractual and normative control mechanisms in conventional channel relationships.
Abstract: The interest of practitioners and academics in channel relationship management has shifted from corporate channel structures and relationships in conventional channels governed by use of power to relationships between independent firms involving contractual and normative control mechanisms. In this article, we identify several factors leading to this change of interest, propose a scheme for classifying channel relationship research based on control mechanisms, and suggest areas for future research involving the use of contractual and normative control mechanisms in conventional channel relationships.
786 citations
Book•
05 Oct 1995
TL;DR: In this article, the authors present the New Social Marketing Paradigm, which is a powerful approach to social change and putting the customer first, as well as the importance of social influence in social marketing.
Abstract: Introduction: Social Marketing: A Powerful Approach to Social Change PREPARING FOR SOCIAL MARKETING Putting the Customer First: The Essential Social Marketing Insight The Social Marketing Strategic Management Process Listening to Customers: Research for Social Marketing Understanding How Customer Behavior Changes DOING SOCIAL MARKETING Targeting Your Customer Through Market Segmentation Strategies Bringing the Customer to the Door: Creating Active Contemplation of New Behaviors Making the New Behavior Attractive and Low Cost: Benefit and Cost Strategies Bringing Social Influence to Bear and Enhancing Self-Control Inducing Action and Ensuring Maintenance Creating Strategic Partnerships: Marketing to Other Publics Conclusion: Central Principles of the New Social Marketing Paradigm.
769 citations
TL;DR: The article by S&P as mentioned in this paper is a landmark in the evolution of relationship marketing concepts and their synthesis and integration of ideas from disparate literatures and their proposal for the underlying motivation for entering marketing relationships do much to delineate the direction researchers should take in the future.
Abstract: The article by S&P is a landmark in the evolution of relationship marketing concepts. Much of what has been done in the past has addressed narrow aspects of relationship marketing or else has taken for granted the meaning of marketing relationships. S&P set the agenda for future work and give us many provocative ideas for pursuing relationship marketing topics. Their synthesis and integration of ideas from disparate literatures and their proposal for the underlying motivation for entering marketing relationships do much to delineate the direction researchers should take in the future. Before we go too far down any one path, however, we should redouble our efforts to specify exactly what is a marketing relationship. Then we would have the foundation to follow the path so eloquently forged by Jagdish Sheth and Atul Parvatiyar.
588 citations
Book•
01 Jan 1995
TL;DR: In this article, the authors bring together the disciplines of marketing and enrepreneurship and treat them as one, examining the fundamental characteristics of each discipline and focusing on their commonalities and differences.
Abstract: This book brings together the disciplines of marketing and enrepreneurship and treats them as one. It examines the fundamental characteristics of each discipline and focuses on their commonalities and differences. It covers: the nature of marketing in SMEs and how it happens; the development and use of entrepreneural marketing networks to reach better decisions; management and marketing competencies, how they relate and how to develop them, and more. MARKETING: It is for MA, MSc and MBA students on marketing and management courses and practicing entrepreneurs with a desire to examine and understand their decision-making processes.
533 citations
TL;DR: In this paper, the authors argue that the more standardized the process is, the more dominating is the core service and the technical quality of the outcome of the production and delivery process and the less difficult it is to manage the personnel from a marketing point of view.
Abstract: Few service firms will apply a pure transaction marketing strategy. Even highly standardized service operations include direct contacts with customers, and the customers do perceive the production and delivery process. Hence there are part-time marketers and functional quality effects, so we cannot talk about a pure transaction marketing situation. However, the more standardized the process is, the more dominating is the core service and the technical quality of the outcome of the production and delivery process and the less difficult it is to manage the personnel from a marketing point of view. Firms can position their strategic approach along the strategy continuum, and the more a relationship-type strategy is called for, the more has to be invested in interactive marketing, the functional quality impact, and internal marketing. In such a situation, it is at the same time more important to create information systems where the firm is managing its customer base directly and not relying on market share statistics and ad hoc customer surveys.
453 citations
TL;DR: In this paper, Sheth and Parvatiyar argue that consumers enter into a marketing relationship because they expect to receive positive value from their participation, which is the fundamental axiom of relationship marketing.
Abstract: Collectively, the responses of the individuals interviewed reveal that there is a multitude of reasons for participating in a marketing relationship. Although many of the reasons are cognitive in nature, many others are affective. This affective “dimension” of relationship marketing remains unexplored but would seem to offer great promise for explaining the long-term nature of a firm-consumer relationship. Moreover, a liberal interpretation of the collective responses of the interviewed individuals suggests an alternative fundamental axiom of relationship marketing consistent with the definition of Angeles (1992): Consumers enter into a marketing relationship because they expect to receive positive value from their participation. Acceptance of this axiom would seem to suggest a conceptualization and research agenda much broader and potentially more productive than that associated with the axiom currently being offered. Sheth and Parvatiyar have raised a question that, despite its obviousness in retrospect, has yet to be addressed satisfactorily. Hopefully their article will prove to be the genesis of an answer. Although no one is likely to agree with all of their propositions, or even their speculation that relationship marketing will ultimately improve marketing productivity, Sheth and Parvatiyar have done the discipline a service by focusing attention on a neglected topic. Indeed, what they have effectively done is to challenge the discipline to debate what they believe to be the fundamental axiom of relationship marketing in consumer markets. Regardless of the outcome of this debate, marketing knowledge will have advanced.
428 citations
TL;DR: In this article, the authors focus on three conceptual areas of marketing: channels of distribution, legal aspects of marketing, and international marketing, focusing mainly on the legal aspects and channels.
Abstract: He received his Ph.D. in marketing from the University of Illinois. His research has primarily been concentrated in three conceptual areas of marketing: channels of distribution, legal aspects of marketing, and international marketing. His articles have appeared in theJournal of Marketing, Journal of Marketing Research, Journal of Macromarketing, Journal of Retailing, Journal of Marketing and Public Policy, Journal of Marketing Channels, Law and Society Review, and others.
TL;DR: In this paper, the differences between business-to-consumer (BTB) and consumer relationship were examined and a theoretical model of the consumer's perspective of both psychological and behavioral outcomes of relationship marketing was developed.
Book•
01 Apr 1995
TL;DR: In this paper, the authors develop marketing plans and strategies for creating value for customers and developing marketing strategies to increase the value of products and services to the consumers, and evaluate the effectiveness of marketing effectiveness.
Abstract: Part I Developing Marketing Plans and Strategies Chapter One Marketing: Creating Value for CustomersChapter TwoEnvironmental AnalysisChapter ThreeGlobal Marketing Challenges Chapter FourMarketing Planning and Organization Strategy Part II Understanding Customers and Markets Chapter FiveMarketing Research: Information and TechnologyChapter SixConsumer BehaviorChapter SevenOrganizational Buying BehaviorChapter EightMarket SegmentationPart IIIManaging and Developing Products and ServicesChapter NineManaging Existing ProductsChapter TenDeveloping New ProductsChapter ElevenMarketing ServicesPart IVPricing Principles and Strategies Chapter TwelveFundamentals of PricingChapter ThirteenPricing Goods and ServicesPart VPlacement: Distributing Goods and Services Chapter FourteenManaging Distribution ChannelsChapter FifteenWholesaling and Physical DistributionChapter SixteenRetailingPart VIPromotion: Integrated Marketing CommunicationsChapter SeventeenManaging Marketing CommunicationsChapter EighteenAdvertising, Sales Promotion, and PublicityChapter NineteenPersonal Selling and Sales ManagementPart VIIEvaluating Marketing Effectiveness Chapter TwentyImplementing and Controlling Marketing ActivitiesAppendix ADeveloping a Marketing PlanAppendix B Career Opportunities in MarketingAppendix CMathematics Used in MarketingNotesGlossaryIndexes
TL;DR: In this paper, the authors present an interdisciplinary literature review and research agenda and suggest a number of propositions, in advance of new fieldwork, to discover a revised or new theory of internal marketing as it relates to organizational change management.
Abstract: Presents an interdisciplinary literature review and research agenda and suggests a number of propositions, in advance of new fieldwork, to discover a revised or new theory of internal marketing as it relates to organizational change management. The literature on marketing, services marketing, corporate strategy, total quality management, operations management, human resource management, and organizational development reveals a body of work referring to or describing an “internal marketing” concept or internal customer concept. This seems to have grown out of an organizational internal communications perspective and the notion of an “inner market” in the organization comprising “internal customers”. Provides an extensive overview of tactical and strategic issues relating to internal marketing. Presents a resulting model and includes a comprehensive bibliography is included, with suggestions for some themes for possible fruitful research in this area of change management and service quality management.
TL;DR: In this article, the authors identify a need for an internal marketing strategy for customer satisfaction that goes far beyond customer satisfaction question, and identify the existence of powerful but hidden implementation obstacles in the internal market.
Abstract: Many management theorists and consultants urge companies to focus on their customers′ needs and satisfaction – this is common to strategic management, the marketing concept, the pursuit of “excellence”, market‐orientation, total quality management, relationship marketing strategies, and service quality theorists. However, in spite of the availability of many techniques and systems for monitoring and measuring customer satisfaction and using it in decision making, there are major implementation problems facing a customer satisfaction strategy which have been totally ignored. An internal market perspective suggests where these implementation barriers may arise inside organizations in ways which directly mirror the external market. Workshop and survey information confirm the existence of powerful but hidden implementation obstacles in the internal market. This leads to the identification of a need for an internal marketing strategy for customer satisfaction that goes far beyond customer satisfaction question...
TL;DR: This volume generates interest in channel relationships that are in trouble, leads channel researchers to consider alternative channel contexts when formulating and testing theory, and motivates a more open and positive view of interfirm power and its use.
Abstract: The article by Weitz and Jap in this volume makes a significant contribution to the marketing literature, as it enhances our understanding of relationship marketing in channels of distribution. Our commentary was designed to elaborate on important issues raised by Weitz and Jap. We hope it generates interest in channel relationships that are in trouble, leads channel researchers to consider alternative channel contexts when formulating and testing theory, and motivates a more open and positive view of interfirm power and its use.
TL;DR: The authors examines the marketing of MBA degrees in the light of theory, of previous survey data and of evidence arising from their collective experience and concludes that, whether the "customer" is an individual student or a company, a greater understanding of buyer behaviour is needed; business schools should improve their marketing or stand accused of not practising what they preach.
Abstract: Given the increasing competition in higher education, including that on MBA degrees, it is surprising that more attention has not been paid to marketing issues, such as are educational institutions really “customer‐oriented”?; do they choose the most appropriate market segments?; the complexities of the decision processes of the “buyers”. Looks first at general issues facing educational marketers, and then examines the marketing of MBA degrees in the light of theory, of previous survey data and of evidence arising from their collective experience. Concludes that, whether the “customer” is an individual student or a company, a greater understanding of buyer behaviour is needed; business schools should improve their marketing or stand accused of not practising what they preach.
TL;DR: In this article, the authors present a new management agenda to evaluate the effectiveness and appropriateness of the marketing organization for the future, reflecting certain key changes in the current marketing environment.
Abstract: Constructs a new management agenda to evaluate the effectiveness and appropriateness of the marketing organization for the future, reflecting certain key changes in the current marketing environment. Argues that these critical factors impacting on the marketing organization include accelerating both external environmental changes and internal organization developments. Raises many important questions relating to the survival and the future forms of the marketing organization and the implementation of the marketing process. Finds that a prime manifestation of these changes is the development of various types of network organizational forms to implement strategic alliances and inter‐organizational collaborations and partnerships. Proposes a structured approach to mapping the implications for the organization of such changes and the development of an organizational strategy that defines an appropriate role and form for the marketing organization and marketing processes in the corporation of the future.
TL;DR: The authors examines the nature of key account management in industrial markets structured around several strategic issues elicited from two main sources: first, empirical research in the area of industrial sales management and selling to major accounts; and second, observations from running a series of management development programmes for account managers.
Abstract: Recent interest in relationship marketing and customer retention has refocused the attention of marketing academics and managers towards key account management (KAM) systems as a means of operationalizing long‐term buyer/seller relationships Examines the nature of KAM in industrial markets structured around several strategic issues elicited from two main sources: first, empirical research in the area of industrial sales management and selling to major accounts; and second, observations from running a series of management development programmes for account managers There inter‐related conclusions have emerged from this work First, most of the literature and debate on KAM has taken the seller′s perspective Second, there appears to be inadequate matching of the seller′s total offering with the buyer′s increasingly strategic and dynamic context This is particularly evident in the short‐term focus pervading some seller companies and in their failure to keep abreast of the kind of supply‐chain issues curre
TL;DR: In this paper, the authors report results of a survey conducted to ascertain attitudes toward advertising and direct marketing on Internet and find that respondents react negatively to untargeted "cyber-junk" but are more favorable toward targeted marketing communication efforts.
TL;DR: In this article, a qualitative investigation conducted in the arena of commercial banking reveals that sellers regard relationship marketing as a strategic issue, because it impacts on organizational structure, the decision-making process, and human resources management.
01 Feb 1995
TL;DR: One-to-one marketing as discussed by the authors uses advanced information technology to give an enterprise the ability to develop relationships with individual customers, which shows promise as an innovative alternative to mass marketing.
Abstract: A new marketing paradigm called “one‐to‐one marketing,” or “relationship marketing,” shows promise as an innovative alternative to mass marketing. This one‐to‐one approach uses advanced information technology to give an enterprise the ability to develop relationships with individual customers.
Book•
23 Nov 1995
TL;DR: The Evolution and Context of Arts Marketing Audiences Marketing Research Product Generating Income Promotion Making the Arts Available Marketing Planning Managing the Marketing Function as mentioned in this paper The evolution and context of arts marketing audiences
Abstract: The Evolution and Context of Arts Marketing Audiences Marketing Research Product Generating Income Promotion Making the Arts Available Marketing Planning Managing the Marketing Function.
Book•
01 Jan 1995
TL;DR: The evolution of relationship marketing managing the six markets customer retention and loyalty integrating quality, customer service and marketing future directions in relationship marketing is discussed in this paper, where the authors present a case study.
Abstract: The evolution of relationship marketing managing the six markets customer retention and loyalty integrating quality, customer service and marketing future directions in relationship marketing.
TL;DR: In this paper, the importance of the marketing culture of a service firm by pinpointing the strength of its association with marketing effectiveness was examined, and the authors revealed a strong relationship between these two constructs even when the possible effects of firm size and geographical scope are removed.
Abstract: Examines the importance of the marketing culture of a service firm by pinpointing the strength of its association with marketing effectiveness. First, collects data to validate and purify a measure of marketing effectiveness. Second, undertakes a procedure to discover the nature of the relationship between the kind of marketing culture a firm has and its marketing effectiveness. The findings reveal a strong relationship between these two constructs even when the possible effects of firm size and geographical scope are removed.
TL;DR: In this paper, the authors identify the factors for a divorce in a marketing relationship as perceived by the salesforce and empirically demonstrate the asymmetrical nature of a relationship, and show that the dissolution of such a relationship mainly depends on the seller's organization and policies, and not on the competition.
Book•
13 Sep 1995
TL;DR: In this paper, the authors present a survey of the services covered by the Service Factory, the Service Encounters, internal marketing, relationship marketing, service design, and service profitability.
Abstract: Preface - Introduction - The 'Services' Covered - The Service Factory - Service Encounters - Service Design - Internal Marketing - Perceived Service Quality and Customer Satisfaction - Relationship Marketing - Service Profitability - Summary of Managerial Implications - Further Research Issues and Conclusions
Book•
01 Oct 1995
TL;DR: In this paper, the authors present new marketing requirements: the need for tighter linkages the marketing gearbox - roles and responsibilities marketing dialects, and building links: structural linkages market research and information systems career paths and training programs.
Abstract: Part 1 New marketing requirements: the need for tighter linkages the marketing gearbox - roles and responsibilities marketing dialects. Part 2 Building links: structural linkages market research and information systems career paths and training programmes. Part 3 Managing field marketing requirements: account management systems sales compensation customer service building the concurrent marketing capabilities.
TL;DR: In this paper, a survey of customers of financial advisers was conducted to compare dyads of gender-defined buyer-seller groups using constructs commonly found in both the relationship marketing and the social psychology literature.
Abstract: The advantage of relationship marketing strategies over discrete transactional activity is now widely recognized in banking and financial services markets. This has triggered research to identify the factors perceived by customers to be important in the development of ongoing relationships with front line staff. Sales personnel′s level of customer orientation, trust and ethical credibility has received much attention. Adds to previous research by analysing the role of gender in the development of buyer‐seller relationships. While there has been much research into gender differences in buyer behaviour on the one hand, and in sales effectiveness on the other, the combined effects of gender interaction have received little attention. Reports a survey of customers of financial advisers which compares dyads of gender‐defined buyer‐seller groups using constructs commonly found in both the relationship marketing and the social psychology literature. The results indicate that dyads do exhibit significant differen...
TL;DR: In this paper, the authors suggest a framework of six emerging themes which regularly appear when examining marketing in the high-technology arena and which are closely related to the key characteristics of high-tech products.
Abstract: Although the marketing of high technology has attracted a number of writers over the 1980s and 1990s, there is, as yet, no shared agreement as to the critical issues marketing managers must address to be successful in this area. Based on observation and experience, suggests a framework of six emerging themes which regularly appear when examining marketing in the high‐technology arena and which are closely – related to the key characteristics of high‐tech products. Each of the themes identified has implications for the marketing task facing marketing managers of high‐tech products – they reinforce the need to address both internal and external marketing issues and the importance of further research to develop paradigms appropriate to successful commercial activities in high‐technology industries. Includes the “softer” problems of technology seduction and the usefulness of concepts such as the technology life cycle, and also covers the need to focus on credibility, standards, positioning and infrastructure,...