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MARKET

DRIVEN
STRATEGIES

BAMBANG RIANTO RUSTAM


Literature

* Strategic marketing, David Cravens 10


e McGraw hill 2013
* Indonesian Business Cases: From
innovation to financial excellence,
Firdaus Alamsyah et al 2010 salemba
empat

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Designing and Managing Marketing
Strategy
Market Situation analysis

Implementing and Designing


Managing Marketing Marketing
Strategies Strategies

Marketing Program Development

Source: Victoria L. Crittenden, “ Strategic Marketing management ” , McGraw-Hill, NY,2002, p,7.

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Organisasi Pemasaran (Drucker)

* Memahami kebutuhan dan keinginan


pembeli
* Efektif mengombinasikan serta
mengarahkan keterampilan Sumber
Daya ke semua bagian organisasi
dalam rangka kepuasan maksimal
konsumen

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STRATEGIC MARKETING
MANAGEMENT
Market Driven Strategy
Becoming
Market
Oriented

Achieving Determining
Superior Distinctive
Value Capabilities

Marketing
Customer
Value
Requirement
To capabilities

D Cravens, N Piercy, “Strategic Marketing”, 8th edition, McGraw Hill, 2005, p,2.

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STRATEGIC MARKETING
MANAGEMENT
Market Orientation
Customer
Information
Shared
Diagnosis
and
Competitor Coordinated Superior
Information Action Customer
Value

Other Market
Information

Source: Stanley F. Stater, “Market Orientation, customer value and superior performance”, Business
Horizons, March/April 1994, p,22-27, at P,23.

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BECOMING MARKET ORIENTED

* Customer is the focal point of the organization


* Commitment to continuous creation of superior
customer value
* Superior skills in understanding and satisfying
customers
* Requires involvement and support of the entire
workforce
* Monitor rapidly changing customer needs and
wants

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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

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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.”
George S. Day, Journal of Marketing, October 1994, p.38.

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Capabilities

Desirable
Capabilities

Applicable to Superior to the


Multiple Competition
Competition
Situations

Difficult to
Duplicate
Source: George S. Day, Journal of Marketing, October 1994, 49.
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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.”
Source: C. K. Troy, The Conference Board Inc., 1996, 5.
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Creating Value for Customers

Customer
Value

Benefits Costs
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Value Composition

Product

Services
Benefits
Employees

Image Value
(gain/loss)
Monetary costs
Costs
Time (sacrifices)
Psychic and
physic costs

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Product Life Cycle and Offensive
and Defensive Strategies

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