Rethinking Marketing

 

Pemunculaan (emergent) Pembaruan

Ketegangan

“Rational” 

Pengawetan

FOLLOWERSHIP

FOLLOWERSHIP

CHOICE

CRISIS LEADERSHIP

LEADERSHIP

Lingkaran pelaksanaan Penggunaan

Lingkaran pengubahan Penciptaan kerusakan

Keberlanjutan Loop

 

Political, Technical Technical & Cultural Cultural Chan Change ge •

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• • •

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Bagaimana menciptakan perubahan dalam setiap fase perjalanan transformasi ? Untuk mendorong loop , harus mengintroduksikan tiga perubahan strategis : political political,, technical technical,, dan cultural change Political change perubahan yang terkait dengan alokasi kekuasaan serta :isu-isu politis dalam organisasi. Technical change ; bagaimana menciptakan dan mengimplementasikan mengimplementasika n arsitektur dan strategi bisnis yang baru. Cultural change : bagaimana membangun dan menanamkan shared menanamkan  shared values maupun values maupun common behaviour   yang baru untuk mendukung arsitektur dan strategi bisnis baru tersebut. Transformasi yang sustainable akan mengikuti sebuah pola yang mencakup pendirian (buil-up) dan terobosan (breaktrough) . Jim Collins dalam Good to Great

 

Pembaruan

Ketegangan Kelakuan

Early Win

Institutionalization

Successful  C  u l   t    u r   a l  

CHOICE Establishment

Growth

Menbuka Penggunaan

Critical Point

Maturity

Reform

Complacency P   o l   i   t   i    c  a l  

Distress

Keperluan Penciptaan kerusakan

Politi ca cal, l, Te Techni ca cal, l, dan dan Cultur al Change s as along tr anfor mation process. 

CRISIS

 

Value Migrator CHANGE

Certain/Uncertain

Important/Unimportant

Political Legal

Technology Social Cultural

Market

Value Supplier  

Value Demander

COMPETITOR

Winner, Loser, Emerging

CUSTOMER

Economy

TOWS

Examination

Value Decider COMPANY Existing Competence, Risk Attitude, Stretch Possibility, Possibility,

CHOICE

Committed, Lost, New

 

Primary

Technology Destruction

 Adoption

Coordination

Immediate

Sophistication

Economy (Central)

Political Legal  Acceleration

Social Cultural Rationalization

Realization

Formation

Market

Ultimate

Incremental

 

Interaksi di antara Kekuatan-k Kekuatan-kekuatan ekuatan Penggerak Perubahan •

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Gambar diatas melukiskan empat ‘arus utama’ diantara kekuatan perubahan.  perubahan.   Arus utama 1. ‘ arus ke bawah’ diwakili oleh gerakan teknologi-ekonomi-pasar teknologi-ekonomi-pasar Arus utama 2. ‘arus ke kanan’ diwakili oleh interaksi kekuatan politik/legalpolitik/legal ekonomi-sosial/kultural. Arus utama 3. ‘interaksi timbal balik’ antara kekuatan teknologis dan

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sosial/kultural. Arus utama 4. ‘interaksi timbal balik’ antara kekuatan politik/legal dengan pasar  pasar  

• •

•

1. 2. 3. 4.

Interaksi dari kekuatan perubahan tidak terbatas pada keempat arus utama yang diuraikan di atas. Ada beberapa arus yang lebih kecil ‘arus ke atas’ : pasarekonomiteknologi ‘arus ke kiri’ : sosial/kulturalekonomipolitik/legal ‘interaksi timbal balik’ : teknologi < -> politik/legal ‘interaksi timbal balik’ : sosial/kultural pasar

 

COMPETITOR Mengkaji dua aspek penting dari lingkungan bisnis : * Kondisi pesaing : competitive setting * pelanggan profile • Profil CHANGE = :Vcustomer alue migrator •

COMPETITOR = Value Supplier Supplie r • CUSTOMER = Value demander demande r. Dimensi Untuk menganalisis pesaing : •

Dimensi Dimensi General Ag gressiveness Aggressive ness • Dimensi Capability Gambar menunjukkan bahwa kajian terhadap pesaing maupun pelanggan harus dilakukan berdasarkan pada ‘new rules of the game’ yang muncul sebagai hasil dari perubahan lingkungan bisnis mulai dari teknologi, politik/legal, ekonomi, ekonomi, sosial/kultural dan pasar pas ar Pengkajian kondisi kondisi pesaing yang baru harus menghasilkan pengetahuan mengenai new value proposition Pengkajian profil pelanggan harus menghasilkan pengetahuan mengenai new value requirements. •

Kedua pengetahuan ini harus direkonsiliasik direkonsiliasikan an dengan tepat sehingga menghasilkan ‘winning value app’  app’ 

 

VALUE MIGRATOR

Signigicant Forces of Change

New Rules of the Game

VALUE VALU E SUPPLIER

New

New

Competitve Setting Indications

Value Propositions

Winning Value  APP

VALUE DEMANDER

New

New

Value Requirements

Customer Profile Indications

Value = Fb + Eb = “Total Get ”  P + Oe “Total Give” 

Company

Existing Competence Risk Attitude Stretch Possibility

Konfigurasi Lanskap Bisnis Baru.

 

C

S

C

P

T ARCHITEC-

E3 C

OUTLOOK

C

C

TURE

C3 Aligning 

Designing  V STV Triangle 

4C Diamond 

Market-ing Model

SCORECARD

S PCS Circle 

 

(Mind Share)

(Market Share)

STRATEGY

TACTIC

Explore

Engage

1

Differentiation “CORE”   “CORE” TACTIC 4

Positioning “BEING”   “BEING” 2 STRATEGY 3

7

8 9 Process VALUE “ENABLER”   “ENABLER”

STV Triangle

Execute VALUE (Heart Share)

5 6

 

Brand Integrity

POSITIONING

DIFFERENTIATION

Being Strategy

Core Tactic

BRAND Value Indicator

Linkeced strength; Brand, Positioning, and Differentiation

 

Brand Integrity

POSITIONING The world‟s most customer-focused computer company

DIFFERENTIATION “Direct Model”  Model” 

BRAND DELL

Virtuous Circle

 

Tactic

Strategy

  Competitive Active – Active  – System  System Actualization   e   s    i    h   c   n   a    B    F   r   g   n    i    d    l    i   u

Value Competitive Active-System Actualization

 

(Mind Share) STRATEGY

Positioning “BEING”   “BEING” STRATEGY

 

(Market Share) TACTIC

Differentiation “CORE”   “CORE” TACTIC

 

POSITIONING  

The world‟s most cunstituencycentered network solution

DIFFERENTIATION Brand Integrity

Content “One--stop” network solution  “One solution 

Context Value-chain b-web bussiness model

Technology

Network-enable technology

People Salesmanship, cosntituency-centered, net culture

Facilities Reliable, secure, intelligent, network

BRAND

CISCO SYSTEMS

Positioning, Diferensiasi, Diferensiasi, dan Brand CISCO

 

VALUE (Heart Share)

Process VALUE “ENABLER”   “ENABLER”

 

GET (for) GIVE W O R L D C L A S S V A L U E

MORE (for) MORE

MORE (for) SAME

L O C A L

MORE (for) LESS V A L

SAME (for) LESS LESS (for) LESS Individual Value

U E

 

Use of Foreign Sourcing Locking to the Information Technology (ERS)

Building Alliances with Supplier Supply Chain Management of Short Order Cycle Time (2 Days)

Café de Coral

Full Control

Central Warehouse

Strong Delivery Section (Powerful Truck Teams)

Quality Assurance and Standardization

Central Food Processing Unit

Karakteristik Supply Chain Management Café de Coral

Central Purchasing Unit

 

C

S

C

P

T ARCHITEC-

E3 C

OUTLOOK

C

TURE

Aligning 

Designing  V

C 4C

Diamond 

C3

STV

Triangle 

Market-ing Model

SCORECARD

S PCS Circle 

 

Compensation + Self-Fulfillment Professional Engagement + Personal Involvement

Competency Market

Worker

Functional Benefit + Emotional Benefit Price + Other Expenses

Buyer

Commercial Market

Productivity + Creativity

Revenue + Cash

Reward + Development

Offer + Improvement

Company

Dividend + Gain

Investor

Price + Opportunity Cost

 Monetary + Non-Monetary Return

Capital Market Customer Value, Employee Value, dan Shareholder Value

 

COMPETENCY MARKET

COMMERCIAL MARK

Worker

Buyer

Company

Shareholder

Investor

CAPITAL MARKET

To devend three forces Stakeholder

 

Government Community

Media Comercial Market

Competency Market

Buyer

Worker

Creditor

Channel

Company Labour Union

Competitor

NGO

Investor

Capital Market

Financial Institution

 

VALUE LEVER / RISK

Control

Monitor

Control , Value Lever and Value Risk

 

VALUE DRIVERS

VALUE LEVERS    S    R    E    D    L    O    H    E    K    A    T    S    N    I    A    M

CUSTOMER

SHAREHOLDER

Customer Satisfaction

VALUE RISK Customer Turnover

EVA TSR CFROI

N/A

People Satisfaction PEOPLE

Index

 Indikator Value Value Driver and Value Value Risk Generik

People Turnover

 

Business Scope

Mission

P H I L O

Resource Allocation

Ideology

S O P H Y Vision

Profit

Risk Minimization

O B J E C T I V E

Balance

Organization

Shared Value Common Behaviour

Goal

M I L E S

Work Coordination

Management

T O N E S Target

Model Enterprise

F E E Measurement D

Return Maximization

B  A C K Result

 

Analogi „Gunung ES‟  ES‟  from culture.

BEHAVIOUR

MENTAL MODEL

NORMS

VALUES

 

Acer 1 –  2  2 - 3 Teamwork

Customer is No. 1 Realize the dragon dream

Contribute wisdom

Human nature is basically good Be pragmatic and accountable

Challenge leadingedge technology

Commoners’

culture

Relay marathon

Tutors who conceal nothing from their pupils Entrepreneurial achievement

Independent financial management

 

Business Scope/Organization

Mission

Values

Vision

Balance

Behavior

Goal / Target

C0mplexitas Enterprise model

Result