ABSTRACT
Coaching was one of the power/knowledge practices used to work the subject position of proactivity, generated by service quality measurement, into the employees and, in particular, the FLEs at the FI. Relationship marketing-the topic of this chapter-was the other regime of power/knowledge drawn on at the FI to make the FLEs more proactive. The present chapter opens with a conceptual power/knowledge analysis relating academic articulations of relationship marketing discourse to the notions of disciplinary and pastoral power. The conceptual analysis suggests that proactivity has been promoted as a managerial rationality by research into relationship marketing. In the next two sections, I return to the case of the FI, focusing on how relationship marketing has contributed toward making the subjectivity of the FLEs more proactive. The fi rst of these two sections focuses on a relationship marketing project at the FI which involved the FLEs. The analysis especially focuses on how this project contributed toward making some of the FLEs more proactive by means of the pastoral power it fostered. The next section is devoted to analyzing how the disciplinary power of relationship marketing IT systems order the work and subjectivity of the FLEs. The chapter ends with a summary of the major conclusions which paves the way for a more general discussion concerning the contributions made by the book in the concluding chapter.
