Business Relationship Management and Marketing: Mastering by Michael Kleinaltenkamp, Wulff Plinke, Ingmar Geiger

By Michael Kleinaltenkamp, Wulff Plinke, Ingmar Geiger

Courting administration, key account administration and patron orientation are strategies that experience develop into crucial to trendy administration. This booklet is devoted to illustrating and reflecting those options and their corresponding methods and tools extensive. it really is thereby interested in the business-to-business realm and both applies to standard business markets in addition to to business-to-business prone. Contributions contain cutting-edge research results which are conveyed in a understandable fashion to be applied in either government schooling in addition to in practice.​

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Additional info for Business Relationship Management and Marketing: Mastering Business Markets (Springer Texts in Business and Economics)

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1007/978-3-662-43856-5_2 27 28 M. Kleinaltenkamp et al. But the true beginnings of business relationship research can be found in the late 1970s and the 1980s (refer to various assessments of the development: Backhaus 1997; Christopher et al. 2002; Bruhn 2003). Initial studies examining this phenomenon were conducted in both industrial marketing (part of what is now referred to as business-to-business marketing) and in services marketing. g. phases of a business relationship (Jackson 1985a, b; Dwyer et al.

Org A. de # Springer-Verlag Berlin Heidelberg 2015 M. Kleinaltenkamp et al. 1007/978-3-662-43856-5_2 27 28 M. Kleinaltenkamp et al. But the true beginnings of business relationship research can be found in the late 1970s and the 1980s (refer to various assessments of the development: Backhaus 1997; Christopher et al. 2002; Bruhn 2003). Initial studies examining this phenomenon were conducted in both industrial marketing (part of what is now referred to as business-to-business marketing) and in services marketing.

Negotiations, coordination of organizational processes, introduction of new procedures, investments in equipment, training employees. It follows that the costs mentioned here depend strongly on the level of knowledge of the participants on the existing and any potential alternative business relationships. The trust in an existing business partner as well as the satisfaction in regard to the partner are significant factors (Ku¨hne 2008). If, for example, the trust in a current partner is high, the transaction costs for the initiation and execution of subsequent transactions are—sometimes drastically—reduced (Plo¨tner 1995).

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