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Atingerea succesului de marketing prin

orientarea strategic a organizaiei


Lect. dr. Anca Francisca Cruceru,
Facultatea de Marketing, Academia de Studii Economice Bucureti
Lect. dr. Violeta Rdulescu,
Facultatea de Marketing, Academia de Studii Economice Bucureti

Abstract: Competiia puternic din spaiul european determin organizaiile si revizuiasc atitudinea
fa de consumatori dar i fa de competitorii lor direci. Adoptarea unor strategii de marketing fr a
lua n calcul aceste dou componente fundamentale n definirea orientrii strategice constituie o mare
greeal de marketing. Specialitii n marketing caut permanent s identifice competenele de baz ale
organizaiei menite s confere acesteia un avantaj competitiv susinut. Diferenierea ofertei i poziionarea
clar a acesteia n mintea consumatorilor constituie cele mai bune ci de ctigare a unei poziii
competitive pe piaa de referin.

Keywords: orientarea ctre pia, strategia de marketing, competenele de baz, coopetition

Introducere (1) nelegerea nevoilor con- Davidson i Brill (2003), presu-


sumatorilor actuali i po- pune o serie de eforturi din par-
Mediul competitiv dinamic teniali; tea organizaiei structurate n
aflat permanent sub influena (2) Oferirea de valoare consu- urmtoarele direcii: realizarea
factorilor conjuncturali determi- matorilor pe baza compe- unui echilibru ntre necesitile
n adoptarea unei orientri stra- tenelor deinute; sale n termeni de profit i ne-
tegice de marketing din partea (3) Identificarea concureni- voile consumatorilor, adoptarea
organizaiilor, att pentru a su- lor direci i cunoaterea unui comportament proactive
pravieui ct i pentru ocuparea atuurilor acestora; menit sa conduc la modelarea
unei poziii dominante pe piaa (4) Exploatarea oportuniti- pieei, integrarea viziunii de
de referin. Orientarea strate- lor din mediul de afaceri marketing la toate nivelurile ie-
gic ctre pia a competitori- i evitarea ameninrilor rarhice ale organizaiei, adopta-
lor presupune dezvoltarea unor existente. rea i implementarea efectiv a
abiliti din partea organizaiei Dac sunt considerate ca fi- strategiei de marketing pe baza
de a obine avantajul competi- ind semnificative aceste carac- planificrii strategice.
tiv. Dar cum acesta nu poate fi teristici n evaluarea potenia- Aadar, orientarea strate-
obinut ntmpltor, ci n urma lului unei organizaii n privina gic, orientarea de marketing
implementrii unei strategii de orientrii sale strategice, atunci i strategia de marketing sunt
marketing menit s conduc la este necesar dezvoltarea unor puternic intercorelate i trebu-
obinerea performanei, a succe- abiliti manageriale i de mar- ie s conduc ctre obinerea
sului n afacere. keting n acest sens. De fapt, avantajului competitiv. Speci-
Prin urmare, exist o leg- toate eforturile organizaionale alitii n marketing din cadrul
tur puternic ntre strategia trebuie orientate ctre dezvol- acestor organizaii trebuie s fie
de marketing adoptat i ori- tarea i implementarea unei capabili s descrie paii necesari
entarea ctre pia a organiza- viziuni strategice la nivelul n- pentru adoptarea unei orientri
iei. Autorii Morgan i Strong, tregii organizaii i, n special, strategice. Gsirea acelor abili-
(1998); Hunt i Morgan, (1995); la nivelul departamentului de ti puternice ce pot contribui la
Kohli i Jaworski, (1990); Nar- marketing. crearea de valoare oferit consu-
ver i Slater, (1990) consider c matorilor int reprezint o pro-
organizaia caracterizat prin vocare permanent.
orientarea ctre pia ar putea Orientarea strategic
Autorii Morgan i Strong,
avea urmtoarele caracteristici: Orientarea strategic, n (1998) au descris un model
viziunea autorilor Keegan, privind elementele specifice

RRM 4/2012 25
orientrii de marketing. Mode- fost dezvoltat de ctre autorii oferit de ctre consuma-
lul MKTOR cuprinde urmtoa- Prahalad i Hamel ntro serie tori,
rele elemente: de articole precum i n cartea (2) au aplicabilitate practic
Concentrarea pe angaja- Competing for the Future, ace- n cazul diferitelor piee,
mentul fa de client, tia subliniind c aceste capabi- (3) sunt dificil de imitat de c-
Crearea de valoare pentru liti trebuie s fie unice i de tre competitori.
clieni, neimitat (competitively unique). Un alt punct de vedere a fost
nelegerea nevoilor con- Haamel i Prahalad au ar- prezentat de ctre autorii Spanos
sumatorilor, tat (1994) c aceste capabiliti i Lioukas (2001) care au clasifi-
Stabilirea unor obiective de baz pot fi private ca un set cat competenele (capabilitile)
privind satisfacia consu- de competene i tehnologii de- organizaionale n trei categorii
matorilor, inute de ctre organizaie i distincte: competene manageri-
Msurarea satisfaciei care permit acesteia s ofere un ale, competene de marketing i
consumatorilor, beneficiu real clienilor. Acestea competene tehnologice.
Oferirea de servicii post- nu pot fi imitate uor de ctre n privina competenelor din
vnzare, concureni i sunt considerate o domeniul marketingului, aces-
mprirea informaiilor surs de oferire a valorii unice tea includ un set distinct de abi-
referitoare la concureni consumatorilor int. liti n domeniul cercetrilor
la nivelul forei de vnza- Pentru determinarea acestor de marketing, al marketingului
re, competene se impune realiza- strategic, al politicilor corespun-
Reacia rapid la aciunile rea unui audit de marketing fo- ztoare mixului de marketing
competitorilor, calizat pe identificarea atuurilor (Verona, 1999).
nelegerea strategiei con- organizaiei n privina tutu- Prin urmare, managerii vor
curenilor la nivelul ma- ror elementelor i activitilor dezvolta un set de abiliti ac-
nagerilor, specific de marketing, precum tuale ale organizaiei direct le-
intirea oportunitilor i identificarea oportunitilor gate de coninutul strategiilor
privind obinerea avanta- existente n mediul de afaceri i existente ceea ce va conduce la
jul competitiv, a ameninrilor posibile. Autorii cunoaterea mai bun a nece-
Schimbul de informaii n- Cetin, Dumitru i Rdulescu sitilor pieeei i la obinerea
tre departamente, (2010) privesc auditul de mar- avantajului competitiv. Deoa-
Obinerea unei integrri keting ca un instrument prin rece mediul concurenial este
funcionale n cadrul stra- care se verific periodic aborda- marcat de schimbri rapide i
tegiei. rea strategic de marketing a o puternic competitivitate se
Toate aceste elemente pre- organizaiei i, totodat, un in- impune construirea unor noi
zentate pot fi considerate abili- strument de evaluare i control competene adaptate la dina-
tile sau competenele organi- a performanei acesteia. mica mediului i care vor putea
zaiei dezvoltate cu scopul obi- De asemenea, descoperirea nlocui competenele existen-
nerii avantajului competitiv n unei ferestre strategice, referi- te atunci cnd acest lucru este
vederea ctigrii poziiei com- toare la momentul cel mai bun, necesar. De aceea, organizaia
petitive pe piaa de referin. propice de aciune, constituie un trebuie permanent s nvee
alt punct de plecare n vederea si dezvolte competenele ne-
implementrii strategiei orga- cesare adaptrii la realitile
Competenele de baz
nizaionale. Trebuie subliniat socialeconomice existente, s se
Principala preocupare a ma- c toate aciunile i abilitile adapteze la mediul n continu
nagerilor din cadrul organizaii- de marketing vor fi dezvoltate schimbare de la nivelul diferite-
lor cu orientare strategic rm- pentru a crete satisfacia con- lor piee, afectate printre altele
ne identificarea i dezvoltarea sumatorilor i a obine succesul i de factorii culturali...dar i de
competenelor de baz, unice competitive bazat pe elemente legislaia comun Uniunii Eu-
i capabile s furnizeze valoare clare de difereniere. ropene i cea specific fiecrei
consumatorilor, n aa fel nct Autorii Kotler i Keller (2009) ri (Rdulescu, 2011) i, apoi,
produsele sau serviciile acestor au prezentat cele trei caracteris- s fructifice oportunitile exis-
organizaii s fie percepute ca tici specifice competenelor de tente.
fiind puternic difereniate de baz i anume: Autorii Thompson i Ri-
oferta celorlali competitor. (1) sunt surse de avantaj com- chardson (1996) grupeaz com-
Conceptul de competene de petitiv ceea ce contribuie petenele organizaiei n trei ca-
baz sau capabiliti de baz a la perceperea beneficiului tegorii distincte: compentenele

26 Anca Francisca Cruceru, Violeta Rdulescu


strategice actuale, competene sens este nevoie de mai mult de- dar i prin implementarea unei
strategice ale schimbrii i com- ct de a dezvolta propriile stra- strategii de marketing viabile
petene strategice ale nvrii. tegii competitive. Existena ri- se pot obine rezultate semnifi-
Toate aceste competene sunt valitii competitive determin cative n privina ctigrii unei
construite avnd la baz o ori- alegerea unei atitudini pozitive cote de pia mai mari, a unei
entare strategic a organiza- n privina competitorilor de pe profitabiliti mai bune i chiar
iei ce arat viziunea pe carea pia, n sensul gsirii unor ci a unei imagini mai solide a or-
aceasta a implementato n pri- de cooperare cu acetia, mai de- ganizaiei n rndul publicului
vina strategiei de marketing. grab dect focalizarea pe com- int. Consumatorii vor aprecia
Totodat, se observ necesitatea petiie. Aceast orientare din favorabil produsele i serviciile
cunoaterii tuturor implicaiilor partea organizaiilor este cunos- rezultate n urma unei competi-
referitoare la clieni i concu- cut sub denumirea de coope- ii loiale bazate pe reguli de loia-
reni, la modificrile existente tition (Brandenburger i Nale- litate i cooperare.
n privina beneficiului perce- buff, 1998). Autorii Ritala i Ellonen
put de ctre consumatori i n Organizaiile cu viziune de (2010) utilizeaz termenul de
privina orientrii strategice a marketing acord o importan cooperare ntre firme pentru a
concurenilor direci. strategic cooperrii i dezvol- descrie puternica legtur dez-
Managerii au la dispoziie un trii unor aliane strategice n voltat ntre concureni. Pentru
instrument util pentru a analiza vederea obinerii avantajului ai menine poziia competitiv
resursele strategice de care dis- competitiv. Necesitatea de a su- pe piaa de referin, n contex-
pune organizaia, concentrn- pravieui i de a pstra poziia tul concurenei i cooperrii, pot
duse pe competenele existente obinut pe piaa de referin fi analizate i alte variabile n
i pe misiunea acesteia. Modelul determin ca organizaiile s afara celor cunoscute prin in-
MCC, (Nicholls, 1995) utilizea- concureze i s coopereze n ace- termediul analizei SWOT. Noua
z cei doi indicatori misiunea i lai timp. Aceast strategie de metod de analiz, ce poart
competenele de baz i propu- coopetition combin avantajele numele de analiza SWOT extin-
ne patru variante strategice n competiiei i ale cooperrii din s n contextul cooperrii ntre
funcie de ct de puternic sau mediul de afaceri furniznd un competitori, permite cunoate-
slab se potrivesc acetia. Analiza cadru propice pentru obine- rea potenialului i a limitelor
necesit o atenie sporit pentru rea avantajului competitiv prin existente din perspectiva coo-
a putea descrie competenele i schimbarea regulilor competii- perrii. Cu alte cuvinte, pot fi
a le analiza din perspectiva mi- onale n favoarea organizaiei. identificate i analizate resurse-
siunii definite de ctre organiza- Prin urmare, capacitatea orga- le i capabilitile specifice rela-
ie. O corelare aproape perfect nizaiei de a concura i a coope- iei de cooperare ntre diferitele
a competenelor cu misiunea or- ra n acelai timp, implic o vi- organizaii. Aceast metod de
ganizaiei confer posibilitatea ziune strategic asupra ntregii analiz este reprezentat grafic
adoptrii unei strategii puterni- afaceri. Prin descoperirea opor- n tabelul 1 Analiza SWOT ex-
ce, cu anse sporite de realizare, tunitilor de cooperare i de tins n contextul cooperrii n-
n timp ce o corelare defectuoas concurare cu ceilali competitori tre competitori.
conduce la pierderi nsemnate.
Toate aceste eforturi din partea
organizaiei sunt ndreptate n
direcia ctigrii unei poziii Tabelul 1. Analiza SWOT extins n contextul
avantajoase pe piaa de referin- cooperrii ntre competitori
i pentru a fructifica avanta-
jul competitiv deinut. Analiza intern Atuuri Slbiciuni
Relationship Potenial Limite
Co opetition Analiza extern Oportuniti Ameninri

Competiia puternic va de- Adaptare dup P.Ritala i HK. Ellonen, Competitive advantage in inter-
termina, n multe situaii, o firm cooperation: old and new explanations, Competitiveness Review: An
International Business Journal incorporating Journal of Global Competi
adaptare rapid la schimbrile
tiveness, Vol. 20, Issue 5, pp.367383.
din mediul competitiv precum i
abordarea unei orientri strate-
gice focalizat pe oportunitile
pieei. Pentru a reui n acest

RRM 4/2012 27
Consideraii manageriale de oportunitile existente n Kotler, P., &Keller, K.L. (2009),
mediul de afaceri. Dinamismul Marketing Management, 13th
Competiia este un factor mediului competitiv impune edition, Pearson Prentice Hall
motivator pentru toate aciuni- adoptarea unei viziuni strategi- Morgan, R.E., &Strong, C.A (1998),
le ntreprinse de ctre agenii Market orientation and dimen-
ce la nivelul ntregii organizaii.
economici. Datorit acesteia, or- sions of strategic orientation,
Poziia competitiv deinut de European Journal of Marketing,
ganizaiile vor dezvolta noi pro- ctre organizaie poate fi sus- Vol. 32, No.11/12, pp. 105173
duse cu noi caracteristici menite inut prin intermediul unei Narver, J.C., &Slater, S.F. (1990),
s satisfac nevoile consumato- strategii bazate pe aceste capa- The effect of a market orienta-
rilor. Implementarea unor stra- biliti distincte proprii, care tion on business profitability,
tegii de marketing vor permite vor conduce la o difereniere pu- Journal of Marketing, Vol. 54,
organizaiei s ctige o cot de ternic i vor permite obinerea Octomber, pp. 2035
pia nsemnat i s se dife- unor performane superioare. Nicholls, J. (1995), The MCC deci-
renieze de ceilali competitori sion matrix: a tool for applying
direci. Considerat un succes de strategic logic to everyday activ-
marketing, realizarea acestor Bibliografie ity, Management Decision, Vol.
33, No. 6, pp. 410
obiective specifice presupune Brandenburger, A., &Nalebuff, B. Radulescu, D.M. (2011) Elemente
existena unor instrumente, me- (1998), Coopetition. A Revolu fundamentale de drept, Univer-
tode de analiz care s permit tionary Mindset That Combines sul Juridic Publishing House,
nelegerea surselor de obinere Competition and Cooperation, Bucharest
a avantajului competitiv, pe de New York, Bantan/Double Day Ritala, P., &Ellonen, HK (2010),
o parte, i cunoaterea nevoilor Dell Publising Inc. Competitive advantage in inter-
consumatorilor, pe de alt par- Cetin, I., Dumitru, I., &Rdulescu, firm cooperation: old and new
te. Utilizarea unor concepte de V. (2010), Locul i rolul auditu- explanations, competitivenes Re
lui de marketing n procesul pla- view: An International Business
marketing precum segmentarea
nificrii strategice, Analele Uni Journal incorporating Journal
pieei, intirea i poziionarea, versitii Constantin Brncui of Global Competitiveness, Vol.
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xului de marketing presupun Hamel, G., &Prahalad, C.K. (1994), An examination into the causal
dezvoltarea unor abiliti ale Competing for the Future, Har- logic of rent generation: con-
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adaptate permanent n funcie April, pp.118

28 Anca Francisca Cruceru, Violeta Rdulescu


Achieving marketing success through strategic
orientation of the organisation
Lect. dr. Anca Francisca Cruceru,
Facultatea de Marketing, Academia de Studii Economice Bucureti
Lect. dr. Violeta Rdulescu,
Facultatea de Marketing, Academia de Studii Economice Bucureti

Astract: Strong competition from Europe causes organizations to reconsider their attitude towards
customers but also to their direct competitors. The adoption of marketing strategies without taking into
account these two fundamental components in defining the strategic direction of marketing is a big
mistake. Marketers constantly striving to identify the core competencies of the organization, aimed at
giving it a competitive advantage claimed. Offer clear differentiation and positioning it in the minds of
consumers, are the best ways of gaining a competitive position on the relevant market.

Keywords: market orientation, marketing strategy, core competencies, co-opetition

Introduction (2) Offering consumers value vision at all hierarchical levels of


the skills held; the organization, adopting and
Dynamic competitive envi- (3) Identification of direct implementing effective market-
ronment was permanently un- competitors and know ing strategy based on strategic
der the influence of temporary their strengths; planning.
factors, determines the adoption (4) Exploitation of business Therefore, strategic orienta-
of a strategic marketing guide- opportunities and avoid tion, marketing orientation and
lines from organizations, both threats exist. marketing strategy are strongly
to survive and to occupy a domi- If these characteristics are interrelated and should lead to
nant position on the relevant considered significant in assess- competitive advantage. Market-
market. Strategic orientation ing the potential of an organiza- ers in these organizations must
to market of the competitors in- tion on its strategic direction, it be able to describe the steps
volves the development of skills is necessary to develop manage- necessary to adopt a strategic
in the organization to gain com- rial and marketing skills to do orientation. Finding those pow-
petitive advantage. But what so. In fact, all organizational ef- erful skills that can contribute
can not be obtained by chance, forts should be directed towards to creating value for consumers
but after implementing a mar- developing and implementing a target is an ongoing challenge.
keting strategy designed to lead strategic vision throughout the The authors Morgan and
to achieving performance suc- organization and, in particular, Strong (1998) have described a
cess in business. in the marketing department. model of the specific elements of
Therefore, there is a strong marketing orientation. MKTOR
link between marketing strategy model include:
adopted and market orientation Strategic orientation
Focus on commitment to
of the organization. The authors Strategic focus in the authors the customer,
Morgan and Strong (1998), Hunt Keegan, Davidson and Brill Creating value for custom-
and Morgan (1995), Kohli and (2003), involves a series of ef- ers,
Jaworski, (1990), Narver and forts by the organization struc- Understanding customer
Slater (1990) believes that the tured in the following areas: needs,
organization characterized by achieving a balance between its Setting targets for cus-
market orientation could have needs in terms of profit and con- tomer satisfaction,
the following characteristics: sumer needs, adopting a proac- Measuring consumer sat-
(1) Understanding the needs tive behavior aimed at market isfaction,
of current and prospective modeling, integration marketing Provide after-sales ser-
customers; vice,
RRM 4/2012 29
Sharing information on marketing audit organization competitive environment is char-
competitors in the sales focused on identifying strengths acterized by strong competition
force, on all items and specific market- and rapid changes required to
Rapid response to compet- ing activities and identifying build new skills adapted to the
itors actions, business opportunities exist- dynamic environment and can
Understanding the com- ing and potential threats. The replace existing powers when
petitors strategy by the authors Cetina, Dumitru and necessary.
managers, Radulescu (2010), consider mar- Therefore, the organiza-
Target opportunities for keting audit tool which periodi- tion must continuously learn
competitive advantage, cally checks the organizations to develop the skills necessary
Exchange of information strategic marketing approach to adapt the existing socio-eco-
between departments, and also a tool for assessing and nomic realities, to adapt to the
Achieving functional inte- monitoring its performance. changing environment in various
gration strategy. Also, finding a strategic win- markets, among others affected
dows, on the best time, proper by cultural factors and the law...
All these elements presented action is another starting point EU common and country-specif-
can be regarded organization for implementing organization- ic (Radulescu, 2011) and then to
skills or competences developed al strategy. It should be empha- exploit the opportunities.
in order to obtain competitive sized that all actions and mar- The authors Thompson and
advantage in order to gain com- keting skills will be developed to Richardson (1996) grouped into
petitive position on the relevant enhance customer satisfaction three distinct competencies
market. and achieve competitive success of the organization: strategic
based on elements for differen- competencies, current strategic
tiation. skills policy change and learn-
Core competencies
The authors Kotler and Keller ing skills. All these skills are
The main concern of man- (2009) presented three charac- built based on a strategic vision
agers from organizations with teristics of basic skills such as: of the organization indicating
strategic focus remains identify- 1. are sources of competitive that it has implemented an on
ing and developing core compe- advantage which contrib- marketing strategy. Also, there
tencies, unique and able to pro- utes to the perceived ben- is the need to know all the im-
vide value to consumers, so that efits to consumers, plications on customers and
the products or services of these 2. have practical applicabil- competitors, existing changes
organizations are perceived as ity for different markets, on perceived benefit to consum-
highly differentiated from other 3. are difficult to imitate by ers and the strategic orientation
competitors offer. competitors. of direct competitors.
The concept of core compe- Another point of view was Managers provide a useful
tencies or core capabilities was presented by the authors Spanos tool to analyze the strategic re-
developed by Prahalad and and Lioukas (2001) have classi- sources available to the organi-
Hamel authors in a series of ar- fied competencies (capabilities) zation, focusing on existing com-
ticles and in the book Compet organization into three distinct petencies and mission. The MCC
ing for the Future, they stressed categories: managerial skills, (Nicholls, 1995) uses two indica-
that these capabilities must be marketing skills and technologi- tors mission and core competen-
unique and can not be imitated cal skills. cies and proposes four strate-
(competitively unique). The competences of market- gic options depending on how
Haamel and Prahalad (1994) ing, includes a distinct set of strong or weak they fit. Analysis
showed that these basic capa- skills in marketing research, requires attention to describing
bilities can be viewed as a set marketing strategy, marketing skills and to analyze them in
of skills and technologies owned mix of appropriate policies (Ve- terms of mission defined by the
by the organization, enabling it rona, 1999). organization. An almost perfect
to offer customers a real benefit. Therefore, managers will correlation with the mission of
They can not be easily imitated develop a set of existing skills powers conferred the adoption of
by competitors and are consid- directly linked to the organiza- a strong strategy, with increased
ered a source of unique value of- tions existing strategies which chances of achievement, while a
fering target consumers. will lead to better knowledge poor correlation leads to signifi-
In determining these pow- of market needs and achieve cant losses. All these efforts by
ers is necessary to make a competitive advantage. As the the organization are directed

30 Anca Francisca Cruceru, Violeta Rdulescu


towards gaining an advanta- share, profitability of a better variables beyond those known
geous position on the relevant and stronger even an image of through SWOT analysis. The
market and to capitalize on the the organization in among the new method of analysis, which
competitive advantage held. target audience. Consumers will is called extended SWOT analy-
appreciate the favorable prod- sis in the context of cooperation
ucts and services resulting from between competitors, allowing
Co- opetition
fair competition based on rules existing knowledge of the poten-
In many situations, strong of loyalty and cooperation. tial and limitations in terms of
competition will lead to a rapid The authors Ritala and El- cooperation. In other words, can
adaptation to changes in the lonen (2010) uses the term to de- be identified and analyzed in
competitive environment. Strong scribe the cooperation between relationship-specific resources
competition also determines the firms developed strong bond and capabilities for cooperation
strategic direction focused on between competitors. To main- between different organizations.
addressing marketopportuni- tain its competitive position in This method of analysis is illus-
ties. To succeed in this regard is the relevant market in the con- trated in Table 1 - SWOT Analy-
needed more than develop their text of competition and coopera- sis extended in the context of co-
own competitive strategies. ex- tion, can be analyzed and other operation between competitors.
istence of competitive rivalry
determine the choice of a posi-
tive attitude about competitors Table 1. Extended SWOT analysis in the context of
on the market, in terms of find- cooperation between competitors
ing ways to cooperate with them
rather than focusing on compe- Internal analysis Strengths Weaknesses
tition. Relationship Potential Limitation
This orientation of the orga- External analysis Oportunities Threats
nization is known as co-opetition
(Brandenburger i Nalebuff, Adapted from P.Ritala i H-K. Ellonen, Competitive advantage in
1998). interfirm cooperation: old and new explanations, Competitiveness Review:
Organizations with market- An International Business Journal incorporating Journal of Global
ing vision gives strategic im- Competitiveness, Vol. 20, Issue 5, pp.367-383.
portance to developing coopera-
tion and strategic alliances to
achieve competitive advantage.
Managerial The use of marketing con-
considerations cepts such as market segmenta-
Need to survive and to main-
tion, targeting and positioning,
tain achieved market position The competition is a motiva- adopt and implement appropri-
determines that organizations tor for all actions taken by eco- ate marketing mix strategies in-
compete and cooperate at the nomic agents. Because of this, clude the development of organi-
same time. organizations will develop new zational skills on the approach
This co-opetition strategy products with new features into practice marketing vision.
combines the advantages of designed to satisfy consumer But the most important as-
competition and cooperation in needs. pect regarding the strategic di-
business by providing a frame- Implementation of market- rection of the organization can
work for achieving competi- ing strategies allow organiza- be considered to identify core
tive advantage by changing the tions to gain significant market competencies as sources of com-
rules of competition in favor of share and differentiate them- petitive advantage, skills be
the organization. Therefore, the selves from other direct compet- analyzed in close relation to the
organizations ability to compete itors. Considered a marketing business opportunities and the
and cooperate at the same time success, achieving these goals ability to cooperate with oth-
involves a strategic vision of the requires the existence of specific er competitors in the market.
entire business. By finding op- tools, methods of analysis that These skills must be developed,
portunities for cooperation and allow understanding the sources reviewed and adapted continu-
compete with other competitors to obtain competitive advantage ously depending on business op-
but also by implementing a vi- on the one hand, and knowledge portunities.
able marketing strategies can needs of consumers, on the other Dynamic competitive envi-
achieve significant results in hand. ronment requires a strategic
terms of gaining a larger market

RRM 4/2012 31
vision throughout the organiza- Marketing, Vol.59, April, pp.1- Ritala, P., &Ellonen, H-K (2010),
tion. Competitive position held 15 Competitive advantage in inter-
by the organization can be sup- Keegan, W., Davidson, J.H. & Brill, firm cooperation: old and new
ported through a strategy based E. A., (2003), Offensive Market explanations, competitivenes Re
ing: An Action Guide to Gaining view: An International Business
on their distinct these capabili-
Competitive Advantage, Rout- Journal incorporating Journal
ties that will lead to a strong dif- ledge. of Global Competitiveness, Vol.
ferentiation and allow obtaining Kohli, A.K., &Jaworski, B.J. (1990), 20, Issue 5, pp. 367-383
better performance. Market orientation: the con- Radulescu, D.M. (2011) Elemente
struct, research propositions fundamentale de drept, Univer-
and managerial implications, sul Juridic Publishing House,
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32 Anca Francisca Cruceru, Violeta Rdulescu


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