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Customer analysis for strategy development in industrial markets

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  • N. C. G. Campbell
  • M. T. Cunningham

Abstract

This paper reports on concepts and techniques which have been developed for analysing customers and used as an aid to assessing the strategic position of companies in industrial markets. The emphasis on supplier/customer relationships presented here derives from the interaction approach to marketing and purchasing strategy. Many industrial markets are highly concentrated, and many companies develop in conjunction with key customers in a symbiotic relationship, where strategy evolves as proposals made by either side are either accepted or rejected. To take account of this we propose a 3‐stage framework for analysing customers which builds on and transforms techniques traditionally used for an analysis of products. The purpose of the analysis is to improve the allocation of scarce marketing and technical resources, to reappraise the company's competitive position with different customer groups and to ensure that key relationships are managed effectively.

Suggested Citation

  • N. C. G. Campbell & M. T. Cunningham, 1983. "Customer analysis for strategy development in industrial markets," Strategic Management Journal, Wiley Blackwell, vol. 4(4), pages 369-380, October.
    • Handle: RePEc:bla:stratm:v:4:y:1983:i:4:p:369-380
    DOI: 10.1002/smj.4250040407
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    Cited by:

    1. Andrea Runfola & Simone Guercini & Gianluca Gregori & Andrea Perna, 2013. "Discontinuity in interaction. findings from two cases in the Italian context," MERCATI & COMPETITIVIT?, FrancoAngeli Editore, vol. 2013(1), pages 53-72.
    2. Kito, Tomomi & New, Steve & Reed-Tsochas, Felix, 2018. "Disentangling the complexity of supply relationship formations: Firm product diversification and product ubiquity in the Japanese car industry," International Journal of Production Economics, Elsevier, vol. 206(C), pages 159-168.
    3. Schubert, Sebastian, 2018. "Analysis and development of customer segmentation criteria and tools for SMEs," EconStor Theses, ZBW - Leibniz Information Centre for Economics, number 300253, September.
    4. Alcantara, Lailani & Mitsuhashi, Hitoshi & Hoshino, Yasuo, 2006. "Legitimacy in international joint ventures: It is still needed," Journal of International Management, Elsevier, vol. 12(4), pages 389-407, December.
    5. Ling-yee, Li & Ogunmokun, Gabriel O., 2001. "The influence of interfirm relational capabilities on export advantage and performance: an empirical analysis," International Business Review, Elsevier, vol. 10(4), pages 399-420, August.
    6. Terho, Harri & Halinen, Aino, 2007. "Customer portfolio analysis practices in different exchange contexts," Journal of Business Research, Elsevier, vol. 60(7), pages 720-730, July.
    7. McLoughlin, Damien & Horan, Conor, 2002. "Markets-as-networks: notes on a unique understanding," Journal of Business Research, Elsevier, vol. 55(7), pages 535-543, July.

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