Implementing a relationship marketing program: a case study and managerial implications

Abstract

Proposes that successful implementation of a relationship marketing program requires a complement of strategies that satisfies and motivates customers through different phases of relationship development. To accomplish this, firms simultaneously implement transactional marketing strategies and relational marketing strategies. Offers a case study of a non‐profit professional theater to demonstrate how a firm can implement multiple marketing strategies to achieve different relational objectives, and extends these findings to offer recommendations and managerial implications.