1. PEMASARAN STRATEGIK/TS/GENAP 1213
Minggu 6
Pemasaran Stratejik
1. Imperatives for Market-Driven Strategy
2. Markets and Competitive Space
3. Strategic Market Segmentation
4. Strategic Customer Relationship Management
5. Capabilities for Learning about Customers and Markets
6. Market Targeting and Strategic Positioning
7. Strategic Relationships
8. Innovation and New Product Strategy
9. Strategic Brand Management
10. Value Chain Strategy
11. Pricing Strategy
12. Promotion, Advertising and Sales Promotion Strategies
13. Sales Force, Internet, and Direct Marketing Strategies
14. Designing Market-Driven Organizations
15. Marketing Strategy Implementation And Control
PEMASARAN STRATEGIK/TS/GENAP 1213

2. MINGGU 5 Market Targeting and Strategic Positioning
Market Targeting Strategy
Targeting in Different Market Environments
Positioning Strategy
Developing the Positioning Strategy
Determining Positioning Effectiveness
PEMASARAN STRATEGIK/TS/GENAP 1213

3. MARKET TARGETING STRATEGY
The Marketing Targeting Decision Identifies the People or Organizations in a Product-Market Toward Which a Firm Directs Its Positioning Strategy Guided by an understanding of:
• The product-market
• Its buyers
• Firm’s capabilities resources
• Competition
PEMASARAN STRATEGIK/TS/GENAP 1213

4. Market Targeting and Strategic Positioning
Core dimensions of market-driven strategy: deciding which buyer’s to target and how to position the firm’s products
Effective targeting and positioning strategies are essential in gaining and sustaining superior performance
PEMASARAN STRATEGIK/TS/GENAP 1213

5. PEMASARAN STRATEGIK/TS/GENAP 1213
SEGMENTS
VALUE
OPPORTUNITES
CAPABILITIES/
SEGMENT
MATCH
TARGET(S)
POSTIONING
FOR EACH TARGET
PEMASARAN STRATEGIK/TS/GENAP 1213

6. Identify segments within the product-market
TARGETING
AND
POSTIONING
Decide and implement a positioning strategy for each targeted segment
Decide which
segment(s) to
target
PEMASARAN STRATEGIK/TS/GENAP 1213

7. Market Targeting Alternatives
Segments Clearly Defined
Target
Selected
Niche(s)
Target
Multiple
Segments
Selective
Targeting
Extensive
Targeting
Product
Specialization
Product
Variety
Differentiated But Segments
Not Clearly Defined
PEMASARAN STRATEGIK/TS/GENAP 1213

8. Factors Influencing Targeting Decisions
Stage of product – market maturity
Extent of diversity in preferences
Industry structure
Capabilities and resources
Opportunities to gain competitive advantage
PEMASARAN STRATEGIK/TS/GENAP 1213

9. TARGETING IN DIFFERENT MARKET ENVIRONMENTS
Emerging
Growing
Mature
Declining
Global
PEMASARAN STRATEGIK/TS/GENAP 1213

10. PEMASARAN STRATEGIK/TS/GENAP 1213
Emerging Market
Buyer Diversity
Segmentation limited due to similarity of buyers’ preferences
Industry Structure
Typically small new organizations
Limited access to resources
Capabilities and Resources
Unique benefit (differentiation) strategy rather than low-cost
First-mover advantage
Targeting Strategy
Single target or a few broad segments
PEMASARAN STRATEGIK/TS/GENAP 1213

11. PEMASARAN STRATEGIK/TS/GENAP 1213
Growth Market
Buyer Diversity
Segments should exist
Industry Structure
Numerous competitors
Capabilities and Resources
Survival requires aggressive actions by firms that seek large market positions
Otherwise select one or a few market segments
Targeting Strategy
Three possible strategies
Extensive market coverage by firms with established businesses in related markets
Selective targeting by firms with diversified product portfolios
Very focused targeting strategies by small organizations serving one or a few market segments.
PEMASARAN STRATEGIK/TS/GENAP 1213

12. PEMASARAN STRATEGIK/TS/GENAP 1213
Mature Markets
Buyer Diversity
Segmentation essential for competitive advantage
Industry Structure
Intense competition for market share
Emphasis on cost and service, and pressures on profits
Capabilities and Resources
Management’s objectives: cost reduction, selective targeting, product differentiation
Targeting Strategy
Deciding which segment to serve
Firms pursuing extensive targeting strategies may decide to exit from certain segments
PEMASARAN STRATEGIK/TS/GENAP 1213

13. PEMASARAN STRATEGIK/TS/GENAP 1213
Global Markets
Global Reach and Standardization
Identify market segments that span global markets and serve these needs with global positioning strategies
Local Adaptation
Consider requirements of domestic buyers
Buyers’ needs and preferences affected by social, political, cultural, economic, and language differences
Industry Structure
Restructuring, acquisitions, mergers, and strategic alliances altering industries and
competition
Targeting Strategy
Targeting a single country, regional (multinational) targeting, or global targeting
PEMASARAN STRATEGIK/TS/GENAP 1213

14. PEMASARAN STRATEGIK/TS/GENAP 1213
Successful British Retailer Tesco Enters the U.S. Market
GLOBAL FEATURE
Tesco announced plans to open a chain of convenience stores on the U.S. West Coast in 2007, spending an estimated $453 M. The very successful retailer has four types of stores, including the convenience chain, Tesco Express.
This initiative is being launched even though the U.S. retail grocery market is experiencing intense competition, and some chains are cutting back or selling out.
Tesco’s decision to enter the U.S. convenience market is bold and risky. Some authorities consider the action questionable. However, Tesco has a very impressive success record in Britain. With its Tesco Express, Tesco Metro, Superstore, and Extra hypermarkets, the giant retailer has dulled Wal-Mart’s drive to dominate the retail scene.
Tesco has no brand awareness in the U.S. so building brand identity will be challenging. Yet the retailer has global buying power, powerful information technology, and strong supply chain capabilities. The stores will offer groceries, produce, and private-label ready-to-eat meals. Some observers think Tesco is planning to compete with Wal-Mart in its home market.
PEMASARAN STRATEGIK/TS/GENAP 1213

15. PEMASARAN STRATEGIK/TS/GENAP 1213
POSITIONING STRATEGY
Deciding the desired perception/ association of an organization/ brand by market target buyers…and designing the marketing program to meet (and exceed) buyers’ value requirements.
PEMASARAN STRATEGIK/TS/GENAP 1213

16. STRATEGIC POSITIONING INITIATIVES POSITIONING EFFECTIVENESS
POSITIONING CONCEPT
The desired positioning of the product (brand) by targeted buyers
MARKET TARGET
POSITIONING EFFECTIVENESS
POSITIONING STRATEGY
How well management’s positioning objectives are achieved for the market target
The combination of marketing actions used to communicate the positioning concept to targeted buyers
PEMASARAN STRATEGIK/TS/GENAP 1213

17. PEMASARAN STRATEGIK/TS/GENAP 1213
How Positioning Works
Objective
Match the organization’s distinctive capabilities with the customer value requirements for the market target (How do we want to be perceived by targeted buyers?)
Desired result
Gain a relevant, distinct, and enduring position by the targeted buyers that they consider important.
Actions by the organization
Design and implement the positioning strategy (marketing program) for the market target.
PEMASARAN STRATEGIK/TS/GENAP 1213

18. PEMASARAN STRATEGIK/TS/GENAP 1213
Spotting Shifts in Demand in designing Hennes & Mauritz (H&M) Apparel
INNOVATION FEATURE
It’s 1:30 p.m. on a Monday in the bustling H&M store on Manhattan’s fifth Avenue, and Alma Saldana, a 28-year-old makeup artist from Houston, is stuffing three tiny vests into her black Y&M shopping bag. That’s on top of blouses, jackets, and pants. Saldana is in a buying frenzy. This is her first visit to H&M, the Stockholm-based fashion retailer, and it’s everything she had hoped for. “Somebody told me you find great fashion at a very cheap price, and it’s true!” she exclaims.
Such enthusiasm has made H&M one of the hottest fashion companies around. Central to its success is its ability to spot shifts in demand and respond with lightning speed. While traditional clothing retailers design their wares at least six months ahead of time, H&M can rush items into stores in as little as three weeks. Most of the work is done ahead, too. But when it sees consumers scooping up something like vests, it speeds a slew of new variations into stores within the same season, to the delight of shoppers like Saldana. “Speed is important. You need to have system where you can react in a short lead time with the right products,” says Chief Executive Rolf Eriksen.
PEMASARAN STRATEGIK/TS/GENAP 1213

19. PEMASARAN STRATEGIK/TS/GENAP 1213
Spotting Shifts in Demand in designing Hennes & Mauritz (H&M) Apparel
INNOVATION FEATURE
How does it work? H&M designers had included a couple of cropped vests in their autumn/winter collections. In august, shortly after the vests went on sales, they started “flying out of the stores,” say Margareta van den Bosch, H&M’s head of design. H&M’s designers in Stockholm (it has more than 100) spotted the trend in the company’s worldwide sales reports, published internally every Monday. About half of them immediately started sketching new styles. As quickly as designs came off their desks, pattern makers snipped and pinned, pressing employees into service as live models. At the same time, buyers ordered fabrics. The designs were zoomed electronically to workers at H&M’s production offices in Europe and Asia, which then selected manufacturers that could handle the jobs quickly. In less than two months most H&M stores had 5 to 10 new vest styles in stock.
One of the secrets to H&M’s speed is decisiveness. The people in charge of each collection can dream up and produce new fashions on their own authority. Only huge orders require approval from higher ups. “We have a flat organization. We have a shorter way to a decision,” says Sanna Lindberg, president of H&M Hennes & Mauritz USA. That makes H&M fashionable in more ways than one.
PEMASARAN STRATEGIK/TS/GENAP 1213

20. PEMASARAN STRATEGIK/TS/GENAP 1213
The Perception or Association that Management Wants Buyers to Have Concerning the Brand
Symbolic
Functional
SELECTING THE
POSITIONING
CONCEPT
Experiential
PEMASARAN STRATEGIK/TS/GENAP 1213

21. DEVELOPING THE POSITIONING STRATEGY
The Positioning Strategy Places the
Marketing Program (mix)
Components into a Coordinated
Set of Actions Designed to
Deliver Superior Customer
Value
PRODUCT
VALUE CHAIN
PROMOTION
PRICE
PEMASARAN STRATEGIK/TS/GENAP 1213

22. PEMASARAN STRATEGIK/TS/GENAP 1213
Positioning Issues
The positioning concept applies to a specific brand rather than all the competing brands that compose a product classification
The concept is used to guide positioning decisions over the life of the brand
Multiple concepts are likely to confuse buyers and may weaken the effectiveness of positioning actions
PEMASARAN STRATEGIK/TS/GENAP 1213

23. PEMASARAN STRATEGIK/TS/GENAP 1213
The positioning strategy indicates how (and why) the product mix, line, or brand is to be positioned for each market target. This strategy includes:
The product strategy, indicating how the product(s) will be positioned against the
competition in the product-market.
The value chain (distribution) strategy to be used.
The pricing strategy, including the role and positioning of price relative to competition.
The advertising and sales promotion strategy and the objectives these promotion
components are expected to achieve.
The sales force strategy, direct marketing strategy, and the Internet strategy, indicating how they are used in the positioning strategy.
PEMASARAN STRATEGIK/TS/GENAP 1213

24. DETERMINING POSITIONING EFFECTIVENESS
The marketing offer (product, distribution, price, and promotion) is both distinct and valued in the minds of the customers in the market target.
PEMASARAN STRATEGIK/TS/GENAP 1213

25. Customer and Competitor Research
Methods for Determining Positioning Effectiveness
Analytical Positioning Models
Test Marketing
PEMASARAN STRATEGIK/TS/GENAP 1213

26. PEMASARAN STRATEGIK/TS/GENAP 1213
Positioning Errors
Under-positioning – customers have only vague ideas about the company and do not perceive anything distinctive about it
Over-positioning – Customers have too narrow an understanding of the company, product, or brand
Confused positioning – Frequent changes and contradictory messages confuse customers
Doubtful positioning – claims made for the product or brand are not regarded as credible
PEMASARAN STRATEGIK/TS/GENAP 1213

27. Targeting and Positioning
Product Strategy
Positioning Strategy
Promotion Strategy
Distribution Strategy
Market Target
Price Strategy
PEMASARAN STRATEGIK/TS/GENAP 1213