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... Figure 1 depicts how the customer experience journey (Lemon & Verhoef, 2016) and the aftermarket cost and revenue flows (Levitt, 1983) could be integrated. The aftermarket revenue analysis framework by Ted Levitt (1983) categorized the presales aspect as the cost side and postsales as the revenue side of the entire sales-support cycle. ...
... Figure 1 depicts how the customer experience journey (Lemon & Verhoef, 2016) and the aftermarket cost and revenue flows (Levitt, 1983) could be integrated. The aftermarket revenue analysis framework by Ted Levitt (1983) categorized the presales aspect as the cost side and postsales as the revenue side of the entire sales-support cycle. In the case of mobile telephony services and insurance businesses, the positive revenue to the company happens much later after the initial customer acquisition. ...
... In the case of mobile telephony services and insurance businesses, the positive revenue to the company happens much later after the initial customer acquisition. Levitt (1983) further argued that the company has several opportunities to influence revenue flows. The company-customer interactions can create value for both if companies offer a superior user experience to retain customers and reap benefits through upselling, cross-selling, referrals, and positive word of mouth (WOM). ...
Most companies do not realize the aftermarket opportunity for enhancing customer relationships and increasing profitability due to the lack of a strategic perspective on after-sales customer support and success. In the digital era, the aftermarket business presents new challenges and opportunities for enhancing efficiencies and effectiveness. On the one hand, digital marketing, e-Commerce, and omnichannel strategies have altered the customer journey and increased the number of touchpoints for managing customer experience. On the other hand, new tools and technologies have emerged for better managing aftermarket customer support and relational programs. However, an organizational mind shift is required to view after-sales activities as a strategic opportunity for customer engagement instead of viewing it as a cost center to support the previous sales. In this chapter, we review related academic literature and develop a framework for transforming aftermarket business by engaging multiple stakeholders and seeking value co-creation opportunities during customer and stakeholder journeys. The aftermarket transformation framework involves the implementation of two synchronized subsystems: value co-creation infrastructure and its enablers. Managers can use the framework for developing an aftermarket strategy for aligning stakeholder experience.
... notes that relationship marketing (RM) is 'the major trend' in marketing, and probably the most controversial discussion topic in management literature during the first two decades of this century. Prior research in diverse streams of marketing including service marketing (Bitner, 1995;Harrigan et al., 2018), industrial marketing (Levitt, 1983), online marketing (Sheth, 2017;Steinhoff et al., 2019), customer loyalty (Payne & Frow, 2013;Verma et al., 2016), and customer value management (Christopher, 1996;Frow & Payne, 2009) contribute to the body of knowledge on RM. RM is defined as 'an integrated effort to identify, maintain, and build up a network with individual consumers and to continuously strengthen the network for the mutual benefit of both sides, through interactive, individualized and value-added contacts over a long period of time' (Shani & Chalasani, 1992). ...
... Relationship Marketing (RM) is a well-honed, three-decade-old concept first published in the Harvard Business Review in 1983 (Levitt, 1983). Over the last three decades, it has become one of the burning topics in marketing literature, particularly during the 1990s. ...
... Over the last three decades, it has become one of the burning topics in marketing literature, particularly during the 1990s. RM has its origin in industrial (Levitt, 1983) and services marketing (Grönroos, 1993;Gummesson, 1997) . During the post-industrial era, researchers started developing frameworks and theoretical models focusing on the dyadic relationships between sellers and buyers (Bonoma & Johnston, 1978;Frazier, 1983;Möller, 2013). ...
The current study examines the conceptual foundations and drivers of relationship marketing ideologies and their marketing applications in the tertiary education sector. Towards these objectives, a series of semi-structured interviews have been conducted among students of leading tertiary education institutions in New Zealand. Results of the study suggest that education providers' (EPs) service-oriented behaviours, trust, commitment and their infrastructure enhance student satisfaction and loyalty in tertiary educational institutions. The study suggests that higher education providers (HEPs) should commit themselves to customer-centric service-oriented tactics and actions, and must earn customers' trust and build loyalty from their marketing practices. Based on the research findings, a conceptual model of relationship marketing in higher education is proposed. The current study contributes to marketing theory by reviewing and summarizing the key drivers of relationship marketing and discussing their applications in the formal tertiary education sector. The study also provides suggestions to tertiary education marketers in terms of priorities for developing and maintaining profitable customer relationships in this changing world and offers an agenda for future research.
... Gaps in theories of attribute-satisfaction relationships Different perspectives exist on the impact of product characteristics on customer satisfaction. For example, Levitt (1980, 1983), Chung et al. (2006 and Raisanen (2010) discovered the importance of focusing more on the core product (intrinsic attributes), while Richardson et al. (1994), as well as Lee and Lou (2011), found a greater impact of non-core (extrinsic features). As such, Butcher et al. (2003) predicted that non-core product attributes are more important than core attributes. ...
... In addition, there are some novel perspectives on the importance of these attributes. Brechan (2006), for example, agrees with Levitt (1980Levitt ( , 1983 that primary attributes have a greater impact on customer satisfaction than secondary ones, but he also discovered that the relationship between secondary attribute quality and customer satisfaction is moderated by primary attributes. A hierarchical relationship between core and non-core attributes was also identified by Kotler and Armstrong (2004). ...
... For example, if Kalleh fruit yogurt is produced with low intrinsic quality like as taste, it is obvious that customers are unlikely to buy it again and they will not be satisfied. In this situation (firm focus and competition intensity), we should say that these attributes are similar to utilitypreserving (Kahn and Meyer, 1991) or core attributes (Levitt, 1983;Kotler et al., 2003) that have a strong association with customer dissatisfaction. ...
Purpose
This research aims to investigate intrinsic and extrinsic product attributes as well as the relationship between these features and customer satisfaction by confirming the moderating role of competitive intensity.
Design/methodology/approach
The study is conceptual and exploratory in nature, drawing on current literature and real-time experience with conceptual framework development. The information was gathered by the face-to-face survey conducted with a sample of products, specialists and customers of the Iranian food industry. A total of 19 Kalleh products and 17 industry experts were selected to identify intrinsic and extrinsic product attributes as well as competition intensity for every product. For investigating the relationship between product attributes and customer satisfaction, 342 customers' viewpoints were received and analyzed.
Findings
The results show that the nature of competition moderates the effects of interaction between product attributes and customer satisfaction. The major findings of this research include (1) when competitive intensity is low, appropriate focus on intrinsic attributes can create better customer satisfaction; (2) When a competitive level is low, better focus on appropriate external attributes can lead to customer satisfaction; and (3) When competitive intensity is high, offering proper external attributes would lead to customer satisfaction if intrinsic attributes are already offered with high quality; (4) When competitive intensity is high and a firm is focusing more on intrinsic attributes, the lack of proper intrinsic attributes can negatively affect repurchase intentions.
Originality/value
The findings of this study can be used as a reference for food companies developing new products in various competitive environments and making the decision whether to focus on intrinsic or extrinsic attributes.
... According to Levitt (1983) "The selling of a commodity is merely a seller's beggingbuyer's relationship where the long-term connection between the two parties is the key to long-term profitability, reinforcing the fact that after-sales services are crucial to a company's productivity and benefit gain". ...
... "The relation between the buyer and the seller doesn't end after the purchasing but the relation outline influences the purchaser's decision on the next round of purchase." (Levitt, 1983) . ...
This study aims to evaluate the Aftersales services in EgyptAir airline, in additionally the relationship among the quality of the provided services and customer satisfaction, especially the impact of after-sales services on customer satisfaction in EgyptAir airlines as a subject for a case study. The importance has grown as delivering high-quality service becomes a marketing requirement among air carriers as a result of competitive pressure. And After-sales service now is considered a potential source of revenue, profit and competitive advantage in most industries. This research was conducted by a survey on 460 passengers, 60 forms were excluded bringing the total of the valid forms retrieved (400) with a response rate (86.9%). The results of the tools were analyzed using descriptive statistics, reliability analysis, coefficient analysis, spearman correlation analysis, and regression analysis. With the support of SPSS22 .Through data analysis it seems that there is a positive correlation between service quality, after sales services and customer satisfaction. Therefore creating successful after sales services department plays an important role in influencing customer satisfaction. So EgyptAir should pay more attention to the feedback of their customers and be aware of rising technologies that might facilitate their daily operations and therefore the satisfaction of their passengers.
... During the lost one decade, a number of marketing scholars and practitioners (Reichheld and Sassar, 1990;Sarwar, 2019;Salem, 2021), have placed considerable importance on relationship marketing. Indeed, many researchers (Levitt, 1983;Stone, et. al., 2000;Windiari and Djumarno, 2021) have suggested that effective execution of relationship marketing practices have produced measurable benefits in the form of profit, cost savings and market share. ...
... al., (2019) defines relationship marketing as developing and maintaining mutually beneficial and cost-effective relationships with the employees, customers and suppliers. Levitt (1983) has used "marriage" as a metaphor to relationship marketing in which interaction among the partners depends upon the quality and duration of relationship. This also indicates that the goodness of marriage is reflected in how good the interactions are managed between the partners. ...
With the opening up of the economies in 1991 and thereafter establishment of new private sector banks, small payment banks and foreign banks has changed the landscape of competition in the Indian banking sector. The increase in competition coupled with technological shift put immense pressure for up-gradation of technology and numerous demands on service providers to meet the changing demands of bank customers effectively and efficiently. Moreover, banking sector forms an integral component of the financial sector which is considered as the back-bone of Indian economy. Hence, it became imperative for banks to extend services beyond the conventional banking to compete with the newly established banks. Banks also resorted to adopt relationship marketing practices to enhance, retain and maintain long term relationships with the valuable customers in order to comprehend and satisfy their needs. For instance, banks began to offer financial and non-financial benefits (cross selling services, yearly calendars, etc.), adopt practices to develop social ties with customers (sending greetings on important occasions, training employees to treat customers with politeness), launched mobile applications with customizable interfaces to extend ease and convenience to customers and partnered with other service providers to enable quick grievance redressal system and wide range of services at one place to its customers. Banks also put in place various barriers for customers in the form of financial (Benefit and monetary loss cost), relational (personal relationship and brand relationship loss cost) and procedural switching costs (economic, evaluation and learning cost) to avoid customer switching. These all practices are imperative to ensure bank customers loyalty as the research is also evident on the universal facts that even if an organization is able to retain 5% of its existing customers, the profitability could be impacted 25 percent to 85 percent and acquiring new customers is five times costlier than retaining existing one (Weinstein, 2002; Anabila, et. al., 2012; Hasan, et. al., 2019). Hence, the impact of various relationship marketing strategies on customer loyalty is explicable. The effective implementation of relationship marketing practices has a potential to change the customer perspective regarding quality of bank services and exhort them to snow-ball the customer base through spreading positive-word-of mouth and referrals which, in turn, will favorably impacts business volume, profitability, diversion of funds for developmental purposes and brand image of the banks. Therefore, to meet the ever-changing needs of the customers, customer-centric approaches have indelible mark on customer experience, satisfaction and loyalty. Therefore, it becomes inevitable for the policy makers to take into consideration the customers stand whether the relationship marketing practices put any significant impact on relationship continuity and generating perceived switching barriers to retain the customer for long-lasting relationship.
In view of the growing importance of relationship marketing practices in banks, present study was undertaken with an aim to (a) to assess the impact of relationship marketing practices on customer loyalty; (b) to study the relationship between relationship marketing practices and perceived switching costs; (c) to examine the relationship between perceived switching costs and customer loyalty and (d) to explore the mediating role of perceived switching costs between relationship marketing practices and customer loyalty. Both primary and secondary sources were employed to collect the data. Based on the extent literature, four levels of relationship marketing practices- financial, social, customization and structural bond were selected for the present study to measure the relationship marketing practices. The scale items (23) for measuring the relationship marketing practices construct were adapted from the studies conducted by Lin, et. al., (2003); Chen and Chiu, (2009); Garg, et. al., (2014); Kasiri, et. al., (2017) and Shanka and Buvik, (2019). Similarly, three types of perceived switching costs- financial, relational and procedural switching costs were selected to measure the perceived switching costs construct for which the scale items (12) have been adapted from Burnham, et. al., (2003). Furthermore, customer loyalty has been used as a one-dimensional construct with enriched facets of cognitive, affective and action loyalty for which scale items (09) were adapted from El-Manstrly and Harrison, (2013). All these scales were measured on a five-point Likert scale ranging from one (1) for ‘Strongly Disagree’ to five (5) for ‘Strongly Agree’. A total of 733 respondents were selected by following cluster sampling method which was used for final data analysis. The Statistical Package for the Social Science (SPSS-21) was used to analyze the data.
Before carrying-out the exploratory factor analysis (EFA), questionnaire was pretested through debriefing technique on sixty (60) participants and feedback was incorporated to remove ambiguities to make questionnaire understandable. Exploratory Factor Analysis (EFA) with varimax rotation method was performed on 20 scale items of relationship marketing practices which extracted four factors (F1- structural bond, F2- customization bond, F3 - social bond and F4 – financial bond). In the same way, EFA was performed on 11 scale items of perceived switching costs which extracted three factors, namely, financial switching cost, relational switching cost and procedural switching cost. Again, EFA was performed on 09 scale items of customer loyalty which extracted only one dimension named as customer loyalty. The details of EFA on all three constructs, namely, relationship marketing practices, perceived switching costs and customer loyalty are given on pages 83, 86 and 88 respectively. Also, Confirmatory Factor Analysis (CFA) was conducted through SmartPLS software for the confirmation of the measurement scales through reliability assessment (Cronbach’s alpha and composite reliability test), discriminant validity (average variance extracted and factor loadings) and convergent validity indices (Fornell and Larcker Criterion and Heterotrait-Monotrait Ratio). Furthermore, following the recommendations of Hair, et. al., (2017, 2022) structural models was examined for multi-collinearity assessment, relevance and significance of structural model relationships, R-square, F-square and Q-square values in a sequenced manner. The mediation analysis was carried out using bootstrapping procedure proposed by Zhao, et. al., (2010).
With regard to the first objective (to assess the impact of relationship marketing practices on customer loyalty in sampled organizations), the findings of the study revealed that there exists a significant positive impact of relationship marketing practices on customer loyalty (β=0.514; t= 11.667, p<0.01) which indicates effective implementation of relationship marketing practices are helpful in keeping the customers loyal to the organization. Furthermore, findings also revealed that financial (β=0.134; t=3.364, p<0.01), social (β = 0.143 ; t= 3.142, p < 0.01), customization (β = 0.153 ; t = 3.551, p < 0.01) and structural bond (β = 0.186 ; t = 4.697, p < 0.01) have significant positive impact on customer loyalty which indicates that the financial and non-financial benefit, social ties, customization features, quick service delivery process, quick grievance redressal system and innovative capabilities of the banks are very effective in keeping the customers loyal the service provider.
Regarding the second objective (to study the relationship between relationship marketing practices and perceived switching costs), the bootstrap procedure results revealed that relationship marketing practices (β = 0.780; t = 3.551, p < 0.01) in unison have significant and positive impact on perceived switching costs. These results indicate that higher the effectiveness relationship marketing practices, higher will be the intensity of perceived switching costs. The results further revealed that financial (β = 0.077; t =2.106, p < 0.05), social (β = 0.381; t = 9.987, p < 0.01), customization (β = 0.264; t = 6.055, p < 0.01) and structural bond (β = 0.194; t = 5.295, p < 0.01) have significant positive impact on perceived switching costs which indicates that the financial and non-financial benefit, social ties, customer intimacy, mass customization, value added services and innovative capability of the service providers are very helpful in generating perceived switching barriers in the minds of customers which further helps them to retain the customers at dissatisfying events.
The findings of the study regarding third objective (to assess the impact of perceived switching costs on customer loyalty) affirms that perceived switching costs in unison have significant positive impact on customer loyalty β coefficient = 0.280, t = 6.064, p-value < 0.01 which indicates higher the intensity of perceived switching costs, more it will be difficult for the customers to join the alternate service provider. Results further revealed that, except financial switching cost (β = 0.040, t = 1.056, p > 0.05), relational (β = 0.185, t = 4.804, p < 0.01) and procedural switching cost (β = 0.108; t = 2.536; p < 0.05) have significant positive impact on customer loyalty. These results indicate that developing more proximate relations with customers and having strict procedures for relationship exit wary the customers to join the alternate service provider.
Regarding the fourth objective (to assess the mediating role of perceived switching costs between the relationship marketing practices and customer loyalty), the bootstrap method of mediation analysis shows that perceived switching costs plays complementary partial mediating role between the relationship of relationship marketing practices and customer loyalty with a magnitude of 29.78%. Furthermore, results revealed that except financial switching cost, relational and procedural switching costs also plays complementary partial mediating role between the relationship marketing practices and customer loyalty with a magnitude of 17.23% and 09.57% respectively.
The study offers suggestions, on the basis of findings, to policymakers to be taken in to consideration for the overall development of the banking services, generating perceived switching costs and loyalty. These suggestions include providing special training attention towards developing cordial and friendlier relations, incentivizing business transactions, launching accumulated point programs, taking and incorporating feedback from customers, extending boundaries of self-service facilities, diverting investments to adoption of fin-tech technology, mitigating high digital transaction failure rate, launching financial goal oriented schemes, customer awareness regarding bank services, taking strict actions on dormant accounts, speedy redressal of customer grievances, collaboration with other partners to provide one-stop solution to all financial needs, increasing brand-touch points through social media platforms, making customer entry points easier etc. to improve customer experience, psychological and financial barriers, customer satisfaction and loyalty.
From the above discussion, it is concluded that customer plays a pivotal role for the survival and progression of the organizations. Relationship marketing practices and generating switching costs are the strategic weapons to satisfy the motives of the customers and retain them for the well-being of the organization. In other words, it can be said that acquiring and retaining customers have become the competitive battle among service providers as this brings numerous benefits including profitability and growth to business. So, it depends upon the service provider what they offer corresponding to what customers need. Any mismatch paves way to alternate service provider for the customers. Hence, while developing products and services, customer expectations need to be respected for the sack of mutual benefit.
The study has been organized in seven broad chapters, namely, Introduction, Review of Literature, Research Methodology, Measurement Models, Results and Discussion-Part 1st, Results and Discussion Part-2nd and Conclusion and Suggestions.
... As such, they consider the knowledge as intellectual capital to be protected (Kianto et al., 2010;Lenka et al., 2018). By contrast, service-based organisations centre on people and relationships (Lenka et al., 2018;Levitt, 1983) and are more open to partnerships for technical integration as this is often their source of differentiation and competitive advantage. A second reason for manufacturers to choose in-house development is to take advantage of the benefits of dynamic feedback loops between product and service divisions for improving overall systems performance (Davies, 2004). ...
... Scholars also suggest that manufacturers tend to protect their technical know-how (Kianto et al., 2010;Lenka et al., 2018), and should keep the development of advanced services that are crucial to smart connected products in-house (Bustinza et al., 2019;Porter and Heppelmann, 2014), which is in line with our findings in Case 1 (e.g. the condition-based monitoring). By contrast, service companies such as Case 2 are more open to partnerships for technical integration mostly because they centre on people, relationship and co-creation (Lenka et al., 2018;Levitt, 1983). ...
... The works of Arndt (1979), Bagozzi (1978), Berry (1983) and Levitt (1983) played a major role in the genesis of RM. Berry (1983, p. 25) gave the earliest definition of RM: "attracting, maintaining and enhancing customer relationships." ...
... Two areas that contributed significantly to RM research include services marketing (Gronroos, 1983) and industrial marketing (Levitt, 1983). As a matter of fact, the evolution of RM in services literature was due to the stupendous growth of the service economy in developed countries (Gronroos, 1988). ...
Purpose
This paper aims to take stock of research done in the domain of relationship marketing (RM). Additionally, this article aims to identify the potential areas of future research.
Design/methodology/approach
The authors have used machine learning-based structural topic modelling using R-software to analyse the dataset of 1,905 RM articles published between 1978 and 2020.
Findings
Structural topic modeling (STM) analysis led to identifying 14 topics, out of which 7 (viz. customer loyalty, customer relationship management systems, interfirm and network relationships, relationship selling, services and relationship management, consumer brand relationships and relationship marketing research ) have shown a rising trend. The study also proposes a taxonomical framework to summarize RM research.
Originality/value
This is the first comprehensive review of RM research spanning over more than four decades. The study’s insights would benefit future scholars of this field to plan/execute their research for greater publication success. Additionally, managers could use the practical implications for achieving better RM outcomes.
... To fix the product after the initial sale. (Bayu et al., 2019;Levitt, 1983;Nemati et al., 2010;J. Singh, 2020;Soltani et al., 2021;Wetmore, 2004) 6 ...
... However, in this cross-brand study service center's support/repair service was found to be the most critical factor for aftersales service satisfaction. This finding supports the previous studies (Bayu et al., 2019;Levitt, 1983;Nemati et al., 2010;J. Singh, 2020;Soltani et al., 2021;Wetmore, 2004). ...
Aftersales is one of the most critical dimensions for customer satisfaction. However, the elements of aftersales services influencing customer satisfaction are not well studied in the area of innovative and short life cycle products such as mobile phones. This study aims to identify the elements of aftersales services that influence customer satisfaction. Three hundred fifty mobile phone users of different brands, identified through the snowball sampling technique, were surveyed through a structured questionnaire. Multiple regression analyses of these data found four after-sales services: warranty, online support, service center's support/repair, and upgrades, statistically significant in influencing customer satisfaction for mobile phone brands.
... Professor Theodore Levitt, a legendary marketing scholar and former Harvard Business Review editor, suggested that as the economy becomes more service-and technology-oriented, a lengthy and involved relationship between buyers and sellers would be increasingly necessary. (Levitt, 1983) The benefits of relationship marketing stem from the continued patronage of committed customers who are not price-sensitive over time, resulting in a reduction in marketing costs and an increase in overall profitability. The behavior of committed hotel clients includes spreading positive word of mouth, making business referrals, providing references and publicity, and serving on advisory boards. ...
This research was conducted to derive the key factors responsible for influencing the enhanced customer experience in the Indian telecom sector and practical solutions that will help elevate the customer experience in the Indian telecom sector. This research validated the Indian mobile customers' preferences for factors that can improve their key telecom operator and also validated, through the same survey, the three practical solutions that will aid in elevating the customer experience, namely proactive customer care, local language customization, and special day delights. The study also suggests key improvements that Indian telecom operators should make in order to provide a comprehensive customer experience.
In order to achieve this, the researcher conducted a survey of 1062 Indian mobile customers. The results of the analysis and verification of this research are summarized as follows. Based on the research’s findings, the Indian telecom sector must primarily focus on price, which is the key differentiator that impacts the customer experience. The outcome of this research also guides the telecom operators to cap price plan hikes and advises on the frequency of such hikes, which will trigger Indian mobile consumers to switch telecom operators.
Based on the research’s findings, since none of the Indian telecom operators are already offering the three proposed solutions, it is highly recommended for them to start implementing one or all of the solutions if profitability and growth projections allow for the same. The three proposed solutions are proactive customer care, local language customization, and special-day delights. This research also acknowledges the challenges the Indian telecom operators may have in financing the three proposed solutions. To alleviate this concern, the research also validated that mobile consumers were willing to pay less than 5% of their monthly bill for such enhanced customer experiences.
The research's key conclusions and suggestions will help create a practical framework for key enhancements that the Indian telecom sector must undertake to have an all-encompassing customer experience.
... Już w latach 80. XX wieku Levitt [1983] zwrócił uwagę, że prawdziwa wartość relacji pomiędzy oferentem a klientem ma miejsce dopiero po dokonaniu transakcji. Wykazywał on, że oferent nie powinien już kłaść nacisku na sam moment dokonywania transakcji, ale skoncentrować się na dostarczaniu możliwie wysokiej wartości (oferty) klientowi w ciągu trwania całej relacji. ...
... Through this, we will also examine the kinds of subjects the sellers and buyers who practice sustainable transactions and the ideal ethics of subjects in marketing. Levitt (1983) noted the difficulty in establishing lasting business relationships when stating, "The sale, then, merely consummates the courtship, at which point the marriage begins. How good the marriage is depends on how well the seller manages the relationship." ...
... The North American approach is based on the work of Berry (1983) and Levitt (1983), which stressed buyer and seller relationships or company and end-user relationships within the organization environment, focuses on long-term business relationships with existing customers; customer service is central to this philosophy. The researchers of the North American school stated concern with relationships at the buyer-seller interface, the organization should be structured and managed so that customers can be served with superior service (Egan, 2004). ...
The concepts of market orientation and relationship marketing have been the center
of discussion in marketing science for decades. Both are actually rooted from the
same concept, i.e. marketing concept. These two concepts are separated in their
developments, yet these two concepts have the same focal point in customer
orientation. Market orientation will encourage a company to create competitive
advantage through more understanding and responding to the market and the
competition. Five perspectives has been emerged in the literatures regarding market
orientation whereby actually have made companies confused what is the most
suitable method to be implemented by the respective company. However, market
orientation is considered as a generic recipe of the company practices.
While relationship marketing will establish, maintain, and enhance relationships
between a company and its customers that will create benefit for all parties in the long run. Six schools of thought occur in the literatures about relationship marketing,
which all schools underline the importance of maintain and enhance the relationship
with customers to generate benefit for the companies and its customers. Relationship marketing is important in banking to secure the market position as their product are virtually identical with the competitors.
In a competition, market orientation is a defensive strategy and relationship
marketing is an offensive strategy, so both concepts are required in tandem for a
company.
Furthermore, in Islamic banking the implementation of business ethics is also crucial, particularly since it is the requirement of the Islamic law. The importance to ethical conducts in the literatures is recognized as to gain higher and sustainable profit and to reduce negative consequences of business conduct to the company. In addition, there is a global preference of customers for banks with higher ethical conducts.
Despite the importance of market orientation and relationship, there is a lack of study of assessment regarding the inter-connection between market orientation and
relationship marketing, particularly in the context of Islamic banking. Neither the
interaction between business ethics, market orientation and relationship marketing
has not emerged.
Filling the above-mentioned gap, this study offers an own conceptualization of
measurement of market orientation, relationship marketing and business ethics for
Islamic banks. The proposed conceptual model illustrates the inter-relationship
among these three constructs in influencing the positive business performance of
Indonesia Islamic banks. This model are represented by ten hypotheses.
This study uses 34 Head Offices of Indonesia Islamic banks as its sampling frame.
The total samples which respond to the distributed questionnaires are 22 consists of 184 respondents. In this regards, this study uses PLS as test the model and
hypotheses.
The study confirms that market orientation is having positive and significant impact
on the business performance. Although this study finds that relationship marketing is not effective in generating business performance, but it should not decrease the
importance of relationship marketing implementation for Indonesia Islamic banks.
Besides, good market orientation will bring good relationship marketing implementation as well. This study does not find the meaningful influence of Islamic
business ethics to business performance. However, the good level of Islamic business ethics will encourage the good level of market orientation and better relationship marketing implementation. In addition, this study persists the significance of Islamic business ethics as the distinctive factor between the Islamic bank and conventional banks.
At the end of the dissertation, this study recommends the importance of the decision of management about market orientation and put relationship marketing and business ethics as long-term investment horizon. The limitations of the study and possible future studies are described at the end of this dissertation. In addition four limitations and, therefore, future research direction are described as well.
... O estudo do Marketing de Relacionamento teve origem nas áreas de marketing industrial (Levitt, 1983) e marketing de serviços (Grönroos, 1983). Porém, foi Berry (1983) que trouxe o termo "marketing de relacionamento" e despertou interesse entre os estudiosos. ...
O objetivo deste artigo teórico é propor uma discussão conceitual entre Marketing de Relacionamento (MR), Práticas Contemporâneas de Marketing (PCM) e Customer Relationship Management (CRM), por meio de um framework que apresente a “relação” entre esses três construtos e com isso sugerir uma agenda de pesquisa na área. A metodologia empregada foi a revisão narrativa. O método baseia-se na análise de literatura, interpretação e análise crítica do pesquisador. A pesquisa é pioneira ao englobar a discussão de três importantes conceitos: Marketing de Relacionamento, Práticas Contemporâneas de Marketing e CRM. Além disso, faz a proposição de uma agenda de pesquisas futuras. Os principais resultados incluem a criação de um framework teórico e proposição de agenda de pesquisa envolvendo Marketing de Relacionamento, Práticas Contemporâneas de Marketing e CRM. Este estudo contribui para a reflexão sobre conceitos de marketing de relacionamento envolvendo os novos modelos de relação, considerando as novas tecnologias e conexões estabelecidas a partir delas. As práticas de marketing aplicadas ao marketing de relacionamento e as ferramentas tecnológicas utilizadas para tal são desafios contemporâneos que merecem atenção por parte de profissionais e pesquisadores da área.
... Już w latach 80. XX wieku Levitt [1983] zwrócił uwagę, że prawdziwa wartość relacji pomiędzy oferentem a klientem ma miejsce dopiero po dokonaniu transakcji. Wykazywał on, że oferent nie powinien już kłaść nacisku na sam moment dokonywania transakcji, ale skoncentrować się na dostarczaniu możliwie wysokiej wartości (oferty) klientowi w ciągu trwania całej relacji. ...
... This school advocates a change in the focus of the central areas in marketing and management of the process of interaction; 2) the North American perspective which is based primarily on transactional marketing, where marketing communication assumes a central role. This perspective emphasizes the relationship between buyer and seller in the context of the organizational environment (Berry, 1983;Levitt, 1983;Perrien et al., 1993); 3) the Anglo-Australian perspective which is mainly based on the work of Christopher et al. (1991) and emphasizes the management of stakeholder relations. These authors associate quality and relationship marketing in the sense that quality contributes to the loyalty of customers. ...
Este artigo reúne contributos de três importantes teorias no âmbito da gestão estratégica, a saber: a teoria dos stakeholders, a teoria de redes e a teoria da qualidade do relacionamento. Pretende examinar como podem ser desenvolvidas políticas de turismo viáveis no PNPG considerando as redes de atores ligados ao turismo, analisando especificamente a qualidade do relacionamento (confiança, compromisso e cooperação). Tendo em conta esta perspetiva, este artigo analisa a estrutura, a natureza e a composição das interações entre os stakeholders do PNPG com recurso à metodologia de redes sociais, combinando técnicas qualitativas e quantitativas. Acresce ainda que o estudo classifica os stakeholders de acordo com o modelo de “saliência dos stakeholders”, ilustrando a qualidade do relacionamento entre stakeholders, o seu posicionamento numa estrutura complexa de relacionamentos, informando sobre as interações ocorridas e fornecendo possíveis orientações para minimizar eventuais restrições inerentes às redes sociais.
... Numerous marketing concepts fall under the practice of Customer Relationship Management (CRM), including relationship marketing (Levitt, 1983), customer intimacy strategy (Treacy & Wiesema, 1995), and customer satisfaction and loyalty (Heskett, Jones, Loveman, Sasser Jr., & Schlesinger, 1994). Among the most important concepts in modern marketing, CRM involves more than acquiring information about customers or managing their "touch points" to maximize loyalty-it FRA has flourished in Japan's service culture-called omotenashi (hospitality)-in which companies use customers' feedback to meet their needs (Belal, Shirahada, & Kosaka, 2013). ...
This study explores whether three Australian companies enhance customer relationships using information provided by Fixed Revenue Accounting (FRA). Employed over a long period in Japan’s service culture, FRA uses accounting information to identify customer segments, assess the financial importance of fixed customers in particular, and set customer service strategies to maximize firm performance. A case study was conducted to explore whether FRA could be transferred to a non-Japanese business context. Data was collected through interviews guided by a structured questionnaire and analyzed by applying the KJ (Kawakita Jiro) method to categorize how interview respondents define fixed customers and assess their financial significance. For FRA to be successfully adopted, firms must share its underlying principles, follow its analytical procedures, and commit themselves to long-term customer relationships. We found this to be the case among the three Australian business-to-business enterprises. We conclude that FRA could be employed in Australia to establish favorable long-term customer relationships.
... emerging as central to designing organizational structure and strategy. Relationship marketing is becoming pervasive in both industrial and consumer markets (11,16,17,22), including automotive (15,25), ...
... Still, an asset value can be created by actualizing the estimated benefits that are assumed to be received in the future by a customer or a group of specific customers. (Levitt, 1983). 20. ...
... gov.pl/uslugi-posprzedazne/). Usługi te są zaliczane do sekcji 95.2 Naprawa i konserwacja artykułów użytku osobistego i domowego według Klasyfikacji PKD 2007. Usługa posprzedażna jest równie ważna, jak sama sprzedaż (Lan i in, 2017), gdyż często stanowi jej nieodłączny element.Levitt (1983) postrzega sprzedaż produktu jako początek relacji sprzedawca-kupujący, w których relacje lub umowy długotrwałe są kluczem do długoterminowej rentowności, a tym samym powodują, że usługa posprzedażna staje się kluczowa dla producenta(Levitt 1983). W literaturze używane są różne terminy dotyczące usługi posprzedażnej. ...
The article aims to present a literature analysis as part of research that seeks to influence education policy in Poland, encouraging the incorporation of strategic corporate social responsibility (SCSR) as a significant subject of study in the Polish higher education curriculum. The description and analysis of the issue led to the conclusion that it is essential to incorporate Strategic corporate social responsibility into the academic curriculum of the Higher Education Institutions in Poland, as this step will result in a quality, innovative CSR policy formulation and implementation in the long run.
Celem artykułu jest analiza literatury w ramach badań mających na celu wywarcie wpływu na politykę edukacyjną w Polsce, która zachęci do włączenia strategicznej społecznej odpowiedzialności biznesu (SCSR) jako głównego przedmiotu studiów w polskim
programie szkolnictwa wyższego.Opis i analiza problemu doprowadziły do wniosku, że ważne jest włączenie strategicznej odpowiedzialności społecznej przedsiębiorstw do akademickiego programu nauczania instytucji szkolnictwa wyższego w Polsce, ponieważ ten krok doprowadzi do sformułowania i wdrożenia wysokiej jakości innowacyjnej polityki CSR w perspektywie długoterminowej.
... A highly efficient and expert employee of the company contractor even conducted the building task to ensure that the environment after the order was enjoyable and fulfilled. Capital and company manufacturers and dealers are reluctant to ask for active positions to terminate their earnings (Levitt, 1983). However, they are obligated to supply their clients with a range of after-sales facilities assistance, such as assembly packages, instructions for usage, maintenance and repair jobs, stock of repair pieces, quality changes, etc. ...
The automotive business today is the most profitable. The critical factors in the high-volume vehicle segments are the rise in disposable income in rural and urban markets and the availability of fast financing. The following research discusses the factors affecting consumer-purchasing behavior in the Karachi Pakistan automotive industry. Close-ended questionnaires having 5 points Likert scale were used to gather data from the targeted population using convenient sampling. A multiple backward regression test was run using SPSS to test the hypothesized statements. The findings of the study suggest that the Delivery, Installation, and Warranty have a strong effect on customers' buying behavior. The study also gives guidelines and opens the door for further studies. The study recommends that similar variables that affect customer loyalty for post-sales services in other related sectors should be recognized in the potential study, such as automobile, construction, and other industries and services.
... This binding clause increased the cost of repair for the customers. Cost of repair, time to repair, time taken to deliver a repaired product, and accuracy of repair play a crucial role in customer satisfaction of the product [72][73][74][75]. Thus, it could be hypothesized that H 5 : Service center's support / Repair influences would recommend score. ...
Customers' recommendations are strongly associated with sales growth and profitability. Satisfied loyal customers tend to recommend, but it doesn't happen always. Furthermore, a customer is exposed to aftersales services throughout the product lifecycle, which significantly impacts customer satisfaction and loyalty. This situation is more complex for the mobile phone industry, where innovative and short-lived products are launched every year. Providing aftersales services for these innovative products worldwide is challenging while maintaining customer satisfaction and loyalty. But, within a short mobile product lifecycle, customers' recommendations are crucial for growth. However, the aftersales service elements influencing customer recommendations are not well studied. This study aims to identify the elements of aftersales services that affect customers' recommendations. Three hundred and two mobile phone users of different brands, identified through the snowball sampling technique, were surveyed through a structured questionnaire. Multiple regression analyses of these data found five aftersales services: service center's support/repair, warranty, online support, upgrades, and delivery are statistically significant in influencing customers' recommendations for mobile phone brands.
... Enfin, nous conclurons en analysant pourquoi il est pertinent d'étudier l'attachement à l'enceinte sportive sous l'angle de la proximité. Dans la lignée de Levitt (1983) Grönroos (1983, Gummesson (1987) Au cours des Trente Glorieuses, l'accroissement de la concurrence sature peu à peu les marchés, et l'on assiste à une surabondance de biens et services disponibles (Habryn, 2014). La création et la distribution de valeur sont deux activités distinctes et le marketing se consacre 81 "Relationship marketing is the ongoing process of engaging in cooperative and collaborative activities and programs with immediate and end-user customers to create or enhance mutual economic value, at reduced cost" (Sheth et Parvatiyar, 2000a, p. 8, traduction personnelle). ...
Pourquoi les nouvelles enceintes sportives n’atteignent-elles pas les objectifs escomptés, notamment en termes de taux de remplissage ? Pour répondre à cette question, étudier le processus d’attachement au club et d’attachement au stade nous semble particulièrement porteur, notamment dans les chaînages conceptuels proximité → valeur perçue → attachement et attachement à l’ancien stade → proximité → valeur perçue → attachement au nouveau stade.Vingt-trois hypothèses sont formulées et testées auprès de 1 446 spectateurs de stade Yves-du-Manoir de Colombes, 668 spectateurs de la Paris La Défense Arena et 328 spectateurs des deux enceintes. Les résultats obtenus confirment la validité des deux chaînages conceptuels testés et offrent des pistes de réflexion managériale pour les professionnels de l’industrie du sport professionnel qui souhaiteraient améliorer le taux de remplissage de leur enceinte.
... The use of the term Relationship Marketing can be traced to the industrial and services marketing literature of the 1980s. Levitt (1983) focused on the notion that the real value of a relationship between a customer and a supplier occurs after the sale. He argued that the supplier's emphasis needed to shift from closing a sale to delivering superior customer satisfaction throughout the lifetime of the customer relationship. ...
Due to an inheritance that knowledge management assumed from disciplines such as information management and artificial engineering, the great delusion has arisen that the support of information and communication technology is sufficient, not only a necessary condition for effective and successful system of knowledge management. Misconception lies primarily in ignoring the fact that knowledge management and organizational culture are inextricably linked. Namely, if an organization has not developed a culture that supports and stimulates collective learning and experimentation, individual solutions for achieving the implementation of knowledge management process will not yield real results. Here, we provide an overview of research in literature and conclusions based on the same views, about the mutual interdependence of knowledge management and organizational culture.
... Boles and Barksdale (1996) note the importance of the role of the account manager in building a customer relationship. Levitt (1983) asserts that forging close relationships between selling firms and customers begins with an initial contact with an account manager. Thus, the account manager's role in creating and nurturing relationships is growing in importance (Ingram et al., 1992). ...
The article explores the question of the influence of the use of mobile banking on the activities and skills required by the account managers. A qualitative approach based on semi-structured interviews with 35 account managers in 3 Tunisian banks and 3 Romanian banks is adopted. The results show that the customers' use of online banking has not a substantial impact on account manager's job in Romanian banks. Contrariwise, some Tunisian account managers claim that the emergence of online banking requires the development of the « stress management skill ».
This chapter will provide you with an understanding of distribution channels and their role in the international tourism industry.
After reading this chapter, you should be able to:
Explain the role of distribution channels within the industry.
Describe the concepts of commission and horizontal integration.
Explore the roles played by tour operators, travel agents, online retailers, destination management companies, and other marketing intermediaries.
Understand the impact of information and communications technology on marketing intermediaries.
Explain the factors that influence the choices of distribution channels in various sectors of the international tourism industry.
Apply tourism distribution principles to Reality Tours and Travel.
Distribution channels are involved in the process of making tourism and hospitality products available and accessible to consumers. We begin the chapter with a definition of the role of distribution channels in the tourism industry. We then outline the benefits of using marketing intermediaries (the middlemen who sell offerings within the tourism industry). We explain the concepts of commission and horizontal integration. The chapter then focuses on the activities of key marketing intermediaries such as the tour operator, the travel agent, and the online travel retailer. Next, we discuss various direct intermediaries such as the multi-media kiosks, video conferencing, virtual reality, and global distribution systems. This technology is changing the role of distribution channels in the industry. We conclude with a discussion of the factors that influence the selection of an appropriate distribution channel.
The chapter’s case study applies the principles of distribution (or place) to Reality Tours and Travel: Slum Tours, Mumbai, India.
This chapter takes us on a journey through the intricacies of marketing and management in the Chinese context, as we explore a range of general marketing and management scales specifically developed for this market. We delve into nine prominent scales, including Marketing Relationship Orientation 1 and 2, Service Behavior Orientation, Service Delivery Orientation, Scale for Business Hypocrisy, Scale for Marketing Practices, Scale for Customer Relationship Management, Scale for Stakeholder Orientation, and Scale for JSLO.
This study proposes a new concept of the tourist‐destination relationship called destination relationship quality . It consists of four elements: destination satisfaction, destination trust, destination commitment, and destination attachment. The study investigates how destination personality and self‐congruity influence tourists' destination loyalty through destination relationship quality. Data were obtained through systematic sampling from 424 Chinese tourists in Guangzhou, China. Using partial least squares structural equation modelling analysis, this study confirmed that destination personality and self‐congruity are antecedent factors of destination relationship quality, which ultimately affect tourists' destination loyalty towards a destination. The study contributes to tourist‐destination relationship research by indicating the mechanism for establishing destination relationship quality so that researchers can further apply this concept in their future studies. The results of this study are helpful for tourist destination marketers to attach importance to the establishment of destination personality and create core differences in tourist destinations when developing marketing strategies.
Customer Relationship Management has emerged as a popular business strategy in today's competitive environment. It is a discipline which enables the companies to identify and target their most profitable customers. CRM involves new and advance marketing strategies which not only retain the existing customers but also acquire new customers. It has been invented as a unique technique capable of remarkable changes in total output of companies. While the concept of relationship marketing was formally introduced in early 90s when financial services, airlines and other service institutions stated to 'reward to retain' the existing customers by introducing loyalty programs, CRM is only a product of the late nineties. The purpose of this paper is to find the differences in an organization's services employing CRM vis a vis others, as perceived by the customer. It also tries to find out the relationship between perception and satisfaction, commitment and loyalty which underlines the significance of CRM in Indian banking sector.
Cet article s’inspire du contexte actuel, sans aucun doute favorable à l’émergence de nouvelles idées ou pratiques et à l’apparition de nouveaux paradigmes. En effet, le rôle du marketing dans l’entreprise et la discipline marketing est en pleine phase de redéfinition : une nouvelle conception marketing se focalise sur les relations clients, les considérant comme la ressource stratégique clé de l’entreprise. L’objectif consiste donc à proposer une vision à la fois panoramique et historique du concept de marketing afin de comprendre pourquoi et comment les entreprises sont entrain de passer d’un marketing orienté produits à un marketing orienté clients.
O processo de marketing de relacionamento, quando o foco é o cliente interno, exige a busca da melhor relação custo/benefício e o investimento em colaboradores motivados e capacitados para atender os clientes. “O estudo buscou investigar a aplicabilidade dos programas de endomarketing no agronegócio. Tais programas são ferramentas do marketing de relacionamento voltadas ao público interno. Foram investigadas na pesquisa 12 empresas, produtoras de orgânicos. Pode-se concluir que os objetivos dos programas de endomarketing estão direcionados a promover o bem-estar, buscar o comprometimento e a capacitação e informar os colaboradores. Este estudo representa a assunção do marketing de relacionamento em 50% das empresas contatadas, já que a investigação nos pontos de venda permitiu a verificação de 24 empresas. Em relação ao aspecto de abrangência dos programas de endomarketing, detectou-se que é total, ou seja, as informações indicaram o envolvimento de todos os colaboradores.
The relationship marketing process, when the focus is on the internal customer, requires the search for the best cost/benefit ratio and the investment in employees who are motivated and qualified to serve customers. “The study sought to investigate the applicability of internal marketing programs in agribusiness. Such programs are relationship marketing tools aimed at the internal public. 12 companies that produce organic products were investigated in the research. It can be concluded that the objectives of internal marketing programs are aimed at promoting well-being, seeking commitment and training and informing employees. This study represents the assumption of relationship marketing in 50% of the companies contacted, since the investigation at the points of sale allowed the verification of 24 companies.
Amaç: Bu literatür incelemesinde ilişki pazarlamanın gelişimi, dayandığı teoriler ve spordan örneklerle ilişki pazarlamada kullanılan taktikler üzerinde durmak ve spor yöneticileri için çıkarımlarda bulunmak amaçlanmıştır.Materyal ve Metot: Çalışmada nitel araştırma yöntemlerinden, araştırma konusuyla ilgili literatürü kuşbakışı tüm yönleriyle gözden geçirerek aktarımlarda bulunmayı amaçlayan literatür incelemesi kullanılmıştır.Kavramsal Çerçeve: İlişki pazarlama, her ilişkide olduğu gibi, örgütlerin de gerek müşterileri gerekse ilişki içinde oldukları paydaşlarıyla oluşturdukları güven ortamının bağlılığı artırarak uzun süreli ilişkilere zemin oluşturduğu yönündeki düşüncelerin gelişmesiyle ortaya çıkmıştır. İlişki pazarlama, özellikle karşılıklı ilişkilerin daha önemli olduğu hizmet sektörün gelişmesiyle, pazarlama alanında işlemsel pazarlama paradigmasının yerini alarak baskın bir paradigma haline gelmiştir. Morgan ve Hunt (1994) tarafından ortaya konan Güven ve Bağlılık Teorisi ile teorik ve kavramsal olarak güçlü hale gelen ilişki pazarlama, pazarlama literatüründe birçok araştırmanın da temel konularından olmuştur. Kısaca ‘Başarılı ilişkisel değişimler kurma, geliştirme ve sürdürmeye yönelik tüm pazarlama faaliyetleri’ olarak tanımlanan ilişki pazarlama, teknolojik gelişmelerin de katkısıyla birçok sektörde yaygın bir şekilde kullanılmaya başlamıştır. Sonuç: Birçok sektörde başarıyla uygulandığında, karşılıklı güven ve bağlılığın yaratacağı olumlu iklimle, ilişkili tüm paydaşlar arasında uzun süreli ilişkiler sağlamaya yönelik bir pazarlama anlayışı olan ilişki pazarlama, özellikle etkileşimin yüksek olduğu spor ekosistemi içinde olumlu gelişmeler yaşanmasını sağlayacak bir pazarlama anlayışı olarak görülebilir.
This study's two objectives are first to assess the relationships between customer loyalty and potential determinants (customer satisfaction with the website, after sale customer service, and product return handling) in the special PaaS environment where users can produce a greater variety of website features compared to the more widely studied SaaS environment and second to test the impact of the website's customer decision support system as a potential moderator for the relationship between customer satisfaction with the website and customer loyalty. To test the hypotheses, 138 CC client organizations participated by collecting data from their website customers accessing their order entry website applications. The results confirmed the importance of the proposed relationships and enabled several important managerial insights, including the importance of client organization choosing the appropriate CC approach to improve customer loyalty to the website.
oday, we have a new revolutionaryvision of implementing a relationship marketing strategy. Increasing competition in education has forced universities to retain students, which, according to Ryals (2002), has had a good impact on the university's ability to retain them (Elliot & Healy, 2001). The objective of this article is to present a review of the literature on the antecedents of student loyalty, and more precisely in higher education by proposing an explanatory model of different variablessuch as perceived quality of service, satisfaction, engagement and student loyalty to examine the set of relationshipsThe methodology was based on a survey methodology on a sample of 84 students using a questionnaire distributed via social networks, on the likert 7-point scale using the PLS approach to analyze the results,to the value of relationship marketing and the history of student loyalty in the Moroccan context. A sample of students from the Cadi Ayyad University of Marrakech was used to conduct anexploratory study and a confirmatory study to validate all hypotheses.The results show that engagement is the most influencing factor, primarily because of its direct and powerful relationship with loyalty. The rest of the factors have only an indirect effect on loyalty and direct relationships in the following:QSP to satisfaction, satisfaction to engagement, as assumed and confirmed.
The last decade has seen the emergence of Customer Relationship Management
(CRM) as a technique to underpin organizational performance improvement in
improving customer retention, customer satisfaction, and customer value. However,
evidence suggests that many CRM initiatives fail to achieve desired results.
Furthermore, empirical research is still scarce.In recent years, CRM has been the
favored theme for numerous studies and reports. It has also been considered as a way
of capturing comparative advantages in the face of the growing competition.
However, despite many studies conducted on CRM in various industries in the past
20 years, there is still significant disagreement about its definition and meaning, and
the framework for the effective implementation and evaluation of CRM practice.
Moreover, there is a lack of systematic empirical evidence regarding the success
factors of the CRM performance, and its impact on organizational performance. To
address these issues, this study examines the degree of CRM performance of hoteliers
as well as the relationship between CRM performance and organizational
performance. Furthermore, this research also investigated the influence of
organizational and technological factors on CRM performance. In this quantitative
study, a total of 98 Jordanian hotels participated by voluntarily completing the survey
questionnaire, constituting an overall 49% response rate. From the analysis
undertaken, it was found that the CRM performance of the respondents were at
moderate degree. The research results indicated that CRM performance has a positive
influence on organizational performance. Four major factors were found to have
significant influence on CRM performance namely top management, customer data,
customer information processing, and CRM functionality. On the other hand, factors
such as customer orientation, training orientation, and data integration were not
significantly related to CRM performance. Theoretical implications and managerial
implications of these findings are discussed
This study aims to evaluate the impact of 5Cs of relationship marketing on customer satisfaction, especially in service-providing businesses. The questionnaire mode in google forms (online survey) was conducted to collect data. The sample of 400 customers of commercial banks in Sri Lanka was drawn using a convenient sampling technique. Descriptive statistics, correlation, and multiple regression analysis were used to analyze the data with the support of the SPSS 22.0 version. According to the findings, there is a strong positive relationship between 5Cs of Relationship Marketing and Customer satisfaction in the financial service sector. Hence, the 5Cs of relationship marketing are a key driver of customer satisfaction in the financial sector in Sri Lanka. Therefore, the 5Cs; Connective Quality, Conflict Management, Competence, Commitment, and Conviction, are highly applicable as part of relationship marketing strategy. Hence, this study recommends to financial service providers improve the 5Cs of relationship marketing further to have more effective and efficient management in serving their customers and improving customer satisfaction.
This study discusses a robust narrative of the relationship between higher education and the stakeholders in the digital era. It proposes an integrated higher education marketing framework using the Cue-Utilization approach with perceived situational appropriateness as the frame of reference. A multi-stakeholder perspective is explored using semi-structured in-depth interviews with India, the UK, Nigeria, and UAE participants. The study's findings indicate that relationship quality associated with relationship marketing is critical for student engagement. The results further validate the cues that are the surrogate indicators of high relationship quality in an ecosystem of higher education. It illustrates through a framework the factors affecting relationship marketing and their role in enhancing stakeholder engagement. Digitization adds another layer of complexity in relationships and relationship marketing for higher education in the given context. Therefore, nurturing relationships and increasing digital scalability can constitute the most relevant factors for advanced higher education marketing.
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