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Relationship marketing: Customer commitment and trust as a strategy for the smaller Hong Kong corporate banking sector

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Abstract

After the Chinese takeover of Hong Kong its smaller banks carved out a niche for themselves in the corporate market by embracing relationship marketing as a way of doing business. Examines the commitment-trust dimension of the relationship marketing paradigm in the Hong Kong’s corporate banking sector. The findings show that the Hong Kong banks’ marketing strategy and a long-term orientation were positively correlated with customer commitment and trust; communications and relational norms were positively correlated with trust; relationship benefits were positively correlated with customer commitment; and the banks’ reputation was negatively correlated with trust and commitment. To continue to be successful in the corporate sector, smaller banks must invest in the long-term relationship marketing infrastructures to support a customer-oriented approach. To enhance the corporate customers’ confidence further, the banks must develop parallel communication channels with their customers, show flexibility in their dealings and maximize mutual relationship benefits by minimising drastic recovery actions.

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... The soft data like information of owner's character, his attitude toward business and allied activities, his preferences and needs are translated to build up bankborrower relationship (Berger and Udell 2002). Banks are focusing more on relationship marketing as long-term relationship with banks instill a feeling of trust and customer commitment (Adamson et al. 2003). Long-term SME-Bank relation is a notable factor in attracting financial help from banks, and thus, maintaining good relationship is another consideration to opt a bank (Ghimire and Abo 2013). ...
... The borrower always expect that their lending bank must understand their needs and provide the requisite service, and this can be fulfilled if banks have knowledge of client's business (Adamson et al. 2003). SMEs believe that banks should have sound knowledge of the businesses being run by SMEs so that banks can decide upon their lending decisions (Bartholdy and Mateus 2008; Kundid and Ercegovac 2011). ...
... Demand-based factors are categorized from SMEs end, and supply-based factors are from bank side. Demand-based factors like availability of funds (Haines et al. 1991;Neilsen et al. 1995;Lam and Burton 2005;Abdulsaleh 2016), relationship with banks (Berger and Udell 2002;Adamson et al. 2003;Jobling et al. 2009), requirement of collateral (Buatsi 2002;Blazy and Weil 2013;Hainz et al. 2013), interest rates (Khazeh and Decker 1992;Neilsen et al. 1995;Iturralde et al. 2010) are considered as important factors by SMEs while selecting their lending bank. Whereas banks consider size of the firm, owners' characteristics, organizational structure (Aryeetey 1994), geographical location (Berger and Udell 2006;Gilbert 2008;Fatoki and Asah 2011), firm's asset structure (Abor and Biekpe 2007) for lending loan to SMEs. ...
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Varying needs of the customers lead to diverse buying practices among them. Hence, banks cannot target customers with old mass marketing strategy rather they need to be customer centric and focus on target marketing strategy where segments should be identified on some basis and appropriate positioning should be done in the targeted markets. The purpose of the paper is to explore the bank selection criteria of SMEs and to identify the segments of SMEs market based on their bank selection criteria so that they can be targeted through appropriate positioning strategies. In the present study, primary data regarding bank selection criteria of SMEs have been collected through a self-structured scale from SMEs of two states of India namely Punjab and Uttar Pradesh. Multistage sampling was used to collect data from 406 SMEs. Exploratory Factor Analysis was employed to extract the factors measuring bank selection criteria of SMEs. Further, a measurement model was specified under Structural Equation Modeling to check reliability and validity of the scale. Behavioral segmentation of SMEs was done based on their bank selection criteria using Cluster Analysis. Six factors namely Bank Attributes, Service Quality, Bank Personnel, Financial Factors, Accommodation of Credit Needs and Business Knowledge were found to be considered by SMEs while choosing a bank. Behavioral segmentation of SMEs was done based on their bank selection criteria which concluded two SMEs clusters namely Relationship Seekers and Price Watchers where the major chunk is relationship seekers. Appropriate positioning strategy is suggested for banks based on the analysis done. Extensive literature is available exploring bank selection criteria of SMEs. Present research makes a step-up in the available literature by suggesting a differentiated marketing strategy for banks to attract SMEs customers. A relationship-oriented strategy should be adopted for established old firms whereas newly established firms should be targeted with transaction-oriented strategy by being flexible in interest rates and collateral as well as margin requirements. This can enable banks to customize or tailor their marketing activities more accurately.
... According to Crosby et al. (1990), in the banking sector, trust is an essential factor for the development of a long-term relationship between the client and the bank. This requires a great deal of effort in the management of the relationship, especially when banking transactions with the customer are initiated (Adamson et al., 2003). ...
... As mentioned in the introduction, according to Crosby et al. (1990), trust in banking is an essential factor in the development of a long-term relation between the client and the bank. This connection requires a great deal of effort in managing the relationship, especially at the start of banking transactions with the customer (Adamson et al, 2003). ...
Article
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Globalization, seen as a simultaneous transformation in economics, politics and culture, has led to more intense competition in different sectors of the economy. In the banking sector the analysis of customer satisfaction, loyalty and trust has been considered of great interest in recent years. In this study, we analyse the development of bank customer satisfaction and loyalty and, with more detail, the development of customer trust, using the results of surveys carried out with relevant statistical samples in Portugal and, for the first time, we also extend this analysis to bank customers in Spain. Scientific development, particularly in the field of behavioural economics, which includes many contributions from psychology and sociology, as well as in the field of neurology, which gave rise to neuroeconomics, allowed for the adaptation and change of traditional economic decision-making theories, based only on economic rationality, in the wake of the Cartesian dualism and Newtonian atomism, allowing for a better understanding of decision-making. It has been demonstrated in previous studies that the currently most relevant element for customer approval and loyalty to their main banking institution in Portugal is trust. Therefore, the growth or downward trend of these two variables will be a good indicator to understand the development of customer trust in banking evolution. It has been verified that customer trust in banking and in the development of banks in the last years is not as negative as could be expected, considering all the problems that have affected this sector, mainly in Portugal. However, customer satisfaction has been declining over the past two years. A significant change in the banking activity is taking place, a different approach has been implemented, and this change may lead to a decline in customer trust.
... Trust exists when one party has confidence in an exchange partner's reliability and integrity. To achieve customer's trust, a company's strategy must communicate effectively and adopt the customer's relationships norms as well as avoid negative reputation (Adamson 2003). There are different definitions of the concept of trust between economists, psychologists and sociologists (Rousseau et al. 1998). ...
... When the customers ask for their own money in the banks, the banks told them that they need to wait for an uncertain time till they can withdraw it. This damage to the bank's reputation resulted in mistrust in the banking sector as a whole (Adamson 2003). ...
Thesis
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Financial institutions including banks play an important role in national economies through providing liquidity to both businesses and households by playing a role as an intermediary between surplus and deficit holdings. When this role is not performed efficiently, economic growth slows down. Banks, as a major component of the financial industry, can have a positive impact on the economic growth of any country. In countries in politically unstable and or developing regions if banks are not seen as trustworthy and positively supportive of their people their usage is likely to be very limited. The banks in the Kurdistan Region (KR) are characterised by being inefficient, therefore, their current role in economic development is very limited. Due to political and security instability, most people in the KR prefer to keep their money in their houses instead of putting it in banks. At present, there is little research into how this distrust of the banking system could be reversed, enabling it to contribute to economic recovery in the region. This study merged qualitative and quantitative approaches in sequential and equal weight. The primary data collection for this study started with the collection of qualitative data through conducting semi-structured interviews with bank managers and government officials at the ministry of finance in order to identify the main obstacles that they believed faced the current banking system in the KR. Analysis of these results led to the design of a questionnaire survey involving 520 current and potential bank customers to identify the main barriers which cause a continuing lack of trust amongst KR people in the banking system. The study confirmed that the banking system in the KR has either never gained or completely lost the trust of the KR. It has identified several reasons for this including inertia amongst national banks, limited literacy in certain sections of the population and a risk-adverse culture. One of the other major factors preventing the use of banks within the KR is the lack of trust in banks. However, the study has also identified sections of the population who do have a positive interaction with banks, these are mainly younger adults who have been exposed to western banking systems including e-banking. The contribution of this study is to suggest that trust in banks could be developed if, in a hierarchical and mainly rural society, the national government were to actively promote the use of banks, including international banks in a transparent and fair way. However, the results also suggest that this would only work if those who had positive experiences were permitted to continue their interactions with international banks when in their home country. That is to say, in reflecting and building upon the jump into mobile phone technology in developing countries, those who do have trust in banking systems should be allowed to retain and or expand usage of those trusted companies upon their return to their home via the use of modern technology. Their positive interaction would encourage take up by other members of their households and social groups.
... In the expansion and preservation of long term customer relationships, communication plays an active role (Balaji, Roy, & Wei, 2016). Bank's effective communication was found to be positively associated with customer trust (Adamson, Chan, & Handford, 2003). Communication of bank with customers will enrich the relationship and the service levels (Abratt & Russell, 1999). ...
... Grossman (1998) mentioned that customers' service plays a big role in building trust. A company should avoid negative relationship, should follow the customer relationship norms and its strategy should communicate effectively in order to achieve customers' trust (Handford, 2003). Based on the previous studies, the results obtained from this study are favorable and depicts that if trust of customers on their banks increases, it can result into higher customer satisfaction. ...
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Relationship marketing is a widely discussed topic in developed countries but it has not been studied in Pakistan as much as it needs attention due to the significance of it in various operations of the banking industry. This study focuses on how relationship marketing played its role in increasing customer satisfaction for banking sector. From the literature review, five major determinants of relationship marketing were identified and all five determinants were found to have a significant effect on customer satisfaction. Pilot test were conducted for testing the accuracy of the proposal and assessing the feasibility of the study. Total 382 responses from banking consumer from Lahore, Pakistan was collected using convenience technique. Histogram and P-plots were used to check the normality of data and linear regression analysis were performed to check the major determinants of relationship marketing. This study found that, the banks which are trustworthy among customers show more commitment towards them, responds quickly in customer complaints, communicates effectively with their customers and are more technology oriented can create customer satisfaction easily.
... According to Crosby et al. (1990), in the banking sector, trust is an essential factor for the development of a long-term relationship between the client and the bank. This requires a great deal of effort in the management of the relationship, especially when banking transactions with the customer are initiated (Adamson et al., 2003). ...
... As mentioned in the introduction, according to Crosby et al. (1990), trust in banking is an essential factor in the development of a long-term relation between the client and the bank. This connection requires a great deal of effort in managing the relationship, especially at the start of banking transactions with the customer (Adamson et al, 2003). The economic models associated with decision-making are consequential by nature and assume that decision-makers choose alternatives for action, assessing the appropriateness and likelihood of their consequences, integrating this information through expectations based on calculations. ...
... According to Crosby et al. (1990), in the banking sector, trust is an essential factor for the development of a long-term relationship between the client and the bank. This requires a great deal of effort in the management of the relationship, especially when banking transactions with the customer are initiated (Adamson et al., 2003). ...
... As mentioned in the introduction, according to Crosby et al. (1990), trust in banking is an essential factor in the development of a long-term relation between the client and the bank. This connection requires a great deal of effort in managing the relationship, especially at the start of banking transactions with the customer (Adamson et al, 2003). ...
... According to Crosby et al. (1990), in the banking sector, trust is an essential factor for the development of a long-term relationship between the client and the bank. This requires a great deal of effort in the management of the relationship, especially when banking transactions with the customer are initiated (Adamson et al., 2003). ...
... As mentioned in the introduction, according to Crosby et al. (1990), trust in banking is an essential factor in the development of a long-term relation between the client and the bank. This connection requires a great deal of effort in managing the relationship, especially at the start of banking transactions with the customer (Adamson et al, 2003). ...
... objectives of the parties involved are achieved through mutual exchange and the fulfillment of promises(Zineldin, 2006;Das, 2009;Adamson et al., 2003;Gronroos, 2004 ;) Relationship marketing involves interactions, relationships and networks as the three central pillars of this marketing perspective(Gummesson, 2003). It also includes the use of databases in which information is compiled, analyzed and reformulated to meet the individual needs of customers. ...
... and networks as the three central pillars of this marketing perspective(Gummesson, 2003). It also includes the use of databases in which information is compiled, analyzed and reformulated to meet the individual needs of customers. The ongoing, interactive use of customer databases leads to mutually beneficial relationships(Gilbert and Choi, 2003).Adamson et al. (2003) focused on the fulfillment of promises between customers and service providers. RM creates mutual value(Bruhn, 2003) which impacts on how a business develops and how customers' needs are managed(Gronroos, 2004;Bennett and Barkensjo, 2005;Tapp, 2005). Database/interactive marketing's major contribution to RM strategy is to help manage re ...
Article
This study was carried out to examine how relationship marketing servers as a tool for profitability in banking industry in Nigeria. This study investigated ten (10) commercial licensed banks which were chosen at random from different locations in Lagos State: Zenith Bank, First Bank, United Bank for Africa plc, Access Diamond, Sterling Bank, Heritage Bank, Polaris Bank, Wema Bank, Guarantee Trust Bank and First city monumental plc. The study employed primary data collected in ensuring that valuable data were obtained for the data analysis. A total number of one hundred and twenty (120) copies of questionnaire were administered to staff of the selected banks for which (110) were used for analysis. After cleaning and sorting the copies of the accepted questionnaire they were fed into the statistical package for social science (SPSS). The questionnaire was structured in line with the research objectives, questions and hypothesis of the study. The Pearson product moment correlation coefficient was used to confirm formulated hypotheses. The study found that relationship marketing in Nigeria banks improves the bank’s profitability and that the presence of valuable and high-quality products and services enhances the bank profitability. The study concluded that, banks’ most important assets are the customers and as such, they need to be managed in a manner that will ensure that their expectations are met. The study also recommended that the relation managers and other managers, the staffs in the related departments and other stakeholder involved in matters of the bank’s operations continue with the spirit of understanding the requirements of Relationship Marketing, as well as other issues that governs it.
... Segundo Crosby et al. (1990), no setor bancário, a confiança constitui um fator essencial para o desenvolvimento de uma relação a longo prazo entre o cliente e o banco. Esta requer um grande esforço na gestão da relação, sobretudo nos momentos em que se iniciam transações bancárias com o cliente (Adamson et al, 2003). Dabholkar et al. (2000) demonstram que a correlação entre a performance de qualidade e a fidelização é mais fraca do que a que existe entre a satisfação e a fidelização. ...
... .SegundoCrosby et al. (1990), no setor bancário, a confiança constitui um fator essencial para o desenvolvimento de uma relação a longo prazo entre o cliente e o banco. Esta requer um grande esforço na gestão da relação, sobretudo nos momentos em que se iniciam transações bancárias com o cliente(Adamson et al, 2003). ...
Thesis
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A análise do comportamento do cliente bancário tem sido considerada com grande interesse pela banca a nível internacional nos últimos anos, contribuindo para a deteção e implementação de melhorias nos processos existentes e na oferta de produtos e serviços, com influência no aumento da satisfação dos clientes e no aumento do seu nível de lealdade. Sabendo que, numa perspetiva económica, a retenção de atuais clientes é muito importante para as empresas em geral e também para o setor bancário, que se enquadra num mercado cada vez mais competitivo e mais globalizado, este tema reveste-se ainda de maior importância em períodos de crise económica e social. Neste estudo analisamos o comportamento dos clientes particulares da banca portuguesa através de variáveis económicas e de dados obtidos a partir de um questionário efetuado a clientes de diferentes bancos a operar em Portugal, comparando a informação relativa ao período imediatamente anterior à atual crise económica que, em Portugal, se iniciou no ano de 2008, com a obtida no final do ano de 2013. Concluímos, através desta análise, que a crise económica está a influenciar negativamente o volume de poupança e de crédito dos clientes da banca portuguesa, a condicionar a sua satisfação e a originar uma diminuição do seu nível de lealdade. Concluímos, também, que os fatores biológicos, emocionais e culturais influenciam o comportamento dos indivíduos e, por conseguinte, os clientes da banca, nos vários contextos, nomeadamente em período de crise económica e social. Identificamos neste estudo que os aspetos que atualmente ganham mais relevância para a satisfação e lealdade dos clientes com o seu banco principal são a confiança, a clareza das informações prestadas pelo banco, o preço dos produtos e serviços bancários oferecidos, a capacidade de resolução de problemas e o aconselhamento prestado, confirmando a hipótese de que os clientes que aumentam a satisfação com o seu banco principal são os que apresentam maior propensão para aumentar o volume de recursos bancários aplicados na banca.
... According to Crosby et al. (1990), in the banking sector, trust is an essential factor for the development of a long-term relationship between the client and the bank. This requires a great deal of effort in the management of the relationship, especially when banking transactions with the customer are initiated (Adamson et al., 2003). ...
... As mentioned in the introduction, according to Crosby et al. (1990), trust in banking is an essential factor in the development of a long-term relation between the client and the bank. This connection requires a great deal of effort in managing the relationship, especially at the start of banking transactions with the customer (Adamson et al, 2003). The economic models associated with decision-making are consequential by nature and assume that decision-makers choose alternatives for action, assessing the appropriateness and likelihood of their consequences, integrating this information through expectations based on calculations. ...
Article
Full-text available
Globalization, seen as a simultaneous transformation in economics, politics and culture, has led to more intense competition in different sectors of the economy. In the banking sector the analysis of customer satisfaction, loyalty and trust has been considered of great interest in recent years. In this study, we analyse the development of bank customer satisfaction and loyalty and, with more detail, the development of customer trust, using the results of surveys carried out with relevant statistical samples in Portugal and, for the first time, we also extend this analysis to bank customers in Spain. Scientific development, particularly in the field of behavioural economics, which includes many contributions from psychology and sociology, as well as in the field of neurology, which gave rise to neuroeconomics, allowed for the adaptation and change of traditional economic decision-making theories, based only on economic rationality, in the wake of the Cartesian dualism and Newtonian atomism, allowing for a better understanding of decision-making It has been demonstrated in previous studies that the currently most relevant element for customer approval and loyalty to their main banking institution in Portugal is trust. Therefore, the growth or downward trend of these two variables will be a good indicator to understand the development of customer trust in banking evolution. It has been verified that customer trust in banking and in the development of banks in the last years is not as negative as could be expected, considering all the problems that have affected this sector, mainly in Portugal. However, customer satisfaction has been declining over the past two years. A significant change in the banking activity is taking place, a different approach has been implemented, and this change may lead to a decline in customer trust.
... Sin et al. [6] have mentioned that the dimension of relational marketing consists of bond, empathy, reciprocity, trust, communication, and mutual value. According to several researches [7,8], relational marketing is a form of basic orientation in establishing customer relationship and will strengthen the company in maintaining its customer retention, encouraging customer loyalty and creating re-transaction [9]. ...
... According to [9], relational marketing is to know more by the establishment of two-ways communication through the management of mutual benefit between a certain company and its customer. Tung (1997 in [1]) defines relational marketing as a marketing strategy for a marketer or company to be able to deepen the relationship with its customers. ...
... experienced the need or pain first by themselves (Duan and Hill, 1996). From banking perspective, Parasuraman, et. al., (1988) explained empathy as individual attention, care and love towards customers. b) Communication: Communication is either formal or informal, a managerial tool to bring proximity and mutual consensus between concerned parties (Adamson et. al., 2003). Sin and Tse, (2005) are of the view that the communication is transferring the required information between parties either officially or unofficially but reliably in a stipulated time. On the same lines, Ndubisi (2007) holds that communication means an ability to exchange timely and reliable information. Kottler and Keller (2006) belie ...
Thesis
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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.
... (9) Longer-lived firms are thought to have more stable customer relationships and supply chains, better financing, and better performance (Adamson et al., 2003). ...
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The question of whether businesses can balance their "pursuit of profit" with their "benefit to society" is still up for dispute. This study examines, employing China's "Central Ecological Environment Protection Inspectorate" policy as a quasi-natural experiment, the little studied but significant relationship between command-and-control environmental regulation and firm value. According to the study, environmental regulations have a long-lasting and gradual positive impact on company value, particularly for businesses that pollute excessively. This is primarily because environmental rules enhance a company's performance in terms of environmental, social, and governance aspects; additionally, the benefits are amplified by internal controls and analyst attention. Subsequent investigation revealed that command and control environmental regulations boost a company's worth when it is situated in a location with better government relations, less dependency on natural resources, and stronger enforcement. The analysis concludes that there is no conflict between the "pursuit of profit" and the "benefit to society" under command-and-control environmental management. Therefore, governments should advise and support businesses in the areas of the environment, society, and governance; enhance the quality of information disclosed; create differentiated enforcement standards to ensure equity in the costs of environmental regulatory compliance for businesses; and create more inclusive and flexible environmental regulatory policies to enhance the business environment for businesses.
... In summary, Patatouka, (2012), Casciaro et al. (2015), Adamson, Chan, and Handford (2003) and other scholars argue that: an increase in customer concentration promotes corporate innovation to a certain extent. ...
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Enterprise innovation is an important content of enterprise management and a key element to determine the direction, scale and speed of the development of the company. Enterprise innovation has always been the focus of academic attention. Customer relationship is the contractual relationship established between the enterprise and the customer when purchasing and selling transactions. The research found that customer relationship can affect the innovation investment of enterprises to some extent. Based on a sample of listed companies in China's A stock manufacturing industry from 2008 to 2018, this paper empirically examines the impact of concentration of customer relationship on innovation output and its mechanism. The research found that the higher the concentration of customer relationship, the lower the innovation investment. Further research found that the level of marketization can alleviate this inhibition, with the promotion of market-oriented level, the excessive concentration of customer relations on enterprise innovation inhibition can be weakened. This research explores the factors that affect enterprise innovation from different angles, enriches the research on enterprise innovation, and provides a reference for enterprises to improve their innovation level.
... Relationship marketing department in bank found that communication with customer is more important in order to sell the banking product. The amount to which partners share attitudes about the propriety and importance of behaviors, goals, and policies is referred to as shared value (Adamson et al., 2003). The study concludes that company exchanges ideas with customer, sharing the same feelings towards the things around the business activities. ...
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Network based relationship marketing in commercial bank continues to be crucial, where success or failure is directly related to staff. Only when quality of relationship is stable and engaged, customer satisfaction and customer engagement will be connected with discovering new solutions for existing and future markets to sell the banking product. Therefore, this study tries to understand perception of relationship marketing in commercial bank of Kathmandu Valley. The explanatory research design was used with the essence of network-based theory. The data was evaluated quantitatively by using descriptive and inferential analysis by using structured questionnaire method using KOBO toolbox. SEM was applied to analyze the relationship from sample of 204 responses in Kathmandu Valley. Findings reveal that banks are aware about the relationship marketing practices and depict that there is significant relationship between bonding, trust and communication to customer satisfaction. Therefore, banking workers feel that trust, bonding, communication, shared values and empathy are critical factors in relationship marketing.
... An RM strategy was suggested as important strategic tools for banks to better position themselves in their market and to secure continued banking relationships (e.g. Perrien et al., 1993;Binks and Ennew, 1997;Adamson et al., 2003, Tse et al., 2004. ...
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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.
... Law (2017) noted that while the frequent flyer program is a less alluring inducement, it does affect airline service customers' propensity to repurchase. Adamson et al (2003) noted that developing parallel communication channels with consumers, which demonstrate flexibility in their relationship and optimize the benefits of reciprocal relations, is necessary to enhance customer trust in businesses. Wilson (2018) research also discovered that sales promotion and CRM have a key role in generating customer value for aviation services in Indonesia. ...
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In the service industry, a positive company reputation will influence customers' decisions to choose that business for their insurance needs. This reputation is systematically built by upholding the importance of responsibility and engaging in open dialogue with clients to foster a sense of client loyalty to insurance services. Customer loyalty is significantly influenced by customer relationship management. The most crucial thing for management to do is to uphold trust and service standards so that clients are satisfied with the products and services the business offers. Price is not only significant to customer service but also a key indicator of service quality. Client experience can influence a customer's trust in a company. The purpose of this literature review is to provide an overview of previous research on the impact of insurance service reputation, customer relationship management, and price attractiveness on insurance service customers' experiences. The method used is a literature review, which is a study that collects, comprehends, analyzes, and then concludes national and international journals. The findings of this literature review show that there is a relationship between customer loyalty and customer experience and the reputation of insurance services. Additionally, there is a relationship between customer relationship management and price attractiveness on customer loyalty and customer experience.
... The benefits that business brings to customers are proven to be the premise of loyalty intention, word of mouth, and commitment to the organization. Adamson et al. [115], Friman et al. [116] demonstrated that benefits can increase commitment and customer loyalty. Customer loyalty and the commitment to purchase increases as it provides additional exclusive benefits to its customers [117,118]. ...
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Omnichannel is not just a marketing, e-commerce, or customer support buzzword. This future customer engagement platform helps businesses communicate with customers through centralized channels on a smart interface. It is difficult to achieve customer loyalty when the risk in online transactions, which creates anxiety, exists in all transaction processes in an omnichannel system. Hence, the purpose of this research was to analyze the influence of anxiety on relationships when clients purchase from an omnichannel platform using the stimulus-organism-response (SOR) paradigm. To fulfill study aims, qualitative and quantitative research approaches were used. In-depth interviews and focus group discussions were used to acquire qualitative data, while survey responses from 485 participants were used to collect quantitative data. This study's results revealed relationships between consumer psychology factors such as perceived mental benefits, hedonic value, and anxiety. Moreover, customer anxiety in omnichannel can be measured as a novel and exact concept in marketing science and have a moderating role in the effect of perceived mental benefits on electronic loyalty and perceived mental benefits on hedonic value in omnichannel systems. As a result, enterprises were also offered various managerial implications to develop their omnichannel system.
... Trust is a major determinant of relationship commitment and is the cornerstone of the strategic partnership between a company and its stakeholders. A lack of relationship commitment gives rise to 'acquiescence' and a 'propensity to leave' (Adamson, Chan & Handford, 2003;BrØnn, 2007;Buck & Watson, 2002;Jo & Shim, 2005). ...
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This article investigates the relationship between corporate identity-management constructs andthe quality of employer-employee relationships at the North-West University. Internal stakeholderssuch as employees are not so much concerned about how the organisation is visually representedas about the behavioural aspects of the organisation.Companies are continually finding themselves in positions where they are encouraged to managetheir corporate identities with a view to managing their reputations so as ultimately to strengthenand maintain good relationships with their stakeholders. The realisation that employees formpart of the external corporate identity of a company has shifted the focus of corporate identitymanagement inwards towards employees as an internal stakeholder group. Although it isassumed that good corporate identity management leads to good relationships, little researchhas been done on the direct link between the two concepts. Research in this regard has found arelationship between employees’ perceptions of how effectively the company upholds its values(as part of the non-visual corporate identity) and the quality of its employee relationships.
... In short, there is well-established case-study evidence to support the proposition that commitment is critical in underpinning bank-customer relationships (see also (Adamson, Chan, & Handford, 2003;Anderson & Weitz, 1992;Aurier & N'Goala, 2010;Bansal, Irving, & Taylor, 2004;Beatty, Reynolds, Noble, & Harrison, 2012;Bloemer & Odekerken-Schröder, 2007;Cater & Zabkar, 2009;Cater & Cater, 2010;Davis-Sramek, Droge, Mentzer, & Myers, 2009;Fullerton, 2003;Fullerton, 2005;Fullerton, 2011;Gilliland & Bello, 2002;Gounaris, 2005;Gustafsson, Johnson, & Roos, 2005;Jain, Khalil, Johnston, & Cheng, 2014;Jones, Fox, Taylor, & Fabrigar, 2010;Keh & Xie, 2009;Kelly, 2004;Meyer & Allen, 1991;Morgan & Hunt, 1994;Ogba, 2008;Ojeme, Robson, & Coates, 2016;Palmatier, Dant, Grewal, & Evans, 2006;Pritchard, Havitz, & Howard, 1999)). ...
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The purpose of this paper is to evaluate how bank marketing should respond to the banker’s paradox. Customers who need money the most are at risk for credit and thus unable to obtain a loan, according to the banker’s paradox. This relates to the fact that the client-bank relationship is based on reciprocity rather than commitment. We hypothesize that a bank marketing strategy that masquerades as a commitment will be more successful because clients have evolved to understand the superiority of commitment and be receptive to its cues. We put this marketing strategy to the test by sending 413 participants advertising slogans based on two types of cooperation: reciprocity and commitment. Our findings indicate that people do prefer bank slogans that imply a commitment-based relationship. The work’s novelty comes from its contribution to the literature of an evolutionary psychology perspective, which shows that commitment is a critical component of a successful bank marketing strategy.
... The practice of customer retention involves keeping customers happy so that the business can establish lasting ties with them (Hoyerand D.J. MacInnis, 2001). In the business realm, Adamson et al. (2003) discovered a connection between a firm's marketing strategy and relationship commitment and trust. Consumer purchasing behavior in Bangladesh is mostly impacted by environmental consciousness (Uddin, 2021). ...
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Purpose: The study looked at a variety of factors that go into building a loyal relationship between a company and its retailers in Bangladesh's pharmaceutical industry. Research methodology: Ten (10) hypotheses were established based on the literature review. Furthermore, the convenience sampling technique was used to choose the samples. Data were collected from 50 different retailers. In addition, the loyalty-building aspects were assessed using the questionnaire established through an exploratory study. The data were analyzed with SPSS 22.0with the aid of Microsoft excel. Results: Nine out of ten variables were favorably connected with creating a loyal relationship with pharmaceutical retailers, according to the findings of the study. Limitations: This study focused only on Dhaka and Cumilla cities of Bangladesh. Contribution: The conclusion of the study is crucial and the outcome will have a long-term impact on how pharmaceutical companies use various types of tactics in loyalty-building programs with retailers. Keywords: 1. Pharmaceuticals industry 2. retailer 3. loyalty programs 4. promotional strategies
... This concept is linked to the current trend of customer-centric marketing and thus to CRM as a tool to achieve this goal. Adamson et al. (2003) focused on the joint impact of a strategy combining trust and commitment on retail customer management, where the relationship with the customer and the customer service and support strategy is fundamental to business success. Also central to the success of the business marketing strategy is the cooperation between the different components of the value chain, starting with clients and their needs and expectations, passing through all internal departments of the company including the outsourced external services (logistics, supply, etc.), and ending again with the client and client satisfaction (Vazquez et al., 2005). ...
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Entrepreneurship is one of the business forces with the greatest power to transform today's society, due to its ability to discover and take advantage of new opportunities to satisfy customer new and changing needs and expectations. Customer relationship management (CRM) has proved to be both a highly influential business management strategy and a powerful business management technology solution, with a particularly relevant impact in the area of entrepreneurship. CRM has helped drive growth and future expectations and has had excellent results in terms of return on investment wherever it has been implemented. An exhaustive review of previously published findings in a specific subject area can uncover new lines of research. This paper uses semi-systematic review to the study of the reality of the link between CRM and entrepreneurial marketing in business. This approach is used to comprehensively describe the state of the art of the impact that CRM can have in the modern business environment, through the empowerment of entrepreneurial marketing. In a structured manner, the present paper reviews the 86 most relevant studies of how CRM affects entrepreneurial marketing policy development through its alignment with relationship marketing and customer-centric business models. The growing use of CRM in companies is one of the pillars of technological and social change in entrepreneurship, being a clear example of how big data can benefit society. The study focuses on the period from 2015 to 2019.
... Contrary to short-term oriented people who are more likely to be opportunists (Bakker and Knoben, 2015), long-term oriented investors tend to have more communication with their invested ventures, especially non-task communication (Lin et al., 2019), to form affective ties. This extra effort can help create a climate of trust between investors and start-ups (Adamson et al., 2003). The willingness and possibilities of reinvestment will then be reinforced by the mutual trust and commitment between high-level LTO investors and their portfolio ventures. ...
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Amid great uncertainty along with the possibility of huge returns, venture investment decisions are both technical and artistic. Past studies have paid much attention to the influences of objective factors on venture investment. However, subjective factors have been relatively ignored. As a salient psychological mechanism, temporal focus is of great importance for venture capitalists when making their investment decisions. This study performed content analysis to investigate how temporal focus at the organizational level affects investment decisions of venture capital (VC) firms. The results revealed that VCs with higher level of long-term orientation prefer to invest in less popular industries and ventures in the expansion period. Meanwhile, they are less likely to invest in very new start-ups. Moreover, long-term oriented VCs tend to re-invest in start-ups in their portfolios instead of just shooting once on numerous single start-ups. However, the author did not find any support on preferences of VCs for ventures with high level of human capital.
... The knowledge of a client's business has been found as a critical factor during a bank's lending decision (Bartholdy and Mateus, 2008;Kundid and Ercegovac, 2011). Businesses expect banks to understand their needs and offer them customized services to satisfy them (Adamson et al., 2003). Boulanouar et al. (2020) reported better relationships between banks and SMEs if the bank managers have a better understanding of the business owner/ manager's management ability, business understanding, integrity and honesty. ...
Article
Purpose Small and medium enterprises (SMEs) have been reported as a credit-constrained sector in the earlier literature. Amidst the available external financing options, SMEs are dependent upon banks for their financial needs, hence they offer an important profitable segment for banks. Commercial banks need to develop effective targeting strategies for this segment and ranking the priorities of SMEs in selecting commercial banks will be of great help to them. The purpose of this paper is to implement a fuzzy analytic hierarchy process (FAHP) multi-criteria decision model for commercial bank’s selection by SMEs. Design/methodology/approach The research process was carried out in two phases. In Phase I, a self-structured scale was developed to measure bank selection criteria of SMEs after an extensive review of the literature of relevant studies on the topic. A sample of 600 SMEs was selected through non-proportionate quota sampling and only 313 valid responses were received. Phase II was conducted to prioritize the extracted factors through FAHP, a multi-criteria decision-making technique. For this purpose, another questionnaire was designed in the form of pair-wise evaluation and the response was taken on the same from those 313 SMEs again. Findings The results showed that SMEs bank selection criteria can be categorized under six heads, namely, bank attributes, accommodation of credit needs (AC), bank personnel, financial factors (FF), service quality (SQ) and business knowledge. The research study produced a reliable and valid instrument for studying the bank selection criteria of SMEs. The results further revealed that AC is the most important factor considered by SMEs followed by FF and SQ. Going further, global weights were also calculated through the FAHP which revealed that the most important consideration (variable) viewed upon by SMEs is willingness to accommodate credit needs followed by flexible collateral requirements and absence of hidden charges. Research limitations/implications The results of the present study offer significant insights as to the factors SMEs consider while making a bank selection decision. It is of utmost importance for banks to identify true determinant factors used by SMEs while making bank choice decisions as they offer ample profit and revenue opportunities to banks. The results of the study provide a practical approach to banks that would help them in framing strategies for SMEs customers. Originality/value This is the first study of its kind which has not only focused on the hierarchy of factors measuring bank selection criteria of SMEs rather on the hierarchy of single variables also through the calculation of global weights. As banks cannot focus on all the dimensions of the criteria, they can focus on the spirit of that particular criteria.
... Marketing u bankarstvu može se stoga identificirati kao ključni čimbenik povezivanja s klijentima, odnosno interesno-utjecajnim grupama. Istraživanja su već pokazala da su marketinška strategija banaka i njihova dugoročna orijentacija pozitivno korelirane s povjerenjem i odanošću klijenata (Adamson et al., 2003). Međutim, treba napomenuti da se marketinški pristup treba temeljiti na dobrom menadžmentu bankarskoga poslovanja, odnosno osim perspektive kupaca treba uključiti i stratešku perspektivu, odnosno orijentaciju banaka (Klaus i Nguyen, 2013). ...
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Bankarski sustav većinski je dio financijskoga sustava države te svojim kreditnim i investicijskim aktivnostima omogućuje njezin rast i razvoj. Jačanjem konkurencije, ponuda financijskih usluga banaka sve je bogatija i raznolikija. U radu se analizira bankarski sustav Republike Hrvatske s ciljem utvrđivanja čimbenika koji mogu pridonijeti konkurentskoj prednosti banaka. U svrhu donošenja upravljačkih odluka u vezi konkurentskoga ponašanja banaka analizirani su temeljni elementi bankarske industrije: broj bankarskih poduzeća, njihova veličina, koncentracija bankarske industrije, tržišni uvjeti, barijere ulasku na bankarsko tržište, ulaganje u infrastrukturu te regulacija tržišnoga natjecanja bankarske industrije. Bankarsko tržište u Republici Hrvatskoj srednje je koncentrirano te postoje značajne barijere ulasku u smislu kapitalnih zahtjeva, ali i regulacije poslovanja. No, unatoč relativno visokoj koncentraciji, implicitni dogovori o određivanju cijene kapitala, odnosno kamatnih marži, na temelju uzajamnoga praćenja ponašanja nisu mogući zbog velikoga broja supstituta drugih financijskih institucija. Tako se u bankarskom sektoru Nashova ravnoteža postiže određivanjem niskih kamatnih marži. Stoga se marketing, u smislu marketinga usluga, može identificirati kao važan čimbenik bankarskoga ponašanja koji može unaprijediti konkurentski položaj banaka.
... Customer orientation is able to enduring banking relationships, and it is sensitive to bankers' reputation relationships with their existing customers [19,20]. Moreover, a bank with a reputation of being trustworthy would have a greater incentive to institute measures to avoid losing that trust and will attempt to strengthen its position in the financial domain. ...
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The way of payment has changed in recent years: people have turned away from physical payment methods to virtual payment methods. The traditional banking industry is facing challenges brought by new technologies. The main purpose of this study is to investigate customer trust and loyalty transferring from physical banks to mobile payments because mobile payment platforms are a self-service technology. The goal is to create an eco-platform to facilitate transition from a cash-based economy to a cashless economy. This study is the first attempt to integrate platform management, electronic marketing (online trust and online loyalty), and relationship marketing (offline trust and offline loyalty) into one model. We theoretically and empirically take certain factors into consideration to further explore the transfer impact of physical to mobile payments, which is not discussed in literature. The SEM (structural equation modelling) analysis from the 353 respondents in this study found that trust from both the physical and mobile contexts has positively influenced loyalty. Additionally, customers’ trust and loyalty transfer from the physical to the mobile environment has had a significantly positive effect between the physical and mobile environment. Corporate reputation and structure assurance have also significantly positively affected physical trust and mobile trust, respectively. The findings also reveal that the structure assurance plays an essential role in mobile payment. Users may have certain concerns about the procedure of transactions and their personal information. Theoretical and practical implications are provided.
... In innovation diffusion theory, the suggested path could be Infrastructure (Inf)-> trust (TR))-> adoption (Ado). The relationship between banks and customers depends on trust (Adamson et al. 2003). The relationship between the introduction of e-banking and customers also depends on the perceived user-friendliness technology (Featherman et al. 2010). ...
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The bank has always been a very intense business, especially in the last few decades when information technology had a strong influence on the banking sector. This research followed almost the same pattern, particularly by examining the factors influencing information technology adoption. However, little work has been done to identify these factors in electronic banking services in developing African Countries. The purpose of this research was to analyze the variables that influence adoption in Commercial Bank of Ethiopia. The researcher has used factors perceived ease of use, infrastructure, security, trust, and e-banking adoption. The data were collected from 179 respondents of CBE. This study uses the structural equation model based on least partial square analysis. The results show that customer trust mediates between the perceived ease of use, infrastructure, security, and e-banking adoption. The practical result of this research is the provision of information and knowledge to the Ethiopian Commercial Bank, which is the financial backbone of this country. Further, combining Trust in technology will improve confidence in Ethiopian banking sector. Hence, the government should make more efforts to sustain and improve e-banking through technology-driven innovation in the banking sector.
... There are several types of mind mapping including syllabus mind maps, chapter mind maps and paragraph mind maps [13]. Previous studies stated that one of the benefits of mind mapping is finding a marketing strategy [9].Marketing strategy is used by companies to deliver education on products that are created to be accepted by the market [14]. There are many marketing strategies implemented by the company, but in general it boils down to two things, namely STP (Segmenting, Targeting, Positioning) and 4Ps (Product, Price, Place, Promotion) [15]. ...
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The research objective is to build a marketing strategy based on mind mapping carried out in the fashion industry. The research was conducted by using the action research method on incubator business in University with the fashion business that has been start, while the qualitative analysis was based on a survey on mind mapping. The results of the study show that mind mapping can be a source of ideas for the formation of marketing strategies in the fashion industry, namely segmenting, targeting and positioning. The source of ideas in mind mapping makes it easier for entrepreneurs to create a value proposition canvas for the sustainability of the products created by the company. The research findings are especially useful in the fashion industry, where they serve as suggestions for implementing mind mapping for new or on-going companies with the goal of improving the company’s product.
... Lin and Lee [2012] note that familiarity, which enables stores to be recognized and remembered, decreases risk perception and increases brand trust. Adamson et al. [2003] show that trust is positively associated with customer loyalty. Al-Hawari [2011] also reveals that customer trust is linked to customer loyalty. ...
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In the age of consumption, customers prefer high-quality and exclusively designed luxury brands. This trend is based on a variety of reasons, such as the manifestation of status and wealth, as well as positive emotions and symbolic power created by these brands. The study aims to examine the variables of trust and loyalty to luxury brands, brand preference and price sensitivity, and to determine whether there is a meaningful relationship between these variables. If there is, to investigate the mediating role of price sensitivity in the effect of consumer trust and loyalty to luxury brands on brand preference. The methodological framework of the research includes planned behaviour theory to predict customers’ intentions and behaviours towards luxury brands. The information base of the research includes data from the online survey of 563 respondents from Turkey. Among the main research methods applied in the study are descriptive statistics and correlation analysis. SPSS 22.0 and AMOS software, as well as the principles of structural equation modeling are used to analyze the data. In the research, we could not determine the mediating role of price sensitivity in the effect of brand trust and loyalty on brand preference. A statistically significant, positive, and healthy relationship exists between brand trust and brand loyalty and brand preference. The study shows that the effect of price sensitivity and brand trust on brand preference is weak. The theoretical and practical importance of the study is to support companies in developing successful luxury branding strategies and to contribute to the luxury brand literature.
... Vázquez-Carrasco and Foxall [8] showed that relationship proneness positively influences relational benefits, which in turn positively influences satisfaction. Adamson et al. [9] investigated relational benefits in the context of small banks in Hong Kong and reported a positive relationship between relational benefits and customer commitment. In addition, Park and Kim [10] confirmed a positive relationship between relational benefits and customer commitment among users of online stores and online ticketing systems. ...
... Today, understanding of customers and competitors is crucial for shaping future business strategies. To survive and grow by attracting new customers in today's fast moving global financial services industry; companies must be able to align their strategies with the customer's needs, competitors' strengths and public authorities power (Adamson, Chan, & Handford, 2003). CRM has attracted much attention in marketing and information technology (IT) in recent years (Rezghi Rostami, Valmohammadi, & Yousefpoor, 2014). ...
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Customers have been recognized as the most important assets of any organizations so that acquiring customer knowledge embraces Customer Relationship Management (CRM). CRM focuses on maintains long term relationship between current and prospective customers whereas Knowledge Management (KM) considers knowledge as a key success factor for the organization. The objective of this research was to explore the relationship between KM and CRM in the commercial banks of Bangladesh. A well written questionnaire of Likert type from 260 bank employees was collected to find out the relationships. Descriptive statistics and inferential statistics were conducted in order to examine the hypotheses and find out the level of relationship between CRM and KM. Result confirms that knowledge infrastructure capabilities positively affects knowledge process capability. The finding also shows that knowledge process capability positively affects CRM. The future direction of this research would be to increase profitability, customer satisfaction and maintain long term relationship with customers through the proper implementation of CRM and KM.
... 316) Morgan and Hunt (1994) believe that commitment will be made when one of the parties believes in the importance of the relationship and does his best to maintain or promote the relationship. Adamson et al. (2003) declared that to achieve customer commitment, a company's strategy must be customer centred, longterm, and be based on mutual relationship benefits. ...
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The purpose is to investigate the mediator role of customer commitment in the relationship between brand benefits and customer loyalty. A sample of 384 participants was selected by staged cluster sampling method of actual customers of Parsian Bank in Tehran. For data collection, a questionnaire with a Likert scale, and, to test the research hypotheses, structural equation modeling and PLS software were used. Parsian Bank brand benefits directly and indirectly affect the level of customer loyalty. The indirect impact of brand benefits through the mediation role of commitment to the brand is greater on customer loyalty. Two moderator variables, the type of brand and brand extension, do not affect the relationship between brand benefits and customer commitment.
Article
This research aims to elaborate on the factors that make MSMEs choose an interest in choosing Islamic or conventional banking financing and measure how much interest MSMEs have in banking financing and then the good impact on the performance of MSMEs in the future after receiving financing from both Islamic and conventional banks. Finally, it is so that the difference between Islamic and conventional banking can be known in providing financing to MSMEs in Cirebon. The method used in this study is quantitative with primary data directly from MSMEs using questionnaire instruments distributed to 294 MSMEs in Cirebon consisting of types of industry, services and trade. Of the total samples taken, it was then divided into 2 (two) categories, namely Islamic and conventional banking, each of which was 50%. The analyst technique uses a differential test of 2 samples by going through a number of statistical tests. The results showed that the contribution of Micro, Small and Medium Enterprises (MSMEs) had a significant effect on increasing the amount of Indonesia's Gross Domestic Product (GDP), but MSMEs still left many problems to be able to grow better, one of which was due to financing (capital).
Article
Purpose This article presents a systematic framework with a meta-analytic approach to finding various antecedents, consequents and moderating effects of trust in financial services. Design/methodology/approach A meta-analysis of 165 articles was performed, which generated 272 observations in a cumulative sample of 86,968 respondents. Findings The results of this meta-analysis demonstrated seventeen antecedents of trust constructs and four consequents. Most of these relationships were meaningful and consistent. The authors also found some significant moderators related to culture (individualism, masculinity and long-term orientation) and context (innovation index and device type). Research limitations/implications This meta-analysis reviewed the relationships found throughout the theoretical framework about the trust construct in financial service contexts, identifying new paths for future research. Some limitations, such as the non-use of qualitative studies and the selection of concepts, exist in the secondary data and should be noted. Practical implications The present study can assist financial system managers in decision-making because the findings from the meta-analysis are more consistent than those from traditional primary surveys. Originality/value This research tested the impact of antecedents, consequents and moderators of trust in the financial services sector and presented significant results using a meta-analytic review. This meta-analysis contributes to the marketing literature by offering a set of empirical generalizations, including relationship coefficients and fail-safe calculated numbers (FSN).
Article
Customer commitment has been studied for more than two decades. It is one of the most powerful marketing tools in maintaining steady affiliation between patrons and brands or service providers. To examine its knowledge corpus, a bibliometric review was performed to scrutinize 457 Scopus-indexed documents. The research design consisted of descriptive analysis, citation analyses, co-citation analyses, and keyword co-occurrence analysis. This review aimed to assess the literature volume, growth trajectory, and geographic distribution; indicate key journals, authors and documents; probe the intellectual structure of the knowledge base; and emphasize the topical foci of the literature. This review provides a baseline analysis for the evolution and future studies guiding scholars who will enter the customer-commitment research field.
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Chapter
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Chapter
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Discusses the nature and sometimes negative consequences of the dominating marketing paradigm of today, marketing mix management, and furthermore discusses how modern research into, for example, industrial marketing and services marketing as well as customer relationship economics shows that another approach to marketing is required. This development is supported by evolving trends in business, such as strategic partnerships, alliances and networks. Suggests relationship marketing, based on relationship building and management, as one emerging new marketing paradigm of the future. Concludes that the simplicity of the marketing mix paradigm, with its Four P model, has become a strait-jacket, fostering toolbox thinking rather than an awareness that marketing is a multi-faceted social process, and notes that marketing theory and customers are the victims of today’s mainstream marketing thinking.
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Book
Aftermarketing offers a theory-based, yet pragmatic plan for building an effective customer retention program. The book unites the fields of database development, customer satisfaction research, customer service, and direct marketing. It shows how to unite these disciplines to maximize their poser in strengthening relationships with customers.
Chapter
Die Wurzeln von Tchibo reichen zurück bis in die späten 1940er-Jahre, als der Hamburger Kaffeeröster nach Kriegsende begann, selbst produzierten Röstkaffee im Versandhandel zu vertreiben. Kaffee galt damals als Luxusgut, und Tchibo legte seinen Kundenpaketen mit dem bestellten Bohnenkaffee auch noch hochwertige Verpackungen bei, etwa Aromadosen. Man wollte dem wertigen Produkt so einen würdigen Rahmen geben. Heute würden diese Zugaben das Label „Kundenbindungsprogramm“ erhalten (s. Abschn. 5.2.3) – Geschenke erhalten bekanntlich die Freundschaft, und so fördern sie auch die Geschäftsbeziehungen zwischen Unternehmen und ihren Kunden.
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Salespeople involved in the marketing of complex services often perform the role of “relationship manager.” It is, in part, the quality of the relationship between the salesperson and the customer that determines the probability of continued interchange between those parties in the future. A relationship quality model is advanced and tested that examines the nature, consequences, and antecedents of relationship quality, as perceived by the customer. The findings suggest that future sales opportunities depend mostly on relationship quality (i.e., trust and satisfaction), whereas the ability to convert those opportunities into sales hinges more on conventional source characteristics of similarity and expertise. Relational selling behaviors such as cooperative intentions, mutual disclosure, and intensive followup contact generally produce a strong buyer-seller bond.
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Marketing managers must know the time orientation of a customer to select and use marketing tools that correspond to the time horizons of the customer. Insufficient understanding of a customer's time orientation can lead to problems, such as attempting a relationship marketing when transaction marketing is more appropriate. The author suggests that long-term orientation in a buyer/seller relationship is a function of two main factors: mutual dependence and the extent to which they trust one another. Dependence and trust are related to environmental uncertainty, transaction-specific investments, reputation, and satisfaction in a buyer/seller relationship. The framework presented here is tested with 124 retail buyers and 52 vendors supplying to those retailers. The results indicate that trust and dependence play key roles in determining the long-term orientation of both retail buyers and their vendors. The results also indicate that both similarities and differences exist across retailers and vendors with respect to the effects of several variables on long-term orientation, dependence, and trust.
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Relationship marketing—establishing, developing, and maintaining successful relational exchanges—constitutes a major shift in marketing theory and practice. After conceptualizing relationship marketing and discussing its ten forms, the authors (1) theorize that successful relationship marketing requires relationship commitment and trust, (2) model relationship commitment and trust as key mediating variables, (3) test this key mediating variable model using data from automobile tire retailers, and (4) compare their model with a rival that does not allow relationship commitment and trust to function as mediating variables. Given the favorable test results for the key mediating variable model, suggestions for further explicating and testing it are offered.
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Although the venture capital industry is undoubtedly of Importance, the majority of finance to smaller businesses continues to be provided by the banking sector. The provision of finance to these businesses is generally thought to be characterized by Information asymmetries, which are likely to lead to some form of credit rationing. To the extent that credit rationing occurs, viable enterprise may be lost. While collateral is commonly cited as a means of counteracting the information asymmetries that lead to credit rationing, an alternative mechanism is to improve the flow of information between business and bank. This is most commonly achieved through the development of a close working relationship. The success of such a relationship depends upon the willingness of both parties to involve themselves with each other and work together. This paper examines the nature of the banking relationship, paying particular attention to the idea of relationship participation and the benefits that accrue to both parties as a result of participation. Using data from over 3000 UK small firms, It is possible to identify four broad relationship types based on the degree to which the bank and the business participate in the relationship. A comparison across different relationship types suggests that there are considerable benefits associated with more participative relationships.
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Book
The authors do not have rights to distribute the full-text online so only the table of contents and front matter are provided here. If you are an instructor seeking a review copy or teaching supplements, please use this link to locate your Cengage representative: http://www.cengage.com/repfinder/ Brief Contents PART ONE INTRODUCTION TO STRATEGIC MANAGEMENT 1 Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage 1 2 External Analysis: The Identification of Opportunities and Threats 43 PART TWO THE NATURE OF COMPETITIVE ADVANTAGE 3 Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability 80 4 Building Competitive Advantage through Functional-Level Strategies 116 PART THREE STRATEGIES 5 Business-Level Strategy 153 6 Business-Level Strategy and the Industry Environment 178 7 Strategy and Technology 210 8 Strategy in the Global Environment 246 9 Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing 286 10 Corporate-Level Strategy: Related and Unrelated Diversification 318 PART FOUR IMPLEMENTING STRATEGY 11 Corporate Performance, Governance, and Business Ethics 359 12 Implementing Strategy through Organization 395 CASES
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Regarding customer relationship, we know that they are based on effective communication. To talk in order to be understood by customers requires more than the mere use of the correct words, because the source is always taken into account. Managing the customer relationship after a sale is something that few companies really do it, and when it is done, it is usually a courtesy call shortly after the purchase.
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Discusses the nature and sometimes negative consequences of the dominating marketing paradigm of today, marketing mix management, and furthermore discusses how modern research into, for example, industrial marketing and services marketing as well as customer relationship economics shows that another approach to marketing is required. This development is supported by evolving trends in business, such as strategic partnerships, alliances and networks. Suggests relationship marketing, based on relationship building and management, as one emerging new marketing paradigm of the future. Concludes that the simplicity of the marketing mix paradigm, with its Four P model, has become a straitjacket, fostering toolbox thinking rather than an awareness that marketing is a multi‐faceted social process, and notes that marketing theory and customers are the victims of today′s mainstream marketing thinking. By using the notion of a marketing strategy continuum, discusses a number of consequences of a relationship‐type marketing strategy for the focus of marketing, pricing, quality management, internal marketing and intraorganizational development. Briefly comments on the possibility of developing a general marketing theory based on the relationship building and management approach.
Article
Marketing managers must know the time orientation of a customer to select and use marketing tools that correspond to the time horizons of the customer. Insufficient understanding of a customer's time orientation can lead to problems, such as attempting a relationship marketing when transaction marketing is more appropriate. The author suggests that long-term orientation in a buyer/seller relationship is a function of two main factors: mutual dependence and the extent to which they trust one another. Dependence and trust are related to environmental uncertainty, transaction-specific investments, reputation, and satisfaction in a buyer/seller relationship. The framework presented here is tested with 124 retail buyers and 52 vendors supplying to those retailers. The results indicate that trust and dependence play key roles in determining the long-term orientation of both retail buyers and their vendors. The results also indicate that both similarities and differences exist across retailers and vendors with respect to the effects of several variables on long-term orientation, dependence, and trust.
Article
Salespeople involved in the marketing of complex services often perform the role of "relationship manager." It is, in part, the quality of the relationship between the salesperson and the customer that determines the probability of continued interchange between those parties in the future. A relationship quality model is advanced and tested that examines the nature, consequences, and antecedents of relationship quality, as perceived by the customer. The findings suggest that future sales opportunities depend mostly on relationship quality (i. e., trust and satisfaction), whereas the ability to convert those opportunities into sales hinges more on conventional source characteristics of similarity and expertise. Relational selling behaviors such as cooperative intentions, mutual disclosure, and intensive followup contact generally produce a strong buyer-seller bond.
Book
Part 1 Relationship marketing: developing a relationship strategy quality as a competitive strategy monitoring service quality performance the transition to quality leadership managing relationship marketing. Part 2 Case studies on quality leadership: just another Cambridge hi-tech company? the shift to "customer orientation" in retail banking involving senior managers in the quality improvement process at Johnson Matthey achieving real culture change at Ilford from "crisis" to quality leadership at Rank Xerox.
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Effectively governed relationships are characterized by high levels of commitment and low levels of opportunism. In this research, we develop a conceptual model that integrates insights from transaction cost analysis and relational exchange theory to identify three key antecedents of commitment and opportunism: transaction specific assets, environmental uncertainty, and relational norms. Our model extends these prior frameworks by identifying dependence and long‐term orientation as the mediating processes through which the antecedents affect the outcomes. We test the model using a scenario‐based experimental method with 168 purchasing managers as subjects. Results provide substantial support for the model. The managerial, theoretical, and future research implications of these results are discussed. Résumé Des relations menées efficacement se caractérisent par leur haut niveau d'engagement et leur faible niveau d'opportunisme. Dans la présente recherche, nous établissons un modèle conceptuel qui intègre les notions d'Analyse du coût des opérations et de Théorie des échanges relationnels afin d'identifier les trois antécédents clés de l'engagement et de l'opportunisme: les actifs spécifiques de la transaction, l'insécurité de l'environnement et les normes relationnelles. Notre modèle élargit ce premier cadre en identifiant la dépendance et l'orientation à long terme comme procédé de médiation par lequel les antécédents influent sur les résultats. Nous examinons le modèle grâce à une méthode expérimentale que se fonde sur le scénario en prenant comme sujets 168 responsables des achats. Les résultats apportent un réel appui au modèle. Nous discutons aussi, à partir des résultats, des conséquences sur la gestion, la théorie et les futures recherches.
Article
Discusses the nature and sometimes negative consequences of the dominating marketing paradigm of today, marketing mix management, and furthermore discusses how modern research into, for example, industrial marketing and services marketing as well as customer relationship economics shows that another approach to marketing is required. This development is supported by evolving trends in business, such as strategic partnerships, alliances and networks. Suggests relationship marketing, based on relationship building and management, as one emerging new marketing paradigm of the future. Concludes that the simplicity of the marketing mix paradigm, with its Four P model, has become a straitjacket, fostering toolbox thinking rather than an awareness that marketing is a multi-faceted social process, and notes that marketing theory and customers are the victims of today′s mainstream marketing thinking. By using the notion of a marketing strategy continuum, discusses a number of consequences of a relationship-type marketing strategy for the focus of marketing, pricing, quality management, internal marketing and intraorganizational development. Briefly comments on the possibility of developing a general marketing theory based on the relationship building and management approach.
Article
Marketing theory and practice have focused persistently on exchange between buyers and sellers. Unfortunately, most of the research and too many of the marketing strategies treat buyer-seller exchanges as discrete events, not as ongoing relationships. The authors describe a framework for developing buyer-seller relationships that affords a vantage point for formulating marketing strategy and for stimulating new research directions.
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A small but growing number of suppliers in business markets draw on their knowledge of what customers value, and would value, to gain marketplace advantages over their less knowledgeable competitors. These suppliers have developed what the authors call customer value models, which are data-driven representations of the worth, in monetary terms, of what the supplier is doing or could do for its customers. To create customer value models, the authors draw on the experiences of suppliers that have built and used such models successfully. First, the authors suggest having a shared understanding of what exactly value is in business markets. Next, the authors provide tips on how to get started. They suggest generating a comprehensive list of value elements, gathering data, validating the model and understanding variance in the estimates, and creating value-based sales tools. In terms of putting an understanding of value to use, the authors suggest managing market offerings, guiding the development of new or improved products and services, gaining customers, and sustaining customer relationships. INSETS: Using Customer Focus Groups to Assess Value; How BT Products Uses Value Models as Sales Tools; The Information BT Products Gathers to Build Customer Value..; Understanding Value: How W.W. Grainger and Its Customers Benefit.
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Strategic market planning -- Industrial marketing -- Research for marketing decisions -- Global marketing management -- Marketing management -- Strategic marketing for nonprofit organizations -- Principles of marketing -- Services marketing -- Marketing research and knowledge development -- The strategy and tactics of pricing -- Kleppner's advertising procedure -- Marketing channels -- Legal aspects of marketing strategy -- Design and marketing of new products
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For several decades marketing planning in the United States has relied upon the "four Ps" model. Product, price, place, and promotion were considered the foundation of the marketing mix. This model, however, has never been a comfortable fit for health care and, as the new century dawns, we find that a new marketing model--emphasizing the "four Rs"--is emerging. The foundations of the new model are relevance, response, relationships, and results.
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