Strategi Pemasaran dalam Upaya Meningkatkan Penjualan (Studi Kasus: PT XYZ)

The purpose of this study is to determine the marketing strategy of PT XYZ to increase sales. The method used in this research is descriptive using primary and secondary data which are processed based on the results of interviews with the management of PT XYZ. This research uses internal environmental analysis including Segmentation, Target and Position (STP), Marketing Function, Financial Function, Human Resource Function, Operational Function and Marketing Mix (7P), industrial environment analysis (Porter's 5 Strengths), and external environment (PESTEL). From the analysis of the company environment, it is clarified using the IE Matrix and the SWOT analysis resulting in 4 sets of alternative strategies in the SWOT Matrix. Based on data from the company's internal and external environmental factors, the IFE Matrix is 2.96 and the EFE Matrix is 3.06, then the IE Matrix is in quadrant II, where the strategic position of PT XYZ is in a position of growth and development which describes the condition of the company is growing and developing. The result of PT XYZ's SWOT quadrant is in quadrant I, where the strategy commonly used is to support aggressive growth policies. Tujuan dari penelitian ini adalah untuk menentukan strategi pemasaran perusahaan PT XYZ dalam upaya meningkatkan penjualan. Metode yang digunakan dalam penelitian ini adalah deskriptif menggunakan data primer dan sekunder yang diolah berdasarkan hasil dari wawancara dengan manajemen PT XYZ. Penelitian ini menggunakan analisis lingkungan internal meliputi Segmentasi, Target dan Posisi (STP), Fungsi Pemasaran, Fungsi Keuangan, Fungsi Sumber Daya Manusia, Fungsi Operasional, dan Bauran Pemasaran (7P), analisis lingkungan industri (5 Kekuatan Porter’s) dan lingkungan eksternal (PESTEL). Dari analisis lingkungan perusahaan, diperjelas dengan menggunakan Matriks IE dan analisis SWOT menghasilkan 4 set strategi alternatif pada Matriks SWOT. Berdasarkan data dari faktor lingkungan internal dan eksternal perusahaan, didapatkan Matriks IFE adalah 2.96 dan Matriks EFE adalah 3.06, maka Matriks IE berada di kuadran II, dimana posisi strategis PT XYZ berada pada posisi pertumbuhan dan pembangunan yang menggambarkan kondisi perusahaan sedang bertumbuh dan berkembang. Hasil kuadran SWOT PT XYZ berada di kuadran I, dimana strategi yang biasa digunakan adalah mendukung kebijakan pertumbuhan yang agresif.

Nowe wyzwania w zarządzaniu sprzedażą w kontekście rozwoju nowoczesnych technologii i pandemii COVID-19

The purpose of the article is to systematize the knowledge on sales strategy and answer the question of whether current socio-economic conditions in the form of progressive digitalization and evolution of the sales function induce to update the definition of sales strategy. Furthermore, the study aims to verify whether the COVID-19 pandemic forces companies to reformulate their sales strategy. A non-systematic literature review supplemented by qualitative research was used as the research method. The first part of the paper presents the theoretical backgrounds of the analysis based on the literature review. The second part presents the results of the own research, enriched by the data from existing studies. Then, the results of the conducted discussion are presented. The final part of the paper contains a summary and the author's definition of sales management, focusing on sales strategy and a potential direction for future research. According to the analysis, the greatest challenge in implementing the assumed sales strategy is currently the COVID-19 pandemic, which significantly affects consumer behavior and limits market activities. However, with widespread access to advanced technologies and a flexible approach to strategy, most of the surveyed companies can meet their financial targets despite the economic crisis caused by the pandemic. When defining a sales strategy, it is necessary to consider the aspect of progressing digitalization and the evolution of the sales function, closely integrated with the marketing function.

Introducing the Marketing Accountability Standards Board (MASB) and its Common-Language Marketing Dictionary: Background, Description, Vision, and Prospects

For the benefit of marketing's worldwide academic community, not least this journal's high-end readership, a relatively new, specialized, marketing-focused organization of ascending impact merits formal introduction. The Marketing Accountability Standards Board (MASB), founded only in 2007, is a group of marketing academics, financial professionals, other business executives, and professional association representatives organized for and committed to improving the financial accountability of the corporate marketing function through enhanced performance measurement. That informational notice is one purpose of this communication. Then, the report segment per se outlines MASB's current initiatives in furtherance of the accountability aim, with special emphasis on one that may first appear a lesser function: creation of an official, authoritative marketing language dictionary. The endeavor's justification is that a common language as embodied in a good dictionary would benefit marketing theory and practice through improved communication, thereby enabling better accountability. Yet the ultimate reach of such a language resource should transcend any impact on financial accountability.

Locales and Interlanguage Communication

Traditional approaches fail to grasp the essential drivers and turns of interlingual communication in a wide context of current technological, marketing and economic processes. New scenarios of cross- and interlanguage information distribution, prevalence of functionality, timeliness, relevance, predictability, relevance and marketing function of selling texts over standards of quality, do not comply with any types of equivalence and adequacy. The concept of ‘locale’ is used in a variety of research, including Translation and Localization Studies, Marketing, Sociology, Political Science, etc., and allows to identify new variables, qualities and functions of interlanguage communication, embedded into technologically and economically driven processes of content and products distribution. Such parameters of locales as purchasing power, size, stronger or weaker communicative potential of languages, etc., account for asymmetries in interlingual communication and provide for the conceptualization of new patterns of content production and consumption across languages.

Analisis Saluran Pemasaran Belimbing Dewa di Kecamatan Pancoran Mas Kota Depok

Starfruit is one type of fruit that is widely cultivated in Indonesia, with Depok City occupying the first position in producing star fruit in West Java Province. However, there is a significant difference in price at the farm level and the consumer level which raises the question of how star fruit is marketed in Depok City. The purpose of this study was to determine the pattern of the marketing flow, the marketing function of each marketing agency, the cost of marketing, the farmer's share, and the marketing margin as well as to determine the marketing efficiency of each institution involved in the marketing of star fruit in Pancoran Mas District, Depok City. The method used in this research includes qualitative methods in the form of descriptive analysis for analysis of marketing flow patterns and functions of marketing, and quantitative is useful as an analysis of costs, marketing margins, and marketing efficiency of each marketing channel. Determination of the sample was done purposively with 30 farmers as respondents who were scattered in Rangkap Jaya and Rangkap Jaya Baru Villages, Pancoran Mas District, Depok City. The results of this study indicate; there are five marketing channels. channel I: Farmers - Consumers, channel II: Farmers - Retailers (fruit shops) - Consumers, channel III: Farmers - Brokers - Wholesalers - Retailers (traditional markets) - Consumers, channel IV: Farmers - Brokers - Wholesalers - Supplier - Retailer (self-service) - Consumers, and line V: Farmers - Suppliers - Retailers (self-service) - Consumers. Each marketing agency performs a different marketing function. The marketing costs and marketing margins that have the highest prices are carried out by channel IV with prices of Rp 1,811 and Rp 17,400. Marketing flow I am considered the most efficient when viewed from the farmer's share and marketing margin. The recommended marketing channels for this research are channels II and III if you have a farmer's share of 84% and 51%. It is recommended that farmers implement a mixed marketing strategy by combining the marketing channels used to increase farmer's share and reduce marketing margins.

Putting marketing knowledge to use: marketing-specific relational capital and product/service innovation performance

Purpose The importance of integrating both internal and external knowledge into the product/service innovation process has been widely recognized in the knowledge management and innovation literature. Likewise, the role of the marketing and sales function as a driver of innovation has been stressed because of its market-facing role. However, limited research has investigated the complementarity of both internal and external knowledge regarding product/service innovation performance in a marketing context. The purpose of this study is to analyze marketing departments’ role in accessing internal and external knowledge resources (i.e. marketing-specific relational capital [RC]) to reach improved product and service innovation performance. Design/methodology/approach The analysis uses empirical evidence collected by a structured survey of 346 respondents representing marketing and sales functions in Spanish companies. Findings The survey revealed that marketing-specific internal relational capital at the department and inter-department levels, as well as noncustomer external RC, are directly associated with product/service innovation performance. Further, the analyses show that the relationship between customer-specific RC and innovation performance is mediated by other types of RC, making it a fundamental antecedent to the innovation process. Finally, significant differences in marketing-specific RC subcomponents were found between business-to-consumer (B2C) and business-to-business (B2B) firms. Originality/value This study makes a valuable contribution to marketing and management literature by revealing the types of social interactions in the marketing function that enable access to knowledge sources that promote successful product/service innovation.

Marketing activities for the market of tourist services

The article is considered the features of marketing activities in the tourism industry and conceptual approaches marketing technologies in the field of tourism. Profound understanding of destination marketing tourism. The article analyzes the system of formation of marketing activities in the market of tourism services. The concepts of «Marketing activity in the market of tourism services» are considered in details. Tourism is not only an economic, but also a social, cultural, environmental and political phenomenon. Based on this, tourism marketing should be used with the maximum possible consideration of all these factors. Then it will to a large extent reflect the interests of both travel agencies and tourists. Given that tourism is a complex system, a symbiosis of economics, politics, ecology, culture, close coordi- nation of marketing of various organizations and enterprises is necessary to achieve a positive marketing effect. The definition of «Tourism Product» in a narrow and broad sense is considered and its main distinguishing features are characterized. The main guidelines of the marketing activities of the marketing function in tour- ism are determined. The concepts of «Marketing activity in the market of tourism services» are considered in detail, according to which it is established that the goals of tourism enterprises should be realized due to the high-quality satisfaction of customers’ needs in a sufficiently long period of time. It has been established that those companies in the tourism sector will be able to achieve real success, creatively and unconventionally apply the marketing concept, are constantly search- ing within it for new ways to adapt to changing market conditions, and are ac- tively influencing the market and consumers. Keywords: tourism, tourism industry, tourism marketing, marketing technology, travel companies.

STRATEGI PEMASARAN DALAM PERSAINGAN DESTINASI PARIWISATA

Tourism destination marketing activities begin by selecting target markets, and these activities are referred to as the segmenting and targeting process. Meanwhile, activities to acquire, maintain and develop target markets are called the selling process. And the last thing is creating, delivering and communicating the destination offering is called the positioning process. The process of tourism activities can be in the form of long-term decisions or strategic levels which include the branding, segmenting, targeting, selling and positioning processes. Meanwhile, the short-term activity process or the tactical level is usually called a marketing program in the form of various maneuvers so that the predetermined marketing strategy can run well. Meanwhile, tactical activities, which are usually called marketing programs, are short-term processes aimed at making the marketing strategy run as determined. Activities that are tactical in this marketing program are decisions about the marketing mix. Competition for tourism destinations can be carried out through strategies that optimize the functions of tourism destinations. Like other industries, the function of a tourism destination can be in the form of an operational function and a marketing function. Keywords: Marketing Strategy, Competitive Strategy, Tourism Destination

Design of Corporate Performance Assessment Model using the Total Performance Scorecard at PT. Sawitto Indah Berkah

PT. Sawito Indah Berkah is a medium scale company engaged in the LPG Non-Public Service Obligation (NPSO). The company has not applied standard standards in performance assessment. This study aims to determine the performance appraisal model currently used and to design a performance appraisal model using the Total Performance Scorecard. This study uses a survey method with a qualitative approach and the type of research is descriptive modeling. The data collection technique used triangulation. The results showed that the company only applies a financial perspective in measuring performance. This research can provide useful information about the importance of designing corporate performance appraisals. Also, it is expected to be able to assist the company in evaluating its financial function, marketing function, operational function, and human resource function properly.

Executives with customer experience and firm performance in the B2B context

Purpose This paper aims to examine the presence of an executive with customer experience (ECE) in a supplier firm’s top management team (TMT). The role of ECE presence remains understudied in the marketing literature. This study attempts to examine the relationship between ECE presence and firm performance. Design/methodology/approach This paper draws on the resource-based view of the firm and adopts a panel firm fixed effects estimator to test the proposed hypotheses. The empirical analysis uses a sample of 1,974 firm-year observations with 489 unique supplier firms. Selection-induced endogeneity is mitigated through the Heckman procedure. Findings ECE presence improves firm performance. Additionally, firms benefit less from ECE presence if a board member with customer experience (BCE) is also present, if a chief executive officer commands a higher pay slice (compared to other executives), and if a TMT is more functionally diversified. However, ECE presence is particularly beneficial if the overall economy is in contraction. Comparing the functional positions held by ECEs reveals that ECE in the marketing function (as a chief marketing officer) offers the largest benefit to an average supplier firm. ECE presence is also associated with other firm outcomes (e.g. bankruptcy odds, innovation and customer orientation). Research limitations/implications This study makes four contributions to the literature. First, this research contributes to existing studies that investigate marketing expertise in the upper corporate pyramid. Second, the study contributes to the burgeoning body of work across business disciplines that attempt to understand the impact of CxOs on firm performance. Third, the study contributes to the vast literature on customer orientation indirectly. Finally, this paper contributes to the broader literature studying the influence of board and TMT characteristics. Practical implications The findings are of particular importance to business-to-business firms. This paper shows that suppliers can benefit significantly from managers with customer experience. Four contingency factors moderate the relationship between ECE presence and firm performance. Among the various functional positions held by an ECE, the findings suggest that hiring an ECE for the marketing functional area is the most beneficial. ECE stands out as a better option for a company than BCE to improve firm performance. ECE presence is also associated with bankruptcy odds, innovation and customer orientation. Originality/value This paper provides the first empirical evidence regarding how ECE affects firm performance and also extends prior research on the value of human capital in TMT.