Documente Academic
Documente Profesional
Documente Cultură
Cuvinte cheie: strategii corporatiste, avantaje competitive, portofoliu de afaceri, responsabilitate social
Not: Aceast lucrare a fost domeniilor i unitilor strategi- a-i mbunti poziia. Pentru
cofinanat din Fondul Social ce de afaceri ct i principalele a realiza a cest lucru profiturile
European, prin Programul Ope- strategii corporatiste de mar- pe termen scurt vor fi sacrifica-
raional Sectorial Dezvoltarea keting integrat. te cu scopul urmririi profitului
Resurselor Umane 2007-2013 La nivelul organizaional pe termen lung. Este o strategie
Proiect numarul POSDRU/1.5/ superior strategiile corporatis- care se potrivete cel mai bine
S59184 Performana i excelen- te care sunt adoptate sunt cele pentru dileme cu scopul ca
a n cercetarea postdoctorala n specifice portofoliului de afaceri, acestea s devin staruri.
domeniul tiinelor economice strategiile avantajului competi- 2. Meninere. Obiectivul
din Romania. tiv, strategiile de dezvoltare a principal n acest caz este repre-
afacerii, strategiile de marc i zentat de meninerea cotei de
strategiile responsabilitii so- pia actuale. Aceast strategie
1. Introducere
ciale. este tipic pentru cazul vacilor
Managementul corporatist de muls pentru a se asigura
include n ansamblul su meto- faptul c vor genera maximul de
2. Strategii privind
dologic o serie de instrumente lichiditate posibil.
portofoliul de afaceri
specifice care fac obiectul mana- 3. Recoltare. Urmnd o ast-
gementului strategic. Ele sunt n domeniul business to busi- fel de strategie managementul
rezultatul evoluiei conceptului ness pot fi utilizate trei instru- ncearc s maximizeze fluxul de
de management i au ca element mente principale de analiz de numerar pe termen scurt, chiar
central strategia, considerat, portofoliu, matricea BCG, matri- i n detrimentul viitorului unor
pe bun dreptate un instrument cea General Electric i matricea uniti strategice de afaceri.
esenial al managementului mo- Arthur D. Little. Prin utilizarea Este o strategie potrivit pentru
dern. acestor instrumente de anali- vacile de muls care pe termen
ncorporarea marketingului z de portofoliu se pot formula lung au o poziie fragil afln-
n activitile organizaiei se principalele strategii privind du-se pe o pia cu ciclu de via-
refer, dup cum s-a mai ar- portofoliul de afaceri. scurt. Este utilizat i atunci
tat i la modificarea coninutu- a) Conform matricii Boston cnd organizaia este n criz de
lui acestor instrumente astfel Consulting Group se pot formula lichiditate i este dispus s sa-
nct acestea s asigure orien- urmtoarele alternative strategi- crifice viitorul unor uniti stra-
tarea spre pia a ntregii orga- ce (Dumitru, 2004): tegice cu scopul de a-i satisface
nizaiei. Dintre instrumentele 1. Construire. Pentru a nevoile pe termen scurt.
utilizare la nivel corporativ se urma o strategie de construire 4. Diversific sau renun.
detaeaz cele privind:: misiu- obiectivul principal ar trebui Principalul obiectiv aici de a
nea organizaiei orientate spre s fie creterea cotei de pia a scpa de acele uniti strate-
pia, definirea i delimitarea unitii strategice cu scopul de gice care consum profiturile
RRM 3/2011 15
strategii de fructificare sau Dup cum se observ, alter- status quo-ul, recoltarea pro-
eliminare: pentru unitile nativa aleas, reprezint o com- fitului sau ieirea din industria
strategice de activitate slabe binaie rezultat prin luarea n respectiv. Arthur D. Little a
din cadranele C1, C2 si C3 considerare a fazei (etapei) din reuit totodat s grupeze al-
organizaia va reduce ritmul ciclul de via al unitii strate- ternativele strategice ntr-un
actual al investiiilor, se va gice i poziia competitiv. Com- numr limitat de grupuri dup
genera profitul maxim posibil binaia dintre poziia competii- cum urmeaz:strategii de pia-
din situaia existent i se va onal i maturitatea industriei ; strategii de produs; strategii
renuna n timp la unitile ofer baza pentru determinarea tehnologice; strategii operaio-
strategice respective n speci- condiiei strategice a unitii nale; strategii de management;
al cele din cadranul C3; strategice i astfel permite iden- strategii de regrupare.
c) Strategiile privind portofo- tificarea i evaluarea opiunilor Opiunea pentru una sau alta
liul de afaceri care pot fi identi- strategice disponibile pentru dintre aceste alternative strate-
ficate n urma utilizrii Matricii organizaie. Acestea n gene- gice ar trebui s fie determinat
Arthur D. Little sunt prezentate ral variaz ntre a investi n de condiiile de desfurare a
n cadrul figurii urmtoare (Bra- scopul ntririi sau meninerii afacerii i nu de condiiile ma-
dley, 2005) (figura 2). poziiei, sau pentru a menine nagerilor (Little, 1974).
RRM 3/2011 17
tiv al unei astfel de segmen- satisfacerea nevoilor consumato- reuind astfel organizaia
tri este reprezentat de posi- rilor i contracararea eficient a lider s-i protejeze baza de
bilitatea de a servi piee prea competiiei (Drummond&Ensor, consumatori existeni astfel
mici pentru a fi intite la o 2001). reuind s-i pstreze cota de
scar mai mare; Poziia unei organizaii n pia;
focalizarea pe utilizatorul fi- cadrul unei piee va influena n De menionat faptul c stra-
nal. Este posibil ca organiza- mod decisiv opiunile strategice tegiile ofensive i defensive pot
ia s se concentreze asupra avute la dispoziie de aceasta. O fi aplicate de ctre toi compe-
unui utilizator final specific astfel de poziie este exprimat titorii de pe pia i nu doar de
spre deosebire de a se adresa printr-un tip de competiie n ctre liderii de pia.
ctre ntreaga pia. Specia- cadrul creia se plaseaz com- b) Chalengerii. Acetia vor
lizarea ofer oportunitatea pania competitiv.Acetia pot fi cuta ntotdeauna confruntarea
apropierii organizaiei de divizai n patru mari categorii: urmrind n permanen cre-
consumatori i astfel obine- lideri de pia, chalengeri, ur- terea cotei de pia. De regul
rea unei mai bune nelegeri mritori i competitorii de ni. aceste organizaii sunt puterni-
a nevoilor acestora; a) Liderii de pia. n aceast ce i dispun de resurse consis-
specializarea pe un produs categorie se plaseaz organiza- tente. Ele urmresc poziia de
sau pe o linie de produse. Or- ia dominant din cadrul unei lider de pia i reprezint un
ganizaia se concentreaz pe industrii sau a unui segment de oponent de marc pentru liderul
un singur tip de produs sau pia. Dominana organizaiei de pia. Strategiile principale
o linie de produse. Valoarea comensurat prin intermediul aplicate de ctre aceste organi-
deriv din cadrul specializ- cotei de pia. Unele companii zaii sunt:
rii sub aspectul abilitilor, pot atinge aceast poziie prin strategia intirii selective.
volumului i a gamei de acti- inovare sau expertiz tehnolo- Chalengerii pot alege s
viti. gic. n plus o organizaie poa- inteasc prin aciunile lor
O dat ce strategia generic te fi lider doar ntr-un anumit numai anumii competitori.
a fost definit organizaia va segment de pia sau arie ge- Se poate ca aceste companii
trebui s vad cum o va trans- ografic. Liderul de pia este s atace competitori mai mici
pune n avantaje competitive n permanen o int pentru sau firme care i sunt echiva-
(erbanic,2006). Organiza- competitorii cei mai agresivi. lente n ceea ce privete mri-
ia trebuie s fie capabil s-i Aadar el trebuie s rmn n mea i resursele lor. n gene-
susin avantajul competitiv permanen vigilent i practiv ral acetia urmresc s atace
de-a lungul unei perioade lungi la aciunile acestora. Cele mai competitorii mai slabi, acele
de timp. Pentru a fi sustenabil ntlnite strategii ale liderului companii care nu reuesc s
avantajul competitiv trebuie s de pia sunt: satisfac nevoile consumato-
ndeplineasc o serie de caracte- Strategia de extindere a pie- rilor ntr-o anumit msur,
ristici: ei. Dac pia total se ex- sau pe cei cu probleme finan-
s fie relevant pentru nevoile tinde liderul de pia este cel ciare sau de resurse. Scopul
actuale i viitoare ale pieei care cel mai probabil va ob- unei astfel de strategii este
n cadrul creia activeaz or- ine cea mai mare parte din de a ctiga cota lor de pia;
ganizaia; piaa nou creat. O astfel de strategia de atacare a lide-
trebuie s poat fi aprat. strategie se operaionalizeaz rului. Exist i situaii cnd
Trebuie s existe o serie de prin gsirea de noi utilizatori chalengerul atac n mod
bariere n calea copierii altfel i utilizri pentru produsele direct liderl de pia. n ge-
succesul putnd pur i sim- actuale i prin ncurajarea neral acesta este un rz-
plu s fie replicat de ctre consumului n rndul consu- boi de uzur ntre cele dou
competitori; matorilor existeni; companii care se desfoar
Alturi de strategiile gene- Strategia ofensiv. Presupu- pe termen lung i este pu-
rice, un grup de alternative iau ne atacarea permanent a ce- in probabil ca liderul s se
n considerare poziia deinut lorlali competitori n scopul schimbe prea repede.n gene-
de organizaie n cadrul indus- obinerii unei cote de pia ral atacurile directe susinu-
triei pe de o parte i resurse- ct mai mare; te de-a lungul timpului ajung
le deinute de aceasta, relativ Strategia defensiv este al- s erodeze cota de pia a li-
la competiie, pe de alt parte. ternativa prin care organiza- derului;
Implementarea unor strategii ia lider i protejeaz baza c) Urmritorii. A fi pe locul
de succes presupune deopotriv de consumatori existeni doi, trei sau patru sau chiar mai
RRM 3/2011 19
te, de strategie de diversificare toate celelalte asociaii care uneori s impun atribute di-
orizontal sau lateral. se vor face referitor la marc ferite, sau s se adreseze unor
Dezvoltarea unei strategii de ca rezultat al legturii aces- motivaii de cumprare dife-
marc are o importan deosebi- teia cu o serie de elemente rite.De exemplu P&G produ-
t la nivelul politicii de produs. cum ar fi organizaia, ara de ce nou mrci de detergent.O
Prin intermediul produsului origine, canalul de distribuie strategie a mrcilor multiple
consumatorii interacioneaz cu sau o alt marc; permite companiei s-i ad-
marca organizaiei. Putem afir- Principalele strategii de mar- judece mai mult spaiu pe
ma c n centrul oricrei mrci c recomandate a fi utilizate raft i s-i protejeze marca
de succes se afl un produs de sunt: principal prin crearea unor
succes (Keller,2008). Pentru a Strategia mrcii unice (Ol- mrci de flanc sau mrci la-
construi o strategie de marc teanu, 2009). Marca unic terale;
de succes trebuie s se aib n ( umbrel) este de regul o Strategia extinderii mr-
vedere pe de o parte calitatea marc de ntreprindere i se cii corporatiste este mai rar
i plusul de valoare perceput regsete n pia prin atri- ntlnit i utilizat fiind
de consumator prin utilizarea buirea acesteia tuturor pro- specific situaiilor n care
produsului respectiv, iar pe de duselor ntreprinderii. Aceas- o marc puternic absoarbe
alt parte capacitatea mrcii de t strategie este cunoscut i o marc mai puin puterni-
a dezvolta relaii durabile cu di- ca strategie de extindere a c sau o marc ce prezint o
versele categorii de consumatori mrcii, deoarece acesta pre- imagine nedorit n rndul
(erbanic,2007). supune atribuirea i utiliza- consumatorilor. De pild ca-
Calitatea perceput de ctre rea unei singure mrci unor zul achiziiei Cosmorom de
consumator poate fi evideniat articole noi care extind linia ctre Cosmote.
sub aspectul avanajelor oferite de produse existent la un Pe piaa business to business
acestuia de ctre organizaie: moment dat; se recomand utilizarea strate-
beneficii funcionale care se Strategia extinderii portofo- giei mrcii unice praticat de
refer la atributele de produs liului de mrci presupune majoritatea organizaiilor de pe
i performan; adugarea unei mrci achizi- piaa afacerilor dar i strategia
beneficiile de proces care con- ionate la portofoliul existent mrcilor multiple mai ales n
in elemente precum uurin- de mrci i utilizarea aceste- promovarea instalaiilor indus-
a n accesul la informaiile ia independent de marca de triale i a echipamentelor grele.
referitoare la produs, politi- baz, similar celorlalte mrci
ca de nlocuire a produselor, din portofoliu;
5. Strategiile
serviciile oferite Strategia mrcilor combinate
responsabilitii sociale
beneficiile relaionale care (co-branding) (Kotler, 2002)
conin elemente precum va- se aplic atunci cnd se com- O component de actualita-
loarea obinut prin persona- bin dou sau mai multe te a strategiilor corporatiste de
lizarea serviciilor, conexiunea mrci deja cunoscute, sub marketing integrat o reprezint
emoionl creat, politicile de forma unei singure oferte. Fi- strategiile responsabilitii so-
recompensare difereniat a ecare titular de marc se a- ciale. Plecnd de la importana
loialitii; teapt ca prezena celuilalt responsabilitii sociale n orga-
Construirea unei strategii de nume de marc s ntreas- nizaia de business to business
marc de succes depinde de ur- c preferina sau intenia de modern putem identifica ur-
mtorii factori: cumprare a clientului. n ca- mtoarele strategii.
opiunile iniiale ale orga- zul produselor separate, dar Strategii n funcie de schim-
nizaiei privind elementele introduse n acelai ambalaj, brile pieei. n privina formul-
de identitate a mrcii care se sper c fiecare marc va rii strategiei de responsabilitate
vor fi utilizate n poziiona- putea astfel ajunge la un alt social n funcie de schimbrile
rea acesteia i modul n care segment de public, prin aso- pieei, literatura de specialitate
aceste elemente sunt mixate cierea cu cealalt marc; (Clarkson, 1995) identific pa-
i asociate; Strategia mrcilor multiple tru tipuri de strategii: strate-
activitile de marketing i (Kotler, 2002). De multe ori, o gii proactive, strategii reactive,
programele de marketing companie va introduce mrci strategii de aprare i strategii
dezvoltate i modul n care suplimentare n aceeai cate- de acomodare.
marca este integrat n ca- gorie de produse. Procednd a) Strategia proactiv pre-
drul lor; astfel, compania ncearc supune o anticipare a evoluiei
RRM 3/2011 21
Corporate Strategies of Integrated Marketing
tefan Claudiu Cescu
The Marketing Faculty, The Academy of Economic Studies, Bucharest
Mara Gabriela Ploeteanu
The Marketing Faculty, The Academy of Economic Studies, Bucharest
Abstract: Corporate management includes in its whole methodology a series of specific instruments that
are subject to strategic management. They are the result of the evolution of the concept of management
and have as central element the strategy considered rightly as an essential tool of modern management.
At higher organizational level the corporate strategies adopted are specific to the business portfolio,
competitive advantage strategies, business development strategies, brand strategies and corporate social
responsibility strategies.
Key concepts: corporate strategies, competitive advantage, business portfolio, social responsibility
Note: This paper has been integrated marketing strategic fit for question marks that are
co-financed from the Euro- corporate principles. meant to become stars.
pean Social Fund, through the At higher organizational 2. Maintenance. The main
2007-2010 Human Resources level the corporate strategies objective in this case is repre-
Development Operational Sec- adopted are specific to the busi- sented by maintaining current
tor Program Project number ness portfolio, competitive ad- market share. This strategy is
POSDRU/1.5/S59184 Perfor- vantage, business development typical for the cash cows when
mance and excellence in the strategies, brand strategies and ensuring that they render the
post-doctoral research within corporate social responsibility maximum possible returns.
the economic field in Romania. strategies. 3. Harvest. Following such
a strategy seeks to maximize
the management of short term
1. Foreword 2. Business portfolio
cash flow, even at the expense of
strategies
Corporate management in- future strategic business units.
cludes in its whole methodology In business to business there This is a strategy fit for cash
a series of specific instruments are three main tools of portfolio cows that have a fragile long
that are subject to strategic man- analysis, the BCG Matrix, Gen- term position on a short life cy-
agement. They are the result of eral Electric Matrix and the Ar- cle market. It is used when the
the evolution of the concept of thur D. Little matrix. By using organization is in liquidity crisis
management and have as cen- these portfolio analysis tools one and is willing to sacrifice the fu-
tral element the strategy con- can formulate the main strate- ture of strategic units in order to
sidered rightly as an essential gies for the business portfolio. meet short-term needs.
tool of modern management. a) According to the Boston 4. Diversify or abandon.
Incorporating marketing in Consulting Group matrix, the The main goal here is to get rid
the activities of the organiza- following strategic alternatives of those strategic units that are
tion refers, as already shown, may be formulated (Dumitru, consuming the profits of the or-
also to the contents modifica- 2004): ganization or to redirect certain
tion of these instruments, so as 1. Growth. The main objec- resources towards activities that
to ensure market orientation of tive when following a growth are generating superior profits
the entire organization. Among strategy should be increasing on the long term.
the tools used at corporate lev- the market share of the strate- After determining the cur-
el these are worth mentioning: gic unit, in order to strengthen rent state of the business unit,
the organizational mission for its position. To accomplish this, the marketer must identify the
market orientation, the defini- the short term profits will be position that each SBU will oc-
tion and delimitation of areas sacrificed as long term profit is cupy in the future within the ma-
and strategic business units and sought. This is a strategy best trix. The strategic business units
The strategies that the or- Investment strategies for investments in the attractive
ganization should adopt when growth in the business units segments, development of
positioning its products in the that are solid and profitable anti-competitive polities, in-
General Electric matrix may be (in quadrants A1, A2 and crease in profits and returns,
classified into three categories: A3). This requires massive
RRM 3/2011 23
attaching the leader and tion will reduce the current business unit and also for the
strengthening weaknesses; rhythm of investments, gen- identification and evaluation
Strategies of selective devel- erate maximum profits from of strategic options available
opment and capitalization. In the current condition and in for the company. These gener-
the strategic business units time give up the respective ally range from investment to
in quadrants B1, B2 and B3 strategic units, especially the strengthen or maintain position
the organization should in- ones from quadrant C3; or to maintain the status-quo,
vest selectively especially c) The strategies of the busi- harvesting profits or withdraw-
in those with high profit- ness portfolio that may be iden- al from the respective industry.
ability. All of these suppose: tified when following the Arthur Arthur D. Little managed to sort
specialization according to D. Little matrix are presented the strategic alternatives in a
the potential, eliminating in the following figure (Bradley, limited number of groups as fol-
weaknesses, withdrawal if 2005) (figure 2). As shown, the lows: market strategies, product
there are no signs of growth, alternative chosen is a combina- strategies, technological strat-
obtaining immediate profit, tion resulting from the consider- egies, operational strategies,
focusing on attractive seg- ation of the phase (stage) within management strategies and re-
ments, defending accumulat- the lifecycle of the strategic unit orientation strategies.
ed potential; and the competitive advantage. Opting for either of these
Harvesting on withdrawal The combination of competitive strategic alternatives should be
strategies : for the weak stra- position and industry maturity determined by the conditions of
tegic units from the quadrants offers the basis for determin- the business environment, and
C1, C2 and C3, the organiza- ing the strategic condition of the
not those of the mangers (Little, to create sustainable competi- company is present or products
1974). tive advantage. The whole pro- and services offered.
cess of formulating marketing The notions of competitive
strategies is influenced by fac- advantage and marketing strat-
3. Competitive advantage
tors such as position within the egy are interrelated. Porter
strategies
industry, value added offered to (Porter, 1980) identifies three
The main purpose of defin- consumers, markets where the generic strategies, which consti-
ing the marketing strategy is tute the fundamental sources of
RRM 3/2011 25
ket. Specialization offers the market leaders, challengers, Usually these organizations are
opportunity for the organiza- followers and niche competi- strong and have substantial re-
tion to become closer to the tors. sources. They aim at market
consumer and thus achieve a a) The market leaders. The leadership and represent a fierce
better understanding of their dominant organizations within opponent for the market leader.
needs. the industry or a market seg- The main strategies used by
Specializing on a product or a ment are placed into this cat- these organizations are:
line of products. The organi- egory. The leadership is mea- The selective targeting strat-
zation focuses on a single type surable through market share. egy. Challengers may
of product or a line of prod- Some companies may reach this choose to target only certain
ucts. The value comes from status through innovation or competitors. It may be that
the specialization of abilities, technological expertise. In ad- they attack smaller competi-
volume and the range of ac- dition, an organization can lead tors or companies that are
tivities. only to a particular market or their equivalent in size and
Once the organizations over- geographical area. The market resources. In general they
all strategy has been defined, leader is always a target for the aim to attack weaker com-
they will have to see how to turn most aggressive competitors. So petitors, companies that fail
it into competitive advantages they must remain vigilant at all to meet the consumer needs
(erbanic
, 2006). The organiza- times and proactive to the com- in some degree or those with
tion must be able to sustain com- petitors actions. The most com- financial or resource issues.
petitive advantage over a long mon strategies of the market The purpose of such a strat-
period of time. The competitive leader are: egy is to gain market share;
advantage must meet a number The market expansion strat- The strategy of challenging
of characteristics in order to be egy. If the total market ex- the leader. There are situa-
sustainable: pands then the market leader tions when the challenger
to be relevant to current and will most probably obtain a aims directly towards the
future needs of the market larger share of the newly cre- market leader. Generally this
where the organization acti- ated market. Such a strategy is a war of attrition between
vates; becomes operational through the two companies, which
it must be protectable. There finding new users and uses takes place on the long term
must be a series of barriers for the current products and it is unlikely for the leader-
against copying; otherwise by encouraging consumption ship to change very quickly.
the success can simply be within the current consum- Direct attacks sustained over
replicated by competitors; ers; time manage to erode the
Along with the general strat- The offensive strategy. It as- market share of the leader;
egies, a group or alternatives sumes constant attacking c) The followers. To be sec-
take into account the position of of the competitors in order ond, third, fourth or even lower
the organization within the in- to achieve greater market within the industry may still
dustry on the one hand and the share; mean you are holding an attrac-
resourced held by it relative to The defensive strategy is the tive position. Followers want
the competition, on the other. alternative through which to represent a shadow of the
Successful implementation of the leading organization pro- market leaders, as opposed to
strategies requires both satis- tects its consumer base and the challengers that are pre-
fying the consumer needs and thus manages to defend its ferring confrontation. Followers
effectively countering the com- leadership on the market; prefer this approach, except for
petition (Drummond & Ensor, It is worth mentioning that when opportunity arises due to
2001). both offensive and defensive various weaknesses of the mar-
The position of the organiza- strategies may be approached by ket leader. As a general rule, the
tion within the market will in- all competitors on the market, followers copy the actions and
fluence decisively the strategic not only by the market leaders. offer of big players within the
options at the companys dispos- b) The challengers. These industry and avoid disturbing
al. Such a position is expressed will constantly seek confron- these. The most common strate-
through the kind of competi- tation as they are looking to gies are:
tion the companys rivals are increase their market share.
approaching. These can be di-
vided into four large categories:
RRM 3/2011 27
Functional benefits, refer- ly from the basic trademark, 5. The social
ring to the product and per- similar to the other brands in responsibility strategies
formance attributes; the portfolio;
Process benefits containing The co-branding strategy The social responsibilities
elements such as ease of ac- (Kotler, 2002) applies when strategies are a current compo-
cess to product information, two or more well-known nent of the corporate strategies
product replacement policies, brands are combined, as a of integrated marketing. Con-
services offered; single offer. Each brand own- sidering the importance of social
Relational benefits contain- er expects the presence of the responsibility, we can identify
ing elements such as value other brand to strengthen the following strategies on the
obtained by services person- the purchasing intention or business to business market.
alization, emotional relation- preference of the customer. Strategies based on market
ships, differentiated policies When the products are sepa- changes. With regards to social
to reward loyalty; rated but placed in the same responsibility strategies based
Building a successful brand package, it is hoped that each on market changes, the special
strategy depends on the follow- brand will reach another seg- literature (Clarkson, 1995) iden-
ing factors: ment of customers, through tifies four types of strategies:
The initial options of the or- association with the other proactive, reactive, defence and
ganization regarding the brand; adaptation strategies.
brand identity elements to be The multiple brands strategy a) The proactive strategy re-
used in positioning it and how (Kotler, 2002). A company quires anticipation of the de-
these elements are mixed and will often introduce addition- velopment of the external en-
associated; al brands in the same prod- vironment of the company and
The marketing activities and uct category. In doing so, the the subsequent adaptation to it.
programs developed and how company tries sometimes to Addressing this type of strategy
the brand is integrated with- impose different attributes implicitly leads to an attitude of
in them; or to address different pur- cooperation towards the stake-
All other associations that chasing reasons. For exam- holders and to building a con-
will be made referring to the ple, P&G manufactures nine structive dialogue on issues that
brand as a result of the con- types of detergent. A multiple impact the business activity.
nection with a series of ele- brands strategy allows the However, the company can make
ments such as the organiza- company to win more shelf marketing decisions in the spirit
tion, the country of origin, space and to protect the main of protecting the stakeholders.
the distribution channel or brand by creating flanker or b) The reactive strategy is
another brand; lateral brands; specific to companies that allow
The main brand strategies The corporate brand exten- a breakdown or potential prob-
recommended to be used are: sion strategy is more rarely lem of the product to occur until
The unique brand strategy used as it is specific for the the customers are aware of it. In
(Olteanu, 2009). The unique situations when the stron- this situation the company de-
brand (umbrella) is usually ger brand absorbs a weaker nies responsibility for the prob-
a company brand and can one or a brand that has an lems identified, but tries to solve
be found in the market as unwanted image among cus- them.
being attributed to all the tomers. For example the Cos- c) The defence strategy is used
products of the organization. morom purchase done by Co- by companies who wish to avoid
This strategy is known as a somote. additional obligations related
brand extension strategy, as On the business to business to their economic activity. The
it involves the allocation and market it is recommended to use defence strategy allows the com-
use of a single brand to new the unique brand strategy, prac- pany to use all levers at its dis-
articles that expand the ex- ticed by most of the organization posal to avoid regulatory actions
isting product range at a cer- on the business market, but also from the government. Thus, the
tain moment; the multiple brand strategy, es- company tries to attract as part-
The strategy of extending the pecially when promoting indus- ners associations, NGOs, trade
brand portfolio assumes the trial facilities and heavy equip- unions and other similar compa-
addition of an acquired brand ment. nies.
to the existing brand portfo- d) The adaptation strategy is
lio and using it independent- specific to companies that evolve
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