III. PERENCANAAN STRATEGIS DAN PROSES PEMASARAN

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14 April 2010 4-1

Kotler on Marketing

It is more important to do what is strategically right than what is immediately profitable.

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Chapter Objectives

Tujuan Pembelajaran: Menjelaskan batasan perencanaan strategi dan empat langkah Mendiskusikan rancangan bisnis, portofolio dan pertumbuhan strategis Mendiskusikan fungsi perencanaan strategis dan menilai peranan pemasaran dalam perencanaan strategis Membuat daftar fungsi manajemen pemasaran dan unsur-unsur perencanaan pemasaran

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Strategic Planning: Three Key Areas and Four Organization Levels

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Strategic marketing plan Tactical marketing plan Marketing plan

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PERENCANAAN SRATEGIS

Perencanaan strategis merupakan proses mengembangkan dan memperbaiki strategi sehingga dapat disesuaikan antara “tujuan organisasi” dengan “kemampuan” dan perubahan kesempatan pemasaran. Langkah yang umum dikenal dalam proses penyusunan ini meliputi: pendefinisian misi perusahaan secara jelas, menentukan sasaran, merencanakan portofolio bisnis, dan mengkoordinasikan fungsi strategis.

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PERNYATAAN MISI

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Defining the Corporate Mission

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Mission statements define which competitive scopes the company will operate in

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Industry scope Products and applications scope

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Competence scope Market-segment scope Vertical scope Geographical scope

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PERNYATAAN MISI

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Can you name a company that has recently changed its product scope or market segment scope in a very public way? Was this an expansion or contraction of scope?

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PERSYARATAN MISI

Tidak terlalu sempit atau terlalu luas.

Ukuran tidak sempit dan luas menunjukkan lingkup atau bidang yang terkait dengan kegiatan perusahaan.

Realistik

. Realistik menunjukkan kompetensi perusahaan untuk mencapai misi yang telah dinyatakan, apakah sesuatu yang dapat dicapai atau tidak.

Spesifik

. Spesifik menunjukkan bahwa perusahaan berbeda dengan perusahaan lainnya, kalaupun menghasilkan produk yang penggunaannya sama.

Memotivasi

. Bagaimanapun misi harus memotivasi seluruh karyawan ataupun staf untuk bekerja lebih baik guna dapat mencapai kinerja yang lebih baik. 4-9 Copyright © 2003 Prentice-Hall, Inc.

Can you give an example of a “Star” that skipped “Cash Cow”, and went straight to “Dog” status?

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ANALISIS PORTOFOLIO: BOSTON GROUP Copyright © 2003 Prentice-Hall, Inc.

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General Electric Model

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Table 4-2: Factors underlying Market Attractiveness and Competitive Position in GE Multifactor Portfolio Model: Hydraulic-Pumps Market Market Attractiveness Overall market size Annual market growth rate Historical profit margin Competitive intensity Technological requirements Inflationary vulnerability Energy requirements Environmental impact Social-political-legal Weight 0.20

0.20

0.15

0.15

0.15

0.05

0.05

0.05

Must be acceptable 1.0

Rating = (1-5) 4 5 4 2 4 3 2 3 Value 0.80

1.

0.60

0.30

0.60

0.15

0.10

0.15

3.70

Business Strength Market share Share growth Product quality Brand reputation Distribution network

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0.10

0.15

0.10

0.10

0.05

4 2 4 5 4 0.40

0.30

0.40

0.50

0.20

See text for complete table

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Corporate and Division Strategic Planning

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Critique of Portfolio Models Planning New Businesses, Downsizing Older Businesses

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Corporate and Division Strategic Planning

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Intensive Growth

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Starbucks’ home page: Customers can request a catalog of Starbucks products, subscribe to a newsletter, and shop online

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Corporate and Division Strategic Planning

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Integrative Growth Diversification Growth Downsizing Older Businesses

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Give an example of a market segment where integrative growth would be preferable to growth through diversification. Explain why one approach is better than the other.

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Business Unit Strategic Planning

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Business Mission SWOT Analysis

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External Environment Analysis (Opportunity and Threat Analysis)

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Marketing Opportunity

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Buying opportunity more convenient or efficient

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Meet the need for more information and advice

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Customize an offering that was previously only available in standard form

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Give some examples of companies that have grown to dominate their market segment by using technology to make buying opportunities more convenient and efficient.

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Business Unit Strategic Planning

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Marketing Opportunity Analysis (MOA)

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Can the benefits be articulated to a target market?

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Can the target market be reached with cost effective media and trade channels?

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Does the company have the critical capabilities to deliver the customer benefits?

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Can the company deliver these benefits better than any actual or potential competitors?

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Will the rate of return meet the required threshold of investment?

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Figure 4-7: Opportunity and Threat Matrices

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Business Unit Strategic Planning

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Internal Environmental Analysis (Strength/Weakness Analysis) Goal Formation Strategic Formulation

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Strategy

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Business Unit Strategic Planning

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Porter’s Generic Strategies

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Overall cost leadership Differentiation

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Focus

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Travelocity’s Web site helps the consumer plan the whole vacation – flights, lodging, and car rental.com

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Business Unit Strategic Planning

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Operational Effectiveness and Strategy

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Strategic group Strategic alliances

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Business Unit Strategic Planning

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Marketing Alliances

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Product or service alliances

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Promotional alliances Logistical alliances

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Pricing collaborations

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Partner Relationship Management, PRM

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Program Formulation and Implementation

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Business Unit Strategic Planning

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Feedback and Control

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The Marketing Process

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Steps in the Planning Process

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The marketing process

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Analyzing Market Opportunities

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Developing Marketing Strategies

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Planning Marketing Programs Managing the Marketing Effort

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Annual-plan control Profitability control

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Strategic control

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Figure 4-10: Factors Influencing Company Marketing Strategy

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Product Planning: The Nature and

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Contents of a Marketing Plan

Contents of the Marketing Plan

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Executive Summary Current Marketing Situation

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Opportunity and issue analysis Objectives

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Marketing strategy Action programs

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Financial projections Implementation controls

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Product Planning: The Nature and Contents of a Marketing Plan

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Sample Marketing Plan: Sonic Personal Digital Assistant

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Current Marketing Situation Opportunity and Issue Analysis

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Objectives Action Programs

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Financial Projections

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Product Planning: The Nature and Contents of a Marketing Plan

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Implementation Controls

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Marketing Strategy

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Positioning

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Product Management

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Pricing

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Distribution

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Marketing Communications

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Marketing Research

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