Strategi Pemasaran
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> Companywide Strategic Planning: Defining Marketing’s Role > Designing the Business Portfolio > Planning Marketing: Partnering to Build Customer Relationships > Marketing Strategy and the Marketing Mix > Managing the Marketing Effort > Measuring and Managing Return on Marketing Investment
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Strategi Pemasaran
- 1. 2- 1 Copyright © 2012 Pearson Education Partnering to Build Customer Relationships i t ’s good and good for you
- 2. 2- 2 Copyright © 2012 Pearson Education Company and Marketing Strategy Companywide Strategic Planning: Defining Marketing’s Role Designing the Business Portfolio Planning Marketing: Partnering to Build Customer Relationships Marketing Strategy and the Marketing Mix Managing the Marketing Effort Measuring and Managing Return on Marketing Investment Topic Outline
- 3. 2- 3 Copyright © 2012 Pearson Education Companywide Strategic Planning Strategic planning adalah sebuah proses mengembangkan dan mempertahankan strategi yang tepat antara goal dan kemampuan perusahaan, dan mengubahnya menjadi peluang pemasaran Strategic Planning
- 4. 2- 4 Copyright © 2012 Pearson Education Companywide Strategic Planning Steps in Strategic Planning
- 5. 2- 5 Copyright © 2012 Pearson Education Companywide Strategic Planning The mission statement adalah tujuan/goal organisasi, terkait apa yang ingin dicapai dalam lingkungan yang lebih besar Market-oriented mission statement mendefinisikan bahwa bisnin adalah dalam memuaskan kebutuhan dasar pelanggan. Defining a Market-Oriented Mission We help you organize the world’s information and make it universally accessible and useful.
- 6. 2- 6 Copyright © 2012 Pearson Education Companywide Strategic Planning Setting Company Objectives and Goals
- 7. 2- 7 Copyright © 2012 Pearson Education Companywide Strategic Planning The business portfolio adalah kumpulan/koleksi bisnis dan produk yang membentuk sebuah perusahaan. Portfolio analysis adalah kegiatan utama dalam perencanaan strategis dimana manajemen mengevaluasi produk dan bisnis yang membentuk perusahaan. Designing the Business Portfolio
- 8. 2- 8 Copyright © 2012 Pearson Education Companywide Strategic Planning Strategic business units can be Divisi Perusahaan Lini produk dalam divisi Produk atau merek Analyzing the Current Business Portfolio
- 9. 2- 9 Copyright © 2012 Pearson Education Companywide Strategic Planning Analyzing the Current Business Portfolio
- 10. 2- 10 Copyright © 2012 Pearson Education Companywide Strategic Planning:
- 11. 2- 11 Copyright © 2012 Pearson Education Companywide Strategic Planning Kesulitan dalam mendefinisikan SBU dan mengukur pangsa pasar dan pertumbugan pasar Membutuhkan waktu lama Memerlukan biaya yang tinggi Fokus pada bisnis saat ini, tidak ada perencanaan masa depan Problems with Matrix Approaches
- 12. 2- 12 Copyright © 2012 Pearson Education Companywide Strategic Planning Product/market expansion grid adalah sebuah alat mengidentifikasi peluang pertumbuhan perusahaan melalui penetrasi pasar, pengembangan pasar, pengembangan produk atau diversifikasi. Developing Strategies for Growth and Downsizing
- 13. 2- 13 Copyright © 2012 Pearson Education Companywide Strategic Planning Developing Strategies for Growth and Downsizing Product/Market Expansion Grid Strategies
- 14. 2- 14 Copyright © 2012 Pearson Education Companywide Strategic Planning Market penetration adalah strategi pertumbuhan dengan meningkatkan penjualan untuk segmen pasar saat ini tanpa mengubah produk. Market development adalah strategi pertumbuhan yang mengidentifikasi dan mengembangkan segmen pasar baru untuk produk saat ini. Developing Strategies for Growth and Downsizing
- 15. 2- 15 Copyright © 2012 Pearson Education Companywide Strategic Planning Product development adalah strategi pertumbuhan yang menawarkan produk baru atau dimodifikasi untuk segmen pasar yang ada. Diversification adalah strategi pertumbuhan melalui memulai atau mengakuisisi bisnis diluar produk perusahaan dan pasar saat ini Developing Strategies for Growth and Downsizing
- 16. 2- 16 Copyright © 2012 Pearson Education Companywide Strategic Planning Downsizing adalah pengurangan portofolio bisnis dengan menghilangkan produk atau unit bisnis yang tidak menguntungkan atau yang tidak lagi sesuai dengan strategi keseluruhan perusahaan Developing Strategies for Growth and Downsizing
- 17. 2- 17 Copyright © 2012 Pearson Education Planning Marketing Value chain adalah serangkaian departemen yang melaksanakan nilai- menciptakan kegiatan untuk merancang, memproduksi, memasarkan, menyampaikan, dan mendukung produk perusahaan Partnering to Build Customer Relationships
- 18. 2- 18 Copyright © 2012 Pearson Education Planning Marketing Value delivery network terdiri dari perusahaan, pemasok, distributor, dan akhirnya pelanggan yang bermitra dengan satu sama lain untuk meningkatkan kinerja seluruh sistem Partnering to Build Customer Relationships
- 19. 2- 19 Copyright © 2012 Pearson Education Marketing Strategy and the Marketing Mix
- 20. 2- 20 Copyright © 2012 Pearson Education Marketing Strategy and the Marketing Mix Market segmentation adalah pembagian pasar ke dalam kelompok yang berbeda dari pembeli yang memiliki kebutuhan yang berbeda, karakteristik, atau perilaku dan yang mungkin membutuhkan produk yang terpisah atau campuran pemasaran Market segment adalah sekelompok konsumen yang merespon dengan cara yang mirip dengan himpunan upaya pemasaran Customer-Driven Marketing Strategy
- 21. 2- 21 Copyright © 2012 Pearson Education Marketing Strategy and the Marketing Mix Market targeting adalah proses mengevaluasi daya tarik setiap segmen pasar 'dan memilih satu atau lebih segmen untuk masuk Customer-Centered Marketing Strategy
- 22. 2- 22 Copyright © 2012 Pearson Education Marketing Strategy and the Marketing Mix Market positioning adalah mengatur produk untuk menempati di benak target konsumen sehingga diingat dengan ciri khasnya, keunikannya, sehingga memiliki tempat tersendiri dibanding produk pesaing. Customer-Centered Marketing Strategy
- 23. 2- 23 Copyright © 2012 Pearson Education Marketing Strategy and the Marketing Mix Marketing mix adalah seperangkat alat taktik pemasaran yang terkendali, berupa produk, harga, tempat, dan promosi – bahwa perusahaan memadukan untuuk menghasilkan respon yang diinginkan dalam pasar sasaran. Developing an Integrated Marketing Mix
- 24. 2- 24 Copyright © 2012 Pearson Education Marketing Strategy and the Marketing Mix Developing an Integrated Marketing Mix
- 25. 2- 25 Copyright © 2012 Pearson Education Managing the Marketing Effort
- 26. 2- 26 Copyright © 2012 Pearson Education Managing the Marketing Effort Marketing Analysis – SWOT Analysis
- 27. 2- 27 Copyright © 2012 Pearson Education Managing the Marketing Effort Market Planning—Parts of a Marketing Plan
- 28. 2- 28 Copyright © 2012 Pearson Education Managing the Marketing Effort Implementing adalah proses yang mengubah rencana pemasaran menjadi tindakan pemasaran untuk mencapai tujuan pemasaran strategis Keberhasilan pelaksanaan tergantung pada seberapa baik perusahaan memadukan sdmnya, struktur organisasi, keputusan dan sistem penghargaan, dan budaya perusahaan ke dalam rencana aksi yang kohesif yang mendukung strategi tersebut. Marketing Implementation
- 29. 2- 29 Copyright © 2012 Pearson Education Managing the Marketing Effort Marketing Department Organization
- 30. 2- 30 Copyright © 2012 Pearson Education Managing the Marketing Effort Controlling adalah pengukuran dan evaluasi hasil dan pengambilan tindakan korektif yang diperlukan untuk memastikan tujuan tercapai. Operating control Strategic control Marketing Control
- 31. 2- 31 Copyright © 2012 Pearson Education Measuring and Managing Return on Marketing Investment Return on Marketing Investment (Marketing ROI) Return on marketing investment (Marketing ROI) is the net return from a marketing investment divided by the costs of the marketing investment. Marketing ROI provides a measurement of the profits generated by investments in marketing activities.
Editor's Notes
- Note to Instructor Strategic planning sets the stage for the rest of the planning in the firm. Discussion Question How might the strategic plan of the college or university influence decisions in the schools programs and offerings. How might it influence decisions in food services, dormitories, executive education, and undergraduate versus graduate programs?
- Note to Instructor A mission statement should: Sebuah pernyataan misi harus: Tidak rabun dalam hal produk Berarti dan spesifik Memotivasi Tekankan kekuatan perusahaan Mengandung pedoman yang bisa diterapkan khusus Tidak dinyatakan sebagai membuat penjualan atau keuntungan
- Note to Instructor This Web link is to Procter & Gamble is an interesting site to explore with the students. Click on the Family of products. Discussion Question kategori produk yang mana mungkin pasar tumbuh, pasar lambat, dan pasar negara berkembang. Situs ini dapat dieksplorasi lagi ketika melihat Gambar 2.2 - grid BCG.
- Note to Instructor Stars are high-growth, high-share businesses or products requiring heavy investment to finance rapid growth. They will eventually turn into cash cows. Cashcows are low-growth, high-share businesses or products that are established and successful SBUs requiring less investment to maintain market share. Question marks are low-share business units in high-growth markets requiring a lot of cash to hold their share. Dogs are low-growth, low-share businesses and products that may generate enough cash to maintain themselves but do not promise to be large sources of cash.
- Note to Instructor This Web link leads to the hompage for Virgin. This is a great company to discuss as they provide examples of market development, product development and diversification. Their homepage lists all their industries and products including tourism, leisure, shopping, media, finance, and healthcare.
- Downsizing is the reduction of the business portfolio by eliminating products or business units that are not profitable or that no longer fit the company’s overall strategy
- Marketing alone can’t create superior customer value. Under the company-wide strategic plan, marketers must work closely with other departments to form an effective internal company value chain and with other companies in the marketing system to create an overall external value delivery network that jointly serves customers.
- Note to Instructor Consumers stand in the center. The goal is to create value for customers and build profitable customer relationships. Next comes marketing strategy—the marketing logic by which the company hopes to create this customer value and achieve these profitable relationships. The company decides which customers it will serve (segmentation and targeting) and how (differentiation and positioning). It identifies the total market, then divides it into smaller segments, selects the most promising segments, and focuses on serving and satisfying the customers in these segments. Guided by marketing strategy, the company designs an integrated marketing mix made up of factors under its control—product, price, place, and promotion (the four Ps). To find the best marketing strategy and mix, the company engages in marketing analysis, planning, implementation, and control. Through these activities, the company watches and adapts to the actors and forces in the marketing environment.
- Note to Instructor It is interesting to ask how to make the 4Ps more customer centric. This leads to a redefining of the 4Ps to the 4Cs as follows: Product—Customer solution Price—Customer cost Place—Convenience Promotion—Communication
- Note to Instructor Functional organization: This is the most common form of marketing organization with different marketing functions headed by a functional specialist. Geographic organization: Useful for companies that sell across the country or internationally. Managers are responsible for developing strategies and plans for a specific region. Product management: Useful for companies with different products or brands. Managers are responsible for developing strategies and plans for a specific product or brand. Market or customer management organization: Useful for companies with one product line sold to many different markets and customers. Managers are responsible for developing strategies and plans for their specific markets or customers. Customer management involves a customer focus and not a product focus for managing customer profitability and customer equity.
- Note to Instructor Operating control involves checking ongoing performance against an annual plan and taking corrective action as needed. Strategic control involves looking at whether the company’s basic strategies are well matched to its opportunities.
- Measuring return on marketing investment has become a major marketing emphasis. But it can be difficult. For example, a Super Bowl ad reaches more than 100 million consumers but may cost as much as $3 million for 30 seconds of airtime. How do you measure the specific return on such an investment in terms of sales, profits, and building customer relationships? We’ll look at this question again in Chapter 15.