capabilities for learning about customers and markets pertemuan 7 buku 1 hal: 129-151 matakuliah:...
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Capabilities for Learning AboutCustomers and Markets
Pertemuan 7Buku 1 Hal: 129-151
Matakuliah : J0504 - Strategi PemasaranTahun : 2009
Bina Nusantara
• Market-driven strategy, market sensing and learning processes
• Marketing information and knowledge resources• Marketing intelligence and knowledge
management• Ethical issues in collecting and using information
Learning Objective
Market Sensing and Learning Processes
• Market sensing processes• Learning organization
– Learning and competitive advantage– Learning about markets– Barriers to market learning processes
Market sensing at Tesco International• Retailer entry to U.S. grocery market, not with
existing format• Discovering what U.S. consumers want:
– Senior managers live with U.S. families– Probe lifestyles of families– Prototype store
• Developing a new retail format and targeting the “grocery gap”
Market sensing processes• Open-minded inquiry processes• Analyzing competitors’ actions• Listening to front-line employees• Searching for latent customer needs• Scanning the peripherary of the market• Encouraging experimentation
Marketing information and knowledge resources
• Scanning processes• Specific marketing research studies• Internal and external marketing information
resources– Relationships with external marketing research
providers
1. Client Would you recommend this supplier?
2. Supplier Do you have sufficient funds for this project?
3. What parts of the project will be subcontracted, and how do you manage subcontractors?
4. May I see your interviewer’s manual and data entry manual?
5. How do you train and supervise interviewers?
Screening A New Research Supplier
6. What percentage of interviews are validated?
7. May I see a typical questionnaire?8. Who draws your samples?9. What percentage of your data entry is
verified?10. Managers - What do you think about this
supplier?
Screening A New Research Supplier
A Framework for Market SensingProbability of the Event Occurring
Effect of the Event on the Company
High LowMedium
1
2
3
4
5
6
7
* 1=Disaster, 2=Very bad, 3=Bad, 4=Neutral, 5=Good, 6=Very good, 7=Ideal
Utopia Field ofDreams
Things toWatch
Danger FutureRisks
Learning About MarketsObjective
Inquiry
Keeping andGaining Access
to PriorLearning
SynergisticInformationDistribution
MutuallyInformed
InterpretationsSource: George S. Day, Journal of Marketing, October 1994.
Barriers to market learning• Managers reject new insights/information• Rigid organizational structures and inflexible
information systems• Politics favour the status quo• Overwhelming pressure of existing business
operations• Tendency to “active inertia”
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