analisis swot
DESCRIPTION
Analisis SWOTTRANSCRIPT
1Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
2 Strategic Planning for
Competitive Advantage
SWOT ANALYSIS
2Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Strategic PlanningStrategic Planning
RESOURCES &
OBJECTIVES
EVOLVING MARKET
OPPORTUNITIES
LONG RUN LONG RUN PROFITABILITY PROFITABILITY AND GROWTHAND GROWTH
1
3Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Marketing Plan Marketing Plan ElementsElements
On Linehttp://www.dmusic.com
Marketing Strategy
Product
Promotion
Distribution
Price
Marketing Mix
Business Mission Statement
Objectives
Situation or SWOT Analysis
ImplementationEvaluation
Control
Target Market Strategy
1
4Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Defining the Business MissionDefining the Business Mission
2
Q: What business are we in?
A: Business mission statement
Too narrowToo broadJust right
marketing myopiano directionfocus on marketsserved and benefitscustomers seek
5Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Marketing ObjectivesMarketing Objectives
3
Marketing Objectives Must Be:Marketing Objectives Must Be:
Realistic
Measurable
Time specific
Consistent with and indicate the organization’s priorities
“Our objective is to achieve 10 percent dollar
market share in the specialty pet food market
within 12 months of product introduction.”
6Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Review Learning Objective 3Review Learning Objective 3
3
Clear and specific objectives:Clear and specific objectives:Clear and specific objectives:Clear and specific objectives:
1. Communicate marketing management philosophy1. Communicate marketing management philosophy
2. Provide management direction2. Provide management direction
3. Motivate employees3. Motivate employees
4. Force executives to think clearly4. Force executives to think clearly
5. Allow for better evaluation of results5. Allow for better evaluation of results
7Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
SWOT AnalysisSWOT Analysis
©South-Western College Publishing
SS
WW
OO
TT
Things the company does well.Things the company does well.
Things the company does not do well.Things the company does not do well.
Conditions in the external environment that favor strengths.Conditions in the external environment that favor strengths.
Conditions in the external environment that do not relate to existing strengths or favor areas of current weakness.
Conditions in the external environment that do not relate to existing strengths or favor areas of current weakness.
InternalInternal
ExternalExternal
4
8Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
9Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
10Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
CONTOH ANALISIS SWOT
11Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Strenght Weakness Opportunity Threat
Otot finansial masih sulit ditandingi kompetitor.
Tidak memiliki fleksibilitas dalam strategi harga
Awareness Konsumen yang kuat
Kompetitor Agresif memainkan strategi harga.
Hal ini membuat Unilever memiliki amunisi yang dapat dikatakan tidak terbatas dalam merancang semua kampanye pemasarannya.
Sebagai perusahaan Multinasional sekaligus pemimpin pasar, memotong harga sangat sulit dilakukan.
Persepsi yang baik di benak konsumen terhadap produk Unilever
Kondisi pasar yang lesu membuat konsumen sangat sensitif terhadap harga.
Tenaga penjualan dan tim pemasaran yang solid dan mempunyai high achievement.
Struktur organisasi yang hirarkis membuat respons yg lambat terhadap perkembangan pasar.
Peluang masih besar di pasar Food & Beverage
Distributor sebagai bagian akhir dari rantai nilai Unilever mendapat tekanan berat dari masyarakat.
Salah satunya ditunjukkan dengan masih terus tumbuhnya penjualan sebesar 11,2% tahun 2005 (berlanjut tumbuh 13% di semester I(2006). Upaya mendongkrak penjualan dilakukan serius, dengan diiringi peningkatan anggaran iklan, promosi dan riset pemasaran, sekitar 15%
Proses pengambilan keputusanmasih terlalu panjang.
Selama ini F&B baru memberikan kontribusi sekitar 25% dan belum dimanfaatkan secara maksimal
Permintaan rendah, tapi harga produk tetap premium, sementara biaya operasional tinggi, situasi yangmembuat margin distributor menjadi sangat tipis.
MATRIK SWOT IFAS
EFAS
STRENGHTS (S)-Reputasi yang baik dibidang
pelayanan-Pemasaran perusahaan yang cukup
kuat dan besar-SDM terus meningkat
-Kokohnya SDM perusahaan-Kualitas produk terjamin
-Harga produk yang bersaing
WEAKNESSES (W)-Permodalan yang kurang
mendukung- Banyaknya tuntunan dari
konsumen
OPPORTUNITIES (O)-Permodalan yang kurang mendukung-Meningkatnya daya beli masyarakat
STRATEGI SO- Perluasan pangsa pasar
- Perluasan jaringan distribusi- Meningkatkan efisiensi distribusi
- Meningkatkan kualitas SDM- Meningkatkan kualitas serta mutu
pelayanan
STRATEGI WO- Meningkatkan efisiensi biaya
- Mengusahakan pengembangan dan pelatihan SDM
THREATHS (T)Bertambahnya perusahaan telekomunikasi menjadikan berkurangnya laba setiap periodenyaStrategi bisnis mudah ditiru
STRATEGI ST- Meningkatkan kualitas kerja
perusahaan yang lebih baik- Meningkatkan kualitas produk &
mutu pelayanan- Menetapkan strategi harga
STRATEGI WT-Menetapkan strategi bisnis baru
yang lebih efisien & efektif-Lebih memperhatikan kualitas
dan mutiu pelayanan terhadp konsumen
13Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Competitive AdvantageCompetitive Advantage
Niche StrategiesNiche Strategies
CostCost
Product/Service Differentiation
Product/Service Differentiation
Types of Types of Competitive Competitive AdvantageAdvantage
Types of Types of Competitive Competitive AdvantageAdvantage
On Linehttp://www.travelocity.comhttp://www.expedia.com
5
14Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Ansoff’s Strategic Opportunity Ansoff’s Strategic Opportunity MatrixMatrix
Present Product New Product
New Market
MarketPenetration
MarketDevelopment
ProductDevelopment
Diversification
Present Market
On Linehttp://www.pg.com
6
15Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Review Learning Objective 6Review Learning Objective 6
6
Identify strategic alternativesIdentify strategic alternatives
Diversification =
Product development = products
Market development = customers
Market penetration = share
new productsnew markets
16Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Target Market StrategyTarget Market Strategy
Segment the market based on groups with similar characteristics
Analyze the market based on attractiveness of market segments
Select one or more target markets
7
17Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Targeting StrategiesTargeting Strategies
Entire Market
Single Market
Multiple Markets
7
18Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Marketing Mix: The “Four Ps”Marketing Mix: The “Four Ps”
PricePrice
PromotionPromotion
PlacePlace
ProductProduct
8
19Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 2
Following Up the Marketing PlanFollowing Up the Marketing Plan
9
Product PlacePromotionPrice
Product PlacePromotionPrice
Met objectives?Met objectives?
Implementation Evaluation
Audits• comprehensive• systematic• independent• periodic
Audits• comprehensive• systematic• independent• periodic