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AnalisaAnalisa PasarPasar

Dr Ir Bambang Ali Nugroho, MS, DAA

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AnalisaAnalisa PasarPasar

•• Struktur PasarStruktur Pasar

•• Posisi PasarPosisi Pasar

•• Segment PasarSegment Pasar

•• Tujuan PemasaranTujuan Pemasaran

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PosisiPosisi pasarpasar

•• PasarPasar spesifik/khususspesifik/khusus –– bagianbagian kecilkecil daridari pasarpasar yang yang adaada

•• PemimpinPemimpin pasarpasar –– mempertahankanmempertahankan posisiposisi dominandominandalamdalam pasarpasar

•• PengikutPengikut pasarpasar –– menirumeniru pemimpinpemimpin pasarpasar -- hargaharga, , pengembanganpengembangan produkproduk

•• PenantangPenantang pasarpasar –– menetapkanmenetapkan strategistrategi untukuntukberhadapanberhadapan dengandengan pemimpinpemimpin pasarpasar

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TujuanTujuan pemasaranpemasaran

•• FokusFokus padapada konsumenkonsumen

•• FokusFokus padapada produkproduk

•• ReputasiReputasi perusahaanperusahaan (image)(image)

•• MeraihMeraih pangsapangsa pasarpasar

•• dsbdsb..

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TujuanTujuan pemasaranpemasaran

•• DicapaiDicapai melaluimelalui::

–– PenetrasiPenetrasi pasarpasar

–– PengembanganPengembangan produkproduk barubaru

–– PemberianPemberian merkmerk

–– DiversifikasiDiversifikasi

–– AnalisaAnalisa SWOTSWOT

–– SIKLUS HIDUP PRODUKSIKLUS HIDUP PRODUK

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As Engineering

designed it.

© 1984-1994 T/Maker Co.

As Operations made it.

© 1984-1994 T/Maker Co.

As Marketing

interpreted it.

© 1984-1994 T/Maker Co.

As the customer

wanted it.

© 1984-1994 T/Maker Co.

Humor in Product DesignHumor in Product Design

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•• NeedNeed--satisfying offering of an organizationsatisfying offering of an organization

–– Example Example

•• AttackAttack does not sell laundry detergentdoes not sell laundry detergent

•• AttackAttack sells the benefit of clean clothessells the benefit of clean clothes

•• Customers buy satisfaction, not partsCustomers buy satisfaction, not parts

•• May be a good or a serviceMay be a good or a service

What is a Product?What is a Product?

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Product Strategy OptionsProduct Strategy Options

•• Product differentiationProduct differentiation

•• Low costLow cost

•• Rapid responseRapid response

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Generation of New Product Generation of New Product OpportunitiesOpportunities

•• Economic changeEconomic change

•• Sociological and demographic changeSociological and demographic change

•• Technological changeTechnological change

•• Political/legal changePolitical/legal change

•• Changes inChanges in–– market practicemarket practice–– professional standardsprofessional standards–– suppliers and distributorssuppliers and distributors

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Product

ProductIdea Package

PhysicalGood Features Quality

LevelService

(Warranty)

Brand(Name)

Product ComponentsProduct Components

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Product Life CycleProduct Life Cycle

•• IntroductionIntroduction

•• GrowthGrowth

•• MaturityMaturity

•• DeclineDecline

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Product Life CycleProduct Life CycleIntroductionIntroduction

•• Fine tuningFine tuning

–– researchresearch

–– product developmentproduct development

–– process modification and enhancementprocess modification and enhancement

–– supplier developmentsupplier development

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Product Life CycleProduct Life CycleGrowthGrowth

•• Product design begins to stabilizeProduct design begins to stabilize

•• Effective forecasting of capacity becomes Effective forecasting of capacity becomes

necessarynecessary

•• Adding or enhancing capacity may be necessaryAdding or enhancing capacity may be necessary

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Product Life CycleProduct Life CycleMaturityMaturity

•• Competitors now establishedCompetitors now established

•• High volume, innovative production may be High volume, innovative production may be

neededneeded

•• Improved cost control, reduction in options, Improved cost control, reduction in options,

paring down of product lineparing down of product line

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Product Life CycleProduct Life CycleDeclineDecline

•• Unless product makes a special contribution, Unless product makes a special contribution,

must plan to terminate offeringmust plan to terminate offering

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Product Life Cycle, Sales, Cost, Product Life Cycle, Sales, Cost, and Profitand Profit

Sales, Cost & Profit .

Introduction Maturity DeclineGrowth

Cost of

Development

& ManufactureSales Revenue

Time

Cash flowLoss

Profit

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Products in Various Stages of Life Products in Various Stages of Life CycleCycle

GrowthDecline

Time

Sales

Virtual

Reality

Roller

Blades Jet Ski

Boeing

727

IntroductionMaturity

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Few SuccessesFew Successes

0

500

1000

1500

2000

Development Stage

Number

1000

Market requirement

Design review,

Testing, Introduction

25

Ideas

1750

Product specification100

Functional

specifications

One

success!

500

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Strategy and Issues During a Strategy and Issues During a ProductProduct’’s Lifes Life

Introduction Growth Maturity Decline

Standardization

Less rapid product changes - more minor changes

Optimum capacity

Increasing stability of process

Long production runs

Product improvement and cost cutting

Little product

differentiation

Cost minimization

Over capacity in the

industry

Prune line to eliminate

items not returning good

margin

Reduce capacity

Forecasting critical

Product and process reliability

Competitive product improvements and options

Increase capacity

Shift toward product focused

Enhance distribution

Product design and development critical

Frequent product and process design changes

Short production runs

High production costs

Limited models

Attention to quality

Best period to increase market share

R&D product engineering critical

Practical to change price or quality image

Strengthen niche

Cost control critical

Poor time to change image, price, or quality

Competitive costs become critical

Defend market position

OM Strategy/Issues

Company Strategy/Issues

HDTV

CD-ROM

Color copiers

Drive-thru restaurants Fax machines

Station wagons

Sales

3 1/2”Floppy disks

Internet

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Segment Segment pasarpasar

•• UmurUmur

•• AgamaAgama

•• JenisJenis kelaminkelamin

•• TingkatTingkat pendapatanpendapatan

•• GayaGaya hiduphidup

•• GrupGrup etniketnik

•• KlasKlas sosialsosial

•• GeografisGeografis

•• dsbdsb..

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Segment yang Segment yang manamana??

•• Segment MasalSegment Masal –– volume volume tinggitinggi, , marjinmarjin rendahrendah, exp. , exp. PakaianPakaian, , makananmakanan, etc, , etc,

•• Segment Ganda Segment Ganda –– exp. exp. Jeep 4WD Jeep 4WD –– gayagaya hiduphidup, , klasklas sosialsosial, etc. , etc.

•• Segment Tunggal Segment Tunggal –– jenisjenisprodukproduk spesialspesial –– exp. exp. BarangBarang eksklusifeksklusif –– vertuvertu, , perrierperrier

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StrukturStruktur pasarpasar

•• MonopoliMonopoli

•• OligopoliOligopoli

•• DuopoliDuopoli

•• MonopsoniMonopsoni

•• KompetisiKompetisi tinggitinggi

•• dsbdsb

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StrukturStruktur pasarpasar

•• StrukturStruktur pasarpasar menentukanmenentukan strategistrategi ::

–– PerangPerang hargaharga

–– MerkMerk

–– DiferensiasiDiferensiasi produkproduk

–– PenetrasiPenetrasi pasarpasar

–– PenjualanPenjualan langsunglangsung

–– dsbdsb

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BauranBauran PemasaranPemasaran (4 P)(4 P)

JalurJalur pemasaranpemasaran

Area Area pasarpasar

lokasilokasi

stokstok

TransportasiTransportasi

PromosiPromosi

penjualanpenjualan

IklanIklan

HumasHumas

PenjualanPenjualan

langsunglangsung

diskondiskon

KreditKredit

cicilancicilan

VariasiVariasi produkproduk

kualitaskualitas

desaindesain

BentukBentuk fiskfisk

merkmerk

kemasankemasan

ukuranukuran

layananlayanan

garansigaransi

PlacePlacePromotionPromotionPricePriceProductProduct

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Four Ps Four Ps -- -- -- -- Four CsFour Cs

CommunicationCommunicationPlacePlace

ConvenienceConveniencePromotionPromotion

Cost to the CustomerCost to the CustomerPricePrice

Customer ValueCustomer ValueProductProduct

Four CsFour CsFour PsFour Ps

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KepuasanKepuasan KonsumenKonsumen

•• LoyalitasLoyalitas –– biayabiaya untukuntuk merekrutmerekrut pelangganpelanggan barubaru lebihlebih mahalmahal

dibandingdibanding biayabiaya untukuntuk mempertahankanmempertahankan pelangganpelanggan lamalama

•• Word of Mouth (Word of Mouth (gethokgethok thularthular))

•• NilaiNilai ManfaatManfaat , , dimanadimana konsumenkonsumen bersediabersedia untukuntuk membayarmembayar

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ElemenElemen KunciKunci DalamDalam MengelolaMengelola BisnisBisnis

1.1. PelangganPelanggan adalahadalah orangorang paling paling pentingpenting dalamdalam bisnisbisnis kitakita

2.2. PelangganPelanggan tidaktidak bergantungbergantung kitakita, , kitakita yang yang bergantungbergantung pelangganpelanggan

3.3. PelangganPelanggan bukanbukan menginterupsimenginterupsi kerjakerja kitakita, , justerujusteru kitakita adaada karenakarenamerekamereka

4.4. PelangganPelanggan adalahadalah bagianbagian daridari bisnisbisnis kitakita, , merekamereka bukanbukan outsidersoutsiders

5.5. PelangganPelanggan bukanbukan sekedarsekedar ““angkaangka statistikstatistik””, , merekamereka memilikimemilikifeeling feeling dandan emosiemosi

6.6. The customer is not someone to argue or match wits withThe customer is not someone to argue or match wits with

7.7. PelangganPelanggan berharapberharap kebutuhankebutuhan & & keinginankeinginan merekamereka kitakita penuhipenuhi, , sudahsudah kewajibankewajiban kitakita untukuntuk melaksanakannyamelaksanakannya

8.8. PelangganPelanggan berharapberharap keramahankeramahan & & perhatianperhatian daridari kitakita

9.9. PelangganPelanggan adalahadalah uraturat nadinadi perusahaan/kitaperusahaan/kita

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INGAT : INGAT :

•• StrategiStrategi yang yang baikbaik dapatdapat memperbaikimemperbaiki peluangpeluang untukuntuk suksessukses

•• KeputusanKeputusan yang yang baikbaik, , kadangkadang memberikanmemberikan dampakdampak burukburuk

•• TidakTidak adaada wirausahawanwirausahawan berharapberharap keuntungankeuntungan kecil/rendahkecil/rendah

•• EvaluasiEvaluasi keputusankeputusan dengandengan medasarkanmedasarkan tujuantujuan

PelangganPelanggan mendiktemendikte pasarpasar ::

•• TingkatTingkat hargaharga yang yang merekamereka anggapanggap layaklayak

•• BentukBentuk produkproduk yang yang merekamereka inginkaninginkan

•• Lokasi/tempatLokasi/tempat dimanadimana merekamereka inginkaninginkan produkproduk

•• WaktuWaktu, , kapankapan produkproduk harusharus adaada

““produsenprodusen janganjangan mendidikmendidik konsumenkonsumen, , justerujusterukonsumenkonsumen yang yang mendidikmendidik produsenprodusen””

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Sisi Permintaan pada PasarGlobal (Atribut Produk)

Keamanan Produk : (kembali ke alam /produk pertanian organik)

Atribut Nutrisi : (sanitary & phytosanitary/kasus fresh-milk)

Atribut Nilai : (TK-anak ; TK-Napi di RRC)

Atribut Kemasan : (recycling/kasus kopi racik; mebel rotan)

Atribut Ecolabel (LH-pestisida-bakteri tanah)

Atribut Humanistik (HAM)

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StrategiStrategi BisnisBisnis

•• ApaApa artiarti BisnisBisnis? ?

•• TigaTiga JenisJenis StrategiStrategi BisnisBisnis ::

–– PorterPorter

–– Porter, Porter, disederhanakandisederhanakan

–– TreacyTreacy & & WiersemaWiersema

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ApaApa artiarti BisnisBisnis??

•• Individu/kelompokIndividu/kelompok yang yang mentransformasimentransformasi input input

(5M) (5M) menjadimenjadi output output dalamdalam bentukbentuk barangbarang & & jasajasa

untukuntuk memenuhimemenuhi kebutuhankebutuhan & & keinginankeinginan konsumenkonsumen

•• SuatuSuatu aktivitasaktivitas bisnisbisnis memilikimemiliki garisgaris produkproduk, ,

teknologiteknologi & & pasarpasar sendiri/spesifiksendiri/spesifik : : jikajika ketiganyaketiganya

berbedaberbeda makamaka jenisjenis aktivitasaktivitas bisnisnyabisnisnya akanakan

berbedaberbeda pulapula

–– Exp. Ford, BoeingExp. Ford, Boeing

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FUNGSIFUNGSI

•• ElemenElemen yang yang membangunmembangun suatusuatu

aktivitasaktivitas bisnisbisnis ::

PasokanPasokan SDMSDM

FinansialFinansial InformasiInformasi

R&DR&D PemasaranPemasaran

OperasionalOperasional

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TigaTiga tingkattingkat strategistrategi

•• IdealnyaIdealnya adaada tigatiga tingkattingkat strategistrategi

yang yang berjalanberjalan bersamabersama ::

Korparat

Bisnis

Fungsional

Realitanya . . .

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StrategiStrategi BisnisBisnis PORTERPORTER’’SS

biaya keunikan

luas

Biaya produksiKompetitif/murah

Toyota

Diferensiasi Tinggi

Cadillac, Mercedes

sempit

Biaya produksiKompetitif/terfokus

Lexus

Diferensiasi Fokus

Rolls Royce, Ferrari

Keunggulan Kompetitif

Lingkup

Kompetisi

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StrategiStrategi BisnisBisnis PORTERPORTER’’S : S : disederhanakandisederhanakan

•• RealitanyaRealitanya hanyahanya adaada duadua strategistrategi dasardasar

untukuntuk bisnisbisnis ::

BiayaBiaya RendahRendah DiferensiasiDiferensiasi TinggiTinggiWalMartWalMart PerrierPerrierTimexTimex RolexRolexHyundaiHyundai BMWBMWAirAir--AsiaAsia VertuVertu

•• TetapiTetapi tidaktidak adaada yang yang tetaptetap samasama . . .. . .

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StrategiStrategi TREACY & WIERSEMATREACY & WIERSEMA’’S S

•• BisnisBisnis yang yang suksessukses mengadopsimengadopsi satusatu daridari

tigatiga proposisiproposisi nilainilai ((value propositions) value propositions) ::

PengelolaanPrima

Toyota

Pemimpin Produk

Seiko

Fed Ex

PendekatanKonsumen

Boeing

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StrategiStrategiDasarDasarPorterPorter’’ ss

Sumber Keunggulan Kompetitif

Biaya Rendah Daya Beli Tinggi

Pasar Luas

Segment Tunggal

DIFERENSIASIBiaya Produksi

Kompetitif

FOKUS

Lingkup Kompetisi

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�� MarketingMarketing�� Product engineeringProduct engineering�� CreativityCreativity�� Product R&DProduct R&D�� Qualitative measurement Qualitative measurement

and incentivesand incentives�� Strong crossStrong cross--functional functional

coordinationcoordination

�� Emphasis on branding Emphasis on branding and brand advertisingand brand advertising

�� Emphasis on design, Emphasis on design, service, and qualityservice, and quality

DifferentiationDifferentiation

�� Access to capitalAccess to capital�� Process engineering skillsProcess engineering skills�� Frequent reportsFrequent reports�� Tight cost controlTight cost control�� Specialization of jobs Specialization of jobs

functionsfunctions�� Incentives for quantitative Incentives for quantitative

targetstargets

�� ScaleScale--efficient plantsefficient plants

�� Design for manufactureDesign for manufacture

�� Control of overheads & Control of overheads & R&DR&D

�� Avoidance of marginal Avoidance of marginal customer accountscustomer accounts

Cost leadershipCost leadership

Resource & organizationalResource & organizationalrequirementsrequirements

Key strategy elementsKey strategy elementsGeneric strategyGeneric strategy

Implementing generic strategiesImplementing generic strategies

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Implementation Implementation –– functional strategiesfunctional strategies

��Promote innovationPromote innovation��Less hierarchyLess hierarchy��Pay wellPay well

��Rigid hierarchyRigid hierarchy��Bargain toughBargain tough��Tight cost controlsTight cost controls

Organizational Organizational designdesign

��Emphasize product innovation & Emphasize product innovation & basic researchbasic research

��Emphasize process Emphasize process innovationinnovation

R&DR&D

��Design to create benefits for buyersDesign to create benefits for buyers��Design for lowDesign for low--cost cost manufacturabilitymanufacturability

DesignDesign

��Sacrifice scale for customizationSacrifice scale for customization��Add capacity in anticipation of Add capacity in anticipation of demand to ensure availabilitydemand to ensure availability

��Mass production to exploit Mass production to exploit scale economiesscale economies��Add capacity behind Add capacity behind demand to utilize fullydemand to utilize fully��Tight inventory controlsTight inventory controls

OperationsOperations

��Customized productsCustomized products��Wide margins, price over rivalsWide margins, price over rivals��Build product image through Build product image through brandingbranding��Extensive a.s.s; warrantiesExtensive a.s.s; warranties

��Standardized productsStandardized products��Narrow margins, underNarrow margins, under--price rivalsprice rivals��Little/no advertising; Little/no advertising; modest aftermodest after--sales service sales service (a.s.s.)(a.s.s.)

MarketingMarketing

DifferentiationDifferentiationCost leadershipCost leadershipFunctionFunction

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Drivers of cost advantage Drivers of cost advantage –– 11� Specific ways to implement a cost leadership strategy :

� Do better than rivals in reducing costs by more tha n WTP by controlling the key drivers in each activity

� Reconfigure the value chain

� Categories of cost drivers :

1. Firm size : economies of scale and scope; capacity utilizati on

2. Experience : learning economies

3. Organization of transactions : organization of the supply chain(including inventory management, outsourcing, links to buyers and suppliers); agency costs (including incentives and organizational structure)

4. Other : input prices; location; economics of density; pr ocess efficiency; technical leader/follower

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PRODUCTION TECHNIQUES

PRODUCT DESIGN

INPUT COSTS

CAPACITY UTILIZATION

MANAGERIAL/ORGANIZATIONAL EFFICIENCY

ECONOMIES OF LEARNING

ECONOMIES OF SCALE

• Organizational slack

• Ratio of fixed to variable costs• Costs of installing and closing capacity

• Location advantages• Ownership of low-cost inputs • Bargaining power• Supplier cooperation

• Design for automation• Design to economize on materials

• Mechanization and automization• Efficient utilization of materials• Increased precision

• Increased dexterity/skills• Improved coordination/ organization

• Indivisibilities• Specialization and division of labor

Drivers of cost advantage Drivers of cost advantage –– 22

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Drivers of differentiation advantageDrivers of differentiation advantage� Specific ways to implement a differentiation advantage strat egy:

� Do better than rivals in increasing WTP by more tha n costs by paying attention to the key drivers in each activity

� Position in an ignored segment

� Fulfill latent demand (something people don’t know they need!)

Categories of differentiation drivers :

1. Physical : performance, features, materials, aesthetics, ea se of use, durability

2. Complementary products offered : after-sales service, parts, warranties, repairs

3. Sale and delivery : speed, credit, seller location, pre-sale advice

4. Expectations of user cost and performance : reputation of product and seller, installed base (for network effects)

5. Image: advertising, packaging, labelling, prestige of d istributors

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THE CUSTOMER

THE PRODUCT WHAT NEEDS DOES IT

SATISFY?

BY WHAT CRITERIA DO THEY CHOOSE?

WHAT MOTIVATES

THEM?

What are key attributes?

Relate patterns of customer preferences to product attributes

What price premiums do product attributes command?

What are demographic, sociological, psychological correlates of customer behaviour?

• Formulate differentiation strategy

• Select product positioning in relation to product attributes

• Select target customer group

• Ensure customer / product compatibility

• Evaluate costs and benefits of differentiation

Differentiation drivers: Demand SideDifferentiation drivers: Demand Side

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MIS that supports fast response capabilities

Training to support customer service excellence

• Unique product features

• Fast new product development

FIRM INFRASTRUCTURE

HUMAN RESOURCE MANAGEMENT

TECHNOLOGY DEVELOPMENT

INBOUND OPERATIONS OUTBOUND MARKETING SERVICE

LOGISTICS LOGISTICS & SALES

Quality of components & materials

• Defect free product

• Wide variety

• Fast delivery

• Efficient order processing

Building brand reputation

• Customer technical support

• Consumer credit

• Availability of spares

Differentiation drivers: Supply SideDifferentiation drivers: Supply Side

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