Hougaard / Bjerre The Relationship Marketer

Rethinking Strategic Relationship Marketing
2. Auflage 2010
ISBN: 978-3-642-03243-1
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 223 Seiten

In 'The Relationship Marketer', Søren Hougaard and Mogens Bjerre explain how the concept of the dyad (i.e., mutuality, or 'you and me') is quickly becoming a fundamental principle in marketing. The authors suggest that understanding customer relationships, value co-creation, and customised business models in which effectiveness is evaluated on an individualised basis leads to outstanding business performance. Based on these principles the authors present a concrete and practically manageable framework for implementation. Readers will find surprising, useful, and applicable marketing models, typologies and tools, as well as guides to the systematic generation of strategic opportunities. 'The Relationship Marketer' will be valuable reading for students and professionals in sales and marketing, as well as anyone seeking insights into dyadic market forces, which are moving industry beyond the outdated perspective of treating all customers equally.

Autoren/Hrsg.

Hougaard, Soren

Bjerre, Mogens

Inhaltsverzeichnis

1;Dedication Page;5
2;Table of Contents;6
3;Preface;7
3.1;The Dawn of Dyad Marketing Thinking;7
3.2;Market Leadership - Old Economic Rationales under Pressure?;8
3.3;Future Marketing Paradigm;9
3.4;Objectives;9
3.5;Target Audience;10
3.6;Acknowledgements;11
4;1. The Relationship Aspect of Marketing;12
4.1;1.1 Introduction - the Power of Relationships;12
4.2;1.2 What Business is Marketing Really in?;14
4.3;1.3 The Classical Buyer-Seller Relationship;16
4.4;1.4 Elements of the Buyer-Seller Relationship;18
4.5;1.5 Classifying the Pattern of Interaction Between Buyer and Seller;22
4.6;1.6 Defining Relationship Marketing;25
4.7;1.7 Different Theoretical Directions in Relationship Marketing;27
5;2. A Systematic Approach to the Buyer-Seller Relationships;31
5.1;2.1 Marketing as Mutual Exchange;31
5.2;2.2 Marketing as Systems;33
5.3;2.3 Three Types of Exchange;33
5.4;2.4 Two Approaches to Exchange;35
5.5;2.5 The Political Economy Paradigm;37
6;3. The Economics of Customer Relationships;43
6.1;The Principle of Complete Resource Mobility;44
6.2;The Principle of Frictionless Transactions Between Supplier and Customer;45
6.3;The Principle of the Period as Fiscal Dimension;46
6.4;3.2 The Business Economics of Customer Relationships - Risk and Opportunism;47
6.4.1;Skanska and Rockwool³²;48
6.4.2;The True Product Costs;50
6.5;3.3 Customisation of Assets, Frictions and the Life Cycle;52
6.5.1;Customisation of Assets;52
6.5.2;Cost of Frictions;53
6.5.3;Customer Life Cycle;54
6.6;3.4 Generic Transaction Costs;59
7;4. Customer Loyalty and Business Economics;61
7.1;4.1 Defining and Describing Customer Loyalty;61
7.2;4.2 The Customer Life Cycle and Various Loyalty Dynamics;63
7.3;4.3 The Value of Customer Loyalty;65
7.3.1;Lifetime Economy;66
7.3.2;Efficiency Economy;67
7.3.3;Value-Adding Economy;68
7.4;4.4 Loyalty in a Market Segmentation Perspective;69
7.5;4.5 Ties and Segmentation;73
7.6;4.6 Loyalty Matrix Modelling as an Approach to Segmentation;75
7.7;4.7 Concept to Measure Customer Loyalty;78
8;5. The Driving Forces of Customer Relationships;80
8.1;5.1 The Relationship System;80
8.2;5.2 The Influence Position of the Supplier;83
8.2.1;Interdependence of Ties and Trust between Customer and Supplier;84
8.2.2;The Threat of Vertical Integration in Dyadic Relationships;85
8.3;5.3 Competitors as Driving Force;86
8.4;5.4 Buyers and Their Influence;89
8.4.1;How Can the Buyer Motivate the Supplier to Invest in Customised Assets?;92
8.5;5.5 Catalysts as a Driving Force;92
8.5.1;The Nature of Complementors;93
8.5.2;Invaders Attacking Established Value Chains;95
8.5.3;Invasion by Reconfiguration;95
8.5.4;Innovations - the Driver Beyond the Immediate Playground;96
8.6;5.6 The Relationship DNA;97
8.6.1;What Impact Does the Relationship Form Have on the Relationship?;98
8.6.1.1;The parties;98
8.6.1.2;The customer needs;98
8.6.1.3;Time horizon;99
8.6.1.4;The communication pattern;99
8.6.2;The Exchange Form;99
8.6.3;Customer Life Cycle;101
9;6. Supplier Relationship Levels - Consequences and Contents;102
9.1;6.1 The Ladder as a Relationship Metaphor;102
9.2;6.2 Five Steps of Supplier-Customer Relationships;103
9.2.1;Spectator;104
9.2.2;Vendor;104
9.2.3;Preferred Provider;104
9.2.4;Business Consultant;105
9.2.5;Partner (Ally);105
9.3;6.3 Relationships Forms - in a Key Account Management Context;107
9.4;6.4 Contact - One Contact Point Relationship;109
9.5;6.5 Passive Coordination - Customer-reflected Relationship;110
9.6;6.6 Proactive Coordination - Supplier-reflected Relationship;113
9.7;6.7 Integrator - Joint Development;116
9.8;6.8 Relationship Contents;119
9.8.1;Uniplex;122
9.8.2;Uniplex to multiplex - One to team;123
9.8.3;Multiplex to uniplex - Team to one;123
9.8.4;Multiplex - Team to team;124
10;7. Relationships in Different Environments;125
10.1;Industry Characteristics and How They Affect Relationships;125
10.1.1;I - Customer's competitive situation (industry attractiveness);127
10.1.2;II - Relationship value system (business system analysis);127
10.1.3;III - Potential competitor analysis;127
10.2;7.2 The Buying Organisation's Competitive Situation;128
10.3;7.3 Relationship Value System;130
10.4;7.4 Potential Competitor Analysis;132
10.5;7.5 Industry Consolidation;134
10.5.1;Monopoly;136
10.5.2;Oligopoly;136
10.5.3;Hybrid;137
10.5.4;Fragmented industries - in principle close to "perfect competition";137
10.5.5;Active approach to industry transformation;138
10.5.6;Passive approach to industry transformation;138
10.5.7;Take-over;139
10.5.8;Change;139
10.5.9;Do-it-Ourselves;139
10.5.10;Wait;139
10.6;7.6 Relationships in Digital Value Chains;140
10.6.1;Arbitrage:;141
10.6.2;Aggregation:;141
10.6.3;Rewiring:;141
10.6.4;Reassembly:;141
10.7;7.7 Relationships Across the Industry Life Cycle;142
10.7.1;Embryonic;143
10.7.2;Growth;144
10.7.3;Shakeout;145
10.7.4;Mature;146
10.7.5;Decline;147
11;8. The Individualised Approach to Relationships;148
11.1;8.1 Typology of Strategic Behaviour;148
11.2;8.2 Defenders - It is All About Costs;152
11.3;8.3 Prospectors - It's Got to Develop;153
11.4;8.4 Analysers - Rather Be Safe Than First;155
11.5;8.5 Reactors - Let's Move;156
11.6;8.6 Strategies Related to Buying;159
12;9. The Sales Centre;163
12.1;9.1 A New Perspective on Sales and Relationships;163
12.1.1;Team Selling;163
12.2;9.2 Conceptualising Team Selling;165
12.2.1;Setting the Team Scene;167
12.3;9.3 Team Members and Their Roles;167
12.3.1;Strategic responsible/Owner;168
12.3.2;Project manager;169
12.3.3;Salesman/Scout;170
12.3.4;Specialist/Expert;170
12.3.5;Power player;171
12.3.6;Finance/Controller;172
12.3.7;Authoriser/Approver;172
12.3.8;Back-office/Sales support;173
12.4;9.4 Team Selling or Not - the Checklist;173
12.4.1;The Relationship Between Buying and Selling;174
12.4.2;Switching Costs;174
12.5;9.5 The Customer's Value Chain Must be Addressed by the Sales Centre;176
12.5.1;Social Competence in the Sales Centre;177
12.5.2;Closeness to the Customer is Also a Competence;179
12.6;9.6 Key Account Management is Not Traditional Management;179
12.7;9.7 Different Types of Teams;181
12.7.1;The general, permanent team;181
12.7.2;The actual, permanent team;183
12.7.3;The highly specialized, permanent team;184
12.7.4;The actual, highly specialized team;184
13;10. Relationship Marketing Strategy;186
13.1;10.1 Different Theoretical Directions in Relationship Marketing Revisited;186
13.2;10.2 Approaches to Strategy and Relationships;187
13.2.1;Positioning;191
13.2.2;Cultural pattern;192
13.2.3;Entrepreneurship;192
13.2.4;Configuration;192
13.3;10.3 Relationship Marketing Strategy as Positioning;193
13.4;10.4 Customer Relationships as a Strategic Resource;198
13.5;10.5 Entrepreneurial Strategy and Customer Relationships;199
13.6;10.6 The Integrative Configuration View on Marketing Strategy and Relationships;202
14;Notes;204
15;References;210
16;Index;222