Bagaimana Membangun Brand yang baik

Ada beberapa inovasi yang dapat di lakukan antara lain :

• Pengembangan dan pembenahan distribusi

• Manajemen pengembangan produk (Product development)

• Manajemen sumber daya manusia yang dimiliki

• Pengembangan produk dan pelayanan

• Efisiensi dan efektivitas proses

• Aplikasi teknologi

• Akspansi pasar (termasuk edukasi pasar, model periklanan dll)

‘Kreativitas’ adalah kata kunci dan menjadi faktor penting dalam upaya menjadikan produk atau merek superior dimata konsumen. Dan yang perlu diingat, antara persepsi merek dan kinerja produk harus berjalan bersama, jangan sampai ada kesenjangan diantara keduanya.

Ciri-ciri merek superior yaitu:

• Produk inovatif, artinya produk yang selalu up-date dan diperbaharui (completely renewed), supaya kekuatannya dipasar tetap terpelihara.

• Proses yang inovatif, yaitu kondisi internal perusahaan yang diperbaiki terus menerus, sehingga tercipta produk berkualitas dengan efisiensi yang tinggi.

• Pemasaran yang inovatif, misalnya kombinasi antara product line dan analisis peluang pasar, identifikasi potensi pasar dan pemecahan potensi pasar kedalam bagian-bagian yang lebih kecil, misalnya berdasarkan demografi, geografi, psikografi dll, dan tentu saja perbaikan terus-menerus cara dan metode pelayanan.
  

New Wave Marketing Case Barack Obama

Ini adalah case pertama jafis tentang membangun imej personal seseorang yaitu Barack Obama. Presiden ke-44 AS ini telah berhasil memanfaatkan internet sebagai strategi marketing untuk memperoleh dukungan suara sehingga memenangkan Pemilihan Presiden di AS. wajar saja! jika beliau mendapatkan anugerah “Marketer of the Year” dari The Advertising Age dan American Marketing Association.

Berikut beberapa fakta yang mendukung strategi tersebut :

1. Website http://obama.com menurut data The wall Street Journal telah berhasil menarik 2 kali lipat jumlah pengunjung di banding John Mc. Cain. Karena selalu terupdate dengan kampanye yang Inspiratif, Inovatif dan reguler.

2. Menurut data organisasi non-propit Pew research Center di AS, 46 % masyarakatnya mengakses internet untuk mendapatkan informasi tentang kampanye pemilihan presiden 2008. waw ! lahan suara yang sangat besar.

3. Di situsnya Obama giat melakukan direct marketing , event grassroots dan fun-raising (penggalangan dana). Jadi semua lapisan masyarakat bisa ikut team sukses (*bisa buat account sendiri), dan akan merasa bangga jika yang diperjuangkannya kelak berhasil, beda dengan indonesia yang team suksesnya lebih terkesan ekslusif.

4. Obama memanfaatkan e-mail sebagai sarana komunikasinya, sehingga banyak kaum grassroots merasa bangga bisa berkomunikasi langsung dengan calon sang presiden. Selama 21 tahun bulan masa kampanye lebih kurang 10 juta alamat email pendukung terdaftar melalui situs ini.

5. Untuk memperluas jaringannya situs ini juga terhubung secara intensif dengan social media seperti Twitter, Myspace, facebook, Youtube dan blogs. Di facebook dia telah mengumpulkan 3 juta pendukung. wahh! angka yang fantastis

Walaupun angka pengguna internet di Indonesia tidak sebesar AS, tapi ini merupakan sarana yang kuat untuk membangun basis loyal. Tokoh Politik Indonesia banyak yang gagal karena team suksesnya terlalu konservatif. Semoga di tahun depan saya bisa menulis new wave marketing case seorang tokoh yang menjadi presiden Indonesia atau setidaknya anggota DPR RI lah ..heeh heeheh. CMIIW.

The strategy hierarchy

In most (large) corporations there are several levels of management. Strategic management is the highest of these levels in the sense that it is the broadest - applying to all parts of the firm - while also incorporating the longest time horizon. It gives direction to corporate values, corporate culture, corporate goals, and corporate missions. Under this broad corporate strategy there are typically business-level competitive strategies and functional unit strategies.

Corporate strategy refers to the overarching strategy of the diversified firm. Such a corporate strategy answers the questions of "in which businesses should we be in?" and "how does being in these business create synergy and/or add to the competitive advantage of the corporation as a whole?"

Business strategy refers to the aggregated strategies of single business firm or a strategic business unit (SBU) in a diversified corporation. According to Michael Porter, a firm must formulate a business strategy that incorporates either cost leadership, differentiation or focus in order to achieve a sustainable competitive advantage and long-term success in its chosen arenas or industries.

Functional strategies include marketing strategies, new product development strategies, human resource strategies, financial strategies, legal strategies, supply-chain strategies, and information technology management strategies. The emphasis is on short and medium term plans and is limited to the domain of each department’s functional responsibility. Each functional department attempts to do its part in meeting overall corporate objectives, and hence to some extent their strategies are derived from broader corporate strategies.

Many companies feel that a functional organizational structure is not an efficient way to organize activities so they have reengineered according to processes or SBUs. A strategic business unit is a semi-autonomous unit that is usually responsible for its own budgeting, new product decisions, hiring decisions, and price setting. An SBU is treated as an internal profit centre by corporate headquarters.

An additional level of strategy called operational strategy was encouraged by Peter Drucker in his theory of management by objectives (MBO). It is very narrow in focus and deals with day-to-day operational activities such as scheduling criteria. It must operate within a budget but is not at liberty to adjust or create that budget. Operational level strategies are informed by business level strategies which, in turn, are informed by corporate level strategies.

Since the turn of the millennium, some firms have reverted to a simpler strategic structure driven by advances in information technology. It is felt that knowledge management systems should be used to share information and create common goals. Strategic divisions are thought to hamper this process. This notion of strategy has been captured under the rubric of dynamic strategy, popularized by Carpenter and Sanders's textbook [1]. This work builds on that of Brown and Eisenhart as well as Christensen and portrays firm strategy, both business and corporate, as necessarily embracing ongoing strategic change, and the seamless integration of strategy formulation and implementation. Such change and implementation are usually built into the strategy through the staging and pacing facets.

Strategic management

Strategic or institutional management is the conduct of drafting, implementing and evaluating cross-functional decisions that will enable an organization to achieve its long-term objectives^[1]. It is the process of specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives.

Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency". According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context."

“Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment.”Strategic management is a combination of three main processes which are as follows

Strategy formulation

• Performing a situation analysis, self-evaluation and competitor analysis: both internal and external; both micro-environmental and macro-environmental.
• Concurrent with this assessment, objectives are set. These objectives should be parallel to a timeline; some are in the short-term and others on the long-term. This involves crafting vision statements (long term view of a possible future), mission statements (the role that the organization gives itself in society), overall corporate objectives (both financial and strategic), strategic business unit objectives (both financial and strategic), and tactical objectives.
• These objectives should, in the light of the situation analysis, suggest a strategic plan. The plan provides the details of how to achieve these objectives.

This three-step strategy formulation process is sometimes referred to as determining where you are now, determining where you want to go, and then determining how to get there. These three questions are the essence of strategic planning. I/O Economics for the external factors and RBV for the internal factors.

Strategy implementation

• Allocation and management of sufficient resources (financial, personnel, operational support, time, technology support)
• Establishing a chain of command or some alternative structure (such as cross functional teams)
• Assigning responsibility of specific tasks or processes to specific individuals or groups
• It also involves managing the process. This includes monitoring results, comparing to benchmarks and best practices, evaluating the efficacy and efficiency of the process, controlling for variances, and making adjustments to the process as necessary.
• When implementing specific programs, this involves acquiring the requisite resources, developing the process, training, process testing, documentation, and integration with (and/or conversion from) legacy processes.

Thus, when the strategy implementation processes, there have been many problems arising such as human relations and/or the employee-communication. At this stage, the greatest implementation problem usually involves marketing strategy, with emphasis on the appropriate timing of new products. An organization, with a effective management, should try to implement its plans without signaling the fact to its competitors.

In order for a policy to work, there must be a level of consistency from every person in an organization, including from the management. This is what needs to occur on the tactical level of management as well as strategic.