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This study examines the causes of marketing performance stagnation in a mature and highly competitive industry context and investigates how segmentation, targeting, and positioning (STP) decisions can be reconfigured to support performance recovery. Using empirical analysis of customer transaction and behavioral patterns, the findings reveal that market value is highly concentrated within core segments characterized by stable and repeated purchasing behavior. However, these behavioral insights have not been systematically translated into coordinated STP decisions, resulting in unfocused targeting and generic positioning.  To address this gap, the study proposes a behavior-driven STP approach that reconceptualizes STP as an adaptive decision system rather than a static market planning framework. Under this approach, segmentation serves to identify value structures based on observed customer behavior, targeting functions as a strategic resource allocation decision derived from behavioral intensity and stability, and positioning reflects the consumption context and behavioral motives of core segments.  The study contributes to the industrial marketing management literature by demonstrating how behavior-driven STP operates as an adaptive marketing capability that enables firms to restore strategic coherence and improve marketing effectiveness following organizational and environmental disruptions. Managerially, the findings suggest that firms should institutionalize the use of behavioral customer data, narrow strategic focus toward high-value core segments, and align value propositions with actual usage contexts to enhance performance sustainability in dynamic market environments.

Because of the increasing internet use, print media is under significant threat. As part of its transformation, a media company deployed an Integrated Marketing Solution (IMS) to address current business challenges. This method, however, requires further investigation. As a result, this study aims to assess the utility of IMS, analyze the implementation of the McKinsey 7S Framework on IMS, and identify McKinsey 7S Framework aspects in IMS for future development. In-depth interviews with 12 people were conducted for this qualitative study. The findings indicate that IMS is the core of the company's business transformation, with all components of the McKinsey 7S Framework in place. However, the shared value component is still required.

The competition in the early childhood education industry is getting tougher with new preschools with various types and innovations on offer. This exploratory research reviews the situation and condition of preschools in Indonesia with a qualitative approach based on case studies. Secondary data collection and interviews with millennial mothers were carried out to support the existing data to analyze the gaps in the marketing strategies used by preschools with expectations in the community. The results of this study indicate that preschools must understand the current needs of their prospective customers, especially millennial mothers who currently have great potential to become their primary target market. The strategy used can depart from the marketing mix analysis, such as optimizing the school's website and social media as a reference communication medium for parents in choosing a preschool for their children.

This research specifically aims to evaluate the influence of directly and indirectly internal business environments on the marketing strategy and marketing performance of the retail industry in the city of Bandung. The population in this study amounted to 442 minimarkets with the formula Slovin to determine the sample, obtained 82 samples to be researched. The methods in this study use descriptive and vermicular methods. The results in a partial internal environment have an influence on the marketing strategy of retail industry minimarket Bandung and marketing strategy also has an influence on the marketing performance of the retail industry minimarket Bandung City. Simultaneous testing found that the internal environment and marketing strategy had a significant influence on the marketing performance of retail industry minimarket Bandung with great influence 58.6% The remaining 41.4% influenced By other factors beyond this research. This research also finds indirectly internal environment also has a significant influence on the marketing strategy of the retail industry minimarket Bandung in a positive direction. So the ability to understand the internal environmental conditions well will help the accuracy in decision-making strategies and impact on the marketing performance improvement of the retail industry minimarket Bandung.