TY  - CHAP
AB  - The main body of research on industrial marketing over the last 20 years has concentrated on giving a relational framework to an activity which had previously been understood to be essentially transactional. Therefore, the management of business relationships is today considered as a critical task on which a company's very existence depends. Consequently, allotting limited company resources between several relationships has become a major task for marketers who must decide how to divide and allot time and money for customers and prospective customers. In this renewed context, the portfolio concept for supplier-customer relationships are of a continuous nature and when the boundaries of the customer are easy to delimit. In order to widen the scope of their relevance, we propose to re-embed the supplier-customer relationship into the network of business actors that influences it and to be very careful in defining who is the customer.
VL  - 9
SN  - 978-1-84950-043-2, 978-0-76230-633-6/1069-0964
DO  - 10.1016/S1069-0964(00)09015-3
UR  - https://doi.org/10.1016/S1069-0964(00)09015-3
AU  - Salle Robert
AU  - Cova Bernard
AU  - Pardo Catherine
ED  - Arch G. Woodside
PY  - 2001
Y1  - 2001/01/01
TI  - Portfolio of supplier-customer relationships
T2  - Getting Better at Sensemaking
T3  - Advances in Business Marketing and Purchasing
PB  - Emerald Group Publishing Limited
SP  - 419
EP  - 442
Y2  - 2024/05/06
ER  -