Martin, Donny (2010) Pengembangan Strategi Pemasaran Koran Tempo Dalam Merebut Pasar Iklan Koran Harian Nasional. S2 thesis, Universitas Mercu Buana Jakarta-Menteng.
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Abstract
End of this final work is the result of research on PT. Tempo Inti Media, Tbk in understanding the problems faced and then formulate appropriate strategies to maintain sales levels of growth and maintain its position as a Market Challenger. The process in this study include gathering information, data processing, and then do analysis and discussion. Retrieval of data and information needed unearthed by the literature study, both derived from the company's sales reports, financial statements, budgeting of the company's marketing activities, the achievement of company projections, books, articles, magazines, internet and other sources related. Strategic management process includes environmental observation process, both internally and externally, followed by the formulation of the vision and mission, and then the formulation of corporate strategy. The internal environment includes the structure and behavior of firms, the use of technology, marketing policy, the company's financial condition as well as research and development. While observations of the external conditions include macro environment (political aspects, economic aspects, social aspects and technological aspects) and the industrial environment (competitors aspects, aspects of potential new entrants, potential aspects of a replacement or substitution of products, aspects of buyer bargaining power and bargaining power aspects suppliers). Based on the results of this study, market share dominated by PT Tempo Inti Media, Tbk has placed the company's position as market challenger. Strategies that can be run by PT Tempo Inti Media, Tbk in the next future are as follows: • Strategy I: Based on TOWS analysis, the most appropriate strategy is The Reformulation of Growth Aggressive. • Strategy II: Based on the Grand Strategy Cluster, then the appropriate strategy is Concentrated Growth, Vertical Integration and Concentric Diversification. • Strategy III: Based on the Grand Strategy Selection Matrix, then the appropriate strategy is Market Development, Product Development and Innovations. • Strategy IV: based on the position as market.Karya Akhir ini merupakan hasil penelitian terhadap PT Tempo Inti Media, Tbk dalam memahami permasalahan yang dihadapi dan selanjutnya merumuskan strategi yang tepat dalam mempertahankan pertumbuhan tingkat penjualan dan mempertahankan posisi sebagai Market Challenger. Proses dalam penelitian ini meliputi pengumpulan informasi, pengolahan data, dan kemudian melakukan analisa serta pembahasan. Pengambilan data dan informasi yang dibutuhkan digali berdasarkan studi kepustakaan, baik berasal dari laporan penjualan perusahaan, laporan keuangan perusahaan, budgeting dari aktivitas pemasaran perusahaan, proyeksi pencapaian perusahaan, buku, artikel, majalah, internet maupun sumber-sumber lain yang terkait. Proses manajemen strategis meliputi proses pengamatan lingkungan, baik internal maupun eksternal, dilanjutkan dengan perumusan visi dan misi, dan kemudian perumusan strategi perusahaan. Lingkungan internal meliputi struktur dan perilaku perusahaan, pemanfaatan teknologi, kebijaksanaan pemasaran, kondisi keuangan perusahaan serta penelitian dan pengembangan. Sedangkan pengamatan terhadap kondisi eksternal meliputi lingkungan makro (aspek politik, aspek ekonomi, aspek sosial serta aspek teknologi) dan lingkungan industri (aspek pesaing, aspek pendatang baru yang potensial, aspek potensi adanya produk pengganti atau substitusi, aspek daya tawar pembeli serta aspek daya tawar pemasok). Berdasarkan hasil penelitian ini, PT Tempo Inti Media, Tbk telah menempatkan posisi perusahaan sebagai penantang pasar (market challenger). Strategi yang dapat dijalankan oleh PT Tempo Inti Media, Tbk kedepannya adalah sebagai berikut : • Strategi I : Berdasarkan analisa TOWS, maka strategi yang paling cocok adalah Growth Aggressive. • Strategi II : Berdasarkan Grand Strategy Cluster, maka strategi yang cocok adalah Concentrated Growth, Vertical Integration dan Concentric Diversification. • Strategi III : Berdasarkan Grand Strategy Selection Matrix, maka strategi yang cocok adalah Market Development, Product Development dan Innovations. • Strategi IV : berdasarkan posisi sebagai market challenger,maka strategi yang cocok adalah serangan sisi (flank attack).
| Item Type: | Thesis (S2) |
|---|---|
| Call Number CD: | CDT-551-10-096 |
| Call Number: | TM/10/273 |
| NIM/NIDN Creators: | 55106110163 |
| Uncontrolled Keywords: | Strategi Pemasaran, MPS, Manajemen Pemasaran |
| Subjects: | 600 Technology/Teknologi > 650 Management, Public Relations, Business and Auxiliary Service/Manajemen, Hubungan Masyarakat, Bisnis dan Ilmu yang Berkaitan > 658 General Management/Manajemen Umum |
| Divisions: | Pascasarjana > Magister Manajemen |
| Depositing User: | Admin Perpus UMB |
| Date Deposited: | 10 Mar 2011 10:15 |
| Last Modified: | 08 Feb 2023 04:57 |
| URI: | http://repository.mercubuana.ac.id/id/eprint/38236 |
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