1

4-1Copyright © 2003 Prentice-Hall, Inc.

III. PERENCANAAN STRATEGIS III. PERENCANAAN STRATEGIS DAN PROSES PEMASARANDAN PROSES PEMASARAN

14 April 2010

4-2Copyright © 2003 Prentice-Hall, Inc.

Kotler on MarketingIt 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.

4-3Copyright © 2003 Prentice-Hall, Inc.

Chapter Objectives TujuanTujuan PembelajaranPembelajaran: : MenjelaskanMenjelaskan batasanbatasan perencanaanperencanaan strategistrategi dandan

empatempat langkahlangkah MendiskusikanMendiskusikan rancanganrancangan bisnisbisnis, , portofolioportofolio

dandan pertumbuhanpertumbuhan strategisstrategis MendiskusikanMendiskusikan fungsifungsi perencanaanperencanaan strategisstrategis

dandan menilaimenilai perananperanan pemasaranpemasaran dalamdalamperencanaanperencanaan strategisstrategis

MembuatMembuat daftardaftar fungsifungsi manajemenmanajemen pemasaranpemasarandandan unsurunsur--unsurunsur perencanaanperencanaan pemasaranpemasaran

2

4-4Copyright © 2003 Prentice-Hall, Inc.

Strategic Planning: Three Key Areas and Four Organization Levels

Strategic marketing planStrategic marketing plan TacticalTactical marketing planmarketing plan Marketing planMarketing plan

4-5Copyright © 2003 Prentice-Hall, Inc.

PERENCANAAN SRATEGIS

PerencanaanPerencanaan strategisstrategis merupakanmerupakan prosesprosesmengembangkanmengembangkan dandan memperbaikimemperbaiki strategistrategisehinggasehingga dapatdapat disesuaikandisesuaikan antaraantara ““tujuantujuanorganisasiorganisasi”” dengandengan ““kemampuankemampuan”” dandan perubahanperubahankesempatankesempatan pemasaranpemasaran. . LangkahLangkah yang yang umumumumdikenaldikenal dalamdalam prosesproses penyusunanpenyusunan iniini meliputimeliputi: : pendefinisianpendefinisian misimisi perusahaanperusahaan secarasecara jelasjelas, , menentukanmenentukan sasaransasaran, , merencanakanmerencanakan portofolioportofoliobisnisbisnis, , dandan mengkoordinasikanmengkoordinasikan fungsifungsi strategisstrategis. .

4-6Copyright © 2003 Prentice-Hall, Inc.

PERNYATAAN MISI Defining the Corporate MissionDefining the Corporate Mission Mission statements define which competitive Mission statements define which competitive

scopes the company will operate inscopes 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 Geographical scopeGeographical scope

3

4-7Copyright © 2003 Prentice-Hall, Inc.

PERNYATAAN MISI

4-8Copyright © 2003 Prentice-Hall, Inc.

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

4-9Copyright © 2003 Prentice-Hall, Inc.

PERSYARATAN MISI

Tidak terlalu sempit atau terlalu luas. Ukuran tidak sempit danluas menunjukkan lingkup atau bidang yang terkait dengankegiatan perusahaan. Realistik. Realistik menunjukkan kompetensi perusahaan untukmencapai misi yang telah dinyatakan, apakah sesuatu yang dapatdicapai atau tidak. Spesifik. Spesifik menunjukkan bahwa perusahaan berbedadengan perusahaan lainnya, kalaupun menghasilkan produk yang penggunaannya sama. Memotivasi. Bagaimanapun misi harus memotivasi seluruhkaryawan ataupun staf untuk bekerja lebih baik guna dapatmencapai kinerja yang lebih baik.

4

4-10Copyright © 2003 Prentice-Hall, Inc.

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

4-11Copyright © 2003 Prentice-Hall, Inc.

ANALISIS PORTOFOLIO: BOSTON GROUP

4-12Copyright © 2003 Prentice-Hall, Inc.

General Electric Model

5

4-13Copyright © 2003 Prentice-Hall, Inc.

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

0.400.400.300.300.400.400.500.500.200.20

4422445544

0.100.100.150.150.100.100.100.100.050.05

Market shareMarket shareShare growthShare growthProduct qualityProduct qualityBrand reputationBrand reputationDistribution networkDistribution network

Business Business StrengthStrength

ValueValue0.800.801.1.

0.600.600.300.300.600.600.150.150.100.100.150.15

3.703.70

Rating =Rating =(1(1--5)5)

4455442244332233

WeightWeight0.200.200.200.200.150.150.150.150.150.150.050.050.050.050.050.05

Must be Must be acceptableacceptable

1.01.0

Overall market sizeOverall market sizeAnnual market growth rateAnnual market growth rateHistorical profit marginHistorical profit marginCompetitive intensityCompetitive intensityTechnological requirementsTechnological requirementsInflationary vulnerabilityInflationary vulnerabilityEnergy requirementsEnergy requirementsEnvironmental impactEnvironmental impactSocialSocial--politicalpolitical--legallegal

Market Market AttractivenessAttractiveness

See text for complete table

4-14Copyright © 2003 Prentice-Hall, Inc.

Corporate and Division Strategic Planning Critique of Portfolio ModelsCritique of Portfolio Models Planning New Businesses, Planning New Businesses,

Downsizing Older BusinessesDownsizing Older Businesses

4-15Copyright © 2003 Prentice-Hall, Inc.

Corporate and Division Strategic Planning

Intensive GrowthIntensive Growth

6

4-16Copyright © 2003 Prentice-Hall, Inc.

StarbucksStarbucks’’ home page: Customers can request a home page: Customers can request a catalog of Starbucks products, subscribe to a catalog of Starbucks products, subscribe to a

newsletter, and shop onlinenewsletter, and shop online

4-17Copyright © 2003 Prentice-Hall, Inc.

Corporate and Division Strategic Planning Integrative GrowthIntegrative Growth Diversification GrowthDiversification Growth Downsizing Older BusinessesDownsizing Older Businesses

4-18Copyright © 2003 Prentice-Hall, Inc.

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

7

4-19Copyright © 2003 Prentice-Hall, Inc.

Business Unit Strategic Planning

Business MissionBusiness Mission SWOT AnalysisSWOT 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

efficientefficient 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 formavailable in standard form

4-20Copyright © 2003 Prentice-Hall, Inc.

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

4-21Copyright © 2003 Prentice-Hall, Inc.

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?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?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?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?threshold of investment?

8

4-22Copyright © 2003 Prentice-Hall, Inc.

Figure 4-7: Opportunity and Threat Matrices

4-23Copyright © 2003 Prentice-Hall, Inc.

Business Unit Strategic Planning

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

FormulationFormulation StrategyStrategy

4-24Copyright © 2003 Prentice-Hall, Inc.

Business Unit Strategic Planning

PorterPorter’’s Generic Strategiess Generic Strategies Overall cost leadershipOverall cost leadership DifferentiationDifferentiation FocusFocus

9

4-25Copyright © 2003 Prentice-Hall, Inc.

TravelocityTravelocity’’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

4-26Copyright © 2003 Prentice-Hall, Inc.

Operational Effectiveness and StrategyOperational Effectiveness and Strategy Strategic groupStrategic group Strategic alliancesStrategic alliances

Business Unit Strategic Planning

4-27Copyright © 2003 Prentice-Hall, Inc.

Business Unit Strategic Planning

Marketing AlliancesMarketing Alliances Product or service alliancesProduct or service alliances Promotional alliancesPromotional alliances Logistical alliancesLogistical alliances Pricing collaborationsPricing collaborations

Partner Relationship Partner Relationship Management, PRMManagement, PRM Program Formulation and Program Formulation and

ImplementationImplementation

10

4-28Copyright © 2003 Prentice-Hall, Inc.

Business Unit Strategic Planning Feedback and ControlFeedback and Control

4-29Copyright © 2003 Prentice-Hall, Inc.

The Marketing Process Steps in the Planning ProcessSteps in the Planning Process The marketing processThe marketing process

Analyzing Market OpportunitiesAnalyzing Market Opportunities Developing Marketing StrategiesDeveloping Marketing Strategies Planning Marketing ProgramsPlanning Marketing Programs Managing the Marketing EffortManaging the Marketing Effort AnnualAnnual--plan controlplan control Profitability controlProfitability control Strategic controlStrategic control

4-30Copyright © 2003 Prentice-Hall, Inc.

Figure 4-10: Factors Influencing Company Marketing Strategy

11

4-31Copyright © 2003 Prentice-Hall, Inc.

Product Planning: The Nature and Contents of a Marketing Plan Contents of the Marketing PlanContents 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

4-32Copyright © 2003 Prentice-Hall, Inc.

Sample Marketing Plan: Sonic Personal Sample Marketing Plan: Sonic Personal Digital AssistantDigital 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

4-33Copyright © 2003 Prentice-Hall, Inc.

Implementation ControlsImplementation Controls Marketing StrategyMarketing Strategy PositioningPositioning Product ManagementProduct Management PricingPricing DistributionDistribution Marketing CommunicationsMarketing Communications Marketing ResearchMarketing Research

Product Planning: The Nature and Contents of a Marketing Plan