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Relationship strategy
This document discusses relationship strategies for marketing. It explains that maintaining good relationships can make people loyal while losing trust can cost a company profits. Environmental factors like economic recession, consolidation, and gaining competitive advantages have led companies to pursue cooperation through strategic alliances, joint ventures, and supplier-producer collaboration. The document then covers the rationale for interorganizational relationships including value-enhancing opportunities, addressing skill and resource gaps, and adapting to environmental turbulence. It also discusses developing effective relationships through objectives, management guidelines, and developing partnership capabilities. Finally, it touches on global relationships among organizations and various types.
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Relationship strategy
- 1. MARKETING ON RELATIONSHIP STRATEGIES Valuedfor Marketing Strategy Discussion Prepared by : Erik Japri 2012811035 Irfan R. Nugraha 2012811039 Julius Ongkowidjaja 2012811045 September 2013
- 2. Stop and Think!!! Why Relationship is Important ?
- 3. Reasons behind it... GLOBAL ECONOMIC RECESSION (Complexity&Risk Economic,Limit Resources&Skill) CONSOLIDATION (Suppliers,Producers,Distr ibution Chanel, Customers) GAINING COMPETITIVE ADVANTAGES : Increase demand to access technology, expand resources, improve productivity&quality,penet rate new markets CO-OPERATION RELATIONSHIP : Strategic Alliance, Joint Venture,Supplier-Producer Collaboration
- 4. • Stop andThink !!!
- 5. Menjaga hubungan baikdapat membuat Orang menjadi Loyal Flight Singapore Airlines 006 Penanganan cepat yang dilakukan oleh SQL setelah terjadi kecelakaan parah, TIDAK MEMBUAT kepercayaan orang hilang bahwa “SQL merupakan maskapai penerbangan yang aman dan nyaman” Ilustrasi
- 6. Kenaikan Laba dariPeningkatan Loyalitas Pelanggan Sebesar 5% di berbagai industri Percentage Increase in Profit 90% 80% Menaikkan loyalitas pelanggan sebesar 5% dapat menaikkan keuntungan perusahaan sebesar 30-85%. 70% 60% 50% 40% 30% 20% 10% ar e tw So f R et ai lB an k C re di tC C re ar di d tI ns In su ur ra an nc ce e B In ro du ke st ra ria ge lD is tr ib In ut du io st n ria lL Fa au ci lit nd y ry m an ag em en t A ut o S er vi ce C ha in 0% Source: Heckett et al (1997) The Service Profit Chain
- 7. Tidak menjaga hubunganbaik dapat membuat Perusahaan Rugi !!! Ilustrasi
- 8. Sekarang ... • 100 jutavideo dibuka setiap hari, • 200,000 video baru dalam 1 hari. • Youtube dikunjungi oleh hampir 20 juta pengguna setiap bulan (sumber : www.gadgetizer.com)
- 9. • Contents : The Rationalefor Interorganizational Relationship • Types of Organizational Relationsips • Developing Effective Relationships between Organizations • Global Relationships Among Organizations
- 10. The Rationale forInterorganizational Relationship Value-enhancing opportunities The Rationale Skill and resource gaps Environmental turbulence and diversity
- 11. Value-enhancing opportunities The opportunitiespresent in many markets today is that organizations can couple their competencies to offer superior customer value. Even when partering is not required, a relationship strategy may result in a much more attractive value offering
- 12. Environmental Turbulence andDiversity • Colaboration with supplier and producer • Strategic alliances between competitors • Joint ventures between industry members • Partnership with many others organizations Environmental Turbulence
- 13. Skill and ResourceGaps • Increasing Complexity of Technology • Financial Constraints • Access Markets & • Information Technology
- 14. • Contents : The Rationalefor Interorganizational Relationship • Types of Organizational Relationships • Developing Effective Relationships between Organizations • Global Relationships Among Organizations
- 15. Examining the Potentialfor Colaborative Relationships What is The Strategic Logic ? Key issues is that there should be a strong undrlying logic for collaboration Is Partnering a Promising Strategy ? It is important to consider the cost as well as the benefits of partnering with customers, suppliers, competitors. How Essential Strategy ? Colaborative Relationships include shared activities : • Product and Process design • Cooperative Marketing Programs • Applications Assistance • Long-term Supply Contracts • Just in time Inventory Programs is the Relationship Normally, relationships are formerd because the partners believe that combining their efforts is essential and that pursuing the project alone is not feasible. Are Good Candidates Available Promising partners may be unwilling to collaborate or already may be involved with other organizations. Do Relationships Fit Our Culture ? The Corporate cultures of the partners should be adaptable to the partnership
- 16. Types of OrganizationalRelationships Customer – Supplier Relationships Distribution Channel Relationships End-User Customer Relationships Internal Partnering • Customer Focus • Assesing customer Value Strategic Alliances Joint Ventures • • • • Success of Alliances Kinds of Alliances Alliance Success Requirements Alliance Vulnerabilities
- 17. • Contents : The Rationalefor Interorganizational Relationship • Types of Organizational Relationships • Developing Effective Relationships between Organizations • Global Relationships Among Organizations
- 18. Objectives of theRelationships Identifying and Obtaining New Technologies and Competencies Several ways to locate and exploit external sources of R & D : • Collaboration with university departements and other research institutions. • Precompetitive collaborative R&D to spread research more widely • Corporate venturing • Joint venture and others forms of strategic patnerships that enable a company to acquire new competencies by “borrowing” from a company with a leadership position Developing New markets and Building Market Position Market Selectivity Strategies Restructuring and Cost-Reduction Strategies
- 19. Relationships Management Guidelines Planning Trustand Self-Interest Conflicts Leadership Structure Flexibility Cultural Differences Technology Transfer Learning from Partner’s Strengths
- 20. Partnership Capabilities The Capabilityto manage effectively through partnerships does not exist in all organizations & Control and Evaluation The Capability to manage effectively through partnerships does not exist in all organizations
- 21. • Contents : The Rationalefor Interorganizational Relationship • Types of Organizational Relationships • Developing Effective Relationships between Organizations • Global Relationships Among Organizations
- 22. Global Relationships AmongOrganizations Types of Global Organizations • The Network Corporation • Trading Companies The Strategic role of Government • Single-Nation Partnership • Government Corporations • Government Legislation