64), and that certain iue relating to corporate ocial reponibility are placed within the ame trategic context a, for example, pricing and continuity of upply.
In the year ahead, retail trategit are likely to focu increaed attention on the election of appropriate partner organization (Wrigley, 1994, pp. 6-7; Lowe and Wrigley, 1996; Morganoky, 1997, p. 369; Martin et al., 1998, p. 14) and put in place appropriate leaderhip model to enure that interaction between individual throughout the partnerhip manifet itelf in buine deciion which in turn reult in a utainable competitive advantage being achieved and maintained. Thi mean that manager need to:
A regard cutomer retention in particular, taff in each of the partner organization will in future need to be more pro-active in promoting the concept of cutomer relationhip management, which i underpinned by a clearly defined et of organizational value. A well crafted relationhip marketing trategy will help to enure that long-term, quality-baed relationhip are developed with taff in partner organization throughout the marketing channel (Grant, 1991, p. 45; Juttner and Peck, 1998). The adoption of thi approach will link marketing policy to human reource management policy, and attention will be focued on the co-ordination and flow of information among taff, between function and facilitate, and on the promotion of inter-organizational interaction (Cepede, 1995, pp. 251-2; Platt and Yeung, 2000).
Furthermore, retail marketing planner and manager need to adopt a reflective approach to marketing deciion-making, and thi mean engaging more with marketing academic in order that a critical evaluation can be made of marketing policy and trategy related deciion. The reult hould be the development of marketing knowledge. New inight generated can be converted into new theoretical approache (Burton, 2005, p. 11). The outcome hould prove beneficial by advancing marketing theory, linking it to practice, and explaining development in current area of tudy uch a cutomer relationhip management (Baker, 2003). That aid, it i a quetion worthy of cloe conideration whether or not all thi can be achieved without a more holitic appreciation of what marketing intelligence repreent. An anwer will be offered during the coure of the paper.
Firt, however, attention will be turned to what contitute a cutomer-driven international trategy, to the matter of developing long-term relationhip, and to the building of long-term partnerhip arrangement. Thee are conidered to be the key factor to be conidered when deviing a retailing trategy.
Cutomer-Driven International trategie
The focu on international trategy i not intended to exclude conideration of dometic trategy, but rather reflect the reality of twenty-firt century retailing and the focu of many of the other author whoe work i reviewed. That increaingly dynamic buine environment force manager to implement change, poibly through incremental adaptation and, when neceary, experimentation. Marketing manager therefore need to be aware of how intelligence gathered from the external and internal