Toyota Prius Marketing Audit & Plan Study in Indonesia, 2019
The Toyota Prius is today's leading mid-size hybrid sedan in the world mass market. The Prius off... more The Toyota Prius is today's leading mid-size hybrid sedan in the world mass market. The Prius offers a stylish exterior; Hybrid Synergy Drive and an EPA label fuel economy of 52 miles per gallon (mpg) in the city and 45 mpg on the highway. The Toyota name is an important feature for the Prius. Toyota is the world's largest manufacturer of automobiles in both unit sales and net sales, and is the front-runner for new technology, including hybrid and fuel cell cars. In Indonesia, Prius was launched by the month of July 2009 and by the year of 2009 and it is only 43-unit population, way far from Japan and US sales of 208.900 and 139.682 unit respectively in the same year. The main problem of this lack of sales during our market audit was the product price. Prius as a product by nature has already attracted the Innovators and Thinkers even though there were no significant marketing efforts from Toyota Indonesia. The lack of marketing effort on Innovators and Thinkers are actually can be developed to attract more customers on these segments. The demographic and psychographic of the target market of Prius lead to the strategy of positioning the product. While repositioning is usually as a result of a mature brand that is not attractive, repositioning on Prius brand is more into redefine the competitive edge of Prius in Indonesia so the market can perceive the product as the one that fulfill the market needs. Toyota Indonesia needs to keep up the distribution channel and promotion based on price point set up. Of course, price point has high correlation on Toyota Indonesia investment on making Prius available to the market. If Prius assembled locally in Indonesia, then the price point of Prius is possibly lower. However, local assembly would result to high investment. Consequently, relying on correct distribution and promotion will possibly increase Prius sales by 20% in the near future. Finally having marketing audit and then analyze them into series of marketing plan, from S-T-P, Marketing Mix then goes to IMC as a final stage of our marketing plan proposal, herewith some IMC spot strategies: 1. Aligning with the communication objective, which is to create the needs in hybrid car and how to use and do its maintenance, the message strategy should communicate the benefit first, followed by a glance of the use of hybrid car. Since it's a kind of new car category, Toyota Indonesia needs to put more descriptive explanation in communicating the message 2. Prius marketing should be more aggressive in their communication and use mass channel such as TV commercial and business magazines in addition to their current events channel since we targeted wider group of potential consumers than the current one.
Lotte Group Market Penetration Study in Thailand, 2019
Lotte Co., Ltd. is one of the largest food and shopping groups in Japan and South Korea, and a So... more Lotte Co., Ltd. is one of the largest food and shopping groups in Japan and South Korea, and a South Korean Jaebeol (conglomerate). Lotte Group consists of over 60 business units employing 60,000 people engaged in such diverse industries as candy manufacturing, beverages, hotels, fast food, retail, financial services, heavy chemicals, electronics, IT, construction, publishing, and entertainment. Lotte Group has a vision to become one of the top ten companies in Asia in 2018. Currently, they are expanding rapidly to many emerging markets with potentially strong buying power to realize the vision. To achieve the mission, values and vision of Lotte Group, the management must adopt a sound strategic business management plan and implement specific strategies for success. Having SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), PEST analysis (Political, Economic, Social Technological and Legal), Porter’s Five Forces Analysis, and Entry-Mode Analysis, one of our recommendation is market penetration of retail business by acquire one of the existing big retail market, Siam Makro in Thailand. Why Thailand? The many benefits Thailand offers foreign investors make it one of the region's most attractive investment destinations. Comparative analysis of costs of doing business in Asia underscores Thailand as a cost-competitive location for investors, offering a quality lifestyle for expatriates. Adding a healthy macroeconomic environment, a positive regulatory business environment and a welcoming culture clearly sets Thailand apart from its competitors. Considering the PEST, ENTRY MODE, SWOT of Siam Makro Thailand and combined with experience of Makro acquisition in China and Indonesia, it is suggested to (most important): 1. Continue the presence of “Cash & Carry” concept while carefully look for other opportunity to develop Makro to other form of business through subsidiaries or new line of business 2. Learn the cultural process so there would be no problem in running the Company in the future, need to build strong work culture and ethics to maintain employee performance, especially related to strong family tradition. 3. Develop the new line of business only if Lotte has acknowledge the technology used on Makro to run the business 4. Keep decentralization of leadership combined budget control with strong audit function to review the business process 5. The threats of other competitor while it is not significant, it is need to be consider as a handicap of future expansion in any kind of business model
Bayer Tabela (Tanam Benih Langsung) is a method of rice cultivation by direct seed planting with ... more Bayer Tabela (Tanam Benih Langsung) is a method of rice cultivation by direct seed planting with a simple and efficient modified tool called " Baytani " seeder. The technology was designed to help farmers to improve their efficiency by reducing labor costs for planting, reducing water requirements, and shortening the time required for planting. Upon completion of the two years field implementation (2009 and 2010), Bayer CropScience conducted a project financial target vs. actual comparison to evaluate the project current profitability and projected the financial indicators throughout the project evaluation period (2010-2020). The evaluation showed under performance in both hectares acceptance by farmer and twin pack adaptations packs. Thid study aims to re-evaluate the project implementation and marketing strategies in order to close the gap and accomplished the project initial targets. Using the unified theory of acceptance and use of technology, micro-model of consumer responses and the use of ethnography allow this investigation group to identified the low level of effort expectancy, social influence and poor facilitating conditions as major causal factors for the technology low adoption rate. It also allows the development of recommendation to improve the technology acceptance performance. Some of the recommendation included: improvement in the campaign/promotion, redesigned the micro communication strategy, redefine the innovation adoption models, etc.
In 2009, in collaboration with PT Komatsu Indonesia, PT United Tractors initiate zero inventory m... more In 2009, in collaboration with PT Komatsu Indonesia, PT United Tractors initiate zero inventory management. This collaborative action was took due to put more attention to working capital management since after 2008 economic disturbance, UT had an excessive inventories that have not been sent or cancelation products. The result was amazing. The average Komatsu 7PL sales amount in 2010 increase 84% from IDR 240.782 million in 2009 to IDR 442.877 million in 2010.
The next challenge is that possible zero inventory applied to others non-Komatsu products? The problem is that the non-Komatsu principle is not big as Komatsu established in Indonesia. The manufacture is not available in Indonesia, therefore UT is still importing unit directly from the country that principal come from.
In order to prevent the problem and threat stated above, UT should take following initiative action: create more business unit beside Construction Machinery, create star customer support system that allows the biggest ten of UT customers will have the best support system, create the opportunities to communicate with the principal that they will get a good benefit if they build distribution centre of their products and finally In term of zero inventory system that had already run with Komatsu, it would be better if there are standard improvement procedure on each problem that may arise in the field
Toyota Prius Marketing Audit & Plan Study in Indonesia, 2019
The Toyota Prius is today's leading mid-size hybrid sedan in the world mass market. The Prius off... more The Toyota Prius is today's leading mid-size hybrid sedan in the world mass market. The Prius offers a stylish exterior; Hybrid Synergy Drive and an EPA label fuel economy of 52 miles per gallon (mpg) in the city and 45 mpg on the highway. The Toyota name is an important feature for the Prius. Toyota is the world's largest manufacturer of automobiles in both unit sales and net sales, and is the front-runner for new technology, including hybrid and fuel cell cars. In Indonesia, Prius was launched by the month of July 2009 and by the year of 2009 and it is only 43-unit population, way far from Japan and US sales of 208.900 and 139.682 unit respectively in the same year. The main problem of this lack of sales during our market audit was the product price. Prius as a product by nature has already attracted the Innovators and Thinkers even though there were no significant marketing efforts from Toyota Indonesia. The lack of marketing effort on Innovators and Thinkers are actually can be developed to attract more customers on these segments. The demographic and psychographic of the target market of Prius lead to the strategy of positioning the product. While repositioning is usually as a result of a mature brand that is not attractive, repositioning on Prius brand is more into redefine the competitive edge of Prius in Indonesia so the market can perceive the product as the one that fulfill the market needs. Toyota Indonesia needs to keep up the distribution channel and promotion based on price point set up. Of course, price point has high correlation on Toyota Indonesia investment on making Prius available to the market. If Prius assembled locally in Indonesia, then the price point of Prius is possibly lower. However, local assembly would result to high investment. Consequently, relying on correct distribution and promotion will possibly increase Prius sales by 20% in the near future. Finally having marketing audit and then analyze them into series of marketing plan, from S-T-P, Marketing Mix then goes to IMC as a final stage of our marketing plan proposal, herewith some IMC spot strategies: 1. Aligning with the communication objective, which is to create the needs in hybrid car and how to use and do its maintenance, the message strategy should communicate the benefit first, followed by a glance of the use of hybrid car. Since it's a kind of new car category, Toyota Indonesia needs to put more descriptive explanation in communicating the message 2. Prius marketing should be more aggressive in their communication and use mass channel such as TV commercial and business magazines in addition to their current events channel since we targeted wider group of potential consumers than the current one.
Lotte Group Market Penetration Study in Thailand, 2019
Lotte Co., Ltd. is one of the largest food and shopping groups in Japan and South Korea, and a So... more Lotte Co., Ltd. is one of the largest food and shopping groups in Japan and South Korea, and a South Korean Jaebeol (conglomerate). Lotte Group consists of over 60 business units employing 60,000 people engaged in such diverse industries as candy manufacturing, beverages, hotels, fast food, retail, financial services, heavy chemicals, electronics, IT, construction, publishing, and entertainment. Lotte Group has a vision to become one of the top ten companies in Asia in 2018. Currently, they are expanding rapidly to many emerging markets with potentially strong buying power to realize the vision. To achieve the mission, values and vision of Lotte Group, the management must adopt a sound strategic business management plan and implement specific strategies for success. Having SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), PEST analysis (Political, Economic, Social Technological and Legal), Porter’s Five Forces Analysis, and Entry-Mode Analysis, one of our recommendation is market penetration of retail business by acquire one of the existing big retail market, Siam Makro in Thailand. Why Thailand? The many benefits Thailand offers foreign investors make it one of the region's most attractive investment destinations. Comparative analysis of costs of doing business in Asia underscores Thailand as a cost-competitive location for investors, offering a quality lifestyle for expatriates. Adding a healthy macroeconomic environment, a positive regulatory business environment and a welcoming culture clearly sets Thailand apart from its competitors. Considering the PEST, ENTRY MODE, SWOT of Siam Makro Thailand and combined with experience of Makro acquisition in China and Indonesia, it is suggested to (most important): 1. Continue the presence of “Cash & Carry” concept while carefully look for other opportunity to develop Makro to other form of business through subsidiaries or new line of business 2. Learn the cultural process so there would be no problem in running the Company in the future, need to build strong work culture and ethics to maintain employee performance, especially related to strong family tradition. 3. Develop the new line of business only if Lotte has acknowledge the technology used on Makro to run the business 4. Keep decentralization of leadership combined budget control with strong audit function to review the business process 5. The threats of other competitor while it is not significant, it is need to be consider as a handicap of future expansion in any kind of business model
Bayer Tabela (Tanam Benih Langsung) is a method of rice cultivation by direct seed planting with ... more Bayer Tabela (Tanam Benih Langsung) is a method of rice cultivation by direct seed planting with a simple and efficient modified tool called " Baytani " seeder. The technology was designed to help farmers to improve their efficiency by reducing labor costs for planting, reducing water requirements, and shortening the time required for planting. Upon completion of the two years field implementation (2009 and 2010), Bayer CropScience conducted a project financial target vs. actual comparison to evaluate the project current profitability and projected the financial indicators throughout the project evaluation period (2010-2020). The evaluation showed under performance in both hectares acceptance by farmer and twin pack adaptations packs. Thid study aims to re-evaluate the project implementation and marketing strategies in order to close the gap and accomplished the project initial targets. Using the unified theory of acceptance and use of technology, micro-model of consumer responses and the use of ethnography allow this investigation group to identified the low level of effort expectancy, social influence and poor facilitating conditions as major causal factors for the technology low adoption rate. It also allows the development of recommendation to improve the technology acceptance performance. Some of the recommendation included: improvement in the campaign/promotion, redesigned the micro communication strategy, redefine the innovation adoption models, etc.
In 2009, in collaboration with PT Komatsu Indonesia, PT United Tractors initiate zero inventory m... more In 2009, in collaboration with PT Komatsu Indonesia, PT United Tractors initiate zero inventory management. This collaborative action was took due to put more attention to working capital management since after 2008 economic disturbance, UT had an excessive inventories that have not been sent or cancelation products. The result was amazing. The average Komatsu 7PL sales amount in 2010 increase 84% from IDR 240.782 million in 2009 to IDR 442.877 million in 2010.
The next challenge is that possible zero inventory applied to others non-Komatsu products? The problem is that the non-Komatsu principle is not big as Komatsu established in Indonesia. The manufacture is not available in Indonesia, therefore UT is still importing unit directly from the country that principal come from.
In order to prevent the problem and threat stated above, UT should take following initiative action: create more business unit beside Construction Machinery, create star customer support system that allows the biggest ten of UT customers will have the best support system, create the opportunities to communicate with the principal that they will get a good benefit if they build distribution centre of their products and finally In term of zero inventory system that had already run with Komatsu, it would be better if there are standard improvement procedure on each problem that may arise in the field
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Papers by Mohamad Farid Zaini
1. Continue the presence of “Cash & Carry” concept while carefully look for other opportunity to develop Makro to other form of business through subsidiaries or new line of business
2. Learn the cultural process so there would be no problem in running the Company in the future, need to build strong work culture and ethics to maintain employee performance, especially related to strong family tradition.
3. Develop the new line of business only if Lotte has acknowledge the technology used on Makro to run the business
4. Keep decentralization of leadership combined budget control with strong audit function to review the business process
5. The threats of other competitor while it is not significant, it is need to be consider as a handicap of future expansion in any kind of business model
The next challenge is that possible zero inventory applied to others non-Komatsu products? The problem is that the non-Komatsu principle is not big as Komatsu established in Indonesia. The manufacture is not available in Indonesia, therefore UT is still importing unit directly from the country that principal come from.
In order to prevent the problem and threat stated above, UT should take following initiative action: create more business unit beside Construction Machinery, create star customer support system that allows the biggest ten of UT customers will have the best support system, create the opportunities to communicate with the principal that they will get a good benefit if they build distribution centre of their products and finally In term of zero inventory system that had already run with Komatsu, it would be better if there are standard improvement procedure on each problem that may arise in the field
1. Continue the presence of “Cash & Carry” concept while carefully look for other opportunity to develop Makro to other form of business through subsidiaries or new line of business
2. Learn the cultural process so there would be no problem in running the Company in the future, need to build strong work culture and ethics to maintain employee performance, especially related to strong family tradition.
3. Develop the new line of business only if Lotte has acknowledge the technology used on Makro to run the business
4. Keep decentralization of leadership combined budget control with strong audit function to review the business process
5. The threats of other competitor while it is not significant, it is need to be consider as a handicap of future expansion in any kind of business model
The next challenge is that possible zero inventory applied to others non-Komatsu products? The problem is that the non-Komatsu principle is not big as Komatsu established in Indonesia. The manufacture is not available in Indonesia, therefore UT is still importing unit directly from the country that principal come from.
In order to prevent the problem and threat stated above, UT should take following initiative action: create more business unit beside Construction Machinery, create star customer support system that allows the biggest ten of UT customers will have the best support system, create the opportunities to communicate with the principal that they will get a good benefit if they build distribution centre of their products and finally In term of zero inventory system that had already run with Komatsu, it would be better if there are standard improvement procedure on each problem that may arise in the field