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AnalisaAnalisa PasarPasar
•• Struktur PasarStruktur Pasar
•• Posisi PasarPosisi Pasar
•• Segment PasarSegment Pasar
•• Tujuan PemasaranTujuan Pemasaran
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
TujuanTujuan pemasaranpemasaran
•• FokusFokus padapada konsumenkonsumen
•• FokusFokus padapada produkproduk
•• ReputasiReputasi perusahaanperusahaan (image)(image)
•• MeraihMeraih pangsapangsa pasarpasar
•• dsbdsb..
TujuanTujuan pemasaranpemasaran
•• DicapaiDicapai melaluimelalui::
–– PenetrasiPenetrasi pasarpasar
–– PengembanganPengembangan produkproduk barubaru
–– PemberianPemberian merkmerk
–– DiversifikasiDiversifikasi
–– AnalisaAnalisa SWOTSWOT
–– SIKLUS HIDUP PRODUKSIKLUS HIDUP PRODUK
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
•• 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?
Product Strategy OptionsProduct Strategy Options
•• Product differentiationProduct differentiation
•• Low costLow cost
•• Rapid responseRapid response
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
Product
ProductIdea Package
PhysicalGood Features Quality
LevelService
(Warranty)
Brand(Name)
Product ComponentsProduct Components
Product Life CycleProduct Life Cycle
•• IntroductionIntroduction
•• GrowthGrowth
•• MaturityMaturity
•• DeclineDecline
Product Life CycleProduct Life CycleIntroductionIntroduction
•• Fine tuningFine tuning
–– researchresearch
–– product developmentproduct development
–– process modification and enhancementprocess modification and enhancement
–– supplier developmentsupplier development
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
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
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
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
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
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
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
Segment Segment pasarpasar
•• UmurUmur
•• AgamaAgama
•• JenisJenis kelaminkelamin
•• TingkatTingkat pendapatanpendapatan
•• GayaGaya hiduphidup
•• GrupGrup etniketnik
•• KlasKlas sosialsosial
•• GeografisGeografis
•• dsbdsb..
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
StrukturStruktur pasarpasar
•• MonopoliMonopoli
•• OligopoliOligopoli
•• DuopoliDuopoli
•• MonopsoniMonopsoni
•• KompetisiKompetisi tinggitinggi
•• dsbdsb
StrukturStruktur pasarpasar
•• StrukturStruktur pasarpasar menentukanmenentukan strategistrategi ::
–– PerangPerang hargaharga
–– MerkMerk
–– DiferensiasiDiferensiasi produkproduk
–– PenetrasiPenetrasi pasarpasar
–– PenjualanPenjualan langsunglangsung
–– dsbdsb
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
Four Ps Four Ps -- -- -- -- Four CsFour Cs
CommunicationCommunicationPlacePlace
ConvenienceConveniencePromotionPromotion
Cost to the CustomerCost to the CustomerPricePrice
Customer ValueCustomer ValueProductProduct
Four CsFour CsFour PsFour Ps
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
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
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””
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)
StrategiStrategi BisnisBisnis
•• ApaApa artiarti BisnisBisnis? ?
•• TigaTiga JenisJenis StrategiStrategi BisnisBisnis ::
–– PorterPorter
–– Porter, Porter, disederhanakandisederhanakan
–– TreacyTreacy & & WiersemaWiersema
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
FUNGSIFUNGSI
•• ElemenElemen yang yang membangunmembangun suatusuatu
aktivitasaktivitas bisnisbisnis ::
PasokanPasokan SDMSDM
FinansialFinansial InformasiInformasi
R&DR&D PemasaranPemasaran
OperasionalOperasional
TigaTiga tingkattingkat strategistrategi
•• IdealnyaIdealnya adaada tigatiga tingkattingkat strategistrategi
yang yang berjalanberjalan bersamabersama ::
Korparat
Bisnis
Fungsional
Realitanya . . .
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
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 . . .. . .
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
StrategiStrategiDasarDasarPorterPorter’’ ss
Sumber Keunggulan Kompetitif
Biaya Rendah Daya Beli Tinggi
Pasar Luas
Segment Tunggal
DIFERENSIASIBiaya Produksi
Kompetitif
FOKUS
Lingkup Kompetisi
�� 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
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
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
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
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
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
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
