Navigating Uncharted Waters: Insights into Transformative Marketing in the B2B Mobility Ecosystem

Purpose Transformative marketing (TM) has reached considerable attention of both academic and practitioner communities. Being defined as the "confluence of a firm's marketing activities, concepts, metrics, strategies, and programs that are in response to marketplace changes and future trends" (Kumar 2018, 2), TM aims at fostering beneficial customer-solutions and providing competitive advantages for firms and their stakeholders. However, five notable research gaps persist within TM to date: First, inadequate consideration of B2B contexts despite being a uniquely disruptive market constellation. Second, a lack of empirical TM studies hindering substantial insights on generalization. Third, scarcity of contextual foundations such as the prototypical, yet highly transformative application context of mobility ecosystems. Fourth, absence of a holistic view capturing TM instruments, strategies, and success metrics. Fifth, unexamined aspects of the Resource-Based View (RBV) in TM enabling further insights into firm's transformation readiness. A distinctive feature of this research is its deliberate focus on B2B mobility firms, a domain characterized by high levels of disruption yet surprisingly neglected in TM literature. By delving into this overlooked sector, we aim to address critical knowledge gaps and unravel the intricate dynamics of disruptive B2B mobility ecosystems. For this purpose, we firstly delineate the morphology of disruptive B2B mobility ecosystems, shedding light on their structure and components. Secondly, we aim to develop a robust frame for assessing the "transformation readiness" of B2B mobility companies, crucial for navigating disruptive landscapes effectively. Thirdly, we endeavor to identify and scrutinize the TM instruments deployed within B2B mobility, with a view to constructing a comprehensive typology of TM strategies tailored to this context. Finally, we aspire to establish metrics for measuring the success of TM initiatives within B2B mobility companies, providing valuable insights for practitioners and scholars alike. Methodology/Approach This work presents a comprehensive qualitative study involving 30 in-depth expert interviews conducted between July-September 2023 in Europe and the U.S. Capturing the perspectives of multiple firm types active in B2B mobility, as suppliers, technology firms or mobility service providers (MSPs), the study takes a deep look into the TM phenomena of this turbulent environment. In addition to 14 managers with leadership experience in marketing, strategy and sales, our study incorporates 11 distinguished professionals from management boards encompassing CEOs, CFOs or CDOs. Further, we engage 5 leaders specialized in innovation and digitalization. The findings are derived through a thematic analysis employing both structural and open coding techniques (Saldana, 2013, Strauss & Corbin, 1998). Findings Our study involves six major findings related to the questions defined. First, suppliers in B2B mobility have not yet transformed from a value-based toward an ecosystem-based acting and lack a customer-centric perspective (RQ1). Second, a company's readiness for transformation is notably influenced by its commitment to design a market-oriented and integrated organization, its adoption of a transformative culture and its success to acquire software-oriented human capital (RQ2). Third, the transformative marketing (TM) instruments applied in B2B mobility markets relate to six thematic categories and are dominantly characterized by strategic levers – a facet, which has so far received limited theoretical and conceptual attention (RQ3). Fourth, there are four foundational TM strategies evident, namely dependent, progressive, reactive, and evasive approaches, distinguishable through their intensity and proactivity (RQ3). Fifth, the selection of TM success indicators remains largely independent from organizational types and management levels, with a primary focus on financial and profitability metrics (RQ4). And sixth, explaining the success measurement of TM in B2B mobility companies requires the consideration of a firm's foundational TM strategy (RQ4). Research Implications Our research advances the theoretical understanding of B2B TM, lays the foundation for further generalizing research and theory-building and enhances the current B2B TM perception toward a more strategic perspective. Additionally, we seek to contribute to a greater consideration of B2B marketing in contexts of turbulent environments. We emphasize that the integration of TM with the Business Ecosystem (BES) and the Resource-Based View (RBV) increases further explanatory power of transformational phenomena. In terms of the BES, we show that the perception of a turbulent environment varies depending on company type and has a major influence on a firm's transformation. In relation to the RBV, our results demonstrate that within the B2B TM context, a stronger focus should be placed on identifying supportive and hindering transformation resources. Thus we propose describing the gap between existing (positive and hindering) and required resources as the "transformative resource gap (TRG)" and suggest, that this construct has the potential to enhance the RBV perspective on TM. Practical Implications The study presented offers the practitioner community to more thoroughly examine B2B firms' TM phenomena. Connecting TM with concepts of the BES and the Resource-Based View (RBV) enables a deeper understanding of strengths and risks related to organization's market-related activities. Further, we underline threats resulting from a missing market- and customer-centric perspective and recommend validating market assumptions near customers to reduce misjudgments. Additionally, our findings assist in managing the proactivity and intensity of TM, suggesting ways for reaching a progressive TM strategy. Ultimately, we encourage companies to select success metrics in line with their chosen strategy. Originality/Value/Contribution Our research stands at the forefront of advancing the theoretical landscape of B2B TM by integrating two pivotal frameworks: the Business Ecosystem (BES) and the Resource-Based View (RBV). This integration is not merely incidental but strategically chosen to amplify our understanding of transformational phenomena within B2B contexts. By leveraging the RBV, we delve deep into the internal resources, capabilities, and competencies of B2B mobility BES, unraveling their unique strategic characteristics and sources of competitive advantage.