Transactions vs. Relationships: What Should the Company Emphasize?

Fruchter, Gila E.; Sigué, Simon Pierre

doi:10.1177/1094670505276629

Cited by 43 publications

(35 citation statements)

References 57 publications

(95 reference statements)

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“…Although a few voices advocate the supremacy of defensive over offensive marketing (e.g., Berry, 1995;Parvatiyar & Sheth, 2001), intuition, marketplace evidence, and empirical research suggest that offensive marketing still plays a significant role in the ways that firms conduct business (Fruchter & Sigué, 2005). Indeed, a study of how competitors react to each other's promotion and advertising attacks reveals that the dominant form of competitive response is passive in nature (Steenkamp, Nijs, Hassens, & Dekimpe, 2005).…”

Section: Introductionmentioning

confidence: 96%

Offensive versus defensive marketing: What is the optimal spending allocation?

Martín‐Herrán

McQuitty

Sigué

2012

International Journal of Research in Marketing

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Section: Introductionmentioning

confidence: 96%

Offensive versus defensive marketing: What is the optimal spending allocation?

Martín‐Herrán

McQuitty

Sigué

2012

International Journal of Research in Marketing

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“…While the need for both transaction oriented and relationship marketing is undiminished (Coviello et al, 2002, Fruchter andSigue, 2005), this study shows that both have a key part to play in the future development of the branch. Moreover the models here have highlighted to management a problem that is common across many industries and not just retail banking: the difficulty of getting a single view of performance.…”

Section: Limitations Conclusion and Directions For Future Researchmentioning

confidence: 97%

“…It also answers a call (Fruchter and Sigue, 2005) for research into organisations that simultaneously use relationship and transactions marketing.…”

Section: Originality/valuementioning

confidence: 99%

“…These efficiency changes can translate into differences in the resources allocated to the branches. It is clear that the simultaneity of transactions and relationship marketing (Fruchter and Sigue, 2005) has had an impact on performance with some branches focusing on relationships and the others on transactions. This hybrid approach (Coviello et al, 2002) is difficult to maintain and causes problems for the branch managers .…”

Section: Managerial Implicationsmentioning

confidence: 99%

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Including the customer in efficiency analysis

Coughlan

Shale

Dyson

2010

International Journal of Bank Marketing

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2Including the customer in efficiency analysis: evidence of a hybrid relational-transactional approach Abstract Purpose This paper illustrates the effect of including the customer as a resource in efficiency measurement. Variations in counting the customer illustrate the different impacts on efficiency between a transactional and a relational approach to bank branch marketing. Design/methodology/approachThe paper uses Data Envelopment Analysis (DEA) to analyse the efficiency of the branch network under consideration. This technique, while well established in the bank branch efficiency literature, is used here to gain insight into how relationship and transactional paradigms are affecting performance. FindingsAlthough the average profile of the efficiency scores was similar, the scores of the individual branches differed greatly depending on how customers were counted. Some branches then can be typified as relationship oriented while others as transactions oriented bearing in mind that all branches have both remits. Practical implicationsFuture research in efficiency measurement should include customers as a resource of the bank given the importance of them for the activity of co-production. Careful consideration is required however of the method of accounting for these customers bearing in mind that different conceptualisations may significantly affect the efficiency score of the individual branches. Originality/valueThis paper sheds light on what is happening at branch level in a large network in the UK in terms of how transactions and relationship marketing approaches are affecting efficiency scores and the objectives of the branch. It also answers a call (Fruchter and Sigue, 2005) for research into organisations that simultaneously use relationship and transactions marketing.

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“…Fruchter and Sigué (2005), for instance, presented an analytical model to help detect optimal decision rules for transactional and relational marketing efforts. They reported that when the seller benefits from the interaction between the transactional marketing effort and buyer's commitment, then the seller's optimal decision rules could change over time and it depends on the level of the partners' commitment.…”

Section: Introductionmentioning

confidence: 99%