30Rs of relationship marketing

by John Sohn · 3rd August 2019

Classic market relationships

R1	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

Lists the 30 types of relationships vithin relationship marketing

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)

To determine the appropriateness 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