ing current and potential referred work from each major referral group.
● Use Pareto analysis to identify the 20 per cent of referral sources with
the potential to generate 80 per cent of the business.
● For the most important referral groups, identify the potential of indi-
vidual organizations (or individuals within them).
● Complete a relationship marketing network diagram (spidergram) to
identify current and desired emphasis.
● For those organizations where there is a mutual dependency, create a
referral balance sheet.
● For those organizations where networks are heavily asymmetrical, or
one-way, explore the use of incentives to develop and sustain that refer-
ral network.
● Develop a marketing plan aimed at referral markets.
● Develop an educational programme to educate all staff members in the
objectives of their plan and their role in it (internal marketing).
● Ensure a regular feedback and monitoring system of an appropriate
nature.
● Create a high visibility mechanism for publicizing success.
The influence market domain
It was noted in the introduction to this chapter that the influence
market domain has the broadest and most diverse range of con-
stituent groups. Further, influence markets vary considerably
according to the industry sector being addressed. For example, com-
panies involved in selling infrastructure services such as telecom-
munications or utilities will place governments and regulatory
bodies high on their list of important constituents within their influ-
ence market domain. Highly visible public listed companies may
place much of their attention on shareholders, financial analysts and
the financial and business press. Manufacturing companies and the
petrochemical sector may be especially concerned with environ-
mentalists and government. Figure 4.2 illustrates several of the
major groups within the influence market domain.
The relative importance of different groups within the influence
market domain will also vary at different points in time. For
example, a bank faced with fraud or illegal dealing may suddenly
have the press, regulatory bodies and the central bank brought to
the top of their influence market agenda. Recent examples of this
The referral and influence market domains 235