Abstract
Based on the analysis of the strategic marketing approaches implemented by four firms selling projects and systems under the rule of competitive tendering, this article advocates that their marketing approaches depart both from mere reactive behaviours and from rigid strategic planning guidelines to projects opportunities. The strategic approach used by these firms can be conceptualized in a ten-stage process divided into two major phases: a general approach independent of a given project opportunity, and a project-specific approach. The general approach can be seen as an anticipatory process both at the technical and cognitive levels leading to the definition, by the supplier firm, of an overall core offering and to the establishment of a portfolio of project opportunities. The project specific approach can be seen as an adaptation process in which the supplier adjusts his/her overall offering according to project specificities.
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