Durex as a key case of Customer-Based View (CBV)

Today we are going to explain how and to what extent the marketing logic can support business strategies.

By simplifying, there are two main strategic paths for connecting companies to their market environments:

a) Resource-Based View (RBV): in this case, the company has some specific skills (related to production, technologies, branding and so on) and aims at getting the best from them, operating in many different markets. This means that the company will be in search of the more suitable markets in order to exploit its own resources and skills

b) Customer-Based View (CBV): here the company goes for a specific target-group, so they organize their entire value process in a way to get customers satisfied at best. It can be said that in such cases, companies aim at reaching for a sort of symbiosis with their customers

Taking into consideration the first approach aforementioned, the marketing logic seems not to be consistent.

However, in such cases marketing can be crucial for managing strong issues, as in the case of the companies wlogo-bichich want to operate in different markets with the same brand. We can consider the case of Bic, that is one of the most important producer of disposable pens, lighters and shavers in the world.

They clearly aim at exploiting their knowledge about the production of disposable items. In order for this to happen, they enter a lot of markets, but keep consistent positioning and marketing-mix.

In such cases, the starting point for the company is not the analysis of customers’ needs, but the analysis of its own skills, in order to understand how to get the most value out of them.

Companies which adopt a resource-based view may be marketing-oriented or not. On contrary, for the ones who adopt a customer-based view it cannot be otherwise.

In fact, these companies make their customers the centre of their attention. This means that if the skills that the company owns are not enough to satisfy the customers’ needs, they’ll get new skills from the outside, even by creating new business partnerships. In such cases, we speak of “olistic marketing”.

One example about this?

Durex, which describes itself as “a focused-consumer brand company” operating in the business of “sexual wellbeing“.

As a result, in addition to condoms and many kinds of lubricants, they have introduced in the market new products, such as the “play-vibrations”, a gel for massages and more, just for delighting “fine lovers”.

Every item in the product range is thought for delighting customers and thus increasing the relational assets of the company.


Fulvio for Experyentya