Relationship marketing: a Thai case

Abstract

PurposeThe purpose of this paper is to explore the impact of relationship marketing in a Thai context by gathering both quantitative and qualitative data.Design/methodology/approachThis research adopts a multi method approach. A preliminary model is developed from existing literature, and then tested with data collected from a mail survey completed by 166 salespeople in 30 steel pipe firms in Thailand. Finally, to better understand the quantitative results from a different perspective, in‐depth interviews with 15 sales managers are undertaken and the model further refined.FindingsThe quantitative findings indicate that from the perspective of industrial sales people, the key success factor of relationship marketing is trust. However, the results of the in‐depth interviews with sales managers did not support the views of the salespeople. The sales managers endorse four variables: bonding, empathy, reciprocity, and trust, as affecting the success of relationship marketing. Further, company image, information exchange, and time are identified as key factors that contribute to the building of these variables, which in turn contribute to performance.Research limitations/implicationsThe data are gathered from one industry in one country only, hence future research could extend these findings to other industries and countries to test their general application.Practical implicationsThe key implications of these findings for marketing managers include support for the use of relationship marketing programs at a strategic level as well as suggestions for successful implementation of these programs. These findings suggest that the existence of needs analysis and response adaptation characteristics in salespeople have a strong, significant, and positive association with buyer‐seller relationship development.Originality/valueThis paper contributes to relationship marketing research because a scarcity of empirical research still exists in this field, particularly in emerging markets such as Thailand.

The Role of Long-Term Orientation and Service Recovery on the Relationships between Trust, Bonding, Customer Satisfaction and Customer Loyalty: The Case of Nigerian Retail Banks

“…My bank is trustworthy (Alvarez et al, 2011;Chattananon & Trimetsoontorn, 2009;Morgan & Hunt, 1994;Ndubisi & Wah, 2005). Past studies reveal significant relationship between trust and customer loyalty (e.g., Casielles, Alvarez, & Martin, 2013;Chattananon & Trimetsoontorn, 2009;Kantsperger & Kunz, 2010;Kiyani, Niazi, Rizvi, & Khan, 2012;Morgan & Hunt, 1994).…”

“…Past studies reveal significant relationship between trust and customer loyalty (e.g., Casielles, Alvarez, & Martin, 2013;Chattananon & Trimetsoontorn, 2009;Kantsperger & Kunz, 2010;Kiyani, Niazi, Rizvi, & Khan, 2012;Morgan & Hunt, 1994). For example, Morgan and Hunt (1994) investigated the strategic influence of trust and commitment on the success of RM in the context of US tire dealers and retailers industry and found that trust strongly predict customer loyalty.…”

“…In a related work, Chattananon and Trimetsoontorn (2009) explored the effect of bonding among other RM dynamics in Thailand through a survey of 166 sales persons and 15 sales managers. The authors conceptualized RM from the perspective of supplier-customer tie as creation and maintenance of relationship between two parties.…”

The impact of knowledge management, learning and socio-cultural factors on innovation

“…Authors agrees that a trust is a part of relationship marketing key element that is important to build not only long term but also strong relationship between a company and customer. Link factor existence in relationship marketing develops customer's loyalty and it directly creates the feeling of belonging to the relationship an indirectly to the organization (Chattananon, 2009). Empathy is to understand demands and goals of the other party no difference if it's a company or a customer.…”

The moderating effect of cost orientation on RMO adoption in the hospitality industry

“…In the context of Asia (mostly Hong Kong), Middle East and Africa, the literature reports managers' perceptions of a positive link between RMO and BP. Those studies cover general businesses (Chattananon and Trimetsoontorn, 2009;Coltman and Devinney, 2005;Gupta and Sahu, 2013;Kucukkancabas et al, 2009;Shaker and Basem, 2010;Sin et al, 2002;Tse et al, 2003), as well as specific trade sectors, such as financial services (Tsui et al, 2008), banking (Olotu et al, 2010) and hospitality (Alrubaiee and Al-Nazer, 2010;Enyioko and Onwusoro, 2014;Firdaus and Kanyan, 2014;Gan et al, 2007;Sin et al, 2006). Table 1 Components of the RMO construct…”