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-

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

RRM 4/2012 25
orientrii de marketing. Mode-
lul MKTOR cuprinde urmtoa-
rele elemente:
Concentrarea pe angaja-
mentul fa de client,
Crearea de valoare pentru
clieni,
nelegerea nevoilor con-
sumatorilor,
Stabilirea unor obiective
privind satisfacia consu-
matorilor,
Msurarea satisfaciei
consumatorilor,
Oferirea de servicii post-
vnzare,
mprirea informaiilor surs de oferire a valorii unice
referitoare la concureni
la nivelul forei de vnza-
re,
Reacia rapid la aciunile rea unui audit de marketing fo-
competitorilor,
nelegerea strategiei con-
curenilor la nivelul ma-
nagerilor,
intirea oportunitilor i identificarea oportunitilor
privind obinerea avanta-
jul competitiv,
Schimbul de informaii n-
tre departamente,
Obinerea unei integrri
funcionale n cadrul stra-
tegiei.
Toate aceste elemente pre-
zentate pot fi considerate abili-
tile sau competenele organi-
zaiei dezvoltate cu scopul obi-
nerii avantajului competitiv n
vederea ctigrii poziiei com- toare la momentul cel mai bun,
petitive pe piaa de referin.
Competenele de baz
Principala preocupare a ma-
nagerilor din cadrul organizaii-
lor cu orientare strategic rm-
ne identificarea i dezvoltarea
competenelor de baz, unice
i capabile s furnizeze valoare
consumatorilor, n aa fel nct
produsele sau serviciile acestor
organizaii s fie percepute ca
fiind puternic difereniate de
oferta celorlali competitor.
Conceptul de competene de
baz sau capabiliti de baz a
26
fost dezvoltat de ctre autorii oferit de ctre consuma-
Prahalad i Hamel ntro serie tori,
de articole precum i n cartea (2) au aplicabilitate practic
Competing for the Future, ace- n cazul diferitelor piee,
tia subliniind c aceste capabi- (3) sunt dificil de imitat de c-
liti trebuie s fie unice i de tre competitori.
neimitat (competitively unique). Un alt punct de vedere a fost
Haamel i Prahalad au ar- prezentat de ctre autorii Spanos
tat (1994) c aceste capabiliti i Lioukas (2001) care au clasifi-
de baz pot fi private ca un set cat competenele (capabilitile)
de competene i tehnologii de- organizaionale n trei categorii
inute de ctre organizaie i distincte: competene manageri-
care permit acesteia s ofere un ale, competene de marketing i
beneficiu real clienilor. Acestea competene tehnologice.
nu pot fi imitate uor de ctre n privina competenelor din
concureni i sunt considerate o domeniul marketingului, aces-
tea includ un set distinct de abi-
consumatorilor int. liti n domeniul cercetrilor
Pentru determinarea acestor de marketing, al marketingului
competene se impune realiza- strategic, al politicilor corespun-
ztoare mixului de marketing
calizat pe identificarea atuurilor (Verona, 1999).
organizaiei n privina tutu- Prin urmare, managerii vor
ror elementelor i activitilor dezvolta un set de abiliti ac-
specific de marketing, precum tuale ale organizaiei direct le-
gate de coninutul strategiilor
existente n mediul de afaceri i existente ceea ce va conduce la
a ameninrilor posibile. Autorii cunoaterea mai bun a nece-
Cetin, Dumitru i Rdulescu sitilor pieeei i la obinerea
(2010) privesc auditul de mar- avantajului competitiv. Deoa-
keting ca un instrument prin rece mediul concurenial este
care se verific periodic aborda- marcat de schimbri rapide i
rea strategic de marketing a o puternic competitivitate se
organizaiei i, totodat, un in- impune construirea unor noi
strument de evaluare i control competene adaptate la dina-
a performanei acesteia. mica mediului i care vor putea
De asemenea, descoperirea nlocui competenele existen-
unei ferestre strategice, referi- te atunci cnd acest lucru este
necesar. De aceea, organizaia
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
nizaionale. Trebuie subliniat socialeconomice existente, s se
c toate aciunile i abilitile adapteze la mediul n continu
de marketing vor fi dezvoltate schimbare de la nivelul diferite-
pentru a crete satisfacia con- lor piee, afectate printre altele
sumatorilor i a obine succesul i de factorii culturali...dar i de
competitive bazat pe elemente legislaia comun Uniunii Eu-
clare de difereniere. ropene i cea specific fiecrei
Autorii Kotler i Keller (2009) ri (Rdulescu, 2011) i, apoi,
au prezentat cele trei caracteris- s fructifice oportunitile exis-
tici specifice competenelor de tente.
baz i anume: Autorii Thompson i Ri-
(1) sunt surse de avantaj com- chardson (1996) grupeaz com-
petitiv ceea ce contribuie petenele organizaiei n trei ca-
la perceperea beneficiului tegorii distincte: compentenele
Anca Francisca Cruceru, Violeta Rdulescu
strategice actuale, competene
strategice ale schimbrii i com-
petene strategice ale nvrii. tegii competitive. Existena ri-
Toate aceste competene sunt
construite avnd la baz o ori-
entare strategic a organiza-
iei ce arat viziunea pe carea
aceasta a implementato n pri-
vina strategiei de marketing.
Totodat, se observ necesitatea
cunoaterii tuturor implicaiilor
referitoare la clieni i concu-
reni, la modificrile existente
n privina beneficiului perce-
put de ctre consumatori i n
privina orientrii strategice a
concurenilor direci.
Managerii au la dispoziie un
instrument util pentru a analiza
resursele strategice de care dis-
pune organizaia, concentrn-
duse pe competenele existente
i pe misiunea acesteia. Modelul
MCC, (Nicholls, 1995) utilizea-
z cei doi indicatori misiunea i
competenele de baz i propu-
ne patru variante strategice n
funcie de ct de puternic sau
slab se potrivesc acetia. Analiza
necesit o atenie sporit pentru
a putea descrie competenele i
a le analiza din perspectiva mi-
siunii definite de ctre organiza-
ie. O corelare aproape perfect
a competenelor cu misiunea or-
ganizaiei confer posibilitatea
adoptrii unei strategii puterni-
ce, cu anse sporite de realizare,
n timp ce o corelare defectuoas
conduce la pierderi nsemnate.
Toate aceste eforturi din partea
organizaiei sunt ndreptate n
direcia ctigrii unei poziii
avantajoase pe piaa de referin-
i pentru a fructifica avanta-
jul competitiv deinut.
Co opetition
Competiia puternic va de-
termina, n multe situaii, o
adaptare rapid la schimbrile
din mediul competitiv precum i
abordarea unei orientri strate-
gice focalizat pe oportunitile
pieei. Pentru a reui n acest
RRM 4/2012
sens este nevoie de mai mult de- dar i prin implementarea unei
ct de a dezvolta propriile stra- strategii de marketing viabile
se pot obine rezultate semnifi-
valitii competitive determin cative n privina ctigrii unei
alegerea unei atitudini pozitive cote de pia mai mari, a unei
n privina competitorilor de pe profitabiliti mai bune i chiar
pia, n sensul gsirii unor ci a unei imagini mai solide a or-
de cooperare cu acetia, mai de- ganizaiei n rndul publicului
grab dect focalizarea pe com- int. Consumatorii vor aprecia
petiie. Aceast orientare din favorabil produsele i serviciile
partea organizaiilor este cunos- rezultate n urma unei competi-
cut sub denumirea de coope- ii loiale bazate pe reguli de loia-
tition (Brandenburger i Nale- litate i cooperare.
buff, 1998). Autorii Ritala i Ellonen
Organizaiile cu viziune de (2010) utilizeaz termenul de
marketing acord o importan cooperare ntre firme pentru a
strategic cooperrii i dezvol- descrie puternica legtur dez-
trii unor aliane strategice n voltat ntre concureni. Pentru
vederea obinerii avantajului ai menine poziia competitiv
competitiv. Necesitatea de a su- pe piaa de referin, n contex-
pravieui i de a pstra poziia tul concurenei i cooperrii, pot
obinut pe piaa de referin fi analizate i alte variabile n
determin ca organizaiile s afara celor cunoscute prin in-
concureze i s coopereze n ace- termediul analizei SWOT. Noua
lai timp. Aceast strategie de metod de analiz, ce poart
coopetition combin avantajele numele de analiza SWOT extin-
competiiei i ale cooperrii din s n contextul cooperrii ntre
mediul de afaceri furniznd un competitori, permite cunoate-
cadru propice pentru obine- rea potenialului i a limitelor
rea avantajului competitiv prin existente din perspectiva coo-
schimbarea regulilor competii- perrii. Cu alte cuvinte, pot fi
onale n favoarea organizaiei. identificate i analizate resurse-
Prin urmare, capacitatea orga- le i capabilitile specifice rela-
nizaiei de a concura i a coope- iei de cooperare ntre diferitele
ra n acelai timp, implic o vi- organizaii. Aceast metod de
ziune strategic asupra ntregii analiz este reprezentat grafic
afaceri. Prin descoperirea opor- n tabelul 1 Analiza SWOT ex-
tunitilor de cooperare i de tins n contextul cooperrii n-
concurare cu ceilali competitori tre competitori.
Tabelul 1. Analiza SWOT extins n contextul
cooperrii ntre competitori
Analiza intern Atuuri Slbiciuni
Relationship Potenial Limite
Analiza extern Oportuniti Ameninri
Adaptare dup P.Ritala i HK. Ellonen, Competitive advantage in inter-
firm cooperation: old and new explanations, Competitiveness Review: An
International Business Journal incorporating Journal of Global Competi
tiveness, Vol. 20, Issue 5, pp.367383.
27
Consideraii manageriale
Competiia este un factor
motivator pentru toate aciuni-
le ntreprinse de ctre agenii
economici. Datorit acesteia, or-
ganizaiile vor dezvolta noi pro-
duse cu noi caracteristici menite
s satisfac nevoile consumato-
rilor. Implementarea unor stra-
tegii de marketing vor permite
organizaiei s ctige o cot de ternic i vor permite obinerea
pia nsemnat i s se dife- unor performane superioare.
renieze de ceilali competitori
direci. Considerat un succes de
marketing, realizarea acestor
obiective specifice presupune
existena unor instrumente, me-
tode de analiz care s permit
nelegerea surselor de obinere
a avantajului competitiv, pe de
o parte, i cunoaterea nevoilor
consumatorilor, pe de alt par-
te. Utilizarea unor concepte de
marketing precum segmentarea
pieei, intirea i poziionarea,
adoptarea i implementarea
strategiilor corespunztoare mi-
xului de marketing presupun
dezvoltarea unor abiliti ale
organizaiei n privina abor-
drii n practic a viziunii de
marketing. Dar, cel mai impor-
tant aspect n privina orien-
trii strategice a organizaiei
poate fi considerat identificarea
competenelor de baz, ca surse
ale avantajului competitiv, com-
petene ce trebuie analizate n
strns relaie cu oportunitile
existente n mediul de afaceri
dar i cu capacitatea de coopera-
re cu ali competitori din cadrul
pieei. Aceste competene tre-
buie dezvoltate, reanalizate i
adaptate permanent n funcie
28
de oportunitile existente n
mediul de afaceri. Dinamismul
mediului competitiv impune
adoptarea unei viziuni strategi-
ce la nivelul ntregii organizaii.
Poziia competitiv deinut de
ctre organizaie poate fi sus-
inut prin intermediul unei
strategii bazate pe aceste capa-
biliti distincte proprii, care
vor conduce la o difereniere pu-
Octomber, pp. 2035
Nicholls, J. (1995), The MCC deci-
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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

Dynamic competitive envi-
ronment was permanently un-
der the influence of temporary
factors, determines the adoption
of a strategic marketing guide-
lines from organizations, both
to survive and to occupy a domi-
nant position on the relevant
market. Strategic orientation
to market of the competitors in-
volves the development of skills
in the organization to gain com-
petitive advantage. But what
can not be obtained by chance,
but after implementing a mar-
keting strategy designed to lead
to achieving performance suc-
cess in business.
Therefore, there is a strong
link between marketing strategy
adopted and market orientation
of the organization. The authors
Morgan and Strong (1998), Hunt
and Morgan (1995), Kohli and
Jaworski, (1990), Narver and
Slater (1990) believes that the
organization characterized by
market orientation could have
the following characteristics:
(1) Understanding the needs
of current and prospective
customers;
RRM 4/2012
the skills held;
(3) Identification of direct
competitors and know
their strengths;
(4) Exploitation of business
opportunities and avoid
threats exist.
If these characteristics are
considered significant in assess-
ing the potential of an organiza-
tion on its strategic direction, it
is necessary to develop manage-
rial and marketing skills to do
so. In fact, all organizational ef-
forts should be directed towards
developing and implementing a
strategic vision throughout the
organization and, in particular,
in the marketing department.
Strategic orientation
Strategic focus in the authors
Keegan, Davidson and Brill
(2003), involves a series of ef-
forts by the organization struc-
tured in the following areas:
achieving a balance between its
needs in terms of profit and con-
sumer needs, adopting a proac-
tive behavior aimed at market
modeling, integration marketing
the organization, adopting and
implementing effective market-
ing strategy based on strategic
planning.
Therefore, strategic orienta-
tion, marketing orientation and
marketing strategy are strongly
interrelated and should lead to
competitive advantage. Market-
ers in these organizations must
be able to describe the steps
necessary to adopt a strategic
orientation. Finding those pow-
erful skills that can contribute
to creating value for consumers
target is an ongoing challenge.
The authors Morgan and
Strong (1998) have described a
model of the specific elements of
marketing orientation. MKTOR
model include:
Focus on commitment to
the customer,
Creating value for custom-
ers,
Understanding customer
needs,
Setting targets for cus-
tomer satisfaction,
Measuring consumer sat-
isfaction,
Provide after-sales ser-
vice,
29
 Sharing information on
competitors in the sales
force,
Rapid response to compet-
itors actions,
Understanding the com-
petitors strategy by the
managers,
Target opportunities for
competitive advantage,
Exchange of information
between departments,
Achieving functional inte-
gration strategy.
All these elements presented
can be regarded organization
skills or competences developed
in order to obtain competitive
advantage in order to gain com-
petitive position on the relevant
market.
Core competencies
The main concern of man-
agers from organizations with
strategic focus remains identify-
ing and developing core compe-
tencies, unique and able to pro-
vide value to consumers, so that
the products or services of these
organizations are perceived as
highly differentiated from other
competitors offer.
The concept of core compe-
tencies or core capabilities was
developed by Prahalad and
Hamel authors in a series of ar-
ticles and in the book Compet
ing for the Future, they stressed
that these capabilities must be
unique and can not be imitated
(competitively unique).
Haamel and Prahalad (1994)
showed that these basic capa-
bilities can be viewed as a set
of skills and technologies owned
by the organization, enabling it
to offer customers a real benefit.
They can not be easily imitated
by competitors and are consid-
ered a source of unique value of-
fering target consumers.
In determining these pow-
ers is necessary to make a
30
marketing audit organization
focused on identifying strengths
on all items and specific market-
ing activities and identifying
business opportunities exist-
ing and potential threats. The
authors Cetina, Dumitru and
Radulescu (2010), consider mar-
keting audit tool which periodi-
cally checks the organizations
strategic marketing approach
and also a tool for assessing and
monitoring its performance.
Also, finding a strategic win-
dows, on the best time, proper
action is another starting point
for implementing organization-
al strategy. It should be empha-
sized that all actions and mar-
keting skills will be developed to
enhance customer satisfaction
and achieve competitive success
based on elements for differen-
tiation.
The authors Kotler and Keller
(2009) presented three charac-
teristics of basic skills such as:
1. are sources of competitive
advantage which contrib-
utes to the perceived ben-
efits to consumers,
2. have practical applicabil-
ity for different markets,
3. are difficult to imitate by
competitors.
Another point of view was
presented by the authors Spanos
and Lioukas (2001) have classi-
fied competencies (capabilities)
organization into three distinct
categories: managerial skills,
marketing skills and technologi-
cal skills.
The competences of market-
ing, includes a distinct set of
skills in marketing research,
marketing strategy, marketing
mix of appropriate policies (Ve-
rona, 1999).
Therefore, managers will
develop a set of existing skills
directly linked to the organiza-
tions existing strategies which
will lead to better knowledge
of market needs and achieve
competitive advantage. As the
competitive environment is char-
acterized by strong competition
and rapid changes required to
build new skills adapted to the
dynamic environment and can
replace existing powers when
necessary.
Therefore, the organiza-
tion must continuously learn
to develop the skills necessary
to adapt the existing socio-eco-
nomic realities, to adapt to the
changing environment in various
markets, among others affected
by cultural factors and the law...
EU common and country-specif-
ic (Radulescu, 2011) and then to
exploit the opportunities.
The authors Thompson and
Richardson (1996) grouped into
three distinct competencies
of the organization: strategic
competencies, current strategic
skills policy change and learn-
ing skills. All these skills are
built based on a strategic vision
of the organization indicating
that it has implemented an on
marketing strategy. Also, there
is the need to know all the im-
plications on customers and
competitors, existing changes
on perceived benefit to consum-
ers and the strategic orientation
of direct competitors.
Managers provide a useful
tool to analyze the strategic re-
sources available to the organi-
zation, focusing on existing com-
petencies and mission. The MCC
(Nicholls, 1995) uses two indica-
tors mission and core competen-
cies and proposes four strate-
gic options depending on how
strong or weak they fit. Analysis
requires attention to describing
skills and to analyze them in
terms of mission defined by the
organization. An almost perfect
correlation with the mission of
powers conferred the adoption of
a strong strategy, with increased
chances of achievement, while a
poor correlation leads to signifi-
cant losses. All these efforts by
the organization are directed
Anca Francisca Cruceru, Violeta Rdulescu
towards gaining an advanta-
geous position on the relevant
market and to capitalize on the
competitive advantage held.
Co- opetition
In many situations, strong
competition will lead to a rapid
adaptation to changes in the
competitive environment. Strong
competition also determines the
strategic direction focused on
addressing marketopportuni-
ties. To succeed in this regard is
needed more than develop their
own competitive strategies. ex-
istence of competitive rivalry
determine the choice of a posi-
tive attitude about competitors
on the market, in terms of find-
ing ways to cooperate with them
rather than focusing on compe-
tition.
This orientation of the orga-
nization is known as co-opetition
(Brandenburger i Nalebuff,
1998).
Organizations with market-
ing vision gives strategic im-
portance to developing coopera-
tion and strategic alliances to
achieve competitive advantage.
Need to survive and to main-
tain achieved market position
determines that organizations
compete and cooperate at the
same time.
This co-opetition strategy
combines the advantages of
competition and cooperation in
business by providing a frame-
work for achieving competi-
tive advantage by changing the
rules of competition in favor of
the organization. Therefore, the
organizations ability to compete
and cooperate at the same time
involves a strategic vision of the
entire business. By finding op-
portunities for cooperation and
compete with other competitors
but also by implementing a vi-
able marketing strategies can
achieve significant results in
terms of gaining a larger market
RRM 4/2012
share, profitability of a better variables beyond those known
and stronger even an image of through SWOT analysis. The
the organization in among the new method of analysis, which
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
fair competition based on rules existing knowledge of the poten-
of loyalty and cooperation. tial and limitations in terms of
The authors Ritala and El- cooperation. In other words, can
lonen (2010) uses the term to de- be identified and analyzed in
scribe the cooperation between relationship-specific resources
firms developed strong bond and capabilities for cooperation
between competitors. To main- between different organizations.
tain its competitive position in This method of analysis is illus-
the relevant market in the con- trated in Table 1 - SWOT Analy-
text of competition and coopera- sis extended in the context of co-
tion, can be analyzed and other operation between competitors.
Table 1. Extended SWOT analysis in the context of
cooperation between competitors
Internal analysis Strengths Weaknesses
Relationship Potential Limitation
External analysis Oportunities Threats
Adapted from P.Ritala i H-K. Ellonen, Competitive advantage in
interfirm cooperation: old and new explanations, Competitiveness Review:
An International Business Journal incorporating Journal of Global
Competitiveness, Vol. 20, Issue 5, pp.367-383.
Managerial The use of marketing con-
considerations cepts such as market segmenta-
tion, targeting and positioning,
The competition is a motiva- adopt and implement appropri-
tor for all actions taken by eco- ate marketing mix strategies in-
nomic agents. Because of this, clude the development of organi-
organizations will develop new zational skills on the approach
products with new features into practice marketing vision.
designed to satisfy consumer But the most important as-
needs. pect regarding the strategic di-
Implementation of market- rection of the organization can
ing strategies allow organiza- be considered to identify core
tions to gain significant market competencies as sources of com-
share and differentiate them- petitive advantage, skills be
selves from other direct compet- analyzed in close relation to the
itors. Considered a marketing business opportunities and the
success, achieving these goals ability to cooperate with oth-
requires the existence of specific er competitors in the market.
tools, methods of analysis that These skills must be developed,
allow understanding the sources reviewed and adapted continu-
to obtain competitive advantage ously depending on business op-
on the one hand, and knowledge portunities.
needs of consumers, on the other Dynamic competitive envi-
hand. ronment requires a strategic
31
vision throughout the organiza-
tion. Competitive position held
by the organization can be sup-
ported through a strategy based
on their distinct these capabili-
ties that will lead to a strong dif-
ferentiation and allow obtaining
better performance.
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