This paper intends to contribute to the increasing efforts to dissolve the confusions around relationship marketing (RM). In general, it is to provide evidence to the academic community how RM is operationalised in a to date under-researched setting (namely export channels), and generate practical suggestions to export managers how it may be applied more successfully.
In this attempt, the paper reports of a study of relationships between brands (exporters) and international resellers (distributors) in the German sporting goods industry. The study investigated the nature and importance of RM instruments which exporting brands use to leverage relationships for achieving success in foreign markets.
Assisting in the exploratory venture, the literature review has lead to the development of an export success model. It provided guidance to the author in his research and will enable the reader to appreciate and classify the research contributions.
Finally, this work concludes with the application of the insights of the literature review and the study by proposing a practical management tool, the Export Relationship Management Balanced Scorecard (exRMBSc). It will enable managers and organizations to enhance their relationship management practice and thus helps to solve a frequent issue and crucial problems for many exporting businesses.
Table of Contents
1. Introduction
2. Setting the stage for the Management Project
2.1 International relationships
2.2 Unit of analysis
2.3 Relationships
2.4 Research methodology
2.5 German sporting goods industry (SGI) and SME
2.6 Summary
3. Customer Relationship Management
3.1 Types of intra-channel relationships
3.2 Formation and development
3.3 Customer’s reference object
3.4 Relationship environment
3.5 Relationship economics
3.6 Summary
4. Competitive advantage (CA)
4.1 The concept of competitive advantage
4.2 Competitive advantage in the RBV defined
4.3 Relational View (RLV)
4.4 Export competitive advantage
4.5 Conclusions
5. Relationship marketing in BBC channels
5.1 Relationship marketing defined
5.2 Customer orientation
5.3 Value orientation
5.4 Time-horizon orientation
5.5 Decision orientation
5.6 Implementation – The Relationship Marketing Mix
5.7 Conclusions
6. Brand-reseller-relationship success model in export markets
7. Research Methodology
7.1 Background
7.2 Research Profile
8. Results
8.1 Findings
8.2 Conclusions
8.3 Limitations of study
9. Conceptualizing an Export Relationship Management Balanced Scorecard
9.1 Balanced Scorecard
9.2 BSc as a useful concept for relationship management
9.3 Development of an exRMBSc
9.4 Using the exRMBSc
9.5 Conclusion
10. Review
11. Appendix
12. Bibliography
Objectives and Research Themes
This work aims to conceptualize relationship-based competitive advantages and provide a practical tool, the Export Relationship Management Balanced Scorecard (exRMBSc), to help SME exporters manage their international channel relationships strategically. The core research question addresses how Relationship Marketing (RM) can be operationalized in export channels to achieve superior performance.
- Analysis of dyadic business-to-business-to-consumer (BBC) relationships.
- Evaluation of relationship economics and investment dynamics in export settings.
- Application of the Resource-Based View (RBV) and Relational View (RLV) to export channels.
- Development of a success model for brand-reseller-relationships.
- Implementation of the Balanced Scorecard as a strategic management instrument for export departments.
Excerpt from the Book
3.1 Types of intra-channel relationships
The discussion thus far was also not to suggest that the surge to partnerships is universally valid and should be pursued by any firm any time. In fact many companies for good reasons continue to rely on a more transactional orientation (Kelly and Kerwin, 1993; Blois, 1998). While partnerships have the potential to create new value (Anderson and Narus, 1990; Morgan and Hunt, 1994), they are also costly to develop, nurture, and maintain. In addition, there are risky, given the specialized investments they require (Bensaou, 1999). Particularly, SMEs cannot invest as deeply and widely in systems, people, and programs as big companies, so they must be very selective in the types of customers/relationships they choose to serve (Day, 2000).
In addition, the study of Bensaou (1999) shows that no one type of relationship, not even the strategic partnership, is inherently superior to the others. Each type of collaboration showed low- and high-performing relationships, suggesting that each type can be well or poorly managed. Though, competitive forces in the global market place forces many firms to move significantly along the continuum from transaction-oriented relationships to stronger forms characterized by much greater interdependence (Webster, 1992).
However, various scholars have used several variables to explain the occurrence of various types of relationships (Jackson, 1985; Wilson, 1995; Day, 2000; Bensaou, 1999). Kim and Frazier (1996) offer a useful context-based typology of channel systems. Further, they use the construct of commitment (see next section) as a basis for the level of suitable response (very high to very low). Knowledge of these contingencies, along with the specific features of the product, is very helpful when deciding which resellers are the best prospects for future business and which marketing approach to select (chapter 5).
Summary of Chapters
1. Introduction: Identifies the academic confusion surrounding Relationship Marketing and sets the objective of applying RM principles to export channels.
2. Setting the stage for the Management Project: Defines the research environment, specifically focusing on SMEs in the German sporting goods industry and the characteristics of direct export relationships.
3. Customer Relationship Management: Categorizes various relationship types and discusses the critical economic trade-offs and environmental factors in managing export channels.
4. Competitive advantage (CA): Explores the Relational View of competitive advantage, proposing that value is generated through joint resources between brands and resellers.
5. Relationship marketing in BBC channels: Adapts traditional marketing mix instruments to a relationship-oriented framework for business-to-business-to-consumer scenarios.
6. Brand-reseller-relationship success model in export markets: Introduces a structural model to guide the investigation into how investments and governance lead to export success.
7. Research Methodology: Details the choice of a multiple-case study approach using semi-structured interviews with managers in the German sporting goods industry.
8. Results: Presents empirical findings on how brands manage relationship formation, development, and investment strategies in export markets.
9. Conceptualizing an Export Relationship Management Balanced Scorecard: Proposes a practical Balanced Scorecard tool tailored to the strategic needs of export departments.
10. Review: Reflects on the findings, confirming that while partnerships offer high potential, transactional elements remain necessary for market efficiency.
Keywords
Relationship Marketing, Export Channels, Competitive Advantage, Balanced Scorecard, SME, Brand-Reseller-Relationship, Customer Orientation, Relationship Economics, Strategic Management, B2B, BBC, Resource-Based View, Relationship Management, Market Entry, Export Success
Frequently Asked Questions
What is the primary focus of this project?
The work focuses on how companies can manage international marketing and sales channels through a Relationship Marketing approach, specifically within the context of export markets.
What are the central thematic fields covered?
Key themes include relationship management, competitive advantage through partnerships, the application of Balanced Scorecards in export settings, and the specific dynamics of the German sporting goods industry.
What is the core research objective?
The primary goal is to provide evidence to the academic community on how Relationship Marketing is operationalized in export channels and to offer practical guidance for export managers to improve their relationship management practices.
Which scientific methodology is employed?
The author uses a qualitative multiple-case study approach, conducting in-depth, semi-structured interviews with decision-makers from SMEs in the German sporting goods industry.
What topics are discussed in the main body?
The main body covers the conceptual foundations of Relationship Marketing, the Relational View of competitive advantage, the economics of customer relationships, and the development of an Export Relationship Management Balanced Scorecard (exRMBSc).
Which keywords define this work?
Key terms include Relationship Marketing, Export Channels, Competitive Advantage, Balanced Scorecard, SME, and Brand-Reseller-Relationship.
How does the exRMBSc differ from a traditional Balanced Scorecard?
The exRMBSc is specifically tailored to export operations, placing a central emphasis on managing relationships as strategic assets and distinguishing clearly between the phases of acquisition and growth.
Why is the "Relationship Marketing Mix" significant for exporters?
It reconciles traditional marketing instruments (product, price, place, promotion) with the relational goal of building long-term partnerships, helping managers adapt their activities to specific host market needs.
What role do "people" play in the proposed model?
The research concludes that people are the most crucial factor in relationship development, as relationship-specific knowledge is often tacit and held by individuals, such as the export manager.
- Quote paper
- Tim Hüfner (Author), 2007, Relationship Marketing in International Marketing/Sales Channels, Munich, GRIN Verlag, https://www.grin.com/document/112492
