Customers can be considered as the “revenue” of a company. The weakness of this instrument is that the integration focuses on large numbers of individuals. The exciting finding is that the energy and mining companies achieved the lowest performance score due to their low interaction intensity with their customers (oligopsonistic market). To face this challenge, they can apply a generic focus strategy (Porter 1996). This strategy application will force the energy and mining companies to concentrate more on the production side to fulfill the customers’ demands.

Most products are usually half-ready, so contamination in the packaging was not found in the package. On the other hand, most operators have relatively high educational backgrounds, so no further training and education was needed, except in the product introduction and product maintenance orientation. Another interesting finding is the decreasing average performance in 2011 in integrating customers’ well-being. This was the first time companies published sustainability reports, so they had not yet adopted these aspects into their strategic performance.

Inversely, based on this integration, the highest performance during 2010–2011 is manufacturing companies with many customers with high intensity. Customers are treated as the most important stakeholder. These companies have also adopted the law regulation no—8/1999, which is about customer protection. Therefore the company’s strategic interaction focus is customer satisfaction. Many efforts have been undertaken to maintain this, such as by educating about the function of the products so that customers will obtain the product value optimally.


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  • Porter, M. E. (1996). What is strategy? Harvard Business Review, 96(6), 61–78.