“…Marketplace culture research contributes to marketing practice in the areas of new product development and value co-creation (Cova and Cova, 2002;Cova and Pace, 2006;Füller et al, 2008;Schau et al, 2009), experiential marketing and customer satisfaction (McAlexander et al, 2003;Schouten et al, 2007;Sherry et al, 2007), and loyalty programmes, relationship marketing and community-based initiatives (Cova et al, 2007;Fournier and Lee, 2009;McAlexander et al, 2002;Patterson and O'Malley, 2006). The marketplace culture literature emphasises the development of symbiotic marketer-consumer relationships by attempting to limit marketplace tensions (Arnould et al, 2009;Cova and Cova, 2002;Cova et al, 2007;Goulding et al, 2009;O'Sullivan et al, 2011;O'Sullivan, 2016;Tumbat and Belk, 2011). Whether discussed in terms of the cocreation of value (Arnould et al, 2009), ethnomarketing (Cova and Cova, 2002), close-toconsumer-philosophies (Fournier et al, 2001), brand community integration or facilitation (Kozinets et al, 2004;McAlexander et al, 2002;O'Sullivan et al, 2011), these managerial processes have been foundational to the marketer successfully infiltrating the playground and hijacking consumer games (Solomon in Cova andCova, 2002, or Harley Davidson in Fournier et al, 2000, as just two examples).…”