The value added by specific investments: a framework for managing relationships in the context of value networks

Abstract

PurposeEconomic theories applied to the study of buyer‐seller relationships draw to a large extent on the problems caused by specific investments. This contribution aims to develop a new perspective on specific investments that accounts for their value‐adding character and also to present a transaction‐centred definition of customer relationships.Design/methodology/approachThe contribution draws on a comparative review on literature on business networks and economic theories focused on industrial buying behaviour.FindingsProvides a transaction‐related definition of customer relationships in order to distinguish between different kinds of relationships and provides a framework to how relationship management is able to enhance marketing activities.Practical implicationsSpecific investments are a powerful tool for differentiating the market offerings of a company. One central implication is for managers to realise on which stage of the market arena such differentiation is likely to be successful: transaction, relationship, segment or value network. This is the starting‐point for investing in a relationship portfolio conducive for the value generation of the company.Originality/valueThe paper shows that the value potential generated by specific investments is not fulfilled in the realms of present marketing literature. Also it is the first contribution to present a framework capable of treating phenomena of customer relationship management, relationship marketing and network marketing on the same footing, while still respecting the original motivations of those approaches.