Marketing action in networks

Abstract

PurposeThe aim of this paper is to describe and explain how organizations develop and implement marketing action within their surrounding business networks.Design/methodology/approachThe paper is an empirical case study research that covered periods 1993 to 1998 and 2002 to 2003 in manufacturer‐retailer networks in Germany. A conceptual model is developed and its applicability is illustrated.FindingsThe paper finds that marketing action is seen as an inventive stream of finding and doing what is possible for each organization in its respective network. Whilst organizations react to events as they unfold, marketing action in networks takes the form of creating and exercising a number of options that best reflect organizations' strengths and their capacities derived from network membership.Research limitations/implicationsAlthough based on marketing episodes related to the development and introduction of new products in a manufacturer‐retailer network, the proposed model has far wider managerial implications. The efficiency of the model is achieved through the reduction into three generative stages of the complexity of marketing action in networks.Practical implicationsThe model is explained in some depth, and its practical implications explained via the case study.Originality/valueThe development of a model of marketing action in networks based upon a network/option view of business‐to‐business marketing.