Bab III. Pengembangan Produk

03/10/2011

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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


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


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


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


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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.


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


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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


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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


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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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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.


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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.


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Lintasan utama teknologi perusahaan

Tingkat kedewasaan suatu teknologi

Gaya Corporate strategic

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33

Ukuran lompatan inovatif yang diinginkan.

Pengalaman & bakat yang tersedia.

Resiko & Ketidakpastian.


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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.


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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.


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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)


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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



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 Inventory Costs Manufacturing Costs

Plan Source Make Deliver Buy


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)?

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Plan Source Make Deliver Buy


Bab III. Pengembangan Produk

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