Marketing Strategy and Competitive Positioning pdf ebook

CHAPTER 18 MARKETING IN THE TWENTY-FIRST CENTURY
As discussed in Chapter 6, marketing resources are any properties or processes that can 
be exploited in the marketplace to create or sustain a competitive advantage. They range 
from recognised brand names, through unique use of distribution channels, to information 
and quality control systems. These assets are the resource endowments the business has 
created or acquired over time and now has available to deploy in the market. Competencies 
are the skills that are used to deploy the assets to best effect in the market.
These definitions are in line with early resource-based theorists such as Barney (1991), 
who suggest that it is management that is the most important resource because they make 
use of the assets and other resources available to them based on their knowledge of the 
market acquired through their previous learning.
As we saw in Chapter 6, Day (1994) goes on to identify three main types of competencies: 
outside-in, inside-out, and spanning and integrating competencies. Outside-in competencies 
are those skills and abilities that enable a business to understand its customers and create 
closer linkages with them. Inside-out competencies are the internal capabilities of the firm 
and its employees that can be deployed in the marketplace to provide better products and 
services to customers. Spanning and integrating competencies bring together the inside-out 
and the outside-in to ensure delivery of appropriate products and services to customers.
More recently, RBV theorists have argued the need for dynamic capabilities (Menguc 
and Auh, 2006; Helfat et al., 2007). Dynamic capabilities represent ‘the capacity of an 
organisation to purposefully create, extend, or modify its resource base’ (Helfat et al., 
2007, p. 4). Menguac and Auh (2006) show how dynamic capabilities can be built through 
capitalising on market orientation and innovativeness. They demonstrate empirically how 
the effect of market orientation on firm performance is enhanced when firms demonstrate 
a high degree of innovation.
Not all assets and capabilities may be vested in the focal firm. Increasingly, companies 
are creating alliances and networks with others that enable them to leverage further assets 
and competencies of partner firms (see Chapter 15). Alliances can offer four main sets of 
assets and competencies – that is, access to new markets, access to managerial competence, 
access to technological competence and economic benefits.
There are, however, problems in realising the advantages offered by alliances and net-
works of collaborating firms, and many alliances that appear to be an excellent and com-
plementary idea at the time, fail. Understanding of the dynamics of alliances and the critical 
executive skills required by these new organisations is sadly limited (see Chapter 15).
Taken together, marketing assets and competencies/capabilities are the basis on which 
competitive positioning is built. Ideally, firms should seek to build a strategic position on 
the basis of assets and competencies that are superior to those of competitors, and difficult 
to duplicate. They should also seek to create or acquire assets and competencies that can 
be exploited in many other situations (such as extending brand name(s) into new markets, 
exploiting technology in new industries and allowing networks to be used differently). In 
future, a critical issue is likely to be how the different assets and competencies might be 
combined to create new products and services (Hamel and Prahalad, 1994).
18.2.4 Establishing closer relationships with key customers
In Chapter 14 we discussed the ways in which firms can build closer relationships with their 
customers. Fundamental issues include which customers to build those relationships with 
and how to build them.
Relationship marketing (Payne and Frow, 2005) has been one of the most significant 
ideas in marketing of recent years. While it has been recognised as important in some 
markets for some time and under different labels (such as the personal account managers 
in financial services), it is now generally agreed that customer retention through superior 
service and relationship building is widely applicable and relevant.
In consumer markets, relationships can be built initially through branding and repu-
tation creation. In the past, relationships in business markets have been stereotyped as 

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FUNDAMENTALS OF STRATEGY IN A CHANGING WORLD
between individuals – the salesperson and purchasing officer. However, in modern business-
to-business markets the pressure is for team-based selling and relationship building across 
the whole spectrum of internal departments. The challenge is to become the ‘outsource of 
preference’ by understanding customer’s business and adding value in excess of cost (Chally, 
2006). Similarly, Simon (1996) stresses that the relationships that endure in business markets 
are those based on sound economic and business grounds, rather than ephemeral personal/
social bases. Relationships and reputations can be far harder for competitors to copy than 
possibly transitory product features, special offers or deals.
Not all customers, however, place great value on ever-closer relationships with their 
suppliers. Similarly, the costs of creating closer relationships with some customers (in terms 
of time, effort and financial resource) may well outweigh the long-term commercial ben-
efits. What will become increasingly important will be for firms to decide the optimum 
intensity of relationship with each customer or customer group, and then find an effective 
and efficient means of establishing that level. It is likely that any firm will be operating in 
a number of different marketing modes depending on the customers served. For some key 
accounts, a heavy emphasis on one-to-one close relationship building to create ‘partners’ 
might be applicable, while at the same time other groups are marketed less intensively so as 
to create ‘advocates’ rather than partners. For yet other customers of the same firm, a mass 
marketing approach might be applicable to secure their business in the first place. Multi-
mode marketing, the adoption of different marketing approaches for different customers 
or customer groups, is likely to take the place of more uniform marketing to all customers.
18.2.5 Rethinking the role of marketing in the organisation
The ideas covered so far lead to the inevitable conclusion that the role and function of 
marketing within the organisation (or within the ‘virtual network’) needs to be redefined 
and reasserted.
Fundamental to this is being able to escape from the notion that marketing is essentially 
a business function, or a department on an organisational chart. Increasingly, marketing is 
seen as a process within the value chain, and a process responsible for ensuring the creation 
of value for customers in both the short and long term. Structures need to be created that 
facilitate rapid response and flexibility rather than hinder it. Indeed, it is interesting to note 
that many successful companies do not have specifically named ‘marketing departments’, 
yet few would dispute that they are close to their customers, and attentive and reactive to 
their needs.
Brown (1995) notes:
There are now two types of corporation: those with a marketing department and those with 
a marketing soul. Even a cursory glance at the latest Fortune 500 shows that the latter are 
the top performing companies, while the former, steeped in the business traditions of the 
past, are fast disappearing.
Simon (1996) also notes that many of the firms in his sample of ‘hidden champions’ 
do not have marketing departments. However, they share two main traits. First, they are 
extremely close to their customers and ensure that all employees recognise their role in 
serving them. Second, they focus on solving customers’ problems through innovation, in 
order to improve their market offerings and to continuously improve their customer value. 
These two traits are the essence of a market orientation, but can be achieved without the 
trappings of a marketing department.
It is important, in defining the role of marketing for the future, to recognise that market-
ing operates at two main levels: strategic and operational. At the operational level, brand 
managers and marketing managers deal with day-to-day marketing tasks such as liaison 
with market research companies, advertising and public relations agencies and so on. In 
fast-moving consumer goods (FMCG) companies, trade and consumer promotions, special 
deals, competitions and so on can occupy a lot of time.

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