networks and interaction’ he produced a more complicated classifi-
cation system featuring 30 relationships, judged by the author to be
of ‘practical and theoretical relevance’ (see Figure 1.6). Within the
framework, Gummesson classifies these as either ‘market relation-
ships’ or ‘non-market relationships’. The market relationships are
relationships between suppliers, customers, competitors and inter-
mediaries. These are then subdivided into ‘classic’ market relation-
ships – the relationships and interactions that have long been the
preoccupation of traditional mainstream of marketing management
- and ‘special’ market relationships. Special market relationships
focus on certain aspects of the classic relationships, such as the inter-
faces between parties within the supply chain, the means through
which they interact, and the status and condition of the relation-
ships. Also listed here are examples of parties whose interactions
have a direct impact on the marketplace, but whose objectives and
activities (either altruistic or criminal) fall outside the usual com-
mercial frameworks.
In addition, Gummesson identifies two categories of ‘non-market
relationships’ which indirectly influence the efficiency of the market
relationships. The first are ‘mega’ relationships – relationships
which exist above or independent of the immediate marketplace.
These appear to explore variations on the alliance or network
themes (organizations as networks, markets as networks and non-
market networks), including the influence of such diverse entities as
supranational trading alliances, social networks and the media. The
second non-market subcategory is ‘nano’ market relationships,
involving relationships either within the focal firm or between the
focal firm’s functional marketing department and outside agents.
Here the author raises (implicitly) central issues relating to the man-
agement of marketing as a function and a department within the
firm.
Gummesson himself acknowledges that the complexity of his
framework stems from his desire for completeness, but concedes
that by rearranging the classifications and changing the emphasis of
the earlier frameworks, they would reveal similar results.
The work by Bain & Co on the economics of customer retention
and its role in establishing the credibility of relationship marketing
has already been mentioned in this chapter (and will be referred to
on other occasions throughout the book). However, the on-going
research by the consultancy, particularly the body of work by
Reichheld, one of its directors, deserves further consideration at this
Relationship marketing: The six markets framework 17