ries ▁and ▁should ▁be ▁replaced ▁by ▁the ▁relationship ▁market ing ▁alternative ▁model ▁where ▁the ▁focus ▁is ▁on ▁customers , ▁relationships ▁and ▁interaction ▁over ▁time ▁rather ▁than ▁mark ets ▁and ▁products . ▁ ▁In ▁contrast , ▁relationship ▁market ing ▁is ▁cross - function al , ▁organ ised ▁around ▁processes ▁that ▁involve ▁all ▁aspects ▁of ▁an ▁organization . ▁In ▁fact , ▁some ▁comment ators ▁prefer ▁to ▁call ▁relationship ▁market ing ▁' rel ations hip ▁management ' ▁because ▁it ▁involves ▁much ▁more ▁than ▁that ▁which ▁is ▁included ▁in ▁normal ▁market ing . ▁ ▁Because ▁of ▁its ▁broad ▁scope , ▁relationship ▁market ing ▁can ▁be ▁effective ▁in ▁many ▁context s . ▁As ▁well ▁as ▁being ▁relevant ▁to ▁' for ▁profit ' ▁business es , ▁research ▁indicates ▁that ▁relationship ▁market ing ▁can ▁be ▁useful ▁for ▁organizations ▁in ▁the ▁volunt ary ▁sector ▁and ▁in ▁the ▁public ▁sector . ▁ ▁Martin ▁Christopher , ▁Ad rian ▁Pay ne ▁and ▁David ▁Ball ant y ne ▁at ▁the ▁C ran field ▁School ▁of ▁Management ▁claim ▁that ▁relationship ▁market ing ▁has ▁the ▁potential ▁to ▁for ge ▁a ▁synth esis ▁between ▁quality ▁management , ▁customer ▁service ▁management ▁and ▁market ing . ▁ ▁Appro aches ▁ ▁Sat isf action ▁Rel ations hip ▁market ing ▁re lies ▁on ▁the ▁communication ▁and ▁ac quisition ▁of ▁consumer ▁requirements ▁sole ly ▁from ▁existing ▁customers ▁in ▁a ▁mut ually ▁benef icial ▁exchange ▁usually ▁involving ▁permission ▁for ▁contact ▁by ▁the ▁customer ▁through ▁an ▁opt - in ▁system . ▁With ▁particular ▁relev ance ▁to ▁customer ▁satisfaction , ▁the ▁relative ▁price ▁and ▁quality ▁of