BAHAN KULIAH 1

PENGANTAR PRESENTED BY:

MANAJEMEN PEMASARAN (PMP) DR. HINDRA MULYA, MM
Understanding the Marketplace
and Customer Needs
Customer Needs, Wants, and Demands

Needs States of felt deprivation

• Physical—food, clothing, warmth, safety
• Social—belonging and affection
• Individual—knowledge and self-expression

Wants
• Form that needs take as they are shaped by culture
and individual personality
Understanding the Marketplace
and Customer Needs
Customer Needs, Wants, and Demands

Demands
• Human wants backed by buying power 。
Market Offerings-Products, Wants, and
Demands

• Market offerings are some combination of products,

services, information, or experiences offered to a
market to satisfy a need or a want.

• Marketing myopia is focusing only on existing wants

and losing sight of underlying consumer needs.
Customer Value and Satisfaction
Expectations

• Customers
– From expectations about the value and satisfaction that
various market offerings
– Will deliver and buy accordingly.

• Marketers
– Set the right level of expectations
– Not too high or low
Exchanges and Relationships

• Exchange
– the act of obtaining a desired object from
someone by offering something in return
• Relationship
– Marketing actions try to create, maintain, grow
exchange relationships.
Designing a Customer-Driven Marketing
Strategy

• We define marketing management is the art

and science of choosing target markets and
building profitable relationships with them.
What customers will we serve
• (what’s
Two important questions:
our target market)? Ch2

How can we serve these

customers best (what’s our Ch7
value proposition)?
Selecting Customers to Serve

• Market segmentation refers to dividing the

markets into segments of customers.
• Target marketing refers to which segments to
go after.
Choosing a Value Proposition

• A brand’s value proposition is the set of

benefits or values it promises to deliver to
consumers to satisfy their needs.
 Priciples of Marketing
by Philip Kotler and Gary Armstrong

Chapter 2
Company and Marketing Strategy
Partnering to Build Customer Relationships

PEARSON
 Designing the Business Portfolio
• The business portfolio is the collection of
businesses and products that make up the
company.
• Business portfolio planning involves two steps:

the company must

shape the future
analyze its current
portfolio by developing
business portfolio and
strategies for growth
determine the
and downsizing
investment
Analyzing the Current Business Portfolio

• Portfolio analysis is a major activity in

strategic planning whereby management
evaluates the products and businesses that
make up the company Company
division
• Management’s first step is to identify the key
businesses that make up the company,
Product line
called
SBU
strategic business units (SBUs).
within a division

Single product
or brand
 Analyzing the Current Business Portfolio

The company next assesses the attractiveness of its

various SBUs and decides how much support each
deserves.

Tthe attractiveness of the SBU’s market or industry and

the strength of the SBU’s position in that market or
industry.

The best-known portfolio-planning method was

developed by the Boston Consulting Group, a leading
management consulting firm.
 Stars are high-growth,
The Boston ConsultingTheyGroup
high-share businesses or Approach
require a lot of
products. They often cash to hold their
need heavy investments share, let alone
to finance their rapid increase it.
• A companygrowth.
classifies
all its SBUs according to
the growth-share matrix. The growth-share
matrix defines four types of SBU’s:

These established They may generate

enough cash to
and successful SBUs
maintain themselves
need less investment but do not promise to
to hold their market be large sources of
share. cash.
The Boston Consulting Group Approach

• It can pursue one of four strategies for each

SBU.
Build ： Hold:
It can invest more in the It can just enough to
business unit. share at the current
level.

Harvest ： Divest ：
It can harvest the SBU, It can divest the SBU by
milking its short-term selling it or phasing it
cash. out and using the
resources elsewhere.
• Developing Strategies
Market development ─ Companiesfor
canGrowth and Downsizing
grow by developing new markets for
existing products. For example, Starbucks is expanding rapidly in China,
which by 2015 will be its second-largest market, behind only the United
States.
• Product/market expansion grid is a portfolio-
• Diversification ─ Through diversification, companies can grow by starting or
planning tool for identifying company growth
buying businesses outside their current product/markets. For example,
opportunities
Starbucks through
is entering the “health andmarket penetration,
wellness” market with stores called
Evolution By Starbucks.
market development, product development,
or diversification.
Developing Strategies for Growth and Downsizing

• Company growth by increasing sales of

Market current products to current market
penetration segments without changing the product

• The company growth by identifying and

Market developing new market segments for
development current company products.

• Company growth by offering modified or

Product new products to current market segments.
development
• Company growth through starting up or
Diversification acquiring businesses outside the
company’s current products and markets.
 Customer-Driven Marketing Strategy

• Most companies are in a position to serve some segments better

than others.
• Thus, each company must divide up the total market, choose the
best segments, and design strategies for profitably serving chosen
segments.
• This process involves:

Marketing
segmentation Positioning

Market
targeting
 Market Segmentation
• The process of dividing a market into distinct groups of buyers
who have different needs, characteristics, or behaviors, and
who might require separate products or marketing programs,
is called market segmentation.
• Market segment is a group of consumers who respond in a
similar way to a given set of marketing efforts.
 Marketing Targeting
• Market targeting is the process of evaluating each market
segment’s attractiveness and selecting one or more segments
to enter.
• A company with limited resources might decide to serve only
one or a few special segments or market niches.
• Most companies enter a new market by serving a single
segment; if this proves successful, they add more segments.
 Marketing Differentiation and Positioning

• Positioning is arranging for a product to occupy a clear,

distinctive, and desirable place relative to competing products
in the minds of the target consumer.
• Thus, effective positioning begins with differentiation—
actually differentiating the company’s market offering so that
it gives consumers more value.
 Marketing Analysis
• The marketer should conduct a SWOT analysis ,by which it
evaluates the company’s overall strengths (S), weaknesses
(W), opportunities (O), and threats (T).
 Priciples of Marketing
by Philip Kotler and Gary Armstrong

Chapter 3
Analyzing the Marketing Environment

PEARSON
 Preview
Marketing Environment Microenvironment Macroenvironment

• It is the actors • It consists of the • The

and forces actors close to macroenvironment
outside the company consists of the
marketing that that affect its larger societal
affect marketing ability to serve forces that affect
management’s its customers, the
ability to build the company, microenvironment
and maintain suppliers, —demographic,
successful marketing economic, natural,
relationships intermediaries, technological,
with target customer political, and
customers. markets, cultural forces.
competitors, and
publics.
 The Microenvironment
• Marketing success requires building relationships with other
company departments, suppliers, marketing intermediaries,
competitors, various publics, and customers, which combine
to make up the company’s value delivery network.
 Competitors
• Marketers also must gain strategic advantage by positioning
their offerings strongly against competitors’ offerings in the
minds of consumers.
• Each firm should consider its own size and industry position
compared to those of its competitors.

V.S
The Macroenvironment
 Priciples of Marketing
by Philip Kotler and Gary Armstrong

Chapter 18
Creating Competitive Advantage

PEARSON
 Competitor Analysis
• Competitor analysis is the process of identifying key
competitors; assessing their objectives, strategies, strengths
and weaknesses, and reaction patterns; and selecting which
competitors to attack or avoid.
• Competitive marketing strategies are strongly position the
company against competitors and give the company the
strongest possible strategic advantage.
 Identifying Competitors
• Companies actually face a much wider range
of competitors.
The company might define its competitors as all firms with
the same product or class of products.

Even more broadly, competitors might include all companies

making products that supply the same service.

Finally, and still more broadly, competitors might include all

companies that compete for the same consumer dollars.
 Identifying Competitors’ Strategies
• A strategic group is a group of firms in an industry following
the same or a similar strategy in a given target market.
• Although competition is most intense within a strategic group,
there is also rivalry among groups.

Second, customers Finally, members of

First, some strategic
may not see much one strategic group
groups may appeal
difference in the might expand into
to overlapping
offers of different new strategy
customer segments.
groups. segments.
Estimating Competitors’ Reactions
• Next, the company wants to know: What will
our competitors do?
• Knowing how major competitors react gives
the company clues on how best to attack
competitors or how best to defend its current
positions.
 Designing a Competitive Intelligence System
The competitive intelligence system first identifies the vital types
of competitive information needed and the best sources of this
information.

Then, the system continuously collects information from the field

(sales force and suppliers)and published data (speeches and
online databases).

Next the system checks the information for validity and reliability,
interprets it, and organizes it in an appropriate way.

Finally, it sends relevant information to decision makers and

responds to inquiries from managers about competitors.
 Competitive Strategies
• Having identified and evaluated its major
competitors, a company now must design
broad marketing strategies by which it can
gain competitive advantage.
Porter’s Five Forces Model
Porter’s 5 Forces Model

Threat of Rivalry

Threat of Buyer Threat of Supplier

Bargaining Power Bargaining Power

Threat of
Threat of Substitutes
New Entrants

Copyright © 2011 Pearson Education,

Inc.  Publishing as Prentice Hall
8-36
 Basic Competitive Strategies
• The three winning strategies are as follows:
• Here the company works hard to achieve the lowest
Overall
production and distribution costs.
cost
• Low costs let it price lower than its competitors and win
leadership
a large market share.

• Here the company concentrates on creating a highly

Differentia
differentiated product line and marketing program so
tion
that it comes across as the class leader in the industry.

• Here the company focuses its effort on serving a few

Focus market segments well rather than going after the whole
market.
 Basic Competitive Strategies
• Companies can pursue any of three strategies—called value
disciplines—for delivering superior customer value.
• The company provides superior value by leading its
Operation
industry in price and convenience.
al
• It works to reduce costs and create a lean and efficient
excellence
value delivery system.
• The company provides superior value by precisely
Customer segmenting its markets and tailoring its products or
intimacy services to exactly match the needs of targeted
customers.
• The company provides superior value by offering a
Product continuous stream of leading-edge products or services.
leadership • Product leaders are open to new ideas, relentlessly pursue
new solutions, and work to get new products to market
quickly.
 Competitive Positions
Different The firm in an industry with
competitive Market Leader the largest market share.
positions

A runner-up firm that is

Market fighting hard to increase its
market share in an industry.
challenger
A runner-up firm that wants
Market to hold its share in an
industry without rocking the
follower boat.

A firm that serves small

Market nicher segments that the other
firms in an industry overlook
or ignore.
 Market Leader Strategies
• To remain number one, leading firms can take any of three
actions.
First, they can find ways to expand total
demand.

Second, they can protect their current market

share through good defensive and offensive
actions.

Third, they can try to expand their market share

further, even if market size remains constant.
 Expanding Total Demand
• Market leaders can expand the market by
developing new users, new uses, and more
usage of its products.
 Protecting Market Share
• There are some steps to protect current
• First, it must prevent or fix weaknesses that provide opportunities
market:
for competitors.
for competitors.

• It must always fulfill its value promise and work tirelessly to keep
strong relationships with valued customers.

• Its prices must remain consistent with the value that customers
see in the brand.

• But the best defense is a good offense, and the best response is
continuous innovation.
 Expanding Market Share
• It appears that profitability increases as a business gains share
relative to competitors in its served market.
• And it has achieved this high share in its served market
because it does other things right, such as producing high-
quality products, creating outstanding service experiences,
and building close customer relationships.
 Market Challenger Strategies
• They can challenge the market leader and other competitors
in an aggressive bid for more market share (market
challengers). Or they can play along with competitors and not
rock the boat (market followers).
• Although it might seem that the market leader has the most
going for it, challengers often have what some strategists call
a “second-mover advantage.”
• The challenger observes what has made the market leader
successful and improves on it.
 Market Follower Strategies
• It can copy or improve on the leader’s
products and programs, usually with much
less investment.
• Therefore, the market follower must keep its
manufacturing costs and prices low or its
product quality and services high.
 Market Nicher Strategies
• An ideal market niche is big enough to be profitable and has
growth potential.
• Perhaps most importantly, the niche is of little interest to
major competitors.
• A market nicher can specialize along any of several market,
customer, product, or marketing mix lines.
Balancing Customer and Competitor Orientations

Competitor-
Customer-centered
Market-centered
centered company
company
company
• A company whose moves are mainly based on competitors’
• actions
A company that focuses on customer developments in
and reactions.
• •OnAthe
company
designing its that
positive pays
marketing
side, thebalanced attention
strategies
company toa both
and delivering
develops customers
superior
fighter
and competitors
value target in
to itswatches
orientation, designing
customers.
for its marketing
weaknesses in its own strategies.
position, and
• searches
It’s a better position to identify
out competitors; new opportunities and set
weaknesses.
• Onlong-run strategies
the negative side,that
the make sense.
company becomes too reactive.
 Priciples of Marketing
by Philip Kotler and Gary Armstrong

Chapter 4
Managing Marketing Information to
Gain Customer Insights

PEARSON
• A marketing information system (MIS) consists of people and procedures
dedicated to assessing information needs, developing the needed information, and
helping decision makers use the information to generate and validate actionable
customer and market insights.
• The marketing information system primarily serves the company’s marketing and
other managers.
• A good MIS balances the information users would like to have against what they
really need and what is feasible to offer.
• The company must decide whether the value of insights gained from additional
information is worth the costs of providing it, and both value and cost are often
hard to assess.
Developing Marketing Information

Marketing
Marketing
research
intelligence

Internal data
Developing
marketing
information
 Marketing Research
• Marketing research is the systematic design,
collection, analysis, and reporting of data
relevant to a specific marketing situation
facing an organization.