MTU Library Catalogue

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Strategic market relationships : from strategy to implementation / Bill Donaldson, Tom O\'Toole.

By: Donaldson, Bill, 1948-.
Contributor(s): O\'Toole, Tom, 1966-.
Material type: materialTypeLabelBookPublisher: New York : Wiley, 2002Description: xiii, 288 p. : ill. ; 24 cm.ISBN: 0471494437.Subject(s): Relationship marketing | Strategic alliances (Business) | Business networks | Industrial managementDDC classification: 658.812
Contents:
Introduction to strategic market relationships -- Relationships are strategic -- Relationship-based theories -- Relationship planning -- Networks -- Relationship classification and development -- The 5-S framework of relationship management implementation -- Customer relationship management -- E-relationships -- Innovation and strategic market relationships -- Relationship internationalisation -- Relationship performance -- Strategic market relationships: conclusions and further reflections.
Holdings
Item type Current library Call number Copy number Status Barcode
General lending MTU Bishopstown Library Lending 658.812 (Browse shelf(Opens below)) 1 Available 00078604
General lending MTU Bishopstown Library Lending 658.812 (Browse shelf(Opens below)) 1 Available 00078603
Total holds: 0

Enhanced descriptions from Syndetics:

Marketing has evolved rapidly both as an academic and practical discipline and is now regarded as a fundamental part of the activities of most progressive business and organizations. Strategic Market Relationships provides a re-examination of the nature and scope of marketing as a subject and develops ideas about how organizations originate, sustain and develop relationships with their customers and suppliers.

Includes bibliographical references (pages 259-275) and index.

Introduction to strategic market relationships -- Relationships are strategic -- Relationship-based theories -- Relationship planning -- Networks -- Relationship classification and development -- The 5-S framework of relationship management implementation -- Customer relationship management -- E-relationships -- Innovation and strategic market relationships -- Relationship internationalisation -- Relationship performance -- Strategic market relationships: conclusions and further reflections.

Table of contents provided by Syndetics

  • Preface (p. xi)
  • Acknowledgement (p. xv)
  • Chapter 1 Introduction to strategic market relationships (p. 1)
  • Introduction and objectives (p. 1)
  • Case illustration: Formula One and Jordan Grand Prix Limited (p. 2)
  • Structure and purpose of the book (p. 4)
  • The emergence of strategic market relationships (p. 6)
  • Transactions versus relationships (p. 7)
  • Traditional management and relationship management (p. 9)
  • Trends driving relationships (p. 13)
  • What do strategic relationships imply for management? (p. 15)
  • Chapter summary (p. 16)
  • Case for discussion--First Direct (p. 17)
  • Chapter questions (p. 19)
  • Chapter 2 Relationships are strategic (p. 21)
  • Introduction and objectives (p. 21)
  • Case illustration: airline industry (p. 22)
  • The strategic domain of relationships (p. 23)
  • Strategic relationship issues (p. 28)
  • Competitive advantage from relationships (p. 32)
  • Chapter summary (p. 34)
  • Case for discussion--Wal-Mart and Procter and Gamble (p. 34)
  • Chapter questions (p. 36)
  • Chapter 3 Relationship-based theories (p. 39)
  • Introduction and objectives (p. 39)
  • Case illustration: the electronics industry and the semi-conductor market (p. 40)
  • Relationship theories--an overview (p. 41)
  • Agency theory--dealing with risk (p. 42)
  • Transaction cost economics (TCE)--assessing costs (p. 44)
  • Resource dependency theory--power and control (p. 47)
  • Social exchange theory--relationships as social entities (p. 49)
  • The interaction approach--co-operation and networking (p. 50)
  • Meta approaches to researching into relationships (p. 52)
  • Chapter summary (p. 54)
  • Case for discussion--Merial (p. 54)
  • Chapter questions (p. 57)
  • Chapter 4 Relationship planning (p. 59)
  • Introduction and objectives (p. 59)
  • Case illustration: hotel industry (p. 60)
  • Strategic relationship planning process (p. 62)
  • Strategic relationship planning: some key principles (p. 63)
  • The dimensions of relationship analysis (p. 66)
  • Relationship strength in formulating and selecting strategy (p. 69)
  • Strategic relationship implementation (p. 70)
  • Chapter summary (p. 73)
  • Case for discussion--Amazon.com (p. 74)
  • Chapter questions (p. 77)
  • Chapter 5 Networks (p. 79)
  • Introduction and objectives (p. 79)
  • Case illustration: industrial districts (p. 80)
  • Defining networks (p. 81)
  • Analysis of networks (p. 84)
  • Networks and strategy (p. 88)
  • Network forms and application (p. 90)
  • Chapter summary (p. 92)
  • Case for discussion--biotechnology and pharmaceutical networks (p. 93)
  • Chapter questions (p. 96)
  • Chapter 6 Relationship classification and development (p. 97)
  • Introduction and objectives (p. 97)
  • Case illustration: carmakers feeling the heat (p. 98)
  • Classifying relationships (p. 98)
  • Managing relationship porfolios (p. 104)
  • Developing relationships (p. 107)
  • Chapter summary (p. 109)
  • Case for discussion--Metal Forming Ltd (p. 109)
  • Chapter questions (p. 111)
  • Chapter 7 The 5-S framework of relationship management implementation (p. 113)
  • Introduction and objectives (p. 113)
  • Case illustration: the UK energy market (p. 114)
  • Structure (p. 115)
  • Staff (p. 126)
  • Style (p. 131)
  • Systems (p. 132)
  • Schemes (p. 135)
  • Chapter summary (p. 136)
  • Case for discussion--ABB power automation (p. 137)
  • Chapter questions (p. 138)
  • Chapter 8 Customer relationship management (p. 141)
  • Introduction and objectives (p. 141)
  • Case illustration: UK private client stockbroking (p. 142)
  • CRM implementation issues (p. 145)
  • Relationship-based interfaces (p. 145)
  • An emphasis on quality (p. 149)
  • Measure customer satisfaction but manage customer service (p. 153)
  • Investing in people (p. 154)
  • Maintaining dialogue with customers (p. 155)
  • Setting realistic targets and assessing performance (p. 158)
  • Chapter summary (p. 162)
  • Case for discussion--Polaroid (p. 163)
  • Chapter questions (p. 164)
  • Chapter 9 E-relationships (p. 167)
  • Introduction and objectives (p. 167)
  • Case illustration: on-line relationships (p. 168)
  • The development of IT in relationships: research and practice (p. 170)
  • The e-relationship technologies (p. 178)
  • Maximising value in e-relationships (p. 180)
  • Chapter summary (p. 181)
  • Case for discussion--Benetton (p. 181)
  • Chapter questions (p. 183)
  • Chapter 10 Innovation and strategic market relationships (p. 185)
  • Introduction and objectives (p. 185)
  • Case illustration: networks interrupted for Motorola (p. 186)
  • NPD--active users and networks (p. 188)
  • Relationship-based NPD activity in context (p. 196)
  • Chapter summary (p. 204)
  • Case for discussion--Hughes Network Systems (p. 205)
  • Chapter questions (p. 207)
  • Chapter 11 Relationship internationalisation (p. 209)
  • Introduction and objectives (p. 209)
  • Case illustration: Guanxi: culture specific relationships (p. 210)
  • Trends forging international relationships and the international relationship approach (p. 211)
  • Relationships and international market selection (p. 214)
  • Relationships and international market entry (p. 216)
  • Relationships and international market expansion (p. 218)
  • Relationships and international organisation (p. 219)
  • Managerial implications of international relationships (p. 221)
  • Chapter summary (p. 223)
  • Case for discussion--Statoil relationship approach to market entry (p. 223)
  • Chapter questions (p. 226)
  • Chapter 12 Relationship performance (p. 229)
  • Introduction and objectives (p. 229)
  • Case illustration: UK banking (p. 230)
  • Relationship performance overview (p. 232)
  • Relationship performance in context (p. 237)
  • The link between relationship governance and performance (p. 241)
  • Chapter summary (p. 244)
  • Case for discussion--Landis and Staefa (p. 245)
  • Chapter questions (p. 247)
  • Chapter 13 Strategic market relationships: conclusions and further reflections (p. 249)
  • Introduction (p. 249)
  • Relationship strategy (p. 250)
  • Relationship implementation (p. 252)
  • Relationship ethics (p. 253)
  • Researching relationships (p. 254)
  • Further relationship scenarios (p. 255)
  • A final note (p. 256)
  • References (p. 259)
  • Index (p. 277)

Author notes provided by Syndetics

BILL DONALDSON is Director of Marketing and a Senior Lecturer at the Strathclyde Graduate Business School

TOM O'TOOLE is Head of the Management and Organisation department at Waterford Institute of Technology where he lectures in business strategy and international marketing