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Article
Publication date: 1 September 2005

Brian Murphy, Paul Maguiness, Chris Pescott, Soren Wislang, Jingwu Ma and Rongmei Wang

To measure marketing performance in a holistic sense.

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Abstract

Purpose

To measure marketing performance in a holistic sense.

Design/methodology/approach

To augment the prevailing customer relationship marketing paradigm, a holistic stakeholder relationship marketing paradigm is proposed in which holistic marketing performance is reflected in the delivery of long‐term economic, social, and environmental value to customer, employee, supplier, community, and shareholder stakeholders of a business in order to enhance sustainable financial performance. Present stakeholder attitudes are measured in a stakeholder performance appraisal within a stakeholder relationship marketing model, as timely, early warning signals of future stakeholder behaviour and concomitant future business performance.

Findings

Stakeholder performance appraisal results to date indicate that a holistic stakeholder relationship marketing orientation that incorporates triple bottom line philosophy significantly enhances business financial performance beyond that achieved by a customer relationship marketing orientation.

Research limitations/implications

The stakeholder performance appraisal has been applied to only 33 businesses to date providing scope for wider application of this measurement system to demonstrate its practical usefulness in measuring holistic marketing performance and future financial performance.

Practical implications

The stakeholder performance appraisal provides a perceptual overview of holistic marketing performance and concomitant business financial performance from stakeholders in terms of quantitative ratings of economic, social and environmental performance, and qualitative strengths, weaknesses, opportunities and threats. These data enable a business to plan stakeholder relationship marketing strategies to enhance performance and to predict future financial performance.

Originality/value

The stakeholder relationship marketing model and the stakeholder performance appraisal are new, unique, managerially useful additions to existing stakeholder models and metrics.

Details

European Journal of Marketing, vol. 39 no. 9/10
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 13 February 2017

Adrian Payne and Pennie Frow

This paper aims to review the growth and development of the field of relationship marketing and, through a consideration of this body of work, identifies key research…

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8689

Abstract

Purpose

This paper aims to review the growth and development of the field of relationship marketing and, through a consideration of this body of work, identifies key research priorities for the future of relationship marketing. The paper also delineates the frequently confused associated concepts of customer relationship management and customer management and considers how they fit within the broader concept of relationship marketing.

Design/methodology/approach

This paper undertakes a review of the relationship marketing literature, supplemented by the authors’ on-going interactive research with managers.

Findings

The paper reviews alternative approaches to relationship marketing, reflects on the development of the field of relationship marketing and identifies three critical priorities for future research in relationship marketing.

Practical implications

The research priorities that are identified in this paper represent important priorities for scholars, managers, regulators and policy makers.

Originality/value

Although there is now a substantial body of research on relationship, marketing, much of this work focuses on the customer-firm dyad, with a smaller body of work focusing on a broader range of stakeholders. This paper argues for the broadening of the role of relationship marketing to consider ecosystems; the need for firms to shift from a value-in-exchange to a value-in-use perspective when addressing customer relationships; and the critical need to address “dark side” behaviour and dysfunctional processes in relationship marketing.

Details

Journal of Services Marketing, vol. 31 no. 1
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 17 October 2008

Sally Harridge‐March

The purpose of this paper is to discuss the complementary effect of relationship marketing and direct marketing and outline the foundations of direct marketing that can be…

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11216

Abstract

Purpose

The purpose of this paper is to discuss the complementary effect of relationship marketing and direct marketing and outline the foundations of direct marketing that can be enhanced by relationship marketing principles.

Design/methodology/approach

This is a personal viewpoint based on many years of working in, teaching and research of direct and relationship marketing.

Findings

The paper finds that both disciplines of direct marketing and relationship marketing have something of value to the other. The combination of the two strategies can only be of value and benefit to both customers and organisations.

Originality/value

The value of this paper is that it outlines the symbiotic strength of direct marketing and relationship marketing that allows contemporary marketers to utilise the best of both disciplines to establish and maintain strong relationships with their customers

Details

Direct Marketing: An International Journal, vol. 2 no. 4
Type: Research Article
ISSN: 1750-5933

Keywords

Content available
Article
Publication date: 29 September 2021

Sinead Duane, Sinead Duane, Christine Domegan and Brendan Bunting

The United Nations (UN) 17 Sustainable Development Goals (SDG) places partnerships as a vital mechanism, which strengthens the implementation of change strategies. The SDG…

Abstract

Purpose

The United Nations (UN) 17 Sustainable Development Goals (SDG) places partnerships as a vital mechanism, which strengthens the implementation of change strategies. The SDG targets are ambitious; acknowledging the interconnected multifaceted issues that are currently facing society. Similarly, social marketing thought is transitioning to embrace systemic change strategies, realising no one organisation can have an impact on the emerging grand challenges. Partnerships are the 5th P in the social marketing mix, however, partnerships is also a nebulous term which has been criticised for lacking theoretical development. This study aims to answer the call from both the UN and social marketing community for further research to guide the development and implementation of impactful transformative partnerships.

Design/methodology/approach

A robust mixed method approach to develop and test a social marketing partnership model is presented. Trust and relationship commitment are at the forefront of successful partnership exchanges. Morgan and Hunt’s (1994) trust and relationship commitment model is extended into the social marketing domain.

Findings

The findings validate Hasting’s (2003) call for social marketers to listen to their commercial marketing counterparts, positioning trust and commitment as essential to change strategies. As the degree of complexities in the multifaceted world continues to accelerate, partnerships for change (UN SDG #17) will pay off, driving more effective and smarter collaborations amongst a diverse range of stakeholders at different levels in different networks. Partnerships will elevate social marketing to deliver systemic transformation for complex problems with far reaching collective and sustainable consequences.

Research limitations/implications

With trust/mistrust critical to successful exchanges and exchange central to social marketing, quantitative measurement of the antecedents to and outcomes of partnerships can inform the evaluation, impact and management of social marketing interventions.

Practical implications

Three contributions are made, which support the selection, implementation and evaluation of social marketing partnerships. Key social marketing partnership characteristics are operationalised supporting the partnership selection process. Measurement scales are developed to assist in evaluating partnership relationships over time. The model is empirically tested to investigate the relationships between key mediating variables of social marketing partnerships.

Originality/value

This paper presents a validated 5th P Partnership model for social marketers, accelerating social marketing’s capacities to deliver systemic transformation for complex problems with far reaching collective and sustainable consequences and UN SDG #17.

Details

Journal of Social Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2042-6763

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Book part
Publication date: 16 June 2005

Gaby Odekerken-Schröder, Kristof De Wulf and Kristy E. Reynolds

Relationship marketing is not effective in every situation or context. This study investigates the impact of three categories of potential contingency factors on the…

Abstract

Relationship marketing is not effective in every situation or context. This study investigates the impact of three categories of potential contingency factors on the effectiveness of relationship marketing efforts in a retail services context: demographic characteristics of the consumer (age and gender), personal values of the consumer (social affiliation), and shopping-related consumer characteristics (product category involvement, consumer relationship proneness, and shopping enjoyment). The data relate to more than 1,700 mall intercept personal interviews conducted in the United States, and in two western European countries (the Netherlands and Belgium), covering a wide variety of food and apparel retailers. The found moderating influences were inconsistent across samples, stressing the need for an adapted relationship marketing strategy per country and industry. The results do provide a first indication that relationship marketing efforts are relatively more effective if they are directed at consumers who are young and female, have a high need for social affiliation, and show high levels of product category involvement, consumer relationship proneness, and shopping enjoyment. The results provide a preliminary framework for retailers to optimize the allocation of their relationship marketing budgets.

Details

Research on International Service Marketing: A state of the Art
Type: Book
ISBN: 978-0-76231-185-9

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Book part
Publication date: 16 August 2014

Anne-Maria Holma

This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial…

Abstract

This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial network approach (see, e.g., Axelsson & Easton, 1992; Håkansson & Snehota, 1995a). The study describes how adaptations initiate, how they progress, and what the outcomes of these adaptations are. Furthermore, the framework takes into account how adaptations spread in triadic relationship settings. The empirical context is corporate travel management, which is a chain of activities where an industrial enterprise, and its preferred travel agency and service supplier partners combine their resources. The scientific philosophy, on which the knowledge creation is based, is realist ontology. Epistemologically, the study relies on constructionist processes and interpretation. Case studies with in-depth interviews are the main source of data.

Details

Deep Knowledge of B2B Relationships within and Across Borders
Type: Book
ISBN: 978-1-78190-858-7

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Book part
Publication date: 1 November 2008

Roger Baxter

The provision of value, as a marketing issue, is receiving increasing attention from managers and scholars. This attention, in combination with strong calls for better…

Abstract

The provision of value, as a marketing issue, is receiving increasing attention from managers and scholars. This attention, in combination with strong calls for better quantification and stronger measures in marketing, has lead to increased interest in the assessment, quantified where possible, of the provision of value through buyer–seller relationships. This paper identifies dimensions of value provision through relationships in business markets with specific emphasis on the intangible aspects of value, which are important to long-term competitive advantage. The provision of value to the seller is the prime focus in this paper. The paper discusses the meaning of both tangible and intangible relationship value and the interplay between them and notes the importance of assessing the intangible part of the value, particularly the part which derives from the human aspects of the relationship. Despite their importance, the human aspects of relationships and their contribution to value is a sparse topic among researchers. The paper compares and evaluates potentially useful relationship and value conceptualizations. The paper discusses studies of relationship value and then outlines the results of a recent line of empirical research into the provision of value by a buyer to a seller that utilizes a framework synthesized from the intellectual capital literature. This recent research conceptualizes the potential for a seller's relationship with a buyer to provide intangible value to the seller in terms of, first, the resources available in the buyer and second, the capabilities of the buyer's boundary personnel to aid in facilitating the flow of those resources to the seller. The paper also includes the softer human aspects in the dimensions of value. These latter aspects are important to a full assessment of value. The paper concludes with a discussion of aspects of intangible relationship value that need further elucidation and will thus provide opportunities for future research.

Details

Creating and managing superior customer value
Type: Book
ISBN: 978-1-84855-173-2

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Book part
Publication date: 3 July 2018

Peggy Cunningham

The primary purpose of this chapter is to provide insight as to why some privately held small-to-medium sized firms (SMEs) have been able to outperform their peers in…

Abstract

Purpose

The primary purpose of this chapter is to provide insight as to why some privately held small-to-medium sized firms (SMEs) have been able to outperform their peers in terms of their performance defined as revenue growth, profit growth, growth in number of employees and markets. Little is known about privately held firms and what drives their performance. The second purpose is to synthesize and provide clarity to the extant literature on rapid-growth SMEs (gazelles). The third purpose is to bring a unifying theoretical lens to the literature.

Methodology

The research was conducted using elite interviews with 47 informants drawn from 21 rapid-growth, private companies. Qualitative methods were used to identify themes related to the strategies used by these firms to outperform their peers over a five-year period.

Findings

The study organizes and summarizes the extant literature on rapid-growth companies, provides support for some findings, and clarifies equivocal findings. It also suggests that early strategic choices made by the owners of private firms along with their attitudes and capabilities positioned the private firms for rapid growth. The Morgan and Hunt (1994) trust–commitment theory of relationship marketing emerged from the data as the model used most often by rapid-growth private firms and the one that best integrates the factors driving private firm performance. A modified, two-stage model appears to be warranted. The first stage focuses on respect for the value employees bring, and building their trust and commitment is an essential first step that subsequently drives the second stage of the model – building customer trust and commitment. While some of the outcomes are similar to those suggested by Morgan and Hunt, new outcomes (collaborative innovation, citizenship behaviors, sustained growth, and premium prices) also emerged as important outcomes in this study.

Practical implications

This study provides owners of private firms with insight on how to build and grow their firms in a rapid and sustainable fashion.

Originality/value

Little research has been undertaken on private firms. This study addresses this knowledge gap. The modified trust–commitment relationship marketing model that emerged from the data had not been utilized to date in the field of rapid-growth firms and it provides an integrating theory that explains the performance of rapid-growth private firms.

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Article
Publication date: 7 December 2020

Ahmed Shaalan, Marwa Tourky, Bradley R. Barnes, Chanaka Jayawardhena and Ibrahim Elshaer

This study aims to examine the Arab practice of wasta (personal networks) and its potential interface with relationship marketing to enable firms to optimize their…

Abstract

Purpose

This study aims to examine the Arab practice of wasta (personal networks) and its potential interface with relationship marketing to enable firms to optimize their recruitment and retention of customers in societies where personal ties drive business relationships. It explores whether relationship marketing influences customer retention when a personal contact leaves.

Design/methodology/approach

Empirical data were gathered from 305 customers introduced to Egyptian small and medium-sized enterprises via wasta. Multiple-item scales were adopted, drawn from previous empirical studies. Quantitative analysis was used, including confirmatory factor analysis. Structural equation modeling was used to test the hypothesized relationships posited.

Findings

Wasta plays a significant role in attracting customers, nurturing early relationships and enhancing relationship quality, but does not influence the retention of customers. Practicing relationship marketing post wasta can enhance customer loyalty, even if the business was developed through the wasta contact who left to join a rival firm.

Research limitations/implications

Potential limitations arise from cultural differences in other Middle Eastern countries. Future studies could also validate the results in different sectors/industries and explore managers and employees’ perspectives.

Practical implications

Several recommendations emerge for managerial practitioners, including the use of wasta to attract business, but more significantly, the need for the effective use of relationship marketing to retain business. The study suggests that if relationship marketing is practiced well, customers are likely to remain loyal to the firm, even if the business was developed through a personal wasta relationship with an employee who subsequently moved to a competitor firm.

Originality/value

This study is the first to develop a unified model connecting the Eastern notion of wasta (personal ties) with relationship marketing. The study enhances the knowledge of wasta and relationship marketing. It is among the first to suggest that should employees with personal connections to customers leave to join a competing firm, there is still a strong likelihood that if relationship marketing is effectively practiced, then customers will remain loyal to the firm (rather than to the former employee).

Details

Journal of Business & Industrial Marketing, vol. 36 no. 10
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 7 April 2020

Mahmoud Abdulai Mahmoud, Matilda Adams, Aidatu Abubakari, Nicholas Oblitei Commey and Adelaide Naa Amerley Kastner

The study sought to examine the influence of social media resources on export performance and the role commitment and trust play in this relationship using an integrated model.

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1330

Abstract

Purpose

The study sought to examine the influence of social media resources on export performance and the role commitment and trust play in this relationship using an integrated model.

Design/methodology/approach

A quantitative survey design was employed for this study. Empirical data for this paper were drawn from 210 exporting firms in Ghana, using purposive sampling technique. The hypothesized links were analyzed using structural equation modeling.

Findings

The result of this study reveals that social media resources and marketing capabilities directly influence export performance and indirectly through commitment and trust.

Originality/value

To the best of the authors’ knowledge, this study is among the first to attempt to use an integrated model (resource-based view and commitment-trust theory) to understand and explain an international marketing phenomenon. By concentrating on Ghana, the study offers new insights regarding the pathway for exporting firms in emerging markets.

Details

International Marketing Review, vol. 37 no. 2
Type: Research Article
ISSN: 0265-1335

Keywords

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