Relationship Marketing : Creating Stakeholder ValueBy Christopher, M., Payne, A., and Ballantyne, D. 2002 Butterworth Heinemann: Oxford £19.99 [£23.55 inc p&p] Customer Relationship Management: Perspectives from the Market PlaceBy Knox, S., Maklan, S., Payne, A., Peppard J. and Ryals L. 2003 Butterworth Heinemann Oxford £30 [£34.64 inc p&p] Or add £6.66 postage if ordering both together. The authors of these books seek to deal with relationship management. Martin Christopher and his colleagues follow what has been identified as the Anglo-Australian school of thought, emphasising the integration of quality management, services marketing concepts and customer relationship economics. Their approach is differentiated from the Nordic school exemplified by Gronroos (founded on the interactive network theory of industrial marketing, service marketing concepts and customer relationship economics) and the American school (concentrating on the relationship between buyer and seller). Since the first edition of their book was published under a somewhat different title in 1988, there has been a growing recognition of the importance of the concepts, and this volume seeks to revisit the theme- the integration of quality, customer service, and marketing. This book covers relationship issues in some depth using a sound framework and interesting examples – though sadly there is little by way of specific examples of non-profit marketing. The whole text is authoritative and well annotated. The approach of Professor Payne and his colleagues might be said to be that of the American school of CRM. Their view of Customer Relations is grounded in five processes – strategy development, value creation, channel and media integration, information management and performance assessment. A chapter is devoted to each of these. A greater share of the available space is given to case studies, which can be read with interest. These include UK ones from financial services and property services (including mutuals). In neither book could one find the arts treated explicitly, none of the examples being arts –related. Although non-profits are dealt with, both texts are clearly written with large organisations in mind. Hence there is little or nothing directly relevant to most arts managers, or to those involved with small businesses or of an entrepreneurial frame of mind. Nevertheless, the principles set out can be applied by all managers, and it would be a dull mind that would be unable to learn useful lessons from these texts. I enjoyed them and recommend both. If I could choose only one it would be Martin Christopher’s on the grounds of the approach alone which I consider more satisfactory.
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