Marketing pp 289-314 | Cite as

Managing marketing relationships

  • Malcolm McDonald
  • Martin Christopher
  • Margrit Bass


In Chapter 5 we saw that adding value through differentiation can be a powerful means of achieving a defensible advantage in the market place. The extent to which this can happen is maximized if value is added throughout the succession of supply relationships, or value chain. This is evident in the fact that logistics and wider supply chain issues have become key sources of competitive advantage. Increasingly, it is supply chains that are competing rather than individual organizations.


Marketing Coherence Expense Smoke Myopia 
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Further reading

  1. Levitt, T. (1960) ‘Marketing Myopia’, Harvard Business Review. July–August, pp. 45–60.Google Scholar
  2. Mattsson, L. (1997) Relationship marketing and the markets as networks approach–a comparative analysis of two evolving streams of research. Journal of Marketing Management, 13 pp. 447–61.CrossRefGoogle Scholar
  3. Christopher, M., Payne, A. and Ballantyne, D. (1991) Relationship Marketing, Butterworth-Heinemann, Oxford.Google Scholar
  4. McDonald, M. (2001) On the right track. Marketing Business (June).Google Scholar

Copyright information

© Malcolm McDonald and Martin Christopher 2003

Authors and Affiliations

  • Malcolm McDonald
  • Martin Christopher
  • Margrit Bass

There are no affiliations available

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