RELATIONSHIP MARKETING DAN PERAN MANAJER DALAM PERENCANAAN STRATEGI PEMASARAN
Abstract
The paradigm shift from transactional marketing to relationship marketing since the early 1990s has been mostly applied by academics or experts in the field of marketing, especially in Western European countries that apply in the marketing and service industry. Changes in relationship marketing focus on customer relationships for a long time. Therefore it is necessary to have strategic planning and program implementation in the company. Corporate strategy, business strategy and functional strategy in marketing strategy need a competitive advantage in the company's portfolio. The function of marketing strategy planning can achieve its objectives if marketing planning is directed at the overall corporate strategy by considering the role and dynamics of organizational behavior that includes structure, individual or employee behavior, and organizational culture. Developing a marketing plan through an organizational behavior approach can be done with the behavioral dimensions that are connected through the manager's organizational and cultural dimensions through top managers in implementing strategic design.
Keywords : relationship marketing, planning, strategy, manager
Full Text:
PDFReferences
REFERENSI
Sheth, J. N. and A. Parvatiyar (1995), “Relationship Marketing in Consumer Markets: Antecedents and Consequences.” Journal of the Academy of Marketing Science 23 (4): 255 -
Piercy, N. F. and N. A. Morgan (1994), “The Marketing Planning Process: Behavioral Problems Compared to Analytical Techniques in Explaining Marketing Plan Credibility.” Journal of Business Research 29: 167-178.
Dooley, R. S., G. E. Fryxell, et al. (2000), “Belaboring the Not-So-Obvious: Consensus, Commitment, and Strategy Implementation Speed and Sucess.” Journal of Management 26 (6): 1237 - 1257.
Piercy, N. F. (1998), “Barriers to Implementing Relationship Marketing: The Internal
Market-Place.” Journal of Strategic Marketing 6: 209 - 222.
Gronroos, C. (1994), “Quo Vadis, Marketing? Toward a Relationship marketing paradigm.”
Journal of Marketing Management 10: 347 - 360
Perrien, J. and L. Richard (1995), “The Meaning of a Marketing Relationship.” Industrial
Marketing Management 24: 37 - 43.
Gummesson, E. (1999), “Total Relationship Marketing: Experimenting with a Synthesis of
Research Frontiers.” Australian Marketing Journal 7 (1): 72 - 85.
Robbin, Stephen T and Coulter, Mary. 2009. Management. 10th ed. New York: Pearson
Education.
McDonald, M. H. B. (1992a), “Strategic Marketing: A State-of-the-Art Review.” Marketing
Intelligence & Planning 10 (4): 4-22.
Piercy, N. F. and N. A. Morgan (1990), “Organizational Context and Behavioral Problem as Determinants of the Effectiveness of the Strategic Marketing Planning.” Journal of Marketing Management 6 (2): 127-143.
Burn, Manfred. 2003. Relationship Marketing. Harlow, England: Prentice Hall.
Floyd, S. W. and B. Wooldridge (1997), “Middle Management's Strategic Influence and
Organizational Performance.” Journal of Management Studies 34 (3): 465 - 485.
Boxer, P. J. and J. R. C. Wensley (1986), “The Need Middle-Out Development of
Marketing Strategy.”Journal of Management Studies 23 (2): 189 - 204.
Barlett, C. A. and S. Goshal (1994), “Changing the Role of Top Management: Beyond
Strategy to Purpose.” Harvard Business Review 72 (Nov/Dec): 79 - 88.
Ghoshal, S. and C. A. Barlett (1995), “Changing the Role of Top Management: Beyond
Structure to Process.” Harvard Business Review 73 (Jan/Feb): 86 - 96
Guth, W. D. and I. C. Macmilan (1986), “Strategy Implementation Versus Middle
Management Self-Interest.” Strategic mnagement Journal 7: 313 - 327
Menon, A., SG. Bharadwaj, PT. Adidam and SW. Edison (1999), Antecedents and Consequences ofMarketing Strategy Making: a Model and a Test,Journal of Marketing,63 (2): 18-23.
Varey, Richard J (1995), “Internal Marketing: A Review and Some Interdisciplinary
Research Challenges“, International Journal of Service Industry Management, 6(1): 40
Anonymous (1980), “Corporate Culture: The Hardto-Change Values that Spell Success or
Failure.” Busines Week (October 27): 148 – 160.
Wallace, E. J. (1983), “Individuals and Organizations: The Cultural Match.” Training and
Development Journal 38 (Feb): 29 - 36
Schneider, B., A. P. Brief, et al. (1996), “Creating a Climate and Culture for Sustainable
Organizational Change.”Organizational Dynamics (Spring): 7 - 18.
DOI: http://dx.doi.org/10.59112/ekowir.v16i02.178
Refbacks
- There are currently no refbacks.
Developed by BAPSI UG