Matakuliah : J0504 - Strategi Pemasaran
Tahun
: 2009
Imperatives for Market-Driven
Strategy
Pertemuan 1
Buku 1 Hal: 1-40
Learning Objective
• Pivotal role of market-driven strategy in designing
and implementing business/marketing strategies
• Links between business/marketing strategy and
corporate strategy
• Challenges in the modern environment
Bina Nusantara
Characteristics of a Market-Driven
Strategy
Becoming MarketOrientation
Achieving Superior
Performance
Customer
Value/
Capabilities
Match
Determining
Distinctive
Capabilities
Market-Driven Strategy (1)
• Becoming market-oriented
–
–
–
–
Customer focus
Competitor intelligence
Cross-functional coordination
Performance implications
Characteristics of Market Orientation
• Customer Focus
What are the customer’s value requirements?
 Competitive Intelligence
Importance of understanding the
competition as well as the customer
 Cross-Functional Coordination
Remove the walls between business functions
 Performance Consequences
Market orientation leads to
superior organizational performances
Becoming a Market-Oriented Organization
Information
Acquisition
Cross-Functional
Analysis of
Information
Shared Diagnosis
and Coordinated
Action
Delivery of
Superior Customer
Value
Market-Driven Strategy (2)
• Becoming market-oriented
–
–
–
–
Customer focus
Competitor intelligence
Cross-functional coordination
Performance implications
• Determining distinctive capabilities
DISTINCTIVE CAPABILITIES
“Capabilities are complex bundles of
skills and accumulated knowledge,
exercised through organizational
processes, that enable firms to
coordinate activities and make use of
their assets.”
Capabilities
Disproportiona
te (higher)
contribution to
superior
customer value
Compelling
Logic of Distinctive
Capabilities
Provides value to
customers on a more
cost-effective basis
Capabilities
Desirable
Capabilities
Applicable to
Multiple
Competition
Situations
Superior to the
Competition
Difficult to
Duplicate
Market-Driven Strategy (3)
• Becoming market-oriented
–
–
–
–
Customer focus
Competitor intelligence
Cross-functional coordination
Performance implications
• Determining distinctive capabilities
• Types of capabilities
EXTERNAL
EMPHASIS
Organization’s Process INTERNAL
EMPHASIS
Outside-In
Processes
Inside-Out
Processes
Spanning Processes
 Market sensing
 Customer linking
 Customer order
fulfillment
 Channel bonding
 Technology
monitoring
 Pricing
 Purchasing
 Customer service
delivery
 New product/service
development
 Strategy development


Financial management
Cost control

Technology
development
Integrated logistics
Manufacturing/
transformation
processes




Human resources
management
Environment health and
safety
Market-Driven Strategy (4)
• Becoming market-oriented
–
–
–
–
Customer focus
Competitor intelligence
Cross-functional coordination
Performance implications
• Determining distinctive capabilities
• Types of capabilities
• Creating value for customers
Matching Customer Value and Distinctive
Capabilities
Value Requirements
Distinctive
Capabilities
CREATING VALUE FOR CUSTOMERS
Customer Value:
 Value for buyers consists of the benefits less the costs
resulting from the purchase of products.
 Superior value: positive net benefits
Creating Value:
“Customer value is the outcome of a process
that begins with a business strategy anchored in
a deep understanding of customer needs.”
Value Composition
Product
Services
Employees
Benefits
Image
Value
(gain/loss)
Monetary costs
Time
Psychic and
physic costs
Costs
(sacrifices)
Market-Driven Strategy (5)
• Becoming market-driven
– Marketing sensing capabilities
– Customer linking capabilities
– Aligning structure and processes
Market Driven Initiatives
Market Sensing Capabilities
– Effective processes for learning about markets
– Sensing:
• Collected information needs to be shared across
functions and interpreted to determine proper
actions.
Customer Linking Capabilities
– Create and maintain close customer relationships
Aligning Structure and Processes
– Potential change of organizational design
• Improve existing processes
• Process redesign
– Cross-functional coordination and involvement
– Primary targets for reengineering:
• Sales and marketing, customer
relations, order fulfillment, and
distribution