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 mahachandra@mail.ti.itb.ac.id