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Assoc Prof. Dr. Leonnard Ong
Executive Director Frontliner Services and Associate Professor in Management Practice IPMI IBS
Sebagai Praktisi, Akademisi dan Researcher selama hampir 27 tahun, Dr. Ong memiliki pengalaman
luas dan menempati berbagai posisi penting sebagai Vice President di Astra International-TSO, AIA
Indonesia, Shell Indonesia, UOB Bank dan Konsultan Pemasaran.
Saat ini sebagai Director Business dan Training di Frontliner Services, Konsultan Pemasaran dan
Research yang beraliansi dengan CIM-UK dan CSC-UK. Dr. Ong adalah pembicara dan researcher
profesional terutama untuk bidang Industri Jasa Keuangan, Automotive, Perminyakan, Lembaga
Pemerintahan dan Lembaga Kebijakan Publik.

Dr. Ong mendapatkan gelar Doktor Manajemen Bisnis dari Sekolah Bisnis Institut Pertanian Bogor,
Master of Commerce dari University of Sydney dan Master Business Administration dari The New
York University. Dr. Ong telah mengikuti program Eksekutif di INSEAD Paris dan courses dibanyak
negara seperti Madrid, London, Lisbon, Rome, Sydney, Melbourne, Beijing, Shanghai, Geneva, Zurich,
Milan, Hong Kong-SAR, Kuala Lumpur dan Singapore dan menjadi Advisory Council di IPMI
International Business School.

Saat ini, Dr. Ong fokus terhadap konsultasi, riset dan pelatihan pada topik Sales/service interface,
customer service/satisfaction/loyalty, services marketing (sport and event marketing) Consumer
Behavior, Loyalty Modeling and Marketing dengan lebih dari 25 publikasi ilmiah di Journal Bereputasi
Nasional dan Journal International dengan terindeks Scopus.

Dr. Ong mendapatkan Certified Trainer dari Kementerian Tehnologi, Riset dan Pendidikan Tinggi
Republik Indonesia. No Registration. 17103306801219, tahun 2017

Dr. Ong adalah Associate Professor in Management Practice di IPMI International Business School.
SK Menteri Pendidikan dan Kebudayaan Republik Indonesia No: 39371/A3/KP/2020, tahun 2020

Dr. Ong mendapatkan Certified Master Trainer dari BNSP - Badan Nasional Sertifikasi Profesi
Republik Indonesia No. Reg. 85499 2424 6710001866 2020, tahun 2020
Understanding Buying Role & Influences (DMU)
 Decision Making Unit

Member Explanation
Deciders Person who decides the final decision

Influencers Person who has strong influence to deciders

Gatekeepers Person who controls all information to deciders

Users Person who uses the product or services

Coacher Person who guide and help to ‘the deal’

Initiators Person who identified and initiate the problem to purchased

Buyers Person who negotiate and take care the papers

Learning the buying roles process
1. Develop sales objective based on estimated needs
2. Identify people in the purchasing process
3. Evaluate each buyer ’ s influence to the purchase of our proposed
products / services.
10 = very influential 1 = very un - influential
 Power, Perceptions, & Priorities
Power
For each person involved at the buying company, what is
their relative power in the purchase decision, and to what
extent does each possess “veto” or “affirmative” power in
this situation?

Perceptions
What are each person’s assumptions and perceptions
concerning the purchase involved and the strength and
weaknesses of particular vendors? What are the key
factors influencing these perceptions?

Priorities
What are each person’s major priorities in the purchase
decision: cost reduction? performance improvement?
delivery? convenience? risk reduction?
Power, Perceptions, & Priorities
Power Perception Priorities

Decision Maker

Influencer

Gatekeeper

User

Coach

Initiator

Purchaser / Buyer
Developing Buying and Seller Relationship
Buyer-seller relationship evolves through five general phases:

1.Awareness: one party’s recognition that

another is a potential exchange partner

2. Exploration: search and trail phase

3. Expansion: continual increase in investments,

interdependencies, and benefits obtained

4. Commitment: implicit or explicit pledge of

continuity in the relationship

5. Dissolution: caused by many forces

KAI should monitor its customer’s commitment
Cost to Service

Star
Spiritual
Commitment
Profit
Making
Emotional
Commitment

Question
Mark
Intellectual
Commitment

Profit
Taking

Investment Cost
Provide routine order delivery,
customer handling, and new PT QM PM ST
offering development for its
customers based on the level Level of Commitment
of commitment
Intellectual Emotional Spiritual
Commitment Commitment Commitment

Routine
Order Insurance Assurance Ensurance
Delivery
Core Process

Customer
Handling Reactive Active Pro-active

New Offering
Development Customize Customize Collaborative
 Routine Order Delivery
• Insurance
For Profit Taking and Question Mark customers, insure the routine order delivery. Insure
means that clients merely secure a payment in the event of a loss. If something happens in
this process, the company provides the replacement

• Assurance
Assure routine order deliveries for Question Mark and Profit Making customers. Assure
means that the company should inspire confidence, encouragement, trust, or feelings of
satisfaction. When something bad happens with the order, the company assures them that they
will not only get their replacement, but will also feel better about the whole unfortunate situation

• Ensurance
Ensure the routine order delivery for the Profit Making and Star customers. Ensure
means that we should check actual events, situations, or outcomes
 Customer Handling

For Profit Taking and Question Mark

customers, reactive to their complaints in
order to satisfactorily handle this type of
customers. Because of their commitment
is relatively low, this type of customers
tend to be cautious with us
Customer Handling

For Question Mark and Profit Making

customers, act more than reactive. Active
participation for customers complaints is
expected for this type of customer. Active
participation means that the company should
interactively communicate with its customers
to solve their complaints efficiently and
effectively
 Customer Handling

For Profit Making and Star customers, pro-active to handle the

customers’ complaints. Pro-active means observing customers to foresee
their problems in order to preempt customers complaints. Because of their
commitment is relatively high, the company should provide an excellent
way to handle this customers
New Offering Development
Re-Customize
For Profit Taking and Question Mark customers, be more efficient in dealing with them.
Invite customers to go inside us, so they can form a deeper understanding about our insight.
Later, these customers can choose their own selection according to their needs, wants, and
expectations

Customize
For Question Mark and Profit Making customers, customize its offer. The customized
offerings for these customers should create memorable experiences because of their
emotional commitment with us. To deliver the customized offerings, we should have
sophisticated data of customer needs, wants, and expectations

Collaborative
For Profit Making and Star customers, collaborate with its customers to create new and
sophisticated offer. We should go inside their customers database to find more accurate
information about customers needs, wants, and expectations
 The Loyalty Ladder

Enthusiastic
advocate
Very likely to re-buy

Will no be affected
by adverse comments by experts
Will pay more

Will wait
if product is in short supply

Likely to re-buy

Will say positive

things Won’t switch
immediately to superior products
from competitors
:
leonnard.ong@ipmi.ac.id
: +62 816 194 8001

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