The Relationship Between Operations Strategy and Marketing Strategy

INTRODUCTION: The market situation facing many companies around the world is currently changing, which is bringing new challenges to operational management. It is recognized that the efficiency and effectiveness of operations are very important to achieve and maintain competitive advantage. To survive these global markets, we need high level of agility and responsiveness, which was the case in the past. Yesterday's model on operation management method is currently questioned. We need a new solution and a broader understanding of operational strategy and management.

As explained in many documents, there is a vertical relationship between the operational strategy at the company level and the business / company strategy. At the same time, other functional strategies such as marketing strategy are related to the level of operational strategy. As for business strategy and corporate strategy, the operation strategy has a bottom-up or top-down process. Likewise, the ability to operate market demands and resources can lead to operational strategies. Appendix 1 (Slack and Lewis, 2002) shows four perspectives on operational strategies. In each aspect, the characteristics of the operational strategy process are highlighted in different ways

The operation strategy is in a vertical relationship with the business strategy and corporate strategy at the enterprise level, and is related to other function strategies, especially the marketing strategy horizontally. From the perspective of business strategy and corporate strategy, operational strategies can occur in top-down or bottom-up processes. Likewise, the operational strategy can be tailored to market needs (ie, market-oriented) or based on operational capabilities. Slack et al. (2004: p. 67) argues that business strategies include strategic decision-making and behavioral models that define the roles, objectives and activities of the business. Their use of the term "model" means a consistent strategic decision and action. LO 3 understands how to organize typical production processes

Through transaction marketing, the internal interface between functions has no strategic meaning to the company. In contrast, however, for companies focused on marketing strategies, internal links between marketing activities, interpersonal relationships and other corporate functions are strategic to the success of the business. Horizontal relationship with competitors and supplementary products can "add value to customers". The value chain becomes a value network, creates value to customers through a series of complex relationships, and the result is the value network. "Relations and interactions lie between customers, suppliers, competitors, internal relationships, and complementarity - see the pictures." Hollensen (2010, pg 189)