strategi pemasaran bersaing -meet 1
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Strategic Marketing for collegeTRANSCRIPT
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1-1Copyright 2003 Prentice-Hall, Inc.
STRATEGI PEMASARANSTRATEGI PEMASARAN
BERSAINGBERSAING
Asmai IshakAsmai Ishak
Program Magister ManajemenProgram Magister Manajemen
Universitas Islam IndonesiaUniversitas Islam Indonesia
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1-2Copyright 2003 Prentice-Hall, Inc.
What is Marketing Cone!t"Marketing is not onl# m$h %roader than selling& it is
not s!eiali'ed ativit# at all( Marketing enom!asses
the entire %$siness( It is the )hole %$siness seen
*rom the !oint o* vie) o* its *inal res$lt& that is& *rom
the $stomer !oint o* vie) +,r$ker& -./.0
A Cor!orate state o* mind that e1ists on the
integration and o2ordination o* all o* marketing
*$ntions& )hih in t$rn& are melded )ith all other
or!orate *$ntions& *or the %asi o%jetive o*!rod$ing long term2!ro*it +3elton& -./.0
Marketing is a )a# o* doing %$siness %# satis*#ing
$stomers4 needs %etter than om!etitors +5evitt&
-.670
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To esta%lish& develo!& and ommeriali'ed long termrelationshi!& so that the o%jetives o* the !arties
involved are met( This is done %# a m$t$al e1hange
and kee!ing o* !romises +Nordi Shool& -.8-0
The !roess o* !lanning and e1e$ting the
one!tion& !riing& !lanning and distri%$tion o*
ideas& goods& servies to reate e1hanges that
satis*# individ$al and organi'ational o%jetives +AMA&
-.890
Soial and managerial !roess %# )hih individ$alsand gro$!s o%tain )hat the# need and )ant thro$gh
reating and e1hanging !rod$ts and val$e )ith
others +:otler ; Amstrong&
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M$t$all# Bene*iial E1hanges
Providers
Goals:
Survival
Financial
Social
Spiritual
Ecological etc
Customers
Goals:
Solutions
Benefits
Altruism
Well-being
etc
ffers
Products, er!ices, etc
Purchases, support
!esponses
Customer and
Provider
Satisfaction
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1-"Copyright 2003 Prentice-Hall, Inc.
= >al$es in Marketing
Proesses +We%ster& -..?0 "alue-defining process"alue-defining process processes that enable theprocesses that enable the
organizations to understand the environment in which it operatesorganizations to understand the environment in which it operatesbetter, to understand its own resources and capability more clearly, tobetter, to understand its own resources and capability more clearly, to
determine its own position in the overall value chain and to asses thedetermine its own position in the overall value chain and to asses thevalue it creates through economics analysis of customer use systemsvalue it creates through economics analysis of customer use systems
"alue-developing process"alue-developing process processes that create valueprocesses that create valuethroughout the value chain, pricing strategy development and, thethroughout the value chain, pricing strategy development and, thedevelopment of the value proposition for customersdevelopment of the value proposition for customers
"alue-delivering process"alue-delivering process processes that enable theprocesses that enable thedelivery of value to the customers including service delivery, CRM,delivery of value to the customers including service delivery, CRM,management of distribution and logistics, communications processes,management of distribution and logistics, communications processes,customer support services, and the deployment of the field sales forcecustomer support services, and the deployment of the field sales force
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1-#Copyright 2003 Prentice-Hall, Inc.
@rgani'ational Stakeholders
Focal
rgani#ation
Emplo$ees
Customers
%anagers Suppliers
&istributorsS'are'olders
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Marketing 3$ndamental
()() Focus on t'e customerFocus on t'e customer
*)*) nl$ compete in mar+ets ,'ere $ounl$ compete in mar+ets ,'ere $ou
can establis' a competitive advantagecan establis' a competitive advantage)) Customers do not bu$ productsCustomers do not bu$ products
.).) %ar+eting is too important to leave to%ar+eting is too important to leave to
t'e mar+eting departmentt'e mar+eting department
/)/) %ar+ets are 'eterogeneous%ar+ets are 'eterogeneous0)0) %ar+ets and customers are constantl$%ar+ets and customers are constantl$
c'angingc'anging
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Peran Pemasaran dlm @rganisasi +We%ster&
-..
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Pro!orsi ,imensi Pemasaran !adaPro!orsi ,imensi Pemasaran !ada
Tingkatan @rganisasiTingkatan @rganisasiTingkatTingkat
:or!orat:or!oratTingkat UnitTingkat Unit
BisnisBisnisTingkatTingkat
@!erasional@!erasional
Pemasaran se%agai B$da#aPemasaran se%agai B$da#a
Pemasaran se%agai StrategiPemasaran se%agai Strategi
Pemasaran se%agai TaktikPemasaran se%agai Taktik
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1-10Copyright 2003 Prentice-Hall, Inc.
Com!onents ; Conte1t o*
Market @rientationCustomer
rientation
Focus on t'e
1ong 2erm
Competitor
rientation
3nterfunctional
co-ordination
%ar+et-led
rgani#ational
Culture
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Elemen dan Man*aat Market2Elemen dan Man*aat Market2
,riven @rgani'ation +,a#& -...0,riven @rgani'ation +,a#& -...0
+90Shared
:no)ledge
Base
+-0C$lt$re
is externally
oriented
+
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C$lt$re +B$da#a0C$lt$re +B$da#a0 nilai dan keyakinan ygnilai dan keyakinan ygmembantu setiap individu memahami fungsi organisasi,membantu setiap individu memahami fungsi organisasi,
yg selanjutnya, memberikan pengetahuan ttg norma untukyg selanjutnya, memberikan pengetahuan ttg norma untukberperilaku dalam organisasiberperilaku dalam organisasi
E1ternall# @riented C$lt$reE1ternall# @riented C$lt$re nilai keyakinannilai keyakinan
dan perilaku yg menekankan pemberian superior valuedan perilaku yg menekankan pemberian superior valuekepada para pelanggan dan selalu berusaha mencarikepada para pelanggan dan selalu berusaha mencari
sumber keunggulan barusumber keunggulan baru
"ang terpenting dari budaya sebuah organisasi"ang terpenting dari budaya sebuah organisasibukanlah terletak pada #slogan$ yang dibikin tetapibukanlah terletak pada #slogan$ yang dibikin tetapi
bagaimana mereka merefleksikan #slogan$ tersebutbagaimana mereka merefleksikan #slogan$ tersebut
dalam men%alankan peker%aan sehari&haridalam men%alankan peker%aan sehari&hari
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1-13Copyright 2003 Prentice-Hall, Inc.
Ca!a%ilitiesCa!a%ilities kemampuan organisasi khususnyakemampuan organisasi khususnyayang berkenaan dengan tersedianya sumber dayayang berkenaan dengan tersedianya sumber daya
manusia yang berkemampuan untuk:manusia yang berkemampuan untuk:
%ar+et sensing%ar+et sensing membaca dan memahami pasarmembaca dan memahami pasar(pelanggan, pesaing, dan supplier)(pelanggan, pesaing, dan supplier)
%ar+et relating%ar+et relating membangun danmembangun danmempertahankan hubungan dengan para pelangganmempertahankan hubungan dengan para pelanggan
Strategic t'in+ingStrategic t'in+ing berpikiran strategis dalamberpikiran strategis dalamrangka menyelaraskan strategi pemasaran denganrangka menyelaraskan strategi pemasaran dengan
(perubahan) lingkungan bisnisnya(perubahan) lingkungan bisnisnya
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1-14Copyright 2003 Prentice-Hall, Inc.
Con*ig$rationCon*ig$ration kontek/kondisi yangkontek/kondisi yang
memungkinkan berkembangnya budaya danmemungkinkan berkembangnya budaya dankapabilitas yang dibutuhkan oleh market-drivenkapabilitas yang dibutuhkan oleh market-driven
oragization, spt:oragization, spt: Stru+tur organisasiStru+tur organisasi
Sistem informasiSistem informasi
Sistem pengga4ianSistem pengga4ian Pemberda$aan S&%Pemberda$aan S&%
Semangat +elompo+ 5team building6Semangat +elompo+ 5team building6
'etiga elemen dr market&driven organi!ation (Culture,'etiga elemen dr market&driven organi!ation (Culture,Capabilities, dan Configuration) tidak berdiri sendiriCapabilities, dan Configuration) tidak berdiri sendiri
melainkan saling mempengaruhi antara satu dg ygmelainkan saling mempengaruhi antara satu dg yg
lainnyalainnya**
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Man*aat dari Market2,riven @rgani'ationMan*aat dari Market2,riven @rgani'ation
%empun$ai%empun$ai+emampuan+emampuanlebi'lebi'untu+untu+
mema'amimema'amipasarpasar
%empun$ai%empun$ai+emampuan+emampuanlebi'lebi'untu+untu+menari+menari+
dandanmemperta'an+anmemperta'an+anpelangganpelanggan
%ening+at+an%ening+at+an+iner4a+iner4aorganisasiorganisasi
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1-1$Copyright 2003 Prentice-Hall, Inc.
:ele%ihan memahami !asar:ele%ihan memahami !asar
Sensing emerging opportunit$Sensing emerging opportunit$ lihai dalamlihai dalammengantisipasi dan mengexploitasi perubahan pasar danmengantisipasi dan mengexploitasi perubahan pasar dan
peluang yang muncul lebih dulu drpd pesaingpeluang yang muncul lebih dulu drpd pesaing Anticipating competitors movesAnticipating competitors moves
mengantisipasi gerakan (strategi) para pesaingmengantisipasi gerakan (strategi) para pesaing
%a+ing fact-based decision%a+ing fact-based decision pengambilanpengambilankeputusan dilakukan berdasarkan informasi pasarkeputusan dilakukan berdasarkan informasi pasar
terkini dan proyektif, bukan berdasarkan instinct danterkini dan proyektif, bukan berdasarkan instinct dan
data kwalitatifdata kwalitatif
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:ele%ihan menarik dan mem!ertahankan:ele%ihan menarik dan mem!ertahankan
!elanggan!elanggan &elivering superior value&elivering superior value dg pengetahuan ttg kebutuhandg pengetahuan ttg kebutuhan
para pelanggan, mereka mampu memberikan atau menyediakan produkpara pelanggan, mereka mampu memberikan atau menyediakan produk
yang bernilai lebihyang bernilai lebih
7eeping customers7eeping customers mempertahakan pelanggan melaluimempertahakan pelanggan melaluipengembangan manajemen kemitraan (relationship management)pengembangan manajemen kemitraan (relationship management)
1everaging mar+et investment1everaging mar+et investment membangun danmembangun danmengembangkan pelanggan yang loyal membutuhkan waktu dan dana.mengembangkan pelanggan yang loyal membutuhkan waktu dan dana.
Loyalitas pelanggan biasanya dibangun melalui pengelolaan merk. OlehLoyalitas pelanggan biasanya dibangun melalui pengelolaan merk. Olehkarena itu, dana yang dikeluarkan untuk pembangunan dankarena itu, dana yang dikeluarkan untuk pembangunan dan
pengembangan merk dan hubungan dg pelanggan merupakan investasipengembangan merk dan hubungan dg pelanggan merupakan investasi
(investment) bukan biaya (expenses). arena hasilnya baru bisa(investment) bukan biaya (expenses). arena hasilnya baru bisa
dinikmati di masa yad dan dlm jangka panjangdinikmati di masa yad dan dlm jangka panjang
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Peningkatan kinerja organisasiPeningkatan kinerja organisasi
Efisiensi bia$a dan investasiEfisiensi bia$a dan investasi
7epuasan +ar$a,an7epuasan +ar$a,an
Bisa menetap+an 'arga premiumBisa menetap+an 'arga premium
Pertumbu'an pendapatanPertumbu'an pendapatan
%eng'ambat persaingan%eng'ambat persaingan
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3ators A**eting Strategi
Marketing Planning
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1-21Copyright 2003 Prentice-Hall, Inc.
1. +ission
2. Corporate ecti!es
3. +ar'eting /udit
4. & /nalysis
". /ssuptions
#. +ar'eting ecti!es and trategies
$. stiate pected esults
%. Identi5y /lternati!e Plans and +ies
*. (udget
10. 6irst 7ear 8etailed IpleentationProgras
+AS -./0oal Setting
+AS T1-/Situation Revie2
+AS Three/Strategy Formulation
+AS F-3R/Resources Allocation and
Monitoring
Measurementand Revie2
STEPS IN STRATEGIC MAR:ETING P5ANNING
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nvironmentalAudit
nvironmentalAudit
Strategy4mplementationStrategy4mplementation
Corporate
Missions and
0oals
Corporate
Missions and
0oals
Strategiesand +lans
Strategiesand +lans
Conventional ApproachConventional Approach
4ntegrating Formulation and 4mplementation +rocess4ntegrating Formulation and 4mplementation +rocess
nvironmentalAudit and
4mplementation
Scenario
nvironmentalAudit and
4mplementation
Scenario
Strategy4mplementation
Strategy4mplementation
Corporate
Missions and
0oals
Corporate
Missions and
0oals
Making implementation a formal issue in planningMaking implementation a formal issue in planning
nvironmentalAudit
nvironmentalAudit
Strategy4mplementation
Strategy4mplementation
CorporateMissions and
0oals
Corporate
Missions and
0oals
4mplementationScenario
4mplementationScenario
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Be%era!a ,imensi dalam Proses
Perenanaan Strategi Pemasaran
+Pier# ; Morgan& -..70
5imensi +erilaku5imensi +erilaku
+roses
+erencanaan
Strategi
+emasaran
+roses
+erencanaan
Strategi
+emasaran
5imensi -rganisasi5imensi -rganisasi
5imensi Analisa5imensi Analisa
Tehnik +rosedur System Model +erencanaan
Tehnik +rosedur System Model +erencanaan
Struktur Sistem informasi 6udaya Sinyal dari mana%emen
Struktur Sistem informasi 6udaya Sinyal dari mana%emen
+ersepsi mana%erial +artisipasi Asumsi strate%ik Motivasi 'omitmen 'epemilikan
+ersepsi mana%erial +artisipasi Asumsi strate%ik Motivasi 'omitmen 'epemilikan
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+endekatan +emasaran sebagai Sebuah
+roses (Totally 4ntegrated Marketing)
Process of Going to %ar+et
%
a
r
+e
t
i
n
g
Sales andCustomerService
perationsand Suppl$%ngmt
Accounting8 Finance
9uman!esource%ngmt
!8&%ngmt
EternalPartners
"alueProcess
Customer "alue
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1-2"
Con*lit o* interest antara Bagian Pemasaran dengan
Bagian lain dalam mem!romosikan !entingn#a
ke!$asan kons$men!elanggan
MAR:ETING WANTS WIC CAUSESIN @R,ER T@ GET T@ PER3@RM5ESS WE55 IN
More variants on standard
products and #one&off$, complete
flexibility to vary the product7s
characteristics to customer
specification
+R-53CT4-.
A.5
-+RAT4-.
Speciali!ed offers for
different market
segments, and
customi!ed product offer
Controlling operations
costs and minimi!ing
re&tooling and machine
changes
Many +rice listsACC-3.T4.0
A.5 F4.A.C
xplicit customer
differences in sensitivity to
price
Controlling
administrative costs
and maintaining unit
revenue
Multiple channels of distribution&
direct selling, 1ebb based sales,
different intermediaries
SA8S
5+ARTM.T
Maximum reach into the
market, reaching different
segment 2ith differentchannel
Maintaining sales
revenue, forming stable
customer relationship,developing key account
4nstant delivery and spares TRA.S+-RT 9
1AR-3S4.0
Customer satisfaction and
competitive advantage
Scheduling delivery
vehicles and controlling
stock levels
Customer&care trained staff at
point of sale+RS-..8
(RM)
Customer perception of
care and service
Training costs and
standardi!ation of
training across thecompany