MINGGU KE 3 : STRATEGI PENGEMBANGAN PRODUK

JENIS STRATEGI (WHEELEN, 2002) STRATEGI KORPORASI (WHAT SHOULD WE BE IN?) : IT DESCRIBES A COMPANY’S OVERALL DIRECTION IN TERMS OF ITS GENE- RAL ATTITUDE TOWARD GROWTH AND THE MANAGEMENT OF ITS VARIOUS BUSINESSES AND PRODUCT LINES. STRATEGI BISNIS IT USUALLY OCCURS AT THE BUSINESS UNIT OR PRODUCT LEVEL. IT EMPHASIZES IMPROVEMENT OF THE COMPETITIVE POSITION OF A CORPO- RATION’S PRODUCT OR SERVICES IN THE SPECIFIC INDUSTRY OR MARKET SEGMENT SERVED BY THAT BUSINESS UNIT. STRATEGI FUNGSIONAL IT IS THE APPROACH TAKEN BY A FUNGTIONAL AREA TO ACHIEVE CORPO- RATE AND BUSINESS UNIT OBJECTIVES AND STRATEGIES BY MAXIMIZING RESOURCE PRODUCTIVITY. IT IS CONCERNED WITH DEVELOPING AND NUR- TURING A DISTINCTIVE COMPETENCE TO PROVIDE A COMPANY OU BUSINESS UNIT WITH A COMPETITIVE ADVANTAGE.

NEW-PRODUCT STRATEGIES (1) (Urban , 1993) STRATEGI REAKTIF : IT IS BASED ON DEALING WITH THE INITIATING PRESSURES AS THEY OCCUR. I.E : A REACTIVE VIEW OF THE COMPE- TITION IS TO WAIT UNTIL THE COM- PETITION INTRODUCES A PRODUCT AND COPY IT IF IT IS SUCCESSFUL STRATEGI PROAKTIF : IT WOULD EXPLICITLY ALLOCATE TO PREEMPT UNDESIRABLE FUTURE EVENTS & ACHIEVE GOALS. I.E : IT WOULD BE BASED ON PREEMTING COMPE- TITION BY BEING FIRST ON THE MARKET WITH A PRODUCT COMPETITORS WOULD FIND DIFFI- CULT TO MATCH OR IMPROVE

NEW-PRODUCT STRATEGIES (2) (Urban , 1993) REACTIVE STRATEGIES PROACTIVE STRATEGIES DEFENSIVE RESEARCH & DEVELOPMENT IMITATIVE MARKETING SECOND BUT BETTER ENTREPRENEURIAL RESPOSIVE ALLIANCES

PIONER VS IMITATOR (sumber : Teece – dalam D’Aveni, 1994, p88) Pionir-Inovator Pengekor-Imitator . IBM (Komputer Personal) . Matsushita (Video VHS) . Seiko (Arloji) . Texas Instruments (Kalkulator Saku) . AMEX, VISA, MasterCard . Pilkington (foat glass) . G.D Searle (NutraSweet) . Dupont (Teflon) Menang . RC Cola (diet cola) . EMI (Scanner) . Bowmar (Kalkulator Saku) . Xerox (Office Computer) . MicroPro International (Wordstar 1.0/1979) . Diners Club . Kodak (fotografi Instan) . DEC (Komputer personal) Kalah

. Terhindar dari produk dan Pasar ALASAN-ALASAN UNTUK MENJADI PIONIR DAN PENGEKOR (sumber : Schnaars, 1994 dan Brown, 1997) Pionir - Inovator Pengekor - Imitator . Citra dan Reputasi . Loyalitas Merek . Pemimpin Teknologi . Pembentuk Pasar . Penentu Standar Produk . Akses Distribusi . Hambatan Masuk berupa Paten . Efek Belajar . Basis Pelanggan yang besar dan Switching Cost . Terhindar dari produk dan Pasar yang potensinya rendah . Biaya R & D dan Biaya mendidik Pelanggan relatif rendah . Peluang Meraih Pangsa Pasar Melalui Promosi Besar-Besaran . Peluang melakukan Technological leapfrog . Peluang memanfaatkan perubahan Pasar . Peluang memanfaatkan pengalaman serupa dalam industri

KAPAN PERUSAHAAN MENERAPKAN STRATEGI REAKTIF DAN PROAKTIF KAPAN PERUSAHAAN MENERAPKAN STRATEGI REAKTIF DAN PROAKTIF ? (URBAN, 1993) GROWTH OPPORTUNITIES PROTECTION FOR INNOVATION SCALE OF THE MARKET STRENGTH OF THE COMPETITION ORGANIZATION ‘S POSITION IN THE PRODUCTION/ DISTRIBUTION SYSTEM

MARKETING AND RESEARCH/DEVELOPMENT-COOPERATION A PROACTIVE STRATEGY MEANS TAKING AN ACTIVE ROLE IN THE DEVELOPMENT OF NEW PRODUCTS AND MARKETS. THIS ACTIVE ROLE CAN CONCENTRATE ON TECHNOLOGY (R & D), ON THE CUSTOMER (MARKETING), OR BOTH. THE STUDIES FOUND THAT IN THE FAILED PRODUCTS THERE WAS A LITTLE COOPERATION AND COMMUNICATION ON AT LEAST ONE OF ASPECTS OF BUSINESS PLANS, CUSTOMER NEEDS, AND TECHNOLO- GICAL CAPABILITIES.