Perencanaan Strategi

Pemasaran
Bachelor Management Program
Modul 5 & 6

DR. Agus Nurudin MSE

Faculty of Public Health
Universitas of Muhammadiyah Jakarta
 •

Continuous •

Learning •

About •

Markets
•
Market Orientation dan Organizational Learning

Perspektif Market
orientation meliputi
Characteristics tentang Learning dan
semua sumber relevan
learning organization competitive advantage
tentang knowledge
dan ideas
Learning About Markets
Pola Berpikir
Open-
Minded

Keeping and Synergistic

Gaining Access Information
to Prior Distribution
Learning

Mutually
Informed
Interpretations

Source: George S. Day, Journal of Marketing, October 1994.

Illustrative Example: The Bombay Company
A Framework for Market Sensing
Probability of the Event Occurring
Medium

7 High Low
Utopia Field of
6 Dreams
5
Things to
Effect of the 4 Watch
Event on the
Company* 3
2 Danger Future
Risks
1

* 1=Disaster, 2=Very bad, 3=Bad, 4=Neutral, 5=Good, 6=Very good, 7=Ideal

Types of Marketing Information

• Marketing research studies

• Standardized information services

• Management information systems

• Database systems

• Decision support systems

• Customer relationship management (CRM) systems

• Competitor intelligence systems

Strategies for Obtaining Information

Internal Data
Collect existing
information
Published
information

Subscription
Strategy Use standardized
alternatives research services
Single purchase

Exploratory
Conduct
research study Full-scale
 Advantages. Limitations
Personal Interviews
Most versatile and High cost

Advantages flexible
Long questionnaires
handled more easily
Possibility of interviewer
bias
Possibility of cheating by
and Presence of interviewer
allows more flexibility
interviewer due to lack
of supervision

Limitations
in procedure Project time often lengthy
More enjoyable for
respondents

of Fewer refusals

Telephone Interviews
Questioning Fewer interviewers needed More noncommittal

Methods Relatively inexpensive

Rapid method of data
answers
Some households
collection overrepresented
Can reach large number of Lengthy and detailed
households questions often not
More control over interviewers feasible
 Advantages. Limitations
Advantages
and Mail surveys
Higher-quality information Questionnaire cannot be
Limitations Better for collecting
information on possibly
changed
Complex

of embarrassing subjects
Relatively cheaper to conduct
Can be completed by
person other than intended
No interviewer bias Follow-up expensive
Questioning Response often slow in
coming

Methods Source: Harper W. Boyd, Jr., Ralph Westfall, and Stanley F. Stasch, Marketing Research:
Text and Cases, 5th ed. (Homewood, IL Richard D. Irwin, 1981), Chap. 4.
 Problem
Definition

Information
Required

Research
Method

Sampling
Special Research Plan

Studies Questionnaire
Design

Data
Collection

Analysis and
Report
 1. Client ® Would you 6. What percentage of
recommend this supplier? interviews are validated?
7. May I see a typical
2. Supplier ® Do you have
questionnaire?
sufficient funds for this project?
8. Who draws your samples?
3. What parts of the project will 9. What percentage of your
Screening A be subcontracted, and how do data entry is verified?
New you manage subcontractors?
10. Managers ® What do you
Research 4. May I see your interviewer’s think about this supplier?
manual and data entry manual?
Supplier
5. How do you train and supervise
interviewers?
Impact of the Internet on Marketing Costs and
Availability

• Online Surveys
• Fast
• Inexpensive
• Limitations in population coverage
• Resistance to excessive Web communications
• Customer feedback and peer-to-peer Web communications
• Monitoring customer Web behavior
Illustrative Example: Knowledge Sharing at Buckman
Labs

• Buckman has more than 50 Internet discussion groups focused on its main
products – employees post 50-100 messages a day
• The company has amassed an easily searchable database of in-house expertise
and past lessons learned, all accessible to employees and customers
• The Web harnesses the brainpower of an entire global speciality chemicals
company around customer problems
• Knowledge sharing is the foundation for superior learning about customers
Marketing Decision-Support
System Components

Database Display

Analysis
Capabilities Models
Marketing Intelligence and Knowledge Management

• Market sensing does not rely on hard data alone

• intelligence from publications, sales calls, customer visits, social contacts,
Internet, rumor
• Knowledge management
• Role of the Chief Knowledge Officer
• Leveraging customer knowledge
• creating “customer knowledge development dialogues”
• operating enterprise-wide “customer knowledge communities”
• capturing customer knowledge at the point of customer contact
• management commitment to customer knowledge
Ethical Issues in Collecting
and Using Information

4Invasion of customer privacy

• e.g., use of medical databases to sell healthcare products
4Information and ethics
• e.g., guidelines for sharing of confidential information
• e.g., collecting data from children
 Market Targeting and
Chapter Six
Strategic Positioning

• Market Targeting Strategy

• Targeting in Different Market Environments
• Positioning Strategy
• Developing the Positioning Strategy
• Determining Positioning Effectiveness
MARKET TARGETING STRATEGY
The Marketing Targeting Decision
Identities
the People or Organizations in a
Product-Market Toward Which a
Firm Directs Its Positioning
Strategy
Guided by an understanding of:
• The product-market
• Its buyers
• Firm’s capabilities and resources
• Competition
Market Targeting and Strategic Positioning

CORE DIMENSIONS OF MARKET- EFFECTIVE TARGETING AND

DRIVEN STRATEGY: DECIDING WHICH POSITIONING STRATEGIES ARE
BUYER’S TO TARGET AND HOW TO ESSENTIAL IN GAINING AND
POSITION THE FIRM’S PRODUCTS SUSTAINING SUPERIOR
PERFORMANCE
SEGMENTS

VALUE
OPPORTUNITES

CAPABILITIES/
SEGMENT
MATCH

TARGET(S)

POSTIONING
FOR EACH
TARGET
 Identify segments
within the
product-market

TARGETING
AND
POSTIONING
Decide and
implement a Decide
positioning which
strategy for segment(s)
each to
targeted target
segment
Market Targeting Alternatives

Segments Clearly Defined

Target Target
Selected Multiple
Selective Niche(s) Segments
Extensive
Targeting Targeting
Product Product
Specialization Variety

Differentiated But Segments

Not Clearly Defined
Factors Influencing Targeting Decisions

• Stage of product – market maturity

• Extent of diversity in preferences

• Industry structure

• Capabilities and resources

• Opportunities to gain competitive advantage

TARGETING IN DIFFERENT MARKET ENVIRONMENTS

• Emerging
• Fragmented
• Transitional
• Declining
• Global
Emerging Market

Buyer Diversity
• Segmentation limited due to similarity of buyers’ preferences
Industry Structure
• Typically small new organizations
• Limited access to resources
Capabilities and Resources
• Unique benefit (differentiation) strategy rather than low-cost
• First-mover advantage
Targeting Strategy
• Single target or a few broad segments
Growth Market
Capabilities and
Buyer Diversity Industry Structure
Resources
• Segments should exist • Numerous competitors • Survival requires Three possible strategies
aggressive actions by
firms that seek large
market positions
• Otherwise select one or
a few market segments
Targeting Strategy
• Extensive market
coverage by firms
with established
businesses in related
markets
• Selective targeting by
firms with diversified
product portfolios
• Very focused
targeting strategies
by small
organizations serving
one or a few market
segments.
Strategies for Mature Markets
Industry Capabilities and Targeting
Buyer Diversity
Structure Resources Strategy
• Segmentation • Intense • Management’s • Firms pursuing
essential for competition objectives: extensive
competitive for market cost reduction, targeting
advantage share selective strategies may
• Emphasis on targeting, decide to exit
cost and product from certain
service, and differentiation segments
pressures on
profits
Global Markets
Global Reach and Industry Targeting
Local Adaptation
Standardization Structure Strategy
• Identify market • Consider • Restructuring, • Targeting a
segments that requirements of acquisitions, single country,
span global domestic mergers, and regional
markets and buyers strategic (multinational)
serve these • Buyers’ needs alliances targeting, or
needs with and preferences altering global targeting
global affected by industries and
positioning social, political, • competition
strategies cultural,
economic, and
language
differences
POSITIONING STRATEGY
 POSITIONING
CONCEPT

The desired
positioning of the
product (brand) by
targeted buyers

MARKET
TARGET

POSITIONING POSITIONING
EFFECTIVENESS STRATEGY
The extent to The combination of
which positioning marketing actions
objectives are used to communicate
achieved for the the positioning
market target concept to targeted
buyers
Positioning in Perspective

• Objective
• Match the organization’s distinctive capabilities with the customer value
requirements in each market target (How do we want to be perceived by
targeted buyers?)

• Desired result
• Gain a relevant, distinct, and enduring position that is considered
important by the targeted buyers

• Actions by the organization

• Design and implement the positioning strategy (marketing program) for
the market target.
 Symbolic Functional
The Perception or
Association that
Management Wants POSITIONING
Buyers to Have CONCEPT
Concerning the Brand

Experiential
 The Positioning Strategy Places the Marketing
Program (mix) Components into a Coordinated
Set of Actions Designed to Deliver Superior
DEVELOPING THE Customer Value

POSITIONING
STRATEGY PRODUCT

VALUE
PROMOTION CHAIN

PRICE
Positioning Issues

1. The positioning concept applies to a specific brand rather than all the
competing brands that compose a product classification

2. The concept is used to guide positioning decisions over the life of the
brand

3. Multiple concepts are likely to confuse buyers and may weaken the
effectiveness of positioning actions
The positioning strategy indicates how (and why) the product mix,
line, or brand is to be positioned for each market target. This strategy
includes:

• The product strategy, indicating how the product(s) will be positioned against the
competition in the product-market.

• The value chain (distribution) strategy to be used.

• The pricing strategy, including the role and positioning of price relative to competition.

• The advertising and sales promotion strategy and the objectives these promotion
components are expected to achieve

• The sales force strategy, direct marketing strategy, and the Internet strategy,
indicating how they are used in the positioning strategy.
 DETERMINING
Customer and
POSITIONING Competitor
EFFECTIVENESS Research

The marketing offer (product,

distribution, price, and Methods for
Determining
promotion) is both distinct and Positioning
valued in the minds of the Effectiveness
customers in the market target.

Analytical Test
Positioning Marketing
Models
 Customer and Competitor Research

• Research Studies
• Preference Maps

Test Marketing
DETERMINING
• Generates information about commercial
POSITIONING feasibility and marketing program
EFFECTIVENESS • Provides market (sales forecasts) and
effectiveness measures

Positioning Models

• Incorporates research data into formal models of

decision analysis
Positioning Errors
• Under-positioning – customers have only
vague ideas about the company and do not
perceive anything distinctive about it
• Over-positioning – Customers have too narrow
an understanding of the company, product, or
brand
• Confused positioning – Frequent changes and
contradictory messages confuse customers
• Doubtful positioning – claims made for the
product or brand are not regarded as credible
Positioning in
Perspective
•

•
•

•
Source: Aaker and Shansby,
Business Horizons, May-June
1982, 61.

• Positioning usually means that an overt decision is

being made to concentrate only on certain segments.
Such an approach requires commitment and discipline
because it’s not easy to turn your back on potential
buyers. Yet, the effect of generating a distinct,
meaningful position is to focus on the target
segments and not to be constrained by the reaction of
other segments.
 Changes in
Business Market Targeting Positioning
Strategy Impact Impact

Rapid Growth/ Market scope may not Substantial changes in

Retrenchment change although targets resource allocation, (e.g.
may be increased or advertising expenditures
Illustrative reduced.

Changing the
Impacts of Product Mix
No change is necessary
unless increase in product
Changes in product strategy,
methods of distribution, and
scope creates opportunities promotional strategies may
Changes in in new segments. be necessary.

Business Strategy
Changing the Targeting is likely to Positioning strategy must be
Market Scope change to include new developed for each new
targets. target.
Restructuring on Should not have a major
Repositioning Product, distribution, price,
Targeting and effect on targeting
strategy.
and promotion strategies
may be affected.
Positioning Value Chain
Integration
Should have no effect on
targeting strategy.
Primary impact on channel,
pricing and promotion strategies.
Strategies Diversification Targeting strategies must Positioning strategies must be
be selected in new developed (or acquired for the
business areas. new business areas.

Strategic Targeting strategy may be Operating relationships and

Alliance affected based on the assignment or responsibilities
nature and scope of the must be established.
alliance.
 Targeting and
Positioning
Product
Strategy

Positioning
Strategy
Promotion Distribution
Strategy Strategy
Market
Target

Price
Strategy
we wish you to stay healthy

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