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ANALISIS PRA-PRODUKSI KU1201 Pengantar Rekayasa dan Desain II Cluster 2 2014 Dr. Manik Mahachandra
Literatur:
•Morse, L.C. & Babcock, D.L. (2010), Managing Engineering and Technology, 5th ed., Prentice Hall International Series in Industrial and Systems Engineering, Pearson International Edition, Upper Saddle River, NJ.
•Poister, T.H. (2008), Measuring Performance in Public and Nonprofit Organizations, John Wiley & Sons, CA.
PERENCANAAN
• Definisi:
Memutuskan di awal kegiatan mengenai apa yang akan dilakukan, bagaimana cara melakukannya, kapan melakukannya, dan siapa yang melakukannya.
(Morse & Babcock, 2010)
STRATEGIC PLANNING, IMPLEMENTATION, AND CONTROL PROCESSES
Yang dilakukan di PRD II
PERENCANAAN STRATEGIS
Visi/Misi
Analisis SWOT Analisis Gap
Peramalan
Isu strategis
Perencanaan strategis berkelanjutan, Tujuan, Strategi
(Morse & Babcock, 2010)
Yang dilakukan di PRD II
VISI DAN MISI
• Visi: Menggambarkan posisi organisasi yang diinginkan di masa depan. ▫ Contoh: To be the world’s preferred chemical
company (Eastman Chemical Company)
• Misi: Menggambarkan apa yang akan dilakukan
organisasi dan apa yang terlihat oleh publik. ▫ Contoh: Dedication to the highest quality of customer
service delivered with a sense of warmth, friendliness, individual pride, and company spirit
(Southwest Airlines)
ANALISIS SWOT
• Analisis kondisi organisasi saat ini, serta semua faktor yang menjadi kunci sukses organisasi di masa depan.
• Contoh kekuatan (Strengths) dan kelemahan (Weaknesses): manajemen, pemasaran, teknologi, riset, keuangan, sistem
• Contoh peluang (Opportunities) dan ancaman (Threats): pelanggan, kompetisi, teknologi baru, kebijakan pemerintah
T Threat
Ex
tern
al
Inte
rna
l S Strength W Weakness
O Opportunity
ANALISIS SWOT
• Kekuatan (Strengths) dan peluang (Opportunities) mendukung bagi pencapaian tujuan organisasi.
• Kelemahan (Weaknesses) dan ancaman (Threats) menghambat bagi pencapaian tujuan organasasi.
MATRIKS SWOT
Strengths Weaknesses
Opportunities
SO strategi: Meningkatkan
kekuatan untuk memaksimalkan
peluang
WO strategi: Melawan
kelemahan melalui
pemanfaatan peluang
Threats
ST strategi: Meningkatkan
kekuatan untuk meminimasi
ancaman
WT strategi: Melawan
kelemahan dan ancaman
GOAL, OBJECTIVES, STRATEGI, TAKTIK
• Goal: Memberikan tujuan dan arah untuk mencapai misi organisasi (what, why, for whom) ▫ Contoh: Educate customers on healthy eating (Retail
Dietitians Business Alliance, RDBA)
• Objectives: Penjabaran goal (how) ▫ Memenuhi kriteria SMART (Specific, Measurable,
Achievable, Realistic, Time-bound)
▫ Contoh: Increase customer attendance at health fairs by X% within Y months (RDBA)
GOAL, OBJECTIVES, STRATEGI, TAKTIK
• Strategi: Cara mencapai objectives ▫ Contoh: Inform customers of health fair through
loyalty program (RDBA)
• Taktik: Aksi untuk memenuhi strategi ▫ Contoh: Send all customers in loyalty card database a
postcard with details about the health fair (RDBA)
Literatur:
Kotler, P. & Keller, K.L. (2012), Marketing Management, 14th ed., Pearson Education Limited, England.
MARKETING STRATEGY
T P S Segmentation Targeting Positioning
Yang dilakukan di PRD II
TARGET MARKETING REQUIREMENTS
1. Market Segmentation: Identify and profile distinct groups of buyers who differ in their needs and wants.
2. Market Targeting: Select one or more
market segments to enter.
3. Market Positioning: For each target segment, establish and communicate the distinctive benefit(s) of the company’s market offering.
BASES FOR SEGMENTING CONSUMERS
Geographic
Demographic
Psychographic Behavioral
GEOGRAPHIC SEGMENTATION
Geoclustering
DEMOGRAPHIC SEGMENTATION
Age and Life-cycle Stage Life Stage Gender Income/Expense Generation Race and Culture
AGE AND LIFE-CYCLE STAGE
LIFE STAGE
GENDER Women:
Influence 80% of consumer purchases Make 75% of new home decisions Purchase 60% of cars
INCOME/EXPENSE
GENERATION
Gen X (1964-1978) Baby Boomers (1946-1964) Silent Generation (1925-1945)
Millennials (Gen Y) – (1979-1994) -78 Million people -$187 annual spending power
RACE AND CULTURE
PSYCHOGRAPHIC SEGMENTATION
• Personality traits
• Lifestyle • Values
BEHAVIORAL SEGMENTATION
User and Usage
Needs and Benefits
Decision Roles
Initiator
Influencer
Decider Buyer
User
Usage occasions
User status
Usage rate
Buyer-readiness
Loyalty status
CONSUMER ATTITUDES
Enthusiastic Positive Indifferent Negative Hostile
MARKET TARGETING
Effective segmentation criteria: • Measurable. The size, purchasing power, and characteristics
of the segments can be measured. • Substantial. The segments are large and profitable enough
to serve. • Accessible. The segments can be effectively reached and
served. • Differentiable. The segments are conceptually
distinguishable and respond differently to different marketing-mix elements and programs.
• Actionable. Effective programs can be formulated for attracting and serving the segments.
MARKET TARGETING
Porter’s Five Force 1. Threat of intense segment rivalry—A segment is
unattractive if it already contains numerous, strong, or aggressive competitors.
2. Threat of new entrants—The most attractive segment is one in which entry barriers are high and exit barriers are low.
3. Threat of substitute products—A segment is unattractive when there are actual or potential substitutes for the product.
4. Threat of buyers’ growing bargaining power—A segment is unattractive if buyers possess strong or growing bargaining power.
5. Threat of suppliers’ growing bargaining power—A segment is unattractive if the company’s suppliers are able to raise prices or reduce quantity supplied.
Rivals
New Entrants
Substitute Products
Buyer Power
Supplier Power
EVALUATING AND SELECTING SEGMENTS
Individual marketing
Full market coverage
Multiple segment specialization
Single-segment concentration
TERIMA KASIH [email protected]