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

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One
success!

Development Stage

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Strategy and Issues During a

Products 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 PORTERS

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 PORTERS : 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 & WIERSEMAS

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 Porters

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
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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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Bargain tough
design

Tight cost controls

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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ORGANIZATIONAL EFFICIENCY

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 dont 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
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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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Wide
variety

LOGISTICS

Fast
delivery
Efficient
order
processing

MARKETING
& SALES

Building
brand
reputation

SERVICE

Customer
technical
support
Consumer
credit
Availability of
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spares

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