Professional Documents
Culture Documents
BANK BRI
STRATEGIES
-CORPORATE - BUSINESS LEVEL
CUSTOMERS
ACTIVA
CORPORATE
CENTRE (C6)
COMPANY (C1)
CHANNEL (C5)
CUSTOMER (C2)
COMPETITOR (C3)
CAPABILITY MISMATCH
BUSINESS VALUE
CUSTOMER LOYALTY
INTENDED STRATEGY
Bank BUMN BCA DANAMON PANIN FOREIGN BANK
DELIBERATE
STRATEGY
REALIZED STRATEGY
Bank PASAR BPR
UNREALIZED STRATEGY
EMERGENT
STRATEGY
OPERATIONAL EXCELLENCE
Effuigence Driver
CUSTOMER INTIMACY
(C6)
PERPECTIVE Long term strategy STRATEGI
(C7)
PLOY, Adaptation to competitor
(C5)
(C1)
(C2)
Unique resource
Trust, Image
Comparateve Strategy
Comparative Advantage
CA2
PO SITI ON AL
Bank BRI
Superior Value
Competitive Strategy
Competitive Advantage
Strategic Relationshi p
Cooperative Strategy
Cooperative Advantage
AD VA NT AG E
1.
Where ?
Why ?
ACTIVITIES
When?
How Far ?
ACCESS
ACCOUNT So Far ?
How?
analysis
STRATEGIC SITUATION ANALYSIS
decision
STRATEGY FORMULATI ON
action
STRATEGY IMPLEMENT ATION
performance
EVALUATION AND CONTROL
FEED BACK
STRATEGY FORMULATION
STRATEGY IMPLEMENTATION
FEED BACK
DIVISION
(SSA)
(SF)
(SI)
(SEC)
FUNCTIONAL
(SSA)
(SF)
(SI)
(SEC)
STRATEGIC FORMULATION
Mission
STRATEGIC IMPLEMENTATION
E&C
EXTERNAL
Social Environment
Goals
Marketing Strategy
Task Environment
Strate gies
Policy Program Budget
INTERNAL
Resources structure
Procedure
Perfor mance
SUPERIOR PERFORMANCE Using market driven strategy to achieve High superior performance Customers value/Capabi lities Match
Customer Information
Competitor Information
Organizational processes
Desirable Capabilities
Difficult to duplicate
Outside in Processes SPANNING PROCESSES Market sensing Customer order fulfillment Customer linking Pricing Channel bonding Purchasing Customer service delivery New product/service development Strategic development
Financial management
Cost control Technology development Integrated logistics Manufacturing/Transformation processes Human resources management Environment health and safety
STRATEGIC MARKETING MANAGEMENT : Characteristics of Market Orientation (important issues in the process view of capabilities) The market driven organization has a clear external focus. Capabilities typically span several business functions and involve teams of people. Processes need to be clearly defines and have identifiable owners. Information should be shared across all process participants. Processes are interconnected to other processes and management needs to coordinate the linkages.
STRATEGIC MARKETING MANAGEMENT : Characteristics of Market Orientation (Creating Value for Customer Customer Value)
Customer value is the outcome of a process that begins with a business strategy anchored in a deep understanding of customer needs. Customer value is the trade off benefits less the costs involved in acquiring a product. The bundle of benefits includes the product, the supporting services, the personnel involved in the purchase and use experience, and the perceived image of the product. The cost include the price of purchase, the time and energy involved, and the physic costs.
STRATEGIC MARKETING MANAGEMENT : Characteristics of Market Orientation (Creating Value for Customer Providing Value to Customer)
Delivery value by differentiating the product offer. Offering lower prices relative to competing brands. A combination of lower cost and differentiation.
STRATEGIC MARKETING MANAGEMENT : Characteristics of Market Orientation (Creating Value for Customer Results of Customer Value Initiative Ability to retain customers. Ability to build long term customer relationship. Ability to attract new customers. Growth in market share. Growth in profit. Growth in sales. Reduction in customer complaints. Growth in product/service innovation.
Designing Marketing Strategy Market sensing information Plays a key role in designing Marketing strategy, which include Market targeting, positioning analysis, Marketing program strategies implement Building marketing relationship and The positioning strategy in order to achieve Marketing Developing, introduction new product favorable positioning while allocating Program financial, human and resources to market Development
BUSINESS AND MARKETING STRATEGIES : Outline for Preparing The Annual Marketing Plan
Strategic Situation Summary. A summary of the strategic situation for the planning unit (business unit, market segment, product line, etc). Market Target(s) Description Define and describe each market target, including customer profiles, customer preferences and buying habits, size and growth estimates, distribution channels, analysis of key competitors, and guidelines for positioning strategy. Objectives for the Market Target (s) Set objectives for the market target (such as market position, sales, and profits). Also state objectives for each component of the marketing program. Indicate how each objective will be measured. Marketing program positioning strategy. State how management wants the firm to be positioned relative to competition in the eyes and mind of the buyer. A. Product strategy, set strategy for new product, product improvement, and product deletions.
BUSINESS AND MARKETING STRATEGIES : Outline for Preparing The Annual Marketing Plan
Marketing program positioning strategy. State how management wants the firm to be positioned relative to competition in the eyes and mind of the buyer. B. Distribution strategy. Indicate the strategy to be used for each distribution channel, including role of middleman assistance and support provided, and specific activities planned. C. Price strategy. Specify the role of price in the marketing strategy and the planned actions regarding price. D. Promotion strategy. Indicate the planned strategy and actions for advertising, publicity, personal selling, and sales promotion. E. Marketing research. Identify information needs and planned projects, objectives, estimated cost, and time table. F. Coordination with other business function. Specify the responsibilities and activities of other departments that have an important influences upon the planned marketing strategy.
BUSINESS AND MARKETING STRATEGIES : Outline for Preparing The Annual Marketing Plan
Forecasts and Budgets.
Forecast sales and profit for the marketing plan and set the budget for accomplishing the forecast.
Contingency plans.
Indicate planned actions if events differ from those assumed in the plan.
SITUATION ANALYSIS
Market vision, structure and analysis
Rapid technological change, global competition, and the diversity of buyers preferences in many markets require the constant attention of market watchers to identify promising business opportunities, see the shifting requirements of buyers, evaluate changes in competitive positioning, and guide the choice of which buyers to target and how to position a product or services. A broad view of the market is important, even when managements interest center on one or a few markets segments within a particular market. Mapping the entire market is necessary to understand and anticipate market changes and competitive threats. Understanding markets and how they are likely to change in the future are vital inputs to market driven strategies.
SITUATION ANALYSIS
Market and Strategies
Strategies and market are interlinked, market changes often require altering business and marketing strategies. Companies that do not understand their markets and how they will change in the future may find their strategies for competing inadequate as buyer needs and wants change and alternative avenues become available to meet buyer requirements. Value Migration, describes the process of customers shifting their purchases away from the products generated by outmoded business designs to new ones that offer superior value. Value migration may affect a product category, a company, or an entire industry forecasting the exact nature, scope, and timing of migration may be difficult but nonetheless is essential. Market knowledge is a key input to assessing migration trends. Value migration points to the close relationship between strategies and markets, and the need to define understand the market and competitive area. Shared vision about the market, an important part of becoming market oriented is developing a vision about the organizations markets and the possible future directions of change.
SITUATION ANALYSIS
Mapping Product Market
Matching needs with product benefits. The term product market recognizes that markets exist only when there are buyers with needs who have the ability to purchase products, and products (good and services) available to satisfy the needs. Mapping Product Market Boundaries and Structure, market definition and analysis provide important information for developing business and market strategies, and alert management to new competition. Product Market Structure, a companys brands of products compete with competing brands in generic, product type, and product variant product markets. The generic product market includes a broad group of products that satisfy a general, yet similar, need.
SITUATION ANALYSIS
Mapping Product Market
Forming Product Markets, the factor that influence the nature and scope of product market boundaries include the purpose of the analysis, the changes in market composition over time, and factors creating market complexity. Purpose Analysis, if management is deciding whether or not to exit from a business primary emphasis may be on financial performance and competitive position. Changing composition of markets, product market composition may change as new technologies become available and new competition emerges.
SITUATION ANALYSIS
Mapping Product Market (the process of gaining an understanding of markets)
Mapping the product market
Market forecast
SITUATION ANALYSIS
Mapping Product Market (breaking out product market boundaries)
Starting with a generic need category of interest to the firm
SITUATION ANALYSIS
Analyzing Competition
SITUATION ANALYSIS
Analyzing Competition
Analysis of value added Chain, a study of supplier and distribution channels in important in understanding and serving product markets. Competitive Forces, offers a useful basis for examining competitive forces in the value added chain. Describing the competitors, a key competitor is a firm going after the same market target as the firm conducting the analysis. Evaluating competitor, although competitor description and evaluation are interrelated, it is useful to separate the two activities.
SITUATION ANALYSIS
Analyzing Competition
1. Define industry structure and characteristics
SITUATION ANALYSIS
Analyzing Competition Business scope and objectives. Management experience, capabilities, and weakness. Market position and trends. Market target(s) and customer based. Marketing program positioning strategy. Financial, technical and operating capabilities. Key competitive advantage.
SITUATION ANALYSIS
Analyzing Competition (evaluation of the competition)
EXTENT OF MARKET COVERAGE
CURRENT CAPABILITIES
COMPETITOR EVALUATION
CUSTOMER SATISFACTION
PAST PERFORMANCE