Adapted from philip s nitse ph d professor chair department of marketing
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Competitive market position. Adapted from : Philip S. Nitse, Ph.D. Professor & Chair Department of Marketing. FM : Anis Gunawan,MM [email protected] Philip S. Nitse, Ph.D. Professor & Chair Department of Marketing. Western Approach to Strategy. Find Strengths to Match Opportunities

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Adapted from : Philip S. Nitse, Ph.D. Professor & Chair Department of Marketing

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Competitive market position

Adapted from :

Philip S. Nitse, Ph.D.

Professor & Chair

Department of Marketing

FM : Anis Gunawan,MM

[email protected]

Philip S. Nitse, Ph.D.

Professor & Chair

Department of Marketing

Western Approach to Strategy

  • Find Strengths to Match Opportunities

  • “The most profitable match of company strengths with opportunities presented by the marketplace which would provide long-term advantage.”

Porter’s Model

  • Competitive Advantage:

    Creating and Sustaining Superior Performance,

    Michael E. Porter, Free Press, 1985

Kotler Model

  • Market Leader

  • Market Challenger

  • Market Follower

  • Market Nicher



Kotler, 1996

Market Leader Strategies


  • Expanding the Total Market

    • New Users(J&J Baby Shampo)

    • New Uses(Arm&Hammer)

    • More Usage(Michelin Guide)

  • Protecting Market Share

Protecting Market Share

  • Position Defense (Coke, hotel)

  • Flanking Defense (subcompacts)

  • Preemptive Defense (Cummins)

  • Counteroffensive Defense (Kodak)

  • Mobile Defense (Strategic depth)

  • Contraction Defense (shoot dogs)


Strategic Market Planning

Defensive Marketing Strategies






an mundur


3. Pertahanan

“ Inisiatif lebih dulu”

4. Pertahanan

“ membalas”



5. Pertahanan



Market Challenger Strategies

  • Frontal Attack (Unilever)

  • Flanking Attack (PepsiCo)

  • Encirclement Attack (Seiko)

  • Bypass (Minolta)

  • Guerrilla Attack (Formula 409)


Strategic Market Planning

Offensive Marketing Strategies


“Tidak Langsung”






5. Penyerangan


1. Penyerangan


3. Penyerangan



Market Follower Strategies

  • Cloner

  • Imitator

  • Adapter


Market Nicher Strategies

  • Low Volume, High Margin

  • Specialization

    • End-Use

    • Vertical-Level

    • Customer-size

    • Specific-customer

    • Geographic

    • Product or feature

    • Quality-price

    • Service

Sun Tzu Model

  • Bingfa

  • 400 B.C.

  • Sun Tzu, philosopher and then general during the Age of the Warring States

  • Not translated into western language until 1772

Sun Tzu’s Art of War (Bingfa)

  • Moral Cause

  • Leadership

  • Temporal Conditions

  • Terrain of Battlefield

  • Organization and Discipline

  • Espionage

Sun Tzu SixStrategic Principles

  • Win All Without Fighting

  • Avoid Strength, Attack Weakness

  • Deception and Foreknowledge

  • Speed and Preparation

  • Shape Your Opponent

  • Character-Based Leadership


  • No western equivalent

  • Political administration

  • Scientific management

  • Military history

  • influence of probability

Compromise vs. Aggression

  • Offensive

  • Moderation

  • Compromise

  • Force only one choice of tactics

Fit vs. “Aspiration Disparity”

  • Fit, Role, Matching

  • Enough resources to do the job? vs.

  • Resource mismatch

  • Mental will-power

  • “Either or”

Maintaining strategic fit

Searches for advantages that are inherently sustainable

Searches for niches or does not challenge entrenched competitor

Leverages resources

Emphasizes accelerated Organizational Learning to build new advantages

Produces quest for new rules to devalue incumbent's advantages



Seeks to reduce financial risk by building balanced portfolio of SBU’s

Resources are allocated to product-market units

Each SBU is assumed to have all the critical skills it needs to be successful

Reduce competitive risk by ensuring a well-balanced and sufficient portfolio of advantages

Investments made to core competencies as well as product-markets

Core competencies span SBU’s


Top management manages profitability of SBU portfolio

Corporate consistency comes from adherence to financial objectives

Management assures that plans of SBU’s don’t undermine future developments which support Strategic Intent

Business function consistency comes from allegiances to intermediate-term challenges with lower level employees encourages to invent ways to meet challenges

Treacy & Wiersema Model

The Discipline of Market Leaders:

  • Choose Your Customers,

  • Narrow Your Focus,

  • Dominate Your Market,

    Michael Treacy & Fred Wiersema, Addison-Wesley, 1995

Treacy & Wiersema Model

1. Operational Excellence

2. Product Leadership

3. Customer Intimacy


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