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”