Professional Documents
Culture Documents
Exploring
the value of
Enterprise
Relationships.
A research project by Omobono Ltd
Autumn 2009
Contents
Page
3 Executive summary
4 Key research conclusions
5 Introduction
6 Research origins
6 Summary of undertaking
7 Research findings
8 Why relationships matter
9 Relationship structures.
· Service firms
· Public sector
· Manufacturing
13 A mind shift to relationship marketing
14 From product to service, the need for change
· Service firms
· Public sector
· Manufacturing
16 Measurement techniques
17 Research implications
18 Effective knowledge management
20 A new marketing world order
21 A clear role for digital technologies
· Service firms
· Public sector
· Manufacturing
23 Putting Enterprise Relationship Management
into practice
25 Acknowledgements
Executive
summary.
Executive Summary
Introduction.
Introduction
The research
Research
findings.
Relationships matter
Enterprise Relationships, or Business-to-Business (B2B) relationships The overall
make the business world go round. An early outcome from the research performance of
is that they are seen as creators of mutual value over the long term, not a company will
simply as a means of transaction. This has significant implications for the depend on how
process of developing, managing and measuring Enterprise Relationships well they are able
and one which has generated stimulating thinking among the academic to manage their
community. own relationships.3
Hakansson & Ford (2002)
“A B2B Relationship is a dynamic link between at least two
parties operating within a given industry and expecting
mutual benefits from each other. The behaviour and
activities of one partner are always more or less dependent
on the outcome of those of others. It is a highly adapted
relationship and involves a complex pattern of interaction.
The interaction includes business and social exchange.
The quality and nature of the relationship depends on the
quality of the interaction process.1” (Zineldin, 1995).
Enterprise Relationships are complex, encompassing not just customers
but suppliers, partners, employees and a wider stakeholder group; from
governments and shareholders to communities and academic institutes.
Not only are there multiple relationships, but the participants are now
able to easily relate to each other. A company may have a relationship
with a supplier, but all its suppliers now have relationships with each
other too. So there is now an acceptance that Enterprise Relationships
also consist of multiple interactive relationships both within and between
organisations, leading to Enterprise Networks. How strong a network
becomes is dependent on the personalities of the people involved and on
the individual experiences these people have from the interaction within
that network.
Suppliers
Goods suppliers
Service suppliers
Fig. 1
Services organisations
Suppliers
Intermediate customers
Final customers
Source: Omobono/JBS
Suppliers
Internal
Not for External
profit firm
Governments
Shareholders
Interest Groups/Publics
Media
Customers
Alliances/Partnerships
Scientific community
Financial Institutions
Competitors
Source: Omobono/JBS
Manufacturing firm
Suppliers
Goods suppliers
Service suppliers
Source: Omobono/JBS
A Mind Shift
Relationship Marketing is marketing based on relationships,
networks and interaction, recognising that marketing is
embedded in the total management of the networks of the
selling organisation, the market and society. It is directed to
long term win-win relationships with individual customers,
and value is jointly created between the parties involved. It
transcends the boundaries between specialist functions and
disciplines.5 (Gummesson, 2008)
Relationship Marketing is a theory developed in the academic world in
the late 90’s, when it was pioneered by Professor Evert Gummesson of
Stockholm Business School. It focuses on customers who are moving
towards a closer relationship with a supplier in a series of stages over
time. It is most suited to customers who have a long-term perspective, in
markets where there are high costs for switching.
One of the reasons that Relationship Marketing is particularly effective in
business markets is because it is based on interactions, unlike traditional
marketing which is based on announcements.
The key tenets of Relationship Marketing are:
Product
High degree of contact Pure product self service
Each of the sectors surveyed had specific issues which they needed to
address in terms of how their relationship focus would need to change in
response to this market shift.
The need to share knowledge across the organisation in order to deliver
an improved experience to customers, staff and other key strategic
partners, is common to all organisations. But, since knowledge resides in
pockets across the organisation, the more traditional structures are finding
themselves set up in the wrong way to respond.
What is also key is the need to work in partnership to deliver to the end
customer; the boundaries between an organisation and its environment
are becoming increasingly blurred as internal functions are outsourced,
expertise is shared across several companies and service delivery relies
on intermediaries.
Service organisations
Public sector
Manufacturing
As goods themselves have become commoditised, manufacturers are The pace of change
constantly in search of new value propositions in a highly competitive is such that product
global market. Already many manufacturers have an offering that differentiation is
combines both goods and services. In order to be distinctive in the hard to achieve
marketplace of the future however, manufacturers are moving towards a and even harder
more service-oriented offering. to sustain. Not
surprising then
Where manufacturers have traditionally focused on transforming that buyers are
materials as the key value proposition, in the services arena the key value increasingly making
proposition is all about transforming information and customer behaviour. choices based
Moving towards a more service-oriented operation, manufacturing on their feelings
firms need to understand how to change their operating model and about the company
organisational design into a shape where information is shared in order to they are doing
maximise customer service. business with. The
so called ‘soft’
In the future, manufacturers will need not just to search for the best aspects of business
benefit for their own firms, but should look to maximise the liberation of will become just
value out of the complete business network of partners that are involved as critical as the
in a particular service contract. hard facts on the
balance sheet.
Omobono Manifesto –
January 2001
Implications.
Existing Structure
Function 1 Function 1
Relationship
Management
is handled by
organisational silos,
Function 2 Function 2
rather than being
Relationship Relationship
Manager Manager
viewed across the
Organization X Stakeholder Y entire enterprise.
Function 3 Function 3
Function 4 Function 4
Preferred Structure
Function 1 Function 1
Function 2 Function 2
Relationship Relationship
Manager Manager
Organization X Stakeholder Y
Function 3 Function 3
Function 4 Function 4
2 T
he concept of businesses relationships as nodes connected by
threads is exactly mirrored by digital tools. The strength of the
connecting threads depends on the amount people use it, how it
responds to audience needs and how much is invested in it. Marketers
can therefore now allocate budgets on the basis of the importance
of each thread and its potential value to both ends of the Enterprise
Relationship.
With regard to the specific industries investigated, our research
highlighted the ways in which digital tools and techniques can add value
to each of the Enterprise Relationships discussed.
Service organisations
Manufacturing firms
Into practice.
Acknowledgements.
The Judge Business School Research was conducted by MBA graduate Gijs
Kragt as part of a project for Omobono Limited, the digital services firm.
1. Zineldin, M. (1995) “Bank-company interactions and relationships: some
empirical evidence”, International Journal of Bank Marketing, Vol. 13 No.
2, pp. 30-40.
7. Vargo, S.L. and Lusch R.F. (2004) “Evolving to a new Dominant Logic for
Marketing”, Journal of Marketing, 68(1), 1-17
9. Kaplan, R.S. and Norton D.P. (1996) The Balanced Scorecard, Boston, MA:
Harvard Business School Press
10. Reichheld, F.,(2003) The one number you need to grow, Harvard Business
Review,(December 2003).