Market driven strategi adalah suatu pelaksaan strategi untuk mendapatkan informasi tentang pasar sebagai bisnis informasi pemilihan, perumusan, dan penerapan strategi untuk mendapatkan keunggulan dalam pemasaran. Menurut Craven (2006 : 2) pengertian logika dari Market Driven Strategi adalah pasar dan konsumen yang membentuk pasar haruslah menjadi titik awal dari pembentukan strategi bisnis.

1. NEW CHALLENGE FOR MARKET
DRIVEN STRATEGY
MARKET DRIVEN STRATEGY
CHAPTER 1
NAMA DOSEN:
Prof. Dr. Hapzi Ali, Ir, MM, CMA, MPM
PROGRAM STUDI MAGISTER MANAGEMENT

2. CASE DISCUSSION
1) What is marketing?
2) How important is customer value for the company?
3) What needs to be held to conduct market-driven strategy?
4) How does customer changes affect company strategy?
5) How to make a company to become amarket oriented?

3. DEFINITION
Marketing
 Marketing is managing profitable customer relationship
The goal
 Attract new customers by promising superior value
 Keep and grow currents customers by delivering satisfaction

4. Market-Driven Strategy
Market-Driven Strategy
Becoming Market Oriented
Distinctive Capabilities
Creating Value for Customers
Becoming Market Driven

5. Market-Driven Strategy
 All business strategy decisions should start with a
clear understanding of markets, customers, and
competitors.
 The market and the customers that form the market
should be the starting pint in shaping business
strategy.

6. Market
 Market is the set of actual and potential buyers of a
product or service.
 These buyers share a particular need or want that
can be satisfied through exchange relationships.

7. Customer
 A customer is an individual or business that
purchases another company's goods or services.
 Customers are important because they drive
revenues; without them, businesses have nothing to
offer.

8. Competitor
 Any person or entity which is a rival against another. In
business, a company in the same industry or a similar
industry which offers a similar product or service.
 The presence of one or more competitors can reduce
the prices of goods and services as the companies
attempt to gain a larger market share.
 Competition also requires companies to become more
efficient in order to reduce costs.

9. Competitor

10. Characteristics of Market-Driven Strategy
 Any person or entity which is a rival against another. In
business, a company in the same industry or a similar
industry which offers a similar product or service.
 The presence of one or more competitors can reduce
the prices of goods and services as the companies
attempt to gain a larger market share.
 Competition also requires companies to become more
efficient in order to reduce costs.

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

12. 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

13. Becoming Market Oriented
 Monitor rapidly changing customer needs and wants
 Determine the impact of changes on customer
satisfaction
 Increase the rate of product innovation
 Pursue strategies to create competitive advantage

14. Characteristics of Market Orientation
 Customer Focus
What are the customer’s value requirements?
 Competition 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

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

16. Market Orientation
 Information Acquisition
 Gather relevant information on customers, competition,
and markets
 Involve all business functions
 Inter-functional Assessment
 Share information and develop innovative products with people
from different function
 Shared diagnosis and action
 Deliver superior customer values

17. Understanding the Marketplace and Customer Needs
Five core customer core and marketplace concepts:
 needs, wants, and demands
 market offerings (prodicts, services, and experiences)
 value and satisfaction
 exchanges and relationships
 markets

18. 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.”

19. 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.”

20. Distinctive Capabilities
Distinctive
Capabilites
Can be used
to differentiate
Becoming a
USP for
success
USP : unique selling proposition

21. Distinctive Capabilities
Reputa
tion
Inovati
on
Distinctive
Capablities
Architecture

22. Capabilities
Disprpportionate (higher)
contribution to superior
customer value
Provides value to
customers on a more
cost-effective basis
Compeling
Logic of
Distinctive
Capablitites

23. Capabilities
Applicable to
Multiple
Competition
Situations
Superior to the
Competition
Difficukt to
Duplicate
Desirable
Capabilities

24. Type of Capabilities
Outside-In
Processes
Inside-Out
Processes
Spanning
Processes

25. Organization’s Process
Outside-In
Processes
Inside-Out
Processes
Spanning
Processes
EXTERNAL
EMPHASIS
INTERNAL
EMPHASIS
• Market sensing
• Customer linking
• Channel bonding
• Costomer order
fullfilment
• 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

26. Matching Customer Value anda Distinctive
Capabilities
Value
Requirements
Distinctive
Capablitities

27. 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

28. Creating Value For Customers
Creating Value:
Customer value is the outcome of a process that
begins with a business strategy anchored in a deep
understanding of customer needs.

29. Creating Value For Customers
Customer
Value
Benefits Costs

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

31. Becoming Market Driven
Market sensing
capabilities
Customer Linking
Capabilities
Market-Driven
Strategies

32. 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

33. Market-Driven Initiatives
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

34. Becoming Market Oriented
Satisfying Customer Needs
 Understanding customer needs
 Developing products that provide superior customer
value
Marketing is a process by which companies create value for
customers and build strong customer relationships in order to
capture value from customers in return

35. The Marketing Process
The process by which companies create value for customers
and build strong customer relationships in order to capture
value from customers in return

36. Understand the
marketplace and
customer needs
and watns
Design a
customer-driven
marketing
strategy
Construct an
integrated
marketing
program that
delivers superior
value
Build profitable
relationships
and create
customer delight
Capture value
from customers
to create profits
and customer
equity
Create value for customers and build
customer relationships
Capture value from
customers in return
The Marketing Process

37. Understanding the Marketplace and Customer Needs
Five core customer core and marketplace concepts:
 needs, wants, and demands
 market offerings (prodicts, services, and experiences)
 value and satisfaction
 exchanges and relationships
 markets

38. Challenges of A New Era for Strategic Marketing
Strategic marketing faces unprecedented challenges and opportunities:
• Turbulent markets
• Intense competition
• Disruptive innovations
• Escalating customer demands
Ethical Challenges
Societal and Global Change
Social Responsiveness of Organizations

39. Escalating Globalization
It is important to understand the differences (and similarities)
between the developed economies and the new world beyond
 Market opportunities
 Competitive threats
 Partnering opportunities
 Outsourcing intiatives
 The world’s poor

40. The world is changing

41. Technology Diversity and Uncertainty
Radical New Product Opportunities
Nanotechnology
Private space travel
The digital home
Self-cleaning windows

42. Fail case
Nokia emerged as one of the successful manufacturers of mobile phone in the
early days of its success. In October 1998, Nokia was the best-selling mobile
phone brand in the world. By 2007, it had 50% of the share from the mobile
phone market. The young and energetic leadership of the company was the
reason for its wide acceptance in the consumer market. Initially, the new
technology, urge to digitalize and innovation were also amongst some of the
reasons for success.
In the year 2013, the same Nokia Company that was enjoying a 50% share in the market dropped to less than
5% share of the total market.

43. Ethical Beahvior and Social Responsiveness
 Increasingly demanding ethical challenges
 Corporate responsibility
 Responsibilities to stakeholders

44. REFERENCE
• Craven David W. and Piercy Nigel F. 2013. Strategic Marketing, 8th edition, McGraw
hill.
• Kotler, Philip and Keller Kevin L. 2016. Marketing Management. 15th Edition Pearson.
• Torsten Tomczak, Sven Reinecke and Alfred Kuss. 2017. Strategic Marketing: Market-
Oriented Corporate anda Business Planning. Springer Gabler
• http://www.free-management-ebooks.com/news/kays-distinctive-capabilitiies-
framework/
• http://www.businessdictionary.com/
• https://www.doersempire.com/why-nokia-failed/

45. THE TEAM
Gabriel Yudhistira Hanifyanto (NIM: 55120110027)
Maria Ulfa (NIM: 55120110126)
THANK YOU