Manajemen Pemasaran: Program Magister Manajemen Universitas Islam Indonesia

MANAJEMEN PEMASARAN
Asmai Ishak
Program Magister Manajemen

Universitas Islam Indonesia
1-1
Copyright © 2003 Prentice-Hall, Inc.
Learning Goals
1. Define marketing and marketing management.
2. Understand marketing orientations
3. Understand the market places
4. Identify changes in the new economy and changes in
businesses practices
5. Describe the marketing planning process
6. Understand the strategic planning carried out in
corporate and division level
7. Understand the strategic planning carried out in
business unit level
1-2
What is Marketing?
 Marketing Defined:
“Marketing is a social and managerial process
by which individuals and groups obtain what
they need and want through creating and
exchanging value with others”
 Marketing is to establish, develop and
commercialize long-term customer relationships,
so that the objectives of the parties involved are
met. This is done by a mutual exchange and
keeping of promises (Gronroos, 1989)
1989
1-3
What is Marketing?
 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)
 Marketing is a way of doing business by
satisfying customers’ needs better than
competitors (Levitt, 1960)
1-4
What are marketed?
 Places  Goods
 Properties  Services
 Organizations  Experiences
 Information  Events
 Ideas  Persons
Marketing is about managing profitable
customer relationships
Attracting new customers
Retaining and growing current customers
1-5
Who are the markets?
 Consumer Markets
 Business Markets
 Global Markets
 Nonprofit and
Governmental Markets
1-6
Marketing Management
 Marketing management is the art and
science of choosing target markets and
building profitable relationships with
them.
 This definition must include answers to two
questions:
 What customers will we serve?
 How can we serve these customers best?
1-7
Selecting Customers and
Creating Value
 Customer Management
 What customers will we serve?
 Marketers select customers that can be served
profitably
 Value Proposition
 How can we serve these customers best?
 Includes the set of benefits or values a company
promises to deliver to consumers to satisfy their
needs
1-8
Marketing Orientations
 The Production Concept
 Management focus on production and distribution efficiency
 Consumers favour
 Readily available products
 Affordable products
 The Product Concept
 Consumers favour products offering
 Highest quality
 Best performance
 Most innovative features
1-9
 The Selling Concept
 Sell what you make
 Typically for unsought goods
 Focus on sales transactions
 Driven by excess capacity
 Assumes hard sell customers are satisfied
 The Marketing Concept
 Focus on customer wants and needs
 Delivering satisfaction
 More effectively than competitors
 More efficiently than competitors
1-10
Comparison between Selling
and Marketing Concepts
Starting Focus Means Ends
point
Existing Selling and Profits through
Factory products promoting sales volume
The selling concept
Customer Integrated Profits through

Market needs marketing satisfaction
The marketing concept

1-11
 The Holistic Marketing Concept
Senior Products &
Management Other Services
Marketing Communications Channels
Department Department
Internal Integrated
Marketing Marketing
Holistic
Marketing
Socially Relationship
Responsible Marketing
Marketing
Ethics Community Customer Partners
Environment Legal Channel
1-12
Understanding the
Marketplace
Core Concepts  Need
 State of felt deprivation
 Needs, wants, and demands
 Example: Need food
 Marketing offers:
including products,  Wants
services and experiences  The form of needs as shaped
by culture and the individual
 Value and satisfaction
 Example: Want a Big Mac
 Exchange, transactions
and relationships  Demands
 Wants which are backed by
 Markets
buying power
1-13
Understanding the
Marketplace
Core Concepts  Marketing offer
 Combination of products,
 Needs, wants, and demands services, information or
 Marketing offers: experiences that satisfy a
including products, need or want
services and experiences  Offer may include
 Value and satisfaction services, activities,
people, places,
 Exchange, transactions information or ideas
and relationships
 Markets
1-14
Understanding the
Marketplace
Core Concepts  Value
 Customers form expectations
 Needs, wants, and demands regarding value
 Marketing offers:  Marketers must deliver value
including products, to consumers
services and experiences  Satisfaction
 Value and satisfaction  A satisfied customer will buy
 Exchange, transactions again and tell others about
and relationships their good experience
 Markets
1-15
Understanding the
Marketplace
Core Concepts  Exchange
 The act of obtaining a
 Needs, wants, and demands desired object from someone
 Marketing offers: by offering something in
including products, return
services and experiences  One exchange is not the goal,
 Value and satisfaction relationships with several
exchanges are the goal
 Relationships are built
and relationships
through delivering value and
 Markets satisfaction
1-16
Understanding the
Marketplace
Core Concepts  Market
 Set of actual and potential
 Needs, wants, and demands buyers of a product
 Marketing offers:  Marketers seek buyers that
including products, are profitable
services and experiences
 Value and satisfaction
and relationships
 Markets
1-17
Changes in the New
Economy
 Major Drivers of the New Economy
 Digitization and Connectivity
 Disintermediation and
Reintermediation
 Customization and
Customerization
 Industry Convergence
1-18
How Business Practices Are
Changing
 Organize by product units to organize by
customer segments
 Shift focus from profitable transactions to
customer lifetime value
 Shift focus from financial scorecard to also
focusing on the marketing scorecard
 Shift focus from shareholders to stakeholders
1-19
How Business Practices Are
Changing
 Everyone does the marketing
 Build brands through performance,
not just advertising
 Customer retention rather
than customer acquisition
 From none to in-depth customer
satisfaction measurement
 From over-promise, under-deliver to
under-promise, over-deliver
 The New Hybrid
1-20
Table 2-1: Old Economy vs. New Economy
Old Economy New Economy
Organize by product units Organize by customer segments
Focus on profitable transactions Focus on customer lifetime value
Look primarily at financial Look also at marketing scorecard
scorecard Focus on stakeholders
Focus on shareholders Everyone does the marketing
Marketing does the marketing Build brands through behavior
Build brands through advertising Focus on customer retention and
Focus on customer acquisition growth
No customer satisfaction Measure customer satisfaction and
measurement retention rate
Overpromise, underdeliver Underpromise, overdeliver
1-21
The Marketing Planning
Process
A. Traditional Physical Process Sequence
Make the Product Sale the Product
Design Advertise Distribute Service

Procure Make Price Sell
product /Promote
B. Value Creation and delivery sequence

Choose the Value Provide the Value Communicate the Value
Cust. Market Value Product Service Sourcing Distributing Sales Sales pro- Adverti
Pricing
segmen selection/ position develop develop making servicing force motion sing
tation focus ing ment ment
1-22
Generic Value Chain
1-23
Core Business Processes
in the Value Chain
 The market sensing process
 The new offering realization process
 The customer acquisition process
 The customer relationship
management process
 The fulfillment management process
1-24
Strategic Planning: Three Key Areas
and Four Organization Levels
Marketing plan  central instrument for directing and
coordinating the marketing efforts for the product line
 Strategic marketing plan  lays out the target markets and
the value proposition that will be offered
 Tactical marketing plan specifies the marketing tactics,
including product features, promotion, merchandising, pricing, channels,
and services
The Level of Organization
 Corporate
 Division
 Business Unit
 Product
1-25
Corporate and Division
Strategic Planning
 All corporate headquarters undertake
four planning activities
 Defining the Corporate Mission
 Establishing Strategic Business Units (SBUs)
 Assigning resources to each SBU
 Planning new businesses, downsizing, or
terminating older businesses
1-26
Strategic Planning
 Defining the Corporate Mission
 Mission statements define which competitive
scopes the company will operate in
 Industry scope
 Products and applications scope
 Competence scope
 Market-segment scope
 Vertical scope
 Geographical scope
1-27
Mission/Vision: a statement of organization’s
purpose – what it wants to accomplish
Mission should be market oriented, what does it
mean?
What’s the different between market oriented
companies and customer oriented companies
Customer oriented companies: only focus on the expressed
needs of the customers and developing goods and services that
satisfy those needs
Market oriented companies: commit to understand the latent

and expressed needs of the customers, and to understand the
capabilities and plans of their competitors through the process of
acquiring and evaluating market information in a systematic and
anticipatory manner
1-28
Table 4.1: Product-Oriented versus Market-Oriented
Definitions of a Business
Company Product Definition Market Definition
Missouri-Pacific We run a railroad We are a people-and-
Railroad goods mover
Xerox We make copying We help improve office
equipment productivity
Standard Oil We sell gasoline We supply energy
Columbia Pictures We make movies We market entertainment
Encyclopaedia We sell encyclopedias We distribute Information
Carrier We make air We provide climate

conditioners and control in the home
furnaces
1-29
Some Criteria for Effective
Mission Statement:
 Not too broad
 Realistic
 Fit with the current market environments
 Based on the organization distinctive
competencies
 Motivating
 Visionary
1-30
Strategic Planning
 Establishing Strategic Business Units
(SBUs)
Three characteristics of SBUs
 Single business or collection of related
businesses that can be planned for
separately
 Has its own set of competitors
 Has a manager who is responsible for
strategic planning and profit
1-31
Strategic Planning
 The Growth-Share Matrix
 Relative market share
 Four Cells
 Question Marks
 Stars
 Cash Cows
 Dogs
 SBU Strategies
 SBU Lifecycle
1-32
Strategic Planning
 The General Electric Model
1-33
Table 4-2: Factors underlying Market Attractiveness and Competitive
Position in GE Multifactor Portfolio Model: Hydraulic-Pumps Market
Rating =
Weight (1-5) Value
Overall market size 0.20 4 0.80
Annual market growth rate 0.20 5 1.
Historical profit margin 0.15 4 0.60
Competitive intensity 0.15 2 0.30
Market Technological requirements 0.15 4 0.60
Attractiveness Inflationary vulnerability 0.05 3 0.15
Energy requirements 0.05 2 0.10
Environmental impact 0.05 3 0.15
Social-political-legal Must be
acceptable
1.0 3.70
Market share 0.10 4 0.40

Share growth 0.15 2 0.30
Business Product quality 0.10 4 0.40
Strength Brand reputation 0.10 5 0.50
Distribution network 0.05 4 0.20
See text for complete table1-34

Strategic Planning
 Critique of Portfolio Models:
 Focus on classifying current business but provide little
advice for future planning
 Many policies of business units are determined at the
corporate level
 Too much emphasis on market share growth or growth
through entry into new attractive market – even unrelated
ones. Merger and acquisition are the results of this
approach.
 Planning New Businesses, Downsizing Older
Businesses
1-35
Strategic Planning
 Intensive Growth (Ansof Matrix)
1-36
Strategic Planning
 Integrative Growth
 Diversification Growth
 Downsizing Older Businesses
1-37
Business Unit
Strategic Planning
 Business Mission
 SWOT Analysis
 External Environment Analysis
(Opportunity and Threat Analysis)
 Marketing Opportunity
 Buying opportunity more convenient or efficient
 Meet the need for more information and advice
 Customize an offering that was previously only
available in standard form
1-38
Business Unit
Strategic Planning
 Marketing Opportunity Analysis (MOA)
 Can the benefits be articulated to a target
market?
 Can the target market be reached with cost-
effective media and trade channels?
 Does the company have the critical capabilities
to deliver the customer benefits?
 Can the company deliver these benefits better
than any actual or potential competitors?
 Will the rate of return meet the required
threshold of investment?
1-39
Figure 4-7: Opportunity and Threat Matrices
1-40
Business Unit
Strategic Planning
 Internal Environmental Analysis
(Strength/Weakness Analysis)
 Goal Formation
 Strategic
Formulation
 Strategy
1-41
Business Unit
Strategic Planning
 Porter’s Generic Strategies
 Overall cost leadership
 Differentiation
 Focus
 Operational Effectiveness and Strategy
 Strategic group
 Strategic alliances
1-42
Business Unit
Strategic Planning
 Marketing Alliances
 Product or service alliances
 Promotional alliances
 Logistical alliances
 Pricing collaborations
 Partner Relationship
Management, PRM
 Program Formulation and Implementation
 Feedback and Control
1-43
Product Planning: The Nature and
Contents of a Marketing Plan
 Contents of the Marketing Plan
 Executive Summary
 Current Marketing Situation
 Opportunity and issue analysis
 Objectives
 Marketing strategy
 Action programs
 Financial projections
 Implementation controls
1-44

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MANAJEMEN PEMASARAN

Program Magister Manajemen

 Marketing is not only much broader than

Customer Integrated Profits through

The marketing concept

Ethics Community Customer Partners

Environment Legal Channel

Design Advertise Distribute Service

B. Value Creation and delivery sequence

Market oriented companies: commit to understand the latent

Columbia Pictures We make movies We market entertainment

Encyclopaedia We sell encyclopedias We distribute Information

Carrier We make air We provide climate

Market share 0.10 4 0.40

See text for complete table1-34

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