Kotler on Marketing. Chapter Objectives. It is more important to do what is strategically right than what is immediately profitable.

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III. PERENCANAAN STRATEGIS

DAN PROSES PEMASARAN

14 April 2010

Kotler on

Marketing

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

Chapter Objectives



 TujuanTujuanPembelajaranPembelajaran: :



 MenjelaskanMenjelaskanbatasanbatasanperencanaanperencanaanstrategistrategidandan empat

empatlangkahlangkah



 MendiskusikanMendiskusikanrancanganrancanganbisnisbisnis, , portofolioportofolio dan

danpertumbuhanpertumbuhanstrategisstrategis



 MendiskusikanMendiskusikanfungsifungsiperencanaanperencanaanstrategisstrategis dan

danmenilaimenilaiperananperananpemasaranpemasarandalamdalam perencanaan

perencanaanstrategisstrategis



 MembuatMembuatdaftardaftarfungsifungsimanajemenmanajemenpemasaranpemasaran dan

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Strategic Planning: Three Key Areas

and Four Organization Levels



Strategic marketing plan



Tactical

marketing plan



Marketing plan

PERENCANAAN SRATEGIS

Perencanaan

Perencanaanstrategisstrategismerupakanmerupakanprosesproses mengembangkan

mengembangkandandan memperbaikimemperbaikistrategistrategi sehingga

sehinggadapatdapatdisesuaikandisesuaikanantaraantara““tujuantujuan organisasi

organisasi””dengandengan“kemampuan“kemampuan””dandanperubahanperubahan kesempatan

kesempatanpemasaranpemasaran. . LangkahLangkahyang yang umumumum dikenal

dikenaldalamdalamprosesprosespenyusunanpenyusunaniniinimeliputi: meliputi: pendefinisian

pendefinisianmisimisiperusahaanperusahaansecarasecarajelasjelas, , menentukan

menentukansasaran, sasaran, merencanakanmerencanakanportofolioportofolio bisnis

bisnis, , dandanmengkoordinasikanmengkoordinasikanfungsifungsistrategisstrategis. .

PERNYATAAN MISI



Defining the Corporate Mission



Mission statements define which competitive Mission statements define which competitive scopes the company will operate in

scopes the company will operate in 

Industry scopeIndustry scope 

Products and applications scopeProducts and applications scope 

Competence scopeCompetence scope 

MarketMarket--segment scopesegment scope 

Vertical scopeVertical scope 

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PERNYATAAN MISI

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?

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.

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Can you give an example of a

“

Star

”

that skipped

“

Cash Cow

”

, and went

straight to

“

Dog

”

status?

ANALISIS PORTOFOLIO: BOSTON GROUP

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Table 4-2: Factors underlying Market Attractiveness and Competitive Position in GE Multifactor Portfolio Model: Hydraulic-Pumps Market

0.40 0.40 0.30 0.30 0.40 0.40 0.50 0.50 0.20 0.20 4 4 2 2 4 4 5 5 4 4 0.10 0.10 0.15 0.15 0.10 0.10 0.10 0.10 0.05 0.05 Market share Market share Share growth Share growth Product quality Product quality Brand reputation Brand reputation Distribution network Distribution network Business Business Strength Strength Value Value 0.80 0.80 1. 1. 0.60 0.60 0.30 0.30 0.60 0.60 0.15 0.15 0.10 0.10 0.15 0.15 3.70 3.70 Rating = Rating = (1 (1--5)5) 4 4 5 5 4 4 2 2 4 4 3 3 2 2 3 3 Weight Weight 0.20 0.20 0.20 0.20 0.15 0.15 0.15 0.15 0.15 0.15 0.05 0.05 0.05 0.05 0.05 0.05 Must be Must be acceptable acceptable 1.0 1.0 Overall market size

Overall market size Annual market growth rate Annual market growth rate Historical profit margin Historical profit margin Competitive intensity Competitive intensity Technological requirements Technological requirements Inflationary vulnerability Inflationary vulnerability Energy requirements Energy requirements Environmental impact Environmental impact Social Social--politicalpolitical--legallegal Market

Market

Attractiveness

See text for complete table

Corporate and Division

Strategic Planning



Critique of Portfolio Models



Planning New Businesses,

Downsizing Older Businesses

Corporate and Division

Strategic Planning



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Starbucks

Starbucks’’home page: Customers can request a home page: Customers can request a

catalog of Starbucks products, subscribe to a

newsletter, and shop online

Corporate and Division

Strategic Planning



Integrative Growth



Diversification Growth



Downsizing Older Businesses

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



Business Mission



SWOT Analysis



External Environment Analysis External Environment Analysis (Opportunity and Threat Analysis) (Opportunity and Threat Analysis)



Marketing OpportunityMarketing Opportunity 

Buying opportunity more convenient or Buying opportunity more convenient or efficient

efficient 

Meet the need for more information and adviceMeet the need for more information and advice 

Customize an offering that was previously only Customize an offering that was previously only available in standard form

available in standard form

Give some examples of companies

that have grown to dominate their

market segment by using technology

to make buying opportunities more

convenient and efficient.

Business Unit

Strategic Planning



Marketing Opportunity Analysis (MOA)Marketing Opportunity Analysis (MOA) 

Can the benefits be articulated to a target Can the benefits be articulated to a target

market?



Can the target market be reached with costCan the target market be reached with cost-

-effective media and trade channels?

effective media and trade channels?



Does the company have the critical capabilities Does the company have the critical capabilities

to deliver the customer benefits?



Can the company deliver these benefits better Can the company deliver these benefits better

than any actual or potential competitors?



Will the rate of return meet the required Will the rate of return meet the required

threshold of investment?

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Figure 4-7: Opportunity and Threat Matrices

Business Unit

Strategic Planning



Internal Environmental Analysis

(Strength/Weakness Analysis)



Goal Formation



Strategic

Formulation

 StrategyStrategy

Business Unit

Strategic Planning



Porter

’

s Generic Strategies



Overall cost leadershipOverall cost leadership



DifferentiationDifferentiation

 FocusFocus

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Travelocity

Travelocity’’s Web site helps the consumer plan the s Web site helps the consumer plan the

whole vacation

whole vacation ––flights, lodging, and car rental.comflights, lodging, and car rental.com



Operational Effectiveness and Strategy



Strategic groupStrategic group



Strategic alliancesStrategic alliances

Business Unit

Strategic Planning

Business Unit

Strategic Planning



Marketing Alliances



Product or service alliancesProduct or service alliances



Promotional alliancesPromotional alliances



Logistical alliancesLogistical alliances



Pricing collaborationsPricing collaborations



Partner Relationship

Management, PRM



Program Formulation and

Implementation

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Business Unit

Strategic Planning



Feedback and Control

The Marketing Process



Steps in the Planning Process



The marketing processThe marketing process



Analyzing Market Opportunities



Developing Marketing Strategies



Planning Marketing Programs



Managing the Marketing Effort



AnnualAnnual--plan controlplan control



Profitability controlProfitability control



Strategic controlStrategic control

Figure 4-10: Factors Influencing Company Marketing Strategy

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Product Planning: The Nature and

Contents of a Marketing Plan



Contents of the Marketing Plan



Executive SummaryExecutive Summary



Current Marketing SituationCurrent Marketing Situation



Opportunity and issue analysisOpportunity and issue analysis



ObjectivesObjectives



Marketing strategyMarketing strategy



Action programsAction programs



Financial projectionsFinancial projections



Implementation controlsImplementation controls



Sample Marketing Plan: Sonic Personal

Digital Assistant



Current Marketing SituationCurrent Marketing Situation



Opportunity and Issue AnalysisOpportunity and Issue Analysis



ObjectivesObjectives



Action ProgramsAction Programs



Financial ProjectionsFinancial Projections

Product Planning: The Nature and

Contents of a Marketing Plan



Implementation ControlsImplementation Controls



Marketing StrategyMarketing Strategy 

PositioningPositioning



Product ManagementProduct Management

 PricingPricing



DistributionDistribution



Marketing CommunicationsMarketing Communications



Marketing ResearchMarketing Research