• Single Company
• Diversified Company
Single Company
Business Unit
Business
Level
Strategy
Dewan Komisaris
Tingkatan
Strategi
Direktur Utama
T w o -W a y Influence
Responsibility of
business-level Business Strategy
general manager s
T w o -W a y Influence
Responsibility of
heads of major
Functional Strategy
functiona l activities
(R & D, manufacturing, marketing,
within a finance, h u m a n resources, etc)
busi ne ss unit
or division
T w o -W a y Influence
Responsibility of
plant ma na ge r ,
ge ogra phic unit Operating Strategies
managers, and (region, districts, p l an ts, d ep a rt em en t s
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
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
Value
Requirements
Distinctive
Capabilities
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 =
• Unique Benefits
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 Market
Managing Market- -driven
Driven Strategy Strategies
IMMS DMS
Market-Driven
Program
Development
MPD
Company
Logo
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
• Market Targeting and
Strategy Positioning
• Strategy Relationships
• Inovation and New
Product Strategy
Implementating and Managing
Market Driven Strategies
• Strategy Brand
Management
• Value Chain Strategy
• Pricing Strategy
• Promotion, Advertisng
and Sales Promotion
Implementing and
Marketing Management
Strategy
• Designing Market Driven
Organizations
• Marketing Strategy
Implementation and Control
Tujuan akhir dari Strategi
• Keunggulan
Bersaing
• Keunggulan
Bersaing
Berkelanjutan
• Superior
Performance
organization
STRATEGIC MARKETING MANAGEMENT PROCESS S
u
p
e
ARENA Market
r
Attracti-
Where to veness
i
Compete o
6 Cs A r
C
O P
U E O
ADVANTAGE Market ACTIVITIES ADAPT
N Positi- R r
Orientation F
Strategic T onal O g
Vision IBP Why to A R a
When to How Far Advan-
3 Cs Compete BI M. n
Compete to Compete tage A
LI N. I
T C z
Y E
a
ACCESS Marketing t
Mix i
How to Strategy
Compete o
1C n
a
l
6 -A’s Model (Sucherly, 2002)
CA1- CA2- CA3
• Comparative Advantages
• Competitive Advantages
• Corporative Advantages
Unique
CA1
Resources P
Comparative
O
Advantage
SI
TI
O
N
CA2 A
Company’s Superior L
Company Customer Customer Competitive Superior
Value Value Advantage A Performance
D Organizational
V
A
Parity In Between N
Customer Customer T
Zone
Value A
G
E
Competitor’ Competitiv Strategic CA3
s Inferior e
Relationship
Customer Customer Disadvan-
Competitors tage Marketing Cooperative
Value Value Advantage
(CDA)