Tujuan strategis perusahaan dan divisi unit bisnis Proses pemasaran produk Rencana pemasaran 1
Strategis Berorientasi Pasar Tujuan Sumberdaya Ketrampilan Peluang Market-Oriented Strategic Planning Tujuan Sumberdaya Keuntungan dan Pertumbuhan Ketrampilan Peluang
Corporate/Induk Perusahaan Mendefinisikan misi perusahaan Menetapkan unit bisnis strategis/strategic business units (SBUs) Menetapkan sumberdaya ke masing- masing SBU bisnis baru, mengurangi bisnis lama 5 Proses Strategis, Implementasi dan Pengendalian corporate divisi bisnis produk Implementasi Pengorganisasian Implementasi Pengendalian Pengukuran hasil Diagnosa hasil Melakukan tindakan perbaikan 6
Pernyataan Misi yang Baik: Tujuan yang terbatas jumlahnya Penekanan pada kebijakan dan nilai utama Menentukan scope persaingan 7 Matrik Pertumbuhan dan Pangsa Pasar Boston Consulting Group Tingkat Pertumuhan Pasar 0%- 18%- 16%- 1%- 1%- 10%- 8%- 6%- %- %- 0 6 Bintang 5 Sapi perah 10x x x 1.5x 1x Tanda tanya? 1??? Anjing/pupuk bawang 7 Pangsa Pasar Relatif 8.5x.x.x.x.1x 8
MARKET ATTRACTIVENESS Low Medium High Market Attractiveness: Competitive- Position Portfolio Classification Strong 5.00 5.00.67. Clutches 1.00 Invest/grow Hydraulic pumps BUSINESS STRENGTH Medium.67. Joints Flexible diaphragms Selectivity/earnings Aerospace fittings Fuel pumps Weak Relief valve 1.00 Harvest/divest Harvest/divest 9 The Strategic-Planning Gap Sales Desired sales Diversification growth Integrative growth Intensive growth Strategic- planning gap Current portfolio 0 5 Time (years) 10 10 5
Tiga Strategi Pertumbuhan Intensif: Ansoff s Product/Market Expansion Grid Existing products New products Existing markets 1. Market penetration. Product development New markets. Market development. Diversification 11 Opportunity Matrix Attractiveness High Low Success Probability High 1 Low Opportunities 1. Company develops a more powerful lighting system. Company develops a device for measuring the energy efficiency of any lighting system. Company develops a device for measuring illumination level. Company develops a software program to teach lighting fundamentals to TV studio personnel 1 6
Threat Matrix Seriousness Probability of Occurrence High Low High 1 Low Threats 1. Competitor develops a superior lighting system. Major prolonged economic depression. Higher costs. Legislation to reduce number of TV studio licenses 1 The McKinsey 7-S Framework Structure Strategy Systems Shared values Skills Style Staff 1 7
Proses Penghantaran Nilai (a) Traditional physical process sequence Make the product Design product Procure Make Sell the product Price Sell Advertise/ promote Distribute Service (b) Value creation & delivery sequence Choose the Value Provide the Value Communicate the Value Strategic marketing Tactical marketing 15 The Plan Executive Summary & Table of Contents Current Situation Opportunity & Issue Analysis Objectives Strategy Action Programs Projected Profit-and-loss Controls 16 8
Faktor yang Mempengaruhi Strategi Pemasaran Perusahaan Demographic/ economic environment information system intermediaries Product planning system Technical/ physical environment Suppliers Political/ legal environment organization system Place Target customers Promotion Competitors Price organization and implementation Publics Social/ cultural environment 17 Review Corporate and division strategic planing Business unit planning The marketing process Product level planning The marketing plan 18 9