PEMASARAN STRATEGIK

MINGGU KE 13
Bahan Kajian : Peranan Strategik Rantai nilai, mengelola saluran
distribusi, Faktor-faktor yang dipertimbangkan dalam merancang
strategi distribusi, strategi rantai nilai

Sub-CPMK :
1. Mahasiswa mampu merumuskan strategi saluran distribusi
2. Mahasiswa mampu memahami peranan strategik dari rantai nilai
3. Mahasisa mampu menyusun/mempelajari saluran distribusi perusahaan sesuai
produknya

Referensi :
CAHPTER 10, Craven, D.W & Piercy,N.F (2013), Strategic
Marketing, Boston: McGraw-Hill Companies, Inc (DC)
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 Chapter 10

Value Chain Strategy

Property of M. Aria Wahyudi

Value Chain Strategy

• Peran Strategi Rantai Nilai

• Strategi Saluran
• Mengelolan Saluran
• Saluran Internasional
Dell’s dilemma
• Bisnis dibangun dengan model bisnis langsung yang
kuat
• Model langsung tidak sesuai dengan preferensi
pelanggan di pasar sasaran baru dan lemah dalam
layanan
• Dell sedang mengembangkan model bisnis
• Menargetkan penjual ulang komputer
• Strategi ritel global (termasuk Wal-Mart, toko bermerek
Dell, kios di mal)
• Mendesain ulang rantai nilai adalah langkah
strategis yang kritis
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Strategic role of value chain (1)
Distribution functions
• Buying and selling
• Assembly/Perakitan Produk
• Transportation
• Financing
• Processing and storage/Pemrosesan dan penyimpanan produk
• Advertising and sales promotion
• Pricing
• Reduction of risk/Pengurangan resiko
• Personal selling
• Communications
• Servicing and repairs
Value chain structures - consumer products
Consumer Products

Producers

Supply Chains

Sales
Agents

Direct Wholesalers Wholesalers

Channel

Retailers Retailers Retailers

Consumers
Value chain structures - organizational products
Organizational Products

Producers

Supply Chains

Sales Sales
Agents Agents

Direct Distributors Distributors Distributors

Channel

Re-sellers

Organizational Customers
Strategic role of value chain (2)
• Channels for services
• Direct distribution by manufacturers
• Pertimbangan Pembeli
• Pertimbangan Persaingan
• Karakteristik Produk
• Pertimbangan Financial dan Kontrol
 Factors Favoring Distribution by Manufacturer

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Branded manufacturers enter retail

• Nespresso (Nestle) “coffee boutiques” to establish

lifestyle brand
• Heineken branded beer bars in airports and retail
• Strategic logic is to avoid control of third-party
retailers over brand
• Move from selling “A product in a box” to offering a
superior service experience for the brand
Channel strategy (1)
• Types of channel
• Conventional channel
• Vertical marketing systems
• Ownership VMS
• Contractual VMS
• Administered VMS
• Relationship VMS
• Horizontal marketing systems
• Pengaturan saluran di mana dua atau lebih perusahaan di satu
tingkat bergabung bersama untuk mengikuti peluang pemasaran
baru. Contohnya, mainan Toy Story yang bisa dibeli di McD, Store
McD yang bisa ditemukan di Walmart. Tujuannya adalah menggaet
dua segmen pasar.
• Digital channels
• Product digitization
• Channel digitization
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Karaketeristk Sistem Pemasaran Vertikal
Karakteristik Sistem Pemasara Vertikal
Administered Contractual Corporate/
Ownership
Jumlah Terseleksi yang Sesuai Lengkap
Kerjasama Bagus Kebutuhan dan
Rencana
Pengendalian Kekuatan Kontrak Kepemilikan
Eknomomi, Sendiri/Perusahaan
Relationship,
Historical dan
Dominasi
Contoh Unilever, Aqua, McD, Coca Indofood, Sears,
Mayora, Sosro, dll Cola, GM, dll Donatello, dll
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Channel strategy selection

1. Type of distribution channel

Conventional Vertical marketing system Horizontal

marketing system
Administered/
Ownership Contractual Relationship

2. Intensity of distribution

Intensive Selective Exclusive

3. Channel configuration
Channel strategy (2)
• Distribution intensity
• Intensive
• Exclusive
• Selective
• Channel configuration
• End-user considerations
• Product characteristics
• Manufacturer's capabilities and resources
• Required functions
• Availability and skills of intermediaries
Channel strategy (3)
• Channel maps
• Selecting the channel strategy
• Market access
• Value-added competencies
• Financial considerations
• Flexibility and control considerations
• Channel strategy evaluation
 Illustrative channel map for heating units
Production = Consumption =
100,000 units 100,000 units
Direct sales = 10,000 units Commercial
Construction
Construction Companies
84,000 units Independent 42,000 units 75,000 units
Sub- (85,000 units)
Distributors Contractors
42,000 units 7,000
40,000
Production Small units
units
Of Central Hardware
Heating Retailers
2,000
Boilers units
5,000 units Large
5,000 units
Hardware Domestic
Retailers Customers
(15,000 units)
Direct sales = 1,000 units
Channel strategy (4)
• Changing channel strategy
• Channel strategy modification
• Channel migration
• Channel audit
 Illustrative Channel Strategy Evaluation
Evaluation Manufacturer’s Company
Criteria Representatives Salesforce

Market access Rapid 1 to 3 year

development

Value-added competencies Medium High

Sales forecast (2 years) $20 million $30 million

Forecast accuracy High Medium to low

Estimated costs $2 million* $3.6 million**

Selling Expense (cost/sales) 10% 12%

Flexibility Good Limited

Control Limited Good

* Includes 8% commission plus management time for recruiting and training

representatives.

** Includes $150,000 for 10 salespeople, plus management time.

Managing the Channel (1)
• Channel leadership
• Management structure and systems
• Physical distribution management
• Supply chain strategy
• The impact of supply chain management on marketing
• E-procurement
 Efficient Consumer Response
Traditional channel problems
• Forward buying and diverting (Pembelian di muka dan Membeli harga
tertentu untuk di jual ke wilayah lain).
• Persediaan yang berlebihan
• Kerusakan dan barang yang tidak dapat dijual
• Penawaran dan potongan yang rumit
• Terlalu banyak promosi dan kupon
• Terlalu banyak produk baru
Efficient Consumer Response
• Category management
• “Value” pricing replaces promotions
• Continuous replenishment and cross-docking
• Electronic data interchange
• New performance measures
• New organizational processes and structures
• Internet-based network for supplier-buyer trading
Lean Supply Chain Elements
1. Definition of Value

2. Identification of Value Streams and

Removal of Muda (Waste)

3. Organizing Around Flow, Instead

of “Batch and Queue”

4. Responding to Pull Through

the Supply Chain

5. The Pursuit of Perfection

Marketing/supply chain relationship
1. Fokus pada penggerak nyata dari nilai pelanggan,
bukan hanya teknis
2. Jangan menciptakan ketidakfleksibelan dan
ketidakmampuan untuk merespon perubahan
3. Lindungi merek dan kekuatan kompetitif melalui
penghematan biaya jangka pendek
4. Jangan bingung antara strategi rantai pasokan
dengan keunggulan kompetitif
Managing the channel (2)
• Channel relationships
• Degree of collaboration
• Commitment and trust among channel members
• Power and dependence
• Channel globalization
• Multi channelling
• Conflict resolution
• Channel performance
• Legal and ethical considerations
Channel Objectives & Measurement Criteria
Sasaran Kinerja Pengukuran Yang
Dimungkinkan
Ketersediaan Produk
1. Coverage ke retailer 1. Presentase efektivitas
yang sesuai distribusi
2. Positioning di toko 2. Presentase display, space by
product, bobot dari setiap
prioritas outlet.
3. Coverage secara 3. Frekuensi kunjungan per tipe
pasar geografis outlet, rata-rata waktu
pengiriman produk
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Aplikasi di Produk dan
Channel
1. Produk consumer
(khususnya convenience
product) di tingkat retailer.
2. Product consumer di
tingkat retailer
3. Produk industri /consumer
di tingkat grosir.
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Channel Objectives & Measurement Criteria
Sasaran Kinerja Pengukuran Yang Aplikasi di Produk dan
Dimungkinkan Channel
Dampak Kegiatan Promosi
1. Efektivitas POP 1. Presentase branding POP 1. Produk consumer di
2. Efektivitas dukungan dan display di toko, bobot tingkat retariler.
Personal Selling setiap outlet prioritas.
2. Presentase waktu tim 2. Produk industri; produk
sales yang dikhususkan konsumen yang tahan
untuk produk; jumlah lama di semua tingkat
tenaga penjualan yang saluran; produk
menerima pelatihan konsumen yang
tentang karakteristik dan convenience di tingkat
aplikasi produk grosir

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Channel Objectives & Measurement Criteria
Sasaran Kinerja
Layanan Pelanggan
• Instalasi, pelatihan dan
perbaikan
Informasi Pasar
• Monitoring tren
penjualan, tingkat stok
dan aktivitas pesaing
Efektivitas Biaya
• Biaya perf channel
terhadap penjualan
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Pengukuran Yang Aplikasi di Produk dan
Dimungkinkan Channel
Jumlah teknisi yang Produk industry, khususnya
mendapatkan pelatihan ; yang high-tech; daya tahan
monitoring complain konsumen di tingkat retail.
pekanggan
Kualitas dan ketepatan waktu Semua tingkatan saluran
informasi diperoleh distribusi
Margin perantara dan biaya Semua tingkatan saluran
pemasaran sebagai distribusi
persentase dari penjualan
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Value chain ethics
• Retailers’ Global Social Compliance Program
• Meningkatnya tekanan "konsumen hijau"
• Pemasok B2B semakin ketat untuk memenuhi nilai
pelanggan dalam praktik ketenagakerjaan, standar
lingkungan, perilaku etis
International channels
• Mengkaji pola distribusi internasional
• Faktor yang mempengaruhi pemilihan saluran
global
• Masalah global mengenai strategi multichannel
 International Channel of Distribution Alternatives
Home country Foreign country
The foreign marketer or
producer sells to or through

Domestic Open Exporter Importer Foreign Foreign Foreign

producer or distribution agent or retailer consumer
marketer sells via domestic merchant
to or through wholesale wholesalers
middlemen

Export management company

or company
sales force

Source: Philip R. Cateora, International Marketing, 7th ed., Homewood, Ill.: Richard D. Irwin, Inc., 1990, 572.
 Terima kasih

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