Network mobilizer

Purpose – The aim of this paper is to identify how companies mobilize other companies in their surrounding network to work within the plans they develop. Design/methodology/approach – A conceptual model is developed and its applicability is illustrated by a case study involving a manufacturer‐retailer network within Europe. Findings – The study identifies five different challenges that managers need to consider when attempting to mobilize other actors in their networks: developing network insight; introducing new business propositions; concluding the deal; developing the social contract; and achieving sustained mobilization. Research limitations/implications – Although based on a manufacturer‐retailer network, it is believed that the proposed model has far wider managerial implications, achieved through the identification of the different challenges. Practical implications – The model is explained in some depth, and its practical implications explained via the case study. Originality/value – The development of a theoretical model of network mobilization based on a network view of business‐to‐business relationships.