Peran Strategis Marketing sebagai Penggerak Rantai Nilai dalam Meningkatkan Keunggulan Kompetitif Organisasi

Palakka Shiddiqi; Fatimah Fatimah; Sukmawati Eka; Kharisma Wisudawati; Eka Wisarini Putri; Agustinus Sugiarto

doi:10.55606/optimal.v6i1.8829

Authors

Palakka Shiddiqi Universitas Adhirajasa Reswara Sanjaya
Fatimah Fatimah Universitas Adhirajasa Reswara Sanjaya
Sukmawati Eka Universitas Adhirajasa Reswara Sanjaya
Kharisma Wisudawati Universitas Adhirajasa Reswara Sanjaya
Eka Wisarini Putri Universitas Adhirajasa Reswara Sanjaya
Agustinus Sugiarto Universitas Adhirajasa Reswara Sanjaya

DOI:

https://doi.org/10.55606/optimal.v6i1.8829

Keywords:

Competitive Advantage, Dynamic Capabilities, Marketing Capabilities, Strategic Marketing, Value Chain

Abstract

The contemporary business landscape characterized by rapid digitalization and market volatility necessitates organizations to reconceptualize the strategic role of marketing beyond traditional promotional functions. This research analyzes the strategic role of marketing as a value chain driver in enhancing organizational competitive advantage through systematic literature review methodology. The study synthesizes theoretical perspectives encompassing marketing capabilities, dynamic capabilities, competitive advantage, and value chain theories, along with empirical findings from diverse industry contexts. Results demonstrate that marketing analytics capability integrated with artificial intelligence enables organizations to sense market signals, seize strategic opportunities, and reconfigure resources dynamically throughout the value chain. Resource orchestration capability mediates the transformation of marketing capabilities into superior performance, while dynamic strategic marketing planning overcomes innovation rigidities through concurrent orchestration of planning, implementation, and reconfiguration processes. Integration of supply chain management with marketing strategies actively strengthens marketing efforts, creates marketplace differentiation, and supports sustainable practices contributing to sustainable development goals. The findings emphasize that marketing function has evolved into a strategic connector between customer needs and internal organizational capabilities, reinforcing cross-departmental coordination and enhancing competitive advantage through innovation and digital technology utilization. Practical implications suggest organizations should invest in digital infrastructure, develop analytical competencies, establish cross-functional integration systems, and adopt dynamic planning approaches to respond effectively to market turbulence.

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