Marketing strategy involves the implementation of beliefs, decisions and actions by organisations to enhance performance and to achieve competitive advantage (Teece, Pisano, and Shuen, 1997; Varadarajan and Jayachandran, 1999). Organisations are not simply free to choose among a set of strategic actions. Instead, they are constrained by the both external and internal environments. Using a case analysis of Argyle Diamonds (fully owned by Rio Tinto Diamonds), this paper examines how market orientation and innovation can contribute to the strategic integration of exchange relationships resulting in enhanced performance of the business network. The results suggest that by using flexible and creative ways to address the inclusive needs of the internal business network (not only direct customers, but all through the supply chain down to the ultimate end customers), it is possible to enhance performance as well as contribute to transforming the external, competitive environment.
|Title of host publication||ANZMAC 2005|
|Subtitle of host publication||conference proceedings : broadening the boundaries|
|Place of Publication||Fremantle, WA|
|Number of pages||7|
|Publication status||Published - 2005|
|Event||Australian and New Zealand Marketing Academy Conference (2005) - Fremantle, WA|
Duration: 5 Dec 2005 → 7 Dec 2005
|Conference||Australian and New Zealand Marketing Academy Conference (2005)|
|Period||5/12/05 → 7/12/05|
Webster, C. M., & Gupta, S. (2005). Market orientation and innovation for strategic integration of exchange relationships: the case of Argyle Diamonds. In S. Purchase (Ed.), ANZMAC 2005: conference proceedings : broadening the boundaries (pp. 1-7). Fremantle, WA: ANZMAC.