MANAJEMEN PEMASARAN LANJUTAN KELOMPOK 1 / KELAS A

TUGAS KELOMPOK
ANALISIS SWOT DAN MATRIX ANSOFF
“NAMA PERUSAHAAN”
Oleh:
Nama/NPM
Nama/NPM
Nama/NPM
Nama/NPM
Nama/NPM
Dosen: Wilma Cordelia Izaak, S.E., M.M.

WORD: 2800
(MINIMAL 2500 MAX 3000) JIKA TIDAK SESUAI MAKA
OTOMATIS MENGURANGI PENILAIAN 50%
---------------------------------------------------------------------------
MARET 2019
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DAFTAR ISI
1.0 Introduction.....................................................................................................................................3
2.0 SWOT Analysis...............................................................................................................................5
2.1 Internal analysis...............................................................................................................................5
Strengths............................................................................................................................................5
Weaknesses.......................................................................................................................................6
2.2 Ansoff Matrix..................................................................................................................................6
2.3 External analysis..............................................................................................................................8
Opportunities....................................................................................................................................8
Threats...............................................................................................................................................8
3.0 Portofolio Product...........................................................................................................................9
4.0 Kesimpulan ……………………………………………………………………………………………………………………………....11

5.0 Referensi .....................................................................................................................................013

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1.0 Introduction (LATAR BELAKANG PERUSAHAAN-

TERDIRI ATAS 350 – 400 KATA)
CONTOH  Samsung was found in 1938, by Lee Byung-chull as a
trading company based in Su-dong. The small company started as a
grocery, trading goods produced in and around the city as well as its own
noodles. The company grew and soon expanded to Seoul in 1947 but left
once the Korean War broke out. After the war, Lee expanded in to textiles
and built the largest woollen mill in Korea.

CONTOH  Samsung entered the electronics industry in the 1960's with the
arrangement of several electronics focused divisions. The primary electronics divisions
included Samsung Electronics Devices, Samsung Electro-Mechanics, Samsung Corning, and
Samsung Semiconductor & Telecommunications. Samsung built their original facilities in
Suwon, South Korea, where they started producing black and white television sets.

CONTOH  In 1980, Samsung entered the telecommunications hardware industry with

the purchase of Hanguk Jenja Tongsin. Initially building telephone switchboards, Samsung
expanded in to telephone and fax systems which eventually shifted to mobile phone
manufacturing. The mobile phone business was grouped together with Samsung Electronics
which began to invest heavily in research and development throughout the 1980's. During
this time Samsung Electronics expanded in to Portugal, New York, Tokyo, England and
Austin, Texas.

CONTOH  In 1987 with the death of Lee Byung-chull, the Samsung group was
separated in to four business groups leaving the Samsung Group with electronics,
engineering, construction, and most high-tech products. Retail, food, chemicals, logistics,
entertainment, paper, and telecom were spun out among the Shinsegae Group, CJ Group, and
Hansol Group.

CONTOH  In 1993, Samsung reorganized to focus on three industries, electronics,

engineering, and chemicals. The reorganization included selling off ten subsidiaries and
downsizing. With renewed focus in electronics, Samsung invested in LCD technology,
becoming the largest manufacturer of LCD panels in the world by 2005. Sony partnered with
Samsung in 2006 to develop a stable supply of LCD panels for both companies, which had
been an increasing problem for Sony which had not invested in large LCD panels. While the

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partnership was nearly a 50-50 split, Samsung owned one share more than Sony, giving them
control over the manufacturing. At the end of 2011, Samsung bought Sony's stake in the
partnership and took full control.

CONTOH  Samsung's focus in the future is centred on five core businesses including
mobile, and electronics. As part of it bio-pharma investment, Samsung formed a joint venture
with Biogen, investing $255 million to provide technical development and biopharmaceutical
manufacturing capacity in South Korea. Samsung has budgeted nearly $2 billion in additional
investment to pursue their bio-pharma growth strategy and leverage the advantages of their
joint venture.

CONTOH  Samsung has also continued to increase in the mobile phone market,
becoming the largest manufacturer of mobile phones in 2012. To remain a overlook
manufacturer, Samsung has earmarked $3-4 billion to upgrade their Austin Texas
semiconductor manufacturing facility.

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2.0 SWOT Analysis

2.1 Internal analysis (ANALISIS INTERNAL)

Strengths (KEKUATAN – TERDIRI ATAS 200-250

KATA)
CONTOH  Samsung has a large market for selling televisions which have modern
features such as internet based applications and recommendations on programmes based on
user views. The firm has been able to make great steps over the years, and the products for
the television division have a wide range of price points to accommodate different consumer
groups.

CONTOH  Samsung is one of the largest and the most main Smartphone
manufacturer globally. The company has sold more phones globally compared to its closest
competitor, Apple which is the second largest manufacturer. The Samsung Galaxy S series
phones are the main reason for gaining a large market share over a 4 year time period,
Michell (2010). The latest handset had sold millions of units within one quarter of release
which shows that the company can move millions of units through innovation, Michell
(2010).

CONTOH  The camera division of Samsung is also making impressive changes to

the overall market. The company has produced a camera which has the Android operating
system by Google which is a first in the industry. The camera allows the user to manipulate
images and be able to share their photos instantly to popular social networking sites through
its built in 4G and Wi-Fi functionality, Michell (2010).

Weaknesses (KELEMAHAN – TERDIRI ATAS 200-250

KATA)
CONTOH  The laptop division and the tablet division of Samsung is somewhat
lacking compared to the overall market and its competitors such as Apple company. The
company is trying to discover new products within this area but global sales of laptops have
declined for a few years now and tablet sales have increased. The firm has yet to monopolise
on this change in technology as the tablets they have discover are not that attractive to
consumers.

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CONTOH  The fact that the company is selling millions of units of mobile phones
is a great achievement, however the biggest problem with this is that the company is not
making a good scope on the those sales. The manufacturing of their products is highly
fragmented as well, where Samsung has made dozens of different types of handsets to put up
different price points. These maybe creating mixed messages to investors who may find that a
sampled product offering would better in the long term, (Ferrell & Hartline, 2010).

2.2 Ansoff Matrix (MENCAKUP PENJELASAN TENTANG PENETRASI

PASAR DARI SAMSUNG, SAMPAI DENGAN DIVERSIFIKASI DARI
SAMSUNG. TERDIRI ATAS 400-450 KATA)

CONTOH  PERUSAHAAN SAMSUNG, SERTAKAN GAMBAR  To describe

alternative corporate growth strategies, Igor Ansoff presented a matrix that focused on the
firm's such as Samsung present and potential products and markets (customers). By
considering ways to grow via existing products and new products, and in existing markets

and new markets, there are four possible product-market combinations.

Figure 3: Show different growth strategy.

Source: http://businesscasestudies.co.uk/portakabin/achieving-growth-through-product-
development/ansoffs-matrix.html#axzz2r8x8tSIk

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Market penetration

CONTOH  Samsung seeks to achieve growth with existing products in their

modern market segments, aiming to increase its market share. The market penetration
strategy is the least risky since it leverages many of Samsung existing resources and
capabilities. In a growing market, simply maintaining market share will result in growth, and
there may exist opportunities to increase market share if competitors reach capacity limits.
However, market penetration has limits, and once the market approaches saturation another
strategy must be pursued if Samsung is to continue to grow.

Market Development

CONTOH  Samsung seeks growth by targeting its existing products to new market
segments. Market development options include the pursuit of additional market segments or
geographical regions. The development of new markets for the product may be a good
strategy if Samsung core competencies are related more to the specific product than to its
experience with a specific market segment. Because Samsung is expanding into a new
market, a market development strategy typically has more risk than a market penetration
strategy.

Product Development

CONTOH  Samsung develops new products targeted to its existing market

segments. A product development strategy may be appropriate if Samsung strengths are
related to its specific customers rather than to the specific product itself. In this situation, it
can leverage its strengths by developing a new product targeted to its existing customers.
Similar to the case of new market development, new product development carries more risk
than simply attempting to increase market share.

Diversification

CONTOH  Samsung grows by diversifying into new businesses by developing new

products for new markets. Diversification is the most risky of the four growth strategies since
it requires both product and market development and may be outside the core competencies
of the Samsung. However, diversification may be a reasonable choice if the high risk is
compensated by the chance of a high rate of return. Other advantages of diversification

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include the potential to gain a foothold in an attractive industry and the reduction of overall
business portfolio risk.

2.3 External analysis

Opportunities (PELUANG DARI LUAR PERUSAHAAN,

TERDIRI ATAS 200 - 250 KATA)
CONTOH  Samsung is said to announce a smart watch in the month of September
2013, but this is not confirmed. IF Samsung were to release a smart watch, then they would
the first company to discover a product like this to the market. Although there are other
smaller turn on companies planning to discover their own smart watches, Samsung would be
the first large company to produce them on a global market.

CONTOH  Another aspect Samsung could look into is having a health application
and product, much like the Nike Fuelband. Samsung could attempt and partner with Adidas to
create a same product which would allow both companies to enter a market which they do not
drive in at the moment. Creating a product which would be bundled with a similar health
wristband with a compatible Smartphone would allow the companies to attract a different
consumer base. Adidas could use celebrities such as Andy Murray to promote the product in
advertisements as well as be endorsed by Samsung.

Threats (ANCAMAN DARI LUAR PERUSAHAAN,

TERDIRI ATAS 200 - 250 KATA)
CONTOH  Apple releasing new mobile devices is the biggest threat to Samsung at
the moment, especially the release of a budget iPhone product. The fact that a plan iPhone
would allow Apple to sell to developing markets such as India would cut Samsung’s market
share. The popularity of the iPhone is evident as customers are loyal to the company they buy
from and can make it hard to transfer to another phone.

CONTOH  Other areas which can be threats to Samsung are the fact that the
manufacturing factories of the company can be hit by natural disasters. The supply chain
would be disrupted which can cause major problems especially if a new product were to be
released soon. The company would need to act quickly in making sure that the supply can

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meet the demand of consumers, as well as ensure that the factories are maintained properly
during and after the natural disaster, Dahlén et al. (2009).

3.0 Portfolio Product (DIHARAPKAN MAMPU MENJELASKAN

KESELURUHAN PRODUK PERUSAHAAN SECARA LENGKAP
DENGAN PENJELASAN SINGKAT TENTANG PRODUKNYA
TERSEBUT DAN CANTUMKAN GAMBAR PRODUKNYA- TERDIRI
ATAS 200 – 250 KATA)

3.1 SAMSUNG HP GENERASI A (A3, A6, A7…DKK)

CONTOH  Samsung electronics is subjected to important levels of political risks in

its countries’ of function. The levels of political risks vary from one country, in which it is
conducive in some and uncomfortable in some. South Korea’s political nature has presented
an exciting reason for Samsung electronics that now faces political instability at home
country. The home country’s situation is dissimilar and not powerful when measured against
other countries. Some of the countries where Samsung electronics is experiencing an
inconvenient business environment include Africa and south East Asia (Institute of
Marketing, 2009). The business environment in these places is unfriendly which has a
negative impact on the company. Countries such as china and India offer an advantageous
business environment enabling it to focus on the markets in an appropriate way, Muralidaran
(2007).

3.2 SAMSUNG HP GENERASI NOTE (NOTE 4, NOTE5, NOTE 8)

CONTOH  Economic factors comprises of interest rates, taxation dynamics,

economic development and growth, inflation and foreign exchange rates. These factors can
have a remarkable impact on the business operation of Samsung electronics (Pahl & Richter,
2009). Higher interest rates have a leaning of reducing borrowing capability since it is costs
more to borrow. On the other hand, inflation aggravates higher salaries by employees, which
increases the cost of function. This economic situation influences the decisions of Samsung
electronics in any particular country of operation. The company has fixed suitable policies in
the markets of operation basing on the economic strength and size of the targeted consumers.

3.3 SAMSUNG I-TAB

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CONTOH  The social environment consists of customs, practices and traditions

that vary from one social group to another. Variations in the social status affect order for a
product and the readiness of people to work. Ageing as a social factor has the tendency of
increasing the income payments by firms since people are living longer, this is expensive to
Samsung. The ageing population also affects demand. It also increases the demand for
products for the aged. Samsung electronics has succeeded to overcome the social challenges
by incorporating itself in new markets. The approach of think global and act local has
efficiently connected the social and cultural space between its local country and foreign
country (Dahlén et al., 2009).

3.4 SAMSUNG LAPTOP

CONTOH  Samsung inventions change products and their production processes. An

instance of innovation is the online market, bar coding, and computer aided designs, which
are regarded as advancements (Ferrell & Hartline, 2010). The major benefit of technology is
its ability to cut down production costs and improving quality. Samsung electronics is proud
of its creative advance to technology and improving it for manufacturing products that
deploys design technology and features. It is universally recognized that Samsung electronics
is strong on technology. The driving force behind the company’s vast ability and pride is its
fixed culture of innovativeness.

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4.0 KESIMPULAN (TERDIRI ATAS 300 – 400 KATA)

 CONTOH  From a personal point of view Samsung, company should invest in to

the 3D video gaming trade through Microsoft Corporation. This will enable the
company to develop and get the available market. This will enable Samsung to use the
XBOX 360gaming console from Microsoft. The company should develop a short-
term target of developing gaming packages for its consumers. Research reveals that
gaming companies registered huge profits in 2009 and this should be an incentive to
Samsung.

 CONTOH  Samsung Company should invent another new product to maintain

dominance in the market by carrying out extensive research on consumer tastes and
preferences. It is not easy for a company to increase within a short span of time, the
way Samsung did. It has proved to the world that it is possible to better the greatest
United States and Japan multinational corporations. According to Glowik & Smyczek
(2011), technology was the driving force behind Samsung’s success. Samsung went
further adopting its own technology separately from adapting to the already existing
technologies. Samsung’s case provides a moral and an inspiration to company
executives of other business firms. The remarkable success characterized by the
advancement from plain monochrome television manufacturers to high-tech
semiconductors offers a recommendation to new ultra-modern companies (Viardot,
2004).

 CONTOH  Samsung’s electronic scenario is an allegation of a situation experienced

by the company between 1970s and 1980s, which brought forth the performance of
reverse order policy. However, the current business environment had changed due to
the World Trade Order establishment that had advocated for latest economic and
trading policies. As a result, Samsung had to jump the group again to suit in the
current competitive market conditions. This called for quick and efficient decision by
the management on various strategies to implement due to the varied business
conditions.

 CONTOH  It is recommended that Samsung electronics should develop global

strategies. In-power analysis of the company’s business activity and technological
advancement will supporter that Samsung should generate global strategies in

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formation and local in effecting within the markets of services. It is advisable for
Samsung to be more aggressive and acquire the BOP electronics, as this would
demand restructuring of strategies and implementation of extreme end pricing
mechanism, which beneficial in the old times.

 CONTOH  In conclusion, Samsung has fewer threats compared to strengths, which

implies that the company can still enjoy the dominance in the 3D TV market. To do
away with risk the Samsung need to alliance with Microsoft to play a role in the
gaming market. Samsung has enough and efficient resources in terms of labour, which
facilitates the development of semiconductors, utilized in the 3D TV manufacture.
The greatest threat faced by Samsung is the slow rate of diffusion of 3D TVs, which
slows goal attainment. The best opportunity that Samsung has to increase its
profitability is investing in gaming consoles.

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5.0 References (REFERENSI YG DICANTUMKAN HARUS SESUAI

DENGAN KUTIPAN DALAM BAGIAN 2 - BAGIAN 4, JIKA TIDAK
SESUAI MAKA OTOMATIS AKAN MENGURANGI NILAI SEBANYAK
50%)

Michell, T., 2010. Samsung Electronics: And the Struggle For Leadership of the
Electronics Industry. London: John Wiley and Sons.

Ferrell, O. & Hartline, M., 2010. Marketing Strategy. 5th ed. London: Cengage Learning.

Dahlén, M., Lange, F. & Smith, T., 2009. Marketing Communications: A Brand Narrative
Approach. London: John Wiley and Sons.

Muralidaran, S., 2007. Business environment analysis: an introduction. London: Icfai

University Press.

Pahl, N. & Richter, A., 2009. SWOT Analysis – Idea, Methodology And A Practical
Approach. London: GRIN Verlag.

Ferrell, O. & Hartline, M., 2010. Marketing Strategy. 5th ed. London: Cengage Learning.

Huvard, Sky, Rodrigo Salcedo, Lateshia Tuppince, Matt Wentz, and Lindsay Zolad.
Vodafone Air Touch: The Acquisition of Mannesmann. Rep. May 2006. Web. 5 Oct.
2011.<http://www.cybozone.com/vcu/Vodafone_Air_Touch__The_Acquisition_of_
Mannesmann.pdf

Chan, Joshua, Zhisui Chen, Irene Cormane, Nou Her, and Renie Thomas. Cell Phone
Industry Analysis. Rep. 12 May 2006. Web. 5 Oct. 2011.
<http://www.csus.edu/indiv/h/hattonl/industryanalysis.doc

Glowik, M. & Smyczek, S., 2011. International Marketing Management: Strategies, Concepts
and Cases in Europe. London: Oldenbourg Wissenschaftsverlag.

Viardot, E., 2004. Successful marketing strategy for high-tech firms, Volume 5. London:
Artech House.

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KERJAKAN SESUAI FORMAT YANG DICONTOHKAN DENGAN

ATURAN SEBAGAI BERIKUT:

 Font: -HEADER AND FOOTER TETAP, DIGANTI KELAS DAN

KELOMPOK MASING2

-TIMES NEW ROMAN 18 (COVER)

-TIMES NEW ROMAN 14 (JUDUL DAN SUB JUDUL)

-TIMES NEW ROMAN 12 (ISI)

 Line Spacing: 1,15 (COVER); 1,5 (ISI)

 Referensi : Diurutkan berdasarkan urutan kutipan pada isi laporan,
bukan berdasarkan abjad penulis (kesalahan penulisan referensi –
50% dari total nilai)

POINT OF FUN TRIVIA TO THINK ABOUT:

1. WHY IT IS IMPORTANT TO LEARN MANAGEMENT, ESPECIALLY IN

MARKETING?

2. ANALYZE YOUR OWN S-W-O-T PERSONALLY!

MAKALAH DIKUMPULKAN PADA PERTEMUAN

KELAS MANAJEMEN PEMASARAN LANJUTAN
DI MINGGU KE 6

(TIDAK ADA TOLERANSI KETERLAMBATAN

PENGUMPULAN MAKALAH!)
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