The most popular strategy in the current era is a relationship marketing strategy. This strategy is based on input obtained from the values contained within the customer (customer values). One way to know the customer values is through customer satisfaction surveys. Based on the results of this survey, we can determine what variables are causing customers are satisfied or not satisfied and know the needs, desires, and expectations of customers.
One of the important objectives of the customer satisfaction survey is to create a product or service that can deliver maximum benefits to the customer so that the company can produce products or services that can deliver maximum benefits to the customer so that the company can produce products or services that are able to create superior value to customer (superior customer values). To achieve this, the company must implement a relationship marketing strategy.
According to Cravens in Wangenheim and Bayon (2007: 9-10), relationship strategy occurs between suppliers, producers, distributors and customers. Relationship strategy objectives are to:
- Gaining access to the market,
- Increase the value of the products/services offered,
- Reducing the risk posed by changes,
- Overlap in areas of expertise,
- Obtain resources that are not owned by the company.
By fulfilling all these objectives, the company is expected to gain a competitive edge to gain access to technology, the expansion potential of its resources, improve productivity and quality as well as market penetration.
Model relationship strategy consists of two major parts, namely the relationship vertically and horizontally. Vertically relationship consists of two parts, namely the relationship with suppliers (both are products and services) as well as the relationship with the buyer (as an intermediary or final customer). While the horizontal relationship that is composed of two parts, namely the internal relations (relations between departments) and lateral relations (relationship with competitors, non-governmental organizations as well as governments).
Wangenheim and Bayon (2007: 17) classify the reasons for doing relationship strategy into three categories, namely:
- Opportunities to increase the value (value-enhancing opportunities due to the merger of the competence of two or more companies)
- Turbulence and diversity of the environment (Environmental turbulence and diversity)
- Skills and resource gaps (Skills and Resource Gap)
In a growing market today, improving the competence is needed to create superior value to customers. For example, the relationship between Compaq and Radio Shack’s stores can create excellence in the field of producers/service suppliers and retail brands. Customers can obtain Compaq products in retail stores owned Radio Shack’s easy while gaining a strong brand. The company carries out cooperation in the field of design and manufacturing in order to create superior value to customers.