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MINGGU KE 3 : STRATEGI PENGEMBANGAN PRODUK

MINGGU KE 3 : STRATEGI PENGEMBANGAN PRODUK. JENIS STRATEGI (WHEELEN, 2002). STRATEGI KORPORASI (WHAT SHOULD WE BE IN?) : IT DESCRIBES A COMPANY’S OVERALL DIRECTION IN TERMS OF ITS GENE- RAL ATTITUDE TOWARD GROWTH AND THE MANAGEMENT OF ITS VARIOUS BUSINESSES AND PRODUCT LINES.

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MINGGU KE 3 : STRATEGI PENGEMBANGAN PRODUK

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  1. MINGGU KE 3 : STRATEGI PENGEMBANGAN PRODUK

  2. JENIS STRATEGI (WHEELEN, 2002) • STRATEGI KORPORASI (WHAT SHOULD WE BE IN?) : • IT DESCRIBES A COMPANY’S OVERALL DIRECTION IN TERMS OF ITS GENE- • RAL ATTITUDE TOWARD GROWTH AND THE MANAGEMENT OF ITS VARIOUS • BUSINESSES AND PRODUCT LINES. • STRATEGI BISNIS • IT USUALLY OCCURS AT THE BUSINESS UNIT OR PRODUCT LEVEL. IT • EMPHASIZES IMPROVEMENT OF THE COMPETITIVE POSITION OF A CORPO- • RATION’S PRODUCT OR SERVICES IN THE SPECIFIC INDUSTRY OR MARKET • SEGMENT SERVED BY THAT BUSINESS UNIT. • STRATEGI FUNGSIONAL • IT IS THE APPROACH TAKEN BY A FUNGTIONAL AREA TO ACHIEVE CORPO- • RATE AND BUSINESS UNIT OBJECTIVES AND STRATEGIES BY MAXIMIZING • RESOURCE PRODUCTIVITY. IT IS CONCERNED WITH DEVELOPING AND NUR- • TURING A DISTINCTIVE COMPETENCE TO PROVIDE A COMPANY OU BUSINESS • UNIT WITH A COMPETITIVE ADVANTAGE.

  3. NEW-PRODUCT STRATEGIES (1)(Urban , 1993) STRATEGI PROAKTIF : • STRATEGI REAKTIF : • IT IS BASED ON DEALING WITH THE • INITIATING PRESSURES AS THEY • OCCUR. • I.E : A REACTIVE VIEW OF THE COMPE- • TITION IS TO WAIT UNTIL THE COM- • PETITION INTRODUCES A PRODUCT • AND COPY IT IF IT IS SUCCESSFUL • IT WOULD EXPLICITLY ALLOCATE TO PREEMPT • UNDESIRABLE FUTURE EVENTS & ACHIEVE • GOALS. • I.E : IT WOULD BE BASED ON PREEMTING COMPE- • TITION BY BEING FIRST ON THE MARKET WITH • A PRODUCT COMPETITORS WOULD FIND DIFFI- • CULT TO MATCH OR IMPROVE

  4. NEW-PRODUCT STRATEGIES (2)(Urban , 1993) REACTIVE STRATEGIES PROACTIVE STRATEGIES DEFENSIVE RESEARCH & DEVELOPMENT IMITATIVE MARKETING SECOND BUT BETTER ENTREPRENEURIAL RESPOSIVE ALLIANCES

  5. PIONER VS IMITATOR(sumber : Teece – dalam D’Aveni, 1994, p88) Pionir-InovatorPengekor-Imitator . IBM (Komputer Personal) . Matsushita (Video VHS) . Seiko (Arloji) . Texas Instruments (Kalkulator Saku) . AMEX, VISA, MasterCard . Pilkington (foat glass) . G.D Searle (NutraSweet) . Dupont (Teflon) Menang . RC Cola (diet cola) . EMI (Scanner) . Bowmar (Kalkulator Saku) . Xerox (Office Computer) . MicroPro International (Wordstar 1.0/1979) . Diners Club . Kodak (fotografi Instan) . DEC (Komputer personal) Kalah

  6. Pengekor - Imitator Pionir - Inovator . Terhindar dari produk dan Pasar yang potensinya rendah . Biaya R & D dan Biaya mendidik Pelanggan relatif rendah . Peluang Meraih Pangsa Pasar Melalui Promosi Besar-Besaran . Peluang melakukan Technological leapfrog . Peluang memanfaatkan perubahan Pasar . Peluang memanfaatkan pengalaman serupa dalam industri . Citra dan Reputasi . Loyalitas Merek . Pemimpin Teknologi . Pembentuk Pasar . Penentu Standar Produk . Akses Distribusi . Hambatan Masuk berupa Paten . Efek Belajar . Basis Pelanggan yang besar dan Switching Cost ALASAN-ALASAN UNTUK MENJADI PIONIR DAN PENGEKOR(sumber : Schnaars, 1994 dan Brown, 1997)

  7. KAPAN PERUSAHAAN MENERAPKAN STRATEGI REAKTIF DAN PROAKTIF ?(URBAN, 1993) • GROWTH OPPORTUNITIES • PROTECTION FOR INNOVATION • SCALE OF THE MARKET • STRENGTH OF THE COMPETITION • ORGANIZATION ‘S POSITION IN THE PRODUCTION/ • DISTRIBUTION SYSTEM

  8. MARKETING AND RESEARCH/DEVELOPMENT-COOPERATION A PROACTIVE STRATEGY MEANS TAKING AN ACTIVE ROLE IN THE DEVELOPMENT OF NEW PRODUCTS AND MARKETS. THIS ACTIVE ROLE CAN CONCENTRATE ON TECHNOLOGY (R & D), ON THE CUSTOMER (MARKETING), OR BOTH. THE STUDIES FOUND THAT IN THE FAILED PRODUCTS THERE WAS A LITTLE COOPERATION AND COMMUNICATION ON AT LEAST ONE OF ASPECTS OF BUSINESS PLANS, CUSTOMER NEEDS, AND TECHNOLO- GICAL CAPABILITIES.

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