bab iii. pengembangan produk
TRANSCRIPT
03/10/2011
1
Susetyo Hario Putero
Demam Blackberry (BB) di Indonesia kian tak tertahankan dan menjadikan Indonesia sebagai salah satu negara dengan pertumbuhan pengguna BB tertinggi di dunia. Hal ini juga membuat para pejabat Research in Motion (RIM), produsen BB, tertegun mendengarnya.
Kesuksesan BB di Indonesia mau tidak mau telah menyebabkan produk smartphone produksi Nokia menjadi kurang populer.
Faktor utama yang mendorong kepopuleran BB adalah inovasi dan desainnya yang elegan. Teknologi e-mail, browsing dan Blackberry Messenger (BBM) milik BB sangat mudah digunakan. Keyboard qwerty yang digunakan bahkan saat ini telah menjadi trend pengguna handphone di Indonesia. Hal-hal tersebut membuat produk Nokia menjadi terasa ketinggalan jaman.
Kisah ini menunjukkan arti pentingnya produk baru yang sesuai dengan kebutuhan pengguna bagi kelangsungan usaha suatu industri, meskipun industri tersebut telah memiliki nama besar dan market share yang besar.
Posisi pasar
Pemanfaatan sumber daya
Pembaharuan & peningkatan organisasi
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Perubahan Produk Baru
Tidak
selamanya
menjadi
produk unik!!
Competitive Tail Spin
Produk baru
Ide
Pemilihan
produk
Desain
produk
Prototipe
Uji
Pasar
Sumber pencarian ide :
• Internal sources
• Customers
• Competitors
• Distributors
• Suppliers
Sumber : www.andrew.cmu.edu/course/70.../chap9.ppt
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Proses penempatan ide bagus & meninggalkan ide yang kurang bagus
Kriteria : Market Size
Product Price
Development Time & Costs
Manufacturing Costs
Rate of Return
Sumber : www.andrew.cmu.edu/course/70.../chap9.ppt
1. Develop Product Ideas into Alternative
Product Concepts
2. Concept Testing - Test the Product Concepts with Groups
of Target Customers
3. Choose the Best One
Sumber : www.andrew.cmu.edu/course/70.../chap9.ppt
Part Two - Short-Term:
Product’s Planned Price Distribution
Marketing Budget
Part Three - Long-Term:
Sales & Profit Goals Marketing Mix Strategy
Formulasi Pernyataan Strategi Pemasaran
Part One - Overall:
Target Market Planned Product Positioning
Sales & Profit Goals Market Share
Sumber : www.andrew.cmu.edu/course/70.../chap9.ppt
Business Analysis
Review of Product Sales, Costs,
and Profits Projections to See if
They Meet Company Objectives
If Yes, Move to
Product Development
If No, Eliminate
Product Concept
Sumber : www.andrew.cmu.edu/course/70.../chap9.ppt
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Standard Test Market
Full marketing campaign
in a small number of representative cities.
Simulated
Test Market
Test in a simulated shopping environment
to a sample of consumers.
Controlled Test Market
A few stores that have agreed to carry new products for a fee.
Sumber : www.andrew.cmu.edu/course/70.../chap9.ppt
Waktu
Desain Operasi Pemasaran
Teknologi mempermudah
& mempercepat proses
desain!!
Cara Jepang untuk meningkatkan kualitas produk baru
Mitsubishi Kobe Shipyard (三菱神戸)1972 Toyota Ford Motor Co. & Xerox di USA
Tujuan :
Menjamin produk yang diproduksi benar-benar dapat memuaskan keinginan pelanggan
Fokus :
Melibatkan pelanggan pada proses pengembangan produk sedini mungkin.
Hasil :
Waktu desain
Biaya desain
Kualitas
Kerja sama interfungsional
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Perencanaan & Persiapan Menetapkan dukungan
organisasi
Menentukan tujuan
Mendefinisikan pelanggan
Voice of Customer Menentukan atribut
pelanggan (data kualitatif)
Mengukur atribut (data kuantitatif)
House of Quality
Analisis & Interpretasi
Data kualitatif : Observasi & wawancara
Data kuantitatif : Importance to customer
Absolute, relative atau ordinal
Customer satisfaction performance
Competitive satisfaction performance
Goal & Improvement ratio
Goal/Current satisfaction performance
Sales point
Raw weight
Normalized raw weight
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Pengembangan organisasi yang melalui pemahaman mendalam terhadap pelanggan & pasar.
Pembuatan produk & pasar dikoordinasikan dengan baik.
Produk memberikan kontribusi tinggi terhadap keuntungan.
Produk baru menguntungkan secara signifikan dari sisi teknologi & kekuatan pasar pengembangan unit bisnis.
Pengembangan organisasi yang memadai & memiliki komitmen bagi pemasaran.
Proses litbang direncanakan & dikoordinasi dengan baik.
Ada dukungan dari top manajemen terhadap pengembangan produk.
Produk adalah suatu produk awal di pasar.
Sumber : R&D Management (Henry C. Co)
23
Mengapa perusahaan perlu melakukan litbang? Defend, support, expand
business
Drive new business
Broaden and deepen technological capabilities
Masalah What, when, why, how
much?
Market Pull:
Problem: Find new technology to fit need!
Technology Push:
Some innovations may have no market potential.
Problem: Find or create a market!
Platform products
Build new products around same technological expertise
Process intensive
Product that is highly constrained by process
Customized
Family of products
Sumber : R&D Management (Henry C. Co)
24
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Process Finished Good
Input Supplier
The Quality Control System
Customer
PULL SYSTEM
Process Final
Product Quality Control
Finished Good Input
Receiving Quality Control
Scrap Rework
Accept
Reject
Process Qualkity Contreol
Contracts
Standards
Drawings
Customer reports
Technology
Costs
Supplier
PUSH SYSTEM
Customer
Sumber : R&D Management (Henry C. Co)
27
Corporate level Time horizons are long, Learning feedback loops
slow, Internal linkages (with
production and marketing) weak, Linkages to external
knowledge sources strong, Projects relatively cheap
Business-unit level Time horizons are short, Learning feedback loops
fast, Internal linkages (with
production and marketing) strong, Projects relatively expensive
Sumber : R&D Management (Henry C. Co)
28
R&D supporting existing business (products, processes, divisions) should be located in established divisions;
R&D supporting new business (i.e., products, processes, divisions) – should initially be located in central laboratories, then transferred to divisions (established or newly created) for exploitation;
R&D supporting foreign production should be located close to that foreign production, and concerned mainly with adapting products and processes to local conditions.
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Sumber : R&D Management (Henry C. Co)
29
Physical location, determined mainly by the importance of the main organizational interface: the corporate laboratory towards the general development of fundamental fields of science and technology, and the divisional laboratories towards present-day businesses.
Its funding, determined by where the potential benefits will be captures: by the established divisions or by the corporate as a whole.
30 R&D Management (Henry C. Co)
Corporate-levelperformance:Where important interfacesare with general advances ingeneric science andtechnologies
Divisional-levelperformance:Where important interfacesare with production,customers, and suppliers
Quadrant 1 Quadrant 2Scanning, externalresearch threats andopportunities
Commercializing radicalnew technologies
Corporate-levelfunding: Whenpotential benefitsare corporate-wide
Assimilating andassessing radical newtechnologies
Exploitinginterdivisional synergies(e.g., production andmaterials technologies)
Quadrant 3 Quadrant 4Exploratorydevelopment of radicalnew technologies
Mainstream productand processdevelopment
Divisional-levelfunding: Whenpotential benefitsare division-specific
Contract research forspecific problem-solvingfor established divisions
Incrementalimprovements.
Sumber : R&D Management (Henry C. Co)
31
Four categories of R&D activities
Quadrants 1 and 4 – activities funded and performed by corporate-level laboratories, and those funded and performed by division-level laboratories.
Activities in Quadrant 3 reflect the attempt to ensure stronger linkages between the central and divisional laboratories by strengthening the financial contribution of the divisions to the corporate laboratory, thereby encouraging the interest of the former in the later, and the sensitivity of the later to the former.
Activities in Quadrant 2 recognize that the full-scale commercial exploitation of radically new technologies do not always fit tidily within established divisional structures, so that central funding and initiative may be necessary.
Sumber : R&D Management (Henry C. Co)
32
Lintasan utama teknologi perusahaan
Tingkat kedewasaan suatu teknologi
Gaya Corporate strategic
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Sumber : R&D Management (Henry C. Co)
33
Ukuran lompatan inovatif yang diinginkan.
Pengalaman & bakat yang tersedia.
Resiko & Ketidakpastian.
Sumber : R&D Management (Henry C. Co)
34
A product goes through 5 stages:
1. Concept definition of a product is accomplished by close collaboration between marketing and R&D.
2. Production development: R&D, in close cooperation with the reliability and quality department, is responsible for producing working prototypes & documentation;
3. Manufacturing is responsible for mass-producing the product, overseen by the reliability and quality department.
4. Marketing is responsible for distribution and sales, and
5. After-sales service and support.
Organizational “walls” of responsibilities exist between R&D and manufacturing:
Frequently causing delays in the introduction of a new product to the market.
Sumber : R&D Management (Henry C. Co)
35
Often, R&D lose interest in a product once the prototype successfully demonstrate the principle of operation and reached the desired level of performance. They see the subjects of cost of
fabrication, the use of readily available parts and materials, etc. as of secondary importance.
They see work related to problem-free manufacturing as trivial, that all tasks related to manufacturing are none of their business.
Manufacturing expects to receive a fully developed and de-bugged product from R&D, with all necessary error-free documentation and drawings Any mistake in the
documentation or inconsistencies in the drawings provided by R&D can be a major cause in interrupting the manufacturing process.
Sumber : R&D Management (Henry C. Co)
36
Organizational methods.
CAD and manufacturing methods.
Adapting OPT and JIT methods to high technology.
Concurrent engineering.
Kaizen.
TQM.
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Classical 1. Specialization/division of labor
2. Specialists coordinated by a weak leader
3. Specialists have individual bosses & loyalty
Toyota 1. Teams with all relevant expertise under a shusa (Big Boss)
2. Rewards team players rather than geniuses in single area of product or process
Honda 1. Tateomi Miyoshi = large project leader (LPL) -- not to coordinate, but to manage
2. Matrix approach, each project member on loan from functional department for life of project, under direct control of Tateomi Sumber : R&D Management (Henry C.
Co) 38
Leadership -- shusa = big boss/ project named after shusa
Teamwork -- member assigned to project for its life (continuity)/ retain ties with functional area but under control of shusa. How they performed will be evaluated by shusa, & will determine their next assignment.
Communication -- team members signed pledges to do exactly what everyone has agreed upon as a group/ resolve critical design trade-off early.
Organization -- number of team members are highest at outset of project. As development proceeds, number dwindles as specialties (e.g., market assessment) are no longer needed.
Concurrent engineering (CE)
Sumber : R&D Management (Henry C. Co)
39
Honda at Marysville, Ohio designs & cuts dies of stamping steel sheets into car bodies Die production begins at
same time as body production Die designers & body
designers in direct, face-to-face contact/ most likely have worked together in previous product-development teams. Die designers know
approximate size of new car, number of panels (thus can begin to make rough cuts)/ they understand body design process & can anticipate final design (sometimes incorrectly).
Pen
jual
an
Waktu
Penelitian Pengenalan Pertumbuhan Dewasa
(maturity) Kemunduran
(decline)
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Shows the stages that products go through from development to withdrawal from the market
Each product may have a different life cycle
PLC determines revenue earned
Contributes to strategic marketing planning
May help the firm to identify when a product needs support, redesign, reinvigorating, withdrawal, etc.
May help in new product development planning
May help in forecasting and managing cash flow
Initial Ideas – possibly large number
May come from any of the following – Market research – identifies
gaps in the market
Monitoring competitors
Planned research and development (R&D)
Luck or intuition – stumble across ideas?
Creative thinking – inventions, hunches?
Futures thinking – what will people be using/wanting/needing 5,10,20 years hence?
New ideas/possible inventions
Market analysis – is it wanted? Can it be produced at a profit? Who is it likely to be aimed at?
Product Development and refinement
Test Marketing – possibly local/regional
Analysis of test marketing results and amendment of product/production process
Preparations for launch – publicity, marketing campaign
Advertising and promotion campaigns
Target campaign at specific audience?
Monitor initial sales
Maximise publicity
High cost/low sales
Length of time – type of product
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Increased consumer awareness
Sales rise
Revenues increase
Costs - fixed costs/variable costs, profits may be made
Monitor market – competitors reaction?
Sales reach peak
Cost of supporting the product declines
Ratio of revenue to cost high
Sales growth likely to be low
Market share may be high
Competition likely to be greater
Price elasticity of demand?
Monitor market – changes/amendments/new strategies?
New entrants likely to mean market is ‘flooded’
Necessity to develop new strategies becomes more pressing: Searching out new markets:
Linking to changing fashions
Seeking new or exploiting market segments
Linking to joint ventures – media/music, etc.
Developing new uses
Focus on adapting the product
Re-packaging or format
Improving the standard or quality
Developing the product range
Product outlives/outgrows its usefulness/value
Fashions change
Technology changes
Sales decline
Cost of supporting starts to rise too far
Decision to withdraw may be dependent on availability of new products and whether fashions/trends will come around again?
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Siklus Hidup Produk - Strategi Perpanjangan
Penju
ala
n
Waktu
Efek
Strategi Perpanjangan
(Sumber : http://www.bized.co.uk)
Siklus Hidup Produk - Keuntungan
PLC
Kerugian
Break Even
Keuntungan Penju
ala
n
Waktu
(Sumber : http://www.bized.co.uk)
(Product Supply Chain )
Aliran bahan, informasi, pembayaran dan jasa dari pemasok bahan mentah, pabrik & gudang penyimpanan kepada pelanggan akhir. Rantai pasokan termasuk
organisasi & proses pembuatan & pengiriman produk, informasi & jasa kepada pelanggan akhir. Pekerjaan : Pembelian, pembayaran,
penanganan bahan, perencanaan & kendali produksi, kendali logistik & penyimpanan serta distribusi & pengiriman.
Keuntungan pengelolaan rantai pasokan = Mengurangi ketidakpastian & resiko Komponen : Upstream,
Internal & Downstream.
10-52 Copyright 2006 John Wiley & Sons, Inc.
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10-53 Copyright 2006 John Wiley & Sons, Inc. Upstream Downstream
(Roberta Russell & Bernard W. Taylor, 2006) 54
Suppliers Manufacturers Warehouses & Distribution Centers
Customers
Material Costs
Transportation Costs
Transportation Costs
Transportation Costs
Inventory Costs Manufacturing Costs
www.stevens.edu/.../doc/mgt682week2.ppt
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Suppliers Manufacturers Warehouses & Distribution Centers
Customers
Material Costs
Transportation Costs
Transportation Costs Transportation
Costs Inventory Costs Manufacturing Costs
Plan Source Make Deliver Buy
www.stevens.edu/.../doc/mgt682week2.ppt
A set of approaches (plan, organize & coordinate) used to efficiently integrate
Suppliers
Manufacturers
Warehouses
Distribution centers
So that the product is produced and distributed
In the right quantities
To the right locations
And at the right time
System-wide costs are minimized and
Service level requirements are satisfied
Supply Chain Management (SCM)?
56
Plan Source Make Deliver Buy
www.stevens.edu/.../doc/mgt682week2.ppt