Who Do We Want Relationships With? Reflections on CRM in Service Organisations

Customer Relationship Management (CRM) teaches us that not every organisation requires—or even benefits from—a deep, long-term relationship with its customers. Some interactions are best kept transactional, while others thrive on mutual investment and trust. Drawing from Buttle and Maklan’s insights on relationship quality, commitment, and engagement, I’ve reflected on five types of service organisations I’d want to have a relationship with—and five I wouldn’t.

✅ Five Service Organisations I’d Want a Relationship With

  1. Bank or Financial Institution
    These services involve recurring interactions, trust, and sensitive data. A strong relationship ensures tailored financial advice, loyalty rewards, and confidence in security. Trust and commitment here are vital (Morgan & Hunt, 1994).

  2. Healthcare Provider or Clinic
    Consistency, trust, and data continuity matter immensely. A relationship with a healthcare provider leads to better care outcomes, faster service, and a sense of security—important relational benefits (Buttle & Maklan, 2019).

  3. Airline or Travel Booking Platform
    As a frequent traveler, I value loyalty programs, faster service, and personalized offers. The more I engage, the more benefits I receive—highlighting the value of relationship development and lifecycle management.

  4. Mobile Network or Internet Provider
    Long-term contracts and critical service delivery make relationship quality important. A committed relationship helps me secure better packages, faster resolution of issues, and customized add-ons.

  5. Streaming Service (e.g. Netflix, Spotify)
    These services use CRM to tailor recommendations and content. Engagement feels rewarding because the system learns my preferences and creates value—enhancing satisfaction and retention.

❌ Five Service Organisations I Wouldn’t Want a Relationship With

  1. Taxi or Ride-Hailing Services
    I use them infrequently and don't require emotional or ongoing involvement. I expect reliability and safety, but a transactional model works fine—relationship commitment is unnecessary.

  2. Fast-Food Chains
    While loyalty cards exist, my visits are irregular and largely convenience-driven. I don’t seek engagement or emotional investment; a simple, fast transaction suffices.

  3. Movie Theatres
    As someone who rarely visits in-person cinemas, I don’t see a need for relationship marketing. A good booking experience is enough, without the need for personalised engagement.

  4. Courier or Postal Services
    Unless I’m a business with regular deliveries, I typically use these only when necessary. I value speed and reliability, but I don’t seek a relationship—performance > engagement.

  5. Utility Providers (Water, Electricity)
    Though essential, these are low-engagement services. My main concerns are reliability and affordability. CRM efforts often feel unnecessary and even intrusive in this context.

Conclusion: Matching Relationship Depth to Customer Needs

As Buttle and Maklan (2019) explain, CRM should not be universally applied. Organisations must assess whether the benefits of relationship marketing outweigh its costs. For high-involvement, trust-intensive services, CRM creates real value. But for others, simplicity, speed, and transactional clarity win. The key is understanding when a relationship enhances the customer experience—and when it just gets in the way.

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