Lili Adi Wibowo

boswie2005@yahoo.comOce Ridwanudin

ocereeves@gmail.com

Market, Segments and

Customer Value

•Market and Competitive

Space

•Strategic Marketing

Segmentation

•Strategic Customer

Relationship Management

•Capibilities for Learning

About Markets

Designing Market-driven

Strategies

•Market Targeting and Strategy

Positioning

•Strategy Relationships

•Innovad and New Product

Strategy

Implementating

Managing Market-

Driven Strategy

Market-Driven

Program

Development

MPD

IMMS

STRATEGIC MARKETING PROCESS

Pemasaran pada awal abad 20 berorientasi kepada produksi.

Perusahaan tahu bahwa apa pun yang dapat diproduksi dapat dijual, ketika barang siap pakai sedikit jumlahnya, konsumen bersedia membeli hampir apa saja dengan harga yang masuk akal tanpa memperdulikan atribut atau kualitas produk tersebut.

Namun memahami pelanggan dan mengidentifikasi apa yang menjadi kebutuhan pelanggan tidak pernah terdengar dalam banyak bisnis di awal abad ke 20.

Masih sedikit perhatian diberikan kepada apa yang diinginkan pelanggan

Orientasi pada produksi berlangsung sampai pada tahun 1920-an, ketika para pembuat barang mulai menghadapi persaingan yang makin meningkat, dan sebagai konsekuensinya perusahaan mulai menekankan penjualan sebagai fondasi inisiatif pemasaran mereka

Perusahaan mulai mengambil pandangan pemasaran yang berfokus kepada pelanggan.

Banyak perusahaan yang mulai menyadari apa yang dibutuhkan dan diinginkan oleh pelanggan.

Orientasi ini kemudian dikenal sebagai konsep pemasaran.

Konsep ini didasarkan pada 3 tujuan, yaitu:

1. Orientasi pelanggan,

2. Koordinasi dan integrasi dari semua aktivitas pemasaran,

3. Fokus pada kemampuan organisasi untuk menghasilkan keuntungan jangka panjang

Pandangan baru pemasaran muncul pada tahun 1950-an, yang sebagian besar dimotori oleh industri barang-barang konsumtif cepat jual dan barang-barang dalam kemasan.

Pandangan ini merupakan suatu terobosan dalam pemikiran pemasaran.

Tetapi sekarang, beberapa orang menganggap konsep tersebut sebagai konsep yang sempit.

Ketika fokusnya seolah-olah pada pelanggan dan kebutuhannya, sehingga kebutuhan biasanya diterjemahkan sebagai produk yang baik dengan harga yang baik pula, dan pemasaran dipandang sebagai “sesuatu yang dilakukan kepada orang-orang” dengan memasarkan produk kepada mereka

Pandangan baru pemasaran muncul pada tahun 1950-an, yang sebagian besar dimotori oleh industri barang-barang konsumtif cepat jual dan barang-barang dalam kemasan.

Pandangan ini merupakan suatu terobosan dalam pemikiran pemasaran.

Tetapi sekarang, beberapa orang menganggap konsep tersebut sebagai konsep yang sempit.

Ketika fokusnya seolah-olah pada pelanggan dan kebutuhannya, sehingga kebutuhan biasanya diterjemahkan sebagai produk yang baik dengan harga yang baik pula, dan pemasaran dipandang sebagai “sesuatu yang dilakukan kepada orang-orang” dengan memasarkan produk kepada mereka

Selama 40 tahun berikutnya, konsep pemasaran secara erat dihubungkan dengan 4P dari McCarthy – product, price, promotion dan place (produk, harga, promosi dan tempat).

Implikasi dari pandangan ini adalah jika perusahaan dapat memadukan keempat elemen pemasaran secara tepat, maka perusahaan akan menikmati sukses pemasaran

Nilai dari konsep pemasaran pada awalnya terletak pada fakta bahwa akhirnya konsep pemasaran bertujuan untuk memberi perhatian kepada pelanggan.

Tujuannya adalah apa yang dapat dilakukan oleh perusahaan untuk menarik pelanggan, bahkan hanya menjual sesuatu kepada pelanggan tersebut.

Asumsiinya adalah jika perusahaan dapat membuat produk yang lebih baik, memberi harga murah, dan melakukan promosi secara luas maka sukses pemasaran akan tercipta

Pada akhir tahun 1960-an para tenaga penjual mulai memberi perhatian lebih pada pendekatan yang lebih strategis pada pemasaran.

Dalam tahap perkembangan pemasaran ini di dominasi oleh kemajuan yang pesat didalam pendekatan strategis terhadap segmentasi pasar, produk, dan memposisikan merek, diferensiasi produk yang ditawarkan, dan sungguh-sungguh mengerti apa yang diinginkan dan dibutuhkan pelanggan

Konsep pemasaran yang terefleksi dalam perpaduan 4P dalam pemasaran sangat menonjol dalam pemikiran dan praktik pemasaran sampai pertengahan tahun 1980-an.

Ketika referensi tentang hubungan pelanggan dan membangun hubunganmulai muncul dalam literatur dan menjadi fokus dalam banyak penelitian.

Konsep pemasaran walaupun masih relevan, telah dikembangkan untuk ditambahkan dimensi hubungan

Pada awal abad ke-21 perusahaan menyadari bahwa pelanggan adalah aset jangka panjang bagi sebuah perusahaan.

Perusahaan penting untuk melakukan investasi pada pelanggan untuk mengelola investasi tersebut untuk memastikan bahwa pelanggan tersebut akan kembali berbisnis dengan perusahaan. (Barnes, 2003:12).

Oleh karenanya AMA (American Marketing Association) menambahkan konsep hubungan

Saat ini relationship menjadi topik utama dalam aktivitas bisnis.

Kebanyakan perusahaan, secara financial, bertujuan ingin mendapatkan profit yang maksimal dari hasil operasinya dengan memaksimalkan nilai sahamnya.

Di sisi lain dalam pemasaran, loyalitas pelanggan dan kepuasan pelanggan merupakan tujuan setiap perusahaan.

Peningkatan kualitas atas produk serta layanan yang superior kepada pasar (konsumen) merupakan usaha untuk mewujudkan loyalitas pelanggan terhadap produk dan layanan yang diberikan.

Usaha tersebut tidak terlepas dari adanya perubahan yang terjadi dalam lingkungan bisnis, persaingan yang semakin ketat, kemajuan teknologi, serta perubahan dalam kebutuhan dan keinginan pasar, yang menuntut para pemasar untuk mengubah strategi dan taktiknya dari product-oriented menjadi market-oriented

Perusahaan yang sukses adalah perusahaan yang mampu untuk menjalin relationship jangka panjang dengan pelangganya. Relationship jangka panjang berarti pelanggan yang loyal di mana kebutuhan dan keinginannya terpuaskan.

Tugas pemasar di sini adalah bagaimana untuk tetap mempertahankan pelanggannya agar tetap loyal terhadap

produk atau jasa yang ditawarkan.

Consumer

Marketing

Industrial

Marketing

Non-profit and

societal marketing

Services

Marketing

Relationship

Marketing

The Future of

Marketing?

1950s 1960s 1970s 1980s 1990s 2000s

Sumber: John Egan, 2001, Relationship Marketing: Exploring relationall stragies in marketing, p.5,

Pearson Education Limited, England

Consumer goodsmarketing

Servicesmarketing

NordicSchool ofservice management

Anglo-Australianapproach tointegrating quality, customer service and marketing

Relationshipsin marketing

Relationshipsin marketing

Strategicalliance andpartnershipsresearch

Network approach toindustrial (business tobusiness) marketing

Industrial (business to business)

marketing

Relation ship marketing

RM bertujuan untuk mengidentifikasi dan membentuk, memelihara dan meningkatkan dan, apabila diperlukan mengakhiri suatu hubungan dengan pelanggan dan stakeholders lainnya, pada suatu tingkat laba sehingga sasaran hasil dari semua pihak yang terlibat dapat tercapai; dan hal tersebut dilakukan oleh pertukaran yang saling menguntungkan dan pemenuhan janji.

Relationship marketing focuses on creating NEW and MUTUAL VALUE between you and

your customers on a long-term basis.

Regis McKenna (marketing guru) puts it:"Marketing is not a function, it is a way of doing

business . . . marketing has to be all pervasive, part of everyone's job description, from the receptionist

to the board of directors."

Konsep relationship marketing menjadi kunci utama dalam kegiatan bisnis perusahaan saat ini. Konsep tersebut berkembang dari pandangan tradisional yang memfokuskan pada transactional marketing.

Fokus dari relationship marketing adalah untuk mendapatkan dan mempertahankan konsumen.

Relationship dengan pelanggan yang meningkat berarti memperlakukan mereka dengan baik, meningkatkan layanan inti (core service) perusahaan melalui penambahan nilai, dan yang paling penting adalah memberikan layanan yang sangat dibutuhkan oleh setiap individu (McIlroy & Barnett, 2000).

Pelanggan menjadi inti dari relationship marketing.

Para pemasar perlu mengenal lebih banyak informasi mengenai pelanggan,

siapa mereka?

Apa yang mereka lakukan?

Dan apa yang mereka inginkan?

Database pelanggan dan segmentasi pelanggan diperlukan dalam menerapkan strategi relationship marketing untuk mendapatkan informasi yang lebih mengenai pelanggannya (Chan, 2003).

Relationship marketing merupakan paradigma baru dalam pemasaran di mana Grönroos (1991) menggambarkannya sebagai marketing strategy continuum, dengan maksud untuk menyampaikan produk dan jasa tanpa melalui discrete and causal transaction (pandangan dari traditional marketing) melainkan melalui penyampaian yang berlanjut dalam konteks relationship yang terus-menerus.

Transaction Marketing Relationship Marketing

Fokus hanya pada penjualan tunggal

Orientasi pada karakteristik produk

Skala jangka waktu pendek

Kurang menekankan pelayanan

pelanggan

Komitmen dengan pelanggan yang

terbatas.

Kontak dengan pelanggannya sedang

Kualitas yang diperhatikan terutama

yang berkaitan dengan produksi

Berfokus pada pemeliharaan pelanggan

Orientasi pada product benefit

Skala jangka waktu panjang

Sangat menekankan pelayanan

pelanggan

Komitmen dengan pelanggan tinggi

Kontak dengan pelanggan tinggi

Memperhatikan kualitas secara

menyeluruh

Traditional model*

four P's of marketing mix:

Pricing

Product Management

Promotion

Placement

Current relationship

marketing model:

the 4 C’s

Cost to the

Customer

Customer Solution

Communication

Convenience

*Replace with an alternative model where the focus is on

customers and relationships rather than markets and products.

Relationship

Marketing

Transactional

Marketing

Mutual

Cooperation

Competition

and conflict

Mutual

Cooperation

Mutual

Interdependence

Sumber: Svend Hollensen, 2003, Marketing Management: A Relationship Approach,

p. 11, Prentice Hall, Essex

Lanjutan Tabel 2.1

Category Transactional Marketing Relationship Marketing

Focus Economic transaction.Decision focus on product/brand and 4Ps.

Decision focus on relationships between firms in a network and individuals.

The marketing Environment

Marketing rules are very clear, defined and constantMarket is bound by countries and regions

Marketing rules are relatively clear, defined and constant.Market is relatively bound by network and alliances.The boundaries between firms are blurred, if not completely eroded.

Parties involved A firm and buyers are involved in a general market. Distant and impersonal contact.

Dyadic relationships: sellers, buyers, and other firms. Face-to-face, close interpersonal contacts based on commitment and trust.

Goals Each party’s goals and objectives, while similar, are geared to what is best for them.

Shared goals and objectives ensure common direction.

Managerial intent Transaction/sales volume and creating new customers are considered a successCustomer atraction (to satisfy the customer at a profit)

Keeping the existing customers, retention, is considered to be a success.Satisfy the customer, increase profit, and attain other objectives such as increased loyalty, decreased customer risk, etc.

Production focus Mass production Mass customization

Lanjutan Tabel 2.1

Communication Communications structured and

guardedOpen communication avoids misdirection and bolsters effective working relationships.

Customers Low customer interactivity.Customers are less knowledgeable

and informed

High customer interactivityCustomers are aware and informed.

Their feedback can be immediate.

Competitive advantage/differentiation

The quality of the product is important for differentiation. The marketing mix can be used for the

differentiation.

• of differentiation.

Balance of power/sharing Active seller – less passive buyers.Suspicion and Distrust. Each party wary of the motives and action by t he other.Sharing limited by lack of trust and different objectives. Often opportunistic behaviour.

Seller and buyer mutually active and adaptive (interdependent and reciprocal).Mutual trust forms the basis for strong working relationships.Sharing of business plans and strategies.

Organization/managerial level

Functional marketers (e.g sales manager, product development manager).Marketing is a concern of the marketing department.

Managers from across functions and levels in the firm.Everyone in the organization is a part-time marketer.Specialist marketers (e.g key account

managers)

Formality Formal (yet personalized via technology).

Formal and informal(i.e. at both a business and social level).

Duration Discrete (yet perhaps over time).Short term.

Continuous (ongoing and mutually adaptive, may be short or long-term).

General advantages/disadavantages

Advantage: independence of buyer and seller.Disadavantage: the firm is in a vulnerable situation if a competitor makes better offer to the customer.

Advantage: intimate knowledge of needs and markets ( developed over time), which has been likened to reading the minds of customers.Disadavantage: the firm is in a vulnerable situation if its business supplier (customer) disappears.

Transactional Marketing

Relationship Marketing

Focus Single Sale Customer Retention

Orientation Product Features Product Benefits

Time Scale Short Time Scale Long Time Scale

Customer Service Little Emphasis High Emphasis

Commitment Limited High

Customer Contact Moderate High

Quality Product Quality Total Quality

Sumber: Christopher, Payne and Ballantyn, 1991, Relationship Marketing: Bringing quality,

Customer Service and Marketing Together, Butterworth—Heinemann Ltd, Oxford

Long-term customers tend to be less inclined to switch, and also tend to be less price sensitive.

Long-term customers may initiate free word of mouth promotions and referrals.

Long-term customers are more likely to purchase related products from you.

Regular customers tend to be less expensive to service and tend to be consistent in their purchase habits.

Increased customer loyalty makes employees' jobs easier and more satisfying.

Grönroos (1991) dalam Palmer (1994) yang menggambarkan relationship marketing sebagai suatu marketing strategy continuum yang bertujuan untuk menyampaikan suatu barang dan jasa tidak melalui discrete transactional melainkan melalui penyampaian terus menerus dalam konteks hubungan yang berkesinambungan

Whereas the goal of traditional marketing is customer acquisition, under relationship marketing the focus shifts to creating value

The objective is to create more value through interdependent, collaborative relationships with customers, the outcome is customer retention

Relationship marketing is ongoing, constantly looking for opportunities to generate new value

Retaining customers requires marketers to exhibit care and concern after they have made a purchase

The sale often represents only the beginning of the relationship between the buyer and seller

Directors Shareholders Employees

Distributors

Intermediaries

Customers

PublicFinancial PartnersGovernment

Producers

Suppliers

Sub-contractors Firm

Sumber: Bill Donaldson and Tom O ’Toole, 2002, Strategic Market Relationship:

From Strategy to Implementation, John Wiley & Sons Ltd, England.

Johnson, W. and Weinstein, A. (1999)

Based on a study of Motorola and Lucent Marketing

Managers.

TRUST

COMMITMENT

DEPENDENCEINFORMATION

EXCHANGE

COOPERATION

Transaction-

Based

Relationship

Partnership

Relationship

Transaction

Selling

Relationship

Selling

Low Account

Penetration

High

Account

Penetration

Services that the seller is willing to provide the relationship

Info

rmati

on

, T

ime,

or

Tru

st L

evel

that

the

Bu

yer

is

wil

lin

g t

o i

nves

t in

th

e re

lati

on

ship

Figure 11.3 - Information Sustains a Relationship

Primary

Bond

FINANCIAL LOW

Competitive

Advantage

LOW

SOCIAL MEDIUM MEDIUM

STRUCTURALMEDIUM-HIGHHIGH

Customized

Service

*Source: Berry, L. (1995)

Definition of CRM

CRM is a business strategy that involves selecting and managing customer relationships to optimize the long-term value of a company

Goal of CRM

The goal of CRM is to acquire, grow, and retain the right customer relationships -- those with the best long-term profit potential

(Bob Thompson, founder of CRMGuru.com)

CRM is about collaborating with customers and partners so they receive superior value

Interactions with customers regardless of the sales channel should be constantly managed to optimize the value of those relationships

Effective CRM systems provide a “360 degree” view of the customer, including the frequency, response, and quality of customer interactions

● A good CRM system is capable of describing customer relationships in sufficient detail so that management, salespeople, customer service and even suppliers have direct and real-time access to customer information

● The information gathered should help match customer needs with product/service offerings, remind customers of service requirements, predict future purchases, and alert the company when a customer’s purchase behavior has changed

● A key feature of CRM is sharing the customer experience across the organization and supply chain

CRM BUSINESS DRIVERS

Automation/Productivity/Efficiency

Competitive Advantage

Customer Demands and Requirements

Increased Revenue

Cost or Price Reduction

Speed/Saving Time

Keeping Track of All Aspects of Business

Customer Support

Inventory Control/Resource Management

Better/Expanded Communication

Integration

Customer Satisfaction

Accessibility

ConformityStandardization

33%

22%

15%

14%

10%

9%

7%

7%

6%

6%

6%

6%

4%

4%

0% 5% 10% 15% 20% 25% 30% 35%

Source: AMR Research, 2002

Figure 11.5 Customer Relationship Model

CUSTOMER STRATEGY

• Customer centric

strategy

• Clear value proposition

• Channel bonding

• Dominate the segment (DTS)

• Dominate the cycle (DTC)

• Integrated marketing processes (internal)

• Supply chain network

coordination

MARKETING KNOWLEDGE

• BADI

• Competitors value proposition

• RFM

• Customer Lifetime Value

• Acquisition costs

• Retention Rates

Customer

focused

strategies

drive

marketing

execution

Relationship

Marketing

activities are

coordinated

Customer

experience

is shared

across the

organization

and supply

chain

• Direct Sales

• Web Site

• Call Center

• Customer Service

• Cross-Sell

• Up-Sell

Planning

Analysis

Control

Implementation

Adapted From Levine, S (1998)

“Selling Smart” America‟s Network, Sept. 1, p. 3

Figure 11.5 Customer Relationship Model

Companies should continuously gather critical customer data known as BADI

☛Behaviors (how often and where customers visit)

☛Attitudes (customers satisfaction, service

quality assessments)

☛ Demographics☛Insights (share of market,

share of wallet)

Marketing knowledge forms the basis of a customer strategy by analyzing, planning, implementing, and control – re:

a customer-centric orientation a clearly defined value proposition alignment with key channel partners dominating the segment (focused on a

particular market segment) or cycle (dominate the evolving value proposition aimed a group of customers)

internal and supply chain process integration. the coordination and practice of relationship

marketing activities

Lack of focus

No change management policies

No buy-in

Business unit silos

Complicated procedures

Poor training

Careful planning

Appropriate use of people in the organization

Get supply chain members involved

Using customer-driven processes

Have a sound platform for introducing CRM systems and activities

Customer relationships are improved by

responding to customer needs

Companies who successfully practice relationship marketing have mastered mass customization

In many markets it is not only possible, but imperative to

mass customize for customers

New technology enables efficient customization of products and services, even when the customer base is quite large

More and more companies are utilizing “web alliances” in order to create superior customer

value.

These value webs now represent the“new economy supply chains”

The key to creating superior value in the new economy resides in understanding and leveraging the power of supply chain network relationships

Value is created (or captured) by a firm moving upstream or downstream in the supply chain

A value web can be described as an inchoate network of customers, suppliers, complement-ors, allies and competitors whose services either enhance or drain a firm’s value

These relationships can be vertical or horizontal (or both) and are less enduringthan in traditional supply chains

Unlike conventional supply chains, adding more users to a value web actually creates more, not less value

■ Value webs are optimized to the extent a firm understands its relationship with other actors in the web, how its activities will affect the network and how the other actors will respond

■ True value creation takes place when several organizations in the value web share common technologies and/or intellectual capital

Competitors

Complements

Allies

eBay

Customers

Suppliers

eBay primarily competes for these flows

eBay Value Web

A final key to practicing relationship marketing is to track each relationship

LTV is simply a projection of what customers are worth over a lifetime of doing business with them

Calculating LTV is important because of the impact of retention levels on profitability

Companies successful at practicing relationship marketing look for opportunities to add value through their business relationships, offering new features, services or customized offerings

GM Cadillac

Gateway Computer

Pizza Hut

Proctor & Gamble

Safeway

$ 426,000

$ 25,000

$ 12,400

$ 10,000

$ 4,800

Proof

The top 6% of cellular phone users represent 69% of total usage

The top 6% of the UK cola users represent 60% of all consumption

25% of cars are rented by the top 0.02% of clients

Source: Watt Solutions, Inc., 2002

IkatanKedua belah pihak membentuk suatu kesatuan untuk mencapai tujuan

KepercayaanKeyakinan masing2 pihak untuk menepati janjinya dan tidak akan merugikan

EmpatiUsaha memahami hasrat dan keinginan seseorang

ResiprokalWin-win solution

Relationship marketing merupakan pemasaran yang didasarkan atas interaksi antara berbagai jaringan hubungan yang

terdiri dari 30 hubungan (30 Rs)

Market Relationship Non-Market

Relationship

Classic

R1-R3Special

R4-R17Mega

R18-R23

Nano

R24-R30

Classic market relationships

R1 The classic dyad – the relationship between the supplier and the customer

This is the parent relationship of marketing, the ultimate exchange of value

which constitutes the basis of business

R2 The classic triad – the drama of the customer – supplier – competitor triangle

Competition is centran ingredient of the market economy. In competition there

are relationships between three parties: between the customer and the current

supplier, between the customer and the supplier‟s competitors, and between

competitors.

R3 The classic network – distribution channels

The traditional physical distribution and the modern channel management,

including goods, services, people and information, consists of a network of

relationships.

Special market relationships

R4 Relationships via full-time marketers (FTMs) and part-time marketers (PTMs)

Those who work in marketing and sales departments – the FTMs – are

professional relationship makers. All others, who perform other main functions

but yet influence customer relationships directly or indirectly, are PTMs. There

are also contributing FTMs and PTMs outside organization

R5 The service encounter – interaction between the customer and service

provider

Production and delivery of services involve the customer in an interactive

relationship with the service provider, often reffered to as a moment of truth

R6 The many – headed customer and the many-headed supplier

Marketing to other organizations – industrial marketing or business marketing

– often means contacts between many individuals from the supplier‟s and the

customer‟s organization.

R7 The relationship to the customer‟s customer

A condition for success is often the understanding of the customer‟s customer,

and what suppliers can do to help their customers become successful.

R8 The close to the distant relationships

In mass marketing, the closeness to the customer is lost and the relationship

become distant, based on surveys, statistics, and written report.

R11 The customer as ‘member

In order to create a long-term sustaining relationship, it has become increasingly

common to enlist customers as a members of various loyalty programmes

R12 The e-relationship

The electronic relationship, the e-relationship, represented by the internet, email and

mobile telephony, is set against the h-relationship, the human relationship. The

concept of high tech-high touch becomes increasingly more crucial to watch in RM

and CRM.

R13 Parasocial relationships – relationships to brands and objects

Relationships do not only exist with people and objects, but also in the form of mental

images and symbols, such as brand and corporate indentities

R9 The relationship to the dissatisfied customer

The dissatisfied customer perceives a special type of relationship, more intense than

the normal situation, and often badly managed by the provider. The way of handling a

complaint – the recovery – can determine the quality of the future relationship.

R10 The monopoly relationship: the customer or supplier as prisoners

When competition is inhibited, the customer may be at the mercy of the supplier – or

the other way around. One of them becomes prisoner.

Special market relationships (Cont)

R14 The non – commercial relationships

This is a relationship between the public sector and citizens/customers, but it also

includes voluntary organizations and other activities outside of the profit-based and

monetarized economy, such as those performed in families

R15 The green relationship

Environmental and health issues have slowly but gradually increased in importance

and are creating a new type of customer relationship through legislation, the voice of

opinion-leading consumers, changing behaviour of consumers and an extension of

the customer-supplier relationship to encompass a recycling process.

R16 The law- based relationship

A relationship to a customer is sometimes founded primarily on legal contracts and

the threat of litigation.

R17 The criminal network

Organized crime is built on tight and often impermeable networks guided by an illegal

business mission.They exist around the world and are apparently growing but are not

observed in marketing theory. These networks can disturb the functioning of a whole

market or industry.

Special market relationships (Cont)

Mega relationships

R18 Personal and social networks

Personal and social networks often determine business networks. In some cultures,

business is solely conducted between friends and friends to friends

R19 Mega marketing – the real „customer‟ is not always found in the market place

In certain instances, relationships must be sought with governments, legislators,

influential individuals and others, in order to make marketing feasible on an

operational level.

R20 Alliances change the market mechanisms

Alliances mean closer relationships and collaboration between companies. Thus,

competition is partly curbed, but collaboration is necessary to make the market

economy work.

R21 The knowledge relationship

Knowledge can be the most strategic and critical resource and „knowledge

acquisition‟ is often the rationale for alliances

R22 Mega alliances change the basic conditions for marketing

The European Union (EU), or the North American Free Trade Organization

(NAFTA), are examples of alliances above the single company and industry.

They exist on government and supranational levels.

R23 The mass media relationships

The media can be supportive or damaging to marketing and they are

particularly influential in forming public opinion. The relationship to media is

crucial for the way media will handle an issue.

Mega relationships (Cont)

Nano relationships

R24 Market mechanisms are brought inside a company

By introducing profit centers in an organization, a market inside the company is

created and internal as well as external relationships of a new kind emerge.

R25 Internal customer relationships

The dependency between the different tiers and departments in a company is seen

as a process consisting of relationships between internal customers and internal

suppliers

R26 Quality and customer orientation: the relationship between operations

management and marketing

The modern quality concept has built a bridge between design, engineering,

manufacturing, and other technology-based activities and marketing. It considers

the company‟s internal relationships as well as its relationships to the customers.

R27 Internal marketing – relationships with the „employee market‟

Internal marketing can be seen as a part of RM as it gives indirect and necessary

support to the relationships with external customers.

R28 The two – dimensional matrix relationship

Matrices are the simplest form of networks and exist in all large corporations, and

above all they are found in the relationships between product management and

sales

R29 The relationship to external providers of marketing services

External providers reinforce the marketing function by supplying a series of

services, such as those offered by advertising agencies and market research

institutes, but also in the area of sales and distribution.

R30 The owner and financier relationships

Owners and other financiers partly determine the conditions under which a

marketing function can operate. The relationship to them influences the marketing

strategy.

Nano relationships (Cont)

CUSTOMER

RELATIONSHIP

TRANSACTION

PRODUCT COMPETENCE

CRM

TRADITIONAL

MARKETING

No Nama Definisi

1. Petrissans (1999:95) CRM is a new customer-centric business model that reorients firm

operations around customer needs (as opposed to products, resources or

processes) in order to improve customer satisfaction, loyalty and

retentition.

2. Peppers & Rogers

(1999:7)

CRM is the integration of customer focus in marketing, sales, production,

logsistics and accounting,i.e. in all parts of the company‟s operations and

structure

3. Galbreath & Rogers

(1999:162)

The activities a business performs to indentify, qualify, acquire, develop

and retain increasingly loyal and profitable customers by delivering the

right product or service, to the right customer, at the right time and the

right cost.

4. Berry (1983:25) Relationship marketing” sebagai konsep modern pemasaran, yang

didefinisikan sebagai: “Attracting, maintaining and enhancing customer

relationships.

5. Grönroos (1994: 9)

dalam John Egan

(2001:23)

Relationship marketing yaitu: “Identify and establish, maintain and

enhance and, when necessary, terminate relationships with customers

and other stakeholders, at a profit so that the objectives of all parties

involved are met; and this is done by mutual exchange and fulfilment of

promises.

6. Dwyer, Schurr dan

Oh (1987) Dalam

Sheth et.al (2001:5)

RM refers to all marketing activities directed toward establishing,

developing and maintaining successful relationship”. Artinya relationship

marketing mengarah kepada aktivitas pemasaran yang diarahkan untuk

7. Shani dan Chalasalani

(1992) dalam Sheth

et.al (2001:4),

“Relationship Marketing as an integrated effort to identify, maintain, and

build up a network with individual consumers and to continuously

strengthen the network for that mutual benefit of both sides, trough

contacts over a long period of a long time”. Artinya relationship

marketing merupakan usaha yang terintegrasi untuk mengenali,

memelihara, dan membangun kembali sebuah jaringan dengan konsumen

secara individu dan untuk memperkuat jaringan secara berkelanjutan

yang saling menguntungkan untuk kedua belah pihak (perusahaan dan

pelanggan), melalui kontak dalam jangka waktu yang lama.

8. Berry (1995) dalam

Sheth et.al (2001:5)

Di dalam istilah yang lebih luas, juga memiliki pandangan strategis

mengenai CRM. Dia menitikberatkan bahwa menarik pelanggan baru

harus dipandang hanya sebagian tingkat menengah/perantara di dalam

sebuah proses pemasaran. Pengembangan hubungan yang lebih dekat

dengan pelanggan dan menjadikan mereka kepada pelanggan yang loyal

merupakan aspek yang sama penting dari sebuah proses pemasaran.

Lebih lanjut, Berry mengungkapkan bahwa Relationship Marketing

sebagai “menarik, mempertahankan dan -didalam organisasi multi

service-mempertahankan hubungan pelanggan.

9. Phillip Kotler

(2003:13)

Relationship marketing adalah proses menciptakan, mempertahankan,

dan memperkuat nilai hubungan dengan pelanggan dan pihak-pihak

stakeholders.

10. Phillip Kotler

(2004:15)

CRM is the overall process of building and maintaining profitable

customer relationships by delivering superior customer value and

satisfaction.

11. Sheth dan

Parvatiyar

(2001:6)

Customer Relationship Management is a

comprehensive strategy and process of acquiring,

retaining and partnering with selective customers to

create superior value for the company and the

customer.

12. Evert Gummesson

(2002:3)Relationship marketing is marketing based on

interaction within networks of relationships.

13. Evert Gummesson

(2002:3)CRM is the values and strategies of relationship

marketing - with particular emphasis on customer

relationship - turned into pratical application.

14. Syafruddin Chan

(2003:6)Relationship Marketing (RM) dapat didefinisikan

sebagai: “Pengenalan setiap pelanggan secara lebih

dekat dengan menciptakan komunikasi dua arah

dengan mengelola suatu hubungan yang saling

menguntungkan antara pelanggan dan perusahaan”.

No Nama Tujuan CRM

1 Burnett (2001)

Meningkatkan pendapatan dari penjualan

Meningkatkan kemenangan dalam proses penjualan

Meningkatkan hasil dari magir

Meningkatkan derajat kepuasa pelanggan

Mengurangi biaya biaya administrasi penjualan dan pemasaran.

2 Newell (2000)

Mengidentifikasi nilai-nilai pelanggan yang penting terhadap suatu segmen.

Memahami kepentingan relatif dari nilai-nilai terhadap setiap segmen pelanggan.

Menentukan apakah penghantaran nilai mempengaruhi secara positif.

Mengkomunikasikan dan menghantar nilai-nilai yang tepat bagi pelanggan dengan cara yang

diinginkan pelanggan dalam memperoleh informasi

Mengukur hasil dan memperbaiki ROI (return-on-investment)

3 Swift (2001)

Meningkatkan proses komunikasi kepada konsumen yang tepat.

Menyediakan penawaran yang tepat kepada setiap pelanggan.

Menyediakan waktu yang tepat untuk setiap pelanggan

4.Galbreath &

Rogers (1999)

Customization: pelanggan menginginkan layanan yang sesuai atau melebihi kebutuhan pribadi

mereka, perusahaan harus dapat menjawab karakter unik pelanggan dan memenuhi kebutuhan

mereka dengan penawaran yang tepat bagi individu pelanggan yang membelinya.

Hubungan pribadi: perusahaan secara aktif menggunakan umpan balik untuk meningkatkan

hubungan dengan pelanggan.

Layanan purna jual: memperhatikan pelanggan setelah penjualan dengan layanan yang responsif

dan proactive memiliki dampak besar terhadap profitabilitas perusahaan.

5.Kalakota &

Robinson

Menggunakan hubungan dengan pelanggan yang ada untuk meningkatkan pendapatan.

Menggunakan sistem informasi agar dapat memberikan layanan yang excellent.

Mengenalkan saluran proses dan prosedur yang konsisten serta dapat direplikasi.

Setting Realistic

Targets &Assessing

Performance

Maintaining

Dialogue with

Customer

Invest in

People

Measure

customersatisfaction but

manageCustomer

Service

Emphasis on

Quality

Customer

Relationship

Management

Relationship

Based Interfaces

Behavioral

Loyalty

Direct Mail Preferential

Treatment

Interpersonal

Communication

Tangible

Reward

Perceived

Relationship

Invesment

Product

Category

Involvement

Consumer

Relationship

Proneness

Relationship

Quality

Pelangganaquire danpelangganprospektif

Penyampainnilai yang meningkatpada pelanggan

Interaksi denganpelanggan dan pelanggan prospektif

Penyesuaianberdasarkansegmenpelanggan

Mengembangkanproduk, jasa,saluran untuk

memenuhi kebutuhanpelanggan

DeferensiasiBerdasarkankebutuhankarakteristikdan perilakukonsumen

MemahamiKebutuhan

Pelanggan retainyang berharga

CRM

Customer Types/

Program Types

Mass Marketing Distributor Business To Bussines

Types

Continuity Marketing After Marketing

Loyalty Programs

Cross Selling

Continuous

Replinshment

ECR Programs

Special Sourcing

Arrangement

One To One

Marketing

Permission

Marketing

Personalization

Customer Business

Development

Key Account

Global Account

Programs

Partnering/

Co-Marketing

Affinity Partnering

Co Branding

Logistics

Partnering

Joint Marketing

Strategic

Partnering

Co-Design

Co-Development

ONE TO ONE MARKETING

COUNTINITY MARKETING

Ex. Ucapan Ultah, Perkawinan, Hari Raya dll

PATNERING PROGRAM

Ex. Diskon/Potongan Harga pada Outlet2 khusus yang menjadi relasi Perusahaan tsb.