Traditional & Relationship Marketing can coexist: The BGH-Motorola research case study 1991-1995

Abstract

This is the case study of a turn around of managerial practices within a division of a large Argentine company, during 1994/5. The division goes: from a reactive to a proactive attitude, from an unstructured sales policy to an organized and planed marketing activity, and from just selling radios to selling added value to their clients: the dealers. The result was that by 1995 the turnover went from 3 million dollars a year to 6 million dollars. This case study allows us to see the importance of working simultaneously with the direct clients (the dealers) on a relationship marketing basis and with the indirect clients (the end users) following a traditional marketing approach Thus, showing us that not only both approaches may co-exist but also that in many cases they need to.