Published by:
Harvard Business Publishing
Version: 1 October 2001
Length: 10 pages
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https://casecent.re/p/41137
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Abstract
This is an enhanced edition of the HBR reprint 98106, originally published in January 1998. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. As companies develop more and better ways to understand and respond to their customers'' needs, relationship marketing has become the talk of the marketing community. Executives, academics, and consultants alike have the same goal in mind - creating meaningful relationships with consumers that will yield both the cost- saving benefits of customer retention economics and the revenue- generating rewards of customer loyalty. Unfortunately, a close look at consumers suggests that these relationships are troubled ones at best. The things that marketers are doing to build relationships with customers, are, in fact, subverting them. Relationship marketing - what is supposed to be the acme of customer orientation - is falling far short of its mark. Susan Fournier, assistant professor at the Harvard Business School, Susan Dobscha of Bentley College in Waltham, MA, and David Glen Mick, a professor at the University of Wisconsin, offer a way to get this concept back on track.
About
Abstract
This is an enhanced edition of the HBR reprint 98106, originally published in January 1998. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. As companies develop more and better ways to understand and respond to their customers'' needs, relationship marketing has become the talk of the marketing community. Executives, academics, and consultants alike have the same goal in mind - creating meaningful relationships with consumers that will yield both the cost- saving benefits of customer retention economics and the revenue- generating rewards of customer loyalty. Unfortunately, a close look at consumers suggests that these relationships are troubled ones at best. The things that marketers are doing to build relationships with customers, are, in fact, subverting them. Relationship marketing - what is supposed to be the acme of customer orientation - is falling far short of its mark. Susan Fournier, assistant professor at the Harvard Business School, Susan Dobscha of Bentley College in Waltham, MA, and David Glen Mick, a professor at the University of Wisconsin, offer a way to get this concept back on track.