Critics claim that traditional marketing concepts and methods developed over decades are based exclusively on transaction (Brodie et al., 1997; Juttner & Wehrli, 1994). Not only strategic marketing approaches, but also cooperative marketing instruments (e.g. product merchandising, pricing, sales promotion etc) are accordingly aimed at the initiation of transactions with customers often not even clearly defined.
Transaction marketing has faced numerous setbacks with respect to the philosophy, the structuring of instruments and the marketing organization. Customer needs have always been at the core of deliberations on the marketing philosophy. Somehow this is rarely seen to a sufficient degree in corporation’s guidelines or other strategic documents on corporate practice.
On the contrary, …show more content…
It is not possible that all definitions will be perfect and it may well be that other concepts and ideas may over time also require inclusion. For the purpose of just introducing RM, this definition will be enough. We will later interrogate keenly how these concepts and ideas were translated into tactics and strategies and their perceived gains. We will look at this definition in particular and this may be seen to include the six dimensions that differ importantly from the historical definitions of marketing (Gordon, 1998) these are that:
• RM seeks to create new value for customers and then share it with these customers.
• RM recognizes the key role that customers have both as purchasers and in defining the value they wish to
Transaction marketing has faced numerous setbacks with respect to the philosophy, the structuring of instruments and the marketing organization. Customer needs have always been at the core of deliberations on the marketing philosophy. Somehow this is rarely seen to a sufficient degree in corporation’s guidelines or other strategic documents on corporate practice.
On the contrary, …show more content…
It is not possible that all definitions will be perfect and it may well be that other concepts and ideas may over time also require inclusion. For the purpose of just introducing RM, this definition will be enough. We will later interrogate keenly how these concepts and ideas were translated into tactics and strategies and their perceived gains. We will look at this definition in particular and this may be seen to include the six dimensions that differ importantly from the historical definitions of marketing (Gordon, 1998) these are that:
• RM seeks to create new value for customers and then share it with these customers.
• RM recognizes the key role that customers have both as purchasers and in defining the value they wish to