毕业论文市场营销外文文献翻译

Relationship marketing and service marketing: convergence point of Culture Department of value creation

ABSTRACT

Using the relationship paradigm as a theoretical framework, a management model for cultural services (relationship marketing of cultural organizations) is proposed, what is an unprecedented contribution in the marketing field. By combining two convergent perspectives–as relationship marketing and services marketing–, the model is structured on the basis of two large types of relationships in the management of a cultural organization: instrumental relationships and group relationships. The paper is an in-depth study of relationships regarding performing arts audience. A theoretical/empirical approach was applied, including face to face interviews to 1005 performing arts consumers and telephone interviews to a sample of 2005 individuals in Spain.

Keywords: Cultural marketing erforming arts services relationship marketing

1. INTRODUCTION:

The most recent literature on marketing management is demonstrating a revolutionary change in both form and content, which, undoubtedly, will result in several research projects in the short term aimed at shedding some light on this dilemma. Traditional management models and paradigms do not adapt to the requirements of new products, as there are more and more exceptions and questions on the models developed so far (Lovelock and Gummesson, 2004; Vargo and Lush, 2004). In this complex context, this paper aims to make an in-depth study of the field of cultural services management by using two concurrent perspectives –relationship marketing and services marketing–, in order to contribute to the development of the new marketing domain: cultural marketing (Kotler, 2005). This is a field still in its development phase, but has probably found, with these new trends, the right moment to grow and develop management structures and models that meet its particular requirements.

From the very beginning, contributions made to the cultural sector by the marketing discipline have been very diverse. However, although they seem to have come to a consensus

in the scientific world about the idea that the management of cultural identities presents such special characteristics that make it considerably different (V oss and V oss, 2000; Colbert, 2001; Johnson and Garbarino, 2001; Arts Council of England, 2003; Kotler and Scheff, 1997). Contributions from the marketing management area still do not suffice to construct a knowledge base that is solid enough to create a theoretical management framework similar to the one other disciplines with more tradition in marketing research have.

In this context, it is stated that the relationship marketing paradigm offers a suitable framework for the implementation of cultural management and this research study has focused on the performing arts services sector, as considering that it is one of the most forgotten sectors by scientific researchers of management. Furthermore, the decreasing consumption of this art form in Europe goes against the trend if taking into account that time and money invested in leisure activities has not stopped growing with countries‘ economic development. In view of this situation, questions as following are required: what is the reason for this loss of competitive advantage?, what is being done wrong to be losing impact in a market, which, in theory, is becoming more and more inclined to consume leisure activities, such as the performing arts?, which agents are responsible for the results?, which agents are affected by the results?, what can be done to improve this? These questions are the basis for carrying out this research study.

2.RELATIONSHIP MARKETING, SERVICES MARKETING AND CULTURAL MARKETING AS THREE CONVERGENT PERSPECTIVES:

Relationship marketing has become one of the most important contributions in the development of modern marketing science (Payne and Holt, 2001), and it has generated a recognised interest in the field of scientific research. What is more, in the opinion of numerous authors, it has even been seen as a new paradigm (Gummesson, 1999; Peck et al., 1999; Webster, 1992; Sheth and Parvatiyar, 2000; Kothandaraman and Wilson, 2000).

With the concept by Gummesson (2002) on ―relationship marketing is interactions in networks of relationships‖ as a starting point, the management of a cultural organization is understood as being necessarily determined by a multitude of agents in the market, be included in the organization‘s planning process, since the value of the final product is going to depend on them to a large extent. The role of the interest groups in the planning process of the organizations is one of the least cultivated areas of relationship marketing (Henning-Thurau and Hansen, 2000). Payne and Holt (2001) explicitly refer to this defic iency: ―understanding long-term relationships with both customers and other stakeholder

groups has been neglected in the mainstream marketing literature; managing the organization‘s internal and external relationships needs to become a central activity; th is central activity is relationship marketing‖. We are faced, therefore, with a new scenario in which one-to-one marketing has given way to many-to-many marketing (Gummesson, 2004); in other words, planning relationships with individuals has evolved to planning relationships with collectives, with interaction networks.

On the other hand, either when contributions in the field of cultural marketing do not record enough standardization or volume to be grouped in trends or schools, they do share a value: the importance of relationships in their management. Contributions made in this area are very diverse, in most cases focusing on relationships with customers (relationships with the performing arts audience). Garbarino and Johnson (1999) use the stage of an off-Broadway theatre in New York to explore the transaction/relationship continuum proposed by Gronroos (1995) to conclude that the performing arts audience has different behavioural profiles depending on the relationships developed with the organization or, specifically, ―in a consumer environment in which customers receive highly similar services [...] there are systematic differences in the relationalism of different customer groups‖. Rentschler et al. (2001) also considered an empirical approach to relationships with the audience of performing arts organizations in Australia: ―what arts organizations need to consider is whether the expense of having high single-ticket sales is sustainable and, if not, what to do about it‖.

3.THE PRODUCT AND RELATIONSHIPS WITH CUSTOMER’S SUGGESTIONS ON A MODEL FOR THE RELATIONSHIP MANAGEMENT OF CULTURAL SERVICES:

Relationships with the audience are the central component in the configuration of the relationship marketing management model for cultural organizations. This central place is shared with the cultural product, whose general marketing model presents special characteristics that differentiate it from the classic structure of marketing, as:

1. Marketing process starts in the producer organization, and from this origin (the cultural product) a decision has to be made concerning the part of the market that may be interested in consuming it.

2. Once potential consumers have been identified, the company will decide on the remaining relationship policies (instrumental and group, which we will cover below).

Therefore, we are faced with a kind of market whose marketing process shows a

―product-to-client‖ type structure. The atypical structure transforms the relationship policy with the cultural customer, as it considers that the core of the product is unalterable (Colbert, 2001).

This structure involves the development of a wide variety of relationships, which have to be included in the value creation process forming the marketing of a cultural product. The cultural offering of a country, a region or a district is a source of benefits for a large number of social sectors. It is not for nothing that the recognition of the ―need for culture‖ is well-known in virtually all developed countries (Council of the European Union, 2004), and public organizations, as well as private entities, are involved in satisfying this demand. Based on this situation, it is logical to assume that each and every one of these collectives has to be included in the organization‘s planning and a ―win-win relationship‖ needs to be implemented in connection with them.

Performing arts organizations will have to manage a multitude of relationships to achieve their objectives. These relationships were formerly classified into two large categories (Quero, 2003):

a. Instrumental relationships: this first category groups the marketing mix instruments and incorporates a relationship focus (i.e., product, price, distribution and communication relationships).

The differentiation factor characterizing the design of these policies is that they have to be planned taking as a reference the creation of value for customers and for every one of the agents involved in the production process of the cultural services.

b. Group relationships: the second of the categories is related to the identification and planning process of relationships with collectives or agents of interest, as the performing arts audience, educational centres, public organizations, competition, suppliers, non-public organizations and internal relationships.

From this point of view, group relationships and instrumental relationships are understood as different in nature, but they converge in strategy; in other words, whilst some of them require skills connected with the management of relationships with collectives, others require a different kind of skills, more visible for the customer and connected with decision-making in specific aspects, such as programme designing (product), ticket sales (distribution), show value (price) or conveying the information to the market (communication).

However, the management of both groups has to converge in obtained results at the end. In other words, that is to say that every one of the collectives has to have its expectations met in these decisions.

4. CONCLUSIONS:

The aim of this study was to contribute to the development and implementation of relationship marketing, services marketing and cultural marketing in a specific area: the performing arts sector.

The process of selecting and planning the relationships suggested by the relationship marketing paradigm has enabled to develop a theoretical model for organizations of performing arts services, in which two types of relationship groups are identified: instrumental relationships and group relationships. Instrumental relationships include product, price, distribution and communication relationships in the model, with the particular feature of the fact that their design has to be dependent on the analysis of the effects they may have for every one of the interest groups. With regard to group relationships, seven collectives have been identified: performing arts audience, educational centres, public organizations, competition, suppliers, other organizations and internal relationships. Every one of them is capable of creating and receiving value in their relationships and, therefore, they have to be included in organizations‘ planning process, in order to implement win-win strategies.

In the area of relationship management with the performing arts audience, a classification of the audience has been proposed on the basis of relationship criteria, which has enabled two important phases to be identified in the retention process with cultural customers, the attraction phase and the retention phase, whose primary objective is to foster relations with the customer until the highest possible level of relationship with the organization is obtained.

The empirical contribution has served to corroborate the theoretical contribution by implementing a study on the current performing arts audience in Spain and the general public, which demonstrates the importance of managing relations between the cultural organization and its customers and the benefits of implementing an appropriate relationship marketing strategy.

This research study could be also considered as a significant contribution to the marketing discipline, due to its important theoretical implications:

1. Relationship Marketing is considered as the integrating paradigm, capable of adapting to the requirements of cultural services, in general, and to performing arts services, in particular.

2. The marketing-mix paradigm is included into the management model, redefining its main instruments as product, price, distribution and communication relationships.

It is also an unprecedented contribution in the field of cultural marketing, at least in Spain, offering a theoretical model for the planning and management of organizations offering performing arts services.

This study paves the way for a multitude of future lines of research. For example, the study of every one of the interest groups and their role in the process of creating value, as well as the way in which instrumental relationships have to be implemented emerge as priority actions to be implemented in order to build some foundations in the area of arts marketing that are as solid as those in other sectors.

关系营销和服务营销：文化部门价值创造的会聚性观点

摘要

关系理论架构模式，文化服务管理模式(关系营销的文化组织)，在销售领域做出了前所未有的贡献。通过联合使用两种会聚性的观点——关系营销和服务营销，这两大类型的关系是：互助的关系和组织的关系。本文对有关的关系深入研究表演艺术的观众。理论和实证研究相结合，其中包括面对面访谈1005个表演艺术的消费者和电话采访在西班牙的2005个人。

关键字：文化营销关系营销服务营销

1．作品简介

最近的文献毫无疑问地证明营销管理在这两种形式和内容上有了革命性的变化，将导致几个研究项目在短期内出现进退两难的局面。传统的管理模式与范例不适合新产品的要求，因为这个模式发展至今有了越来越多的例外（Lovelock and Gummesson, 2004; Vargo and Lush, 2004）。在这个复杂的背景下，本文旨在利用关系营销和服务营销这两个并发的观点对文化服务管理领域进行研究，以致力于发展新的营销领域：文化营销（陈蕙美，2005）。这是一种很可能已经建立但仍然处在发展阶段的新模式，在合适的时机能发展壮大并成为满足其特殊要求的管理结构和模式。

从一开始，文化产业的贡献对市场规律来说就非常不同。然而，虽然在科学界他们对于思想文化本身的管理呈现出的相当不同的特点似乎已经达成了共识。（Voss and Voss, 2000; Colbert, 2001; Johnson and Garbarino, 2001; Arts Council of England, 2003;

Kotler and Scheff, 1997）。在市场调研过程中，来自营销管理领域的贡献还不足以构建一个坚硬得足以建立类似于传统市场的管理框架的知识基础。

在此背景下，更说明关系营销范例为文化管理的实施和集中在表演艺术服务业的研究提供了一个合适的框架，是因为考虑到这是其中最被科研管理人员遗忘的行业。此外，在欧洲降低艺术形式的消费，违背了如果考虑到把时间和金钱投资于休闲活动，并不能停止国家的经济发展这一消费趋势。针对这一情况，以下要求：为什么会失去竞争优势？我们做了什么错误影响了市场，在理论上，变得越来越倾向于消费的休闲活动，如表演艺术？哪位代理人对结果负责？结果又影响哪个代理人？那我们该怎么做才能改善？这些问题是执行本调查研究的基础。

2．关系营销、服务营销和文化营销三个会聚性的观点

关系营销已经成为推进现代科学营销学发展的一个最重要的贡献(Payne and Holt, 2001)，并在这一科学研究领域引起了公认的兴趣。在许多作者的看法中,它甚至被看作是一个新的范例。（Gummesson, 1999; Peck et al., 1999; Webster, 1992; Sheth and Parvatiyar, 2000; Kothandaraman and Wilson, 2000）。

Gummesson（2002）的观念是以“关系营销网络的相互作用关系”为出发点，文化组织管理被理解为必须是由众多的代理人确定在市场上的竞争力，并纳入组织计划的过程中，在很大程度上最终产品的价值要依靠他们。在计划过程中利益团体的作用是组织关系营销的最小产区（Henning-Thurau andHansen,2000）。Payne and Holt（2001）明确提及其不足之处：“在主流营销市场上，与顾客和其他的利益相关群体长期保持友好关系一直被忽略；管理组织的内外部关系成为焦点活动；是关系营销的中心活动”。因此，摆在我们面前的是一种新的发展趋势，从一对一营销方式转变为多对多的营销方式（Gummesson,2004）；换句话说，从规划个人发展关系转变为集体规划互动网络。

另一方面，在文化营销领域的规范性贡献不足够迎合团队或学校的潮流，他们都有一个价值观：在他们的管理中各种人际关系的重要性。在这个领域的贡献是非常多样的，在大多数案例中关注的客户关系（表演艺术听众的关系）。Garbarino and Johnson （1999）使用在纽约剧院上演的戏剧来探讨连续的交易关系，Gronroos（1995）得出了这样的结论：根据组织关系发展起来的观众表演艺术有不同的行为剖面，具体地说，“在消费的环境中，顾客得到高度类似的服务[…]分类出不同的客户群体有不同的关系”。Rentschler et al.（2001）并且在澳大利亚被认为是对表演艺术组织的观众关系研究的实证方法：“什么艺术组织需要考虑是否销售较高费用的单程票就可以支撑，以及如果不是的话，怎么做”。

3．对文化服务管理模型中的产品和客户关系的建议

客户关系是文化组织关系营销管理模型的主要组成部分。这个中心共享文化产品，其总体市场开发模型划分出有特色的经典销售，比如：营销过程开始于生产者组织，从这个起源（文化产品）关于这部分可能有兴趣被吃掉的市场份额必须做一个决定。潜在消费者一旦被确认之后，公司将决定剩余的关系政策（有帮助的和团体，将会包括如下）。

因此，我们正面临着一种市场营销过程中显示的“产品面向顾客”式结构。非典型结构改造与文化政策的关系，因为它认为客户产品的核心是不变的（Colbert,2001）。

这个结构包括了各种各样的发展关系，而这被包括在价值创造过程中市场形成的文化产品中。一个国家或地区的文化祭，为大量的社会部门带来一个利益的来源。在几乎所有发达国家并不是没有“文化需要识别”这是众所周知的。（Council of the European Union, 2004），还有公共组织以及私人实体，都参与满足这一需求。在此基础上，这是合乎逻辑的猜想，每一个这样的集体都已纳入组织计划和结合实施“共赢”的需求。

表演艺术组织需要管理大量的关系来达到他们的目的。这些关系分为两大的类别（Quero, 2003）：a.互助的关系：这第一类营销组合关系包含一种关系焦点（如：产品、价格、分配和交流关系）。这个分化因子具有被计划作为为广大客户服务创造参考价值的政策设计的特征，并且让每一个代理商参与到产品生产过程的文化服务中；b.组织的关系：第二类是有关规划过程中识别和确定集体人员和代理商的利益。如：表演艺术的观众，教育中心、社会团体、竞争、供应商、非公有制组织和内部的关系。

从这一观点看，组织的关系和互助的关系被理解为具有不同的本质，但是他们聚合在战略里。换句话说，他们中的一些人需要与管理集体关系之间的连接技巧，其他人每天需要不同的技巧，在具体问题上可以更容易看到客户以及他们的决策。如计划设计（产品）、车票销售（分配），价值展示（价格）或是为市场传递信息（交流）。

不过，在最后这两组管理必须聚合在结果上。换句话说，也就是集体的每一个人都必须拥有这个决定的预期。

4．结论

本研究的目的是致力于在一个特定的区域：表演艺术领域，发展和实施关系营销、服务营销和文化营销。

选择和计划的过程中为企业发展表演艺术服务所建议的关系营销范例的理论模型

的发展，两种类型的关系被确定为：互助的关系和组织的关系。互助关系包括产品、价格、分布和交流模型之间的关系，特定的事实是，他们的设计必须依赖于分析对他们有影响的每一个群体。关于组织关系，已经发现了七点：表演艺术的观众，教育中心、社会团体、竞争、供应商、其他组织和内部的关系。他们每个人都能创造和接收价值，因此，为了实现双赢的战略，他们必须被包括在组织计划的过程中。

在该地区表演艺术的观众的关系管理，一类观众在此基础上提出了关系标准，是在两个重要阶段吸引阶段和保留阶段里，吸引客户在不同的文化中停留的过程，其主要目的是培养与客户的组织关系，直到达到世界最高水平。

实证贡献结合理论贡献，通过对当前在西班牙的表演艺术观众和普通大众实施的研究，显示出实施适当的关系营销策略，对文化组织和客户利益的关系管理具有重要意义。

该研究同样被认为是对营销秩序的一项重要贡献，其重要的理论意义有：a．关系营销的综合范式被认为是，能够适应文化服务的要求，一般来说是指表演艺术服务；b．混合营销范例的管理模式，包括给它的主要设备产品、价格、分布和交流关系重新定义。

至少在西班牙的文化营销领域，这也是一个前所未有的贡献，其为表演艺术服务提供了规划和组织管理的理论模型。

本研究为未来多种不同的研究方向开辟了道路。例如，研究每个利益集团和他们在价值创造过程中的作用，为了在该地区的固体和其它领域的艺术市场上建立一些基础，实现互助关系都必须实施优先行动。

NATURE OF RELATIONSHIP MARKETING

At the core of relationship marketing is exchange, that is profitable to parties involved in the exchange. The concept of exchanges as it applies to relationship marketing can be viewed at from either a transaction cost analysis approach or a social exchange theory approach.

Transactions are distinguished into discrete transactions and relational transactions. Relational contract law governs relational transactions. In classical contract law that governs discrete transactions identity of parties is not relevant; however this is not true in relationship marketing. In relational contracting the reference point shifts from the agreement (as in classical contract law), to the relation itself as it has developed over time.There might be or might not be an original agreement and if there is, there may not be any great deference to it. In a relational transaction, the contractual gaps between parties are reduced, as the relation becomes stronger and stronger. The frequency with which transactions recur influence the terms of the transaction (discounts as in frequent flyer). The degree to which durable transaction specific investments are incurred determine the rapidity of commitment given and received, the time period of commitment and the intensity of the relation between two parties. Transaction specific investments (asset specificity in physical capital and human capital) leads to relational exchanges where trust is a prime moderator. As such non-specific

exchanges leads to transaction marketing and for exchanges that are not non-specific the concept of Relationship marketing will hold (Williamson, 1979). The Williamsonian approach to understand relational contracting has been augmented (Anderson and Weitz, 1992), by postulating that whenever idiosyncratic investments are made by the exchanging parties in one another then there is a stronger commitment to the relationship. In a relationship the set of understandings that has grown up over time (the implicit contract) is more influential. Exclusivity to the other party is also seen as a signal of commitment. Further the relationship dyad has been examined from perspective of a strong buyer facing a large number of small suppliers ( Heide and John, 1992). It has been shown that relational norms do play a role in serving as a governance mechanism to safeguard against opportunistic behavior in the presence of transaction specific assets. It has also been shown that in case of a relationship dyad between a strong supplier and a large number of small buyers relational norms do not play a significant role (Berthon, Pierre et. Al, 2003) George Homans (George Homans, 1961) first proposed social exchange theory. He said that exchanges of goods and services take place between two parties who are rational entities acting in their own self-interest and who will perform social action based on rewards and costs.The exchange of goods and services take place not only for money but also for non-monetary benefits such as love, esteem, affection and approval. Such exchanges are social exchanges. Social exchanges almost always involve an element of power, allowing one party to do activities the way it wants to do. Social exchanges involves interaction; interaction occurs when an activity emitted by one man is rewarded (or punished) by an activity emitted by another man. Social exchanges respect sentiment; sentiments are signs of the attitudes and feelings a party takes towards another party. This social exchange theory (George Homans, 1961) draws on the disciplines of behavioral psychology and elementary economics in proposing the principles of social exchange. Behavioral psychology decides on current actions based on past history of behavior / actions. Elementary economics decides on current action based on future stream of profits. It is difficult to balance these two directions. Further elementary economics assume perfect markets. Relationship marketing situations are far from perfect. Also relationships are built on future promises as much as on past behavior. In studying relationship marketing, both the transaction cost analysis and social exchange

theory concepts can be used to explain and conceptualize relationship-marketing paradigms.

Relationsh ip marketing refers to a wide range of ?relationship type strategies‘ that have developed over the past few decades in product as well as service markets and in consumer as well as business to business sectors. The antecedents of RM go to Industrial marketing and Services marketing. RM found ready acceptance in a marketing world where it had become obvious that strategic competitive advantage could no longer be delivered on the basis of product characteristics alone and where corporate profitability was beginning to become associated with satisfying existing customers (John Egan, 2001). Relationship marketing as contrasted to transaction marketing involves relational exchanges that trace to previous agreements. There are four types of buyer-seller relationships –bilateral relationships, seller-maintained relationships,buyer-maintained relationships, discrete exchanges (Dwyer,et. 1987). For a firm relational exchanges could occur with goods suppliers, services suppliers, business units, employees, functional departments, intermediate customers, ultimate customers, competitors, nonprofit organizations, government (Hunt and Morgan 1994). Though conceptualizing relationship marketing accommodates all types of above mentioned relational exchanges, an adequate definition of relationship marketing for the purpose of this paper will relate to exchanges with intermediate customers and ultimate customers. For example, it is also stated that (Berry, 1983) ?Relationship marketing is attracting, maintaining and - in multi service organizations –enhancing customer relationships‘.

In industrial marketing, relationship marketing is referred to as marketing oriented towards strong, lasting relationships with individual accounts (Jackson, 1985). From a sales management perspective, the term relationship marketing is applied to a number of different marketing activities ranging from consumer frequency marketing programs to selling activities directed towards building partnerships with key business – to – business customers (Weitz and Bradford, 1999). In developing long term relationships with channel members, it is stated (Anderson and Weitz, 1989) that such relationships combine the advantages of vertically integrated distributed systems (control and coordination), with the advantages of systems utilizing independent channel members (flexibility, scale economies, efficiency and low overhead). They also state that channel relationships are dependent on (1) continuity of

relationship (2) trust and (3) communications.

Many global packaged goods manufacturers regard resellers (wholesalers, retailers) as their customers. The literature cites the case of Proctor and Gamble who regard retailers as their customers and Intel which has built its business around OEM customers (Webster Jr., 2000). Consequently developing relationships with resellers is also an important part of RM effort in marketing strategy process. The relationship between manufacturer, reseller and consumer as shown below is a three-way relationship.

In such a context, the manufacturer and reseller are in a partnership relationship that includes competition and conflict (Webster Jr., 2000). Both manufacturer and reseller deliver value to consumer. In this three-way relation, the quality of relationship for any single player depends on the quality and strength of relationship between the other two.

Other authors have noted multiple uses of the term RM (Brodie et. Al, 1997). They suggested RM be applied at four levels. At the first level, RM is a technology-based tool of database marketing. At a second level, RM focuses on relationships between businesses and its customers with an emphasis of customer retention. At a third level, RM is a form of

?customer partnering‘ with buyers cooperatively involved in the design of the product or service offering. At a fourth and broadest level, RM was seen as incorporating everything from databases to personalized services, loyalty programs, brand loyalty, internal marketing, personal/social relationships and strategic alliances.

A number of terms have been used as substitutes for relationship marketing or to describe similar concepts (Buttle, 1996). These include direct marketing, database marketing, customer relationship management, data driven marketing, micromarketing, one-to-one marketing, loyalty based marketing, segment of one marketing, customer partnering, dialogue marketing and interactive marketing. All this suggests that RM is also an umbrella philosophy for relational approaches in marketing. To succeed in RM, a company must have both a flow

of new customers and there must be a restriction on customers exiting (Leaky Bucket Theory). Though RM has a dual focus on both acquisition and retention strategies, it is retention strategies that are given more prominence. It has been proposed that dual benefits of customer retention (Buttle, 1996) are: (a) existing customers are less expensive to retain than to recruit, (b) securing a customer‘s loyalty over time produces superior profits. Acquisition costs include (1) personal selling (2) commission payments (3) direct costs and indirect costs of detailed information gathering (4) supply of equipment (5) advertising and other communications expenditure.

Different models are suggested in literature for different relational stages in RM. One model (Dwyer, 1987) suggests that the stages are – Awareness, Exploration, Expansion, Commitment. A second model (Payne, 1995) suggests that the stages are – Prospects, Customers, Clients, Advocates, Members, Partners. A third model (Kotler, 1997) suggests that the stages are – Suspects, Prospects, First time customers, Repeat customers, Clients, Advocates, Members, Partners.

There must be two characteristics present for an exchange situation to be described as a relationship (Barnes and Howlett, 1998). These are: (1) the relationship is mutually perceived to exist and is acknowledged as such by both parties, (2) the relationship goes beyond occasional contact and is recognized as having some special status. Inclusion of

?status recognition in a relationship‘ puts a doubt whether a relationship could be developed with for example a local supermarket. The existence of special status is less obvious in consumer markets.

Three characteristics are important for customers to desire continuity with the same provider. These are variability, complexity, involvement (Berry, 1995). The author says that relationship marketing occurs at three levels. Level one relationship marketing relies primarily

on pricing incentives to secure customers‘ loyalty. However the su stainability of competitive advantage is minimal on this level one, as pricing moves can be matched quickly. Level two relationship marketing relies primarily on social bonds, though pricing is still a vital element. This involves personalization and customization of the relationship. Level three relationship marketing relies on structural solutions to customer problems, such as Federal Express providing computer terminals in offices of high volume customers.

From the above discussion, for the purpose of this paper, RM is defined as the identification, establishment, maintenance, enhancement, modification and termination of relationships with customers / consumers to create value for customers and profit for

organization by a series of ongoing exchanges that have both a history and a future. Such exchanges are called relational exchanges.

关系营销的本质

关系营销的核心是交换，即交换所涉及的各方利润。概念的交流，它适用于关系营销可以在从交易成本的分析方法或社会交换理论的方法。

交易被区分为离散的交易和关系的交易。关系合同的法律管辖关系的交易。在古典合同法的管辖方的离散交易的身份是不相关的，但是这是不正确的关系营销。在关系的协议，承包基准点变化（如在古典合同法），对关系本身而言，因为它已经发展了一段时间。可能是，也可能不是最初的协议，即便是，对于它也缺乏最初的定义。在关系型交易中，随着关系变得越来越强，当事人之间的合同差距也减小，交易频率次数影响交易（折扣作为常客）的条款。对于持久的交易和特定的投资的程度，要在所承诺的时间和交易双方关系强度下，必须快速的给予和接受。交易专用性投资（实物资本和人力资本）就会使信任成为主要的影响因素。这种非特异性交易影响交易市场和没有非特异性关系营销的理念将继续保留（威廉姆森 1979）。威廉姆森所理解的关系交易已经被广泛的推广（安德森和韦茨 1992），通过假定当特殊的投资是由交换各方彼此还有更强的承诺关系。在一个关系集合的理解随着时间的推移（隐含的合同）更加具有影响力。排他性向对方也被视为一个承诺的信号。进一步二分体的关系面临来自一个具有独特视角的强大买家面对大量小供应商的检验（海德和约翰 1992）。它已经表明，关系规范在做作为治理机制以防止投机行为在交易专用性资产的存在起到一定的作用。它也表明,对于关系之间的一对强大的供应商和大量小买家关系规范不扮演重要角色（伯松皮埃尔阿尔 2003）。

乔治?霍曼斯（乔治?霍曼斯 ,1961）最早提出社会交换理论。他说,交流双方之间发生的商品和服务是理性的实体行为都是为了自身利益,谁将执行基于奖励和社会行动的成本。商品和服务的交换发生不仅要钱,还等非货币性福利的爱,尊重,爱和批准。这样的交流是社会交往。社会交往几乎总是包含一个元素的权力,允许一方做它想做的活动。社会交往涉及交互,交互发生在一个人发出的一个活动是由一个活动奖励(或惩罚)发出的另一个人。社会交往尊重的情绪;情绪是人的态度和感受一方需要向另一方迹象。这种社会交换理论（乔治?霍曼斯 1961）借鉴行为心理学和经济学基础的学科中提出社会交换的原则。行为心理学决定当前的行动基于过去的历史行为/动作。基本经济学决

定当前行动基于未来的利润。很难平衡这两个方向。此外经济学的基本假设完美的市场.关系营销的情况并非十全十美。关系仍然是建立在未来的承诺，也取决于过去的行为。在研究关系营销，无论是交易成本分析和社会交换理论概念可以用来解释和概念化的关系营销范式。

关系营销是指一系列已在产品和服务的市场和消费者以及企业对企业部门的发展在过去几十年的‘关系型战略’。再营销的前身转向工业营销和服务营销。在营销世界里，发现再营销已成为明显的战略优势，可以不再单独的依靠产品特性和共同的利润联系满足现有的客户（约翰?伊根 2001）。作为对比，以交易营销关系营销涉及到追溯至以前的协议关系的交流。有四种类型的买卖双方关系 - 双边关系，卖家维护关系，买方保持关系，离散交流（德怀尔舒尔和Oh 1987）。对于一个坚定的关系往来可能发生的货物供应商，服务供应商，业务部门，员工，职能部门，中间客户，最终客户，竞争对手，非营利组织，政府(亨特和摩根 1994)。虽然概念化关系营销提供所有类型的上述关系交往,关系营销的一个适当定义的目的,本文将涉及与中间客户和最终客户交流。例如,它也指出（拜里 1983）,“关系营销是吸引、保持和多服务机构——加强客户关系。

在工业营销，关系营销是指营销面向与个人账户强，持久的关系（杰克逊 1985）。从销售管理的角度来看，长期的关系营销应用到许多不同的营销活动，从消费频率的营销计划，销售针对关键业务建立企业到企业客户伙伴关系活动（威茨布拉德福 1999）。在发展与渠道成员长期的合作关系，更说明这种关系相结合的垂直整合分布式系统（控制和协调）的优点，与使用独立的渠道成员系统的优势（灵活性、规模经济效率和较低的开销）。他们还指出，渠道关系是依赖于（1）连续性关系；（2）信任；（3）通信。

许多全球性包装商品生产企业都把经销商（批发商，零售商）作为他们的客户。文献引用的情况下,宝洁作为零售商他们客户和英特尔建立了其业务在主要客户（韦伯斯特 Jr. 2000）。因此开发与经销商的关系也是一个重要的营销策略过程中再营销努力的一部分。制造商的关系,经销商和消费者三方关系如下所示。

在这样的背景下，制造商和经销商在包括竞争和冲突的伙伴关系（(Webster Jr. 2000）。制造商和经销商为消费者提供价值。在这三方关系中,任何一方的关系质量取决于质量和强度的另外两个之间的关系。

其他学者也注意到再营销的多重用途（Brodie et. Al, 1997）。他们建议再营销被应用在四个层次。在第一个层面上,再营销是基于技术的数据库营销的工具。在第二个层次，再营销注重与客户保留的重点企业和客户之间的关系。在第三层次，再营销是的'客户建立伙伴关系'与买家共同参与产品或服务提供的设计形式。在第四和最广泛的层面， RM被看作是结合一切从数据库到个性化的服务，忠诚度计划，品牌的忠诚度，内部营销，个人/社会关系和战略联盟。

一些术语被用作替代关系营销或描述相似的概念（Buttle, 1996）。包括直接营销、数据库营销、客户关系管理、数据驱动营销,微码营销、一对一营销、基于忠诚度营销，一对一营销分部，客户伙伴关系，对话营销和互动营销。这一切表明, 对于关系营销方法再营销也是一把雨伞哲学。在再营销取得成功，公司必须有新的客户既有流动，并且必须有一个限制的客户退出（漏桶理论）。虽然再营销有两个重点采集和保留策略，它是保留策略，给予更多的重视。有人提出了客户维系（巴特尔 1996）双重好处是：（一）现有客户比招募更便宜的保留，（二）随着时间的推移产生卓越的利润，确保客户的忠诚度。收购成本包括：（1）个人销售；（2）佣金支出；（3）直接成本和详细信息间接成本收集；（4）电源设备；（5）广告和其他通信费用。

在再营销不同的关系阶段,提出在文学的不同模型。一个模型(Dwyer,1987)表明，该阶段是：认识，探索，扩张，承诺。第二个模型（佩恩，1995）表明，阶段是：前景，消费者，客户，倡导者，同事，合作伙伴。第三个模型（科特勒， 1997）表明，阶段是：犯罪嫌疑人，展望，第一次顾客，回头客，客户，提倡，成员合作伙伴。

两个特点的交流现状被描述为一个关系(艾浩利巴恩斯和,1998)。它们是：（1）关

系是相互感知的存在，而被公认为是这样的双方；（2）关系超越了偶然的接触，被认为“具有一些特殊的地位，包含的状态识别关系”可以开发了怀疑的关系,例如当地超市。特殊身份的存在是不太明显的消费市场。

三个特征对顾客欲望相同的连续性很重要供应商，这些都是可变性、复杂性、财政困难（拜里 1995）。作者说，关系营销发生在三个层次。一级关系营销主要依赖价格激励措施以确保客户的忠诚度。然而竞争优势的可持续性是最小的在这一级,随着定价可以快速匹配。二级关系营销主要依赖社会关系,但价格仍然是一个至关重要的元素。这涉及到个性化和定制的关系。三级关系营销依靠结构性的解决方案，以客户的问题，如联邦快递提供的大量客户办公室的电脑终端。

从上面的讨论,本文的目的,再营销定义为识别、建立、维护、改进、修改和终止与客户/消费者的关系,为客户创造价值和利润的组织一系列的持续交流,历史和未来。这样的交流被称为关系交流。

The Research of Network Marketing

Peter Kenzelmann

Abstract:Today, mankind has entered the era of rapid economic development of e-commerce-based network. A full range of rapid development and wide application of computer network technology on contemporary society, but also brought great changes to the enterprise marketing management. Network Marketing the new marketing methods to adapt to the changes of the era of the development of network technology and information networks, it has changed the traditional marketing concept, marketing strategy, marketing, ways and means, will become the mainstream of the current era of corporate marketing. The face I had many problems in the SME network marketing, we should also be a clear understanding of the inevitability of its development, which requires all aspects of synergy and cooperation, to build a good network consumption environment, and promote the continued development of network marketing.

Keywords: network marketing sales model of network management marketing planning SME.

1. Network Marketing Theory

Network marketing is based on the technology infrastructure of computer network

technology, as represented by information technology. Computer networks of modern communications technology and computer technology to the product of combining it in different geographic regions and specialized computer equipment for external interconnection lines of communication into a large, powerful networks, thus enabling a large number of computers can easily transmit information to each other, share hardware, software, data and other resources. And network marketing is closely

related to the computer network there are three types: the Internet, Extract and Intranet.

the theoretical basis for the network marketing, theoretical foundation of network

marketing is direct marketing network theory, network theory of relationship marketing, marketing theory and network software to integrate marketing theory.

2. Commonly used methods of network marketing

1) Search Engine Marketing

2) Email marketing permission

3) Online Advertising

4) Web resource cooperation

5) Viral marketing

6) A membership-based network marketing

3. The relationship between network marketing and other business marketing

E-commerce, where sell goods to consumers or enterprises directly; publishing,

which you sell advertising or buy the site which is based on the main directory, while the enterprise generates value by getting directory and filtering into the list of sales target There are many other models which is based on the specific needs of each person or business that launches an internet marketing campaign.

4. Web-based network marketing business

To carry out Internet marketing does not necessarily have to have their own web

site, in the absence of site conditions, enterprises can carry out the effective marketing through the network. Free web site marketing mainly depends on the network marketing and e-mail marketing virtual community.

Web-based network marketing is the subject of network marketing, it's main

problem is the web site planning, construction, maintenance people, as well as with

other marketing to promote the integration of methods.

5. The network marketing existence question of enterprises

5.1. The network marketing concept problems

The enterprise in China network marketing knowledge existing two extreme

ideas: the idea that the network marketing is a hi-tech enterprise of things, with traditional industries. Or think about network marketing is online sales, and witnessed network store losses, clusters of phenomenon more lost network marketing power. Another idea thinks, the network provides a them with large enterprises equal competition, as long as the platform of small and medium-sized enterprises owned and big enterprises as elegant website design, provide and large enterprise the same product and service, small and medium-sized enterprise may use the Internet transcendence of large-scale enterprises, in this idea guidance, the enterprise put in a great amount of resources on Internet marketing activities, however, business management will inevitably suffer enterprise resource limit. Although small and medium-sized enterprise website can do much on the surface and large enterprise is same, but site function and service cannot keep pace with also can make network marketing is the effect to sell at a discount greatly.

5.2. The transaction security exist hidden trouble

Network marketing an entire transaction is completed, the integration of

including online payment. But at present our country although be used for online payment credit card, the technical problems of security assurance and psychological acceptance of people are still real outstanding problems. Moreover enterprise database server also safe hidden trouble, hackers may steal information into the computer.

5.3. The network infrastructure incomplete

Promotion network marketing technical barriers mainly displays in the network

transmission speed and reliability, but due to the economic strength and technical reasons, the current network infrastructure is not perfect, existing regional differences, restricts the small and medium enterprise network marketing is the further development.

5.4. The socialized distribution lag

Small and medium-sized enterprise logistics efficiency is low, the ability is poor,

socialization, goods delivery distribution couldn't keep up with high cost, network

marketing product not occupy price advantage, At the same time the customer get the goods time longer, online shopping convenience, expeditious has no way to realize.

5.5. The related laws and regulations is not sound

Along with the development of small and medium-sized enterprise network

marketing, its legal problems have appeared. For example: electric crime, etc. These problems will be on the rights and interests of consumers and business operators and cause roach on, go against the network marketing activities.

5.6. The ignore the traditional marketing strategy use

In the process of network marketing, often many small and medium-sized

enterprises only focus on the network, limitations and ignore the traditional marketing strategy use. Enterprise leaders more to consider how to through the network to carry on the market research, information propaganda etc, but ignore the traditional marketing method combined with Internet marketing tools, and improve overall enterprise network marketing effect methods.

6. The enterprise network marketing of effective strategies

6.1. To establish correct network marketing concept

Small and medium-sized enterprise should not only realize soberly network in

the information age, the importance of the role of network marketing will more and more big, implementing network marketing is the inevitable choice of small and medium-sized enterprises. At the same time to develop the network marketing activities does not mean must invest a lot of money, have professional technical personnel, erect Internet line, buying expensive server, and build a function very complete website, enterprise should according to their own characteristics and internal conditions eco-management network management path. For instance, can first use of network query and release supply-demand information participation online auction, online purchase, etc.

After establishing network brand, finally established the perfect enterprise's websites, to develop the network marketing.

6.2. Strengthen the network infrastructure construction and the network marketing supporting system construction

In our country's network marketing development, the government should play the