The marketing mix model initially given by Borden (1964) is about the ways in which 12 marketing elements could be adopted to bring about a desired behaviour of trade at optimum costs. Consequently a simple framework of the marketing mix with the predominantly used elements of 4Ps was given by McCarthy (1964 cited in Constantinides, 2006). This model which dominated for 40 years has come into lot of criticism with the development of alternative marketing theories (Grönroos, 1994). One of the main concerns is that the marketers and actors in this model have been assumed to be homogeneous (Hedaa et al., 2005). Besides evolving trends in Industrial and Services marketing demand a relationship oriented approach to marketing (Grönroos, 1994). Also the emphasis on the management of marketing mix variables by a separate department would create a devastating effect on the market orientation of the organisation (Grönroos, 1994). For instance lot of activities like R&D, design, deliveries, customer training, invoicing and credit management considered to be non-marketing activities by the marketing mix paradigm have a decisive impact on the marketing success (Gummesson, 2002).It seems that the 4Ps approach could be applied only if product/offering orientation is present in the organisation (Hedaa et al., 2005) which emphasises the importance of finding a match between the buyer and supplier’s orientation. In this article a case involving Business to Business marketing is taken and the organisation considered is Rolls Royce plc which markets both physical products and services. To assess the contribution of marketing mix a particular market of civil aerospace has been taken. “Rolls-Royce is the world’s number two aero engine manufacturer and its Trent family of engines is a leader in modern, wide body aircraft. In civil aerospace, Rolls-Royce has built and supplied engines to more than 30 types of commercial aircraft from business jets to the largest wide body airliners. It has a fleet of 12,000 engines in service with more than 600 airline customers and 4,000 corporate operators” (Superbrands 2010, p.1). Here Rolls-Royce shares a Network orientation, where suppliers not only focus on a given customer’s problem but try to understand the problem in a greater picture of customer’s customers, their suppliers and the competition they face (Hedaa et al., 2005).In this regard instead of assessing the contribution of mix by how well the marketing department and the organisation went about the exchange & value distribution process , we have to analyse the value creation & relationship engagement process along with the outcomes of the exchange (Sheth,1995).A suitable framework of marketing mix can be that of Håkansson et al. (2005) where the resources are considered as heterogeneous and their values are determined by the way in which they are combined and developed.
Håkansson et al. (2005) has modelled promotions as a marketing exchange process that constructs, co-ordinates, adapts and develops the structures responsible for production and use of resource combinations. This is supported by Hellman (2005), who states that B2B promotions should be elevated to perform a central role in implementing strategy. Over the years by continuous market interaction, Rolls-Royce plc has created and implemented strategies like: addressing the four global markets; investing in technology, infrastructure and capability; developing a competitive portfolio of products and services; growing market share and installed product base; and adding value to customers through product-related services (Rolls, 2010a). In many industrial markets, task capability within the organisation and its supply chain has played an important role in the buyer considerations more than the developed product...