Gojek indonesia addressing competition and driving growth
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Dokumen tersebut membahas tentang Go-Jek, perusahaan transportasi online Indonesia. Go-Jek menjadi pemimpin pasar di segmen ini dengan layanan seperti Go-Ride, Go-Food, dan Go-Send. Untuk mempertahankan keunggulan kompetitifnya, Go-Jek perlu terus berinovasi dengan fitur baru, melakukan ekspansi, serta berdiferensiasi dalam strategi pemasarannya.
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Gojek indonesia addressing competition and driving growth
- 1. Addressing Competition and Driving Growth Chapter 12 R e n n y F a d h i l a h * R e n a A d i s t i * S a l k o M a r a s o m a * M . F a r i k i n
- 2. 1. Introduction 2. 5 Forces Analysis 3. SWOT Analysis 4. Strategic Advise 5. Conclusion
- 3. 1. Introduction 2. 5 Forces Analysis 3. SWOT Analysis 4. Strategic Advise 5. Conclusion
- 4. INTRODUCTION: APA ITU GO-JEK? GO-JEK adalah sebuah perusahaan teknologi berjiwa sosial yang bertujuan untuk meningkatkan kesejahteraan pekerja di berbagai sektor informal di Indonesia.
- 5. DAMPAK SOSIALINOVASI NILAI POKOK GO-JEK KECEPATAN
- 7. LAYANAN GO-JEK • GO-Ride • GO-Car • Go-Food • GO-Mart • GO-Send • Go-Box • Go-Pulsa • Go-Massage • Go-Clean • Go-Glam • Go-Tix • Go-Auto • Go-Med • Go-Busway • Go-Life • Go-Points
- 10. DI BALIK LAYAR GO-JEK (1) Valuasi Perusahaan Transportasi Online dan Konvensional
- 11. DI BALIK LAYAR GO-JEK (2) • Go-Jek mendapat investasi lagi dari Sequoia Capital senilai (setidaknya) USD 20 juta atau sekitar 260 miliar dalam Rupiah • Bloomberg melaporkan pada Maret 2016 bahwa Go-Jek sudah mendapatkan investasi senilai ratusan juta Dollar. Tapi di saat yang sama, Nadiem pun menyatakan bahwa Go-Jek belum menjadi “unicorn” (startup dengan nilai perusahaan setidaknya 1 miliar Dollar). • Techinasia juga mencatat bahwa DST Global (dari Rusia) sudah menjadi investor Go-Jek. • Go-jek diberitakan mendapatkan pendanaan baru sebesar $ 550 juta (sekitar Rp 7,1 triliun). Di sini terungkap nama-nama investor Go-Jek. Mereka adalah: • KKR, Warburg Pincus, Farallon Capital serta Capital Group Private Markets (Investor yang membenamkan dana total Rp 1,7 triliun). • Sequoia India, Northstar Group, DST Global, NSI Ventures, Rakuten Ventures serta Formation Group (Investor-investor sebelumnya)
- 12. 1. Introduction 2. 5 Forces Analysis 3. SWOT Analysis 4. Strategic Advise 5. Conclusion
- 13. Subtitutes: Taksi, Ojek pangkalan, angkot, Bus Transjakarta 5 FORCES ANALYSIS for GO-JEK Peraturan pemerintah, benturan dengan Opang, persaingan dengan established transportation Pemain lama dominan: Blue Bird, Express Bagaimana kuat posisi pelanggan. Pelanggan memiliki kekuatan utk menentukan kemana dia akan melakukan transaksi Kekuatan posisi penjual, ketergantungan dengan supplier driver
- 14. 1. Introduction 2. 5 Forces Analysis 3. SWOT Analysis 4. Strategic Advise 5. Conclusion
- 16. 1. Introduction 2. 5 Forces Analysis 3. SWOT Analysis 4. Strategic Advise 5. Conclusion
- 17. Maintain Competitive Advantage Sebagai Market Leader pada segmen Transportasi berbasis Online, berikut adalah salah satu upaya mempertahankan posisinya, yaitu: 1. Dengan membuat fitur-fitur baru yang memanjakan pelanggannya yaitu: Go-Pay, Go-Points, Go-Pulsa, Go-Auto, Go- Med dan lain-lain 2. Dengan memberikan banyak promo diskon tarif bila membayar dengan Go-Pay 3. Memberdayakan Driver sebagai agen Pemasaran Go-Pay, yaitu bagi pendaftar Go-Pay lewat Driver mendapat tambahan credit sebesar 50% dari uang yang disimpan dalam Go-Pay 4. Bekerja sama dengan Merchant yang menggunakan Jasa Go- Jek sehingga dapat memberikan diskon tariff pengantaran atau free delivery fee
- 18. Strategic Advices and Recommendations • Improvement in Customer Service • Improvement in Application Design • Improvement in Payment System • Improvement in Social Media Marketing: Unique Promos (using Hastag: #Gojekdimanamana, #GojekGotMeHere; Good-Looking Go-Jek Drivers, etc) • Driver capacity building and increasing in driver number • Future focus in Corporate Client • Key market target: Go-Food • Courier Service: Need focus on corporate client • National Expansion
- 19. 1. Introduction 2. 5 Forces Analysis 3. SWOT Analysis 4. Strategic Advise 5. Conclusion
- 20. CONCLUSION Innovation – from a start up company Differentiation in Marketing Strategy Expansion
Editor's Notes
- Pendiri GO-JEK: Nadiem Makarim, Brian Cu, Michaelangelo Moran Profil Nadiem Makarim : Warga Negara Indonesia Lulusan Harvard Business School, catat Harvard bukan UGM Pekerjaan: McKinsey, Zalora, KartuKu Memulai GO-JEK pada Maret 2011 CEO GO-JEK full time pada Maret 2014
- Competitive Rivalry within an Industry Persaingan di antara pemain yang sudah ada. Bagaimana kuatnya persaingan diantara pemain yang sudah ada. Apakah ada pemain yang sangat dominan atau semuanya sama. Contoh: Grab, Uber, Blue-Jek, Blue Bird, Taxi Express dll Threat of New Entrants Masuknya Kompetitor. Bagaimana cara yang mudah atau sulit untuk kompetitor baru untuk mulai bersaing industri yang sudah ada. Subtitutes – Complements Ancaman Produk atau Jasa pengganti. Cara mudah masuknya produk atau jasa yang dapat menjadi alternatif dari produk atau jasa yang sudah ada, khususnya yang dibuat dengan biaya lebih murah. Contoh: Taksi, Angkot (Promo KWK), Bus TransJakarta dll Supply Power Daya tawar dari supplier. Bagaimana kuatnya posisi penjual. Apakah ada banyak supplier atau hanya beberapa supplier saja. Buyer Power Daya tawar dari pembeli. Bagaimana kuatnya posisi pembeli. Pembeli mempunyai kekuatan utk menentukan kemana dia akan melakukan transaksi.
- Competitive Advantage: A Superiority gain by an organization when it can provide the same value as its competitors but at a lower price or can charge higher prices by providing greater value through differentiation. Competitive advantage results from matching core competencies to the opportunities.
- The Future At the moment Go-jek seem to have great future with expanding market and customer base. But there are some improvement and future target that they have to undertake to ensure that the company maintain its positive momentum Improvement Customer service is one of the key factor that Go-jek have to improve. Their customer service call center is hard to reach and not informative enough. Application design for Go-jek need to be improved. Especially regarding the booking method. Compared to GrabBike the booking response is slower and this might push some customer to the competitor. For the food delivery apps, need to be able to choose the closest branch instead of forcing the customer to look for the nearest branch. Payment system that focus mainly on cash payment is not ideal and can create problem in the future. They should introduce credit card payment system as soon as possible. This feature will be especially helpful in their food delivery and courier service. Number of driver Go-jek need to take note the number of driver in an area so they do not have too much or not enough driver in an area. This is especially important in the morning commute where the driver start the day from their home and number of booking is the highest. Future Focus Corporate Client need to be the center of their focus. They need to have marketing team that specifically target corporate customer to join in their service. It seem to be lacking at the moment. Go-food should be one of the key market that they target. They can work with some vendor to offer special price for food delivery. This can be one of their key market. Courier service need to focus on corporate client so Go-jek need to have specific marketing to target those client. This a high potential from grow that they cannot neglect. National Expansion need to be their main goal. They have already control most of Jakarta market so they need to expand quickly to other cities to make sure they can the main provider of Ojek related services in Indonesia. This network will create strong position for Go-jek and make it harder for competitor to enter the market.