Organizational transactions are handled along a continuum of the firm's customer relationships, ranging from relational and friendly to more adversarial and us-versus-them in demeanor. For top customers, the approach is almost always close and relational. In this article, we question this view and suggest that there is benefit from conditioning the firm's relationship development efforts on an understanding of the true value to be gained from partnering and increased closeness. We provide a framework with which managers can diagnose their current portfolio of relationships with key customers or suppliers and offer suggestions for action. We provide an empirical illustration of the typical distribution of responses among five regions of the framework and discuss its implications.

【書誌情報】

ページ数：11ページ

サイズ：A4

商品番号：HBSP-BH826

発行日：2017/7/1

登録日：2017/8/8