Role of branding in relationship marketing

June 9, 2018 | Author: Musawwar Ahmed | Category: Documents


Comments



Description



1



Relationship Marketing in Global Context (MK 4003)






"Role of branding communication to build customer long term relationship"












Name: Muhammad Musawwar Ahmed

Student ID: 16040213

Word Count: 2735 words

Tutor's Name: Dr. Prabash Edrisingha







Table of Contents

Background 3
Nature of Relationship and its constructs 4
Branding 5
What is a brand? 6
How are Brands communicated? 6
Expectations, Experience, Satisfaction and Trust 8
Conclusion 9
References 10
Appendix 17

















Background

For decades, global marketing literature had followed the idea of emphasizing on strengthening economy which academics called "modernism" (Kotler,1972). Modernism stressed the absolute purpose of every business interaction is to generate sales and profits (Park and Zaltman, 1987). A customer was considered as a passive focal point. Socio-political interests were foregone in favour of economic health. Critics of modernism argued that the ideology was based on myths (Campbell, 1990). An active customer was the idea brought by postmodernism. Postmodernism believes that customer is a communicating subject which conveys preferences rather than accepting what is available. Concepts like segmentation adjusted to a newer version of "fragmented segmentation" (Mitchell, 1984).
The marketing mix is one of the strongest frameworks which is still prevalent. Four Ps of marketing (product, price, place, promotion) have been realized to work with the product based businesses. However, it provided a limited scope for industrial and service sector (Helen et al., 1999). This limitation shifted marketers to a newer form of marketing called relationship marketing (RM) which involves "building long-term sustainable' relationships with the customers "(Das, 2009) (Egan, 2011) (Payne, 2000). This shift was visible between the 1980s and 1990s because of technological advancements (Table 1) (Morgan & Hunt, 1994). A strategic approach would be to align the business internal relationships and processes to create value for the customer at every point of interaction (Zeithaml et al.,1988). Woodruff (1997) explained the same concept while reviewing customer value. Nevertheless, it has been argued that traditional marketing is focused on transactions contrary to RM which has focused customers (Möller & Halinen, 2000).
Time period
Economic orientation
Relationship Marketing (RM) focus
Technological environment
1960's
Manufacturing, tangible goods, less focus on service
Not important
Mainframe computing, landline phones
1970's – 1990's
Shift to service based economies
Important in B2B and service marketing leading to developed RM focus on customer retention
Advent of personal & Microcomputers, Mobile cell phones (1990's)
2000 onwards
More service based economies/ Experience economy
Increased customer experience focus and consumer communities
Internet and mobile usage at its boom. Use of social networking
Table 1: Movement from transactional orientation to Relationship orientation
Adapted from Christopher, Payne & Ballantyne (1991)
Growth in improvement through process optimization and total quality management has been prevalent but lacked focus on external relationships (Gronroos, 1994; Gummesson, 1997; Hakansson, 1982). Relationship marketing and revolutionizing internally are in fact two facets of the same coin. The aim is to achieve customer retention by providing superior customer value. Sheth & Parvatiyar (1995) have stressed the relationship marketing (RM) theory as a "reemergence of pre-industrial era" (prior 1750) when producers were traders as well. A study by Savitt (1980) also shows similar conclusion. Both these scholars elaborated the phenomena of paradigm shift (Figure 1) from a producer market (transactional) to customer market (relational) (Sheth, 1993) (Sheth and Parvatiyar, 1995). Some scholars extended this shift theory to another level. e.g., Gummesson (1994) reviewed operational aspects of RM and explained this transition from 4 Ps to 7 Ps and then towards an RM approach to constitute a model which has grouped 30 different relationships (internal and external) important to an organization (Gummesson, 1994). However, Möller & Halinen (2010) argued that the present RM theoretical state has been overstated and has lacked generalization without fundamental marketing roots (Möller & Halinen, 2000). Therefore, more emphasis on the customer preferences seems to be the key.
Transactional MarketingDatabase MarketingInteraction MarketingNetwork MarketingRelationship MarketingTransactional MarketingDatabase MarketingInteraction MarketingNetwork MarketingRelationship Marketing
Transactional Marketing
Database Marketing
Interaction Marketing
Network Marketing
Relationship Marketing
Transactional Marketing
Database Marketing
Interaction Marketing
Network Marketing
Relationship Marketing





Figure 1: Paradigm Shift: Transactional to Relationship marketing continuum
(Adapted from Brodie, Coviello, Brookes & Little (1997)

Nature of Relationship and its constructs

It is important to understand the theory of relationship and how it is developed. Every relationship starts from an interaction. Interactions are expressed as 'episodes' in a relationship (Suebrigdewater & Colin, 2002). According to Turnbull and Valla (1986), interaction model has four different elements: interaction process; the parties interacting; atmosphere and environment (Appendix 1). Turnbull and Valla's research had primarily focused on industrial or business to business relations (B2B). B2B interactions are relatively more complex and delicate than business to consumer (B2C) (Zhang, Netzer, and Ansari 2014). An interesting aspect would be to see that whether the replication of the same model to B2C interaction is possible. B2B relations' complexity has been discussed by Jesse, N. et al. (2013) while identifying that sales professional use more organized relationship strategies with B2B interactions (Jesse, N. et al., 2013). However, Hollensen (2011) argued that B2B relationships develop in an analogous way as relationships between people (Hollensen, 2011). Therefore, it is imperative to conclude that firms attach more relational strategies to the valued customer group and treat that group like a B2B interaction.

Relationships develop when a history of quality interactions is built. A research on 196 European buyers by David Ford examined the relationship between perceived skills of suppliers and relationship dimensions concluded that buyers' judgment of suppliers' competencies relies on the quality of relationships built by suppliers (Ford & Turnbull, 1996). However, this quality can only be built when adequate time is invested (Sue bridge & Colin, 2002). Where long-term nature of relationships results in cost reductions and more revenue, some business models may not support this long-term approach. e.g., long-term relationships in sectors like advertising (agency based work) may diminish their creativity. A survey of 200 marketing executives by Grayson & Ambler (1999) concluded that an inverse relationship exists between the long-term relationship and positive relational outcomes in marketing services (Grayson & Ambler,1999).

The nature of different relationship states a customer may adopt depends on the quality of the relationship itself. Since it is critical for a business interaction to be relational, it creates the need to identify the basic constructs around which the concept of relationship management revolves. Past researchers have highlighted these constructs as expectations which leads to the experience of the product or service. The satisfactory experience elevates the customer to build trust and commitment on the brand which ensures the customer to be brand loyal (Bendapudi & Berry 1997). However, it is noteworthy that the branding process itself can lead a customer to become an advocate (Payne and Ballantyne, 1991) of the brand.

Branding

A human mind is structured in a way that it differentiates images and symbols more effectively. It is easier for a person to identify logo of a company rather than reading the whole tagline. Products or services expressed using symbols or images usually have a strong impact on the reader's mind because it enables the reader to build an attachment to that image (Gummesson, 1994).
Consumer products are usually large in number and it is critical for the business offerings to position out. So, customers need to have a mechanism which enables them to minimize their choices (Sheth & Parvatiyar, 1995). If a product offering can build an attachment (relationship) with the customer, it will provide the customer with this opportunity. The strategy using which manufacturers increase the overall value of their offerings by providing a unique identity is called branding (Roper & Fill, 2012). Before the development of brands, the customer relationships approach was practised on an individual basis with retailers (Webster, 2000). Nowadays, services, high-end luxury products and business to business relationships demonstrate such intimacy (Monsour, 1992) and attachment (Bowlby, 1991). The question is what a brand does to create this intimate relationship with the customers.

What is a brand?

Brands are a source which helps businesses identify who they are, and what they want their customers to perceive about them. Elements of Brand includes physical, aesthetics, rational and emotional attributes (Hart and Murphy, 1998). Prior Company reputation can play a moderating role in building brand value through publicity (Spotts & Weinberger, 2010). Fombun (1996) defines reputation as "the net perception of company's ability to meet the expectations of the stakeholders". Roper and Fill (2012) identified that the elements of corporate reputation include the social image, brand image, recruitment image and financial image. Brand equity is a concept which sprouts from a broader arena of corporate reputation which entails awareness, perceived quality and association (Kotler & Keller, 2005). However, the way company reputation enhances brand identity is a point to consider.
Brand identity consists of the visible and tangible elements which enhance its recognisability. It is therefore important for these attributes to be aligned with attitudes and values of the customers to have an effective and emotional bonding with them (Kates, 2000). Moreover, it is also important that internally (quality, marketing) a firm projects the similar positive image which they aim to deliver. This is a part of a broader concept called internal branding (Healey, 2010). Continuous improvement is necessary through analysis of strengths and weaknesses and knowledge about attributes which are liked or disliked by the customers. Stability in brands can, therefore, be explained in terms of consistent brand attributes. This stability minimizes the emotional risk buyer will have and increases brand credibility (Veloutsou, 2007).

How are Brands communicated?

Researchers and academics have emphasized the importance of the product quality in building a brand image. Equally critical to the success of the brand is that the masses know about it. One of the functions branding performs is convey an affirmation to the customers that the company is of good repute and the offerings are of superior quality and higher worth, hence charging premium prices (Healey, 2010). Communication of the brand image as desired by the company is therefore important to ensure and enhance profitability and differentiation. However, product and service quality needs to be responsive to the changing customer preferences over time (Murphy, 1988). Brands values and meaning, promise (Mitchell & Kearney, 2002) and the satisfaction it offers are still the core aspects which shouldn't be changed. These are the values which brands stand for. Internal factors (processes) and the ways brands are promoted (advertising, events, digital media) and presented should change. This change should be consistent with the changing customer expectations due to time and culture. Sometimes physical attributes of the brands are ought to have an iconic image among the masses (Roper& Fill, 2012) e.g. IBM iconic logo. Generally, there are two separate routes to superior brand performance: brand orientation (Huang & Tsai, 2013) and Innovation Orientation (O'Cass & Ngo, 2012). The balance between the core values and innovation is critical for companies. Excessive attention to either may produce damaging effects. Firms may alienate themselves from the competitive environment in case of lack of responsiveness to technological changes. e.g., Kodak emphasized on their historic image and remained unresponsive to the digital changes (McCarty & Jinks, 2017). Conversely, focus on innovation may lead to introduce core changes to the company values (Hurley & Hult, 1998). e.g., Krispy Kreme changed the original recipe for their products to reduce costs (Kazanjian & Joyner, 2004). Customers are generally sensitive to the actions performed by the company. Moreover, the digital access to information through the internet and social media has enabled customers to become more informed about the businesses. Firms engagement with positive activities (CSR etc) communicate positive brand character.
Academics diverted their attention to the need for marketing communications in the early 90's. Dilenschneider (1991) defined marketing communication as 'broad assortment of communications methods which can persuade people to act' He also highlighted certain myths which have haunted the concept of marketing for a long time. These myths kept marketing focus on selling and advertising as the only available option. Advertising loses its credibility when people realize how the ads are manipulated to control the perception of the customers (Healy, 2010). Branding, on the other hand, controls what is received by the customers by engaging them in the process through feedback mechanisms. Public relations (PR) is a new way of communication of products offering to the public. This generally involves companies to engage media to feed stories about the products company is offering to the general masses. Dilenschneider (1991) suggested a comprehensive framework of marketing which includes public relations as its integral part alongside other communication channels like promotions, special events etc. While public relations are important, these should consider the cultural aspects as well. Storytelling is also an element of PR which enables the customer to create an emotional attachment to the company and hence its products. Decisions made by humans are normally emotion led since the right half of the brain deals with intuition (Issack, 1978). People generally attach themselves to the brands if they can relate those products to their imagination, celebrity, friends or an emotional experience built by storytelling. Brand miscommunication of information related to brands is sometimes used to cash in undue advantages. e.g., Stella Artois incorrectly used the word "Anno 1366" to relate it to the historical presence of the drink (Godin, 2005).
Communicating the brands through employing marketing communication mix enables the companies to create brand awareness and the customers to build perceptions about the branded offerings (Buil, De Chernatony & Martinex (2013). Different branding components (price, logo, packaging, customer relationship, storytelling etc) contributes to building customer perceptions and expectations. Brands successful in building strong perceptions are called strong brands which can build intimacy with the customers due to strong emotional attachment (Blackston, 2000).

Expectations, Experience, Satisfaction and Trust

Customers tend to compare their expectations to the experience they receive from the product or at a service point (Cadotte & Jenkins, 1987). Kalwani et al., (1990) argued that a customer relies more on an expected price model when choosing a brand against the traditional brand choice model approach. Therefore, knowing customer expectations could lead to fulfilling those expectations.
Expectations are defined as "the beliefs that customers use as a reference or standards" (Gronroos, 1982; Olson & Dover, 1979). The way it influences consumer behaviour formulates their decision making. It is important to note that pre-purchase expectations generally represent ideal or global judgement for the choice of a brand. Post-purchase expectations focus on the likeliness of what is going to happen in the upcoming experience. Sometimes asking the customer to state their expectations help firms to address the issues prior hand (Bettman, Luce, and Payne 1998). Stating expectations before experience sometimes may lead to negative evaluation of the experience because of the eruption of instant expectations (Ofir & Simonson, 2007). Expectations and perceptions may vary slightly where former may be controlled and managed by prior experience which the customer has received. On the contrary, perception may be built because of intuitive judgement about the product offerings (Lin & Lekhawipat, 2016). Nevertheless, customer expectations encourage customers to proceed to experience the product or service.
Customer service experience is a critical area of brand management. According to Chang, Yoon & Park (2014), convenience, reliability, information and others are the key factors other than human factors which influence customer expectations. Generally good customer experience enhances the brand image and hence customer loyalty. It is critical that global firms need to consider the effect of culture which might influence the customer values in evaluating experience. e.g., Americans dining in Korean restaurants will emphasize more on functional aspects and less to leisure or luxury (Jin, Lee & Huffman, 2012).
Experiences going beyond the expectations are capable to build positive satisfaction or delight (Oliver, Rusk & Varki, 1997). This leads to customer's trust on the company. The trust factor (Farber, 2007) lures the customer to come back again to the company and ultimately an environment of mutual trust is built which is the foundation of a relationship (Ford 1984). Therefore, brands which are capable of engaging customers addressing their specific needs (functional or hedonic) maintain their uniqueness by assuring consistency (Shaw & Ivens, 2008). This unique identity of the brand makes it easier for the customer to slice down other substitutes against a brand. Therefore, consistency throughout the branding elements is critical because it makes customers true brand loyal (Kumar & Advani, 2005) or advocates (Payne and Ballantyne, 1991). In other words, brands providing unique customer experience through engagement of employees (customer relationship), aesthetics, marketing (promotions, discounts) and processes (quality) etc. ensures psychological connectivity with the customers which lead to true brand loyalty (Sun & Lin, 2010) which is not affected by price or convenience (Dick & Basu, 1994). However, some critics argue that true brand in fact doesn't exist. In fact, customers nowadays lie in the category of "polygamous loyalty" (Dowling & Uncles, 1997).
Conclusion

The unique experience provided by the brands at every customer interaction is the value company provides to the customer. As discussed above, customer value can be enhanced internally and externally through different techniques. What makes the customer feel special is the bonding created through long term relationship techniques (feedback, experience etc). This creates the customer psychologically intact and make them feel as a part of the brand. In return customer supplies value to the company in the form of sales leading to profitability. The more the customer profitability, more efforts will be adopted by the company to build stronger relationship and the cycle keeps on. In this information age, technology, marketing channels, production techniques and man power can be replicated. However, customer value orientation of the company internally and externally cannot be copied and it warrants customer retention and competitive advantage to the company against its competitors (Woodruff, 1997).



References

Bendapudi, N., & Berry, L. (1997). Customers' motivations for maintaining relationships with service providers. Journal Of Retailing, 73(1), pp. 15-37. doi: 10.1016/s0022-4359(97)90013-0
Berry, L., Parasuraman, A. and Zeithaml, V. (1988). The service-quality puzzle. Business Horizons, 31(5), pp. 35-43. doi: 10.1016/0007-6813(88)90053-5
Berry, L., Parasuraman, A., & Zeithaml, V. (1988). The service-quality puzzle. Business Horizons, 31(5), pp. 35-43. doi: 10.1016/0007-6813(88)90053-5
Bettman, J., Luce, M., & Payne, J. (1998). Constructive Consumer Choice Processes. Journal Of Consumer Research, 25(3), pp. 187-217. doi: 10.1086/209535
Blackston, M. (2000). Observations: Building Brand Equity by Managing the Brand's Relationships. Journal Of Advertising Research, 40(6), pp. 101-105. doi: 10.2501/jar-40-6-101-105
Bowlby, J. (1991). The making & breaking of affectional bonds. London: Routledge.
Bridgewater, S., & Egan, C. (2002). International marketing relationships. New York: Palgrave.
Brodie, R., Coviello, N., Brookes, R., & Little, V. (1997). Towards a paradigm shift in marketing? An examination of current marketing practices. Journal Of Marketing Management, 13(5), pp. 383-406. doi: 10.1080/0267257x.1997.9964481
Buil, I., De Chernatony, L., & Montaner, T. (2013). Factors influencing consumer evaluations of gift promotions. European Journal Of Marketing, 47(3/4), pp. 574-595. doi: 10.1108/03090561311297463
Cadotte, E., Woodruff, R., & Jenkins, R. (1987). Expectations and Norms in Models of Consumer Satisfaction. Journal Of Marketing Research, 24(3), p. 305. doi: 10.2307/3151641
Campbell, C. (1990). The Township Family and Women's Struggles. Agenda, (6), p.1.
Christopher, M., Payne, A., Ballantyne, D., & Pelton, L. (1991). Relationship marketing: Bringing quality, customer service and marketing together. International Business Review, 4(4), pp. 538-541. doi:10.1016/0969-5931(95)90007-1
Das, K. (2009). Relationship marketing research (1994 2006). Marketing Intelligence & Planning, 27(3), pp. 326-363. doi: 10.1108/02634500910955236
Dick, A., & Basu, K. (1994). Customer Loyalty: Toward an Integrated Conceptual Framework. Journal Of The Academy Of Marketing Science, 22(2), pp. 99-113. doi: 10.1177/0092070394222001
Farber, B. (2007). The Trust Factor. Entrepreneur.
Godin, S. (2005). All Marketers Are Liars. East Rutherford, USA: Penguin Group (USA) Incorporated.
Grayson, K., & Ambler, T. (1999). The Dark Side of Long-Term Relationships in Marketing Services. Journal Of Marketing Research, 36(1), p. 132. doi: 10.2307/3151921
Grönroos, C. (1982). An Applied Service Marketing Theory. European Journal Of Marketing, 16(7), pp. 30-41. doi: 10.1108/eum0000000004859
Grönroos, C. (1994). From Marketing Mix to Relationship Marketing. Management Decision, 32(2), pp. 4-20. doi: 10.1108/00251749410054774
Gummesson, E. (1994). Making Relationship Marketing Operational. International Journal Of Service Industry Management, 5(5), pp. 5-20. doi: 10.1108/09564239410074349
Gummesson, E. (1997). Relationship marketing as a paradigm shift: some conclusions from the 30R approach. Management Decision, 35(4), pp. 267-272. doi: 10.1108/00251749710169648
HAKANSSON, N. (1982). Changes in the Financial Market: Welfare and Price Effects and the Basic Theorems of Value Conservation. The Journal Of Finance, 37(4), pp. 977-1004. doi: 10.1111/j.1540-6261.1982.tb03592.x
Hart, S., & Murphy, J. (1998). Brands. New York: Palgrave MacMillan.
Healey, M. (2010). What is branding?. Mies: Rotovision.
Hollensen, S. (2011). Global Marketing:5th Revised edition. Harlow: Financial Times Prentice Hall.
Huang, Y., & Tsai, Y. (2013). Antecedents and consequences of brand-oriented companies. European Journal Of Marketing, 47(11/12), pp. 2020-2041. doi: 10.1108/ejm-07-2011-0371
Hurley, R., & Hult, G. (1998). Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination. Journal Of Marketing, 62(3), p. 42. doi: 10.2307/1251742
Issack, T. (1978). Intuition: An Ignored Dimension of Management. Academy Of Management Review, 3(4), pp. 917-922. doi: 10.5465/amr.1978.4289310
JH Chang, KC Yoon, CS Park (2014). Hotel Reservation Service, Customer Expectations, Brand Attachment, and Brand Loyalty: Effects of Package Product Reservation. Journal Of Distribution Science, 12(12), pp. 27-41. doi: 10.15722/jds.12.12.201412.27
Jin, N., Lee, S., & Huffman, L. (2012). Impact of Restaurant Experience on Brand Image and Customer Loyalty: Moderating Role of Dining Motivation. Journal Of Travel & Tourism Marketing, 29(6), pp. 532-551. doi: 10.1080/10548408.2012.701552
Kalwani, M., Yim, C., Rinne, H., & Sugita, Y. (1990). A Price Expectations Model of Customer Brand Choice. Journal Of Marketing Research, 27(3), p. 251. doi: 10.2307/3172584
Kates, S. (2000). Out of the closet and out on the street!: Gay men and their brand relationships. Psychology And Marketing, 17(6), pp. 493-513. doi: 10.1002/(sici)1520-6793(200006)17
Kazanjian, K., & Joyner, A. (2004). Making dough. Hoboken, N.J.: John Wiley & Sons.
Kotler, P. (1972). A Generic Concept of Marketing. Journal of Marketing, 36(2), p. 46.
Kotler, P., & Keller, K. (2005). Marketing management. London: Prentice Hall.
Kristian Möller & Aino Halinen (2000) Relationship Marketing Theory: Its Roots and Direction, Journal of Marketing Management, 16:1-3, pp. 29-54, doi: 10.1362/026725700785100460
Lin, C., & Lekhawipat, W. (2016). How Customer Expectations Become Adjusted After Purchase. International Journal Of Electronic Commerce, 20(4), pp. 443-469. doi: 10.1080/10864415.2016.1171973
McCarty, D., & Jinks, B. (2012). Kodak Files for Bankruptcy as Digital Era. Bloomberg Business.
Mitchell, A. (1984). Review by Adrian Mitchell. Australian Literary Studies.
Mitchell, V., & Kearney, Í. (2002). A critique of legal measures of brand confusion. Journal Of Product & Brand Management, 11(6), pp. 357-379. doi: 10.1108/10610420210445497
Möller, K. and Halinen, A. (2000). Relationship Marketing Theory: Its Roots and Direction. Journal of Marketing Management, 16(1-3), pp. 29-54.
Monsour, M. (1992). Meanings of Intimacy in Cross- and Same-Sex Friendships. Journal Of Social And Personal Relationships, 9(2), pp. 277-295. doi: 10.1177/0265407592092007
Moore, J., Hopkins, C., & Raymond, M. (2013). Utilization of Relationship-Oriented Social Media in the Selling Process: A Comparison of Consumer (B2C) and Industrial (B2B) Salespeople. Journal Of Internet Commerce, 12(1), pp. 48-75. doi: 10.1080/15332861.2013.763694
Morgan, R. and Hunt, S. (1994). The Commitment-Trust Theory of Relationship Marketing. Journal of Marketing, 58(3), p.20.
Murphy, J. (1988). BRANDING. Marketing Intelligence & Planning, 6(4), pp. 4-8. doi: 10.1108/eb045775
N. Sheth, J., & Parvatiyar, A. (1995). Relationship marketing. International Business Review, 4(4), pp. 391-396. doi: org/10.1016/0969-5931(95)90003-9
Ngo, L., & O'Cass, A. (2012). In Search of Innovation and Customer-related Performance Superiority: The Role of Market Orientation, Marketing Capability, and Innovation Capability Interactions. Journal Of Product Innovation Management, 29(5), pp. 861-877. doi: 10.1111/j.1540-5885.2012.00939.x
Ofir, C., & Simonson, I. (2007). The Effect of Stating Expectations on Customer Satisfaction and Shopping Experience. Journal Of Marketing Research, 44(1), pp. 164-174. doi: 10.1509/jmkr.44.1.164
Oliver, R., Rust, R., & Varki, S. (1997). Customer delight: Foundations, findings, and managerial insight. Journal Of Retailing, 73(3), pp. 311-336. doi: 10.1016/s0022-4359(97)90021-x
Olson, J., & Dover, P. (1979). Disconfirmation of consumer expectations through product trial. Journal Of Applied Psychology, 64(2), pp. 179-189. doi: 10.1037/0021-9010.64.2.179
Park, C. and Zaltman, G. (1987). Marketing Management. Chicago, Ill.: Dryden Press.
Payne, A. (2000). Relationship marketing for competitive advantage. Oxford: Butterworth-Heinemann.
Peck, H., Payne, A., Christopher, M., & Clark, M. (1999). Relationship marketing. Oxford: Butterworth-Heinemann.
Ramesh Kumar, S., & Advani, J. (2005). Factors Affecting Brand Loyalty: A study in an emerging market on fast moving consumer goods. Journal Of Customer Behaviour, 4(2), pp. 251-275. doi: 10.1362/1475392054797223
Roper, S., & Fill, C. (2012). Corporate reputation. Harlow [etc.]: Pearson Education Limited.
Savitt, R. (1980). Historical Research in Marketing. Journal Of Marketing, 44(4), p. 52. doi: 10.2307/1251230
Shaw, C., & Ivens, J. (2008). Building great customer experiences. Basingstoke: Palgrave Macmillan.
Sheth, J., & Parvatiyar, A. (1995). The evolution of relationship marketing. International Business Review, 4(4), pp. 397-418. doi: 10.1016/0969-5931(95)00018-6
Sheth, N. (1993). Labour Relations in the New Economic Environment. Vikalpa, 18(3), pp. 3-12. doi: 10.1177/0256090919930301
Spotts, H., & Weinberger, M. (2010). Marketplace footprints: connecting marketing communication and corporate brands. European Journal Of Marketing, 44(5), pp. 591-609. doi: 10.1108/03090561011032289
Sun, P., & Lin, C. (2010). Building customer trust and loyalty: an empirical study in a retailing context. The Service Industries Journal, 30(9), pp. 1439-1455. doi: 10.1080/02642060802621478
Turnbull, P., & Valla, J. (1986). Strategic Planning in Industrial Marketing: An Interaction Approach. European Journal Of Marketing, 20(7), pp. 5-20. doi: 10.1108/eum0000000004652
Turnbull, P., Ford, D., & Cunningham, M. (1996). Interaction, relationships and networks in business markets: an evolving perspective. Journal Of Business & Industrial Marketing, 11(3/4), pp. 44-62. doi: 10.1108/08858629610125469
Uncles, M., Dowling, G., & Hammond, K. (2003). Customer loyalty and customer loyalty programs. Journal Of Consumer Marketing, 20(4), pp. 294-316. doi: 10.1108/07363760310483676
Veloutsou, C. (2007). Identifying the Dimensions of the Product-Brand and Consumer Relationship. Journal Of Marketing Management, 23(1-2), pp. 7-26. doi: 10.1362/026725707x177892
Webster, F. (2000). Understanding the Relationships among Brands, Consumers, and Resellers. Journal Of The Academy Of Marketing Science, 28(1), pp. 17-23. doi: 10.1177/0092070300281002
Woodruff, R. (1997). Customer value: The next source for competitive advantage. Journal of the Academy of Marketing Science, 25(2), pp.139-153. doi: 10.1007/bf02894350
Woodruff, R. (1997). Customer value: The next source for competitive advantage. Journal Of The Academy Of Marketing Science, 25(2), pp. 139-153. doi: 10.1007/bf02894350
Zhang, J., Netzer, O., & Ansari, A. (2014). Dynamic Targeted Pricing in B2B Relationships. Marketing Science, 33(3), pp. 317-337. doi: 10.1287/mksc.2013.0842




































Appendix



Source: Turnbull and Valla (1986)



Copyright © 2024 DOKUMEN.SITE Inc.