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In order to create, stabilize, intensify and possibly also reactivate relationships with foremost customers, in other words to operate well on the outside and make the service encounters with the customers work as well as possible, an organization needs to function seamlessly in the inside. This has been called different names by different authors, but they do seem to mean the same thing; the role of the staff on an organization is highlighted in RM. Grönroos (1990, 138) writes about ’nonconsumer partnerships’ referring to the relationships an organization has, for example, with its staff. Gummesson (1987, 16) then again talks about the staff as ‘part-time marketers’. He means that everyone in an organization does marketing, no matter what the job description holds, as they are in direct contact with the customers affecting the way customers experience the entire organization. Berry (1995, 242) talks about a means-end logic, according to which, an organization must establish relationships with their staff, (means) in order to establish relationships with customers (end). Rentschler and Gilmore (2002) also talk about the importance of staff-visitor interaction in the communication of a museum and its story. Benefits of RM RM covers all of the relationships that an organization holds; for example with suppliers, employees, regulators and buyers, yet the focus in RM is on customer relationships (Bendapudi & Berry, 1997). In order to build and maintain relationships with the customers, it is crucial to understand the different benefits a customer, and on the other hand the organization, might gain from RM. The customers’ benefits from RM, however, are far less researched than those of an organization. Berry (1995) and Bendapudi and Berry (1997) argue that social benefits and reducing risks are the main motivations for RM for customers. RM also offers customers customized service delivery and a proactive service attitude to help diminish perceived risks (Berry, 1995). For organizations, the benefits of RM highlight improving the service processes, and so doing, satisfying customers. Also the economical reasons are widely talked about: it is less expensive to hold on to an existing customer than it is to create a new relationship from the beginning (Bendapudi & Berry 1997; Berry 1995). These benefits are now further investigated, after which the risks of RM are briefly examined. Benefit 1) Dependence and trust for reducing risks Relationships are always complex, interdependent, and multidimensional (informal, social, financial, legal and so on). This is why willingness to participate in a relationship is the first 29
step to creating a relationship. Willingness, then again, requires trust, shared values, intimacy, and mutual goals. (Mitussis et al., 2006). Bendapudi and Berry (1997) divide the motivations of customers to maintaining a relationship with an organization in two rather extreme categories that, however, are not mutually exclusive: dedication-based and constraint-based relationship maintenance. According to the dedication-based maintenance, a customer wants to maintain the relationship, whereas in the constraint-based approach a customer might feel they have no other choice than to stay in the relationship (Bendapudi & Berry 1997). Bendapudi and Berry (1997) propose that the constraints only determine whether the relationship will remain or not, as opposed to dedication that determines whether the relationship will in fact grow. Roberts et al. (2003), talk about commitment, customers, as well as employees, commit to an organization if they feel satisfied with the service received. An interesting feature about social media is that the customers self-imposedly “like” an organization. They have no obligations to the organizations, but rather they express their interest freely. This is what makes the relationship dedication-based on their side. As relationships are complicated, and services ambiguous, trust is a crucial part of building any relationships (Roberts et al., 2003; Fournier, 1998; Berry 1995). Trust, in a way, is the opposite of perceived risks in relationships, thus it could be said that the idea – for a customer – of RM is to diminish the perceived risks by building trust. Consequently, it is ambiguous whether a relationship is considered positive or negative by a customer, as the result seems to depend on dependence and trust; whether the lack of them or their presence. Trust and dependence are influenced by, for example, the quality of the partner, social aspects, and interaction (Bendapudi & Berry 1997). Trust can be created even in a changing environment, such as social media, by communicating to the customers what is going to happen next, helping them to prepare for the change. The interest in maintaining a relationship is greatly affected by the (perceived) expertise and similarity of the partner, as well as the relationship specific investments the parties are making (mainly time and effort). The way an organization manages their expertise can affect the way customers perceive them. An organization needs to reassure the customer that they are the experts, but if the gap between the expertise of the organization and that of the customer becomes too wide, the customer will most likely feel vulnerable instead of being reassured. 30
Page 1 and 2: Is there more to it than posting a
Page 3 and 4: Tiivistelmä Tämä tutkimus osalli
Page 5 and 6: 5 FINDINGS OF THE RESEARCH ........
Page 7 and 8: 1 INTRODUCTION “Winning and keepi
Page 9 and 10: museums, are expected to outperform
Page 11 and 12: 1.1 Research questions and structur
Page 13 and 14: & Levy (1969) defined it, it is jus
Page 15 and 16: profit, and governmental. Each of t
Page 17 and 18: and the consumer of a service are t
Page 19 and 20: 3 THEORY: RELATIONSHIP WITH THE CUS
Page 21 and 22: 3.2.1 A mindset for customer relati
Page 23 and 24: depends on the customer and industr
Page 25 and 26: to understand in service organizati
Page 27 and 28: fact that a service is created at t
Page 29: RM, however, is not a new phenomeno
Page 33 and 34: 25). When the clientele of an organ
Page 35 and 36: all problems, for example, also in
Page 37 and 38: Traditionally customers have seen t
Page 39 and 40: entire process of co-creation of va
Page 41 and 42: messages received by the customers
Page 43 and 44: confused with the technology behind
Page 45 and 46: engage with the organization in soc
Page 47 and 48: media in an organization, and thus
Page 49 and 50: 3.5.1 Social media applications Soc
Page 51 and 52: & Leighton 2011). Kozinets et al. (
Page 53 and 54: approximately 30 percent of the use
Page 55 and 56: developed for the function of filte
Page 57 and 58: important, what will it give to the
Page 59 and 60: 4 METHODOLOGY In order to find out
Page 61 and 62: interviews, instead of unstructured
Page 63 and 64: The methods used for data collectio
Page 65 and 66: with regard to the number of organi
Page 67 and 68: collections, the museums spent 2,8
Page 69 and 70: using the internet, but also they a
Page 71 and 72: Registered as a user in a social ne
Page 73 and 74: does what, at least almost on case
Page 75 and 76: wise to consider the style of writi
Page 77 and 78: there is or how to behave, or what
Page 79 and 80: Even though a few museums seemed to
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…There, in the online world a mus
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sized museum had, not only customer
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We don’t know whether people from
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Yes, you could day the experience i
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inquired on whether different conte
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6 DISCUSSION In this chapter the fi
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Another concern the museums pointed
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utilization, would be clear to them
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7 CONCLUSIONS In this chapter a dis
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that even when people do arrive int
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large-scale interactions with exter
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8 REFERENCES Alasuutari, P. Laadull
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Conway Tony & Debra Leighton. ”Co
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Grönroos Christian. ”Service Qua
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McDaniel Clay. ”3 Key Metrics To
Page 111 and 112:
Passebois Juliette & Philippe Aurie
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Sorav Jain. ”40 Most Popular Soci
Page 115 and 116:
APPENDIX 1: List of Finnish art mus
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