N14176

Market Relationships: A Strategic Approach

2017-18
15 Credits, Level 4, Semester 2

Details of Module Convenor and Teaching Staff

Module Convenor
Dr. Linda D. Peters
Location: B78, North
Email Address: Linda.Peters@nottingham.ac.uk
Telephone No.: 0115 8466098
Availability Statement: Dr Peters is available to meet students on demand, if not
otherwise engaged or away from the office. If she is not available, please make
an appointment by email.

Teaching Staff
Dr. Zsofia Toth
Location: B34c, North
Email Address: Zsofia.Toth@nottingham.ac.uk
Telephone No.: 0115 8466192
Availability Statement: Dr Toth is available to meet students on demand, if not otherwise
engaged or away from the office. If she is not available, please make an
appointment by email.

Details of External Examiner

Name: Professor Nick Ellis
Position: Professor of Marketing
Institution: Durham University

Contact Hours
10 x 3 hour lectures

Breakdown of Student Learning Hours

A 15-credit course normally requires 150 student work hours. This is seen as an
average and it may be that individuals may wish or may need to devote more time to
aspects of their work. As a rough guide, you might expect to allocate your work time for
this course as follows:

 Lecture Sessions 30 hours

 Lecture session Preparation
(required and some recommended
reading and exercise preparation) 80 hours
 Assessment 40 hours

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Method and Criteria of Assessment
One 2 hour exam (50%)
One 3,000 word group CW (50%)

Lecture Timetable Slot and Location

Date Topic Required Reading

and
Time
Session What is a Market? A Ellis Ch. 1
1 service ecosystem Or
LDP approach to Brennan Ch. 1
understanding markets And
Vargo, S. L. and Lusch, R. F.
(2016), Institutions and axioms:
an extension and update of
service-dominant logic, Journal of
the Academy of Marketing Science,
44:5–23

Session Organisational buying Ellis Ch. 2 and 10

2 behaviour and market Or
LDP structures Brennan Ch. 2 and 12

Session How do markets work? Ellis Ch. 3

3 Creating and shaping new Or
LDP markets and maintaining Brennan Ch. 3
market dynamics. And
Furrer, O., 2010. 29 A customer
relationship typology of product
services strategies. The Handbook
of Innovation and Services

Session Market relations and Ellis Ch. 4

4 sustainable competitive Or
ZT advantage Brennan Ch. 11

Session Forming business Ellis Ch. 5

5 networks: business Or
ZT network partnership Brennan Ch. 11
attraction

Session Business-to-Business Ellis Ch. 6

6 marketing strategies Or
LDP Brennan Ch. 4, 5 & 6

Session Branding and building Ellis Ch. 7

7 loyalty, value, and co- Or
ZT creation in network Brennan Ch. 7
partnerships

Session Innovation in business Ellis Ch. 8 & 9

8 networks Or
ZT Brennan Ch. 10

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 Session Strategic Market Ellis Ch. 11
9 Relations in the Digital Or
ZT World Brennan Ch. 8

Session Managing business Ellis Ch. 12

10 networks: Or
LDP communication, Brennan Ch. 8 and 9
coordination and learning
in business networks

Details of each session

Session 1: What is a Market? A service ecosystem approach to understanding

markets

We examine the argument that marketing produces markets and that marketing
practices and theories play a significant role in the production of markets. We explore
the view that markets are systems, specifically service ecosystems, which are relatively
self-contained and self-adjusting systems of resource integrating actors connected by
shared institutional logics and mutual value creation through service exchange.

Required Reading: Ellis Ch. 1 or Brennan Ch. 1 and

Vargo, S. L. and Lusch, R. F. (2016), Institutions and axioms: an extension and

update of service-dominant logic, Journal of the Academy of Marketing
Science, 44:5–23

Suggested Further Reading:

Taillard, M., Peters, L., Pels, J. and Mele, C. (2016). “The Role of shared
intentions in the emergence of service ecosystems”, Journal of Business
Research Forthcoming.
Vargo, S. L. and Lusch, R. F. (2011), “It's all B2B…and beyond: Toward a systems
perspective of the market”, Industrial Marketing Management, 40: 181-
187.
Webster, F. and Lusch, R. (2011), “A Stakeholder-Unifying, Cocreation Philosophy
for Marketing”, Journal of Macromarketing, 31(2) 129-134

Session 2: Organisational buying behaviour and market structures

We examine the types of organisational buyer and their buying needs. The influence of
macro and micro factors on organisational decision making are considered, as are differing
types of market structures on buying processes.

Required Reading: Ellis Ch. 2 and 10 or Brennan Ch. 2 and 12

Suggested Further Reading:

McFarland, R.G., Rode, J.C., and Shermani, T.A. (2016) A contingency model of
emotional intelligence in professional selling, Journal of the Academy of
Marketing Science, 44 (1): 108-118.
Sharma, A., Iyer, G., Mehrotra, A. and Krishnan, R. (2010), “Sustainability and
business-to-business marketing: A framework and implications”, Industrial
Marketing Management, 39: 330–341.

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 Solberg, C.A. (2008), “Product Complexity and Cultural Distance Effects on
Managing International Distributor Relationships: A Contingency
Approach”, Journal of International Marketing, 16. (3)

Pre-session Preparation:
Sy.med Development case study; Task 1

Session 3: How do markets work? Creating and shaping new markets and
maintaining market dynamics.

We examine why partnerships and alliances form between organisations. Market

transactions and relational exchanges are contrasted, and the role of relationship
dynamics (such as power and dependence, commitment, and mutual benefits) is
considered. We also look at some of the reasons why inter-organisational relationships
may fail.

Required Reading: Ellis Ch. 3 or Brennan Ch. 3 and Furrer, O., 2010. 29 A customer
relationship typology of product services strategies. The Handbook of Innovation and
Services

Suggested Further Reading:

Frow, P. and Payne, A. (2011),"A stakeholder perspective of the value proposition

concept", European Journal of Marketing, 45 (1) pp. 223 – 240
Kjellberg, H. and Helgesson, C. (2006). Multiple versions of markets: Multiplicity
and performativity in market practice, Industrial Marketing Management
35: 839–855.
Peters, Linda D., Gassenheimer, Jule B., and Johnston, Wesley J. (2009).
Marketing and the Structuration of Organisational Learning, Marketing
Theory, 9 (3), pp. 341-368.
Pressey, Andrew D. and Mathews, Brian P. (2003) “Jumped, Pushed or Forgotten?
Approaches to Dissolution”, Journal of Marketing Management, 19 (1/2),
131-155.
Pressey, A.D., Vanharanta, M. and Gilchrist, A. (2014) Towards a typology of
collusive industrial networks: Dark and shadow networks, Industrial
Marketing Management, 43: 1435-1450.
Pressey, A.D. and Vanharanta, M. (2016) Dark Network Tensions and illicit
forbearance: exploring paradox and instability in illegal cartels, Industrial
Marketing Management, 55: 35-49.

Pre-session Preparation:
Sy.med Development case study; Task 2

Session 4: Market relations and sustainable competitive advantage

We explore how upstream suppliers, downstream distribution channels, and

intermediaries contribute to sustainable competitive advantage.

Required Reading: Ellis Ch. 4 or Brennan Ch. 11

Suggested Further Reading:

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 Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and
sources of interorganisational competitive advantage. Academy of
Management Review, 23(4), 660-679.

Pre-session Preparation:
Read the material about the Simulation Exercise.

Session 5: Forming business networks: business network partnership attraction

The network perspective is compared and contrasted with the supply chain and
marketing channel concepts and is used to capture the interconnectedness of business
interactions. We look at the value of a stakeholder perspective and the embeddedness of
firms within networks. We examine how and why firms are attracted to each other to
form networks, and the role of characteristics such as trust in their formation.

Required Reading: Ellis Ch. 5 or Brennan Ch. 11

Suggested Further Reading:

Homburg, C., Schneider, J., & Fassnacht, M. (2002). Opposites attract, but
similarity works: A study of interorganisational similarity in marketing
channels. Journal of Business-to-Business Marketing, 10(1), 31-54.

Tóth, Z., Thiesbrummel, C., Henneberg, S. C., & Naudé, P. (2015). Understanding
configurations of relational attractiveness of the customer firm using fuzzy
set QCA. Journal of Business Research, 68(3), 723-734.

Pre-session Preparation: Guest Speaker (TBC)

Session 6: Business-to-Business marketing strategies

How do issues of “management” and “managing” marketing strategy relate to business

networks? What do we understand by segmentation, targeting and positioning in
business-to-business markets, and how do we undertake this?

Required Reading: Ellis Ch. 6 or Brennan Ch. 4, 5 & 6

Suggested Further Reading:

Palmer, R.A. and Millier, P (2004) “Segmentation: Identification, Intuition and

Implementation”, Industrial Marketing Management, 33. 779-785
Peters, Linda D., Gassenheimer, Jule B., and Johnston, Wesley J. (2009).
Marketing and the Structuration of Organisational Learning, Marketing
Theory, 9 (3), pp. 341-368.
Peters, L. D. (2012) “The Role of the Knowledgeable Customer in Business
Network Learning, Value Creation, and Innovation”, in Review of Marketing
Research, vol. 9, Special Issue on: Toward a Better Understanding of the
Role of Value in Markets and Marketing, Malhotra, N. (Editor) and Vargo, S.
and Lusch, R., (Co-editors of the Special Issue).
Toytari, P. and Rajala, R. (2015). Value-based selling: An organizational
capability perspective, Industrial Marketing Management, 45: 101-112.

Pre-session Preparation:

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Bolster Electronics: Dealing with Dealer Demands case study; Task 1

Session 7: Branding and building loyalty: value co-creation in network

partnerships

We explore the significance of business customer value perceptions and the development
of a business brand both in terms of how marketing communications can be linked to the
nature of inter-organisational relationships, and how branding can act as facilitator for
value co-creation and loyalty in business markets.

Required Reading: Ellis Ch. 7 or Brennan Ch. 7

Suggested Further Reading:

Czinkota, M., Kaufmann, H. R., & Basile, G. (2014). The relationship between
legitimacy, reputation, sustainability and branding for companies and their
supply chains. Industrial Marketing Management, 43(1), 91-101.

Leek, S., & Christodoulides, G. (2011). A literature review and future agenda for
B2B branding: Challenges of branding in a B2B context. Industrial
Marketing Management, 40(6), 830-837.

Pre-session Preparation:
Consider the scenario that you are the CEO of a small certified eco-consulting service
company that helps other businesses to make their offices and operations more
environmentally friendly (including energy-efficiency, reducing waste and the creation of
greener supply chains as part of the clients’ CSR activities). Read the McKinsey report on
Business Branding with special regard to “The chain of checkpoints” and the 3
documents on creative briefing. Make a list about what you would include in the creative
brief for designing the visual identity of your company (including website, logo and other
company materials).

Session 8: Innovation in business networks

Issues such as customisation and personalisation are explored, and we take a network
perspective on innovation processes and how this raises issues of confidentiality and
neutrality in new product and service development in networks. We also look at the
rising importance of business services available to client organisations, and the
challenges of managing marketing in professional service organisations.

Required Reading: Ellis Ch. 8 & 9 or Brennan Ch. 10

Suggested Further Reading:

Vargo, S. L., Wieland, H., & Akaka, M. A. (2015). Innovation through
institutionalization: A service ecosystems perspective. Industrial Marketing
Management, 44, 63-72.

Kindström, D., Kowalkowski, C., & Sandberg, E. (2013). Enabling service

innovation: A dynamic capabilities approach. Journal of Business Research,
66(8), 1063-1073.

Pre-session Preparation:
HP Case Study Task 1

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Session 9: Strategic Market Relations in the Digital World

We examine how technology and digital media is impacting strategic market relations, in
particular: marketing actions such as price setting and competitive bidding processes
through online auctions; the use of social media to build and maintain business networks;
and the use of digital media to extend market reach and support customer relationship
management.

Required Reading: Ellis Ch. 11 or Brennan Ch. 8

Suggested Further Reading:

Quinton, S., & Wilson, D. (2016). Tensions and ties in social media networks:
Towards a model of understanding business relationship development and
business performance enhancement through the use of
LinkedIn. Industrial Marketing Management, 54, 15-24.

Stein, A. D., Smith, M. F., & Lancioni, R. A. (2013). The development and
diffusion of customer relationship management (CRM) intelligence in
business-to-business environments. Industrial Marketing Management,
42(6), 855-861.

Pre-session Preparation:
Read the Brandwatch Social Media Report (2015) available on Moodle. Prepare with
some key points on the current and potential future challenges of B2B-related social
media.

Session 10: Managing business networks: communication, coordination and

learning in business networks

We examine the role of the modern salesforce and its relationship to strategic networks,
including approaches to Key Account Management. We look at the role of communication
and coordination as ways of facilitating learning in strategic business networks, and ask:
what do we mean by learning in network?

Required Reading: Ellis Ch. 12 or Brennan Ch. 8 and 9

Suggested Further Reading:

Grabher, G. and Ibert, O. (2006). Bad company? The ambiguity of personal
knowledge networks, Journal of Economic Geography, 6: 251–271.
Piercy, N and Lane, N. (2006) “The Underlying Vulnerabilities in Key Account
Management Strategies”, European Management Journal, 24 (2-3):151-
162.
Peters, L., Pressey, A., and Johnston, W. “Contagion and learning in business
networks”, Industrial Marketing Management, published online DOI:
10.1016/j.indmarman.2016.06.011
Peters, L., Pressey, A., and Johnston, W. “Contingent factors affecting network
learning”, Journal of Business Research (ABS 3) Special Issue on
Organizational Behavior in Innovation, 69 (7): 2507-2515 doi:
10.1016/j.jbusres.2016.02.020

Full details of coursework or other non-exam assessment

Please see separate sheet.

Deadline Date for Submission of Coursework

One 3,000-word group CW (50%)

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Your coursework needs to be submitted electronically to Moodle. See your Student
Handbook for further details of this process. The deadline for coursework submission is 3
pm on Monday, 30th April 2018.

Five marks will be deducted for each working day (or part thereof) if coursework is
submitted after the official deadline date without an extension having been obtained.
Except in exceptional circumstances, late submission penalties will apply automatically
unless a claim for extenuating circumstances is made within five calendar days following
an assessment deadline. If you need a deadline extension, complete the form available
from

www.nottingham.ac.uk/studentservices/services/extenuating-circumstances.aspx

and hand it in to any Student Service Centre.

In normal circumstances, marked coursework and associated feedback should be

returned to students within 15 work days* of the published submission deadline, i.e.
students submitting work before the published deadline should not have an expectation
that early submission will result in earlier return of work.

Where coursework will not be returned within 15 work days* for good reason, e.g. in
circumstances where a student has been granted an extension of time, illness of module
convenor, lengthy pieces of coursework etc., students should be informed of the
timescale for the return of the coursework and associated feedback.

For these purposes, coursework refers to all assessments other than unseen written
examinations taken during the main University examination periods.

*A work day is a day when the University is open for normal business. Weekends and
University Closure Days are not regarded as work days. However, periods outside of
University term (vacation periods) are regarded as work days (unless they are weekends
or University Closure Days). Similarly, the booking of Annual Leave by a staff member
does not change the status of a day being a work day.

Module Aims
The aim of this module is to provide an introduction to the main theoretical and
managerial concepts and issues in the area of business-to-business marketing and
strategic market relations. We explore the complex dynamics of networked relationships
between buying and selling organisations. Such networks offer organisations the
opportunity to learn and create value in novel and innovative ways. However, they also
constrain the actions of individual organisations in the network. Thus, strategic market
relations require firms to understand how to build, manage, and leverage their market
relationships.

Learning Objectives and Outcomes

Knowledge and understanding
This module develops a knowledge and understanding of:
 Markets - the development and operation of markets for resources, goods and
services
 Marketing and sales – different approaches for segmentation, targeting, positioning,
generating sales, and the need for innovation in product and service design.
 Customers and stakeholders - customer expectations, service and orientation.
 Digital business – the development of strategic priorities to deliver at speed in an
environment where digital technology is reshaping traditional revenue and business
models, associated risk management.

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  The importance of sustainability issues, including an understanding of the
challenges and opportunities arising from the activities of people and organisations
on the economic, social and environmental conditions of the future.

Intellectual skills
This module develops:
 Being able to think critically and be creative: manage the creative processes in self
and others; organise thoughts, analyse, synthesise and critically appraise. This
includes the capability to identify assumptions, evaluate statements in terms of
evidence, detect false logic or reasoning, identify implicit values, define terms
adequately and generalise appropriately.
 Being able to solve complex problems and make decisions: establish criteria, using
appropriate decision-making techniques including identifying, formulating and
solving business problems; and the ability to create, identify and evaluate options;
the ability to implement and review decisions.

Professional practical skills

This module develops:
 The ability to conduct research into business and management issues either
individually or as part of a team through research design, data collection, analysis,
synthesis and reporting.

Transferable (key) skills

This module develops:
 High personal effectiveness: critical self-awareness, self-reflection and self-
management; time management; conflict resolution, displaying commercial acumen,
the ability to continue to learn through reflection on practice and experience.
 Effective communication: networking, listening, oral and written communication of
complex ideas and arguments, using a range of media, including the preparation of
business reports.

This Module Outline should be read in conjunction with your Student Handbook.

Past/Sample Examination Paper

For Past/Sample Examination Papers, link to moodle.nottingham.ac.uk, navigate to this
module and click Past Papers.

Module Details on Moodle

The web address for Moodle is moodle.nottingham.ac.uk. Moodle contains the definitive
module specification (including all assessment details), past exam papers, and
assessment feedback and review pages. You can see information on previous student
performance and SEM feedback on the module. For most modules, Moodle also contains
module forums, module news and announcements, and a module home page that
provides access to online materials such as electronic copies of lecture handouts.

Feedback on Teaching
The School operates a system of formal teaching appraisal (termed SET/SEM). You may be
asked to complete a short on-line questionnaire relating to the teaching on this module.
Your co-operation would be very much appreciated, as we value feedback to maintain the
quality of our programmes. SET/SEM is completed online using Evaluate.

Accessibility/Disability
If you have accessibility, disability or extenuating circumstance issues then please follow
the guidance available from:

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www.nottingham.ac.uk/studentservices/services/accessibility.aspx
www.nottingham.ac.uk/studentservices/support/supportforyourstudies/disabilitysupport
www.nottingham.ac.uk/studentservices/services/extenuating-circumstances.aspx

Reading List

For each session, you are required to read some portion of the core text, and are
advised to read at least some of the recommended articles that focus in more detail on
specific topics and will help to deepen your understanding of marketing. You are also
advised to consult marketing journals such as European Journal of Marketing, Industrial
Marketing Management, Journal of Marketing Management, Journal of Strategic
Marketing, Journal of Marketing, Journal of Consumer Research and Journal of Marketing
Research, In addition, you might find it useful to consult Marketing Week or Marketing
trade magazines, and Keynote and Mintel market reports.

You may use either of the following as your core text:

Ellis, N. (2011) Business-to-Business Marketing: Relationships, Networks &

Strategies, Oxford University Press, isbn:978-0-19-955168-2

Or

Brennan, R., Canning, L. and McDowell, R. (2014), Business-to-Business Marketing

(3rd ed.), Sage Publication Ltd, ISBN 978-1-4462-7373-9

MyNottingham Terminology

The University of Nottingham is introducing a new student records system across its
campuses in the UK, Malaysia and China. Students will access the new system through
a web portal called MyNottingham.

When MyNottingham is launched in the UK it will introduce some new terminology that
you will need to understand and become familiar with. The guide below has been
developed to help prepare you for this change. You will receive more information about
MyNottingham and what this means for you before we launch the system to UK students.

MyNottingham Current Definition Examples

Language Language

Academic Plan Course or An approved plan of study that BSc (Hons) Management;
Programme provides a coherent learning MSc Accounting and
of Study experience and leads to a Finance.
qualification.

Accommodation Reasonable Learning adjustments for a Alternative examination

adjustment student’s particular arrangements.
circumstances (not a reference
to living accommodation).

Advisee Tutee/ A student receiving advice N/A.

Student from a tutor, supervisor or

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 advisor.

Career No direct Qualification level. Undergraduate,

equivalent Postgraduate.

Class No direct An umbrella term for specific Lectures, seminars or

equivalent units of teaching. labs.

Course Module A self-contained, formally- Applied Ethics, Advanced

structured unit of study, with a Financial Economics,
coherent and explicit set of Biochemistry of Disease,
learning outcomes and Public Health and
assessment criteria. Epidemiology.

eDocs No direct Electronic document repository Evidence in support of an

equivalent for documents that are extenuating
uploaded and attached to a circumstances claim etc.
student record

Financial Aid No direct An umbrella term for any Core bursaries, Aspire
equivalent scholarships, stipends or other scholarships, industry
funding awards given to scholarships etc.
students.

Session No direct A specific teaching period, Autumn Semester, Spring

equivalent usually one semester but Term etc.
other defined teaching periods
may exist.

Term Academic A defined period of time, September 2017 to

Year refers to the academic year, August 2018.
which runs from September to
August.

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