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)
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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

Providers
Goals:
Survival
Financial
Social
Spiritual
Ecological
etc

Offers
Products, Services, etc

Customer and
Provider
Satisfaction

Customers
Goals:
Solutions
Benefits
Altruism
Well-being
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.
2.
3.
4.
5.
6.

Focus on the customer

Only compete in markets where you
can establish a competitive advantage
Customers do not buy products
Marketing is too important to leave to
the marketing department
Markets are heterogeneous
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
Copyright 2003 Prentice-Hall, Inc.

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Proporsi Dimensi Pemasaran pada

Tingkatan Organisasi
Tingkat
Korporat

Tingkat Unit
Bisnis

Pemasaran sebagai Budaya

Pemasaran sebagai Strategi
Copyright 2003 Prentice-Hall, Inc.

Tingkat
Operasional

Pemasaran sebagai Taktik

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Components & Context of

Market Orientation
Customer
Orientation

Competitor
Orientation

Market-led
Organizational
Culture

Interfunctional
co-ordination

Focus on the
Long Term

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Copyright 2003 Prentice-Hall, Inc.

Elemen dan Manfaat MarketDriven Organization (Day, 1999)

Customers

Competitors
(1)Culture
is externally
oriented

(5)Benefits
(3)Configuration
Focus on superior
customer value

(4)Shared
Knowledge
Base

Coherence of
structure and systems

(2)Capabilities

Adaptability

Market Sensing
Market Relating

Superior ability
to understand,
markets
Superior ability
to attract, and
keep valuable
customers
Enhance
organizational
performance

Strategic Thinking

Collaborators

Channel

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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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Copyright 2003 Prentice-Hall, Inc.

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

PHASE ONE:
Goal Setting

1. Mission
2. Corporate Objectives
3. Marketing Audit

PHASE TWO:
Situation Review

4. SWOT Analysis
5. Assumptions
6. Marketing Objectives and Strategies

PHASE Three:
Strategy Formulation

7. Estimate Expected Results

8. Identify Alternative Plans and Mixes

PHASE FOUR:

9. Budget

Resources Allocation and

Monitoring
10. First Year Detailed Implementation
Programs
Copyright 2003 Prentice-Hall, Inc.

Measurement
and Review

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ConventionalApproach
Approach
Conventional
Corporate
Corporate
Missionsand
and
Missions
Goals
Goals

Environmental
Environmental
Audit
Audit

Strategies
Strategies
andPlans
Plans
and

Strategy
Strategy
Implementation
Implementation

Makingimplementation
implementationaaformal
formalissue
issueininplanning
planning
Making
Environmental
Environmental
Audit
Audit
Corporate
Corporate
Missionsand
and
Missions
Goals
Goals

Strategy
Strategy
Implementation
Implementation
Implementation
Implementation
Scenario
Scenario

IntegratingFormulation
Formulationand
andImplementation
ImplementationProcess
Process
Integrating
Corporate
Corporate
Missionsand
and
Missions
Goals
Goals

Environmental
Environmental
Auditand
and
Audit
Implementation
Implementation
Scenario
Scenario
Copyright 2003 Prentice-Hall, Inc.

Strategy
Strategy
Implementation
Implementation

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Beberapa Dimensi dalam Proses

Perencanaan Strategi Pemasaran
(Piercy & Morgan, 1990)

Proses
Proses
Perencanaan
Perencanaan
Strategi
Strategi
Pemasaran
Pemasaran

DimensiAnalisa
Analisa
Dimensi

Tehnik
Tehnik
Prosedur
Prosedur
System
System
ModelPerencanaan
Perencanaan
Model

DimensiPerilaku
Perilaku
Dimensi

Persepsimanajerial
manajerial
Persepsi
Partisipasi
Partisipasi

Asumsistratejik
stratejik
Asumsi
Motivasi
Motivasi
Komitmen
Komitmen
Kepemilikan
Kepemilikan

DimensiOrganisasi
Organisasi
Dimensi

Struktur
Struktur
Sisteminformasi
informasi
Sistem

Budaya
Budaya
Sinyaldari
darimanajemen
manajemen
Sinyal

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Pendekatan Pemasaran sebagai Sebuah

Proses (Totally Integrated Marketing)
Value
Process
Accounting
& Finance
Operations
and Supply
Mngmt
Sales and
Customer
Service

M
a
r
k
e
t
i
n
g

Human
Resource
Mngmt
R&D
Mngmt

External
Partners

Process of Going to Market

Customer Value
Copyright 2003 Prentice-Hall, Inc.

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Conflict of interest antara Bagian Pemasaran dengan

Bagian lain dalam mempromosikan pentingnya
kepuasan konsumen/pelanggan
MARKETING WANTS

IN ORDER TO GET

WHICH CAUSES

TO PERFORM
LESS WELL IN

More variants on standard

products and one-off, complete
flexibility to vary the products
characteristics to customer
specification

Specialized offers for

different market
segments, and
customized product offer

PRODUCTION

Controlling operations
costs and minimizing
re-tooling and machine
changes

Explicit customer
differences in sensitivity to
price

ACCOUNTING

Many Price lists

AND
OPERATION

AND FINANCE

Multiple channels of distributiondirect selling, Webb based sales,

different intermediaries

Maximum reach into the

market, reaching different
segment with different
channel

DEPARTMENT

Instant delivery and spares

Customer satisfaction and

TRANSPORT &

competitive advantage

WAREHOUSING

Customer perception of
care and service

PERSONNEL

Customer-care trained staff at

point of sale

Copyright 2003 Prentice-Hall, Inc.

SALES

(HRM)

Controlling
administrative costs
and maintaining unit
revenue
Maintaining sales
revenue, forming stable
customer relationship,
developing key account
Scheduling delivery
vehicles and controlling
stock levels
Training costs and
standardization of
training across the
company

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