GI
• 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
Tw o - Wa y Influence
Responsibility of
business-level Busi ness Strategy
general managers
Tw o - Wa y Influence
Responsibility of
he a d s of major
Functional Strategy
functional activities
(R & D, manufacturing, marketing,
within a finance, h u m a n resources, etc)
business
unit or division
Tw o - Wa y Influence
Responsibility of
plant m a n a g e r,
geographic unit O perati ng Strategies
(region , districts, p l a n t s, d e p a r te m e n t s
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
COMPANY (C1)
COMPETITORS (C3)
PENYUSUNAN
STRATEGI
• Strategi yang disusun oleh perusahaan
harus dirubah drastis dari pendekatan
bersifat internal (resources based)
menuju eksternal (market based) atau
mengintegrasikan kedua model
tersebut.
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
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
• Unique BenefitsValue =
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
g Market
Driven
Strat
egies
• Market Targeting and
Strategy Positioning
• Strategy
Relationships
• Inovation and
New Product
Strategy
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
Berkelanjuta
n
• Superior
Performanc
e
organization
STRATEGIC MARKETING MANAGEMENT PROCESS S
u
p
ARENA Market
Attracti-
Where to veness e
o
6 Cs A r
Compete
P i
C
E
ADVANTAGE Market ACTIVITIES ADAPT O
Orientation O Positi- R r
Strategic
onal F
g
Vision IBP Why to U O
When to How Far Advan- a
3 Cs Compete
R
Compete to Compete tage M.n
N A
N. I
T C z
E
ACCESS a
Marketing
A
Mix t
How to Strategy B o
Compete
1C I i
n
L
I
T a
6 -A’s Model (Sucherly, 2002) l
Y
CA1- CA2-
CA3
• Comparative Advantages
• Competitive Advantages
• Corporative Advantages
CA1
Unique
Resources P
Comparative
Advantage
O
S
I
CA2
Company’ Superior T
Company s Customer Customer Competitive I Superior
Value Advantage
Value Performance
O Organizational
N
Parity In Between
Customer Customer
Zone
A
Value
L