Strategi Pemasaran Bersaing -Meet 1

7/21/2019 Strategi Pemasaran Bersaing -Meet 1

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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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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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Copyright 2003 Prentice-Hall, Inc.

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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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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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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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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1-1#Copyright 2003 Prentice-Hall, Inc.

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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1-1%Copyright 2003 Prentice-Hall, Inc.

: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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1-1*Copyright 2003 Prentice-Hall, Inc.

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. +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


Corporate

Missions and

0oals

Corporate

Missions and

0oals

Making implementation a formal issue in planningMaking implementation a formal issue in planning

nvironmentalAudit

nvironmentalAudit



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

Strategi Pemasaran Bersaing -Meet 1

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