Purpose – To contrast the role and practical application of strategic marketing in higher and lower-performing firms. Design/methodology/approach – In-depth personal interviews with senior marketing executives in three matched high/low performing manufacturing firms in the UK were recorded, transcribed and analysed. The interview agenda was derived from the authors' own previous research studies, plus precedents in the literature. Findings – These are structured around four key strategic marketing activities previously found to be characteristic of higher performing firms. They clearly show that such companies implement them with a far greater degree of skill, sophistication and ingenuity than do their lower performing counterparts. Above all, for the higher performers, strategic marketing is a truly cross-functional activity. Research limitations/implications – The methodology of this study indicates a fruitful approach to further research aimed at extending and refining the findings and recommendations, though details requiring methodological attention are identified. Originality/value – As an aid to marketing practitioners and educators alike, these findings and conclusions identify and describes a number of specific, applicable characteristics of successful strategic marketing.