Co-Marketing Capability and its Impact on Marketing Allinace Performance

The aim of this paper is to conceptualize co-marketing capability (CMC) and to explore its relationship to marketing alliance performance. Drawing on a literature review, in-depth interviews with marketing alliance managers and consulting experience concerning co-marketing alliances, we established a multidimensional model of CMC. Using data from 287 chief marketing officers, we empirically show that the identified CMC is an important source of competitive advantage in terms of marketing alliance success. Further, we were able to identify two important moderators of this relationship, the age of the co-marketing alliance and the complexity of tasks within the alliance.