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MARKETING (B) — OPEN-BOOK EXAM NOTES
Module 3: Marketing in a Network Economy (MINE) | Prof. Dr. Tine De Bock & Guest Prof. Erwin Knuyt | KU Leuven 2025- Open-book: printed notes only · No electronic devices · 3 hours | Source: podcast transcript + exercises + guiding questions
1. WHAT IS MINE?
Core Definition & One-line Pitch
MINE = Marketing In a Network Economy. The recognition that, in today’s world, organisational success depends not only on what you know, but on who you know — and how well you manage the relationships in your network to create value for customers. "Today, success doesn't only depend on what you know, but it really depends on who you know." — Erwin Knuyt Key insight: MINE does not change the essence of marketing. The goal remains creating value for customers, the organisation, and society. What changes is where that value comes from: increasingly, value is created through alliances and network relationships , not solely through internal activities. EXAM TIP Guiding Q: Does MINE change the essence of marketing? Answer: NO — the objective (value creation) stays the same. What changes is the SOURCE of value: networks and alliances have become central. Link to Module 1: technology changes HOW, not WHY — same logic applies here.
Why Is MINE Important to Put on the Agenda?
- Speed of development: Technology (AI, biotech, IT) moves so fast that no single organisation can own all required knowledge.
- Complexity of problems: Self-driving cars, vaccine development, sustainability — solutions require many specialised partners, no single org can solve them alone.
- Competitive advantage through networks: Organisations that identify the right alliances first will be more competitive. There will be winners and losers in the network economy.
- Proactive & reactive value: Networks prepare you for opportunities (COVID vaccine alliances already had working relationships) and help you respond to crises.
2. MISCONCEPTIONS & THE RIGHT MINDSET
Misconception Reality / Recommended mindset "Networking is not for me — I’m not a social person." Everybody can network with the right attitude and open mind. Networking is a learnable skill (KU Leuven Kick skills facility). It is not about extroversion alone. "We already network." (business level) Yes, organisations already have partnerships — but the key is to VISUALISE and CONSCIOUSLY manage your network. MINE = making people and organisations more aware of their network, adding/removing partners strategically, joining innovation networks actively.
Recommended mindset: The attitude that success is out there and you don’t have all the resources or intelligence yourself. Be open, proactive, and willing to collaborate. Success requires managing alliances actively: adding new partners, sometimes deleting partners, joining innovation networks. Social network analysis analogy: Just as sociology uses social network analysis to visualise how people are connected (identifying nodes — the know-it-alls who hold and distribute information), organisations should map their business networks to identify who the key nodes are, where information flows, and who to contact to solve a problem.
3. HOW MINE CHALLENGES TRADITIONAL MARKETING Traditional marketing model: two-way interaction between organisation and customer. MINE challenge: Many more stakeholders are involved in delivering value. The organisation is one node in a broader ecosystem. As a marketer, you need to: - Represent the voice of the customer inside the organisation AND across the network - Develop the internal network (across departments: sales, R&D, finance, HR, service, etc.) - Identify and manage external partnerships that help deliver the value proposition to the customer Why marketing specifically? Marketers have good communication skills, project management skills, and are trained to understand customer needs. They are ideally placed to represent the voice of the customer at the partnership table and ensure the right alliances are formed. This is why it’s MARKETING in a network economy — not logistics, not finance. "Marketing is too important to be left to the marketing department." — David Packard, co-founder of HP Interpretation: From the MINE perspective, marketing thinking (customer-centricity, value creation) must permeate the whole organisation and its network — it cannot remain siloed in one department. All partners in the network must understand and contribute to delivering the customer value proposition. EXAM TIP Guiding Q: Why is it MARKETING in a network economy and not something else? Because marketers represent the customer voice, have the communication and project skills to orchestrate networks, and can ensure alliances serve the ultimate goal: customer value creation. 4. KEY CONCEPTS
Network Equity
Network equity: Your attractiveness as an organisation (or person) as a collaborator. Just as a brand has brand equity, an organisation has network equity. Network equity is built through: openness, past track record of success, reputation/respect, reliability as a partner. Google example: Google has extremely high network equity — everybody wants to work with Google. This is why Novartis partnered with them (see failure example). Being attractive as a partner is itself a strategic asset.
Alliance Manager
Alliance manager: A specialised role (emerging in large organisations) responsible for managing alliances and partnerships. Their job: balance success for both parties, manage the relationship, ensure value flows in both directions. Startups cannot afford a dedicated alliance manager, but they naturally have the mindset : they are always looking for partners because they cannot survive without them. A startup’s only assets are often just the idea, courage, and desire to grow — everything else (manufacturing, marketing, distribution, finance) must come from network partners.
How: Replaced departments with networks of 15–20 people focused on specific product/market segments (e.g., refrigerators for young urban professionals). Each team operates as a small company/node and must network with other nodes (design, production, legal, HR, etc.) to deliver. Teams also connect with external nodes outside the organisation. Key MINE lesson: Network thinking applied to the internal organisation itself. Haier is the most extreme example of an organisation that took networking to its logical conclusion. Connects directly to the Internal Network cluster of the canvas.
Success — COVID Vaccine Alliances
What: Biotech + pharmaceutical companies + universities (e.g., Oxford University) formed alliances to develop vaccines at unprecedented speed. How: Partners already had working relationships. When the urgency emerged, they activated and scaled them. Each partner contributed different capabilities: vaccine knowledge, manufacturing, distribution. Key MINE lesson: Prepare partnerships before you need them. Being prepared for a market opportunity matters. This is the Innovation Network cluster in action.
Failure — Google + Novartis (contact lens glucose monitor)
What: Partnership announced to develop a contact lens that measures glucose through teardrops — to replace finger-prick blood testing for diabetes patients. What went wrong: Partnership was publicly announced but ultimately failed. Exact reason not disclosed, likely technological limitations. Key MINE lessons:
- ~60% of partnerships fail — do not over-invest expectation before results are secured
- High network equity (Google + Novartis = prestigious pairing) does not guarantee success
- Announcing alliances publicly creates expectations; if it fails, credibility is damaged
- Once results are delivered, then develop public relations and equity around the partnership EXAM TIP Guiding Q on failure: What can we learn? (1) ~60% fail — take partnership risk seriously. (2) Don’t announce publicly until certain. (3) Network equity alone is not enough — execution and fit matter. 6. SMALL COMPANIES & STARTUPS Question: Is MINE feasible for small companies? Answer: YES — small companies arguably need MINE the most. Startups have only an idea + courage + desire to grow. They cannot survive without building partnerships for everything: finance (business angels, venture capitalists, financial institutions), manufacturing, marketing, distribution, channels. The network mindset is most naturally present in startups — they are always looking for collaborators. They cannot afford a dedicated alliance manager role, but the mindset is the same. Key conclusion: Size is not a barrier to MINE. The mindset — openness, opportunity attitude, willingness to collaborate — is what matters, not the size of the organisation. 7. THE MARKETING NETWORK CANVAS
What Is It?
Marketing Network Canvas: A structured framework (similar to the Business Model Canvas by Osterwalder) that helps organisations visualise and strategically manage their network. It has a centre (your organisation’s internal network) surrounded by external network clusters. Purpose: make the network explicit and conscious, so it can be actively managed. Not just describing what is already there, but identifying gaps, adding new partners, nurturing existing ones.
The Clusters of the Canvas
Cluster Location in canvas What it includes Key activities Internal network Centre All departments within your organisation: marketing, sales, service, R&D, finance, HR, ICT, manufacturing, quality control Network internally to represent the voice of the customer across departments; ensure all internal nodes align around the value proposition Customer network Right side (customer-facing) Key end-customers, key opinion leaders (B2B), early adopters, innovators, influencers (B2C) Identify forward-thinking customers who give new product insights; in B2B = key opinion leaders (e.g., oncology clinicians); their trust translates to market influence Channel network Right side (customer-facing) Wholesalers, distributors, retailers, logistic service providers, franchisees, integrators Manage relations to ensure product reaches customer; franchisees (e.g., McDonald’s) represent the brand to end- customers — select them carefully; links to the Place P of the marketing mix Supplier network Left side (input side) Key supply partners providing market insight, components, new product development Manage long-term supplier relationships; Xiaomi took equity in suppliers to deepen commitment; suppliers can be secret to product success Innovation network Left side (input side) Innovation partners, eco- systems, platforms, peers, complementors, competitors, research institutions, university labs Join networks funded by government or industry; example: Eindhoven High Tech Campus (formerly Philips), 4 patents/day; COVID vaccine alliances; complex problems require multi-party innovation Partner network Top (overarching) Complementary partners: competitors, journalists, consultants, industry groups, opinion leader organisations Manage complementary partnerships that enhance market position, reputation, and access to information Marketing partner network Bottom Marketing knowledge partners: communication agencies, market research firms, data brokers, analytics providers, influencer brokers Source external marketing intelligence, communications capability, and data analytics Institutional network Bottom Government bodies, academic institutions Government and academic relations management; regulatory relationships; access to publicly funded programmes
Architectural thinking Think like an architect (dEUS – The Architect): think conceptually, connect elements, work in a structured way, and deliver an outcome that is fit for customer needs. Network equity management Build your attractiveness as a collaborator — be open, respected, and have a track record of successful partnerships.
9. THE TWO SONGS — WHY CHOSEN Song Artist Why chosen Let’s Work Together Canned Heat The title is the message: collaboration is at the heart of MINE. Working together in partnerships is not easy — it requires managing relationships, balancing give-and-take, building trust. Collaboration is hard work, but it’s the key to success in a network economy. The Architect dEUS (Belgian band) Marketers need to be architects: think conceptually, connect elements, work in a structured way, and deliver a result (the ‘house’ or business) that is fit for what the customer needs. Also: Erwin Knuyt is a big dEUS fan — first concert after COVID. 10. EXERCISE ANSWERS
Q1 — MINE relevance for internal analysis
Answer: The internal analysis identifies strengths and weaknesses. MINE adds the perspective that these must be assessed not only from the organisation’s own view, but also from the perspective of network partners. Partners may perceive your strengths and weaknesses differently — and their perception matters for value co- creation. Step out of the ivory tower.
Q2 — MINE relevance for SWOT analysis
Answer: A SWOT analysis should not be done in isolation. To fully leverage the SWOT, you must involve your network. Partners bring external perspectives that enrich your understanding of opportunities, threats, strengths and weaknesses. A SWOT done alone, without the network, is a missed opportunity and risks being biased.
Q3 — MINE relevance for Place (4Ps)
Answer: Place = all activities to make the product available to the customer. Companies are typically just one link in a larger supply chain. All the links together bring the complete value package to the customer. You cannot shape a distribution strategy without thinking about your channel network partners (wholesalers, distributors, retailers, logistic providers). MINE is therefore directly embedded in every Place decision.
Q4 — Colruyt + VPK Group (Ecobox)
Answer: B — Supplier network. VPK Group is a cardboard packaging supplier. Colruyt approached them as a supply partner to create a new product (Ecobox) from waste material. This is a co-creation with a supplier. The supplier network cluster covers managing relations with key supply partners, including market insight and new product development.
Q5 — “Value creation is primarily the result of internal activities”
Answer: FALSE. In a network economy, value is increasingly created through collaboration with external partners — suppliers, innovation networks, customers, distribution partners, etc. Internal activities remain important, but they are only part of the value creation story. The self-driving car and COVID vaccine examples both illustrate that complex value can only be created by multiple organisations together.
Q6 — Why analyse needs of network partners, not just customers?
Answer: In a network economy, value creation depends on collaboration. If you only understand customer needs and not partner needs, you cannot build partnerships that work for both sides. Partnerships must create shared value — both parties must benefit. Understanding what partners need (what motivates them, what resources they contribute, what they expect in return) is essential to building strong, sustainable alliances. This strengthens not only your organisation but the entire network.
Q9 — NASA Partnership Forum
Q9.1 — Is NASA practicing MINE?
YES. NASA organises an event specifically designed to explore collaboration opportunities with other companies, academic institutions, and government agencies. This is proactive network management: visualising and building the network. NASA is not waiting for partners to come to them — they are orchestrating the network.
Q9.2 — Is NASA behaving as a good partner?
YES. The article quotes: "ensure the success of our strategic partners." NASA’s goal includes not just its own success but that of its partners. Good partners think about mutual value creation, not just self-interest. This aligns with Erwin Knuyt’s emphasis on partnerships where both parties grow.
Q9.3 — Is NASA an attractive partner?
YES. NASA has extremely high network equity: strong brand recognition, prestige, reputation, and legitimacy. Working with NASA is itself a signal of quality and ambition. This is similar to Google’s network equity in the podcast. Companies want to be associated with NASA because it enhances their own credibility.
Q9.4 — Which networks from the canvas are mentioned?
Innovation network: Most important. The forum invites industry, academia, and government to collaborate on technology development and research — exactly what innovation networks do. Institutional network: Government agencies mentioned; academic institutions involved. Supplier network: Companies providing components/services to NASA projects (rocket parts, etc.). Partner/complementary network: Blue Origin as a collaborating partner; broader industry participants. Most important: Innovation network (new tech development) and Supplier network (manufacturing capabilities for complex hardware). Competitors could also add value given the scale of investment required.
Q9.5 — Two quotes
Quote 1: "These opportunities are designed to leverage external expertise, resources, and innovative ideas while aligning with NASA’s strategic goals." Assessment: Partly aligns with MINE. It reflects the importance of using external networks and combining strengths — which Erwin Knuyt emphasises. However, it is incomplete : the quote focuses on strategic goals (NASA-centric) without explicitly mentioning value creation for customers. This is the primary outcome of MINE. ‘Strategic goals’ may implicitly include customer value, but it is not foregrounded. Quote 2: "We’re ready to evolve, we’re ready to partner, and we really want to be here to respond to your needs."
