The classic dyad – the relationship between
supplier and the customer
R2
The classic triad – the drama of the customer-supplier-competitor
triangle
R3
The classic network – distribution channels
Special market relationships
R4
Relationships via full-time and part-time
marketers – marketing and sales department and all others who influence the
customer relationship directly or indirectly
R5
The service encounter – interaction between the customer and service
provider
R6
The many-headed customer and the many-headed supplier – all contact
personel involved in the relationship
R7
The relationship to the customers customer – help your customer sell more
through and understanding of its customers
R8
The close versus the distant relationship
R9
The relationship to the dissatisfied customer
R10
The monopoly relationship: the customer or supplier as prisoners
R11
The customer as “member” – enlisted as member through loyalty
programme
R12
The electronic relationshiå
R13
Parasocial relationships – relationships to mental images and symbols,
for example, to brand names and corporate identities
R14
The non-commercial relationship – the non-commercial sector
R15
The green relationship – environment and helath issues
R16
The law-based relationship – relationship based on legal contracts
R17
The criminal network
Mega relationships
R18
Personal and social networks – often
influence business
R19
Mega marketing – seeking relationships with governments, legislators,
influence individuals and others to make operations feasible
R20
Alliances change the market mechanism – sometimes alliances are necessary
to make the market work
R21
The knowledge relationship – knowledge acquisition drives many alliances
R22
Mega alliances change the basic conditions for marketing – for example,
the European Union (EU), or the North America Free Trade Organisation
(NAFTA), or the World Trade Organisation (WTO)
R23
The mass media relationship
Nano relationships
R24
Market mechanisms are brought inside a
company – for example, profit centres inside a company
R25
Internal customer – relationships between internal customers and
suppliers
R26
Quality provides a bridge between operations management and marketing
R27
Internal marketing – relationships with the “employee market”
R28
The two-dimensional matrix relationship – inter-relationships caused by
new ways of organising, for example, product management and sales will have
overlapping reporting responsibilities
R29
The relationship to external providers of marketing servces
R30
The owner and financier relationship
Principle:
Lists the 30 types of relationships vithin relationship marketing
Issues:
Collaboration or competition strategy
Overall vision and strategy influence
Prioritizing which relationships to develop and sustain (strategic groups, local or national competitive advantage Porter, 1990)
Benefits to supply in relationship and resource allocation (customer clubs etc, creation of learning and knowledge when sharing, brand value)
Product , service and investment in relationship (joint development and customization, relationship as an asset)
Organisational structure in relationship (key-account management and back office organisation, implementation plans in organisation)
Applications:
To determine the appropriateness of relationship marketing
Source of 30Rs of relationship marketing:
Gummesson, E.
1999
Total
Relationship Marketing, Marketing Management, Relationship Strategy,CRM, and
a New Dominant Logic for the Value-creating Network Economy
