Getting the line from the previous posts, it seems that Marketing Management within a customer-oriented firm (as previously defined) is differentiated to Marketing Management position within a Transactional-oriented firm.
The literature indicates that Marketing Management in the transaction context is primarily concerned with the product and achieving organisational objectives that emphasise product profitability (Coviello et al., 1997; Webster, 1992). In this circumstance, Marketing focuses on achieving profit maximisation that revolves around the application of the firm’s resources to markets, customers and products in the most efficient and cost effective manner. As Webster (1992, p. 6)though comments, “there is no need to consider people or social processes when the units of analysis are products, price, costs, firms and transactions”.
However, in a customer-oriented firm, Marketing Management would adopt and further implement a Relationship Marketing business approach into markets as the means of sustaining a competitive advantage.
This is in essence to establish, maintain and enhance relationships with customers and other parties at a profit so that the objectives of the parties involved are met. This is done by a mutual exchange and fulfillment of promises. (Bennett, 1996; Brodie et al.,1997; Grönroos, 1989; 1990; 1994; 1997 in Ravald and Grönroos, 1996; Gummesson, 1994; Hunt, 1997; Robicheaux and Coleman, 1994; Storbacka, 1997)
A set of critical questions need to be further analyzed and discussed: What are the roles, skills and competences of the Product Manager into a Relationship Marketing Management business environment?
What is needed in order that a Relationship Marketer (within a customer-oriented firm) find corporate space for inter-departmental optimum cooperation?
Damian Giannakis
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