Certain groups of people can create big market<\/p>\n
Dwi Bagus Handoko
\nContributor
\nJakarta<\/p>\n
In today's Internet world a certain type of community can
\neasily and magically transform a small company into a giant world
\ncorporation and turn it into a blue chip entity on the
\ninternational stock exchange, like the Nasdaq.<\/p>\n
This phenomenon becomes quite interesting because the above
\ncorporation's activities are created due to a customer evolution
\nprocess that is entirely different from the existing marketing
\ntheories or strategies.<\/p>\n
What in fact happens is probably just another age-old
\nmarketing pattern, which is commonly known as the average market:
\na market where anything can be offered due to the market's highly
\nheterogeneous character. The difference, however, is that in a
\ncommunity-based market such an impact can be much greater within
\na relatively short time. This factor probably causes it to be
\nrenamed as a new type of market.<\/p>\n
There are currently two types of community-based markets. The
\nfirst type is a noncommercial-driven market, such as the
\nexpatriate and alumni associations or political\/mass
\norganizations. This category can also be called "noncommercial-
\ncreated communities". The second type, which is created through
\nthe derivatives of commercial activities, such as cell phone and
\nsupermarket memberships, real estate residents' groups, etc., is
\nreferred to as "commercial-created communities".<\/p>\n
The entry point of each group or category is its character and
\nby completely understanding the characters the possibility of
\nmaking it a potential market is enhanced. There are, of course,
\nsome other important approaches to exploit this target market as
\nfollows:<\/p>\n
Identify the common factor. Every group usually has several
\nsimilarities or common factors, such as nationality, previous
\ncollege, ideology, etc. This is to be used by a marketer to make
\na successful entry.<\/p>\n
Identifying common factors that are commercially related is
\nalso very vital. This also helps in estimating the group's
\npotential. For example, in the case of the residents of Bintaro
\nJaya estate, most are young families who own, on average, Rp 300
\nmillion houses and make monthly installments on their mortgages
\nof between Rp 2.5 million and Rp 5 million. Their monthly income
\naverages between Rp 7 million and Rp 15 million, and they have
\nchildren below the age of five.<\/p>\n
The next step is to split up the groups to find out each
\nfraction's specific needs and thereby pinpoint a suitable
\nmarketing positioning for each. This community's strength is
\nrecognized as to be able to further drive product development or
\neven new product launches through its cognitive responses.<\/p>\n
Kotler -- a marketing guru -- once said that to make
\nsegmentation effective the following five factors are vital:
\nmeasurability, relevance, accessibility, distinguishability and
\nfeasibility. And to get the best results, "keep it within a
\ncertain community and clearly identify the members' activities".
\nThat's why specific steps are continuously required to optimize
\nend results and to make the group a real market community.<\/p>\n
Providing ID cards or creating a membership group are some of
\nthe ways to form community-based markets. Matahari department
\nstore, for instance, provides its customers with membership
\ncards. The members are indirectly encouraged to "provide a
\nreport", since they are rewarded with points or gifts for each
\npurchase. This way the store can easily know the kind of products
\nthey often purchase and indirectly find out the customers'
\nreactions to any interior changes or renovations at any counter
\nby checking the number of sales at that related counter.<\/p>\n
Publishing a weekly or monthly bulletin is another important
\nstrategy in binding them together and keeping them within a
\ncertain community group. The giant telecommunications
\ncorporation, Telkomsel, does it with its Halo bulletin, while
\nBintaro real estate publishes Kicau for its residents. Without
\nthese marketing tools the communities could dwindle away and turn
\ninto ordinary market segments while their true potential would be
\nunexploited.<\/p>",
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