Marketingul strategic

rezultat al dezvoltrii intensive a marketingului

tefan Claudiu CESCU

Academia de Studii Economice, Bucureti

Abstract
Marketingul este un proces managerial prin care organizaiile, grupurile sau indivizii
obin ceea ce le este necesar i doresc prin identificarea, oferirea, comunicarea i livrarea
de valoare ctre alii. Marketingul strategic nu reprezint doar o etap n dezvoltarea
marketingului. El reprezint o component central a acestuia. Privit i abordat de
sine stttor aceast parte reprezint un domeniu distinct, specializat al marketingului
reflectndu-se ntr-o specializare ocupaional i fcnd obiectul unei specializri
distincte n cadrul sistemelor educaionale de nvmnt.Ca parte a marketingul aceasta
s-a dezvoltat concomitent cu dezvoltarea extensiv a marketingului regsindu-se,
particularizat, n cadrul domeniilor marketingului..

Cuvinte cheie: marketing strategic, dezvoltare intensiv, poziionare, segmentare

Not: Aceast lucrare a fost cofinanat din Fondul Social European, prin Programul
Operaional Sectorial Dezvoltarea Resurselor Umane 2007-2013 Proiect numarul
POSDRU/1.5/S59184 Performana i excelena n cercetarea postdoctorala n domeniul
tiinelor economice din Romnia.

1. Introducere
Marketingul este un proces managerial prin care organizaiile, grupurile sau indivizii
obin ceea ce le este necesar i doresc prin identificarea, oferirea, comunicarea i livrarea
de valoare ctre alii (Kotler, 1999). Conceptele de baz cu care lucreaz marketingul
sunt nevoile i dorinele consumatorilor, crearea de valoare, produsele i serviciile,
schimbul, comunicarea i relaionarea (Doyle, 2000) (Figura 1.).

90 tefan Claudiu CESCU

Strategic Marketing
The Result of the Intensive Development of Marketing

tefan Claudiu CESCU

The Academy of Economic Studies, Bucharest

Abstract
Marketing is a managerial process through which the organizations, groups or individuals
obtain what they need and want through the identification, offering, communication
and delivery of value for others. The strategic marketing is not only a phase in marketing
development. It is a central component of it. Regarded and approached independently,
this part is a distinct specialized field of marketing reflected in occupational specialization
and subject to a distinct specialization within the educational systems. As part of
marketing, it has developed along with the extensive marketing development and is
particularly found within the marketing fields.

Keywords: strategic marketing, intensive development, positioning, segmentation

Note: This work was cofinanced from the European Social Fund through Sectoral
Operational Programme Human Resources Development 2007-2013, project number
POSDRU/1.5/S/59184 Performance and excelence in postdoctoral research in
Romanian economics science domain .

1. Foreword
Marketing is a managerial process through which the organizations, groups or
individuals obtain what they need and want through the identification, offering,
communication and delivery of value for others (Kotler, 1999). The basic concepts
marketing is working with are the needs and wants of the consumers, products and
services, trade, communication and networking (Doyle, 2000) (Figure 1.).

RRM 1-2011 91
 Marketingul strategic rezultat al dezvoltrii intensive a marketingului

Nevoi
Identificarea i selectarea
6 Dorine
valorii pentru consumatori
6 Cereri

Oferirea, comunicarea i Produse

livrarea de valoare ctre 6 Servicii
consumatori Idei
6

Schimbul de valori i
crearea de relaii
6

Consumatorii

Figura 1. Conceptele de baz ale marketingului

Marketingul se preocup din punct de vedere strategic cu direcionarea activitilor

pe termen lung desfurate de ctre organizaie cu scopul de a obine avantajul
competitiv. Organizaia i aloc i utilizeaz resursele n cadrul unui mediu de marketing
n continu schimbare avnd drept obiectiv permanent satisfacerea nevoile
consumatorilor ncercnd totodat s se ridice la nivelul ateptrilor diferitelor categorii
de stakeholderi. Abordarea strategic presupune utilizarea unei strategii care s permit
organizaiei s fac fa competiiei, s identifice noi oportuniti de pia, s dezvolte
i s comercializeze noi produse i servicii, s orienteze alocarea resurselor ntre
principalele activiti de pia i de asemenea s stea la baza dezvoltrii unei structuri
organizaionale care s ajute atingerea nivelurilor de performan prestabilite.

92 tefan Claudiu CESCU

 Strategic Marketing The Result of the Intensive Development of Marketing

Needs
Identification and selection of
6 Wants
consumer value
6 Demands

Offering, communication Products

and delivery of value to 6 Services
the consumers Ideas
6

Exchange of values and

creation of relationships
6

Consumers

Figure 1. Basic Marketing Concepts

In terms of strategic targeting, marketing is focusing on directing the long term

activities of the company towards obtaining competitive advantage.
The organization allocates and uses resources within the marketing environment
that continuously changes and has as a permanent objective the satisfaction of consumer
needs, while also trying to live up to the expectations of the different categories of
stakeholders. The strategic approach involves the use of a strategy that allows the
organization to face the competition, to identify new opportunities on the market, to
develop and trade new products and services, to direct the allocation of resources
within the main market activities and to also constitute the basis for the development of
an organizational structure that would help reach the established performance levels.

RRM 1-2011 93
 Marketingul strategic rezultat al dezvoltrii intensive a marketingului

Marketingul modern este prin excelen un marketing strategic, caracteristic

rezultat din nsi coninutul acestuia, coninut care presupune utilizarea unui mecanism
specific a crui funcionare este, dup cum artm mai sus indisolubil legat de conceptul
de strategie. Din acest motiv, nelegerea conceptului de marketing strategic presupune,
mai nti nelegerea rolului strategic al marketingului, dublat de nelegerea locului
deinut de acesta n cadrul sistemului de management al ntreprinderii.

2. Marketingul strategic roluri i principii de baz

Realizarea astzi a unei cercetri exhaustive n cadrul compartimentelor organizaiilor
din diferite industrii i ri, ar prezenta fr nici o ndoial implicarea personalului
ntr-un numr foarte mare de activiti conexe marketingului. Acestea ar putea include
colectarea de informaii despre clieni i competitori, dezvoltarea strategiei de promovare
i de marketing direct, interacionarea cu compartimentul de cercetare-dezvoltare n
ceea ce privete dezvoltarea de noi produse sau pregtirea materialelor i suportului
necesar forei de vnzare. Fr ndoial majoritatea acestor activiti adaug valoare
activitilor de pia ale organizaiei. ntrebarile care apar n mod firesc sunt urmtoarele:
care dintre aceste activiti sunt de importan critic pentru organizaie?, care sunt
elementele de baz ale marketingului strategic?, care sunt rolurile pe care acesta trebuie
s le ndeplineasc pentru a se asigura c funcia strategic a marketingului n cadrul
organizaiei este relevat?
Principalele roluri pe care marketingul strategic ar trebui s le ndeplineasc n
cadrul organizaiei sunt urmtoarele (Capon & Hulbert, 2001):
rolul 1: identificarea i recomandarea segmentelor de pia crora trebuie s se
adreseze organizaia cu produsele sale;
rolul 2: identificarea i intirea segmentelor de pia;
rolul 3: stabilirea direciei strategice;
rolul 4: construirea ofertei de pia;
rolul 5: asigurarea suportului din partea celorlalte funcii ale organizaiei;
rolul 6: monitorizarea i evaluarea performanei;
Rolul 1: identificarea i recomandarea segmentelor de pia crora trebuie s se
adreseze organizaia cu produsele sale. Este probabil un truism afirmaia c organizaiile
lider de pia trebuie s nu se team pentru poziia lor dac schimbrile din cadrul
mediului de marketing sunt la nivel minim. ntr-o astfel de situaie a face acelai lucru
este suficient pentru ca s se continue obinerea de profit i meninerea cotei de pia.
Totui astfel de afirmaii nu mai sunt valabile pentru majoritatea corporaiilor la nceputul
secolului XXI. Ritmul schimbrilor pe pia este din ce n ce mai alert. Astfel dei acestea
au fost profitabile n trecut, este puin probabil ca s rmn profitabile i pe viitor dac
nu se iau decizii strategice majore. Pe baza aceluiai principiu modificrile majore din
pia deschid o suit de noi oportuniti de afaceri pentru organizaii. n ultimii ani o

94 tefan Claudiu CESCU

 Strategic Marketing The Result of the Intensive Development of Marketing

Modern marketing is essentially a strategic marketing, feature that results from its
actual content that supposes using a specific functioning mechanism that is inextricably
linked to the concept of strategy. For this reason, understanding the strategic marketing
concept supposes firstly to understand the strategic role of marketing, coupled with the
understanding of the position held by it within the company management system.

2. Strategic Marketing Basic Functions and Principles

Performing an up-dated exhaustive research within the departments of the
organizations from different industries and countries would undoubtedly involve staff
in large number of marketing related activities. These might include gathering information
about customers and competitors, developing the promotion and direct marketing
strategies, direct interaction with the research and development department with regards
to new products development or preparing materials and support needed by the sales
force. No doubt many of these activities add value to the organizations marketing
activities. The questions that are naturally occurring are: Which of these activities are
critical to the organization? Which are the basic elements of strategic marketing? Which
are the roles that must be fulfilled in order to ensure that the strategic function of
management within the organization is revealed?
The main roles that strategic marketing should fulfil within the organization are the
following (Capon & Hulbert, 2001):
role 1: identifying and recommending the market segments to which the
organization should address with its products;
role 2: identifying and targeting the market segments;
role 3: establishing the strategic direction;
role 4: drawing up the offer for the market;
role 5: ensuring support from the other functions within the organization;
role 6: monitoring and evaluating performance;
Role 1: identifying and recommending the market segments to which the organization
should address with its products. It is probably a truism that the organizations that are
leaders on the market should not fear of losing their position if the changes within the
marketing environment are at minimum level. In such a situation to do the same thing
is sufficient to continue making a profit and maintain market share. However such
statements are not valid for most of the companies at the beginning of the XXI st century.
The rhythm of market changes is becoming more alert. Thus although they were profitable
in the past, it is unlikely to remain profitable for the future also, if there are no major
strategic decisions taken. On the basis of the same principle the major changes on the
market are opening a new suite of opportunities for the organizations. In the more
recent years, a new series of markets has emerged. Given these challenges organizations

RRM 1-2011 95
 Marketingul strategic rezultat al dezvoltrii intensive a marketingului

serie ntreag de noi piee au fost create din nimic. Avnd n vedere astfel de provocri
organizaiile trebuie s ia decizii strategice de maxim importan n legtur cu locul
unde i vor investi resursele limitate.
La nivelul cel mai general organizaia trebuie s ia decizii n privina domeniilor n
care va activa i a pieelor ctre care se va adresa. Acestea reprezint decizii critice de
investiii i se iau de obicei la nivel corporativ dar pot s apar i la nivel funcional sau
la nivelul unitii strategice de afaceri. Cu siguran alegerea pieei alturi de alegerea
tehnologiilor i a produselor se afl printre cele mai importante decizii pe care o
companie trebuie s le ia. Atunci cnd ia decizia de a activa pe o nou pia organizaia
trebuie mai nti s-i rspund la urmtoarele ntrebri:
ce nou afacere ar trebui s adugm n cadrul portofoliului nostru?
n care dintre afacerile actuale ar trebui s continum s investim (i ct de mult)?
la care dintre afacerile din portofoliul nostru ar trebui s renunm?
Pentru a se rspunde la fiecare dintre aceste ntrebri mai nti este nevoie de o
analiz riguroas a oportunitilor de pia. n cadrul lurii unor astfel de decizii
marketingul trebuie s permit identificarea oportunitilor de pia i de asemenea s
formuleze top managementului aciunile strategice propuse.
Marketingul este singura activitate a unei organizaiei care are rolul explicit de a-i
concentra atenia n exteriorul organizaiei. Marketingul studiaz mediul de marketing
pentru a identifica noi oportuniti, pentru a colecta i analiza informaiile necesare i
a aduce oportunitile descoperite n atenia top managementului pentru ca acesta s
poat lua deciziile strategice adecvate. Suplimentar rolului su de a identifica
oportunitile de pia, marketingul joac un rol critic ca i suport pentru multiplele
decizii luate la nivelul strategic al organizaiei cum ar fi cele legate de fuziuni i achiziii,
aliane strategice, noi sisteme de distribuie sau strategii de retragere de pe pia. n
realitate majoritatea acestor decizii sunt luate avnd la baz raiuni financiare i mai
puin plecnd de la imputurile de marketing. n concluzie acest prim rol al marketingului
strategic este de a se asigura c toate imputurile de marketing necesare sunt oferite top
managementului atunci cnd acesta ia decizii strategice.
Rolul 2: identificarea i intirea segmentelor de pia. Dei la nivelul organizaional
superior rolul marketingului n ceea ce privete portofoliul de afaceri al unei organizaii,
este unul de consiliere, acesta fiind dezvoltat de ctre top managementul organizaiei,
atunci cnd vine vorba de categoriile de consumatori pe care organizaia s le serveasc
cu produsele sale rolul marketingului este unul de responsabilitate explicit. Conceptul
de baz de aceast dat este acela de segmentare de pia (Guiltinan & Gordon, 1988).
Premisa fundamental de la care pleac conceptul de segmentare este c n cadrul
fiecrei piee consumatorii prezint un set eterogen de nevoi. O abordare aproximativ
de pia direcionat ctre satisfacerea nevoile consumatorilor ntr-o anumit msur,
las o serie ntreag de consumatori nesatisfcui i receptivi la ofertele concurenilor
care sunt mult mai bine direcionate ctre satisfacerea nevoilor lor specifice.

96 tefan Claudiu CESCU

 Strategic Marketing The Result of the Intensive Development of Marketing

must take the utmost importance strategic decisions with regards to where they will
invest their limited resources.
At its most general level, the organization must take decisions with regards to the
areas of activity and the markets to address. These are critical investment decisions and
are usually taken at corporate level, but can also appear at functional level or at the
strategic business unit level. Certainly the choices with regards to the market to address,
the technologies to use and products to market are among the most important decisions
the company must take. When deciding to become active on a new market the
organization must first answer the following questions:
what new business should we add to our portfolio?
in which of our current businesses should we continue to invest (and how much)?
which of our current business should be eliminated from our portfolio?
In order to reply to each of these questions there is first the need to analyse the
market opportunities more rigorously. When taking such decisions, marketing must
provide the identification of market opportunities and supply the top management with
the proposed strategic measures.
Marketing is the only activity within the organization that has the explicit role of
focusing its activity outside the organization. Marketing studies the marketing
environment in order to identify new opportunities, to collect and analyse necessary
information and to supply the top management with the data necessary so that adequate
strategic decisions can be made. In addition to its role of identifying market opportunities,
marketing also has an important role of supporting the many decisions taken at strategic
level within the organization, such as mergers and acquisitions, strategic alliances,
new distribution channels or market exiting strategies. Actually most of these decisions
are taken based on financial reasons and less coming from marketing inputs. In conclusion
this first role of strategic marketing is to ensure that all the marketing inputs necessary
are supplied to top management when strategic decisions are needed.
Role 2: identifying and targeting the market segments. Although at superior
organizational level the role of marketing with regards to the business portfolio of the
company is that of advisor, as the portfolio is developed by the top management of the
organization, when it comes to categories of consumers to target and offer products to,
the role of market is explicit. The basic concept this time is that of market segmentation
(Guiltinan & Gordon, 1988). The basic premise from which the segmentation concept
emerges is that within each market the consumers are having a heterogeneous set of
needs.
An approximate market approach directed towards satisfying the consumer needs
to a certain extent leaves a number of not-satisfied consumers that are responsive to the
offers from the competition that are better targeted to their specific needs.

RRM 1-2011 97
 Marketingul strategic rezultat al dezvoltrii intensive a marketingului

Cu toate c procesul de segmentare a pieei duce la identificarea mai multor segmente

de pia, procesul nsui ofer puine informaii n legtur cu ce aciuni ar trebui
organizaia s urmeze mai departe. Top managementul trebuie s determine modul n
care poate s utilizeze punctele forte ale organizaiei ct mai eficient cu putin i s
exploateze la maximum punctele slabe ale competitorilor astfel nct s reueasc s
creeze o legtur viabil ntre nevoile consumatorilor i oferta companiei. Aceasta
presupune identificarea celor mai atractive segmente ctre care organizaia ar trebui s
se adreseze i msura n care aceasta poate fructifica resursele care le are la dispoziie
astfel nct s aib succes. O dat ce top managementul a decis faptul c organizaia se
va adresa unui anumit segment de pia calitatea procesului de segmentare i intire
subsecvent este fr nici o ndoial cea mai important decizie care urmeaz a fi luat.
Rolul 3: stabilirea direciei strategice. Cu toate c procesul de segmentare de pia i
alegerea segmentelor care urmeaz a fi intite sunt de maxim importan, o serie de
decizii strategice trebuie luate n legtur cu modul n care compania urmeaz s
concureze n cadrul respectivelor segmente de pia. De accea organizaia trebuie
s-i formuleze obiectivele pentru fiecare dintre segmentele intite i s conceptualizeze
raiunea de baz pentru care consumatorii din interiorul segmentului respectiv vor
cumpra produsele organizaiei. Acest proces este cunoscut sub denumirea de
poziionare i presupune identificarea acelor atribute de valoare pentru consumator pe
baza crora organizaia va ocupa un loc n mintea acestuia. Dar aceast activitate nu
este realizat o singur dat. Pe msur ce mediul de marketing evolueaz i categoria
de produse n cadrul creia organizaia concureaz evolueaz, compania se va afla n
faa unei multitudini de scenarii legate de modificarea segmentelor de pia i poziia
sa competitiv. Pentru fiecare dintre scenariile relevante, organizaia trebuie s decid
dac de exemplu va adopta o poziie agresiv sau defensiv sau dac va ncerca s-i
optimizeze performana sub aspectul cotei de pia, a profitului sau a fluxului de numerar.
n final, din moment ce majoritatea firmelor se adreseaz la mai mult dect un
singur segment de pia, vor trebui luate o serie ntreag de decizii strategice de integrare
a diferitelor segmente de pia. Un element crucial la acest moment este reprezentat de
strategia de marc, care se refer la modul n care consumatorul va fi capabil s
recunoasc oferta companiei. n ultimii ani mrcile au devenit imobilizri acorporale
de mare valoare financiar pentru companii, iar strategia de marc a devenit o funcie
de baz a marketingului (West, Ford & Ibrahim,2006). Avnd n vedere acest aspect o
serie ntreag de decizii de marketing trebuie fcute n legtur cu dezvoltarea i
utilizarea mrcii.
Rolul 4: construirea ofertei de pia. Acest rol se refer la formularea ofertei de pia
a organizaiei n aa fel nct aceasta s declaneze n rndul consumatorilor
comportamentul dorit. Dei achiziionarea produselor i serviciilor oferite de organizaie
reprezint scopul principal obiective de genul vnzrii active sau oferirea de recomandri
de achiziie pot fi de asemenea de maxim importan. Procesul de dezvoltare a ofertei
de pia nu poate s nceap nainte ca organizaia s cunoasc cu exactitate crui

98 tefan Claudiu CESCU

 Strategic Marketing The Result of the Intensive Development of Marketing

Although the market segmentation process leads to indentifying more market

segments, the process offers little information on the actions the company should perform
further. Top management should determine the proper way to use the strengths of the
organization and to exploit to the maximum the weaknesses of the competitors in order
to create a viable link between the consumer needs and the company offer. This involves
identifying the most attractive segments the company should address and the extent to
which it can capitalize on its resources in order to be successful. Once top management
has decided that the organization will address a certain market segment the quality of
the segmentation and targeting process is without a doubt the most important decision
to be taken.
Role 3: establishing the strategic direction. Although the market segmentation and
choice of the segments to be targeted are of maximum importance, a series of strategic
decisions must be taken with regards to the way in which the company will compete on
the specific market segments. This is why the organization must formulate its objectives
for each of the targeted segments and to conceptualize the basic reason that will make
the consumer buy their products.
This process is known as positioning and identifies the attributes that are of value to
the consumer and based on which the organization will be remembered by the consumer.
But this activity is not performed only once. As the marketing environment evolves,
also the categories of products where the company is competing are evolving; the
company will be faced with multiple scenarios linked to the modifications of the market
segments and its competitiveness. For each of the scenarios, the organization must
decide if to approach an aggressive or defensive position or to try and optimise its
performance on the market share, profit and cash flow.
Finally, as most of the companies are addressing more than one market segment, a
series of decisions will have to be taken to integrate the different market segments. A
vital element at this point is the brand strategy that refers to the way in which the
consumer will be able to recognise the company offer. In the recent years the brands
became intangible assets of very big financial value to the companies and the brand
strategy became a basic marketing function (West, Ford & Ibrahim, 2006). Considering
this aspect, an entire series of marketing decisions have to be taken with regards to
brand development and use.
Role 4: drawing up the offer for the market. This role refers to the drawing up of the
market offer so that it will trigger the desired consumer behaviour. Although the purchase
of the products and services offered by the organization represents the main purpose,
objectives as the active sale or recommendations of purchase can also be of maximum
importance. The process of development of the market offer cannot start before the
organization knows exactly to which market segment t hey are adressing and what is
the expected consumer response.

RRM 1-2011 99
 Marketingul strategic rezultat al dezvoltrii intensive a marketingului

segment de pia i se adreseaz i care este rspunsul care l urmrete din partea
consumatorilor.
Dezvoltarea ofertei de marketing presupune dezvoltarea unui ntreg pachet de
avantaje (Cohen ,1988). Instrumentele avute la dispoziie pentru realizarea acestei sarcini
au fost n mod tradiional echivalate cu elementele mixului de marketing: produse,
pre, distribuie i promovare i mai nou incluznd aici i serviciile.
avantajele la nivelul produselor sunt oferite pentru a satisface nevoile
consumatorilor. Acestea se divid n componente corporale, componente acorporale,
comunicaii referitoare la produs i imaginea produselor. Cu ct beneficiile de produs
oferite relative la preul cerut sunt mai mari, cu att mai probabil ca consumatorul s
adopte comportamentul dorit;
avantajele la nivelul distribuiei pot fi cuantificate prin economia de timp generat
i prin disponibilitatea produsului;
avantajele la nivelul promovrii, includ att comunicarea cu caracter personal ct
i impersonal, reprezint mijlocul prin intermediul cruia organizaia convinge
consumatorii potenial c avantajele legate de produs, servicii i loc sunt oferite;
avantajele la nivelul preului reprezint contravaloarea monetar a percepiilor
consumatorilor relative la beneficiile primite, ceea ce reflect valoarea net a
comportamentului dorit;
serviciile incluse n ofert sunt deseori elemente cheie care permit realizarea
distinciei dintre organizaie i competitorii si. Serviciile pot fi oferite de productori,
intermediari sau alte categorii de furnizori. Ele pot fi oferite pre-vnzare sau post-vnzare.
Dezvoltarea ofertei organizaiei presupune totodat realizarea de intercorelaii ntre
avantajele oferite prin componentele mixului de marketing.
Un prim set de astfel de intercorelaii s-ar prezenta n modul urmtor. Cu ct
beneficiile percepute legate de produs, servicii i locaie sunt mai mari cu att se poate
stabili un nivel de pre mai ridicat. Suplimentar, preul nsui poate sugera informaii
legate de beneficiile oferite: preurile ridicate presupun valoare ridicat pentru
consumator, pe cnd preurile sczute implic o valoare redus. Bineneles, c dac
beneficiile oferite nu ofer o valoare ridicat comparativ cu ofertele competitorilor iar
preul este la un nivel nalt atunci cota de pia se va reduce.
Un al doilea set de intercorelaii se refer la diferitele segmente int. De exemplu,
intermediarii sunt interesai de beneficii cum ar fi ratele de profit obinute i nivelul
stocurilor care trebuie meninut. Mai departe intermediarii pot juca un rol cheie n
comunicarea cu utilizatorul final i convingerea acestuia s achiziioneze sau nu un
produs.
Rolul de dezvoltare a ofertei este tot mai complicat pe msur ce organizaia creaz
oferte multiple pentru a satisface tipuri diferite de consumatori n cadrul diferitelor
segmente de pia. Din moment ce resursele sunt limitate, managerii de marketing
trebuie s gestioneze cu maxim atenie aceste decizii strategice prin prisma nivelului
de efort implicat n cadrul fiecrei piee i nivelul de profit ateptat de la fiecare dintre

100 tefan Claudiu CESCU

 Strategic Marketing The Result of the Intensive Development of Marketing

Drawing up the marketing offer implies the development of an entire package of

benefits (Cohen ,1988). The instruments used to accomplish this task were traditionally
equated to the elements of the marketing mix: products, price, distribution, promotion,
and the more recently included services.
the benefits of the products are offered to meet consumer needs. They are divided
into corporal parts, non-corporal parts, communications relating to the product and the
product image. When the benefits offered versus the price are bigger it is more likely for
the consumer to adopt the desired behaviour;
at distribution level the benefits can be accessed through the time economy
generated and by product availability;
at promotion level the benefits include the personal communication and the
impersonal communication and represent the means through which the organization is
convincing the potential consumers of the advantages of the product, services and
distribution;
the benefits of the price level are represented by the monetary value of consumer
perception towards the benefits received, this reflecting the net value of the desired
consumer behaviour;
the services included in the offer are seldom key elements that allow the distinction
to be made between the organization and its customers. The services can be offered by
producers, intermediaries or other categories of suppliers. They can be offered pre or
post sale.
Drawing up the company offer implies the setting up of correlations between the
advantages offered through the components of the marketing mix.
A first set of such correlations would present itself in the following way. When the
perceived benefits of the products, services and distribution are greater than a higher
price level can be established. Moreover, the price itself can suggest information with
regards to the benefits offered: the high prices suppose high value to the consumer,
while the low prices imply a lower value.
Naturally, if the benefits offered do not imply a higher value when compared to the
competition and the price is of a high level, then the market share will be reduced.
A second set of correlations refers to various target segments. For example, brokers
are interested in benefits such as profit rates and stock levels to be kept. Further,
intermediaries can play a key role in communication with the final users and in
convincing them to purchase or not a product.
The role of developing the offer is more complicated as the organization creates
multiple offers to satisfy different types of consumers within the various market segments.
Since resources are limited, the marketing managers must carefully manage these
strategic decisions in terms of effort invested in each market and the expected profit
level for each case. Since the potential number of permutations within the marketing
mix in each market is virtually infinite, only lack of imagination can be blamed for
identical bids as the competition unless the company actually desires to imitate.

RRM 1-2011 101

 Marketingul strategic rezultat al dezvoltrii intensive a marketingului

acestea. Din moment ce numrul potenial de permutri n cadrul mixului de marketing

n cadrul fiecrei piee este practic infinit numai lipsa de imaginaie poate fi de vin
pentru construirea de oferte identice cu cele ale concurenei mai puin n cazul n care
firma i propune o strategie de imitare.
Rolul 5: asigurarea suportului din partea celorlalte funcii ale organizaiei. Dei
primele patru roluri sunt strategice prin natura lor rolurile cinci i ase au drept scop
principal operaionalizarea responsabilitilor de marketing.
Un prim tip de suport pentru dezvoltarea ofertei este condiionat de consideraii
tehnice, operaionale i fezabilitate economic pe cnd suportul pentru implementare
presupune c oferta a fost dezvoltat. Totui dei concluziile marketingului cu privire
la ce este necesar i de dorit pentru a satisface nevoile consumatoilor se poate s nu fie
fezabil pe termen scurt, responsabilitatea marketingului este de a ine organizaia
concentrat pe dorinele consumatorilor indiferent de fezabilitatea curent a
posibilitilor de satisfacere a acestora. Aici apare un paradox: o dat ce marketingul
renun la rolul su de prospectare i adopt poziia a ceea ce este posibil cu resursele
i capabilitile actuale, acesta nceteaz s i mai ndeplineasc rolul de a mpinge
organizaia spre a se dezvolta i de a livra avantaj competitiv pe viitor. Dei acest rol
reflect o sarcin pe termen lung, presiunea pe termen scurt n general duce la capitularea
pe termen lung i astfel la vulnerabilitate competitiv.
Al doilea tip de suport necesar se refer la o implementare de succes. Acest tip de
suport este descris n literatura de specialitate sub termenul de marketing intern
(Olteanu ,2003). n cadrul organizaiilor cu organizare funcional marketingul are
responsabilitate n dezvoltarea ofertei dar foarte rar are i autoritate ierarhic asupra
altor funcii pentru implementarea acesteia.Totui participarea celorlate funciuni la
implementarea ofertei este de asemenea crucial. Dac o funciune cheie nu-i va
ndeplini rolul n cadrul implementrii efortul tuturor celorlalte va fi n van.
Implementarea presupune o serie ntreag de probleme n cadrul organizaiilor cu
relaii de munc interfuncionale nedezvoltate. Pentru ca strategia de pia asumat s
funcioneze trebuie ca toate aceste activiti s fie corect definite nainte ca planurile
de vnzri, promovare i distribuie s fie dezvoltate. Totui n cadrul multor organizaii
aceste activiti sunt ori neplanificate ori planificate n mod succesiv sau dezvoltate
independent. n astfel de situaii chiar succesul implementrii este pus n pericol iar
realizarea unei oferte integrate este aproape imposibil.
Probabil c diferena major dintre strategie i implementarea acesteia este dat de
faptul c pe cnd strategia este generat de un numr redus de persoane, implementarea
sa presupune implicarea a mai muli membrii ai organizaiei de la cei cu responsabiliti
n gestionarea contactului cu clienii pn la cei a cror activitate de zi cu zi se desfoar
n interiorul corporaiei. Ca rezultat al acestui aspect putem afirma importana resursele
umane. n mod clar orice firm nu va avea succes fr o ofert de marketing bine
conturat i nici o ofert de marketing nu va fi succes dac nu este corespunztor
implementat.

102 tefan Claudiu CESCU

 Strategic Marketing The Result of the Intensive Development of Marketing

Role 5: ensuring support from the other functions within the organization. Although
the first four are strategic roles through their nature, the fifth and sixth roles have a main
purpose making the marketing responsibilities operational. The first type of support for
offer development is conditioned by technical, operational and feasibility issues while
the implementation support implies that the offer has been developed.
However, although the marketing conclusions with regards to what is needed and
wanted for satisfying the needs of consumers may not be feasible on short term, the
responsibility of marketing is to keep the organization focused on the consumer wants
regardless of the current feasibility of the means of satisfying them. What we have here
is a paradox: once marketing gives up its role of market research and adopts the position
of what is possible with the current resources and capacities, it stops from fulfilling its
role of driving the organization towards developing and delivering competitive advantage
in the future. Although this role reflects a long term task, the short term pressure generally
leads to long term abandonment and to competitive vulnerability.
The second type of necessary supports refers to a successful implementation. This
type of support is described in the speciality literature as internal marketing (Olteanu
,2003). Within the companies with functional organization, marketing has the
responsibility to develop the offer and very rarely it has hierarchical authority on other
functions that perform the implementation. However the participation of other functions
at the offer implementation level is crucial. If a key function does not fulfil its role in the
implementation then all the effort of the others will be in vain.
Implementation involves a series of problems within the organizations that have got
undeveloped inter-relations within departments. For the market strategy to work all
these activities must be properly defined before the sales, promotion and distribution
plans are developed. Yet in many organizations these activities are not planed, planned
successively or developed independently. In such situations even the success of the
implementation is endangered and the realization of an integrated offer is almost
impossible.
Probably the major difference between strategy and its implementation is the fact
that while strategy is developed by a reduced number of individuals, its implementation
supposes involvement from more organization members from the ones responsible to
handling the contract with the customers to the ones whose day to day activity takes
place within the corporation. As a result of this first aspect one can state the importance
of the human resources. Clearly, no company will be successful without a well
constructed marketing offer and no marketing offer will be successful unless well
implemented.

RRM 1-2011 103

 Marketingul strategic rezultat al dezvoltrii intensive a marketingului

Rolul 6: monitorizarea i evaluarea performanei. Pe cnd rolul cinci a avut o orientare

intern acesta din urm se concentreaz pe monitorizarea i evaluarea performanei
firmei n cadrul pieei. Dei grupuri cum ar fi fora de vnzare, experii n promovare
sau ageniile de promovare sunt cele care implementeaz oferta de marketing,
responsabilitatea principal n a modifica, dezvolta i evolua oferta de marketing revine
marketingului care trebuie s se asigure c sistemele de feed-back funcioneaz.
Deseori sistemele de management nvechite sau necorespunztoare creaz probleme
de implementare. Sisteme cum ar fi definirea obiectivelor, planificarea sau schemele
de recompensare pot avea un efect serios asupra implementrii. O proast stabilire a
obiectivelor poate duce la o subalocare a eforturilor de marketing i la un impact
nefavorabil a motivaiei oferite angajailor.Sistemele de recompensare ale forei de
vnzare (Zaharia & Cruceru, 2002) bazate pe volumele de vnzri pot fi un astfel de
exemplu. n mod frecvent astfel de sisteme conin un mecanism de declanare de genul
c obinerea succesului ntr-un an genereaz automat inte de atins superioare pentru
anul urmtor. Un astfel de sistem se poate dovedi de succes pe pieele n cretere dar
poate crea niveluri ridicate de insatisfacie i demotivare n cadrul pieelor aflate n
faz de maturitate sau de declin. Mai departe din moment ce efortul de vnzare pe
unitate de produs pentru produsele deja existente este mai mai mic, produsele nou
lansate n general sunt susinute necorespunztor.
O dat clarificate principalele roluri ale marketingului strategic un pas firesc l
repezint definirea principiilor marketingului strategic. Patru principii sunt considerate
a fi fundamentale pentru executarea cu succes a sarcinilor de marketing. Acestea sunt
(Capon & Hulbert, 2001):
principiul selectivitii i a comcentrrii;
principiul valorii oferite consumatorului;
principiul avantajului difeniat;
principiul integrrii;
Principiul selectivitii i al concentrrii. Acest principiu nu este specific doar
dezvoltrii strategiei de pia ci strategiei n general. n cadrul arenei de marketing
dou aspecte surprind foarte bine principiul selectivitii i al concentrrii. n primul
rnd managerul de marketing trebuie s aleag cu maxim atenie segmentul care
urmeaz a fi intit (selectivitate), iar n al doilea rnd se stabilete modul cum resursele
vor fi alocate ctre acest segment (concentrare). Acest principiu se concentreaz pe o
problem cheie: pericolul de a ncerca prea mult i astfel de a disipa efectul resurselor
limitate prin alocarea lor n prea multe direcii. Nici o organizaie indiferent de ct de
mare sau de ct de succes este nu are resurse nelimitate.
O form de manifestare a selectivitii o reprezint segmentarea de pia. Dei
segmentarea ocup o poziie de baz n literatura de specialitate majoritatea specialitilor
se concentreaz n principal pe metodele de segmentare. Bineneles c i o astfel de
abordare este de succes pentru c ofer informaii asupra modului n care datele o dat
culese trebuie analizate ct i ajut la o ct mai bun nelegere descriptiv a segmentelor

104 tefan Claudiu CESCU

 Strategic Marketing The Result of the Intensive Development of Marketing

Role 6: monitoring and evaluating performance. While the fifth role had an internal
orientation this one concentrates on monitoring and evaluating performance on the
market. Although groups as sales force, experts in promotion or promotion agencies are
the ones implementing the marketing offer, the main responsibility to modify, develop
and evolve the marketing offer comes to the marketing that must ensure that the feed-back
systems are working.
Often the outdated or inappropriate management systems create problems of
implementation. Systems such as defining objectives, planning or rewarding schemes
can have a profound effect of implementation. A poor targeting may lead to
under-allocation of marketing efforts and to an unfavourable impact on the motivation
offered to the employees. The reward systems of the sales force ( Zaharia & Cruceru,
2002) based on volumes of sales can be one such example. Typically such systems
include a trigger mechanism such as success in one year automatically generates higher
targets the following year. Such a system can prove successful in growing markets but
can create high levels of dissatisfaction and de-motivation within mature or declining
markets. Further, since the effort of sale per unit of products for the products that are
already existent is smaller, the newly launched products are generally poorly supported.
When the main roles of the strategic marketing are clarified, a natural step is to
define the principles of the strategic marketing. Four principles are considered to be
fundamental in order to successfully perform the marketing tasks. These are (Capon &
Hulbert, 2001):
selection and concentration;
value offered to the consumer;
differentiation advantage;
integration;
The selection and concentration principle. This principle is not only specific to the
development of the market strategy, but to strategy in general. Within the marketing
area there are two aspects that comprise the selection and concentration principles
very well. Firstly, the marketing manager must choose attentively the market segment
to aim (selection) and secondly one must establish the methods for resource allocation
to the segment (concentration). This principle is focusing on one key issue: the danger
of excessive involvement that brings the risk of using up the limited resources because
of spreading into too many directions. No matter how large the organization may be,
the resources are not unlimited.
One form of manifestation of the selection is the market segmentation. Although the
segmentation is basically treated in the special literature, the majority of specialists are
concentrating on the main segmentation methods. Naturally, this approach is also
successful because it offers information on the methods in which the gathered data

RRM 1-2011 105

 Marketingul strategic rezultat al dezvoltrii intensive a marketingului

de pia. Totui o astfel de abordare permite luarea unor decizii strategice dar nu i
garanteaz succesul acestora. Problema strategic nu este doar de a identifica aceste
segmente ci de a selecta dintre ele i de a ti cum s se aloce i concentreze resursele
(intire) astfel nct s se obin cele mai bune rezultate. Astfel firma ar fi mult mai puin
vulnerabil la concuren dac este capabil s identifice i s fructifice acele oportuniti
care-i poteneaz la maximum resursele specifice. n plus pentru a-i securiza avantajul
competitiv, practicarea concentrrii n cadrul segmentului de pia i va permite
organizaiei s exploreze mult mai bine caracteristicile respectivului segment de pia
i astfel s identifice noi oportuniti.
Bineneles c o abordare strategic de genul concentrrii resurselor implic o serie
de riscuri. Concentrarea unor resurse limitate asupra a ctorva oportuniti de pia
nseamn c altele nu vor fi explorate. Astfel o serie de oportuniti care se puteau
dovedi atractive vor fi trecute cu vederea iar altele vor fi alese n mod eronat. Totui o
strategie de a aloca cantiti mici de resurse ctre toate oportunitile de pe pia cu
siguran va duce la eec n cadrul pieelor competitive.
Principiul valorii oferite consumatorului. Acest principiu pleac de la ideea c
succesul unei organizaii n cadrul unui segment de pia intit este direct proporional
cu abilitatea firmei de a oferi valoare consumatorilor. Acest principiu ocup un loc
central n nelegerea activitii managerului de marketing i de asemenea st la baza
activitii cercetrilor de pia al cror scop este de a investiga nevoile, dorinele,
prioritile, experienele i comportamentele consumatorilor. Un corolar al acestui
principiu ar fi c dei firmele dezvolt, produc i livreaz produse i servici consumatorii
percep valoare doar prin prisma beneficiilor pe care aceste produse i servicii le ofer
(Schnaars , 1991).
Prin urmare, valoarea perceput de consumator ar trebui s fie cea care st la baza
deciziilor de produs i de investiii i abilitatea firmei de livra valoare ctre consumatori
ar trebui s constituie un indicator de baz n evaluarea performanei organizaiei.
nelegerea consumatorilor ar trebui s reprezinte baza pe care se va dezvolta ntreaga
ofert de pia a companiei. Totui alegerea consumatorilor va fi ntotdeauna o problem
i de asemenea presupunerea c toi consumatorii i cunosc propriile nevoi i dorine.
Ca urmare a acestor afirmaii s-a ajuns la concluzia c pentru noile tehnologii cel
puin, o concentrare prea mare pe consumatorii actuali va putea distrage compania din
a fructifica oportuniti semnificative n rndul noilor consumatori i n al doilea rnd
chiar dac segmentul int este definit corect datorit incertitudinii existente cu noile
tehnologii nevoile i dorinele exprimate de consumatori ar putea s induc n eroare
organizaia.
Nu n ultimul rnd valoarea perceput de consumator nu este ceva static ci se
modific n timp. Pe msur ce mediul de marketing se schimb i consumatorii
acumuleaz experien de via i nevoile lor se schimb. Ca un rezultat al acestui fapt
i valoarea pe care o caut se schimb. Companiile mari investesc masiv pentru a afla
modul n care aceste nevoi i dorine se schimb i ncorporeaz n permanen

106 tefan Claudiu CESCU

 Strategic Marketing The Result of the Intensive Development of Marketing

must be analysed to help to a better descriptive understanding of the market segments.

Still, such an approach facilitates taking strategic decisions but does not guarantee their
success. The strategic issue is not only to identify these segments but also to select from
them and to know how to allocate (aim) the resources in order to achieve the best
results. The company would be less vulnerable to the competition if it identified and
benchmark on those opportunities that allow the best use for its specific resources.
Moreover, in order to secure competitive advantage, concentrating on a market segment
would allow the organization to explore better the characteristics of that segment and
to identify new opportunities.
Of course, a strategic approach as concentration of resources involves a series of
risks. Concentration of limited resources on specific market opportunities means that
others will not be explored. Thus, a series of opportunities that could possibly be attractive
will be overlooked and others intentionally not chosen. A strategy of allocating small
amounts of resources to all market opportunity would nevertheless lead to failure on
the competitive markets.
The principle of value offered to the consumer. This principle emerges from the idea
that the success of an organization within a market segment aimed is directly proportional
to the companys ability to offer value to its consumers. This principle is central in
understanding the activity of the marketing manager and also is the basis of the market
research activity that has the purpose of investigating the needs, wants, priorities,
experiences and consumer behaviour. A corollary of this principle is that, although the
companies develop, produce and deliver products and services, the consumers perceive
value only from the benefits that these products and services are offering (Schnaars ,
1991).
Thus, the value the consumer understands should be the one that is the basis of the
product decisions and investments and the companys ability to deliver value to its
consumers should constitute a basic index in evaluating the performance of the
organization. Understanding consumers should be the basis on which to develop the
entire market offer of the company. Nevertheless, consumer choice will always be a
problem, the same as assuming that all consumers know their own needs and wants. As
a follow-up of these statements, the conclusion is that for new technologies, focusing
only on current consumers may distract the company from benefitting on significant
opportunities that may occur with new consumers and also, if the target segment is
defined correctly due to uncertainty with new technologies, the needs and wants
expressed by consumers may mislead the organization.
Not least, the value perceived by the consumer is not static, but modifies during
time. As the marketing environment changes, the consumers accumulate experience
and their needs change. As a result, the value they seek also changes. Big companies

RRM 1-2011 107

 Marketingul strategic rezultat al dezvoltrii intensive a marketingului

rezultatele obinute n noile lor decizii de produs. Pentru a fi eficient oferta de marketing
trebuie s fie modificat n permanen astfel nct consumatorul s rmn satisfcut
de valoarea i beneficiile care le primete.
Principiul avantajului difereniat. Acest principiu este echivalent cu conceptul de
avantaj competitiv care mai este cunoscut i sub denumirea de propunerea unic de
vnzare. Acest principiu afirm faptul c organizaia nu trebuie doar s livreze valoare
ctre consumatori dar trebuie s fac acest lucru ntr-un mod superior competitorilor
si.
Un avantaj difereniat este reprezentat de un beneficiu sau un grup de beneficii,
oferite ctre un grup considerabil de consumatori, care l apreciaz i care sunt dispui
s plteasc pentru el dar nu l pot obine din alt parte. Dac o organizaie poate oferi
un astfel de avantaj difereniat poate totodat practica un nivel de pre superior.
Cteva implicaii decurg din acest concept. n primul rnd accentueaz natura
competitiv a afacerilor. A ncerca pur i simplu s oferi valoare pentru a satisface
nevoile consumatorilor poate s nu fie de ajuns n condiii competiionale de pia. Pe
termen lung compania trebuie s dezvolte o ofert care este mai bun i diferit n
msura n care este totodat important pentru consumator.
n al doilea rnd unele diferene sunt superioare altora deoarece sunt mai dificil de
copiat. Din aceast cauz multe organizaii urmresc s realizeze aceast difereniere
pe baza caracteristicilor produselor. Totui i alte elemente ale mixului de marketing
cum ar fi relaiile pe termen lung, o mai bun disponibilitate a produsului, mesajele
comunicaionale sau serviciile s-ar putea dovedi a fi la fel de eficiente. Mai departe
chiar, construirea avantajului competitiv pe baza unui proces de fabricaie s-ar putea
s fie mult mai sustenabil dect un avantaj competitiv construit pe caracteristicile
produsului. n plus avantajele competitive construite pe resursa umana i pe procesele
de resurse umane cum ar fi relaiile cu consumatorii, existena unor tehnicieni calificai
ar putea fi la fe de eficiente.
n al treilea rnd orict de sigur ar prea la un moment dat un avantaj competitiv
deinut de organizaie mediul concurenial va eroda din fora acestuia. Prin urmare
managerul de marketing ar trebui s cunoasc faptul c avantajele competitive se afl
ntr-o permanent schimbare i ar trebui s caute n permanen noi ci de a le
mbunti.
n al patrulea rnd capacitatea de a crea i de a recrea n permanen avantaje
competitive presupune disponibilitatea organizaiei de a-i nlocui n permanen oferta.
O astfel de abordare face loc canibalizrii ofertei, un pre care trebuie pltit n msura
n care compania dorete s-i menin poziia de lider de pia.
Principiul integrrii. Acest principiu guverneaz succesul sau eecul tuturor eforturilor
discutate pn n acest moment. Pentru a se asigura succesul toate elementele care
sunt incluse n dezvoltarea i coordonarea strategiei de marketing trebuie integrate cu
atenie. Dei majoritatea managerilor sunt de acord cu nevoia de integrare n principiu
a planurilor i strategiilor dezvoltate, n practic o astfel de integrare este destul de

108 tefan Claudiu CESCU

 Strategic Marketing The Result of the Intensive Development of Marketing

invest massively to find out how these needs and wants change, and incorporate
permanently the results in the new product decisions. For the marketing offer to be
efficient, it must be continuously modified so that the consumer is satisfied with the
value and benefits received.
The principle of differentiation advantage. This principle is equivalent to the concept
of competitive advantage also known as the unique sales proposal. This principle
states that the organization not only has to deliver value to the consumers but also must
be superior to its competition. A differentiated advantage is a benefit or group of benefits
offered by a considerable group of consumers that appreciates it and are willing to pay
for it but can obtain it elsewhere with difficulty. If an organization is able to offer such
a differentiated advantage this also allows for a superior price level to be used. A few
implications are following from this concept.
Firstly, it emphasises the competitive nature of business. It may not be sufficient to
try to offer value in order to satisfy the consumers, due to the competitive market
conditions. On long term, the company must develop an offer that is good, different
and also important to the consumer.
Secondly, some of the differences as superior to others because they are harder to
copy. Due to this, many organizations want to differentiate based on product
characteristics. However the other elements of the marketing mix such as long term
relationships, better product availability, communicational messages and services may
prove as efficient. Further, building competitive advantage based on a manufacturing
process may be more sustainable than competitive advantage built on product
characteristics. Moreover, the competitive advantage built on human resources and the
human resource processes such as relationships with the consumers and qualified tech
support may be as efficient.
Thirdly, no matter how certain an advantage may seem at one moment, the
competitive advantage will reduce its force. Thus, the marketing manager should know
that the competitive advantages are in continuous change and he/she should permanently
seek new means of improvement.
Fourth, the ability to create and re-create continuously competitive advantages
assumes that the company is able to replace its offer continuously. Such an approach
allows offer cannibalisation, a price that needs to be paid if the company wants to
maintain its market leader position.
The principle of integration. This principle governs the success or failure of all the
efforts discussed so far. In order to ensure success, all elements included in the
development and coordination of the marketing strategy must be integrated carefully.
Although the majority of the managers agree to the need of integration of the plans and
strategies developed, in practice, such integration is rather difficult. The general problems

RRM 1-2011 109

 Marketingul strategic rezultat al dezvoltrii intensive a marketingului

dificil. Problemele n general pot aprea datorit faptului c diferite funciuni sau
departamente consider alte activiti ca fiind prioritare sau datorit comunicrii unui
mesaj diluat dinspre top management ctre nivelurile funcionale.Cel mai probabil
integrarea are cele mai mari anse de reuit n cadrul acelor organizaii caracterizate
printr-o perspectiv extern la nivel corporativ. Existena unei culturi mprtite la
toate nivelurile organizaiei cum c aceasta ar trebui s se concentreze pe servireaa
consumatorilor ntr-un mod superior competitorilor permite realizarea unei astfel de
integrri.

3. Concluzii
Considernd rolurile i principiile de baz ale marketingului strategic putem afirma
c marketingul strategic, concept care este din ce in ce mai des utilizat in literatura de
specialitate i n practica marilor ntreprinderi, este, aadar, o continuare logic a acestui
proces de evoluie a marketingului. n general, n cadrul literaturii de specialitate se
insist mai mult asupra componentelor marketingului strategic, mai puin asupra
ncercrii de definire propriu-zis a acestui concept. Astfel, marketingul strategic este
definit drept marketingul S.T.P., avnd n vedere importana segmentrii, a alegerii
pieei int i a poziionrii n cadrul activitii de marketing (Kotler, 1999). Ali autori
insist asupra importanei pe care o are marketingul asupra mecanismului de conducere,
definind marketingul strategic drept procesul analizei strategice i a deciziilor pe care
managementul trebuie s le realizeze n orice organizaie n vederea satisfacerii nevoilor
consumatorilor (Cravens, 1987). n fine, o alt categorie a definiiilor se bazeaz pe
existena proceselor strategice i operaionale n cadrul planificrii de marketing
(McDonald, 2000).

Etapa marketingului strategic este o etap a analizei sistematice i permanente a

nevoilor pieei n care sunt dezvoltate acele concepte de produse sau servicii performante
care s asigure diferenierea calitativ fa de clieni i care s aib drept int categorii
distincte de consumatori, asigurnd avantaje concureniale pe termen lung, n condiiile
creterii bunstrii acestora i a societii, n general (Dumitru, 2004).
Marketingul strategic nu reprezint doar o etap n dezvoltarea marketingului. El
reprezint o component central a acestuia. Privit i abordat de sine stttor aceast
parte reprezint un domeniu distinct, specializat al marketingului reflectndu-se ntr-o
specializare ocupaional i fcnd obiectul unei specializri distincte n cadrul
sistemelor educaionale de nvmnt.
Ca parte a marketingul aceasta s-a dezvoltat concomitent cu dezvoltarea extensiv
a marketingului regsindu-se, particularizat, n cadrul domeniilor marketingului: intern
i internaional, bunuri de consum, business to business, agromarketing, social- politic
etc.

110 tefan Claudiu CESCU

 Strategic Marketing The Result of the Intensive Development of Marketing

may appear due to the fact that different functions and departments consider other
activities as priority or due to the communication of a diluted message from the top
management to the functional levels. Most probably, integration has the biggest chance
to succeed within an organization that has an external perspective at corporate level. If
there is a common culture at all corporate levels stating that consumers must be served
at a superior level than the competition then such integration is allowed to take place.

3. Conclusions
Considering the roles and basic principles of strategic marketing, one can state that
strategic marketing, a concept that is more and more used in the specific literature and
in the practice of large enterprises, is a logical follow-up of the marketing evolution
process. Generally, the specific literature refers mostly to the components of the strategic
marketing, and less on trying to define this concept.
Thus, strategic marketing is defined as S.T.P, considering the importance of
segmentation, target market and positioning within the marketing activity (Kotler, 1999).
Other authors emphasise the importance marketing holds on the management
mechanism, and define strategic marketing as the process of strategic analysis and
decisions that management must take in order to satisfy the consumer needs (Cravens,
1987). Another category or definitions is based on the existence of strategic and
operational processes within the marketing planning (McDonald, 2000).
The stage of strategic marketing is a stage of permanent and systematic analysis of
market needs that develops the concepts of high quality products and services that
ensure the qualitative differentiation when compared to the competition and targets
distinct categories of consumers, allowing long term competitive advantages when the
general society welfare is increasing (Dumitru, 2004).
The strategic marketing is not only a phase in marketing development. It is a central
component of it. Regarded and approached independently, this part is a distinct
specialized field of marketing reflected in occupational specialization and subject to a
distinct specialization within the educational systems. As a part of marketing it has
developed simultaneously with the extensive development of marketing and is being
found customarily within the marketing fields: domestic and international, consumer
goods, business to business, agro-marketing, social and political, etc.

RRM 1-2011 111

 Marketingul strategic rezultat al dezvoltrii intensive a marketingului

Bibliografie
Capon N., & Hulbert J. M., (2001),Marketing Management in the 21st century, New
Jersey, Ed. Prentice Hall
Cohen W.A., (1988), The practice of marketing management, New York, Ed. Macmillan
Publishing Company, ,
Cravens, D. W., (1987), Strategic Marketing, New York , Ed.Richard D. Irwin
Doyle P., (2000), Valuing marketings contribution, European Management Journal,
Vol. 18, p.233- 245
Dumitru I. (2004), Marketing Strategic o abordare in perspectiva globalizarii, Bucuresti,
Editura Uranus
Guiltinan J. P., & Gordon P. W., (1988), Marketing management: strategies and programs,
Meditia a 3a, Editie Internationala. Ed. McGraw-Hill
Kotler, Ph., (1999), Managementul Marketingului, Bucuresti, Ed Teora
Kotler Ph., Armstrong G., Saunders J., & Wong V., (1999), Principiile marketingului,
Bucureti, Ed. Teora
McDonald, M., (2000) Marketing Plans how to prepare them, how to use them, Ediia
a 4-a, New York, Ed. Butterworth-Heinemann
Olteanu V, (2003), Marketingul serviciilor, Bucureti, Ed. Ecomar
Schnaars S. P., (1991), Marketing Strategy: a customer driven approach, New York, Ed.
The Free Press
West D., Ford J., & Ibrahim E., (2006), Strategic Marketing, Creating Competitive
Advantage, Oxford, Ed. Oxford University Press
Zaharia R., & Cruceru A., (2002), Gestiunea forelor de vnzare, Bucureti, Ed. Uranus

112 tefan Claudiu CESCU

 Strategic Marketing The Result of the Intensive Development of Marketing

References:
Capon N., & Hulbert J. M., (2001),Marketing Management in the 21st century, New
Jersey, Prentice Hall Ph.
Cohen W.A., (1988), The practice of marketing management, New York, Macmillan
Publishing Company.
Cravens, D. W., (1987), Strategic Marketing, New York ,Richard D. Irwin Ph.
Doyle P., (2000), Valuing marketings contribution, European Management Journal,
Vol. 18, p.233- 245
Dumitru I. (2004), Strategic Marketing A Globalization Perspective Approach
(Marketing Strategic o abordare in perspectiva globalizarii), Bucharest, Uranus
Publishing House
Guiltinan J. P., & Gordon P. W., (1988), Marketing management: strategies and programs,
3rd Edition, International Edition. McGraw-Hill Ph.
Kotler, Ph., (1999), Marketing Management (Managementul Marketingului), Bucharest,
Teora Ph.
Kotler Ph., Armstrong G., Saunders J., & Wong V., (1999), Marketing Principles (Principiile
marketingului), Bucharest, Teora Ph.
McDonald, M., (2000) Marketing Plans how to prepare them, how to use them, 4th
Edition, New York, Butterworth-Heinemann Ph.
Olteanu V, (2003), Services Marketing (Marketingul serviciilor), Bucharest, Ecomar Ph.
Schnaars S. P., (1991), Marketing Strategy: a customer driven approach, New York, The
Free Press Ph.
West D., Ford J., & Ibrahim E., (2006), Strategic Marketing, Creating Competitive
Advantage, Oxford, Oxford University Press Ph.
Zaharia R., & Cruceru A., (2002), Managing Sales Forces (Gestiunea forelor de vnzare),
Bucharest, Uranus Ph.

RRM 1-2011 113

Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.