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M WELLY NAILIS, SE MM wellynailis.web.id

STRATEGI PRODUK DAN MEREK. M WELLY NAILIS, SE MM www.wellynailis.web.id. KONSEP DASAR PRODUK. What is Product ? “ Segala sesuatu yang dapat ditawarkan ke pasar untuk dapat memenuhi keinginan atau kebutuhan konsumen . ” Some Example s :. The Product. Five Product Levels. Product levels

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M WELLY NAILIS, SE MM wellynailis.web.id

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  1. STRATEGI PRODUK DAN MEREK M WELLY NAILIS, SE MM www.wellynailis.web.id

  2. KONSEP DASAR PRODUK What is Product ? “Segala sesuatu yang dapat ditawarkan ke pasar untukdapat memenuhi keinginan atau kebutuhan konsumen.” Some Examples :

  3. The Product Five Product Levels Product levels Customer value hierarchy • Core benefit • Basic product • Expected product • Augmented product • Potential product

  4. The Product Product hierarchy (Ex. Asuransi Jiwa) • Need family : Kebutuhan inti yang mendasari keberadaan suatu kelompok produk (Keamanan) • Product family : Semua kelas produk yang dapat memenuhi kebutuhan inti (Tabungan dan Penghasilan) • Product class : Sekelompok produk dalam keluarga produk yang diakui mempunyai ikatan fungsional tertentu (Instrumen Keuangan) • Product line : Sekelompok produk dalam kelas produk dengan fungsi dan pelanggan yang sama (Asuransi Jiwa) • Product type : Jenis produk (Asuransi Berjangka) • Item : Unit produk yang dapat dibedakan berdasarkan ukuran, harga. (Asuransi Jiwa Berjangka Prudential.

  5. The Product • Product classifications • Durability and Tangibility Classification: • Nondurable goods • Durable goods • Services

  6. The Product • Consumer-Goods Classification: • Convenience goods • Staples • Impulse goods • Emergency goods • Shopping goods • Homogeneous shopping goods • Heterogeneous shopping goods • Specialty goods • Unsought goods

  7. PRODUCT MIX • Lebar/Luas: Banyaknya macam lini/kategori produk • Panjang : Banyaknya jumlah unit produk • Kedalaman : Banyaknya varian produk • Konsistensi : Seberapa erat hubungan lini produk dalam hal penggunaan akhir.

  8. LEBAR & PANJANGLINI PRODUK

  9. PRODUCT DEVELOPMENTPROCESS

  10. HAMBATAN PENGEMBANGAN PRODUK • Kelangkaan ide • Hambatan sosial peraturan pemerintah (Regulasi) • Kurangnya modal • Biaya • Kecepatan reaksi trhdap pasar (Perubahan Selera) • Siklus kehidupan produk yang singkat (Teknologi) • Dilema ? …

  11. BRANDING Sebuah Nama, istilah, tanda, simbol atau rancangan sebagai identitas suatu produk agar dapat dibedakan dengan pesaingnya. • Nama Merek : Bagian merek yg dpt diucapkan • Logo : Bagian merek yg tidak dapat diucapkan • Merek Dagang : Merek/bagiannya yg dilindungi hukum (Legal Protection) • Hak Cipta : Hak eksklusif untuk meniru, menerbitkan. Atau menjual kembali suatu produk

  12. BRANDING STRATEGY • Why brand ? • Aid in promotion • Pull product through channel • Enhance control by manufacturer • Emphasize quality

  13. BRANDING STRATEGY • Developing a Brand Name • Should suggest product benefit or quality • Easy to spell, remember, pronounce (Lux) • Distinctive (Mustang, Kodak) • No negative connotations • No legal restrictions • Cannot be immoral, deceptive, scandalous

  14. BRANDING STRATEGY

  15. BRANDING STRATEGY • Line Extention (Perluasan Lini) : Meluncurkan brand yang sama dalam kategori yg sama. Mis. Kemasan baru, varians baru. (Sunsilk, Fanta, Antimo, Pringles) • Brand Extention (Perluasan Merek) : Merek diperluas ke kategori baru.(Honda,Adidas, Pepsodent,Betadine, Sony) • Multi Brand (Multi Merek) : Merek baru diperkenalkan dlm kategori yg sama. (Unilever Shampo, Toyota & Lexus, Lion & Wing) • New Brand (Merek Baru) : Merek baru untuk kategori baru. (Baygon & Autan, Wings & Mie Sedaap, Coca cola & Fresh tea, Bintang 7 & Extra Joss) • Cobranding (Merek Bersama) : Menggunakan 2 merek atau lebih dalam satu tawaran berbagi kompetensi untuk bersinergi. (Otomotif & Ban, Audio, Intel & PC, Samsung & Fren, Garuda & Citibank), Intel Inside ? Ingredient co-branding, Same-company co-branding, Joint venture co-branding, Multisponsor co-branding

  16. MEREK PALING BERNILAI DI DUNIA INTERBRAND (2005) • Coca Cola ($ 70M)  Asset Fisik $ 25,5M • Microsoft ($ 65M) • IBM ($ 52M) • General Electric ($ 42 M) • Intel ($ 31 M) • Nokia ($ 29M) • Disney ($ 28M) • McDonald’s ($ 25M) • Marlboro ($ 22M) • Mercedes-Benz ($ 21M)

  17. PACKAGING • Packaging : Mencakup semua kegiatan merancang dan memproduksi wadah atau pembungkus suatu produk. • Packaging fulfills many functions: Containment and protection Communication Ease of use Market segmentation New product planning

  18. LABELLING • Labelling : Pemberian label pada produk agar dapat diidentifikasikan. • Labeling helps customers by: • Identifying the manufacturer, country of origin, ingredients • Reporting expiration dates, content grading • Explaining product use • Warning about potential misuse • Providing care instructions • Serving as a communications link between the user, eventual buyers, and the company

  19. Packaging ReviewAir Minum Dalam Kemasan SUPER O2 CLEO EVIAN Personality, Multy Function, Stopping Power. Warna, Bentuk ?

  20. Markets New Existing Products Market Development Existing Market Penetration Product Development Product Diversification New Product Growth Opportunities

  21. Product Growth Opportunities • Market Penetration • Strategy of increasing sales of existing products in existing markets • Memperluas pangsa pasar • Penggunaan lebih sering

  22. Product Growth Opportunities • Product Development • Introduction of new products into established markets • Penambahan fitur produk • Ponsel + Games

  23. Product Growth Opportunities • Market Development • Strategy of identifying new markets for existing products • Penggunaan baru • Komputer lokal menjadi internet

  24. Product Growth Opportunities • Product Diversification • Strategy of offering new products to new markets • Segmen baru

  25. Product Failure Reasons for product failure • Bad timing • Insignificant point of difference • Poor quality • Poor marketing execution • Markets too small or inaccessible • Lack of top management commitment

  26. Product Failure Reasons for product elimination • Poor sales • Incompatibility with the organization’s strategies • Poor market outlook

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