An empirical study is reported which attempts both to improve marketing practice
whilst developing key aspects of marketing and resource-based theory. The thesis
describes how firms can develop marketing competencies to exploit emerging online
marketing technology and business opportunities. In doing so, the thesis provides
empirical evidence that opens up what is widely acknowledged in the literature as "the
black box of resources". Specifically, it explores the way marketing competencies
develop as the result of investment in complementary marketing resources and
conscious management activity.
A literature review is presented which identifies generic marketing competencies and
how they are expressed across a continuum of three forms of marketing: transaction,
relationship and network. From this insight, the researcher develops a framework and
a set of tools that help managers identify their firms' current marketing competencies
and develop future marketing competencies needed to implement their marketing
strategies.
A co-operative inquiry research design is developed that permits managers to use and
develop further these frameworks and tools, improve their day-to-day practice and
contribute to academic literature and theory.
The experience of two sets of managers trying to develop their firms' online
marketing competencies through co-operative inquiry is presented. One inquiry is
with a highly successful dot. com and the other the UK division of a leading
automotive manufacturer. The findings from each are compared and the researcher
develops contributions to both theory and practice. The contributions confirm and
illuminate much of the extant, conceptually-grounded dynamic capabilities literature.
The major implication for marketing theory and practice is that online consumer
relationships can only develop incrementally along a continuum of marketing
competencies. Details as to how these marketing competencies develop and change
are discussed. Secondary contributions involve economics and the nature of co-
operative inquiry within a marketing context.
The validity of co-operative inquiry, and therefore of this research, is discussed in
detail. Limitations of the research and its future directions are discussed