Summary articles Marketing Strategy

“What is strategy?” M. Porter
Focus vandaag de dag ligt op het flexibiliseren van bedrijven  is gevaarlijk
Het probleem ligt in de scheiding tussen operational effectiveness en strategy

Operational effectiveness = performing similar activities better than rivals
perform them
 Niet genoeg op zichzelf
Wanneer je een productivity frontier hebt (= maximale productiviteit die haalbaar
is) kan je daar dichterbij komen door je operational effectiviness te verhogen
(door bijvoorbeeld de beste mensen in te huren). Maar de productivity frontier
kan op zichzelf ook verschuiven (door bijvoorbeeld nieuwe technologische
ontwikkelingen).  door benchmarking en best practices gaan bedrijven steeds
meer op elkaar lijken.
Strategic positioning = performing different activities from rivals’ or performing
similar activities in different ways  bedrijven laten hier dus hun verschil zien!

II. STRATEGY RESTS ON UNIQUE ACTIVITIES
Competitive strategy is about being different  choosing a different set of
activities to deliver an unique mix of value

The origins of strategic positions
Strategic positioning can be based on different things:
- Variety-based positioning: based on the choice of product or service
varieties rather than customer segments
- Needs-based positioning: when there are groups of customers with
differing needs, and when a tailored set of activities can serve those needs
best (bv. IKEA)
- Access-based positioning: segmenting customers who are accessible in
different ways. Although their needs are similar to those of other
customers, the best configuration of activities to reach them is different
 By choosing a strategy you always have the change that a competitor can
provide better service (because his focus is narrow and yours is broad) or
can provide a better price (because his focus is broad and yours is narrow)

So what is strategy?  strategy = the creation of a unique and valuable position,
involving a different set of activities.

III. A SUSTAINABLE STRATEGIC POSITION REQUIRES TRADE-OFFS
Een unieke positie zal leiden tot na-apen door competitors. 2 manieren:
- Repositioning by the competitor to match the superior performer
- Straddling = seeking to match the benefits of a successful position while
maintaining its existing position

Bij het kiezen van een positie heb je te maken met trade-offs en wel om drie
redenen:
- Inconsistency in image or reputation: doordat je bekend staat om het
bieden van een waarde, kan je zorgen voor inconsistency als je een nieuwe
waarde toevoegt

, - Trade-offs arise from activities themselves (bv. sales-person die goed is
met bepaalde klanten maar niet met andere)
- Limits on internal coordination and control (als je geen clear framework
hebt, gebeurt er niks)

IV FIT DRIVES BOTH COMPETITIVE ADVANTAGE AND SUSTAINABILITY
Strategy is about combining activities  fit
Different types of fit (not mutually exclusive):
- Simple consistency (first-order fit): between each activity and the overall
strategy
- Activities are reinforcing (second-order fit): benefit of activities working
together
- Optimization of effort (third-order fit): coordination and information
exchange across activities to eliminate redundancy and minimize wasted
effort

Fit and sustainability
 Fit between activities is more difficult to imitate than the activities perse
 Lange termijn focus – bijschaven

V. REDISCOVERING STRATEGY

The Failure to choose
Greatest threat come from within, most of the time  especially the desire to
grow
Trade-offs can be seen as weakness when organization are far away from the
productivity frontier
Operational effectiveness is seductive, because its actionable

The growth gap
Trade-offs appear to constrain growth so managers are tempted to take
incremental steps.

Profitable growth
Concentrate on deepening a strategic position. Look for extensions of the
strategy offering features or services (the ones that are less costly for the
company because of complementary activities their company performs) that
competitors would find impossible or costly to match

The role of leadership
A clear intellectual framework to guide strategy is necessary, strong leaders
willing to make choices are essential. The leader role is to define and
communicate company’s unique position, making trade-offs, and forging fit
among activities. Leadership on a strategy requires constant discipline and clear
communication.

“How to sacrifice short-term rewards for long-term benefits?” Stefano
Puntoni

, Managers face the challenge of balancing short- and long-term interests  ideally
it is the case that we focus on the long-term interests, but this is not the case.
- Long term interest take discipline and self-control
- Resisting short term pressure requires a strong moral compass
Kan je bij bedrijven oplossen door: MARKET ORIENTATION
“If you are truly market-oriented, you care about nurturing strong and lasting
relationships with your customers and business partners.”
 Dat betekent een focus op je klanten en dus klant-gefocusde metrics
“Rethinking Marketing” - Roland T. Rust, Christine Moorman, Gaurav
Bhalla
Companies need to focus on customers since the business changed from mass
market to personalized markets  cultivate customers!
Cultivating customers
Mass marketing is niet meer aantrekkelijk omdat er zo veel opties zijn om de
dialog met klanten aan te gaan  moet klant als centraal focus punt hebben:




Reinventing Marketing