Purpose – The paper sets out to explain how vertically integrated organisational marketing systems can integrate the marketing decision-making process of suppliers, manufacturers, and marketing channel members and also to make clear why it is necessary for marketers to use marketing intelligence and why they need to pay attention to security issues.
Design/methodology/approach – The work is based on a literature review and is an extension of earlier work relating to the cultural similarities and differences of Japanese and Korean people. A number of marketing frameworks are made explicit and this represents a critical appreciation and extension of the body of knowledge.
Findings – Vertically integrated organisational marketing systems facilitate the relationship marketing approach and ensure that a customer service policy is implemented. Practising managers can adopt a customer service approach that embraces the concept of organisational learning. By viewing mutuality as the main objective, business relationships can be developed that are based on trust and are sustainable. Should a number of marketing skill gaps be identified, action can be taken to rectify the situation.
Research limitations/implications – Future research should establish how organisational learning can transform an organisation's marketing culture; how the internet can enhance network arrangements; and how marketers can devise a customer service policy and produce marketing contingency plans.
Practical implications – Marketers can establish how a customer relationship management-monitoring system ensures that the marketing decision-making process in partner organisations promotes the use of joint project teams and facilitating technology.
Originality/value – Marketers can devise a marketing governance mechanism that embraces the concepts of customer service and organisational learning.