Strategii corporatiste de marketing integrat

tefan Claudiu Cescu

Facultatea de Marketing, Academia de Studii Economice, Bucureti
Mara Gabriela Ploeteanu
Facultatea de Marketing, Academia de Studii Economice, Bucureti

Abstract: Managementul corporatist include n ansamblul su metodologic o serie de instrumente

specifice care fac obiectul managementului strategic. Ele sunt rezultatul evoluiei conceptului de
management i au ca element central strategia, considerat, pe bun dreptate un instrument esenial al
managementului modern. La nivelul organizaional superior strategiile corporatiste care sunt adoptate
sunt cele specifice portofoliului de afaceri, strategiile avantajului competitiv, strategiile de dezvoltare a
afacerii, strategiile de marc i strategiile responsabilitii sociale.

Cuvinte cheie: strategii corporatiste, avantaje competitive, portofoliu de afaceri, responsabilitate social

Not: Aceast lucrare a fost
cofinanat din Fondul Social
European, prin Programul Ope-
raional Sectorial Dezvoltarea
Resurselor Umane 2007-2013
Proiect numarul POSDRU/1.5/
S59184 Performana i excelen-
a n cercetarea postdoctorala n
domeniul tiinelor economice
din Romania.
1. Introducere
Managementul corporatist
include n ansamblul su meto-
dologic o serie de instrumente
specifice care fac obiectul mana-
gementului strategic. Ele sunt
rezultatul evoluiei conceptului
de management i au ca element
central strategia, considerat,
pe bun dreptate un instrument
esenial al managementului mo-
dern.
ncorporarea marketingului
n activitile organizaiei se
refer, dup cum s-a mai ar-
tat i la modificarea coninutu-
lui acestor instrumente astfel
nct acestea s asigure orien-
tarea spre pia a ntregii orga-
nizaiei. Dintre instrumentele
utilizare la nivel corporativ se
detaeaz cele privind:: misiu-
nea organizaiei orientate spre
pia, definirea i delimitarea
domeniilor i unitilor strategi-
ce de afaceri ct i principalele
strategii corporatiste de mar-
keting integrat.
La nivelul organizaional
superior strategiile corporatis-
te care sunt adoptate sunt cele
specifice portofoliului de afaceri,
strategiile avantajului competi-
tiv, strategiile de dezvoltare a
afacerii, strategiile de marc i
strategiile responsabilitii so-
ciale.
2. Strategii privind
portofoliul de afaceri
n domeniul business to busi-
ness pot fi utilizate trei instru-
mente principale de analiz de
portofoliu, matricea BCG, matri-
cea General Electric i matricea
Arthur D. Little. Prin utilizarea
acestor instrumente de anali-
z de portofoliu se pot formula
principalele strategii privind
portofoliul de afaceri.
a) Conform matricii Boston
Consulting Group se pot formula
urmtoarele alternative strategi-
ce (Dumitru, 2004):
1. Construire. Pentru a
urma o strategie de construire
obiectivul principal ar trebui
s fie creterea cotei de pia a
unitii strategice cu scopul de
a-i mbunti poziia. Pentru
a realiza a cest lucru profiturile
pe termen scurt vor fi sacrifica-
te cu scopul urmririi profitului
pe termen lung. Este o strategie
care se potrivete cel mai bine
pentru dileme cu scopul ca
acestea s devin staruri.
2. Meninere. Obiectivul
principal n acest caz este repre-
zentat de meninerea cotei de
pia actuale. Aceast strategie
este tipic pentru cazul vacilor
de muls pentru a se asigura
faptul c vor genera maximul de
lichiditate posibil.
3. Recoltare. Urmnd o ast-
fel de strategie managementul
ncearc s maximizeze fluxul de
numerar pe termen scurt, chiar
i n detrimentul viitorului unor
uniti strategice de afaceri.
Este o strategie potrivit pentru
vacile de muls care pe termen
lung au o poziie fragil afln-
du-se pe o pia cu ciclu de via-
scurt. Este utilizat i atunci
cnd organizaia este n criz de
lichiditate i este dispus s sa-
crifice viitorul unor uniti stra-
tegice cu scopul de a-i satisface
nevoile pe termen scurt.
4. Diversific sau renun.
Principalul obiectiv aici de a
scpa de acele uniti strate-
gice care consum profiturile

14 tefan Claudiu Cescu, Mara Gabriela Ploeteanu

organizaiei sau de a redireci-
ona anumite resurse ctre alte
activiti generatoare de profi-
turi superioare pe termen lung.
Ulterior determinrii strii
actuale a unitii de afaceri,
marketerul trebuie s identifi-
ce poziia pe care fiecare dintre
USA o va ocupa n viitor n ca-
drul matricii. Unitile strategi-
ce de afaceri n mod normal au
un ciclu de via care ncepe cu
apariia lor ca i dileme i apoi
evolueaz sub form de vedete,
vaci de muls i n final pietre
de moar. De accea este esen-
ial ca matricea Boston Consul-
ting Group s nu fie utilizat
doar pentru a oferi o imagine de
moment a unitilor strategice ci fi continuat prin analize simila-
mai degrab pentru a identifica re efectuate pentru competito-
modul n care unitile strategi- rii cheie obinndu-se astfel o
ce au evoluat pn la un anumit situaie privind punctele forte
moment i cum vor evolua n i punctele slabe din portofoliul
continuare. Utiliznd astfel me- competitorilor.
toda este posibil ca marketerul b) Strategiile rezultate n
s reueasc s obin o imagine urma uilizrii matricii General
a structurii probabile a portofo- Electric (figura 1) sunt oarecum
liului su de activiti n civa apropiate de strategiile mode-
ani, s identifice toate lipsurile lului B.C.G. Astfel, vedetele
care pot aprea la nivelul unui sunt produsele situate n stnga
tip de unitate strategic sau alta sus, dilemele corespund poziiei
i s stabilieasc astfel ce tip de dreapta sus, vacile de muls sunt
aciune strategic este necesar situate n centru, iar pietrele de
n ceea ce privete lansarea de moar n dreapta-jos n diagra-
noi produse, susinerea altora m, dup cum reiese i din figu-
dintre ele sau renunarea la cele ra urmtoare:
neprofitabile. Acest proces poate

Figura 1. Alternative strategice n cadrul modelului General Electric

Strategiile pe care ar trebui vestiii masive n segmentele selectiv n special n cele cu

s le adopte ntreprinderea n
funcie de poziionarea produ-
selor sale n cadrul matricei Ge-
neral Electric pot fi clasificate n
trei categorii:
strategii de investiii pentru
cretere n unitile strategi-
ce de activitate solide i pro-
fitabile (din cadranele A1, A2
i A3). Aceasta presupune in-
atractive, dezvoltarea de po-
litici anticoncureniale, cre-
terea profitabilitii i renta-
bilitii, atacarea liderului,
ntrirea punctelor slabe;
strategii de selectare sau va-
lorificare. n unitile strate-
gice de activitate din cadra-
nele B1, B2 i B3 organizaia
trebuie s investeasc n mod
profitabilitate ridicat. Toate
acestea presupun: specializa-
re n funcie de potenial, eli-
minarea slbiciunilor, retra-
gere dac nu apar semne de
cretere, obinerea de profit
imediat, concentrare asupra
segmentelor atractive, apar-
rea potenialului acumulat;

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).

Figura 2. Matricea Arthur D. Little

3. Strategii concureniale consumatorilor, pieele pe care cost, strategia de diferentiere i

ale avantajului
competitiv
Scopul principal al definirii
strategiei de marketing este de
a crea avantaj competitiv sus-
tenabil. ntregul proces de for-
mulare a strategiilor de pia
este influenat de factori cum
ar fi poziia n cadrul industri-
ei, valuarea adugat oferit
activeaz compania sau de pro-
dusele i serviciile pe care le ofe-
r.
Noiunile de avantaj compe-
titiv i strategie de marketing
sunt intercorelate. Porter ( Por-
ter, 1980) identific trei strate-
gii generice, care se constituie n
surse fundamentale ale avanta-
jului competitiv (figura 3). Aces-
tea sunt: strategia liderului prin
strategia specializrii. Conform
acestuia aceste trei strategii
ofer o baz pentru toate activi-
tile strategice aflate la dispo-
ziia organizaiei. Astfel spus n
cadrul procesului de planificare
strategic alegerea alternativei
strategice precede toate celelal-
te tipuri cu care firma opereaz
pe pia.

16 tefan Claudiu Cescu, Mara Gabriela Ploeteanu

 Difereniere
Strategia de
Abordare
difereniere
larg
la nivel general
Strategia de
Abordare difereniere
ngust la nivel de
segment de pia
Figura 3. Strategii ale avantajul competitiv
Strategia liderului prin cost.
O surs potenial de avantaj
competitiv este aceea prin care
organizaia caut s dein o n cazul crora discounturile de
poziie dominant sub aspectul
costurilor n cadrul domeniu-
lui su de afaceri. n acest caz
activitatea unitii strategice
se concentreaz pe meninerea
unei structuri a costurilor ct
mai redus. Acest obiectiv poate
fi atins prin urmrirea agresiv
a costurilor, prin realizarea de
economii de scal, minimizarea
costurilor n domenii cum ar fi
marketingul i cercetarea-dez-
voltarea, aprovizionarea la nivel
centralizat i economii datorate
nvrii i experienei. Supli- gia de difereniere n general tre-
mentar utilizarea de noi tehno-
logii pentru activitile tradii-
onale ofer oportuniti consis-
tente de reducere a costurilor.
Dificultile pot aprea
n ceea ce privete meninerea
poziiei de lider prin costuri.
Succesul pe pia poate atrage
competitori tot mai puternici.
De asemenea reducerea cotelor
de vnzri va conduce n mod
direct la reducerea economiilor
de scal i astfel la creterea
costurilor fixe care vor fi tot mai
greu de ajustat pe termen scurt
i mediu. Suplimentar aplica-
rea unei astfel de strategii de
reducere a costurilor i de volu-
me de vnzri foarte mari poate
RRM 3/2011
Costuri reduse ale ofertei. Principalele surse de
difereniere pot include:
performana produsului. Fac-
tori cum ar fi calitatea produ-
Strategia liderului
sului, durabilitatea acesuia
prin costuri
sau efiena acestuia se pot
la nivel general
constitui n puncte poteniale
de difereniere;
percepia produsului. n mul-
Strategia liderului te cazuri percepia consuma-
prin costuri torului asupra produsului
la nivel de este mult mai important de-
segment de pia ct performana acestuia. n
cazul n care produsul poate
transfera o ncrctur emo-
ional puternic n rndul
consumatorilor atunci acesta
va contribui la creterea loia-
litii de marc;
implica o serie de investiii ini-
argumentarea produsului.
iale majore i de fiind de obicei
Diferenierea se poate realiza
asociate cu produsele fungibile
i prin modul n care compa-
nia argumenteaz calitile
preuri i rzboaiele de preuri
produsului ea putnd gene-
ntre competitori sunt o practic
ra plus valoare n ochii con-
obinuit.
sumatorilor. Oferirea unor
Strategia de difereniere
niveluri ridicate de servire a
are ca element esenial oferirea
clienilor, a unor servicii post-
de produse distincte i diferite
vnzare, preuri competitive
de cele oferite de ctre concuren-
sau modaliti de finanare,
. Sursa diferenierii trebuie
reprezint modaliti de m-
s aib la baz valoarea oferit
buntire a produsului glo-
clientului. Oferta trebuie s fie
bal.
perceput de ctre consumator
Strategia de specializare
ca fiind unic i s permit toto-
are drept scop concentrarea pe
dat companiei productoare s
un segment de pia i identi-
cear un pre premium. Strate-
ficare cunoaterii n detaliu a
consumatorilor din cadrul re-
buie s se bazeze pe motivele de
spectivului segment de pia.
cumprare, inovare i flexibilita-
Aceast strategie de ni poate
tea ofertei acestea fiind conside-
de asemenea genera avantajele
rate puncte de difereniere fa
strategiei liderului prin costuri
de strategia liderului prin cost.
sau strategiei de difereniere n
Exist totui i o serie de minu-
interiorul respectivului segment
suri ale acestei strategii. n pri-
de pia. O strategie de specia-
mul rnd aplicarea strategiei se
lizare se bazeaz pe urmtorii
poate dovedi a fi costisituare n
factori:
comparaie cu beneficiile oferite.
aria geografic. Utiliznd
n al doilea rnd elementele de
segmentarea geografic se
inovare pot fi n general copiate
poate construi o ofert de
de ceilali competitori. n al trei-
pia specializat pe nevoile
lea rnd nevoile consumatorilor
locale. Asocierea local poa-
evolueaz n timp iar motivele
te de asemenea crea premi-
de difereniere pot deveni astfel
zele diferenierii ofertei (ex:
mai puin importante pe msu-
Champagne denumirea unei
r ce atenia consumatorilor se
zone din Frana). Un alt mo-
va ndrepta ctre alte elemente
17
 tiv al unei astfel de segmen-
tri este reprezentat de posi-
bilitatea de a servi piee prea
mici pentru a fi intite la o
scar mai mare;
focalizarea pe utilizatorul fi-
nal. Este posibil ca organiza-
ia s se concentreze asupra
unui utilizator final specific
spre deosebire de a se adresa
ctre ntreaga pia. Specia-
lizarea ofer oportunitatea
apropierii organizaiei de
consumatori i astfel obine-
rea unei mai bune nelegeri
a nevoilor acestora;
specializarea pe un produs
sau pe o linie de produse. Or-
ganizaia se concentreaz pe
un singur tip de produs sau
o linie de produse. Valoarea
deriv din cadrul specializ-
rii sub aspectul abilitilor,
volumului i a gamei de acti-
viti.
O dat ce strategia generic
a fost definit organizaia va
trebui s vad cum o va trans-
pune n avantaje competitive
(erbanic,2006). Organiza-
ia trebuie s fie capabil s-i Aadar el trebuie s rmn n
susin avantajul competitiv
de-a lungul unei perioade lungi
de timp. Pentru a fi sustenabil
avantajul competitiv trebuie s
ndeplineasc o serie de caracte-
ristici:
s fie relevant pentru nevoile
actuale i viitoare ale pieei
n cadrul creia activeaz or-
ganizaia;
trebuie s poat fi aprat.
Trebuie s existe o serie de
bariere n calea copierii altfel
succesul putnd pur i sim-
plu s fie replicat de ctre
competitori;
Alturi de strategiile gene-
rice, un grup de alternative iau
n considerare poziia deinut
de organizaie n cadrul indus-
triei pe de o parte i resurse-
le deinute de aceasta, relativ
la competiie, pe de alt parte.
Implementarea unor strategii
de succes presupune deopotriv
18
satisfacerea nevoilor consumato-
rilor i contracararea eficient a
competiiei (Drummond&Ensor,
2001).
Poziia unei organizaii n
cadrul unei piee va influena n
mod decisiv opiunile strategice
avute la dispoziie de aceasta. O
astfel de poziie este exprimat
printr-un tip de competiie n
cadrul creia se plaseaz com-
pania competitiv.Acetia pot fi
divizai n patru mari categorii:
lideri de pia, chalengeri, ur-
mritori i competitorii de ni.
a) Liderii de pia. n aceast
categorie se plaseaz organiza-
ia dominant din cadrul unei
industrii sau a unui segment de
pia. Dominana organizaiei
comensurat prin intermediul
cotei de pia. Unele companii
pot atinge aceast poziie prin
inovare sau expertiz tehnolo-
gic. n plus o organizaie poa-
te fi lider doar ntr-un anumit
segment de pia sau arie ge-
ografic. Liderul de pia este
n permanen o int pentru
competitorii cei mai agresivi.
mea i resursele lor. n gene-
permanen vigilent i practiv
la aciunile acestora. Cele mai
ntlnite strategii ale liderului
de pia sunt:
Strategia de extindere a pie-
ei. Dac pia total se ex-
tinde liderul de pia este cel
care cel mai probabil va ob-
ine cea mai mare parte din
piaa nou creat. O astfel de
strategie se operaionalizeaz
prin gsirea de noi utilizatori
i utilizri pentru produsele
actuale i prin ncurajarea
consumului n rndul consu-
matorilor existeni;
Strategia ofensiv. Presupu-
ne atacarea permanent a ce-
lorlali competitori n scopul
obinerii unei cote de pia
ct mai mare;
Strategia defensiv este al-
ternativa prin care organiza-
ia lider i protejeaz baza
de consumatori existeni
reuind astfel organizaia
lider s-i protejeze baza de
consumatori existeni astfel
reuind s-i pstreze cota de
pia;
De menionat faptul c stra-
tegiile ofensive i defensive pot
fi aplicate de ctre toi compe-
titorii de pe pia i nu doar de
ctre liderii de pia.
b) Chalengerii. Acetia vor
cuta ntotdeauna confruntarea
urmrind n permanen cre-
terea cotei de pia. De regul
aceste organizaii sunt puterni-
ce i dispun de resurse consis-
tente. Ele urmresc poziia de
lider de pia i reprezint un
oponent de marc pentru liderul
de pia. Strategiile principale
aplicate de ctre aceste organi-
zaii sunt:
strategia intirii selective.
Chalengerii pot alege s
inteasc prin aciunile lor
numai anumii competitori.
Se poate ca aceste companii
s atace competitori mai mici
sau firme care i sunt echiva-
lente n ceea ce privete mri-
ral acetia urmresc s atace
competitorii mai slabi, acele
companii care nu reuesc s
satisfac nevoile consumato-
rilor ntr-o anumit msur,
sau pe cei cu probleme finan-
ciare sau de resurse. Scopul
unei astfel de strategii este
de a ctiga cota lor de pia;
strategia de atacare a lide-
rului. Exist i situaii cnd
chalengerul atac n mod
direct liderl de pia. n ge-
neral acesta este un rz-
boi de uzur ntre cele dou
companii care se desfoar
pe termen lung i este pu-
in probabil ca liderul s se
schimbe prea repede.n gene-
ral atacurile directe susinu-
te de-a lungul timpului ajung
s erodeze cota de pia a li-
derului;
c) Urmritorii. A fi pe locul
doi, trei sau patru sau chiar mai
tefan Claudiu Cescu, Mara Gabriela Ploeteanu
jos n cadrul unei industrii poate
nsemna totui o poziie atracti-
v. Urmritorii tind s reprezin-
te o umbr a liderului de pia prezentai de firme mult mai
spre deosebire de chalengeri
care prefer provocarea. Urm-
ritorii prefer n general o astfel
de abordare, mai puin n cazul
n care apare o oportunitate de
pia generat de anumite sl-
biciuni ale liderului de pia.
Ca regul general urmritorii
copiaz aciunile i oferta de
produse ale marilor juctori din
industrie i evit s-i supere pe
acetia. Strategiile cele mai n-
tlnite sunt:
strategia copierii. Oferta de
produse a liderului de pia
este copiat n toate modali-
tile posibile chiar pn la cauz consider patru combi-
nivelul ambalajelor i a teh-
nicilor promoionale aplicate.
Astfel de strategii pot fi com-
btute de o serie de preve-
deri legale mai ales din sfera
drepturilor de proprietate in-
telectual;
strategia de adaptare. Pre-
supune aa cum spune i de-
numirea strategii se opteaz
pentru adaptare a ofertei de
baz. Dac aceasta se poate
mbunti se opteaz pen-
tru posibilitatea de diferen-
iere. De exemplu se poate
opta pentru comercializarea
de produse similare dar cu
oferirea unor servicii superi-
oare de suport a clienilor.
Actuale
Actuale
Strategie de penetrare
Piee
Strategie de dezvoltare
a pieei
Noi
Figura 4. Matricea produs-pia. Modelul Ansoff
RRM 3/2011
d) Competitorii de ni se prin utilizarea exhaustiv a teh-
concentreaz pe segmente de nicilor de promovare a vnzri-
pia specifice. Acesia sunt re- lor i a publicitii, poate ajuta
la creterea cotei de pia n
specializate prin natura lor care cadrul pieelor actuale. Alter-
caut s obin avantajul com- nativa prezint un potenial de
petitiv prin adugarea de valoa- risc sczut i totodat constituie
re special pentru anumite gru- o bun baz pentru dezvoltarea
puri int. ulterioar. Totui, potenialul
aplicrii unei strategii de pene-
trare este de multe ori limitat
4. Strategiile dezvoltrii
i de aceea dezvoltarea planu-
afacerilor i a mrcii
rilor strategice ale organizaiei
Igor Ansoff a elaborat n anul presupune i considerarea altor
1975 o matrice produs-pia (fi- opiuni.
gura 4) care are la baz legtura Strategia de dezvoltare a pie-
dintre produsele i piaele unei ei. Aceast strategie urmrete
companii cu scopul stabilirii identificarea de noi piee pentru
strategiilor dezvoltrii afaceri- produsele actuale. Ea presupu-
lor (Ansoff, 1975). Matricea n ne identificarea de noi piee din
punct de vedere geografic ( desf-
naii de produse i piee fiecare urarea de activiti de export),
dintre acestea sugernd o stra- dezvoltarea de noi canale de dis-
tegie de cretere. tribuie sau identificarea de noi
Potenialul organizaiei este segmente de pia ne abordate
determinat de combinaia din- nc de ctre organizaia de pe
tre produsele actuale i cele noi piaa business to business.
pe de o parte i pieele actuale Strategia de dezvoltare a pro-
i cele poteniale pe de alt par- dusului este alternativa strate-
te. Pe msur ce organizaia se gic operaionalizat prin ofe-
extinde de pe pieele actuale rirea de produse noi n cadrul
crend produse crete i riscul pieelor actuale. Este prin exce-
potenial pentru aceasta. len o strategie de produs i are
Strategia de penetrare repre- ca efect, dup caz dezvoltarea
zint alternativa prin care cresc ,meninerea ori restrngerea
vnzrile prouselor actuale n portofoliului de produse.
cadrul pieelor actuale. O abor- Strategia de diversificare
dare de marketing agresiv re- presupune dezvoltarea activit-
alizat prin intermediul unor ii dincolo de operaiunile fami-
strategii de preuri competitive, liare organizaiei i dezvoltarea
activitii n domenii necunos-
cute companiei. Diversificarea
poate fi orizontal, n domenii
Produse Noi conexe activitii de baz sau
lateral n domenii totat noi
pentru organizaie. Acestea din
Strategie de dezvoltare urm prezint riscul potenial
cel mai ridicat.
a produslui
Matricea produs-pia poate
fi extins pentru a evidenia i
gradul de legtur care exist
Strategie de ntre activitatea actual i cea
diversificare de diversificare putndu-se dis-
cuta n acest caz de strategia
integrrii n aval sau n amon-
19
te, de strategie de diversificare
orizontal sau lateral.
Dezvoltarea unei strategii de
marc are o importan deosebi-
t la nivelul politicii de produs.
Prin intermediul produsului
consumatorii interacioneaz cu
marca organizaiei. Putem afir-
ma c n centrul oricrei mrci c recomandate a fi utilizate
de succes se afl un produs de
succes (Keller,2008). Pentru a
construi o strategie de marc
de succes trebuie s se aib n
vedere pe de o parte calitatea
i plusul de valoare perceput
de consumator prin utilizarea
produsului respectiv, iar pe de
alt parte capacitatea mrcii de
a dezvolta relaii durabile cu di-
versele categorii de consumatori
(erbanic,2007).
Calitatea perceput de ctre
consumator poate fi evideniat
sub aspectul avanajelor oferite
acestuia de ctre organizaie:
beneficii funcionale care se
refer la atributele de produs
i performan;
beneficiile de proces care con-
in elemente precum uurin-
a n accesul la informaiile
referitoare la produs, politi-
ca de nlocuire a produselor,
serviciile oferite
beneficiile relaionale care
conin elemente precum va-
loarea obinut prin persona-
lizarea serviciilor, conexiunea
emoionl creat, politicile de
recompensare difereniat a
loialitii;
Construirea unei strategii de
marc de succes depinde de ur-
mtorii factori:
opiunile iniiale ale orga-
nizaiei privind elementele
de identitate a mrcii care
vor fi utilizate n poziiona-
rea acesteia i modul n care
aceste elemente sunt mixate
i asociate;
activitile de marketing i
programele de marketing
dezvoltate i modul n care
marca este integrat n ca-
drul lor;
20
toate celelalte asociaii care
se vor face referitor la marc
ca rezultat al legturii aces-
teia cu o serie de elemente
cum ar fi organizaia, ara de
origine, canalul de distribuie
sau o alt marc;
Principalele strategii de mar-
sunt:
Strategia mrcii unice (Ol-
teanu, 2009). Marca unic
( umbrel) este de regul o
marc de ntreprindere i se
regsete n pia prin atri-
buirea acesteia tuturor pro-
duselor ntreprinderii. Aceas-
t strategie este cunoscut i
ca strategie de extindere a
mrcii, deoarece acesta pre-
supune atribuirea i utiliza-
rea unei singure mrci unor
articole noi care extind linia
de produse existent la un
moment dat;
Strategia extinderii portofo-
liului de mrci presupune
adugarea unei mrci achizi-
ionate la portofoliul existent
de mrci i utilizarea aceste-
ia independent de marca de
baz, similar celorlalte mrci
din portofoliu;
Strategia mrcilor combinate
(co-branding) (Kotler, 2002)
se aplic atunci cnd se com-
bin dou sau mai multe
mrci deja cunoscute, sub
forma unei singure oferte. Fi-
ecare titular de marc se a-
teapt ca prezena celuilalt
nume de marc s ntreas-
c preferina sau intenia de
cumprare a clientului. n ca-
zul produselor separate, dar
introduse n acelai ambalaj,
se sper c fiecare marc va
putea astfel ajunge la un alt
segment de public, prin aso-
cierea cu cealalt marc;
Strategia mrcilor multiple
(Kotler, 2002). De multe ori, o
companie va introduce mrci
suplimentare n aceeai cate-
gorie de produse. Procednd
astfel, compania ncearc
tefan Claudiu Cescu, Mara Gabriela Ploeteanu
uneori s impun atribute di-
ferite, sau s se adreseze unor
motivaii de cumprare dife-
rite.De exemplu P&G produ-
ce nou mrci de detergent.O
strategie a mrcilor multiple
permite companiei s-i ad-
judece mai mult spaiu pe
raft i s-i protejeze marca
principal prin crearea unor
mrci de flanc sau mrci la-
terale;
Strategia extinderii mr-
cii corporatiste este mai rar
ntlnit i utilizat fiind
specific situaiilor n care
o marc puternic absoarbe
o marc mai puin puterni-
c sau o marc ce prezint o
imagine nedorit n rndul
consumatorilor. De pild ca-
zul achiziiei Cosmorom de
ctre Cosmote.
Pe piaa business to business
se recomand utilizarea strate-
giei mrcii unice praticat de
majoritatea organizaiilor de pe
piaa afacerilor dar i strategia
mrcilor multiple mai ales n
promovarea instalaiilor indus-
triale i a echipamentelor grele.
5. Strategiile
responsabilitii sociale
O component de actualita-
te a strategiilor corporatiste de
marketing integrat o reprezint
strategiile responsabilitii so-
ciale. Plecnd de la importana
responsabilitii sociale n orga-
nizaia de business to business
modern putem identifica ur-
mtoarele strategii.
Strategii n funcie de schim-
brile pieei. n privina formul-
rii strategiei de responsabilitate
social n funcie de schimbrile
pieei, literatura de specialitate
(Clarkson, 1995) identific pa-
tru tipuri de strategii: strate-
gii proactive, strategii reactive,
strategii de aprare i strategii
de acomodare.
a) Strategia proactiv pre-
supune o anticipare a evoluiei
mediului extern companiei i o
adaptare concomitent a firmei
la acesta. Abordarea acestui tip
de strategie nseamn impli-
cit adoptarea unei atitudini de
cooperare fa de stakeholderi
i construirea unui dialog con-
structiv pe probleme legate de
impactul activitii firmei asu-
pra acestora. Totodat, firma
poate lua decizii de marketing
n spiritul protejrii stakeholde-
rilor.
b) Strategia reactiv este spe-
cific firmelor care las o defeci-
une sau o problem potenial a
produsului pn n momentul n
care publicul afl despre aceas-
ta. n aceast situaie compania
neag responsabilitatea fa de
problemele identificate, dar n-
cearc s le rezolve.
c) Strategia de aprare este
folosit de companiile care do-
resc s evite obligaii supli-
mentare legate de activitatea
lor economic. Prin strategia
de aprare compania utilizeaz
toate prghiile pe care le are la
dispoziie pentru a evita aciu-
nile de reglementare ale guver-
nului. Astfel, compania ncearc
s i atrag drept parteneri n
problema sa asociaiile patrona-
le, ONG-urile, sindicatele, pre-
cum i alte companii similare.
d) Strategia de acomodare
este specific firmelor care trec
la un comportament responsabil
social atunci cnd categorii im-
portante de stakeholderi ncu-
rajeaz acest demers. Totodat,
compania mai poate adopta o
astfel de strategie n momentul
n care realizeaz c meninerea
prezentei poziii poate determi-
na guvernul s stabileasc stan-
darde minime de responsabilita-
te social.
Strategii n funcie de poziia
firmei fa de responsabilita-
te social. n aceast privin,
compania are la dispoziie un
set de 3 strategii dup cum ur-
meaz (Stancu,2009):
RRM 3/2011
a) Strategia creterii activit-
ilor de responsabilitate social,
prin care compania dorete o in-
tensificare a efortului depus n
cadrul programelor de respon-
sabilitate social. Acest tip de
strategie este utilizat de ctre
companiile care i fundamen-
teaz ntr-un mod coerent politi-
ca de responsabilitate social, i
care observ beneficiile acesteia
asupra activitii firmei.
b) Strategia meninerii activi-
tilor de responsabilitate socia-
l, prin care compania dorete s
aloce aceeai cantitate de efort
aciunilor de responsabilitate so-
cial. Acest tip de strategie este
specific companiilor care nu au
integrat responsabilitatea soci-
al la un nivel ierarhic superi-
or, ci mai degrab aceasta este
utilizat ca o tactic. Totodat,
acest tip de strategie poate s
fie adoptat i de ctre companii-
le cu tradiie n responsabilitate
social, dar care din cauza unor
factori externi (am putea numi
aici criza economic mondial)
aleg s i anuleze obiectivele de
dezvoltare ale responsabilitii
sociale.
c) Strategia restrngerii acti-
vitilor de responsabilitate so-
cial, este specific perioadelor
de recesiune, n care companiile
trebuie s i concentreze aten-
ia asupra obiectului principal
de activitate.
Pe piaa business to business
avnd n vedere n special im-
pactul sporit pe care ntreprin-
derile productoare l au asupra
deteriorrii mediului nconjur-
tor i calitii vieii oamenilor
responsabilitatea social joac
un rol deosebit de important n
dezvoltarea strategiilor la ni-
velul organizaional superior.
n general organizaiile de pe
aceast pia ar trebui s com-
bine o strategie proactiv cu o
strategie de cretere a activit-
ilor de responsabilitate social
Bibliografie
Ansoff I. (1975), Strategies for di-
versification, Harvard Business
Review, 25, pp.113-125
Bradley, F. (2005), International
Marketing Strategy, 5th edition,
Harlow, Peason PH
Clarkson, M.B.E. (1995), A Stake-
holder Framework for Analyzing
and Evaluating Corporate Soci-
al Performance, Academy of Ma-
nagement Review, Vol. 20, No.
1, pp. 92-117
Drummond G., & Ensor J. (2001),
Strategic Marketing: planning
and control, 2nd edition, Oxford,
Butterworth-Heinemann PH
Dumitru I. (2004) Marketing Stra-
tegic o abordare in perspectiva
globalizarii. Bucuresti, Uranus
PH
Keller K. L. (2008), Strategic Brand
Management, 3rd edition, New
Jersey, Pearson International
PH
Kotler Ph. (2002), Managementul
marketingului, 3rd edition, Bu-
curesti, Teora PH
Little A. D. (1974), A frame of re-
ference for Strategy Develop-
ment, Long Range Planning,
Vol.11,No.2, , pp.6-12
Olteanu M.L. (2009), Politica de
marc a ntreprinderii, Tez de
doctorat, Bucureti, ASE
Porter M. E. (1980), Competitive
strategy: tehniques for analysing
industries and competitors, New
York, Free Press
Stancu A. (2009), Marketingul i
societatea. Integrarea activiti-
lor de responsabilitate social n
planificarea strategic a compa-
niilor romneti, Tez de docto-
rat, Bucureti, ASE
erbnic D. (2006), O nou ne-
legere a avantajului competitiv,
Revista Romana de Marketing,
Vol 2
erbnic D. (2007), Mrci i stra-
tegii de marc: consideraii ma-
nageriale, Revista Romana de
Marketing, Vol 4
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
co-financed from the Euro-
pean Social Fund, through the
2007-2010 Human Resources
Development Operational Sec-
tor Program Project number
POSDRU/1.5/S59184 Perfor-
mance and excellence in the
post-doctoral research within
the economic field in Romania.
1. Foreword
Corporate management in-
cludes in its whole methodology
a series of specific instruments
that are subject to strategic man-
agement. They are the result of
the evolution of the concept of
management and have as cen-
tral element the strategy con-
sidered rightly as an essential
tool of modern management.
Incorporating marketing in
the activities of the organiza-
tion refers, as already shown,
also to the contents modifica-
tion of these instruments, so as
to ensure market orientation of
the entire organization. Among
the tools used at corporate lev-
el these are worth mentioning:
the organizational mission for
market orientation, the defini-
tion and delimitation of areas
and strategic business units and
integrated marketing strategic
corporate principles.
At higher organizational
level the corporate strategies
adopted are specific to the busi-
ness portfolio, competitive ad-
vantage, business development
strategies, brand strategies and
corporate social responsibility
strategies.
2. Business portfolio
strategies
In business to business there
are three main tools of portfolio
analysis, the BCG Matrix, Gen-
eral Electric Matrix and the Ar-
thur D. Little matrix. By using
these portfolio analysis tools one
can formulate the main strate-
gies for the business portfolio.
a) According to the Boston
Consulting Group matrix, the
following strategic alternatives
may be formulated (Dumitru,
2004):
1. Growth. The main objec-
tive when following a growth
strategy should be increasing
the market share of the strate-
gic unit, in order to strengthen
its position. To accomplish this,
the short term profits will be
sacrificed as long term profit is
sought. This is a strategy best
fit for question marks that are
meant to become stars.
2. Maintenance. The main
objective in this case is repre-
sented by maintaining current
market share. This strategy is
typical for the cash cows when
ensuring that they render the
maximum possible returns.
3. Harvest. Following such
a strategy seeks to maximize
the management of short term
cash flow, even at the expense of
future strategic business units.
This is a strategy fit for cash
cows that have a fragile long
term position on a short life cy-
cle market. It is used when the
organization is in liquidity crisis
and is willing to sacrifice the fu-
ture of strategic units in order to
meet short-term needs.
4. Diversify or abandon.
The main goal here is to get rid
of those strategic units that are
consuming the profits of the or-
ganization or to redirect certain
resources towards activities that
are generating superior profits
on the long term.
After determining the cur-
rent state of the business unit,
the marketer must identify the
position that each SBU will oc-
cupy in the future within the ma-
trix. The strategic business units

22 tefan Claudiu Cescu, Mara Gabriela Ploeteanu

have a life cycle that begins with of activities over a few years, to b) Strategies resulting from
them appearing as question identify any gaps that may oc- using the General Electric Ma-
marks, and then evolving as cur at strategic unit level and trix (Figure 1) are somewhat
stars, cash cows and finally establish what type of strategic close to the B.C.G. model. Thus,
dogs. That is why it is essen- action is needed when launching the stars are products located
tial that the Boston Consulting new products, supporting the in the upper left, the question
Group matrix is used not only existing ones or giving up non- marks correspond to the upper
to provide a snap shot of strate- profitable ones. This process can right position, the cash cows are
gic units, but rather to identify be continued by similar analysis situated in the centre, and the
how strategic units have and conducted for key competitors, dogs are in the bottom right of
will continue to evolve. Using thus building an image on the the chart, as shown by the fol-
this method, the marketers will strengths and weaknesses of lowing figure:
manage to get a picture of the competitors portfolios.
likely structure of the portfolio

Figure 1. Strategic alternatives within the General Electric matrix

The strategies that the or-
ganization should adopt when
positioning its products in the
General Electric matrix may be
classified into three categories:
Investment strategies for
growth in the business units
that are solid and profitable
(in quadrants A1, A2 and
A3). This requires massive
investments in the attractive
segments, development of
anti-competitive polities, in-
crease in profits and returns,

RRM 3/2011 23
 attaching the leader and
strengthening weaknesses;
Strategies of selective devel-
opment and capitalization. In
the strategic business units
in quadrants B1, B2 and B3
the organization should in-
vest selectively especially
in those with high profit-
ability. All of these suppose:
specialization according to
the potential, eliminating
weaknesses, withdrawal if
there are no signs of growth,
obtaining immediate profit,
focusing on attractive seg-
ments, defending accumulat-
ed potential;
Harvesting on withdrawal
strategies : for the weak stra-
tegic units from the quadrants
C1, C2 and C3, the organiza-
Figure 2. The Arthur D. Little matrix
not those of the mangers (Little,
1974).
3. Competitive advantage
strategies
The main purpose of defin-
ing the marketing strategy is
24
tion will reduce the current
rhythm of investments, gen-
erate maximum profits from
the current condition and in
time give up the respective
strategic units, especially the
ones from quadrant C3;
c) The strategies of the busi-
ness portfolio that may be iden-
tified when following the Arthur
D. Little matrix are presented
in the following figure (Bradley,
2005) (figure 2). As shown, the
alternative chosen is a combina-
tion resulting from the consider-
ation of the phase (stage) within
the lifecycle of the strategic unit
and the competitive advantage.
The combination of competitive
position and industry maturity
offers the basis for determin-
ing the strategic condition of the
to create sustainable competi-
tive advantage. The whole pro-
cess of formulating marketing
strategies is influenced by fac-
tors such as position within the
industry, value added offered to
consumers, markets where the
tefan Claudiu Cescu, Mara Gabriela Ploeteanu
business unit and also for the
identification and evaluation
of strategic options available
for the company. These gener-
ally range from investment to
strengthen or maintain position
or to maintain the status-quo,
harvesting profits or withdraw-
al from the respective industry.
Arthur D. Little managed to sort
the strategic alternatives in a
limited number of groups as fol-
lows: market strategies, product
strategies, technological strat-
egies, operational strategies,
management strategies and re-
orientation strategies.
Opting for either of these
strategic alternatives should be
determined by the conditions of
the business environment, and
company is present or products
and services offered.
The notions of competitive
advantage and marketing strat-
egy are interrelated. Porter
(Porter, 1980) identifies three
generic strategies, which consti-
tute the fundamental sources of
 Differentiation
Overall differentiation
Wide
strategy
target
Market segment
Narrow differentiation
target strategy
Figure 3. Strategies of competitive advantage
competitive advantage (figure 3).
These are: the cost leader strat-
egy, the differentiation strategy
and the specialization strategy.
According to him, these three
strategies provide a basis for all
strategic activities available to
the organization. Thus said the
strategic planning within the
process is the choice that pre-
cedes all other types that the
company operates with on the
market.
The strategy of cost leader-
ship. A potential source of com-
petitive advantage is that the
organization seeks to hold a
dominant position in terms of
costs within the business field.
In this case, the activity of the
strategic business unit is fo-
cused on maintaining a mini-
mized cost structure. This can
be achieved by aggressive cost
tracking, through economies of
scale, reducing costs in fields as
marketing and R&D, central-
ized sourcing and savings due to
learning and experience. In ad-
dition, the use of new technolo-
gies for traditional activities
also offers consistent cost reduc-
tion opportunities.
Difficulties may arise in re-
gard to maintaining leadership
in costs. Market success may
attract more powerful competi-
tors. Also, reducing sales quotas
RRM 3/2011
Reduced costs
Lowest cost across
the general market
Lowest cost across
the market
segment
may lead directly to reducing
economies of scale and increases
in fixed costs that will turn to
me harder to adjust on short the
medium term. Additionally, the
application of such a strategy to
reduce costs and large sales vol-
umes may involve a series of ma-
jor initial investments that are
usually associated with fungible
goods where price discounts and
price wars are common prac-
tice.
The differentiation strategy is
essentially the offering of differ-
ent products from those offered
by competitors. The source of
differentiation must be based
on consumer value. The offer
must be perceived by consum-
ers as unique and also allow the
company to demand a premium
price. The differentiation strat-
egy should be generally based
on buying reasons, innovation
and flexibility of the offer, as
these are considered as points
for differentiation from the cost
leader strategy. However, there
are a number of minuses of this
strategy. First, the strategy may
prove to be costly in comparison
to the benefits. Secondly, the in-
novation elements may be cop-
ied by the competition. Thirdly,
consumer needs evolve in time
and the differentiation reasons
may become less important as
the consumers are attracted by
other elements of the offer. The
main sources of differentiation
may include:
Product performance. Factors
such as product quality, du-
rability or value generation
may become potential points
of differentiation.
Product perception. In many
cases the consumer percep-
tion of the product is more
important than its perfor-
mance. If the product can
transfer a strong emotional
charge among consumers
then this will contribute to
the increase of brand loyalty;
Product reasoning. Differ-
entiation can be achieved
also by the way the company
argues the product quali-
ties that can generate value
added for the consumers. Of-
fering high level of customer
service, post sales services,
competitive prices or financ-
ing methods are ways to im-
prove the global product.
The specialization strategy is
focusing on a specific market seg-
ment, identifying and knowing
in detail the consumers on that
segment. This niche strategy
may generate the advantages of
cost leadership or differentiation
within that market segment. A
specialization strategy is based
on the following factors:
Geographical territory. Ex-
ploiting geographic segmen-
tation can build a market of-
fer specialized on local needs.
Local association may also
create differentiation of the
offer (eg: Champagne is the
name of an area in France).
Another reason for such seg-
mentation is the ability to
serve markets too small to be
targeted at a larger scale;
Focusing on the final consum-
er. It is possible for the orga-
nization to focus on a final
specific consumer, as opposed
to addressing the entire mar-
25
 ket. Specialization offers the
opportunity for the organiza-
tion to become closer to the
consumer and thus achieve a
better understanding of their
needs.
Specializing on a product or a
line of products. The organi-
zation focuses on a single type
of product or a line of prod-
ucts. The value comes from
the specialization of abilities,
volume and the range of ac-
tivities.
Once the organizations over-
all strategy has been defined,
they will have to see how to turn
it into competitive advantages
(erbanic
, 2006). The organiza-
tion must be able to sustain com-
petitive advantage over a long
period of time. The competitive
advantage must meet a number
of characteristics in order to be
sustainable:
to be relevant to current and
future needs of the market
where the organization acti-
vates;
it must be protectable. There
must be a series of barriers
against copying; otherwise
the success can simply be
replicated by competitors;
Along with the general strat-
egies, a group or alternatives
take into account the position of
the organization within the in-
dustry on the one hand and the
resourced held by it relative to
the competition, on the other.
Successful implementation of
strategies requires both satis-
fying the consumer needs and
effectively countering the com-
petition (Drummond & Ensor,
2001).
The position of the organiza-
tion within the market will in-
fluence decisively the strategic
options at the companys dispos-
al. Such a position is expressed
through the kind of competi-
tion the companys rivals are
approaching. These can be di-
vided into four large categories:
26
market leaders, challengers,
followers and niche competi-
tors. sources. They aim at market
a) The market leaders. The
dominant organizations within
the industry or a market seg-
ment are placed into this cat-
egory. The leadership is mea-
surable through market share.
Some companies may reach this
status through innovation or
technological expertise. In ad-
dition, an organization can lead
only to a particular market or
geographical area. The market
leader is always a target for the
most aggressive competitors. So
they must remain vigilant at all
times and proactive to the com-
petitors actions. The most com-
mon strategies of the market
leader are:
The market expansion strat-
egy. If the total market ex-
pands then the market leader
will most probably obtain a
larger share of the newly cre-
ated market. Such a strategy
becomes operational through
finding new users and uses
for the current products and
by encouraging consumption
within the current consum-
ers;
The offensive strategy. It as-
sumes constant attacking
of the competitors in order
to achieve greater market
share;
The defensive strategy is the
alternative through which
the leading organization pro-
tects its consumer base and
thus manages to defend its
leadership on the market;
It is worth mentioning that
both offensive and defensive
strategies may be approached by
all competitors on the market,
not only by the market leaders.
b) The challengers. These
will constantly seek confron-
tation as they are looking to
increase their market share.
tefan Claudiu Cescu, Mara Gabriela Ploeteanu
Usually these organizations are
strong and have substantial re-
leadership and represent a fierce
opponent for the market leader.
The main strategies used by
these organizations are:
The selective targeting strat-
egy. Challengers may
choose to target only certain
competitors. It may be that
they attack smaller competi-
tors or companies that are
their equivalent in size and
resources. In general they
aim to attack weaker com-
petitors, companies that fail
to meet the consumer needs
in some degree or those with
financial or resource issues.
The purpose of such a strat-
egy is to gain market share;
The strategy of challenging
the leader. There are situa-
tions when the challenger
aims directly towards the
market leader. Generally this
is a war of attrition between
the two companies, which
takes place on the long term
it is unlikely for the leader-
ship to change very quickly.
Direct attacks sustained over
time manage to erode the
market share of the leader;
c) The followers. To be sec-
ond, third, fourth or even lower
within the industry may still
mean you are holding an attrac-
tive position. Followers want
to represent a shadow of the
market leaders, as opposed to
the challengers that are pre-
ferring confrontation. Followers
prefer this approach, except for
when opportunity arises due to
various weaknesses of the mar-
ket leader. As a general rule, the
followers copy the actions and
offer of big players within the
industry and avoid disturbing
these. The most common strate-
gies are:
 The copying strategy. The of- four combinations of products
fer of the market leader is and markets, each suggesting a
copied in all possible ways, growth strategy.
even to the packaging and The potential of the organiza-
promotional techniques ap- tion is determined by the combi-
plied. Such strategies can be nation between current and new
countered by a series of legal products on the one side and ex-
provisions, especially in the isting and potential markets on
field of intellectual property the other. As the organization
rights; expands on current markets by
The adaptation strategy. It creating products, the potential
involves as the name says, risk increases.
a chosen adaptation of the Market penetration is the
basic offer. If that can be im- name given to a growth strat-
proved then the option is to egy where the business focuses
differentiate. For example, on selling existing products into
one may choose to sell similar existing markets. An aggressive
products but also to provide marketing approach achieved
superior support services to through competitive pricing,
the customers. using comprehensive promo-
d) The niche competitors fo- tion and advertising techniques
cus on specific market segments. may help to increase market
These are usually organizations share in existing markets. The
that are more specialized in na- alternative is a potential for low
ture and seek competitive ad- risk and also provides a sound
vantage by adding value to spe- basis for further development.
cific target groups. However, the potential applica-
tion of a penetration strategy is
often limited and therefore the
4. Business development
organizations strategic develop-
and brand strategies
ment plans also requires consid-
Igor Ansoff developed in 1975 eration of other options.
a product-market matrix (Fig- The market development
ure 4) which is based on the re- strategy. Following this strat-
lationship between the product egy, the business seeks to sell
and the markets of a company, its existing products into new
in order to formulate strategies markets. It supposes identify-
for business development (An- ing new geographical markets
soff, 1975). The matrix considers (exporting), developing new
Existing Products New
Existing
Market penetration Product development
Markets
Market development Diversification
New
Figure 4. The product market matrix. The Ansoff model
RRM 3/2011
distribution channels or identi-
fying new market segment that
were not yet approached by the
organization on the business to
business market.
The product development
strategy is the strategic alterna-
tive operationalized by offering
new products in existing mar-
kets. It is by excellence a strate-
gy of product and results, where
appropriate, in the maintenance
restructuring of the product
portfolio.
The diversification strat-
egy involves the development
beyond familiar business and
growth of activities in areas un-
known to the company. The di-
versification can be horizontal,
in fields connected to the core
activity or lateral, in areas to-
tally new to the organization.
The latter presents the highest
potential risk.
The product-market matrix
can be extended to highlight the
degree of relationship between
current and the diversified ac-
tivity, thus allowing discussion
on the integration upstream or
downstream and horizontal or
lateral diversification.
Developing a brand strategy
is of particular importance at
the product policy level. Brand
consumers interact with the or-
ganizational brand through the
product. We can say that at the
centre of any successful brand
is a successful product (Keller,
2008). To build a successful
brand strategy one must consid-
er quality and the added value
perceived by consumer on the
one hand and the brands abil-
ity to develop lasting relation-
ships with the various catego-
ries of consumers on the other
(erbanic, 2007).
Quality perceived by the con-
sumer may be highlighted in
terms of the benefits offered by
the organization:
27
 Functional benefits, refer-
ring to the product and per-
formance attributes;
Process benefits containing
elements such as ease of ac-
cess to product information,
product replacement policies,
services offered;
Relational benefits contain-
ing elements such as value
obtained by services person-
alization, emotional relation-
ships, differentiated policies
to reward loyalty;
Building a successful brand
strategy depends on the follow-
ing factors:
The initial options of the or-
ganization regarding the
brand identity elements to be
used in positioning it and how
these elements are mixed and
associated;
The marketing activities and
programs developed and how
the brand is integrated with-
in them;
All other associations that
will be made referring to the
brand as a result of the con-
nection with a series of ele-
ments such as the organiza-
tion, the country of origin,
the distribution channel or
another brand;
The main brand strategies
recommended to be used are:
The unique brand strategy
(Olteanu, 2009). The unique
brand (umbrella) is usually
a company brand and can
be found in the market as
being attributed to all the
products of the organization.
This strategy is known as a
brand extension strategy, as
it involves the allocation and
use of a single brand to new
articles that expand the ex-
isting product range at a cer-
tain moment;
The strategy of extending the
brand portfolio assumes the
addition of an acquired brand
to the existing brand portfo-
lio and using it independent-
28
ly from the basic trademark,
similar to the other brands in
the portfolio;
The co-branding strategy
(Kotler, 2002) applies when
two or more well-known
brands are combined, as a
single offer. Each brand own-
er expects the presence of the
other brand to strengthen
the purchasing intention or
preference of the customer.
When the products are sepa-
rated but placed in the same
package, it is hoped that each
brand will reach another seg-
ment of customers, through
association with the other
brand;
The multiple brands strategy
(Kotler, 2002). A company
will often introduce addition-
al brands in the same prod-
uct category. In doing so, the
company tries sometimes to
impose different attributes
or to address different pur-
chasing reasons. For exam-
ple, P&G manufactures nine
types of detergent. A multiple
brands strategy allows the
company to win more shelf
space and to protect the main
brand by creating flanker or
lateral brands;
The corporate brand exten-
sion strategy is more rarely
used as it is specific for the
situations when the stron-
ger brand absorbs a weaker
one or a brand that has an
unwanted image among cus-
tomers. For example the Cos-
morom purchase done by Co-
somote.
On the business to business
market it is recommended to use
the unique brand strategy, prac-
ticed by most of the organization
on the business market, but also
the multiple brand strategy, es-
pecially when promoting indus-
trial facilities and heavy equip-
ment.
tefan Claudiu Cescu, Mara Gabriela Ploeteanu
5. The social
responsibility strategies
The social responsibilities
strategies are a current compo-
nent of the corporate strategies
of integrated marketing. Con-
sidering the importance of social
responsibility, we can identify
the following strategies on the
business to business market.
Strategies based on market
changes. With regards to social
responsibility strategies based
on market changes, the special
literature (Clarkson, 1995) iden-
tifies four types of strategies:
proactive, reactive, defence and
adaptation strategies.
a) The proactive strategy re-
quires anticipation of the de-
velopment of the external en-
vironment of the company and
the subsequent adaptation to it.
Addressing this type of strategy
implicitly leads to an attitude of
cooperation towards the stake-
holders and to building a con-
structive dialogue on issues that
impact the business activity.
However, the company can make
marketing decisions in the spirit
of protecting the stakeholders.
b) The reactive strategy is
specific to companies that allow
a breakdown or potential prob-
lem of the product to occur until
the customers are aware of it. In
this situation the company de-
nies responsibility for the prob-
lems identified, but tries to solve
them.
c) The defence strategy is used
by companies who wish to avoid
additional obligations related
to their economic activity. The
defence strategy allows the com-
pany to use all levers at its dis-
posal to avoid regulatory actions
from the government. Thus, the
company tries to attract as part-
ners associations, NGOs, trade
unions and other similar compa-
nies.
d) The adaptation strategy is
specific to companies that evolve
to a socially responsible behav-
iour when major stakeholder
groups are encouraging this
change. However, the company
can adopt such a strategy when
they realize that maintain the
current position can cause the
government to establish mini-
mum standards of social respon-
sibility.
Strategies based on the com-
panys position towards social
responsibility. In this respect,
the company may approach 3
different strategies as follows
(Stancu, 2009):
a) The strategy of increasing
social responsibility activities,
through which the company
seeks to intensify the effort in
the social responsibility pro-
grams. This type of strategy
is used by companies who are
grounding coherently their so-
cial responsibility policies and
observe the benefits it brings to
the companys activity.
b) The strategy of maintain-
ing the social responsibility ac-
tivities, through which the com-
pany seeks to allocate the same
amount of effort in the social re-
sponsibility programs. This type
of strategy is used by companies
that do not have social respon-
sibility integrated at a larger
hierarchical level, but this is
rather used as a tactics. More-
over, this type of strategy may
be adopted also by companies
that have a social responsibil-
ity tradition, but which, due to
external factors (eg the world
RRM 3/2011
economic crisis) have chosen to
cancel the social responsibility
development objectives.
c) The strategy of reducing the
social responsibility activities is
specific to the recession periods,
when companies must focus on
the main objective of their busi-
ness.
On the business to business
market, in view of the increased
impact the manufacturers have
on the environment and on hu-
man life quality, social responsi-
bility plays an important role in
developing strategies at higher
organizational level. Gener-
ally, organizations on this mar-
ket should combine a proactive
strategy with a strategy to in-
crease social responsibility ac-
tivities.
References
Ansoff I. (1975), Strategies for di-
versification, Harvard Business
Review, 25, pp.113-125
Bradley, F. (2005), International
Marketing Strategy, 5th edition,
Harlow, Peason PH
Clarkson, M.B.E. (1995), A Stake-
holder Framework for Analysing
and Evaluating Corporate So-
cial Performance, Academy of
Management Review, Vol. 20,
No. 1, pp. 92-117
Drummond G., & Ensor J. (2001),
Strategic Marketing: planning
and control, 2nd edition, Oxford,
Butterworth-Heinemann PH
Dumitru I. (2004) Marketing Stra-
tegic o abordare in perspectiva
globalizarii (Strategic marketing
a globalization approach). Bu-
charest, Uranus PH
Keller K. L. (2008), Strategic Brand
Management, 3rd edition, New
Jersey, Pearson International
PH
Kotler Ph. (2002), Managementul
marketingului (Marketing man-
agement), 3rd edition, Bucharest,
Teora PH
Little A. D. (1974), A frame of refer-
ence for Strategy Development,
Long Range Planning, Vol.11,
No.2, pp.6-12
Olteanu M.L. (2009), Politica de
marc a ntreprinderii (The or-
ganizational brand policy), PHD
Thesis, Bucharest, ASE
Porter M. E. (1980), Competitive
strategy: techniques for analysing
industries and competitors, New
York, Free Press
Stancu A. (2009), Marketingul i so-
cietatea. Integrarea activitilor
de responsabilitate social n
planificarea strategic a com-
paniilor romneti (Marketing
and society. Integrating social
responsibility in the strategic
planning of the Romanian com-
panies), PHD Thesis, Bucharest,
ASE
erbnic D. (2006), O nou
nelegere a avantajului com-
petitive (A new understanding of
competitive advantage), Revista
Romana de Marketing (The Ro-
manian Marketing Magazine),
Vol 2
erbnic D. (2007), Mrci i strate-
gii de marc: consideraii mana-
geriale (Trademarks and brand-
ing strategies: managerial con-
siderations), Revista Romana de
Marketing (The Romanian Mar-
keting Magazine), Vol 4
29
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.