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1Relationshipmarketingandservicemarketing:convergencepointofCultureDepartmentofvaluecreationABSTRACTUsingtherelationshipparadigmasatheoreticalframework,amanagementmodelforculturalservices(relationshipmarketingofculturalorganizations)isproposed,whatisanunprecedentedcontributioninthemarketingfield.Bycombiningtwoconvergentperspectives–asrelationshipmarketingandservicesmarketing–,themodelisstructuredonthebasisoftwolargetypesofrelationshipsinthemanagementofaculturalorganization:instrumentalrelationshipsandgrouprelationships.Thepaperisanin-depthstudyofrelationshipsregardingperformingartsaudience.Atheoretical/empiricalapproachwasapplied,includingfacetofaceinterviewsto1005performingartsconsumersandtelephoneinterviewstoasampleof2005individualsinSpain.Keywords:Culturalmarketingerformingartsservicesrelationshipmarketing1.INTRODUCTION:Themostrecentliteratureonmarketingmanagementisdemonstratingarevolutionarychangeinbothformandcontent,which,undoubtedly,willresultinseveralresearchprojectsintheshorttermaimedatsheddingsomelightonthisdilemma.Traditionalmanagementmodelsandparadigmsdonotadapttotherequirementsofnewproducts,astherearemoreandmoreexceptionsandquestionsonthemodelsdevelopedsofar(LovelockandGummesson,2004;VargoandLush,2004).Inthiscomplexcontext,thispaperaimstomakeanin-depthstudyofthefieldofculturalservicesmanagementbyusingtwoconcurrentperspectives–relationshipmarketingandservicesmarketing–,inordertocontributetothedevelopmentofthenewmarketingdomain:culturalmarketing(Kotler,2005).Thisisafieldstillinitsdevelopmentphase,buthasprobablyfound,withthesenewtrends,therightmomenttogrowanddevelopmanagementstructuresandmodelsthatmeetitsparticularrequirements.Fromtheverybeginning,contributionsmadetotheculturalsectorbythemarketingdisciplinehavebeenverydiverse.However,althoughtheyseemtohavecometoaconsensus2inthescientificworldabouttheideathatthemanagementofculturalidentitiespresentssuchspecialcharacteristicsthatmakeitconsiderablydifferent(VossandVoss,2000;Colbert,2001;JohnsonandGarbarino,2001;ArtsCouncilofEngland,2003;KotlerandScheff,1997).Contributionsfromthemarketingmanagementareastilldonotsufficetoconstructaknowledgebasethatissolidenoughtocreateatheoreticalmanagementframeworksimilartotheoneotherdisciplineswithmoretraditioninmarketingresearchhave.Inthiscontext,itisstatedthattherelationshipmarketingparadigmoffersasuitableframeworkfortheimplementationofculturalmanagementandthisresearchstudyhasfocusedontheperformingartsservicessector,asconsideringthatitisoneofthemostforgottensectorsbyscientificresearchersofmanagement.Furthermore,thedecreasingconsumptionofthisartforminEuropegoesagainstthetrendiftakingintoaccountthattimeandmoneyinvestedinleisureactivitieshasnotstoppedgrowingwithcountries’economicdevelopment.Inviewofthissituation,questionsasfollowingarerequired:whatisthereasonforthislossofcompetitiveadvantage?,whatisbeingdonewrongtobelosingimpactinamarket,which,intheory,isbecomingmoreandmoreinclinedtoconsumeleisureactivities,suchastheperformingarts?,whichagentsareresponsiblefortheresults?,whichagentsareaffectedbytheresults?,whatcanbedonetoimprovethis?Thesequestionsarethebasisforcarryingoutthisresearchstudy.2.RELATIONSHIPMARKETING,SERVICESMARKETINGANDCULTURALMARKETINGASTHREECONVERGENTPERSPECTIVES:Relationshipmarketinghasbecomeoneofthemostimportantcontributionsinthedevelopmentofmodernmarketingscience(PayneandHolt,2001),andithasgeneratedarecognisedinterestinthefieldofscientificresearch.Whatismore,intheopinionofnumerousauthors,ithasevenbeenseenasanewparadigm(Gummesson,1999;Pecketal.,1999;Webster,1992;ShethandParvatiyar,2000;KothandaramanandWilson,2000).WiththeconceptbyGummesson(2002)on“relationshipmarketingisinteractionsinnetworksofrelationships”asastartingpoint,themanagementofaculturalorganizationisunderstoodasbeingnecessarilydeterminedbyamultitudeofagentsinthemarket,beincludedintheorganization’splanningprocess,sincethevalueofthefinalproductisgoingtodependonthemtoalargeextent.Theroleoftheinterestgroupsintheplanningprocessoftheorganizationsisoneoftheleastcultivatedareasofrelationshipmarketing(Henning-ThurauandHansen,2000).PayneandHolt(2001)explicitlyrefertothisdeficiency:“understandinglong-termrelationshipswithbothcustomersandotherstakeholder3groupshasbeenneglectedinthemainstreammarketingliterature;managingtheorganization’sinternalandexternalrelationshipsneedstobecomeacentralactivity;thiscentralactivityisrelationshipmarketing”.Wearefaced,therefore,withanewscenarioinwhichone-to-onemarketinghasgivenwaytomany-to-manymarketing(Gummesson,2004);inotherwords,planningrelationshipswithindividualshasevolvedtoplanningrelationshipswithcollectives,withinteractionnetworks.Ontheotherhand,eitherwhencontributionsinthefieldofculturalmarketingdonotrecordenoughstandardizationorvolumetobegroupedintrendsorschools,theydoshareavalue:theimportanceofrelationshipsintheirmanagement.Contributionsmadeinthisareaareverydiverse,inmostcasesfocusingonrelationshipswithcustomers(relationshipswiththeperformingartsaudience).GarbarinoandJohnson(1999)usethestageofanoff-Broadwaythe