MINGGU KE 3 :

STRATEGI PENGEMBANGAN PRODUK

 JENIS STRATEGI
(WHEELEN, 2002)

I. STRATEGI KORPORASI (WHAT SHOULD WE BE IN?) :

IT DESCRIBES A COMPANY’S OVERALL DIRECTION IN TERMS OF ITS GENE-
RAL ATTITUDE TOWARD GROWTH AND THE MANAGEMENT OF ITS VARIOUS
BUSINESSES AND PRODUCT LINES.

II. STRATEGI BISNIS

IT USUALLY OCCURS AT THE BUSINESS UNIT OR PRODUCT LEVEL. IT
EMPHASIZES IMPROVEMENT OF THE COMPETITIVE POSITION OF A CORPO-
RATION’S PRODUCT OR SERVICES IN THE SPECIFIC INDUSTRY OR MARKET
SEGMENT SERVED BY THAT BUSINESS UNIT.

III. STRATEGI FUNGSIONAL

IT IS THE APPROACH TAKEN BY A FUNGTIONAL AREA TO ACHIEVE CORPO-
RATE AND BUSINESS UNIT OBJECTIVES AND STRATEGIES BY MAXIMIZING
RESOURCE PRODUCTIVITY. IT IS CONCERNED WITH DEVELOPING AND NUR-
TURING A DISTINCTIVE COMPETENCE TO PROVIDE A COMPANY OU BUSINESS
UNIT WITH A COMPETITIVE ADVANTAGE.

STRATEGI PENGEMBANGAN PRODUK, 2

 NEW-PRODUCT STRATEGIES (1)
(Urban , 1993)

STRATEGI REAKTIF : STRATEGI PROAKTIF :

•IT IS BASED ON DEALING WITH THE •IT WOULD EXPLICITLY ALLOCATE TO PREEMPT
INITIATING PRESSURES AS THEY UNDESIRABLE FUTURE EVENTS & ACHIEVE
OCCUR. GOALS.

•I.E : A REACTIVE VIEW OF THE COMPE- I.E : IT WOULD BE BASED ON PREEMTING COMPE-
TITION IS TO WAIT UNTIL THE COM- TITION BY BEING FIRST ON THE MARKET WITH
PETITION INTRODUCES A PRODUCT A PRODUCT COMPETITORS WOULD FIND DIFFI-
AND COPY IT IF IT IS SUCCESSFUL CULT TO MATCH OR IMPROVE

STRATEGI PENGEMBANGAN PRODUK, 3

 NEW-PRODUCT STRATEGIES (2)
(Urban , 1993)

REACTIVE STRATEGIES PROACTIVE STRATEGIES

DEFENSIVE RESEARCH & DEVELOPMENT

IMITATIVE MARKETING

SECOND BUT BETTER ENTREPRENEURIAL

RESPOSIVE ALLIANCES

STRATEGI PENGEMBANGAN PRODUK, 4

 PIONER VS IMITATOR
(sumber : Teece – dalam D’Aveni, 1994, p88)
Pionir-Inovator Pengekor-Imitator

. IBM (Komputer Personal)

. Pilkington (foat glass) . Matsushita (Video VHS)
Menang . Seiko (Arloji)
. G.D Searle (NutraSweet)
. Dupont (Teflon) . Texas Instruments
(Kalkulator Saku)
. AMEX, VISA, MasterCard
. RC Cola (diet cola)
. EMI (Scanner) . Kodak (fotografi Instan)
. Bowmar (Kalkulator Saku) . DEC (Komputer personal)
Kalah . Xerox (Office Computer)
. MicroPro International
(Wordstar 1.0/1979)
. Diners Club

STRATEGI PENGEMBANGAN PRODUK, 5

 ALASAN-ALASAN UNTUK MENJADI
PIONIR DAN PENGEKOR
(sumber : Schnaars, 1994 dan Brown, 1997)

Pionir - Inovator Pengekor - Imitator

. Citra dan Reputasi . Terhindar dari produk dan Pasar

. Loyalitas Merek yang potensinya rendah
. Pemimpin Teknologi . Biaya R & D dan Biaya mendidik
. Pembentuk Pasar Pelanggan relatif rendah
. Penentu Standar Produk . Peluang Meraih Pangsa Pasar
. Akses Distribusi Melalui Promosi Besar-Besaran
. Hambatan Masuk berupa . Peluang melakukan Technological
Paten leapfrog
. Efek Belajar . Peluang memanfaatkan perubahan
. Basis Pelanggan yang besar Pasar
dan Switching Cost . Peluang memanfaatkan pengalaman
serupa dalam industri

STRATEGI PENGEMBANGAN PRODUK, 6

KAPAN PERUSAHAAN MENERAPKAN STRATEGI
REAKTIF DAN PROAKTIF ?
(URBAN, 1993)

1. GROWTH OPPORTUNITIES

2. PROTECTION FOR INNOVATION

3. SCALE OF THE MARKET

4. STRENGTH OF THE COMPETITION

5. ORGANIZATION ‘S POSITION IN THE PRODUCTION/

DISTRIBUTION SYSTEM

STRATEGI PENGEMBANGAN PRODUK, 7

 MARKETING AND RESEARCH/DEVELOPMENT-
COOPERATION

A PROACTIVE STRATEGY MEANS TAKING AN ACTIVE ROLE IN THE

DEVELOPMENT OF NEW PRODUCTS AND MARKETS. THIS ACTIVE ROLE
CAN CONCENTRATE ON TECHNOLOGY (R & D), ON THE CUSTOMER
(MARKETING), OR BOTH.

THE STUDIES FOUND THAT IN THE FAILED PRODUCTS THERE WAS A

LITTLE COOPERATION AND COMMUNICATION ON AT LEAST ONE OF
ASPECTS OF BUSINESS PLANS, CUSTOMER NEEDS, AND TECHNOLO-
GICAL CAPABILITIES.

STRATEGI PENGEMBANGAN PRODUK, 8