Abstract
Increasingly, producers and customers establish relationships to mutually undertake the development of an innovative product. Consequently, it will be always of interest for an innovative company to know the degree to which different related suppliers are willing to form partnerships by participating in its new product development process. Several managerial implications flow from the link between relationship marketing and innovation processes, ranging from tactical product-related decisions to strategic competitor-related decisions, usually made in a relatively short period of time. Dedicated customer relationship systems track the interactions with customers and improve the flow of ideas for new products. When trying to develop long-term customer relationships, the ability to provide superior value to stakeholders is a must. Through carefully conducted relationships, customers are linked with the innovation company during the entire innovation process, and create a space for mutual understanding, learning and value co-creation. In order to co-create business value through online, also combined with offline innovation-related activities, customer orientation should be implemented throughout the organization – its culture, their systems, including the whole range of interactions.
Highlights
At their very basic level, antecedents of the relationship marketing lie in the product aspects, market variables and characteristics of relationship activities
Several managerial implications flow from these findings, ranging from tactical productrelated decisions to strategic competitor-related decisions, usually made in a relatively short period of time
Blocker et al (2011) found that proactive customer orientation has a positive effect on loyalty through the value-satisfaction-loyalty chain but it may reveal a positive effect on loyalty (p. 229)
Summary
At their very basic level, antecedents of the relationship marketing lie in the product aspects, market variables and characteristics of relationship activities. Their findings show that joint NPD reduces the negative effect of product customization on seller satisfaction and enhances customization's positive effect on continuity It will be always of interest for an innovative company to know the degree to which different related suppliers are willing to form partnerships by participating in its NPD process. A growing number of studies evoque the new vision of the nature of innovation itself (Prahalad şi Krishnan, 2008; Tanev et al, 2011), built on two key distinctive aspects: the deepest user-driven practice of the value co-creation between companies and customers, on the one hand, and the co-opetitive nature of interactions between different stakeholders during the NPD process, on the other hand
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: STUDIES AND SCIENTIFIC RESEARCHES. ECONOMICS EDITION
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
