Tujuan ¾ Perencanaan
strategis perusahaan dan
divisi ¾ Perencanaan unit bisnis ¾ Proses pemasaran ¾ Perencanaan produk ¾ Rencana pemasaran
2 ©2000 Prentice Hall
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Perencanaan Strategis Berorientasi Pasar Tujuan
Sumberdaya
Ketrampilan
Peluang 3
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Market-Oriented Strategic Planning Tujuan
Sumberdaya Keuntungan dan Pertumbuhan
Ketrampilan
Peluang 4
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Perencanaan Corporate/Induk Perusahaan ¾ Mendefinisikan
misi perusahaan ¾ Menetapkan unit bisnis strategis/strategic business units (SBUs) ¾ Menetapkan sumberdaya ke masingmasing SBU ¾ Perencanaan bisnis baru, mengurangi bisnis lama 5 ©2000 Prentice Hall
Proses Perencanaan Strategis, Implementasi dan Pengendalian Perencanaan Perencanaan corporate
Implementasi
Pengendalian
Pengorganisasian
Pengukuran hasil
Perencanaan divisi Perencanaan bisnis Perencanaan produk
Diagnosa hasil Implementasi
Melakukan tindakan perbaikan 6
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Pernyataan Misi yang Baik: Tujuan yang terbatas jumlahnya
Penekanan pada kebijakan dan nilai utama
Menentukan scope persaingan 7 ©2000 Prentice Hall
20%20%18%18%16%16%14%14%12%12%10%10%8%8%6%6%4%4%2%2%0
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Bintang
Tanda tanya
4
5
3
?2
?
?
Tingkat Pertumuhan Pasar
Matrik Pertumbuhan dan Pangsa Pasar Boston Consulting Group
1
?
Anjing/pupuk bawang
Sapi perah
8 6 10x
7 4x
2x 1.5x
1x
.5x .4x .3x .2x .1x
Pangsa Pasar Relatif
8
4
MARKET ATTRACTIVENESS Low Medium High
Market Attractiveness: CompetitivePosition Portfolio Classification Strong
BUSINESS STRENGTH Medium 3.67
5.00 5.00
2.33
Weak
1.00
Joints Aerospace fittings
Hydraulic pumps 3.67 Clutches Flexible diaphragms
2.33
Fuel pumps Relief valve
1.00 Invest/grow
Selectivity/earnings
Harvest/divest 9
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The Strategic-Planning Gap Desired sales
Diversification growth
Strategicplanning gap
Sales
Integrative growth Intensive growth Current portfolio
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5 Time (years)
10 10
5
Tiga Strategi Pertumbuhan Intensif: Ansoff’s Product/Market Expansion Grid Existing products
New products
Existing markets
1. Market penetration
New markets
2. Market development
3. Product development
4. Diversification 11
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Opportunity Matrix
Attractiveness
Success Probability High
Low
High
1
2
Low
3
4
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Opportunities 1. Company develops a more powerful lighting system 2. Company develops a device for measuring the energy efficiency of any lighting system 3. Company develops a device for measuring illumination level 4. Company develops a software program to teach lighting fundamentals to TV 12 studio personnel
6
Seriousness
Threat Matrix Probability of Occurrence Threats Low High 1. Competitor develops a superior lighting system 2. Major prolonged High economic depression 1 2 3. Higher costs 4. Legislation to reduce number of TV studio licenses
3
Low
4 13
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The McKinsey 7-S Framework Structure
Strategy
Systems Shared values
Skills
Style Staff 14
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Proses Penghantaran Nilai (a) Traditional physical process sequence Make the product
Sell the product
Design product Procure Make
Price Sell Advertise/ promote Distribute Service
(b) Value creation & delivery sequence Choose the Value Provide the Value Communicate the Value
Strategic marketing
Tactical marketing
15
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The Marketing Plan Executive Summary & Table of Contents Current Marketing Situation Opportunity & Issue Analysis Objectives Marketing Strategy Action Programs Projected Profit-and-loss Controls
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Faktor yang Mempengaruhi Strategi Pemasaran MarketingPerusahaan intermediaries
Demographic/ economic environment
in Ma f o rk sy rm eti st at ng em io n
M pl ark sy ann etin st in g em g
Target Price customers
Promotion
o imrga Mar pl niz ke em at tin e n io n g ta a tio nd n
g n tin tio ke za ar ni em M ga yst or s
Political/ legal environment
Product
Place
Suppliers
Technical/ physical environment
Competitors
Publics
Social/ cultural environment 17
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Review ¾ Corporate
and division strategic planing ¾ Business unit planning ¾ The marketing process ¾ Product level planning ¾ The marketing plan
18 ©2000 Prentice Hall
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