1. MARKETING ON
RELATIONSHIP STRATEGIES
Valued for 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 and Think !!!

5. Menjaga hubungan baik dapat 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 dari Peningkatan 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 hubungan baik dapat membuat Perusahaan
Rugi !!!
Ilustrasi

8. Sekarang ...
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9. •
Contents :
The Rationale for Interorganizational
Relationship
•
Types of Organizational Relationsips
•
Developing Effective Relationships between
Organizations
•
Global Relationships Among Organizations

10. The Rationale for Interorganizational Relationship
Value-enhancing
opportunities
The Rationale
Skill and resource
gaps
Environmental
turbulence and
diversity

11. Value-enhancing opportunities
The opportunities present
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 and Diversity
• Colaboration with supplier and producer
• Strategic alliances between competitors
• Joint ventures between industry members
• Partnership with many others organizations
Environmental Turbulence

13. Skill and Resource Gaps
• Increasing Complexity
of Technology
• Financial Constraints
• Access Markets
&
• Information Technology

14. •
Contents :
The Rationale for Interorganizational
Relationship
•
Types of Organizational Relationships
•
Developing Effective Relationships between
Organizations
•
Global Relationships Among Organizations

15. Examining the Potential for 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 Organizational Relationships
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 Rationale for Interorganizational
Relationship
•
Types of Organizational Relationships
•
Developing Effective Relationships between
Organizations
•
Global Relationships Among Organizations

18. Objectives of the Relationships
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
Trust and Self-Interest
Conflicts
Leadership Structure
Flexibility
Cultural Differences
Technology Transfer
Learning from Partner’s Strengths

20. Partnership Capabilities
The Capability to 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 Rationale for Interorganizational
Relationship
•
Types of Organizational Relationships
•
Developing Effective Relationships between
Organizations
•
Global Relationships Among Organizations

22. Global Relationships Among Organizations
Types of Global Organizations
• The Network Corporation
• Trading Companies
The Strategic role of Government
• Single-Nation Partnership
• Government Corporations
• Government Legislation