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Christian Grnroos, (1994),"From Marketing Mix to Relationship Marketing", Management Decision, Vol. 32 Iss 2 pp. 4 - 20
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(1997),"The marketing mix in the third age of computing", Marketing Intelligence & Planning, Vol. 15 Iss 3 pp. 142-150
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From
Marketing Mix
to Relationship
Marketing:
Towards a Paradigm Shift
in Marketing
Christian Grnroos
(p. 3). This definition means, first of all, that there has to
be a belief in the other partners trustworthiness that
results from the expertise, reliability or intentionality of
that partner. Second, it views trust as a behavioural
intention or behaviour that reflects reliance on the other
partner and involves uncertainty and vulnerability on the
part of the trustor. If there is no vulnerability and
uncertainty trust is unnecessary, because the trustor can
control the other partners actions[105] (see also[106]).
One should, however, bear in mind that in many
relationship marketing situations it is not clear who is the
trustor and who is the trustee; more likely, for example in
a simple two-partner relationship, both partners are in
both positions. Also, the relationships are often more
complex than mere exchange relationships.
10
11
Transaction
marketing
Relationship
marketing
Time perspective
Short-term focus
Long-term focus
Marketing mix
Price elasticity
Measurement of customer
satisfaction
Interdependency between
marketing, operations and
personnel
Source:[12]
12
Service Competition
The more a firm moves to the right on the marketing
strategy continuum away from a transaction-type
situation, the more the market offer expands beyond the
core product. Installing goods, technical service, advice
about how to use a physical good or a service, just-in-time
logistics, customer-adapted invoicing, technical knowhow, information, social contacts and a host of other
elements of bigger or smaller magnitude are added to the
relationship, so that it becomes more attractive and
indeed profitable for the customer (and other parties as
well) to engage in an on-going relationship with a given
partner on the marketplace. All such elements are
different types of services. The more the firm adopts a
relationship marketing strategy, the more it has to
understand how to manage these service elements of its
market offer. As we have concluded in earlier contexts
(cf.[16]; see also[119]), managing services is to a
substantial degree, although of course not totally,
different from traditional management of manufactured
goods: every firm, irrespective of whether it is a
service firm by todays definition or a manufacturer of
goods, has to learn how to cope with the new competition
of the service economy[16, p. 7]. We have coined the term
service competition for this new competitive situation[16].
In conclusion, relationship marketing demands a deeper
understanding of how to manage service competition
than what is required of firms pursuing a transactiontype strategy.
13
14
1.
2.
3.
4.
5.
6.
7.
8.
9.
15
16
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
44.
45.
46.
47.
48.
49.
50.
51.
52.
53.
54.
55.
56.
17
18
94.
95.
96.
97.
98.
99.
100.
101.
102.
103.
104.
105.
106.
107.
108.
19
20
125.
126.
127.
Downloaded by Northumbria University At 01:36 21 October 2016 (PT)
128.
129.
130.
131.
132.
133.
134.
135.
Christian Grnroos is Professor of Marketing at the Swedish School of Economics and Business Administration in
Helsinki, Finland.
Application Questions
(1) Compare the authors point that the marketing department is obsolete with parallel organization structural
initiatives in the management of quality. How would marketing organize itself without a department?
(2) How does your organization enact its relationships with its customers? Think particularly about moments of
truth.
(3) Is the marketing mix paradigm dead or dying? What might such a paradigm shift mean in organizations of the
future?
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