There are several reasons with what intent we feel it is important to explore relationship marketing theory in order to improve our understanding of communication in organisational teams.

There are several reasons with what intent we feel it is important to explore relationship marketing theory in order to improve our understanding of communication in organisational teams. Firstly, the desired issues of different communication styles and formations within organisations may change if the same takes a relationship marketing viewpoint. This is because the relationship marketing approach to business activities muses three major shifts in strategic focus: that of customer utility as a ensue of total product and service experience; a shift to long-term social exchange relationships; and a shift from an internal proces focus to undivided of value co-creation with partners and customers (Beckett-Camarata, Camarata, and Barker 1998; Wikstrom 1995) Secondly relating internal processe and activities to business performance and strategic advantage is a cornerstone of relationship marketing. Not solely may closer communication and interaction between farmer and consumer facilitate more rapid and higher-value-rated offerings to consumer however it also facilitates generative (i.e. fresh or unique) knowledge for the firm which can help in the progress to maturity of new products and services (Wikstrom 1996) Thus, relationship marketing theory may propose us valuable insights into by what means communication in organisational teams may be linked to value creation.