Program and project managers becoming part-time marketers in Gummesson's relationship marketing networks model: Framework, implications, and operational strategies

Long-term relationships lead to repeat business; this is the premise behind RM. Conversely, program and project managers have long recognized their role as the single point-of-contact for a client. They may play out this role over many months during which long term relationships are developed. However, there is a gap in understanding why firms are using program and project managers as part-time marketers, or how they decide to do so. Finally, no studies have been done to determine whether this type of RM model produces satisfactory results.; This research studies the theory of relationship marketing (RM) and project management (PM) to gain an understanding of three research questions. First, why are firms utilizing program and project managers as part-time marketers as described in Gummesson's RM network model? Second, how are program and project managers fulfilling the responsibilities of a part-time marketer? Finally, are RM initiatives implemented under these scenarios producing the expected outcomes?; The research is based on qualitative case study methodologies, using a marketing research process in the aerospace industry. Action research was conducted to facilitate both practical applications and academic research. Semistructured in-depth interviews, documentation reviews, and observations were the data-collection vehicles. Participants were program and project professionals from the firm, its clients, its suppliers, and other internal and external stakeholders in the program/project network. A rigorous analysis of the data was conducted using a five-step qualitative approach.; The results suggest firms and participants of its RM network all benefit from program and project management driven RM initiatives. Firms are asking program and project managers to establish and develop relationships with its clients because program and project managers have the experience, knowledge, and skills necessary to successfully implement RM initiatives. Program and project managers are using both hard and soft project management skills to make RM operational. Further, program and project managers implements RM in a network consisting of the clients, the firm, and the firm's suppliers. Lastly, RM initiatives led by program and project managers are producing expected return of RM such as repeat business, increased market share, customer satisfaction, and return on investments. The findings support Gummesson's RM network model, provide insights for commercial RM applications, and increase the general knowledge of RM and project management.