Tujuan Perencanaan strategik disisi dan korporat Perencanaan Bisnis Unit Proses Pemasaran Prencanaan Tingkat Produk Perencanaan Pemasaran
©2000 Prentice Hall
Perencanaan Strategk Berorientasi Pasar
©2000 Prentice Hall
Objectives
Resources
Skills
Opportunities
Market-Oriented Strategic Planning Objectives
Resources
Profit and Growth Skills
©2000 Prentice Hall
Opportunities
Perencanaan Korporat Mendefinisikan Misi korporat Menetapkan strategik Bisnis Unit (SBUs) Menugaskan sumberdaya untuk SBUs Merencanaan bisnis baru, merubah bisnis lama
©2000 Prentice Hall
Perencanaan Strategik, Implementasi, dan Proses Pengendalian Planning Corporate planning
Implementation Organizing
Division planning Business planning Product planning ©2000 Prentice Hall
Control Measuring results Diagnosing results
Implementing Taking corrective action
Pernyataan Misi: Jumlah Tujuan dibatasi Penekanan pada Kebijakan dan Nilai Mendefinisikan ruang lingkup persaingan ©2000 Prentice Hall
20%18%16%14%12%10%8%6%4%2%0 10x
©2000 Prentice Hall
Stars
Question marks
4
5
3
?
?2
?
Market Growth Rate
The Boston Consulting Group’s Growth-Share Matrix
?
1
Dogs
Cash cow
8 6
7 4x
2x 1.5x
1x
.5x .4x .3x .2x .1x
Relative Market Share
MARKET ATTRACTIVENESS Low Medium High
Market Attractiveness: CompetitivePosition Portfolio Classification Strong
5.00 5.00
3.67
BUSINESS STRENGTH Medium 3.67
2.33
Weak
1.00
Joints Aerospace fittings
Hydraulic pumps Clutches
2.33
Flexible diaphragms
Fuel pumps Relief valve
1.00 Invest/grow
©2000 Prentice Hall
Selectivity/earnings
Harvest/divest
The Strategic-Planning Gap Desired sales
Diversification growth
Strategicplanning gap
Sales
Integrative growth Intensive growth Current portfolio
0 ©2000 Prentice Hall
5 Time (years)
10
Three Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid Existing products Existing markets
1. Market penetration
New markets
2. Market development
©2000 Prentice Hall
New products
3. Product development
4. Diversification
Matrik Kesempatan
Attractiveness
Success Probability High
Low
High
1
2
Low
3
4
©2000 Prentice Hall
Opportunities 1. Perusahaan mengembangkan sistem penerangan yg unggul 2. Perusahaan mengembangkan alat untuk mengukur efesiensi sistem penerangan 3. Perusahaan mengembangkan alat untuk mengukur tingkat iluminasi 4. Perusahaan mengembangkan program sofware untuk menidik staf studio tv tentang dasardasar penerangan
Matrik Ancaman
Seriousness
Probability of Occurrence
High
Low ©2000 Prentice Hall
High
Low
1
2
3
4
1.
2. 3. 4.
Threats Pesaing mengembangkan sistem penerangan yang lebih unggul Resesi ekonomi yang berkepangjangan Biaya tinggi Undang-undang membatasi jumlah ijin studio TV
The McKinsey 7-S Framework Structure
Strategy
Systems Shared values
Skills
Style Staff
©2000 Prentice Hall
The Value-Delivery Process (a) Traditional physical process sequence Make the product Design Procure Make product
Sell the product Price Sell Advertise/ promote Distribute Service
(b) Value creation & delivery sequence Choose the Value Provide the Value Communicate the Value
Strategic marketing ©2000 Prentice Hall
Tactical marketing
The Marketing Plan Executive Summary & Table of Contents Current Marketing Situation Opportunity & Issue Analysis Objectives Marketing Strategy Action Programs Projected Profit-and-loss Controls ©2000 Prentice Hall
Faktor-Faktor Yg Mempengaruhi Strategi Pemasaran Marketing intermediaries
in Ma fo rk sy rm eti st at ng em io n
Demographic/ economic environment
©2000 Prentice Hall
g n tin tio ke za ar ni em M ga yst or s
Political/ legal environment
Place
Target Price customers or M im ga ar pl niz ke em at tin en ion g ta a tio nd n
Suppliers
Product
M pl ark sy ann etin st in g em g
Technical/ physical environment
Publics
Promotion
Competitors
Social/ cultural environment
Review Perencanaan strategik disisi dan korporat Perencanaan Bisnis Unit Proses Pemasaran Prencanaan Tingkat Produk Perencanaan Pemasaran
©2000 Prentice Hall
