HERMAWAN KARTAJAYA

One of the “50 Gurus Who Have Shaped The Future of Marketing”
(Chartered Institute of Marketing-United Kingdom)
President of World Marketing Association
Founder and President of MarkPlus&Co

Sustainable Market-ing Enterprise:

A Business Model for Sustainable Success
SME “Rocket” Diagram
I
Sustainability
Sustainability Loop

'Emergent ' 'Rational ' 'Constrained '

RENEWAL CONSERVATION

FOLLOWERSHIP FOLLOWERSHIP
CHOICE CRISIS

LEADERSHIP LEADERSHIP
“Performing “Transforming
Cycle” Cycle”

EXPLOITATION CREATIVE-DESTRUCTION

Adapted from David Hurst, Crisis & Renewal, 1996.

Political, Technical and Cultural Change during Transformation
II
Market-ing
Market-ing Sub-Model:
Outlook, Architecture and Scorecard

C S T
P C
ARCHITEC-
E3 TURE C3
C OUTLOOK C SCORE CARD
Designing Aligning

C V S
4C-Diamond STV-Triangle PCS-Circle
The 4C-Diamond Sub-Model:
basis for conducting the TOWS Examination
Value-migrator
CHANGE

Certain/Uncertain Important/Unimportant
Technology

Pol-Leg Economy Soc-Cul

Market
Value-supplier Value-demander
COMPETITOR CUSTOMER
Winner,Loser,Emerging Committed,Lost,New
TOWS
Examination

Value-decider
COMPANY
Existing-competence,Risk-attitude,Stretch-possibilities

CHOICE

Go/Invest No Go/Hold
Harvest Divest
The Anatomy of the Forces of Change Change

PRIMARY
In
sp
i ra

n
tio
tio

ea
n

Cr
TECHNOLOGY
Ac

n
co

io
m

ct
m

tru
od

ns
Destruction Adoption at

co
io
n

De
Coordination Sophistication

POLITICAL ECONOMY SOCIAL

IMMEDIATE (CENTRAL) INCREMENTAL
LEGAL CULTURAL

Acceleration Rationalization

ion
Realization Formation cat
Re

u
Ed
de
fin
itio
n

MARKET
Re n
tio
gu pta
la a
tio
n Ad

ULTIMATE
Technology encourages participation

We have moved beyond

the Information Age to the
AGE OF PARTICIPATION

Scott McNealy
Chairman and CEO, Sun Microsystems
Globalization creates a flat world

“The World is Flat”

Thomas L. Friedman
New York Times columnist
The creative market is rising

We are beginning to work

and live the way
creative people like
artists and scientists
always have.

Richard Florida
Author of The Rise of Creative Class
In 2006, half of the world’s population is urban
Competitor Customer

Social Cultural Shift

Creative Competition for Creative Customers Competitor Customer

Geographic Remote Areas Rural Sub-Urban Urban Metropolitan

Entrepreneur
Blue-Collar Knowledge &
Demographic Hunter Farmer
Worker Worker Creative
Worker

Self-
Psychographic Survival Security Social Status
actualization
The New Business Landscape Configuration

VALUE MIGRATOR

Significant
Forces
of
Change

New Rules of
VALUE SUPPLIER the Game VALUE DEMANDER

New New
Competitive New Winning New Customer
Setting Value Value Value Profile
Indications Propositions App Requirements Indications

FB + EB Total “Get”
Value = =
P + OE Total “Give”

Company

Existing Competence
Risk-Attitude
Stretch Possibility
The STV-Triangle:
Nine Core Elements of Marketing
(mind-share) (market-share)
STRATEGY TACTIC

Explore Positioning Differentia

Engage
'BEING' tion
STRATEGY 'CORE' TACTIC
1 2 3 4 5 6

9
Process Execute
VALUE
'ENABLER'

VALUE
(heart-share)
Strategic Business Triangle:
Positioning-Differentiation-Brand (PDB)

BRAND INTEGRITY

POSITIONING DIFFERENTIATION
BR

E
AG
AN

IM
D
ID

D
AN
EN
TI

BR
TY

BRAND
Strategic Business Triangle:
Positioning-Differentiation-Brand (PDB) – BCA Example
BRAND INTEGRITY

DIFFERENTIATION
POSITIONING
Content (What to Offer)
innovative product (Saving, payment, Credit,
etc)
Context (How to Offer)
Indonesia’s most convenient Convenient and Hassle-free accessibility
and reliable payment system Infrastructure (Enabler)
People: Service orientation.
Technology: Utilization of IT.
Facility: Coverage of ATM
BR

E
AG
AN

IM
D
ID

D
AN
EN
TI

BR
BRAND
TY
Strategic Business Triangle:
Positioning-Differentiation-Brand (PDB) – Extra Joss Example
BRAND INTEGRITY

DIFFERENTIATION
POSITIONING
Content (What to Offer)
Minuman ber-energi
Context (How to Offer)
Biangnya Minuman Bentuk sachet, Gen-B, Thematic campaign saat
Olimpiade, Qurban, Co-branding dengan MTV &
Berenergi Nokia, Be Josser Bareng-bareng, Go Joss di
100-an kota Indonesia
Infrastructure (Enabler)
Distribusi ala guerilla marketing
BR

E
AG
AN

IM
D
ID

D
AN
EN
TI

BR
BRAND
TY
Strategic Business Triangle:
Positioning-Differentiation-Brand (PDB) – Daia Example
BRAND INTEGRITY

DIFFERENTIATION
POSITIONING
Content (What to Offer)
Good quality detergent, relatively low price
Context (How to Offer)
Value for money detergent Hard-selling communication & sales promo
strategy
Infrastructure (Enabler)
People: terbaik dari berbagai perguruan tinggi;
berpengalaman dalam pemanfaatan Technology:
low-costtechnology

IM AND
ID
BR NTI

E
E

AG
AN TY

BR
D

BRAND
Strategic Business Triangle:
Positioning-Differentiation-Brand (PDB) – Dji Sam Soe Example
BRAND INTEGRITY

DIFFERENTIATION
POSITIONING
Content (What to Offer)
Rightly-blended ingredient
“Puncak kenikmatan Context (How to Offer)
merokok” (ultimate smoking -“Spiritual relationship” with customer
- Sense of community
experience) - Myths & beliefs surrounding the brand
- Ritual marketing
BR

E
AG
AN

IM
D
ID

D
AN
EN
TI

BR
BRAND
TY
The STV-Triangle:
Nine Core Elements of Marketing
(mind-share) (market-share)
STRATEGY TACTIC

Explore Positioning Differentia

Engage
'BEING' tion
STRATEGY 'CORE' TACTIC
1 2 3 4 5 6

9
Process Execute
VALUE
'ENABLER'

VALUE
(heart-share)
Competitive Value offer interaction between three main
stakeholders and the company
Compensation+Self-fulfillment Functional Benefit+Emotional Benefit
Professional Engagement+Personal Involvement Price + Other Expenses

Competency-market Worker Buyer Commercial-market

Productivity + Creativity Revenue + Cash

Reward + Development Offer + Improvement
Company

Monetary + Non-monetary Investor Dividend + Gain

Return + Growth Price + Opportunity Cost

Capital-market
Converting the Three Main Stakeholders:
When worker becomes people, buyer becomes customer and
investor becomes shareholder
III
Enterprise
Enterprise Sub-Model:
Inspiration, Culture and Institution

Mission Business Organization Balance

P RESOURCE O M WORK F
ALLOCATION Shared COORDINATION
H B Values I E
I J L
L E E
E
O S D
S
Ideology Profit C Management Measurement
Common T B
O T Behaviour O
P I N A
H RISK
V E C
Y RETURN
MINIMIZATION E S MAXIMIZATION K
Vision Goal Target Result
The Body Shop’s Institution:
Values-driven Management & Measurement
Putting It All Together
 Thank You
www.hermawankartajaya.com