NATURE-OF-RELATIONSHIP-MARKETING关系营销的本质大学毕业论文外文文献翻译及原文

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　　文献、资料中文题目：关系营销的本质

　　文献、资料英文题目：NATURE OF RELATIONSHIP MARKETING 文献、资料来源：

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　　专 业： 市场营销

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　　翻译日期： 2017.02.14

　　Transactions are distinguished into discrete transactions and relational transactions. Relational contract law governs relational transactions. In classical contract law that governs discrete transactions identity of parties is not relevant; however this is not true in relationship marketing. In relational contracting the reference point shifts from the agreement (as in classical contract law), to the relation itself as it has developed over time. There might be or might not be an original agreement and if there is, there may not be any great deference to it. In a relational transaction, the contractual gaps between parties are reduced, as the relation becomes stronger and stronger. The frequency with which transactions recur influence the terms of the transaction (discounts as in frequent flyer). The degree to which durable transaction specific investments are incurred determine the rapidity of commitment given and received, the time period of commitment and the intensity of the relation between two parties. Transaction specific investments (asset specificity in physical

　　capital and human capital) leads to relational exchanges where trust is a prime moderator. As such non-specific exchanges leads to transaction marketing and for exchanges that are not non-specific the concept of Relationship marketing will hold (Williamson, 1979). The Williamsonian approach to understand relational contracting has been augmented (Anderson and Weitz, 1992), by postulating that whenever idiosyncratic investments are made by the exchanging parties in one another then there is a stronger commitment to the relationship. In a relationship the set of understandings that has grown up over time (the implicit contract) is more influential. Exclusivity to the other party is also seen as a signal of commitment. Further the relationship dyad has been examined from perspective of a strong buyer facing a large number of small suppliers ( Heide and John, 1992). It has been shown that relational norms do play a role in serving as a governance mechanism to safeguard against opportunistic behavior in the presence of transaction specific assets. It has also been shown that in case of a relationship dyad between a strong supplier and a large number of small buyers relational norms do not play a significant role (Berthon, Pierre et. Al, 2003)

　　George Homans (George Homans, 1961) first proposed social exchange theory. He said that exchanges of goods and services take place between two parties who are rational entities acting in their own self-interest and who will perform social action based on rewards and costs.The exchange of goods and services take place not only for money but also for non-monetary benefits such as love, esteem, affection and approval. Such exchanges are social exchanges. Social exchanges almost always involve an element of power, allowing one party to do activities the way it wants to do. Social exchanges involves interaction; interaction occurs when an activity emitted by one man is rewarded (or punished) by an activity emitted by another man. Social exchanges respect sentiment; sentiments are signs of the attitudes and feelings a party takes towards another party. This social exchange theory (George Homans, 1961) draws on the disciplines of behavioral psychology and elementary economics in proposing the principles of social exchange. Behavioral psychology decides on current actions based on past history of behavior / actions. Elementary economics

　　decides on current action based on future stream of profits. It is difficult to balance these two directions. Further elementary economics assume perfect markets. Relationship marketing situations are far from perfect. Also relationships are built on future promises as much as on past behavior. In studying relationship marketing, both the transaction cost analysis and social exchange theory concepts can be used to explain and conceptualize relationship-marketing paradigms.

　　Relationship marketing refers to a wide range of ‘relationship type strategies’ that have developed over the past few decades in product as well as service markets and in consumer as well as business to business sectors. The antecedents of RM go to Industrial marketing and Services marketing. RM found ready acceptance in a marketing world where it had become obvious that strategic competitive advantage could no longer be delivered on the basis of product characteristics alone and where corporate profitability was beginning to become associated with satisfying existing customers (John Egan, 2001). Relationship marketing as contrasted to transaction marketing involves relational exchanges that trace to previous agreements. There are four types of buyer-seller relationships – bilateral relationships, seller-maintained relationships,buyer-maintained relationships,discrete exchanges(Dwyer,Schurr and Oh 1987). For a firm relational exchanges could occur with goods suppliers, services suppliers, business units, employees, functional departments, intermediate customers, ultimate customers, competitors, nonprofit organizations, government (Hunt and Morgan 1994). Though conceptualizing relationship marketing accommodates all types of above mentioned relational exchanges, an adequate definition of relationship marketing for the purpose of this paper will relate to exchanges with intermediate customers and ultimate customers. For example, it is also stated that (Berry, 1983) ‘Relationship marketing is attracting, maintaining and - in multi service organizations – enhancing customer relationships’.

　　In industrial marketing, relationship marketing is referred to as marketing oriented towards strong, lasting relationships with individual accounts (Jackson, 1985). From a sales management perspective, the term relationship marketing is applied to a number of different marketing activities ranging from consumer

　　frequency marketing programs to selling activities directed towards building partnerships with key business – to – business customers (Weitz and Bradford, 1999). In developing long term relationships with channel members, it is stated (Anderson and Weitz, 1989) that such relationships combine the advantages of vertically integrated distributed systems (control and coordination), with the advantages of systems utilizing independent channel members (flexibility, scale economies, efficiency and low overhead). They also state that channel relationships are dependent on (1) continuity of relationship (2) trust and (3) communications.

　　Many global packaged goods manufacturers regard resellers (wholesalers, retailers) as their customers. The literature cites the case of Proctor and Gamble who regard retailers as their customers and Intel which has built its business around OEM customers (Webster Jr., 2000). Consequently developing relationships with resellers is also an important part of RM effort in marketing strategy process. The relationship between manufacturer, reseller and consumer as shown below is a three-way

　　relationship.

　　In such a context, the manufacturer and reseller are in a partnership

　　relationship that includes competition and conflict (Webster Jr., 2000). Both

　　manufacturer and reseller deliver value to consumer. In this three-way relation, the quality of relationship for any single player depends on the quality and strength of relationship between the other two.

　　Other authors have noted multiple uses of the term RM (Brodie et. Al, 1997). They suggested RM be applied at four levels. At the first level, RM is a

　　technology-based tool of database marketing. At a second level, RM focuses on relationships between businesses and its customers with an emphasis of customer

　　retention. At a third level, RM is a form of ‘customer partnering’ with buyers

　　cooperatively involved in the design of the product or service offering. At a fourth and broadest level, RM was seen as incorporating everything from databases to personalized services, loyalty programs, brand loyalty, internal marketing,

　　personal/social relationships and strategic alliances.

　　A number of terms have been used as substitutes for relationship marketing or to describe similar concepts (Buttle, 1996). These include direct marketing, database marketing, customer relationship management, data driven marketing,

　　micromarketing, one-to-one marketing, loyalty based marketing, segment of one marketing, customer partnering, dialogue marketing and interactive marketing. All this suggests that RM is also an umbrella philosophy for relational approaches in marketing. To succeed in RM, a company must have both a flow of new customers and there must be a restriction on customers exiting (Leaky Bucket Theory). Though RM has a dual focus on both acquisition and retention strategies, it is retention

　　strategies that are given more prominence. It has been proposed that dual benefits of customer retention (Buttle, 1996) are: (a) existing customers are less expensive to retain than to recruit, (b) securing a customer’s loyalty over time produces superior profits. Acquisition costs include (1) personal selling (2) commission payments (3) direct costs and indirect costs of detailed information gathering (4) supply of equipment (5) advertising and other communications expenditure.

　　Different models are suggested in literature for different relational stages in RM. One model (Dwyer, 1987) suggests that the stages are – Awareness, Exploration, Expansion, Commitment. A second model (Payne, 1995) suggests that the stages are – Prospects, Customers, Clients, Advocates, Members, Partners. A third model (Kotler, 1997) suggests that the stages are – Suspects, Prospects, First time customers, Repeat customers, Clients, Advocates, Members, Partners.

　　There must be two characteristics present for an exchange situation to be

　　described as a relationship (Barnes and Howlett, 1998). These are: (1) the relationship is mutually perceived to exist and is acknowledged as such by both parties, (2) the relationship goes beyond occasional contact and is recognized as having some special status. Inclusion of ‘status recognition in a relationship’ puts a doubt whether a relationship could be developed with for example a local supermarket. The existence of special status is less obvious in consumer markets.

　　Three characteristics are important for customers to desire continuity with the