Strategic Marketing: Planning and Control, Third Edition

develop customer alliances, whereby the customer not only sees the

organisation as their preferred provider, but actively recommends others

to use their products and services. This ‘elevated status’ is more achiev-

able when a broader view of marketing is taken. Such a view recognises

the role of ‘markets’, other than the direct customer, in developing cus-

tomer relationships (see Figure 11.2).

Supplier marketsare important, as strong supplier links and joint innov-

ation enable the overall supply chain to be optimised. This leads to reduced

cost and potentially enhances the overall quality of the customer experi-

ence. Employee markets– recognise the importance of recruiting and retain-

ing the right staff. Ultimately, it is staff who, directly or indirectly, delivers

the desired levels of customer satisfaction. Closely related to the employee

market is the concept of internal markets. The idea of internal markets and

internal marketing is examined in Chapter 12. The concept uses marketing

principles (segmentation, targeting and the ‘mix’) internally. By treating

employees, departments or functions as customers, we can deliver

internal services and support more effectively. Thus motivating staff,

improving effectiveness and ultimately enhancing the external customer

experience. External groups can have a significant influence on the organ-

isation and its customer base. Marketing strategies may need to consider

such influence markets. For example, management may need to build rela-

tionships with financial analysts, the media, local communities and cam-

paign groups. Finally, referral marketslead to new business. Organisations

that deliver high degrees of customer services are well placed to receive

customer referrals. Additionally, referrals may come through other parties

(e.g. trade groups, distributors, etc.) and relationship marketers must

strive to establish a wide referral network.

The process of relationship marketing is summarised by Kotler et al.

(1999) in terms of creating and further developing ‘value laden’ relation-

ships with stakeholders.

236 Strategic Marketing: Planning and Control

Internal

markets

Influence

markets

Referral

markets

Customer

markets

Employee

markets

Supplier

markets

Figure 11.2
The six market
model (Source:
Christopher et al.,
1994, p. 21)