1. Imperatives for Market-Driven Strategy Pertemuan 1 Buku 1 Hal: 1-40
Matakuliah : J Strategi Pemasaran
Tahun : 2009
Imperatives for Market-Driven Strategy Pertemuan 1 Buku 1 Hal: 1-40

2. 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

3. Characteristics of a Market-Driven Strategy
Becoming Market-
Orientation
Determining
Distinctive
Capabilities
Achieving Superior
Performance
Customer
Value/
Capabilities
Match

4. Market-Driven Strategy (1)
Becoming market-oriented
Customer focus
Competitor intelligence
Cross-functional coordination
Performance implications

5. 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

6. Becoming a Market-Oriented Organization
Information Acquisition
Cross-Functional
Analysis of Information
Shared Diagnosis
and Coordinated
Action
Delivery of
Superior Customer
Value

7. Market-Driven Strategy (2)
Becoming market-oriented
Customer focus
Competitor intelligence
Cross-functional coordination
Performance implications
Determining distinctive capabilities

8. 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.”

9. Capabilities Disproportionate (higher) contribution to superior
customer value
Compelling
Logic of Distinctive
Capabilities
Provides value to
customers on a more
cost-effective basis

10. Capabilities Desirable Capabilities Applicable to Multiple
Competition Situations
Superior to the Competition
Difficult to
Duplicate

11. Market-Driven Strategy (3)
Becoming market-oriented
Customer focus
Competitor intelligence
Cross-functional coordination
Performance implications
Determining distinctive capabilities
Types of capabilities

12. Organization’s Process
EXTERNAL EMPHASIS
INTERNAL EMPHASIS
Outside-In Processes
Inside-Out Processes
Spanning Processes
Financial management
Cost control
Technology development
Integrated logistics
Manufacturing/ transformation processes
Human resources management
Environment health and safety
Market sensing
Customer linking
Channel bonding
Technology monitoring
Customer order fulfillment
Pricing
Purchasing
Customer service delivery
New product/service development
Strategy development

13. 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

14. Matching Customer Value and Distinctive Capabilities
Value Requirements
Distinctive Capabilities

15. 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.”

16. Psychic and physic costs
Value Composition
Product
Services
Employees
Image
Benefits
Value
(gain/loss)
Monetary costs
Costs
(sacrifices)
Time
Psychic and physic costs

17. Market-Driven Strategy (5)
Becoming market-driven
Marketing sensing capabilities
Customer linking capabilities
Aligning structure and processes

18. 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

19. Improve existing processes Process redesign
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