Specific investments are investments made by one company in favor of another company operating within its value chain. For example, a manufacturing company might choose to invest directly in one of its distributors, as Procter & Gamble did by seconding some of its managers to collaborate with Walmart. This strategy aims to improve the management and coordination of P&G product sales, thereby strengthening relationship marketing.

These investments have the advantage of fostering inter-company relationships, but also present two major drawbacks. On the one hand, their specific nature often limits their adaptability to other partners or actors in the value chain. On the other hand, they can sometimes restrict the freedom of action of the parties involved. According to a study by Mrinal Ghosh and George John (1999), these specific investments play a crucial role in acquiring a competitive advantage in the market.