Essays on Management of Customer Relationships Case Study

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The paper "Management of Customer Relationships" is a great example of a Marketing Case Study. Polycore Composites Pty Limited is a company that manufactures and distributes the biggest variety of honeycomb core worldwide. The company is located along 11 Calendula Court Regency Downs, Brisbane City North in Australia. The company trades on the market as Polycore. It was established in two thousand and five and deals in the businesses that entail exporting, wholesaling and distribution. The company also manufactures and distributes the honeycomb cored panel products that are present in the world market today.

Some of the company’ s clients range from large marine manufacturing companies to small home builders. The company also has a new range of products that include housing and decorative panels that are light and waterproof (Bingham & Knowles 2008). The products are offered in an exotic and laminate timber finish. In addition to the new products, other existing products are fireproof honeycomb panels, composite convention honeycomb panels, caravan, and RV large fiberglass honeycomb panels. Others include marine status structural honeycombs, fiberglass cheap furniture honeycomb panels, and wood-laminated and fiberglass waterproof honeycomb panels.

Polycore is also involved in servicing construction industries, marine companies that deal with transport and RV and leisure markets. They supply these companies with the same products outlined above. Drivers of demand for Polycore Eight years since the company was started, Polycore has gradually emerged to cut its own niche in the industry as it has applied divergent marketing strategies that are unique and specific markets. The company products are attracting customers because they are marketed in a distinct way. The approach meets the needs of other businesses since the company is involved in a business-to-business type trading.

The company, however, understands that the consumers who use the products from companies that Polycore serves drive demand. Technically, demand for Polycore products is driven by the consumers that are indirectly served by Polycore (Donaldson and O'Toole 2007). Several factors drive the demand for Polycore products and the marketing department for the company understands them. The company has a strategic decision-making unit. The unit is complex as responsible managers and departments are specialized. The junior officers have their work outline cut out.

They are in charge of materials and supplies that have low risk and low value. When the company is in the process of acquiring new materials that are very important to the operations of the business then, a big team comprising of representatives from almost all the departments are involved. They also take a long time to make decisions because loses that result from such an exercise can deal with the Polycore are a big financial blow. This team includes experts who are outsourced. They come to give a specialised opinion and then leave the team once they accomplish their role.

The decision-making unit for Polycore can be said to be ephemeral. This dynamism has had a positive impact on the demand for Polycore products. When the company was started, its market was amorphous and kept on changing. This meant that their first consumers had different interests and motivations. The team that handled large supplies and products could easily work well because of the different people who had different abilities. The junior that handled low risk and low-value deals were in the best place to carry out such responsibilities because they had one-on-one contact with both the clients and suppliers.

At this point, it should be noted that the business levels for Polycore are export, wholesale, and distribution. A case in point would be analyzing the company’ s purchase processes. The company has subdivided these processes into four different categories. They are low risk, low value, high and high value.

References

Bingham, F. & Knowles, P. (2008). Business marketing. New York: McGraw-Hill. Block.

M. & Block, T. (2005). Business-to-business marketing. Ohio: Thomson Pub.

Brennan, R., Canning, L. & McDowell, R. (2011). Business-to business marketing. London: Sage.

Bruhn, M. (2003). Relationship marketing: Management of customer relationships. London: Prentice Hall.

Donaldson, B. & O'Toole, T. (2007). Strategic market relationships: From strategy to implementation. Chichester: John Wiley & Sons.

Dwyer, F., & Tanner, J. (2008). Business marketing: Connecting strategy, relationships, and learning. Boston: McGraw-Hill Irwin.

Ellis, N. (2011). Business-to-business marketing: Relationships, networks & strategies. Oxford: Oxford University Press.

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Little, E & Marandi, E. (2003). Relationship marketing management. London: Thompson.

Ford, D., Berthon, P. & Brown, S. (2002). The business-marketing course: Managing in complex networks. Chichester: John Wiley & Sons.

Vitale, R. & Giglierano, J. (2010). Business to business marketing: International. New Jersey: Pearson Education.

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Woodside, A. (2010). Organizational culture, business-to-business relationships, and inter- firm networks. Bingley: Emerald.

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