This paper adoptsthe industrial marketing approach to investigate how companies strategize in networks, and to link network strategies to different effects. Based on a case study from the optical recording media industry, the paper finds five types of strategies: complementary, shared, copying, company-rooted, and challenging. Effects indicate how the focal company's strategies triggered reactions of various magnitudes and characteristics. Specifically, effects diverge from intentions among parties not considered in the strategy, and increasingly so the more confronting the strategy is. This implies that the kind of strategy matters for the effects. This paper contributes to the growing interest for strategizing in business networks through introducing a typology of network strategies and effects.