Showing papers on "Relationship marketing published in 2004"

Evolving to a New Dominant Logic for Marketing

Abstract: Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output The dominant logic focused on tangible resources, embedded value, and transactions Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships The authors believe that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators

Marketing for management.

Abstract: MKT 6009 Marketing Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S MKT 6244 Digital Marketing Strategy (2 semester credit hours) Executive Education Course. The course explores three distinct areas within marketing and sales namely, digital marketing, traditional sales prospecting, and executive sales organization and strategy. The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales. The course identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies. Prerequisites: MKT 6301 and instructor consent required. (2-0) Y MKT 6301 (SYSM 6318) Marketing Management (3 semester credit hours) Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning. (3-0) S MKT 6309 Marketing Data Analysis and Research (3 semester credit hours) Methods employed in market research and data analysis to understand consumer behavior, customer journeys, and markets so as to enable better decision-making. Topics include understanding different sources of data, survey design, experiments, and sampling plans. The course will cover the techniques used for market sizing estimation and forecasting. In addition, the course will cover the foundational concepts and techniques used in data visualization and \"story-telling\" for clients and management. Corequisites: MKT 6301 and OPRE 6301. (3-0) Y MKT 6310 Consumer Behavior (3 semester credit hours) An exposition of the theoretical perspectives of consumer behavior along with practical marketing implication. Study of psychological, sociological and behavioral findings and frameworks with reference to consumer decision-making. Topics will include the consumer decision-making model, individual determinants of consumer behavior and environmental influences on consumer behavior and their impact on marketing. Prerequisite: MKT 6301. (3-0) Y MKT 6321 Interactive and Digital Marketing (3 semester credit hours) Introduction to the theory and practice of interactive and digital marketing. Topics covered include: online-market research, consumer behavior, conversion metrics, and segmentation considerations; ecommerce, search and display advertising, audiences, search engine marketing, email, mobile, video, social networks, and the Internet of Things. (3-0) T MKT 6322 Internet Business Models (3 semester credit hours) Topics to be covered are: consumer behavior on the Internet, advertising on the Internet, competitive strategies, market research using the Internet, brand management, managing distribution and supply chains, pricing strategies, electronic payment systems, and developing virtual organizations. Further, students learn auction theory, web content design, and clickstream analysis. Prerequisite: MKT 6301. (3-0) Y MKT 6323 Database Marketing (3 semester credit hours) Techniques to analyze, interpret, and utilize marketing databases of customers to identify a firm's best customers, understanding their needs, and targeting communications and promotions to retain such customers. Topics

Return on Marketing: Using Customer Equity to Focus Marketing Strategy

Abstract: The authors present a unified strategic framework that enables competing marketing strategy options to be traded off on the basis of projected financial return, which is operationalized as the change in a firm’s customer equity relative to the incremental expenditure necessary to produce the change. The change in the firm’s customer equity is the change in its current and future customers’ lifetime values, summed across all customers in the industry. Each customer’s lifetime value results from the frequency of category purchases, average quantity of purchase, and brand-switching patterns combined with the firm’s contribution margin. The brand-switching matrix can be estimated from either longitudinal panel data or cross-sectional survey data, using a logit choice model. Firms can analyze drivers that have the greatest impact, compare the drivers’ performance with that of competitors’ drivers, and project return on investment from improvements in the drivers. To demonstrate how the approach can be implemented in a specific corporate setting and to show the methods used to test and validate the model, the authors illustrate a detailed application of the approach by using data from the airline industry. Their framework enables what-if evaluation of marketing return on investment, which can include such criteria as return on quality, return on advertising, return on loyalty programs, and even return on corporate citizenship, given a particular shift in customer perceptions. This enables the firm to focus marketing efforts on strategic initiatives that generate the greatest return.

Measuring Marketing Productivity: Current Knowledge and Future Directions:

Abstract: For too long, marketers have not been held accountable for showing how marketing expenditures add to shareholder value. As time has gone by, this lack of accountability has undermined marketers’ credibility, threatened the standing of the marketing function within the firm, and even threatened marketing’s existence as a distinct capability within the firm. This article proposes a broad framework for assessing marketing productivity, cataloging what is already known, and suggesting areas for further research. The authors conclude that it is possible to show how marketing expenditures add to shareholder value. The effective dissemination of new methods of assessing marketing productivity to the business community will be a major step toward raising marketing’s vitality in the firm and, more important, toward raising the performance of the firm itself. The authors also suggest many areas in which further research is essential to making methods of evaluating marketing productivity increasingly valid,...

The relationship marketing process: communication, interaction, dialogue, value

Abstract: The objective of the article is to discuss a framework of central processes in relationship marketing. The framework includes an interaction process as the core, a planned communication process as the marketing communications support through distinct communications media, and a customer value process as the outcome of relationship marketing. If the interaction and planned communication processes are successfully integrated and geared towards customers' value processes, a relationship dialogue may merge.

A customer lifetime value framework for customer selection and resource allocation strategy

Abstract: The authors evaluate the usefulness of customer lifetime value (CLV) as a metric for customer selection and marketing resource allocation by developing a dynamic framework that enables managers to maintain or improve customer relationships proactively through marketing contacts across various channels and to maximize CLV simultaneously. The authors show that marketing contacts across various channels influence CLV nonlinearly. Customers who are selected on the basis of their lifetime value provide higher profits in future periods than do customers selected on the basis of several other customer-based metrics. The analyses suggest that there is potential for improved profits when managers design resource allocation rules that maximize CLV. Managers can use the authors’ framework to allocate marketing resources efficiently across customers and channels of communication.

The Theoretical Underpinnings of Customer Asset Management: A Framework and Propositions for Future Research

Abstract: Most research in customer asset management has focused on specific aspects of the value of the customer to the company. The purpose of this article is to propose an integrated framework, called CUSAMS (customer asset management of services), that enables service organizations (1) to make a comprehensive assessment of the value of their customer assets and (2) to understand the influence of marketing instruments on them. The foundation of the CUSAMS framework is a careful specification of key customer behaviors that reflect the length, depth, and breadth of the customer-service organization relationship: duration, usage, and cross-buying. This framework is the starting point for a set of propositions regarding how marketing instruments influence customer behavior within the relationship, thereby influencing the value of the customer asset. The framework and propositions provide the impetus for a research agenda that identifies critical issues in customer asset management.

An Evaluation of Divergent Perspectives on Customer Relationship Management: Towards a Common Understanding of an Emerging Phenomenon

Abstract: Prompted – in part – by the highly publicized failure of customer relationship management (CRM) initiatives, academic research on CRM has begun to flourish. While numerous studies have yielded important insights, the extant CRM literature appears to be inconsistent and is highly fragmented due, primarily, to the lack of a common conceptualization. Thus, in order to help advance a cohesive body of knowledge on this topic of growing interest and importance, this paper attempts to provide a clear and accurate delineation of CRM’s domain. Following the review and analysis of process, strategy, philosophy, capability and technology-based CRM perspectives, the authors propose that the phenomenon is best conceptualized as an ongoing process that involves the development and leveraging of market intelligence for the purpose of building and maintaining a profit-maximizing portfolio of customer relationships. Based on the proposed conceptualization, a detailed description of the CRM process is provided along with a comprehensive framework intended to aid marketers in their quest to achieve CRM success.

The role of communication and trust in explaining customer loyalty: An extension to the ECSI model

Abstract: Loyalty has, over the past decade, become a crucial construct in marketing, and particularly in the burgeoning field of customer relationship management. This paper shows that customer loyalty can be explained to a substantial degree by customer satisfaction, trust, and communication, and shows the direct and indirect effects among those constructs and other constructs in an extension of the European Customer Satisfaction Index (ECSI) model. Both ECSI model and the extended model are estimated with data from a survey carried out among customers of the banking sector. Within the limitations of the study, the theoretical and managerial implications of these findings are discussed.

The importance of brand equity to customer loyalty

Abstract: This study involved a nation‐wide sample of industrial customers of heavy equipment manufacturers. The results suggest that brand equity and trust are consistently the most important antecedents to both behavioral and attitudinal forms of customer loyalty. There is also evidence that the models underlying the formation of behavioral versus attitudinal forms of customer loyalty may vary across research settings. The results suggest that industrial equipment marketers may consider moving beyond a focus on satisfaction in relationship marketing strategies toward integrated strategies that foster brand equity and trust in their customer base as well.

Export performance as an antecedent of export commitment and marketing strategy adaptation: Evidence from small and medium‐sized exporters

Abstract: This paper argues that performance should be investigated as an independent variable. Using survey data of over 400 managers responsible for the main export ventures of Portuguese SMEs (small and medium exporters), this paper shows that past performance plays a crucial role in building SMEs' commitment to exporting and to the determination of their current marketing strategy. Findings also show that marketing strategy adaptation to the foreign market is particularly noted in firms exporting to the most developed markets, rather than in firms exporting to the most competitive environments. Future international marketing research is encouraged to focus on understanding both the direct and indirect relationships among past performance, firm's commitment to exporting, and current marketing strategy under the influence of external forces. Such a focus has the potential to enrich the theory and generate relevant managerial and public policy implications.

Return on relationships (ROR): the value of relationship marketing and CRM in business‐to‐business contexts

Abstract: This article is about ongoing efforts to come to grips with the question: Does relationship marketing pay? The question is discussed under the umbrella concept return on relationships. Much of what is being done in relationship marketing and customer relationship management has a bearing on both business‐to‐business and business‐to‐consumer marketing, and on manufacturing as well as services. Although there is a shortage of empirical research and proven practice, the article aims to show current efforts to generate knowledge of return on relationships, with particular emphasis on business‐to‐business environments. The article ends with action strategies to improve return on relationships, and a summary of conclusions.

Service quality and customer retention: building long‐term relationships

Abstract: The study extends the existing knowledge by taking a relationship perspective to study the effect of service quality on customer retention. We integrate business‐to‐business marketing literature with service quality literature to develop a model to capture relationship commitment and other influencing factors. The model is improved with help of semi‐structured interviews which is later tested through a survey of 241 companies in the advertising sector. Findings indicate that service quality indeed contributes to the long‐term relationships and customer retention.

Dialogue and its role in the development of relationship specific knowledge

Abstract: In this article, dialogue is explored as an interactive process of learning together. This process is often spontaneous and unruly but bounded by a serious intent to reach mutual understanding. Also, the concept of relationship specific knowledge is introduced to explain how trust between business counterparts develops through dialogue in iterative cycles of learning. Dialogue also brings opportunities for generating new business knowledge, within the firm and between firms, in the form of creative solutions to marketing and supply problems. In this way, mutual value in buyer‐supplier exchanges is enhanced.

Business‐to‐business relationship quality: An IMP interaction‐based conceptualization and measurement

Abstract: Although relationship quality is recognized as a central construct in the relationship marketing literature, relatively little attention has been paid to the issues of: the dimensions of relationship quality, and the directional relationship between relationship quality and related service evaluation outcomes. This study seeks to provide alternative conceptualization of business‐to‐business relationship quality based on the well‐established IMP interaction model and to clarify the relationship between relationship quality and service quality. The findings from an empirical study, support the hypothesis that relationship quality, defined as a higher‐order construct of cooperation, adaptation, and atmosphere, has a positive impact on service quality.

The impact of interpersonal relationships on customer satisfaction and loyalty to the service provider

Abstract: The focus on ongoing customer relationships is the most distinctive aspect of relationship marketing. To date we still have a poor understanding of the role played by interpersonal‐related factors in gaining and developing customer loyalty. This paper explores the impact of interpersonal relationships (both with a firm employee and with another customer) on customer satisfaction and loyalty towards the firm. Based on a review of different streams of research, the paper develops and empirically tests an original multi‐level and multi‐subject model. The findings show that customer‐to‐employee and customer‐to‐customer relationships contribute differently to the development of customer loyalty. Finally, the paper discusses managerial implications and directions for future research.

Business marketing management : A Strategic view of industrial and organizational markets

Abstract: Providing a complete treatment of business-to-business marketing, this text captures and integrates developments in market analysis, relationship management, supply chain management, marketing strategy development and electronic commerce.

Customer satisfaction should not be the only goal

Abstract: Customer satisfaction is an important issue for marketing managers, particularly those in services industries. However, it appears that achieving customer satisfaction is often the end goal, as evidenced by the emphasis on customer satisfaction surveys. This paper proposes that this focus is due to the assumption that satisfied customers are loyal customers and thus high levels of satisfaction will lead to increased sales. As a result of this assumption, customer satisfaction is often used as a proxy for loyalty and other outcomes. The authors empirically demonstrate that satisfaction is not the same as attitudinal loyalty and that there are instances where satisfaction does not result in loyalty. A business sample was selected due to the relevance of satisfaction and attitudes in settings of high risk where a high level of decision making is involved. A sample of 267 businesses was surveyed on their satisfaction and attitudinal loyalty levels towards an advertising service. The results indicate that satisfaction and loyalty in a business services setting are different constructs, and that, while the relationship is positive, high levels of satisfaction do not always yield high levels of loyalty.

Social marketing: Principles and practice

Abstract: SMQ / VOL. X / NO. 1 / SPRING 2004 This book, authored by two of Australia’s leading social marketing researchers and practitioners, is a welcome addition to the social marketing literature for at least three reasons. First, it provides a showcase of social marketing projects conducted in Australia and other international venues that are not covered in other texts on the subject. Second, it may be the best presentation yet of an integration of theory, research, and practice in describing social marketing that reflects the authors’ experience at each of these three levels. Finally, it is the first book since Manoff ’s Social Marketing: New Imperative for Public Health (1985) to firmly place its discussion of social marketing within a public health philosophy and framework. In and of itself, the latter point – addressed in the first two chapters – makes this book required reading for anyone using social marketing in public health contexts. The authors position social marketing within a social change context and use the social determinants literature to expand its purview beyond just individual change models. They note that target groups for social marketing include groups not usually addressed by others – policymakers and legislators, service providers, opinion leaders, and businesses – and throughout the book provide examples of how these audiences have been incorporated into programs. The distinctions they draw between social marketing and other related approaches (e.g., not-for-profit marketing, cause-related marketing, corporate philanthropy, and others) are well thought out and if widely read would likely put an end to the fuzziness with which many often approach this task.

When customers disappoint: A model of relational internal marketing and customer complaints

Abstract: The objective of this study is to examine internal marketing relationships and their influence on salesperson attitudes and behaviors in retail store environments. The authors investigate the moderating role of customer complaining behavior on the nature of these relationships. Specifically, they examine the relationship between organization-employee and supervisor-employee relationships and their association with salesperson job motivation and commitment to customer service. Customer complaints are expected to have differential moderating effects on the relationship between organizational and supervisory support and these salesperson outcomes. Our hypotheses were tested using a sample of 392 retail employees within 115 stores of a national retail organization. The model was partially supported. Theoretical and managerial implications are explored.

Evaluating the Performance of Third‐Party Logistics Arrangements: A Relationship Marketing Perspective

Abstract: SUMMARY By 2005, users of third-party logistics services may be spending an average of nearly one-third of their total logistics budgets (compared to 20 percent today) to support 3PL services (Gooley 2000). Yet, very little research has examined managerial activities that might influence the performance of these logistics outsourcing relationships. Over the past several years, the management approach that views relationships as key assets of the organization has gained increased prominence in the priorities and practices of many companies (Gruen, Summers and Acito 2000). The current study utilizes this relationship marketing perspective as the basis for evaluating the perceived performance of third-party logistics arrangements. In particular, the current study examines the influence of six key relationship marketing dimensions on a customer's perceptions of their 3PL provider's performance. In so doing, the article builds on research (e.g., Goldsby and Stank 2000) that focuses on potential linkages between logistical performance metrics and managerial activities. The results suggest linkages between relationship marketing activities and the perceived performance of the 3PL arrangement.

Firm-to-firm and interpersonal relationships: Perspectives from advertising agency account managers

Abstract: We do things for people we like, our friends. However, in firm-to-firm exchange relationships, boundary spanners are economic agents representing their firms contractually to achieve specific goals. Thus, questions arise as to whether close interpersonal relationships exist in business settings, how they are defined, and whether they influence the nature and functioning of interfirm exchange. A qualitative study with advertising agency account managers finds that analyzing interpersonal relationships across groups from both sides defines firm-to-firm relationships. Participants define these relationships based on the extent to which the agency is involved in the client’s business across categories including vendor, partner, and surrogate manager. Interpersonal relationship exist across categories including strictly business, business friends, and highly personal. The relationships are distinguished based on the knowledge base developed about the brand manager. Overwhelmingly, the participants claim that devoloping close, interpersonal relationships is beneficial to both their professional and personal lives.

Rethinking marketing : developing a new understanding of markets

Abstract: List of ContributorsPrefaceChapter 1 Introduction: Rethinking Marketing (H Hakansson, IJ Henjesand and A Waluszewski)PART ONE: MARKET FORMSChapter 2 Perspective and Theories of Market (I Snehota)Chapter 3 The 'Market Form' Concept in B2B Marketing (K Blois)Chapter 4 Market Forms and Market Models (G Easton)PART TWO: INTERACTION BETWEEN MARKET ACTORSChapter 5 Exploring the Exchange Concept in Marketing (H Hakansson and F Prenkert)Chapter 6 Interactions Between Suppliers and Customers in Business Markets (D Ford and T Ritter)Chapter 7 A Dynamic Customer Portfolio Management Perspective on Marketing Strategy (F Selnes and M Johnson)Chapter 8 From Understanding to Managing Customer Value in Business Markets (J Anderson)Chapter 9 Developments on the Supply Side of Companies (L-E Gadde and G Persson)PART THREE: SCIENTIFIC APPROACHESChapter 10 The Marketing Discipline and Distribution Research: Time to Regain Lost Territory? (G Gripsrud)?Chapter 11 Research Methods in Industrial Marketing Studies (L Araujo and A Dubois)Chapter 12 Toward a New Understanding of Marketing: Gaps and Opportunities (S Troye and R Howell)Chapter 13 Conclusions: Reinterpreting the Four Ps (H Hakansson and A Waluszewski)Index