Purpose The role of corporate culture in relationship marketing is significantly under‐researched, although there is evident consensus in the literature about the importance of this topic. The purpose of this paper is to present a model for the corporate culture of a relationship‐marketing‐oriented company. Design/methodology/approach A qualitative methodology involving 58 in‐depth interviews that were analysed and interpreted from a grounded theory standpoint was adopted in order to build a conceptual model. Findings The two key shared values required to successfully put relationship marketing into effect are client orientation and a high degree of concern for employees. Furthermore, another six shared values (trust, commitment, teamwork, innovation, flexibility, and results orientation) also seem to facilitate the development of a relationship marketing orientation. Research limitations/implications Although the research methodology is qualitative and does not allow statistical generalisation, the study provides valuable insights into the role of corporate culture in relationship marketing. Practical implications The paper offers a guide to the values that should be developed in order to be able to put a relationship marketing orientation successfully into effect. Originality/value The paper proposes a model for the corporate culture of a relationship‐ marketing‐oriented company.
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