MARKETING STRATEGY:

IMPLEMENTATION
AND CONTROL
A PLAN IS NOTHING UNLESS
IT DEGENERATES
INTO WORK.
 The Strategic Marketing Planning
Process
perencanaan pemasaran strategic
mengindikasikan bahwa tujuan marketing dan
strategi atau taktik dimaksudkan untuk
mencapai tujuan dan sebagai panduan dalam
implementasi dan kontrol/pengawasan dari
perencanaan tersebut.
 MARKETING PLAN
OUTLINE
I. Strategic Situation Summary
Summarize the key points from your situation analysis (market
analysis, segments, industry/competition) in order to recount the
major events and provide information to better understand the
strategies outlined in the marketing plan.
II. Market-Targets and Objectives
The market target may be defined demographically (key characteristics only), geographically, or in
social/economic terms. Each market target should have needs and wants that differ to
some degree from other targets. These differences may be with
respect to types of products purchased, use situation, frequency
of purchase, and other variations that indicate a need to alter the
positioning strategy to fit the needs and wants of each target.
An objective is a quantified goal identifying what is expected
when. It specifies the end results expected. The objectives should
be written for each target market. Objectives should also be
included for the following program components: (1) product,
(2) price, (3) distribution, (4) promotion (salesforce, advertising,
sales promotion, and public relations), and (5) technical services.
 MARKETING PLAN
OUTLINE
III. Positioning Statements

Write statements that describe how you want each market

target to perceive each product relative to competition. State the
core concept used to position the product (brand) in the eyes and
mind of the targeted buyer. The positioning statement should
describe: (1) What criteria or benefits the customer considers when
buying a product along with the level of importance, (2) What we
offer that differentiates our product from competition, and (3) The
limitations of competitive products.
 Iktisar Strategi Pemasaran

MARKET
TARGET(S)

PROGRAM
OBJECTIVES POSITIONING
STRATEGY
 Dimensions of Planning Process

Analytical Techniques
Procedures
Process
Systems
Dimension Planning Models

Process
Managerial Consistency
Marketing Behavioral perceptions
Planning Process Participation
Process Dimension Strategic
assumptions

Organizational Structure
Process Information
Dimension Culture
 Implementing the Strategic
Marketing Plan

1. Implementation process
Structural issues
Behavioral issues
2. Building implementation effectiveness
Organizational design
Incentives - employee motivation
Communications
Internal marketing - kolaborasi
3. Comprehensive approach to improving
implementation
Pemasaran Internal

Strategi

Rencana

Program Program Pemasaran

Pemasaran Eksternal
Internal

Program Pemasaran
Internal: Program
Target kunci Pemasaran Eksternal
Group dlm perusahaan, Konsumen sasaran, segmen
alliansi Dan relung, dan pihak lain
partner perusahaan, yg berkepentingan
dan pihak lain
yg berkepentingan
 Implementation process

Activities to
be implemented

Responsibility for How

implementation IMPLEMENTATION
PROCESS implementation
will be done

Time and location

of implementation
 Factor-faktor yg mempengaruhi pelaksanaan
implementasi bisnis dan strategi pemasaran

Lingkungan Strategi Perusahaan

Eksternal
Hubungan
perusahaan-SBU

Strategi SBU’s Struktur

organisasi
SBU’s;
Proses
Koordinasi
interfungsional

R&D Produksi Keuangan Kebijakan &

strategi
pemasaran

Rencana
Pemasaran
untuk masuk
pasar-produk
tunggal
Kinerja
SBU’s
Source: Harper W. Boyd, Jr., and Orville C. Walker, Jr., Marketing Management (Burr Ridge, IL: Richard D.
Irwin, 1990), 826.
 Improving Implementation

Skilled
Implementers

Effective Organizational
Communications Improving Design
Implementation

Internal
Marketing Incentives
Comprehensive Approach to Improving
Implementation
Financial
Measures

BALANCED
Learning
and
SCORECARD Customer
Innovation MANAGEMENT Measures
Measures CONTROL
SYSTEM

Internal
Business
Process
Measures
 Strategi Evaluasi
dan Pengendallian

• CRM
• Iktisar dari evaluasi
aktifitas
• Audit strategi pemasaran
 Evaluasi Pemasaran Strategis
dan Pengendalian
Melaksanakan audit
pemasaran strategis

Pilih Kriteria kinerja

ukuran, dan metrik

Kebutuhan dan
analsis informasi

Memilih kriteria
dan ukuran kinerja
 Evaluasi Aktivitas

Cari peluang
baru atau
hindari
ancaman

Pemecahan Capaian
Masalah Kinerja
Spesifik terhadap
Target
 Audit Strategi Pemasaran

 Misi dan Tujuan Perusahaan

 Komposisi Bisnis dan Strategi
 Strategi Pemasaran (tuk
rencana tiap-tiap unit)
 Activitas Program Pemasaran
 Implementasi dan
Manajemen
 Kriteria Kinerja dan
Informasi dibutuhkan

• Seleksi kriteria kinerja

dan ukurannya
• Metrik Pemasaran
• Kebutuhan dan analisa
informasi
 Marketing Metrics -
Standard Measurements
Ukuran Pasar Eksternal

Ukuran-ukuran Nilai penjualan/volume

keuangan Investasi Pemasaran
Profit
Ekuitas merek Kepuasan relatif
Komitmen
Persepsi kualitas relatif
Harga relatif
Ketersediaan

Ukuran Pasar Internal

Innovasi Strategi
dan karyawan Kultur
serta Hasil-hasil
Kommitmen

Source: Tim Ambler, Marketing and the Bottom-Line, 2nd ed., Hemel Hempstead:
Prentice-Hall, 2003.
Profitability metrics
Product and portfolio metrics
Customer profitability metrics
Marketing metrics
Sales and channel metrics
(A)
Pricing metrics
Promotion metrics
Advertising, media and web metrics
Financial metrics
 Marketing metrics (B)

• Brand equity metrics

• Familiarity
• Penetration
• What they think about the brand
• What they feel
• Loyalty
• Availability
• Innovation metrics
• Strategy
• Culture
• Outcomes
 Marketing metrics (C)
• Internal market metrics
• Awareness of corporate goals
• Perceived caliber of employer
• Relative employee satisfaction
• Commitment to corporate goals
• Employee retention
• Perceived resource adequacy
• Appetite for learning
• Freedom to fail
• Customer-brand empathy
• Internal process metrics
• E.g., internal communications
Assessment Kinerja dan
Tindakan

• Peluang dan kesenjangan

kinerja.
• Penentuan variabilitas
normal dan abnormal.
• Keputusan tindakan yang
diambil
 Global issues for planning,
implementation and control
• Global marketing planning
• Additional complexity
• Simplifying assumptions
• Limited information availability
• Accommodate international strategy variability
• Implementation globally
• Importance of relationships between domestic and
international executives
• Performance measurement and control globally
• International markets may require different
metrics