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The purpose of the paper is to investigate an intentionally developed business network (IDBN) for mobile marketing (m‐marketing).

The IDBN for m‐marketing is studied in the light of a literature review of m‐marketing and IDBNs. In addition to this, a case study has been conducted.

It was found that in m‐marketing there are several phases that need to be completed successfully. Resources and capabilities are different in each phase, and thereby the coordination of these is central to the success of the network. Additionally, the creator of the IDBN has a critical role in creating a common goal for the network. In a new technology context, the external technology advisor, such as the consulting agency, has a paramount position as facilitator of knowledge on the new technology in the initiation phase of the network.

More empirical research efforts need to be focused on studying IDBNs as a way to organize exchanges between various organizations. This paper is qualitative and provides ideas for future research.

Advertisers and advertising agencies are faced with the challenge to develop resources and capabilities for grasping and conducting novel m‐marketing campaigns. One way to cope with this change is to orchestrate a business network around m‐marketing. The paper finds that number and quality of companies is dependent on technological experience and familiarity with digital advertising forms.

The paper is significant for two reasons. First, it presents the m‐marketing process and the resources and capabilities needed in detail. Second, this study provides insights into an unexplored area of IDBNs.

This study seeks to examine how a sport league, a unique feature of professional sport, influences the business‐to‐business marketing of teams participating in the sport league.

This study uses a qualitative research design based on a single case study, the UCI ProTour in professional road cycling. The primary sources consist of 27 semi‐structured interviews complemented by written sources and controlled for construct validity, external validity and reliability.

From a theoretical point of view, a sport league is a marketing channel network (a specific type of an intentionally developed business network or IDBN). Theoretical analysis also reveals that the teams' business‐to‐business marketing is positively related to the network's value‐creating system. Empirically, it is argued that the introduction of a marketing channel network has a positive influence on the financial value of the teams' business‐to‐business market but does not result in a change in the business demographics of corporate sponsors.

The study has possible sport‐specific limitations.

Business‐to‐business marketers and sport league managers should pay attention to the characteristics of the sport league as these influence the teams' business‐to‐business market. This is especially valid for sports in which teams rely strongly on sport sponsoring and, to a lesser extend, on gate revenues, television rights and prize money.

For the first time, this study examines and provides data on the business‐to‐business environment of teams in professional road cycling. It contributes to the literature of international sport marketing and professional road cycling, a sport gaining momentum in various countries and which is understudied in comparison to other sports.