RIVIEU Market Driven Strategy 2012@lili Adi WIbowo PDF
RIVIEU Market Driven Strategy 2012@lili Adi WIbowo PDF
STRATEGY
Lili Adi Wibowo
boswie2005@yahoo.com
Oce Ridwanudin
ocereeves@gmail.com
STRATEGI
• Seperangkat keputusan dan
tindakan manajerial yang
menentukan kinerja organisasi
jangka panjang.
• Single Company
• Diversified Company
Single Company
Business Unit
Business
Level
Strategy
Dewan Komisaris
Tingkatan
Strategi
Direktur Utama
Two-Way Influence
Responsibility of
business-level Business Strategy
general managers
Two-Way Influence
Responsibility of
heads of major
Functional Strategy
functional activities
(R & D, manufacturing, marketing,
within a finance, human resources, etc)
business
unit or division
Two-Way Influence
Responsibility of
plant manager,
geographic unit Operating Strategies
(region, districts, plants,departements
managers, and
within functional areas)
lower-level
supervisors
• Konsep Market Driven Strategy didasarkan
terhadap perubahahan lingkungan bisnis yang
dinamis.
• Perusahaan saat ini tidak dapat lagi
menggandalkan kemampuan (Capabilities)
yang dimilikinya namun harus melihat
pergeseran tuntutan pelanggan dan
kemampuan para pesaingnya serta mengamati
perubahan lingkungan bisnis yang cepat dan
tidak pasti.
• Langkah strategis yang harus dilakukan oleh
para Manajer Pemasaran yaitu dengan
mengidentifikasi lingkungan bisnisnya terlebih
dahulu, sebelum menetapkan strategi yang
akan digunakan perusahaan
ANALISIS
LINGKUNGAN BISNIS
LINGKUNGAN LINGKUNGAN
EKSTERNAL INTERNAL
LINGKUNGAN LINGKUNGAN
• Pendekatan fungsional,
MAKRO Industri /Mikro
yang akan terdiri atas:
Manajemen. Pemasaran,
keuangan, operasi, SDM,
Faktor-faktor 5 Kekuatan Bersaing (M. Porter) :
dan Sistem Informasi
PESTA: 1. Ancaman Masuk Pendatang Baru
manajemen.
2. Persaingan sesama Perusahaan
Faktor Politik • Pendekatan Rantai Nilai
Faktor Ekonomi dalam . Industri
(Value Chains)
3. Ancaman dari Produk Pengganti
Faktor Sosial • Pendekatan Kurva Belajar
Faktor Teknologi 4. Kekuatan Tawar Menawar Pembeli
(Learning Curve)
(Buyer)
Faktor Alam • Pendekatan Core
5. Kekuatan Tawar Menawar Penjual
Competence
(Suppliers)
11
PELAKU UTAMA
DALAM SISTEM BISNIS / PEMASARAN
CHANGES (C7)
COMPLEMENTER (C4)
COMPANY (C1)
COMPETITORS (C3)
PENYUSUNAN STRATEGI
Achieving Determining
Superior Distinctive
Performance Capabilities
Matching
Customer
value/
Requirements
to Capabilities
1. Becoming Market Oriented
• Market orientation merupakan
perspektif bisnis yang
menjadikan konsumen sebagai
focal point dari seluruh operasi
perusahaan.
Customer Focus
Competitor Intelligence
Company
3. Matching Customer Value and
Distinctive Capabilities
Value
Requirements
Distinctive
Capabilities
Company
CREATING VALUE FOR CUSTOMERS
Customer Value:
Value for buyers consists of the benefits less the
costs resulting from the purchase of products.
Superior value: positive net benefits
Creating Value:
“Customer value is the outcome of a
process that begins with a business
strategy anchored in a deep
understanding of customer needs.”
Creating Value For Customer
Customer
Value
Benefits Costs
Value Composition
Product
Services
Benefits
Employees
Image
Value
(gain/loss)
Monetary costs
Time Costs
(sacrifices)
Psychic and
physic costs
Proses Strategi
• Analisis Situasi scanning lingkungan
(eksternal dan internal),
• perumusan strategi,
• implementasi strategi, serta
• evaluasi dan pengendalian
STRATEGIC MARKETING
PROCESS
Market, Segments
and
Customer Value
MSC
Implementating Designing
Managing Market- Market-driven
Driven Strategy Strategies
IMMS DMS
Market-Driven
Program
Development
MPD
Company
Markets, Segments and
Customer Value
(MSC)
• Market and Competitive
Space
• Strategic Marketing
Segmentation
• Strategic Customer
Relationship Management
• Capibilities for Learning
About Markets
Designing
Market Driven
Strategies
Company
Implementating and Managing
Market Driven Strategies
• Strategy Brand
Management
• Value Chain Strategy
• Pricing Strategy
• Promotion, Advertisng
and Sales Promotion
Company
Implementing and
Marketing Management
Strategy
• Designing Market
Driven Organizations
• Marketing Strategy
Implementation and
Control
Company
Tujuan akhir dari Strategi
• Keunggulan
Bersaing
• Keunggulan
Bersaing
Berkelanjutan
• Superior
Performance
organization
STRATEGIC MARKETING MANAGEMENT PROCESS S
u
p
e
ARENA Market
Attracti-
r
Where to veness i
Compete o
6 Cs A r
C
O P
U E O
ADVANTAGE Market ACTIVITIES ADAPT
Orientation N Positi- R r
Strategic F
T onal O g
Vision IBP Why to A R a
When to How Far Advan-
3 Cs Compete B M
n
Compete to Compete tage A
I
N I
L
I
C z
E
T a
ACCESS Marketing Y t
Mix
How to i
Strategy
Compete o
1C n
a
l
6 -A’s Model (Sucherly, 2002)
CA1- CA2- CA3
• Comparative Advantages
• Competitive Advantages
• Corporative Advantages
CA1
Unique
Resources P
Comparative
O
Advantage
S
I
T
I
CA2 O
Company’s Superior N
Company Customer Customer Competitive A Superior
Value Advantage Performance
Value L
Organizational
A
D
Parity V
In Between
Customer Customer A
Zone
Value N
T
A
Competitor’ Competitiv Strategic CA3 G
Inferior e E
s Relationship
Customer Disadvan- Cooperative
Competitors Customer tage Marketing
Value Advantage
Value (CDA)