Relationship marketing

About: Relationship marketing is a research topic. Over the lifetime, 11465 publications have been published within this topic receiving 495400 citations.

여행사의 대고객 관계마케팅 실천전략에 관한 연구

Abstract: The purpose of this study is to present the specific strategy methods in view of relationship marketing. One of important marketing implementation in travel agency is customer relationships. This study analyzed following detailed matters to accomplish the customer retention. First, regarding customer complaint solution, provide the easy way to customer for their complaints and solve the customer complaints immediately. Second, regarding post-purchase customer management, follow up the post-purchase services and to provide valued information for further relationship through the database which can be available as a two-way communication. Third, to decrease the customer's uncertain needs and to keep the customer, use the various methods in terms of economic, technical, and social resources. Fourth, organization have to shift their marketing concept from marketing share to customer share. Fifth, travel agency have to change their marketing concept from product differentiation to customer differentiation. Sixth, travel agency put more important on economies of scope than economies of scale, so the company possible to get more profits and customer satisfaction through the various products. Seventh, to satisfy the segmented customers through the customer differentiation, the 'product to customer' paradigm is more important than 'customer to product' paradigm. Eighth, travel agency have to educate their staff continuously to improve personnel service quality.

Cooperation between suppliers and retail chains in developing systemic products

Abstract: IntroductionDetailed recognition of demands of target segments ought to result in creation of commercial offers satisfying final customers [Sirdesmukh, Singh, Sabol 2002].The picture below presents the process of formation of a marketing instrument that influences the target market of the retail entities. Depending on marketing composition, the number of instruments that are created is different (in the earliest sources, the composition of marketing mix in trade was interpreted through the prism of the elements including product/assortment, price/assortment, services, and facilities). Maximizing the lifetime value of a customer is a fundamental goal of relationship marketing [Christopher, Payne, Ballantyne 2002].We can see in Figure 1, that the values are included in a particular marketing offer, which is followed by a confrontation of already created utilities with observed needs, and finally, with the degree of their satisfaction. If the needs are not satisfied or are only partially satisfied we can observe the return to the beginning of the process and creation of modified utilities of the particular sphere of marketing. Consequently, adaptation of the marketing instrument and its transformation into a specific instrument of market influence takes place.The profile of contemporary customer is definitely different from customers 'of the past' therefore also retail chains need to adapt themselves to new challenges related to the characteristics of active customers [Kucharska 2014, pp. 78-89]. Characteristics of contemporary active consumers bring observation about the necessity to gather knowledge about them by commercial chains. This knowledge is acquired for the need of construction of specific commercial offers and to determine the strategy of cooperation with suppliers who are an integral part of the value chain that contributes to the shape of the offered product. Here it should be mentioned that retail trade enterprises in practice apply measures that aim at better identification of target customers.The offer for individual customer may become attractive if suitable sources of purchase are provided (in the case of trade, they are suppliers of ready products that offer expected value that is guaranteed for example by chain private brand products). Hence indication of suppliers as partners, who enable in practice, development of competitive market offer [Chen 2009; Mentzner, Ming, Zacharia 2000].Growing demands of customers and competition, as well as progress in the sphere of new technologies become the reasons for changes in the approach to holistic strategies of retail chains [Gilbert, Sumner 2004]. Customers and suppliers are the key elements of this strategy and creation of relationships with them allows for achievement of competitive advantage [Wathe, Heide 2004; De Wulf, Odekeren-Schroeder, Iacobucci 2001].1.Strategic approach of retail chains to suppliersThe policy of performing purchase and related problems concerning cooperation is the element of activity of retail chains. The subject of cooperation between the sphere of trade and suppliers is discussed mainly by such authors as P. Stannack, M. Jones, T. Wojciechowski, R. F. Reck and W. Szczepankiewicz. In the approach suggested by the aforementioned authors the attention is focused on relationships between enterprises and their suppliers. The problems stricte associated with the issues of selection of suppliers are analyzed. The evolution of the purchasing function was discussed by P. Stannack and M. Jones [1996]. In the case of commercial chains operating in Poland the stage of doing shopping focused only on products, is already left behind in these organizations. Another model was presented by R.F. Reck and B.G Long [1988] and shows four stages of purchasing function. While associating the models of evolution of purchasing function with marketing, the model of integral marketing presented by L. Zabmski must also be mentioned [1996]. …

More Than Messages: The Role and Function of Today's Chief Marketing Officer

Abstract: Few positions on a college campus have evolved more than that of the chief marketing officer (CMO). Even a few years ago, this person, and position, did not exist. Of late, however, as colleges and universities have begun to appreciate the potential that integrated marketing communications has to offer them, more and more institutions have begun to create and staff the position of the chief marketing officer. On most campuses, the chief marketing person is a director. Increasingly, however, we are seeing VPs for marketing, or marketing and advancement, or marketing and recruiting. Regardless of the subtle difference in titles, the trend is clear: marketing has joined its peers in academics, advancement, recruiting, student services, and finance on the cabinet. With an evolution in mandate first, and then title, it is only natural that we should take a look at the qualities and characteristics of the chief marketing officer. Before we can do that, however, we need to spend just a minute so everyone is using a consistent definition of integrated marketing communications (IMC). Integrated Marketing Communications As many of you know, IMC is a comprehensive, coordinated, institution-wide effort to communicate mission-critical messages in ways that target audiences notice, understand, and respond to. In other words, integrated marketing communications is all about developing and communicating relevant messages that get noticed and acted upon. If you pare away the terminology, you will discover that integrated marketing communications has three broad functions: * Brand marketing * Direct marketing * Customer relationship management. Brand marketing has one goal: to create awareness in the minds of your most important target audiences. Brand marketing is concerned with building your image and increasing name recognition among prospective students, donors, and other important audiences. Direct marketing has a different, though related goal; its purpose is to generate response. Most colleges and universities, no matter how large or small, use direct marketing in two areas: student recruiting and fundraising. Their goal is to get students to attend, send in, apply, and enroll. They want donors to open and consider and donate. Customer relationship management means, quite simply, delivering on the promises you make in your brand marketing and direct marketing messages. If you promise a certain kind of education or giving experience, do you in fact deliver it? As you think about brand marketing and direct marketing, remember that direct marketing efforts are always more effective when they are preceded by targeted brand marketing. More students will enroll if the right students are aware of you prior to student search. Let me give you a vivid example, using Ford Motor Company, of how the three legs of integrated marketing communications fit together. Brand marketing is Ford telling people that "Quality is Job i." Direct marketing is Ford asking you if you want to buy a Taurus. Ford will sell more cars if its direct marketing appeal: "Want to buy a Taurus?" has been preceded by a targeted, robust brand-building campaign: "Quality is Job !."Customer relationship management (CRM) involves making the buy decision and the experience of owning a new Taurus as affirming as possible. Effective customer relationship lays the groundwork so that Ford can, a few years later, ask the Taurus owner, "Do you want to buy a Lincoln? For colleges and universities, this means delivering on your brand promise so that your first-year students go on to become young alumni. A Possible Organization To increase the likelihood that your IMC efforts, and chief marketing officer, will be successful, colleges and universities must take a long look at how they organize their marketing functions. As you might suspect, most institutions have their image-enhancement strategies far too decentralized. …