Chapter 2

Memahami Proses Perencanaan Strategis

• Perencanaan Strategik (Strategic

Planning)
– Proses menetapkan misi organisasi dan
merumuskan tujuan, strategi perusahaan,
tujuan pemasaran, strategi pemasaran,
dan rencana pemasaran
Components of Strategic Planning

Source: Figure adapted from Marketing Strategy, Second Edition, by O. C. Ferrell, Michael Hartline, and George Lucas, Jr.
Copyright © 2002. Reproduced with permission of South-Western, a division of Thomson Learning.
 Marketing Strategy and Marketing Plan

• Marketing Strategy
– Suatu rencana tindakan untuk mengidentifikasi
dan menganalisis pasar sasaran dan
mengembangkan bauran pemasaran untuk
memenuhi kebutuhan pasar
• Marketing Plan
– Dokumen tertulis yang menentukan aktivitas
yang akan dilakukan untuk menerapkan dan
mengendalikan aktivitas organisasi pemasaran
 Menilai Sumber Daya dan Peluang
Organisasi

• Core Competencies
– Hal-hal yang dimiliki / dilakukan perusahaan
dengan sangat baik (kekuatan), yang
terkadang memberikan keunggulan
dibandingkan pesaingnya
• Financial and human resources
• Reputation, goodwill, and brand names
 Menilai Sumber Daya dan Peluang
Organisasi (2)

• Market Opportunity
– Kombinasi keadaan dan waktu yang
memungkinkan organisasi mencapai pasar
sasaran
• Core competencies are matched to opportunities
• Strategic windows—temporary periods of optimal
fit between the key requirements of a market and
the particular capabilities of a firm
 Menilai Sumber Daya dan Peluang
Organisasi (3)

• Competitive Advantage
– The result of a company’s matching
a core competency (superior skill
or resources) to opportunities
in the marketplace
• Manufacturing skills
• Technical skills
• Marketing skills
 SWOT Analysis

• An assessment of the organization’s

strengths, weaknesses, opportunities, and
threats
– Strengths—competitive advantages or core
competencies
– Weaknesses—limitations on competitive
capability
– Opportunities—favorable conditions in the
environment
– Threats—conditions or barriers to reaching
objectives
 The Four-Cell SWOT Matrix

Source: Reproduced from Nigel F. Piercy, Market-Led Strategic Change. Copyright © 1992, p. 371, with
permission from Elsevier Science.
Marketing Strategy Planning Process
Highlights Opportunities
Membangun Misi dan Tujuan Organisasi

• Mission Statement
– A long-term view, or vision, of what the
organization wants to become
– Mission statement answers two questions:
• Who are our customers?
• What is our core
competency?
 Membangun Misi dan Tujuan Organisasi

• Marketing Objective
– Pernyataan tentang apa yang harus dicapai
melalui aktivitas pemasaran untuk menyesuaikan
kekuatan dengan peluang, atau untuk
menyediakan konversi kelemahan menjadi
kekuatan
• Harus dinyatakan dengan istilah yang jelas dan
sederhana
• Harus dapat diukur secara akurat
• Harus menentukan kerangka waktu untuk
pencapaiannya
• Harus konsisten dengan unit bisnis dan strategi
perusahaan
 Contoh : Visi, Misi dan Tujuan
Program Studi Manajemen FEB-UMM
VISI
•Tahun 2030 Pogram Studi Manajemen FEB-UMM menjadi Program Studi
yang diakui di Asia Tenggara dalam Penguasaan Ilmu dan Praktik
Manajemen berdasarkan nilai- nilai Islam.

MISI
•a. Menyelenggarakan pendidikan dan pengajaran ilmu manajemen yang
bermutu sesuai dengan perkembangan ilmu dan praktik manajemen.
•b. Menyelenggarakan penelitian dalam bidang ilmu manajemen untuk
kepentingan dan kemajuan bangsa.
•c. Menyelenggarakan pengabdian berbasis kebutuhan masyarakat
dalam bidang manajemen untuk peningkatan kesejahteraan masyarakat.
 Contoh : Visi, Misi dan Tujuan
Program Studi Manajemen FEB-UMM (2)
MISI
•d. Menyelenggarakan tata kelola kelembagaan yang amanah.
•e. Menjalin kerjasama dengan lembaga di tingkat nasional dan
internasional yang dapat berkolaborasi dalam menyelenggarakan pendidikan
dan pengajaran, penelitian, dan pengabdian masyarakat secara kreatif,
inovatif berdasarkan spirit ke-Islaman dan Kemuhammadiyahan.

TUJUAN
•a. Menghasilkan lulusan yang bermutu dalam pemahaman dan
penguasaan ilmu dan praktik Manajemen berjiwa enterpreneur berbasis
teknologi informasi dan menjunjung tinggi nilai-nilai Islam, profesionalitas.
•b. Menghasilkan penelitian dalam bidang manajemen yang memiliki
relevansi terhadap perubahan dan kemajuan ilmu manajemen.
•.
 Contoh : Visi, Misi dan Tujuan
Program Studi Manajemen FEB-UMM (3)
TUJUAN
•c. Terselenggaranya pengabdian pada masyarakat berdasarkan hasil
penelitian dan penerapan ilmu manajemen untuk peningkatan
kesejahteraan masyarakat.
•d. Menerapkan tata-kelola kelembagaan yang baik (good university
governance) untuk menjamin keberlanjutan Prodi Manajemen.
•e. Menjalin kerjasama dengan berbagai pihak dalam rangka
mewujudkan Prodi Manajemen sebagai pusat pembelajaran dan
pengembangan ilmu manajemen berdasarkan nilai-nilai Islam.
 Contoh : Pernyataan Misi Boeing

• a. 1995 To be the number one aerospace

company in the world and among the premier
industrial concerns in terms of quality, profitability,
and growth.
• b. 2000 Our mission is bigger and broader than
ever. It is to push not just the envelope of flight, but
the entire envelope of value relating to our
customers and shareholders.
• c. 2009 People working together as a global
enterprise for aerospace leadership.
Levels of Strategic Planning
 Corporate Strategy

• Strategi yang menentukan cara untuk

memanfaatkan sumber daya di
berbagai bidang fungsional untuk
mencapai tujuan organisasi
– Menentukan ruang lingkup bisnis
– Memandu penerapan sumber dayanya
– Mengidentifikasi keunggulan kompetitifnya
– Menyediakan koordinasi keseluruhan area
fungsional
 Corporate Strategy (cont’d)

• Masalah yang Mempengaruhi

Pengembangan Strategi Perusahaan
– Corporate culture
– Competition
– Differentiation
– Diversification
– Interrelationships among business units
– Environment concerns and social issues
 Business-Unit Strategy

• Strategic Business Unit (SBU)

– A division, product line, or other profit center within
a parent company
• Market
– A group of individuals and/or organizations that
have needs for products in a product
class and have the ability,
willingness, and authority to
purchase those products
• Market Share
– The percentage of a market that
actually buys a specific product
from a particular company
 Business-Unit Strategy (cont’d)

• Market-Growth/Market-Share Matrix
– A strategic planning tool based on the
philosophy that a product’s market growth
rate and market share are important in
determining marketing strategy
– Factors determining SBU/product’s
position within a matrix
• Product-market growth rate
• Relative market share
Growth-Share Matrix Developed by the
Boston Consulting Group

Source: “The BCG Portfolio Matrix” from the Product Portfolio Matrix, © 1970, The Boston Consulting
Group. Reproduced by permission.
 Business-Unit Strategy (cont’d)

• Market-Growth/Market-Share Matrix (cont’d)

– BCG Classification
• Star—high growth market, dominant market share
– requires additional resources for continued growth
• Cash cow—low growth, dominant market share
– generates surplus resources for allocation to other SBUs
• Dog—low/declining market, subordinate market share
– has diminished prospects and represents a drain on the
portfolio
• Question mark—high growth market, low market share
– represents a high-risk/cost opportunity requiring a large
commitment of resources to build market share
The Marketing Process

Demographic- Marketing Technological-

Economic Intermediaries Natural
Environment Environment

M lan
si g
l y t in

ar n
P
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ke in
na e
A ark

Product

tin g
M

g
Suppliers Place Target Price Publics
Consumers

n
tio
M Con

e n in g
Promotion
ar tr

ta
em et
ke ol

p l rk
ti n

Im Ma
g

Political- Social-
Legal Competitors Cultural
Environment Environment
Process of Selecting Target Consumers
• Market Segmentation:
Segmentation process of dividing a market into
distinct groups buyers (segments) with different needs, etc.
who might require separate products.
• Market Segment - consumers who respond in similar way to a given
set of marketing efforts.

• Market Targeting:
Targeting evaluating each market segment’s
attractiveness and selecting one or more target segments to
enter.

• Market Positioning:
Positioning products clear, distinctive and desirable
place relative to competing products in the minds of target
segments.
Marketing Mix- The Four P’s
Product
Product Price
Goods-and-service
Goods-and-service Amount
Amountof ofmoney
money
combination
combinationaa consumers
consumershavehave
company
companyoffers
offersaa to
topay
payto
toobtain
obtain
target
targetmarket
market the
theproduct
product

Target
Target
Customers
Customers
Intended
Intended
Positioning
Positioning

Activities
Activities that
that Company
Companyactivities
activities
persuade
persuadetarget
target that
that make
makethethe
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Promotion Place
Four Marketing Management Functions
Marketing
Marketing Analysis
Analysis of
of Company’s
Company’s Situation
Situation

Planning
Planning Implementation
Implementation Control
Measure
Develop
Develop Carry
Carry Out
Out the
the Results
Strategic
Strategic Plans
Plans
Plans Evaluate
Plans
Results
Develop
Develop Take
Marketing
Marketing Corrective
Plans
Plans Action
 Marketing Strategy

• Target Market Selection

– Defining/understanding the target market by
• focusing on specific profitable customer groups/market
segments.
• recognizing changes occurring in the market.
• Creating the Marketing Mix
• Analyze customer needs, preferences, and behavior
• Have the skills and resources required for product
design, pricing, distribution, and promotion
• Maintain strategic consistency and flexibility in
marketing mix decisions
 Membuat Rencana Pemasaran

• Marketing Planning
– Proses sistematis dalam menilai peluang
dan sumber daya, menentukan tujuan,
menentukan strategi, dan menetapkan
pedoman untuk pelaksanaan dan
pengendalian program pemasaran
 Membuat Rencana Pemasaran(2)

• Benefits of Planning
– Provides the basis for internal
communication among employees
– Defines the assignment of responsibilities
and tasks and sets the schedules for
implementation
– Presents objectives and specifies resource
allocations
– Helps in monitoring and evaluating the
performance of the marketing strategy
 Menerapkan Strategi Pemasaran

• Marketing Implementation
– The process of putting marketing strategies into
action
• Intended Strategy
– The strategy that the company decides on during
the planning phase
• Realized Strategy
– The strategy that actually takes place

Intended Realized
Implementation
Strategy Strategy
Approaches to Marketing Implementation

• Internal Marketing
– Coordinating internal exchanges between
the firm and its employees to achieve
successful external exchanges between
the firm and its customers
– Helping employees understand and accept
their roles in the marketing strategy
– External customers
• Individuals who patronize a business
– Internal customers
• A company’s employees
 Total Quality Management

• Total Quality Management (TQM)

– Filosofi bahwa komitmen yang sama terhadap kualitas
di semua area organisasi akan membentuk budaya
yang memenuhi persepsi pelanggan tentang kualitas
• Benchmarking
– Membandingkan kualitas barang, jasa, atau proses
perusahaan dengan pesaing yang berkinerja terbaik
• Empowerment
– Memberikan wewenang dan tanggung jawab kepada
karyawan untuk menghubungi pelanggan untuk
membuat keputusan pemasaran sendiri
Components of Total Quality Management

Total
Total Quality
Quality
Management
Management

Continuous
Continuous Empowered
Empowered
Quality
Quality Employees
Employees
Improvement
Improvement
Mengorganisasikan aktifitas Pemasaran

• The Role of Marketing in an Organization

Organizational goals for

Understanding customer
customer value and firm
needs and desires
profitability

Marketing Concept

Close coordination of organizational units

Mengorganisasikan aktifitas Pemasaran (2)

• Centralized Organization
– A structure in which top management
delegates little authority to levels below it
• Decentralized Organization
– A structure in which decision-making
authority is delegated as far down the
chain of command as possible
 Mengorganisasikan unit Pemasaran

Alternatives
Alternativesfor
forOrganizing
Organizing
the
theMarketing
MarketingUnit
Unit

Centralized
Centralized Marketing
Marketing Product
Product Geographic
Geographic Customer
Customer
or
or Functions
Functions Groups
Groups Regions
Regions Types
Types
Decentralized
Decentralized
Proses Pengendalian Pemasaran
 Mengontrol Aktivitas Pemasaran

• Marketing Control Process

– Menetapkan standar kinerja dan mencoba
menyesuaikan kinerja aktual dengan standar
• Establishing Performance Standards
– Tingkat kinerja yang diharapkan
• Taking Corrective Action
– Tingkatkan kinerja sebenarnya
– Kurangi atau ubah standar kinerja
– Lakukan keduanya
 Mengontrol Aktivitas Pemasaran(2)

• Problems in Controlling
Marketing Activities
– Kurangnya informasi yang diperlukan
untuk mengendalikan aktivitas
– Pengaruh perubahan lingkungan pasar
yang tidak terkendali terhadap aktivitas
pemasaran
– Jeda waktu yang terjadi antara kampanye
pemasaran dan hasilnya menunda
tindakan korektif