Analisa Pasar Dr Ir Bambang Ali Nugroho, MS, DAA
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Analisa Pasar • • • •
Struktur Pasar Posisi Pasar Segment Pasar Tujuan Pemasaran
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Posisi pasar • Pasar spesifik/khusus – bagian kecil dari pasar yang ada • Pemimpin pasar – mempertahankan posisi dominan dalam pasar • Pengikut pasar – meniru pemimpin pasar - harga, pengembangan produk • Penantang pasar – menetapkan strategi untuk berhadapan dengan pemimpin pasar
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Tujuan pemasaran • • • • •
Fokus pada konsumen Fokus pada produk Reputasi perusahaan (image) Meraih pangsa pasar dsb.
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Tujuan pemasaran • Dicapai melalui: – Penetrasi pasar – Pengembangan produk baru – Pemberian merk – Diversifikasi – Analisa SWOT – SIKLUS HIDUP PRODUK
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Humor in Product Design As the customer wanted it.
© 1984-1994 T/Maker Co.
As Operations made it.
© 1984-1994 T/Maker Co.
As Marketing interpreted it.
© 1984-1994 T/Maker Co.
As Engineering designed it.
© 1984-1994 T/Maker Co.
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What is a Product? • Need-satisfying offering of an organization – Example • Attack does not sell laundry detergent • Attack sells the benefit of clean clothes
• Customers buy satisfaction, not parts • May be a good or a service
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Product Strategy Options • Product differentiation • Low cost • Rapid response
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Generation of New Product Opportunities • Economic change • Sociological and demographic change • Technological change • Political/legal change • Changes in
– market practice – professional standards – suppliers and distributors
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Product Components Product
Brand (Name)
Physical Good
Product Idea
Features
Quality Level
Package
Service (Warranty)
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Product Life Cycle • • • •
Introduction Growth Maturity Decline
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Product Life Cycle
Introduction
• Fine tuning – research – product development – process modification and enhancement – supplier development
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Product Life Cycle
Growth
• Product design begins to stabilize • Effective forecasting of capacity becomes necessary • Adding or enhancing capacity may be necessary
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Product Life Cycle
Maturity
• Competitors now established • High volume, innovative production may be needed • Improved cost control, reduction in options, paring down of product line
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Product Life Cycle
Decline
• Unless product makes a special contribution, must plan to terminate offering
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Product Life Cycle, Sales, Cost, and Profit Sales, Cost & Profit .
Cost of Development & Manufacture
Sales Revenue
Profit Cash flow
Loss
Time
Introduction
Growth
Maturity
Decline
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Products in Various Stages of Life Cycle Sales
Growth
Introduction
Roller Blades
Maturity
Decline
Jet Ski Boeing 727
Virtual Reality Time
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Few Successes Number 2000
Ideas 1750
1500
Design review, Testing, Introduction
Market requirement
1000
1000
Functional specifications
500
500 0
Product specification
100
25
One success!
Development Stage
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Strategy and Issues During a Product’s Life Introduction
Company Strategy/Issues
Best period to increase market share R&D product engineering critical
Growth
Maturity
Practical to change price or quality image
Poor time to change image, price, or quality Competitive costs become critical
Strengthen niche
Cost control critical
Defend market position Fax machines
Drive-thru restaurants CD-ROM
Sales Color copiers
Decline
3 1/2” Floppy disks Station wagons
Internet
HDTV
OM Strategy/Issues
Product design and development critical Frequent product and process design changes Short production runs High production costs
Forecasting critical
Standardization
Product and process reliability
Less rapid product changes - more minor changes
Competitive product improvements and options Increase capacity
Limited models
Shift toward product focused
Attention to quality
Enhance distribution
Optimum capacity Increasing stability of process Long production runs Product improvement and cost cutting
Little product differentiation Cost minimization Over capacity in the industry Prune line to eliminate items not returning good margin Reduce capacity
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Segment pasar • • • • • • • • •
Umur Agama Jenis kelamin Tingkat pendapatan Gaya hidup Grup etnik Klas sosial Geografis dsb.
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Segment yang mana? • Segment Masal – volume tinggi, marjin rendah, exp. Pakaian, makanan, etc, • Segment Ganda – exp. Jeep 4WD – gaya hidup, klas sosial, etc. • Segment Tunggal – jenis produk spesial – exp. Barang eksklusif – vertu, perrier
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Struktur pasar • • • • • •
Monopoli Oligopoli Duopoli Monopsoni Kompetisi tinggi dsb
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Struktur pasar • Struktur pasar menentukan strategi : – Perang harga – Merk – Diferensiasi produk – Penetrasi pasar – Penjualan langsung – dsb
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Bauran Pemasaran (4 P) Product Variasi produk kualitas desain Bentuk fisk merk kemasan ukuran layanan garansi
Price diskon Kredit cicilan
Promotion Promosi penjualan Iklan Humas Penjualan langsung
Place Jalur pemasaran Area pasar lokasi stok Transportasi
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Four Ps - - - - Four Cs Four Ps
Four Cs
Product
Customer Value
Price
Cost to the Customer
Promotion
Convenience
Place
Communication
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Kepuasan Konsumen • Loyalitas – biaya untuk merekrut pelanggan baru lebih mahal dibanding biaya untuk mempertahankan pelanggan lama • Word of Mouth (gethok thular) • Nilai Manfaat , dimana konsumen bersedia untuk membayar
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Elemen Kunci Dalam Mengelola Bisnis 1. 2. 3. 4. 5. 6. 7. 8. 9.
Pelanggan adalah orang paling penting dalam bisnis kita Pelanggan tidak bergantung kita, kita yang bergantung pelanggan Pelanggan bukan menginterupsi kerja kita, justeru kita ada karena mereka Pelanggan adalah bagian dari bisnis kita, mereka bukan outsiders Pelanggan bukan sekedar “angka statistik”, mereka memiliki feeling dan emosi The customer is not someone to argue or match wits with Pelanggan berharap kebutuhan & keinginan mereka kita penuhi, sudah kewajiban kita untuk melaksanakannya Pelanggan berharap keramahan & perhatian dari kita Pelanggan adalah urat nadi perusahaan/kita
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INGAT : • • • •
Strategi yang baik dapat memperbaiki peluang untuk sukses Keputusan yang baik, kadang memberikan dampak buruk Tidak ada wirausahawan berharap keuntungan kecil/rendah Evaluasi keputusan dengan medasarkan tujuan
Pelanggan mendikte pasar : • Tingkat harga yang mereka anggap layak • Bentuk produk yang mereka inginkan • Lokasi/tempat dimana mereka inginkan produk • Waktu, kapan produk harus ada
“produsen jangan mendidik konsumen, justeru konsumen yang mendidik produsen”
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Sisi Permintaan pada Pasar Global (Atribut Produk) Keamanan Produk : (kembali ke alam /produk pertanian organik) Atribut Nutrisi : (sanitary & phytosanitary/kasus fresh-milk) Atribut Nilai : (TK-anak ; TK-Napi di RRC) Atribut Kemasan : (recycling/kasus kopi racik; mebel rotan) Atribut Ecolabel (LH-pestisida-bakteri tanah) Atribut Humanistik (HAM)
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Strategi Bisnis • Apa arti Bisnis? • Tiga Jenis Strategi Bisnis : – Porter – Porter, disederhanakan – Treacy & Wiersema
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Apa arti Bisnis? • Individu/kelompok yang mentransformasi input (5M) menjadi output dalam bentuk barang & jasa untuk memenuhi kebutuhan & keinginan konsumen • Suatu aktivitas bisnis memiliki garis produk, teknologi & pasar sendiri/spesifik : jika ketiganya berbeda maka jenis aktivitas bisnisnya akan berbeda pula – Exp. Ford, Boeing
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FUNGSI • Elemen yang membangun suatu aktivitas bisnis : Pasokan Finansial R&D Operasional
SDM Informasi Pemasaran
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Tiga tingkat strategi • Idealnya ada tiga tingkat strategi yang berjalan bersama : Korparat Bisnis Fungsional
Realitanya . . .
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Strategi Bisnis PORTER’S
Keunggulan Kompetitif L i n g k u p K o m p e t i s i
luas
biaya
keunikan
Biaya produksi Kompetitif/murah
Diferensiasi Tinggi
Toyota sempit
Biaya produksi Kompetitif/terfokus
Lexus
Cadillac, Mercedes Diferensiasi Fokus Rolls Royce, Ferrari
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Strategi Bisnis PORTER’S : disederhanakan
• Realitanya hanya ada dua strategi dasar untuk bisnis : Biaya Rendah WalMart Timex Hyundai Air-Asia
Diferensiasi Tinggi Perrier Rolex BMW Vertu
• Tetapi tidak ada yang tetap sama . . .
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Strategi TREACY & WIERSEMA’S • Bisnis yang sukses mengadopsi satu dari tiga proposisi nilai (value propositions) : Pengelolaan Prima Toyota
Pemimpin Produk Seiko
Pendekatan Konsumen Boeing
Fed Ex
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Strategi Dasar Porter’s Sumber Keunggulan Kompetitif
Pasar Luas
Biaya Rendah
Daya Beli Tinggi
Biaya Produksi Kompetitif
DIFERENSIASI
Lingkup Kompetisi Segment Tunggal
FOKUS
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Implementing generic strategies Generic strategy
Key strategy elements
Cost leadership
Differentiation
Emphasis on branding and brand advertising Emphasis on design, service, and quality
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Scale-efficient plants Design for manufacture Control of overheads & R&D Avoidance of marginal customer accounts
Resource & organizational requirements Access to capital Process engineering skills Frequent reports Tight cost control Specialization of jobs functions Incentives for quantitative targets Marketing Product engineering Creativity Product R&D Qualitative measurement and incentives Strong cross-functional 40 coordination
Implementation – functional strategies Function
Cost leadership
Differentiation
Marketing
Standardized products Narrow margins, underprice rivals Little/no advertising; modest after-sales service (a.s.s.)
Customized products Wide margins, price over rivals Build product image through branding Extensive a.s.s; warranties
Operations
Mass production to exploit scale economies Add capacity behind demand to utilize fully Tight inventory controls
Sacrifice scale for customization Add capacity in anticipation of demand to ensure availability
Design
Design for low-cost manufacturability
Design to create benefits for buyers
R&D
Emphasize process innovation
Emphasize product innovation & basic research
Organizational Rigid hierarchy
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Promote innovation Less hierarchy Pay well
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Drivers of cost advantage – 1
Specific ways to implement a cost leadership strategy:
Do better than rivals in reducing costs by more than WTP by controlling the key drivers in each activity
Reconfigure the value chain
Categories of cost drivers: 1.
Firm size: economies of scale and scope; capacity utilization
2.
Experience: learning economies
3.
Organization of transactions: organization of the supply chain (including inventory management, outsourcing, links to buyers and suppliers); agency costs (including incentives and organizational structure)
4.
Other: input prices; location; economics of density; process efficiency; technical leader/follower
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Drivers of cost advantage – 2 ECONOMIES OF SCALE ECONOMIES OF LEARNING
PRODUCTION TECHNIQUES PRODUCT DESIGN
INPUT COSTS
CAPACITY UTILIZATION MANAGERIAL/
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• Indivisibilities • Specialization and division of labor • Increased dexterity/skills • Improved coordination/ organization • Mechanization and automization • Efficient utilization of materials • Increased precision • Design for automation • Design to economize on materials • Location advantages • Ownership of low-cost inputs • Bargaining power • Supplier cooperation • Ratio of fixed to variable costs • Costs of installing and closing capacity • Organizational slack
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Drivers of differentiation advantage
Specific ways to implement a differentiation advantage strategy:
Do better than rivals in increasing WTP by more than costs by paying attention to the key drivers in each activity
Position in an ignored segment
Fulfill latent demand (something people don’t know they need!)
Categories of differentiation drivers: 1.
Physical: performance, features, materials, aesthetics, ease of use, durability
2.
Complementary products offered: after-sales service, parts, warranties, repairs
3.
Sale and delivery: speed, credit, seller location, pre-sale advice
4.
Expectations of user cost and performance: reputation of product and seller, installed base (for network effects)
5.
Image: advertising, packaging, labelling, prestige of distributors
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Differentiation drivers: Demand Side THE PRODUCT
THE CUSTOMER
WHAT NEEDS DOES IT SATISFY?
BY WHAT CRITERIA DO THEY CHOOSE?
WHAT MOTIVATES THEM?
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What are key attributes? Relate patterns of customer preferences to product attributes What price premiums do product attributes command? What are demographic, sociological, psychological correlates of customer behaviour?
• Formulate differentiation strategy • Select product positioning in relation to product attributes • Select target customer group • Ensure customer / product compatibility • Evaluate costs and benefits of differentiation 45
Differentiation drivers: Supply Side MIS that supports fast response capabilities
Training to support customer service excellence
• Unique product features • Fast new product development
FIRM INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT INBOUND
OPERATIONS OUTBOUND
LOGISTICS
Quality of components & materials
• Defect free product
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LOGISTICS
• Fast delivery • Efficient order processing
MARKETING & SALES
Building brand reputation
SERVICE
• Customer technical support • Consumer credit • Availability of 46 spares
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