Barriers for effective International Relationship Marketing in Emerging Markets

Many previous studies highlighted the importance of the relational aspects in firms' internationalization processes to increase organizational performance. However, critical aspects of International Relationship Marketing in Emerging Markets (IRMEM) are not yet fully investigated. Many internationalized companies still have difficulties in managing relationships with distant stakeholders, with different values and cultures. The purpose of this paper is to explore knots, difficulties, barriers, that are restraining potential relationship capabilities of companies. Then, a deep understanding of the causes of those weaknesses may be helpful to suggest how to react to critical situations. The first research phase, an exploratory CAWI survey, was conducted to understand emerging market relationship orientations in a particular industry: kitchen furniture industry is global, characterized by high levels of customization and service in global markets, where intangible aspects of relationships are always considered fundamentals. All members of the main Italian furniture association (56 companies) have been invited to fulfill a questionnaire, with a 70% response rate. A second qualitative research phase relied upon in-depth interviews, with twelve top managers from eight companies of the first sample (digitally recorded and transcribed). Interpreting overall data with cross-case and cause-related effect analysis applying Ishikawa’s fishbone technique, a useful tool for identifying barriers to success, this research suggests some IRMEM theoretical drivers. Research findings highlight main knots to effective international relationship marketing, in particular in emerging markets, and connect those barriers to potential causes. A clear identification of cause-related effects can drive practitioners to improve their relationship skills and avoid critical problems