Relationship marketing in three dimensions

Antecedents and consequences of relationship intention: Implications for transaction and relationship marketing

“…As discussed before, marketing literature has discussed about TM and RM strategies in detail. We have summarized the two strategies from Baker et al (1998) and their appropriateness depending on the degree of relationship intention.…”

“…Weitz and Bradford (1999) suggest an emerging partnering role for sales people by implicitly assuming that RM is always better than transaction marketing (TM). TM as defined by Baker, Buttery, and Richter-Buttery (1998) is a short-term approach where the focus is solely on the transaction at hand. Alexander and Colgate (2000) suggest RM strategy for retailers of financial services.…”

“…In short, a deal is a start as well as the end of relationship in the TM approach. Generally, the TM approach is best suited in the mass market or commodity business, where the number of transactions forms the backbone of the business and marketers cannot survive without transactions (Baker et al, 1998). Being a short-term profit maximization strategy, TM focuses on maximizing profits from customers with transactional intention who After-sales support and service seen as a cost…”

Sales Force – Customer Relationship and Ethical Behaviours in the Nigerian Banking Industry: A Synthesis

“…In addition, several marketers are concerned with keeping customers for life rather than with only making a one-time sale (Anderson and Narus, 2011). Therefore, the concept of 'Sales Force -Customer Relationship' as used in this current study, connotes such relationship marketing as defined by Baker (2008) which is the integrated effort of salespeople toward identifying, maintaining, and building up a network with individual customers and to continuously strengthening the network for the mutual benefit of both parties, through interactive, individualized and value-added contacts over a long period of time. In Nigerian banking industry, a salesperson is assigned to each Account (i.e.…”

Service integrators in business networks—the importance of relationship values

“…As pointed out above, the main task of a Service Integrator is the management of customer interactions, since in a severe competitive environment the customer and his assets define a crucial resource that needs to be specifically focused in interaction processes (Morgan and Hunt 1999;Kotler and Armstrong 2009 (Baker et al 1998;DeWulf et al 2001). It is thus seen as a holistic, continuous interaction with so-called episodes (individual purchases) which can not be clearly and unambiguously separated from each other (Grönroos 2004 Palmer 1996).…”