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Aim: The aim of this study is to investigate the sport consumers´ attitudes towards relationship marketing. We want to investigate whether the consumers are relationship oriented or transaction oriented and whether different segments differ in their orientation. Method: A quantitative study was made and the data was collected using a likert scale questionnaire which consisted of statements to which the respondent answered to which degree he/she agreed or did not agree. The data collected was analyzed in SPSS using a bivariate correlations analysis and a factor analysis. Findings: Our findings shows that most sport consumers tend to be relationship oriented and have a positive attitude towards the different relationship activities that they can come in contact with during a hockey game. There are however sports consumers who tends to have a transaction orientation and in their decision process the price is the most important aspect. We also find evidence that there are both consumers with a passive relationship orientation and with an active relationship orientation. Contribution: Regarding practical implications sports organizations should be aware that they have customers of both kinds of orientation and therefore it is important to interact with the relationship oriented customers. They appreciate the interaction with the organization and this can be used by the organization in order to further develop their relationships with the customers. On the other hand the transaction oriented prefers not to be engaged into the same kind of interaction, for them the prices are more important so working with pricing strategies towards transaction oriented customers is what we would suggest. Regarding the theoretical contributions this study provides results regarding the consumers’ perspective and attitudes towards relationship marketing in Sweden which has been neglected in theories. We provide evidence within the limits of the study that a big part of sport consumers tend to be relationship oriented but also that there is a segment that rather tend to be transaction oriented. Future research: We suggest that future research could be conducted within this topic. Studies investigating the same topic in other geographical regions and in other sports are encouraged in order to further increase the generalizability. It would also be interesting to see a study that focuses on investigating if there are certain segments that can be detected that tend to be transaction oriented rather than relationship oriented. We also suggest studies being done on the topic of pricing and what kind of pricing strategies that would be beneficial for Swedish sports organizations.   Keywords: Relationship marketing, Customer relationship management, consumer attitudes, Service marketing.

This study’s aim is to examine how companies integrate their multiple CRM channels to enhance the relationships with the customers. A qualitative method was used and the collection of data was conducted from eleven interviews. The interviews were semi-structured with open-ended questions. The theory is written in three main themes; customer relationship management, channels of communication and multichannel integration. Empirical findings and the analysis also follows these themes. The study is ending with conclusions. What is affecting companies channel selection depends on what message companies want to send, but also whether if it is existing or new potential customers’ that are targeted. The geographical factor also influences the channel selection. Channel decision further depends on the size of the companies, if it is business to business or business to consumer and what kind of product the company is selling. More complex products require more personal interactions. How to successfully implement a multichannel integration strongly depends on the quality of data, an organizational common interpretation of customer relationship management, integration of information from all departments and that the company has an easy, yet powerful system for the accessible data. This study helps to give an understanding of how the multichannel integration is done in a business to business company with complex products. The study can be applied on other companies using a multichannel integration. It can help managers to understand the importance of the multichannel integration, how to succeed and other important factors for a successful multichannel integration. It also contributes to an understanding of the critical factors of the multichannel integration.  A framework with an alternative model of multichannel integration is presented. The study also presented that the process of multichannel integration is of great importance and emphasized by a leading company in the field of customer relationship management. This study therefore has succeeded in giving an easy, more powerful and greater picture of the multichannel integration, which is an important determined factor for building customer relationships. A figure (figure 10) is provided for other companies to use that are business to business with complex products. This study is a case study with a qualitative research approach, the studied company is a business to business company with complex products. The study is made from the company’s perspective. Future research can be conducted by studying multichannel integration from the customers’ perspective instead of the company’s perspective. The study could have been conducted on more than one company to compare the results, or on a business to consumer company instead of a business to business company. Studies on multichannel integration can also be interesting regarding companies that are selling less complicated products. Finally, studies can be conducted regarding the “information overflow” from social media.

[pt] Nos últimos anos, testemunhamos uma explosão do mundo eletrônico - uma explosão que também é uma amostra de como os negócios irão ocorrer no futuro. As cadeias de suprimento estão sendo repensadas, os produtos e serviços reconfigurados e os modelos de negócios revistos. No entanto, enquanto os negócios eletrônicos e a Internet estão virando tudo de cabeça para baixo, um componente básico de negócios permanece constante: o relacionamento entre o fornecedor e o consumidor permanece (e sempre permanecerá) a base de construção para qualquer transação de negócios. Nesse sentido várias organizações vêm adotando estratégias de gerenciamento do relacionamento com o cliente ou Customer Relationship Management - CRM. O presente trabalho investiga os aspectos críticos relacionados à adoção de estratégia de CRM, partindo de uma pesquisa bibliográfica e do exame de casos de empresas nacionais. Este trabalho propõe uma classificação dos aspectos críticos observados segundo o impacto que causam na organização. A proposição apresentada classifica os aspectos críticos segundo os impactos causados nos processos, na tecnologia, na estratégia, na ética e na cultura da organização. / [en] In the last years, we testify an explosion of the electronic world - an explosion that also is a sample of as the businesses will go to occur in the future. The suppliment chains are being rethink, the reviewed products and reconfigured services and business-oriented models. However, while the electronic businesses and the InterNet are turning all upside-down one, a basic component business- oriented remains constant: the relationship between the supplier and the consumer remains (and always it will remain) the foundation for any transaction business- oriented. In this direction some organizations come adopting strategies of management of the relationship with the customer or Customer Relationship Management - CRM. The present work investigates the critical aspects related to the adoption of CRM strategy, leaving of a bibliographical research and the examination of cases of national companies. This work according to considers a classification of the critical aspects observed impact that they cause in the organization. The presented proposal classifies the critical aspects according to impacts caused in the processes, the technology, the strategy, the ethics and the culture of the organization.