III. PERENCANAAN STRATEGIS
DAN PROSES PEMASARAN
14 April 2010
4-1
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Kotler on
Marketing
It is more important
to do what is
strategically right
than what is
immediately
profitable.
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Chapter Objectives
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Tujuan Pembelajaran:
Menjelaskan batasan perencanaan strategi dan
empat langkah
Mendiskusikan rancangan bisnis, portofolio
dan pertumbuhan strategis
Mendiskusikan fungsi perencanaan strategis
dan menilai peranan pemasaran dalam
perencanaan strategis
Membuat daftar fungsi manajemen pemasaran
dan unsur-unsur perencanaan pemasaran
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Strategic Planning: Three Key Areas
and Four Organization Levels
 Strategic marketing plan
 Tactical marketing plan
 Marketing plan
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PERENCANAAN SRATEGIS
Perencanaan strategis merupakan proses
mengembangkan dan memperbaiki strategi
sehingga dapat disesuaikan antara “tujuan
organisasi” dengan “kemampuan” dan perubahan
kesempatan pemasaran. Langkah yang umum
dikenal dalam proses penyusunan ini meliputi:
pendefinisian misi perusahaan secara jelas,
menentukan sasaran, merencanakan portofolio
bisnis, dan mengkoordinasikan fungsi strategis.
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PERNYATAAN MISI
 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
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PERNYATAAN MISI
4-7
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Can you name a company that has
recently changed its product scope
or market segment scope in a very
public way? Was this an expansion
or contraction of scope?
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PERSYARATAN MISI
Tidak terlalu sempit atau terlalu luas. Ukuran tidak sempit dan
luas menunjukkan lingkup atau bidang yang terkait dengan
kegiatan perusahaan.
Realistik. Realistik menunjukkan kompetensi perusahaan untuk
mencapai misi yang telah dinyatakan, apakah sesuatu yang dapat
dicapai atau tidak.
Spesifik. Spesifik menunjukkan bahwa perusahaan berbeda
dengan perusahaan lainnya, kalaupun menghasilkan produk yang
penggunaannya sama.
Memotivasi. Bagaimanapun misi harus memotivasi seluruh
karyawan ataupun staf untuk bekerja lebih baik guna dapat
mencapai kinerja yang lebih baik.
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Can you give an example of a “Star”
that skipped “Cash Cow”, and went
straight to “Dog” status?
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ANALISIS PORTOFOLIO: BOSTON GROUP
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General Electric Model
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Table 4-2: Factors underlying Market Attractiveness and Competitive
Position in GE Multifactor Portfolio Model: Hydraulic-Pumps Market
Market
Attractiveness
Business
Strength
Overall market size
Annual market growth rate
Historical profit margin
Competitive intensity
Technological requirements
Inflationary vulnerability
Energy requirements
Environmental impact
Social-political-legal
Weight
0.20
0.20
0.15
0.15
0.15
0.05
0.05
0.05
Must be
acceptable
1.0
Market share
Share growth
Product quality
Brand reputation
Distribution network
0.10
0.15
0.10
0.10
0.05
Rating =
(1-5)
4
5
4
2
4
3
2
3
Value
0.80
1.
0.60
0.30
0.60
0.15
0.10
0.15
3.70
4
2
4
5
4
0.40
0.30
0.40
0.50
0.20
See text for complete table 4-13
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Corporate and Division
Strategic Planning
 Critique of Portfolio Models
 Planning New Businesses,
Downsizing Older Businesses
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Corporate and Division
Strategic Planning
 Intensive Growth
4-15
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Starbucks’ home page: Customers can request a
catalog of Starbucks products, subscribe to a
newsletter, and shop online
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Corporate and Division
Strategic Planning
 Integrative Growth
 Diversification Growth
 Downsizing Older Businesses
4-17
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Give an example of a market
segment where integrative growth
would be preferable to growth
through diversification. Explain
why one approach is better
than the other.
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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
4-19
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Give some examples of companies
that have grown to dominate their
market segment by using technology
to make buying opportunities more
convenient and efficient.
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Business Unit
Strategic Planning
 Marketing Opportunity Analysis (MOA)
 Can the benefits be articulated to a target
market?
 Can the target market be reached with costeffective 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?
4-21
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Figure 4-7: Opportunity and Threat Matrices
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Business Unit
Strategic Planning
 Internal Environmental Analysis
(Strength/Weakness Analysis)
 Goal Formation
 Strategic
Formulation
 Strategy
4-23
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Business Unit
Strategic Planning
 Porter’s Generic Strategies
 Overall cost leadership
 Differentiation
 Focus
4-24
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Travelocity’s Web site helps the consumer plan the
whole vacation – flights, lodging, and car rental.com
4-25
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Business Unit
Strategic Planning
 Operational Effectiveness and Strategy
 Strategic group
 Strategic alliances
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Business Unit
Strategic Planning
 Marketing Alliances
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Product or service alliances
Promotional alliances
Logistical alliances
Pricing collaborations
 Partner Relationship
Management, PRM
 Program Formulation and
Implementation
4-27
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Business Unit
Strategic Planning
 Feedback and Control
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The Marketing Process
 Steps in the Planning Process
 The marketing process
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Analyzing Market Opportunities
Developing Marketing Strategies
Planning Marketing Programs
Managing the Marketing Effort
 Annual-plan control
 Profitability control
 Strategic control
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Figure 4-10:
Factors
Influencing
Company
Marketing
Strategy
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Product Planning: The Nature and
Contents of a Marketing Plan
 Contents of the Marketing Plan
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Executive Summary
Current Marketing Situation
Opportunity and issue analysis
Objectives
Marketing strategy
Action programs
Financial projections
Implementation controls
4-31
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Product Planning: The Nature and
Contents of a Marketing Plan
 Sample Marketing Plan: Sonic Personal
Digital Assistant
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Current Marketing Situation
Opportunity and Issue Analysis
Objectives
Action Programs
Financial Projections
4-32
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Product Planning: The Nature and
Contents of a Marketing Plan
 Implementation Controls
 Marketing Strategy
 Positioning
 Product Management
 Pricing
 Distribution
 Marketing Communications
 Marketing Research
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