STRATEGI PEMASARAN

BERSAING

Asmai Ishak

Program Magister Manajemen

Universitas Islam Indonesia
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Copyright © 2003 Prentice-Hall, Inc.
 What is Marketing Concept?
 Marketing is not only much broader than selling, it is
not specialized activity at all. Marketing encompasses
the entire business. It is the whole business seen
from the point of view of its final result, that is, from
the customer point of view (Drucker, 1959)
 A Corporate state of mind that exists on the
integration and co-ordination of all of marketing
functions, which in turn, are melded with all other
corporate functions, for the basic objective of
producing long term-profit (Felton, 1959)
 Marketing is a way of doing business by satisfying
customers’ needs better than competitors (Levitt,
1960) 1-2
Copyright © 2003 Prentice-Hall, Inc.
 What is Marketing?
 To establish, develop, and commercialized long term
relationship, so that the objectives of the parties
involved are met. This is done by a mutual exchange
and keeping of promises (Nordic School, 1981)
 The process of planning and executing the
conception, pricing, planning and distribution of
ideas, goods, services to create exchanges that
satisfy individual and organizational objectives (AMA,
1984)
 Social and managerial process by which individuals
and groups obtain what they need and want through
creating and exchanging products and value with
others (Kotler & Amstrong, 2001)
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Mutually Beneficial Exchanges

Offers
Provider’s Products, Services, etc Customer’s
Goals: Goals:
• Survival • Solutions
Customer and
• Financial Provider • Benefits
• Social Satisfaction • Altruism
• Spiritual • Well-being
• Ecological • etc
• etc
Purchases, support
Responses

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 3 Values in Marketing
Processes (Webster, 1997)
 Value-defining process  processes that enable the
organizations to understand the environment in which it operates
better, to understand its own resources and capability more clearly, to
determine its own position in the overall value chain and to asses the
value it creates through economics analysis of customer use systems
 Value-developing process  processes that create value
throughout the value chain, pricing strategy development and, the
development of the value proposition for customers
 Value-delivering process  processes that enable the
delivery of value to the customers including service delivery, CRM,
management of distribution and logistics, communications processes,
customer support services, and the deployment of the field sales force

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Organizational Stakeholders
Customers

Shareholders Distributors

Focal
Organization

Managers Suppliers

Employees
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 Marketing Fundamental
1. Focus on the customer
2. Only compete in markets where you can
establish a competitive advantage
3. Customers do not buy products
4. Marketing is too important to leave to
the marketing department
5. Markets are heterogeneous
6. Markets and customers are constantly
changing
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Tiga Dimensi Konsep Pemasaran:
 Sebagai budaya
 Sebagai strategi
 Sebagai taktik
Peran Pemasaran dlm Organisasi (Webster,
1992, 1997)
 Tingkat korporasi  meletakkan kepentingan pelanggan sebagai
unsur utama dalam penetapan kebijakan persh. dan menyebarkan nilai
tersebut ke seluruh lini organisasi
 Tingkat SBU  membantu dalam penetapan atau pemilihan segmen
pasar yang akan dijadikan pasar sasaran dan posisi persh./produk di pasar
 Tingkat operasional  menindak-lanjuti strategi bisnis yg sudah
ditetapkan melalui bauran pemasaran dengan tetap mengacu pada
penyediaan superior value kepada para pelanggan 1-8
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Proporsi Dimensi Pemasaran pada
Tingkatan Organisasi
Tingkat Tingkat Unit Tingkat
Korporat Bisnis Operasional

Pemasaran sebagai Budaya Pemasaran sebagai Taktik

Pemasaran sebagai Strategi

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 Components & Context of
Market Orientation
Customer
Orientation

Competitor Market-led Interfunctional

Orientation Organizational co-ordination
Culture

Focus on the
Long Term

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 Elemen dan Manfaat Market-
Driven Organization (Day, 1999)
Customers Competitors

(1)Culture
is externally
(5)Benefits
oriented (3)Configuration  Superior ability
to understand,
 Focus on superior markets
(4)Shared customer value
 Superior ability
Knowledge  Coherence of to attract, and
Base structure and systems keep valuable
 Adaptability customers
(2)Capabilities
 Enhance
 Market Sensing organizational
 Market Relating performance

 Strategic Thinking

Channel Collaborators
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Culture (Budaya)  nilai dan keyakinan yg
membantu setiap individu memahami fungsi organisasi,
yg selanjutnya, memberikan pengetahuan ttg norma untuk
berperilaku dalam organisasi

Externally Oriented Culture  nilai keyakinan

dan perilaku yg menekankan pemberian superior value
kepada para pelanggan dan selalu berusaha mencari
sumber keunggulan baru

Yang terpenting dari budaya sebuah organisasi

bukanlah terletak pada “slogan” yang dibikin tetapi
bagaimana mereka merefleksikan “slogan” tersebut
dalam menjalankan pekerjaan sehari-hari
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Capabilities  kemampuan organisasi khususnya
yang berkenaan dengan tersedianya sumber daya
manusia yang berkemampuan untuk:

 Market sensing  membaca dan memahami pasar

(pelanggan, pesaing, dan supplier)

 Market relating  membangun dan

mempertahankan hubungan dengan para pelanggan

 Strategic thinking  berpikiran strategis dalam

rangka menyelaraskan strategi pemasaran dengan
(perubahan) lingkungan bisnisnya

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 Configuration  kontek/kondisi yang
memungkinkan berkembangnya budaya dan
kapabilitas yang dibutuhkan oleh market-driven
oragization, spt:
 Struktur organisasi
 Sistem informasi
 Sistem penggajian
 Pemberdayaan SDM
 Semangat kelompok (team building)

Ketiga elemen dr market-driven organization (Culture,

Capabilities, dan Configuration) tidak berdiri sendiri
melainkan saling mempengaruhi antara satu dg yg
lainnya.
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Shared knowledge based  unsur
pendukung ketiga elemen MDO yang menekankan
pentingnya pengumpulan, penyebar-luasan, dan
berbagi informasi pasar dalam rangka:
 Membangun kemitraan dengan pelanggan
 Menginformasikan strategi yang telah ditetapkan ke
seluruh bagian organisasi
 Meningkatkan perhatian anggota organisasi kepada
kebutuhan pelanggan

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Manfaat dari Market-Driven Organization:

 Mempunyai kemampuan lebih untuk

memahami pasar

 Mempunyai kemampuan lebih untuk menarik

dan mempertahankan pelanggan

 Meningkatkan kinerja organisasi

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 Kelebihan memahami pasar

 Sensing emerging opportunity  lihai dalam

mengantisipasi dan mengexploitasi perubahan pasar dan
peluang yang muncul lebih dulu drpd pesaing
 Anticipating competitors’ moves 
mengantisipasi gerakan (strategi) para pesaing
 Making fact-based decision  pengambilan
keputusan dilakukan berdasarkan informasi pasar
terkini dan proyektif, bukan berdasarkan instinct dan
data kwalitatif

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 Kelebihan menarik dan mempertahankan
pelanggan
 Delivering superior value  dg pengetahuan ttg kebutuhan
para pelanggan, mereka mampu memberikan atau menyediakan produk
yang bernilai lebih
 Keeping customers  mempertahakan pelanggan melalui
pengembangan manajemen kemitraan (relationship management)
 Leveraging market investment  membangun dan
mengembangkan pelanggan yang loyal membutuhkan waktu dan dana.
Loyalitas pelanggan biasanya dibangun melalui pengelolaan merk. Oleh
karena itu, dana yang dikeluarkan untuk pembangunan dan
pengembangan merk dan hubungan dg pelanggan merupakan investasi
(investment) bukan biaya (expenses). Karena hasilnya baru bisa
dinikmati di masa yad dan dlm jangka panjang
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Peningkatan kinerja organisasi

 Efisiensi biaya dan investasi

 Kepuasan karyawan
 Bisa menetapkan harga premium
 Pertumbuhan pendapatan
 Menghambat persaingan

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Factors Affecting Strategic
Marketing Planning

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 STEPS IN STRATEGIC MARKETING PLANNING

1. Mission
PHASE ONE:
Goal Setting
2. Corporate Objectives

3. Marketing Audit

PHASE TWO: 4. SWOT Analysis

Situation Review

5. Assumptions

6. Marketing Objectives and Strategies

PHASE Three: 7. Estimate Expected Results

Strategy Formulation

8. Identify Alternative Plans and Mixes

PHASE FOUR: 9. Budget

Resources Allocation and
Monitoring
10. First Year Detailed Implementation Measurement
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Programs and Review
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 Conventional Approach

Corporate
Environmental Strategies Strategy
Missions and Audit and Plans Implementation
Goals

Making implementation a formal issue in planning

Environmental
Audit

Corporate
Strategy
Missions and Implementation
Goals
Implementation
Scenario

Integrating Formulation and Implementation Process

Corporate Environmental
Audit and Strategy
Missions and Implementation Implementation
Goals Scenario 1-22
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Beberapa Dimensi dalam Proses
Perencanaan Strategi Pemasaran
(Piercy & Morgan, 1990)
 Tehnik
Dimensi Analisa  Prosedur
 System
 Model Perencanaan

 Persepsi manajerial
Proses  Partisipasi
Perencanaan Dimensi Perilaku  Asumsi stratejik
Strategi  Motivasi
Pemasaran  Komitmen
 Kepemilikan

 Struktur
Dimensi Organisasi  Sistem informasi
 Budaya
 Sinyal dari manajemen
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Pendekatan Pemasaran sebagai Sebuah
Proses (Totally Integrated Marketing)
Value
Process
Human
Accounting M Resource
& Finance Mngmt
a
r
Operations k R&D
and Supply Mngmt
Mngmt e
t
Sales and i
External
Customer n Partners
Service
g

Process of Going to Market

Customer Value 1-24

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 Conflict of interest antara Bagian Pemasaran dengan
Bagian lain dalam mempromosikan pentingnya
kepuasan konsumen/pelanggan
MARKETING WANTS
More variants on standard
products and “one-off”, complete
flexibility to vary the product’s
characteristics to customer
specification
Many Price lists
Multiple channels of distribution-
direct selling, Webb based sales,
different intermediaries
Instant delivery and spares
Customer-care trained staff at
point of sale
TO PERFORM
IN ORDER TO GET WHICH CAUSES
LESS WELL IN
Specialized offers for PRODUCTION Controlling operations
different market segments, costs and minimizing
and customized product AND re-tooling and machine
offer changes
OPERATION
Explicit customer ACCOUNTING Controlling
differences in sensitivity to administrative costs
price AND FINANCE and maintaining unit
revenue
Maximum reach into the SALES Maintaining sales
market, reaching different revenue, forming stable
segment with different DEPARTMENT customer relationship,
channel developing key account
Customer satisfaction and TRANSPORT & Scheduling delivery
vehicles and controlling
competitive advantage
WAREHOUSING stock levels
Customer perception of PERSONNEL Training costs and
care and service standardization of
(HRM) training across 1-25
the
company
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