Strategi Bisnis, Branding & Pemanfaatan Teknologi dalam ...

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REZA ASHARI NASUTION, Ph.D

Strategi Bisnis, Branding & Pemanfaatan Teknologi dalam Peningkatan Daya Saing Produk

Ekspor

Sekolah Bisnis dan Manajemen

Institut Teknologi Bandung

Bandung, 25 Juli 2019

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Ph.D. in International Management and Business Information SystemsChair of Business Strategy and Marketing Research Group at SBM ITB

Research areas cover Business Strategy, Strategic Marketing, Brand and Marketing Communication, Customer Journey and Experience

and Digital Transformation.

Short Biography

REZA ASHARI NASUTION, Ph.D.

Creative Solgan Here

A

G

E

N

DA

01 Background

02 The Concept of Competitiveness

04 Other Case Studies

05 Conclusions

03Case Study of Textile Industry of Indonesia

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● The government of Indonesia has set an economic growth target of

5,3% in 2019, higher than the 5.17% record of 2018.

● Export growth becomes a key strategy to achieve the target

growth.

● The government has initiated the simplification of export

procedures and prioritization of export commodities.

● The initiatives should be reinforced by the other relevant

stakeholders, in particular the academia.

● The objective of this presentation is to describe the role of strategy,

branding, and technology to escalate the export competitiveness,

with a focus on the textile industry.

Background


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Tyson, 1992 p.1

“...ability to produce goods and services that meets the test of international competition while [the] citizens enjoy a standard of living that is both rising and sustainable”

The Concept of Competitiveness

Mulatu, 2016 p.53“To be competitive is to raise a nation’s standard of living while being micro-economically competitive in an open economy”. This leads to the emergence of New Theory of Trade.

Porter, 1990The proponents of New Theory of Trade (e.g. Krugman, 1992) stated that international competition exists between companies, not between countries. The countries’ role is to provide adequate supports to make the companies competitive

Pilinkiene et al., 2016 p.4

“Seeking for competitiveness is [thus] based on creating of the strategy of competition and concentrating of the company’s resources on realisation of the strategy.”


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The Concept of Strategy

● “...the major intended and emergent initiatives taken by general managers on

behalf of owners, involving utilization of resources, to enhance the performance of firms in their

external environments.’” (Nag et al., 2007 p. 944).

● Porter (1996):

○ The creation of a unique and valuable position, involving a different set of activities

○ Making trade-offs in competing: to choose what not to do

○ Creating a fit among a company’s activities

● A set of Five P’s: Plan, Ploy, Pattern, Position and Perspective (Mintzberg, 1987).

● A coherent whole of pieces or elements, an integrated set of choices (Arena, Vehicle,

Differentiators, Staging, and Economic Logic) that addresses how the business intends to

engage its environment in order to achieve its objectives (Hambrick, 2005).

● A company’s strategy is the set of actions that its managers take to outperform the company’s

competitors and achieve superior profitability (Thompson et al., 2016).


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Differenti

ation

Arenas

Economic

LogicStaging Vehicles

How will we get there?• Internal development?• Joint ventures?• Licensing/franchising?• Acquisitions?

How will we obtain our returns?• Lowest cost through scale advantages?• Lowest cost through scope and replication

advantages?• Premium price due to unmatchable service?• Premium price due to proprietary product

feature?

How will we win?• Image?• Customization?• Price?• Styling?• Product reliability?

Where will we be active?(and with how much emphasis?)• Which product categories?• Which market segments?• Which geographic areas?• Which core technologies?• Which value-creation stages?

What will be our speed and sequence moves?• Speed of expansion?• Sequence of initiatives?

The Strategic Fit andCompetitive Advantage Tests

Strategy Formulation

The Performance Tests

Internal

AnalysisExternal

Analysis

Sumber: Hambrick (2005)


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Sumber: Badan Pusat Statistik, 2019

Pelemahan Nilai Tukar Rupiah

Terhadap Dolar (bahan baku

tekstil sebagian besar impor)Penurunan Harga

Minyak Global

Kenaikan Harga Tarif Dasar Gas

dan Listrik industri Implementasi Kebijakan

Pemerintah tentang Kesehatan

Pekerja bagi Perusahaan kegiatan pendidikan dan

pelatihan vokasi oleh

Kemenperin

investasi yang cukup

besar di sektor hulu perjanjian

perdagangan luar

negri

Tekanan Harga yang Lebih

Murah dari Barang Impor

Tiongkok

Kenaikan Upah

Pekerja

pasar ekspor yang

prospektif ke

depannya: pasar

Amerika Serikat (AS)


Tarif preferensi untuk produk tekstil Indonesia

INDONESIA - EFTA CEPA

Ekspor Tekstil dan produk tekstil Indonesia k

Australia diprediksi berpotensial untuk

meningkat

INDONESIA – AUSTRALIA CEPA

Free Trade Agreement – Textile Industry

Produk tekstil Indonesia memperoleh tarif 0

INDONESIA - CHILE CEPA

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Operational excellence• Reliable product

• Lowest cost price

• Ease of use / convenience

• Logistic is dominant

Customer intimacy• Loyal customers

• Best customer solution

• Innovation at customer level

• CRM is dominant

Product Leadership• Best product

• Product Innovation

• Flexible production

• R&D is dominant

Value Discipline Model

Sumber:Treacy & Wiersema (1993)


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Production

technology and

designs

Input costsCommunication systems

and information

technology

Cost

Drivers

Economies of

scale

Learning and

experienceIncentive systems

and culture

Bargaining

power

Outsourcing or

vertical

integration

Capacity

utilization

Supply chain

efficiencies

Source: Thompson et al. (2016)


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Sales and

Marketing

Value

Drivers

Product features

and performance

Employee, skill,

training,

experience

Production R&DQuality control

processes

Customer

services

Technology and

InnovationInput Quality



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Physical Resources

Financial Resources

Technological assets

Human assets and intellectual capital

Brands, company image, and reputational assets

Relationships

Organizational resources Company culture and incentive system

Types of Company Resources

Tangible Resources Non-Tangible Resources



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I(Inimitable)

O(Organized)

R(Rare)

V(Valuable)

Competitive

Disadvantage

Competitive

Parity

Temporary

Competitive

Advantage

Unused

Competitive

Advantage

NO NO NO NO

YES YES YES YES

Sustained

Competitive

Advantage

Is the resource or capability….? Is the company well….?

Sustainable Competitive Advantage

Source: https://www.business-to-you.com/vrio-from-firm-resources-to-competitive-advantage/


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Supply Chain

ManagementOperations Distribution

Sales and

MarketingService Profit Margin

Product R&D, Technology, and Systems Development

Human Resource Management

General Administration

Primary

Activities

and Costs

Support

Activities

and Costs

Value Chain



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Sumber: Bierut & Dybka (2019)

Technology Impact on Export Competitiveness

Bierut & Dybka (2019) conducted study in evaluating the influence of the level of price and technology towards export competitiveness of manufacturers in the Eastern European countries.

RESEARCH RESULT:It is indeed incorrect to look at international competitiveness only in terms of price factors. The study of Bierut & Dybka (2019) show that technological factors have a much greater impact on the export market share.


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BRAND

ASSOCIATIONS

The firm

Other

organizations

Evoked

universe

Brand

personality /

Lifestyle

Celebrities /

Characters

Users

Usages /

Experiences

Attributes

Non product

related (mix)

Product

related

Product class

Price

Communicati

on

Distribution

Concrete

Benefits

Attitudes

Functional

Experiential

Symbolic

Brand

Tangible

(visual brand

elements)

Intangible

(set of

associations)

Brand elements Brand equity

Awareness

Associations

Source: Korchia (1999)


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Source: Nasution and Yusuf (2012)

Strategic Branding Management


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Brand

Investment

Brand

Image

Brand

Strength

Brand

Value

Brand and

marketing

investments

Specific

information linked

to the brand in

customer memory

Customers’ global

evaluation of and

response towards

the brand

The economic

value of the brand

to the brand-

owning firm

Customer-based brand equity

Presence

Relevance

Performance

Advantage

Branding

Brand Dynamics(Milward Brown)Changes in Brand Equity

BRAND

Things

Causes

EventsThird party

endorsement

PlacesPeople

Employee

Endorsers

Country of

origin

Channels

IngredientsAlliances Company Extensions

Leveraging Secondary Associations

Other

brandsOEM

(Original

Equipment

Manufacturer)

ODM

(Original Design

Manufacturer)

OBM

(Original Brand

Manufacturer)

Becoming an OBM


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Studi Kasus Batik Aade BandungSource: Nasution and Putri, 2019


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Brand Management at Select Indonesian SMEs

Source: Nasution and Yusuf

(2012)


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Branding Practices Among Several Indonesian Exporting SMEs

OEM (wholesale)

OBM

(both retail & wholesale)

OEM (wholesale) & OBM (retail)

OEM (wholesale) OBM (wholesale)

Model 1

Model 2

Model 3

OBM (wholesale & retail)

Model 4

Reasons of not adopting OBM:

1. Most of them have the capability to produce world-

class footwear goods, however, the issues arise

mostly from the financial resource and

branding/marketing strategies.

2. They were not confident in aiming a higher target

segment of the international market.

3. OEM practice was adopted to add some revenues

and avoid the companies from severe competition.

Source: Sumantri and Nasution (2013)


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Conclusions

● The strategic role of the government is to create a conducive environment to

stimulate competitiveness at the company level

● The company should continuously analyze the external environment in order to

adjust their internal resources to meet the external challenges.

● Technology is an important resource for export competitiveness and

sustainability

● Brand management is still a weak area to be improved

● Staging really matters

● What we do not know:

○ How the exporting firms evaluated and decided the economic logic and value

drivers

○ How the exporting firms decided their ‘vehicles’

○ Is there any information asymmetry among the exporting firms?

○ How good is the strategic management capability of the exporting firms?

○ The brand equity of Indonesia and the exporting firms from the perspective of

the importing countries or firms


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References● Bierut, B. K., & Dybka, P. (2019). Institutional determinants of export competitiveness among the EU countries: evidence

from Bayesian model averaging (No. 2019-043).

● Hambrick, D. C., & Fredrickson, J. W. (2005). Are you sure you have a strategy?. Academy of Management Perspectives,

19(4), 51-62.

● Korchia, M. (1999). A New Typology of Brand Image, European Advances in Consumer Research, 4, 147-154

● Krugman, P. (1992). A decade of the new trade theory. In International Trade Modelling (pp. 1-10). Springer US.

● Mintzberg, H. (1987). The strategy concept I: Five Ps for strategy. California management review, 30(1), 11-24.

● Mulatu, A. (2016). On the concept of 'competitiveness' and its usefulness for policy. Structural Change and Economic

Dynamics, 36, 50-62.

● Nag, R., Hambrick, D. C., & Chen, M. J. (2007). What is strategic management, really? Inductive derivation of a consensus

definition of the field. Strategic management journal, 28(9), 935-955.

● Nasution, R.A. and Yusuf, N.M. (2012). Pattern of Brand Management Activities in Indonesian Small Companies, Working

Paper

● Nasution, R.A. and Putri, H.R. (2019). Changes in Resource Structure of Exporting SMEs in Indonesia and

Internationalization Performance of The Companies, Working Paper

● Pilinkienė, V., Deltuvaitė, V., Daunorienė, A., & Gaidelys, V. (2016). Competitiveness creation and maintenance in the postal

services industry. Springer International Publishing. https://doi. org/10.1007/978-3-319-31906-3.

● Porter, M. E. (1990). The competitive advantage of nations: with a new introduction. Free Pr.

● Porter, M. E. (1996). What is strategy. Published November.

● Sumantri, G.U. and Nasution, R.A. (2013). Barriers in Adopting Original Brand Manufacturing Practice among Indonesia’s

Footwear SMEs, in the Proceedings of the 4th Asia-Pacific Business Research Conference, Singapore, 30 September – 1

October 2013

● Thompson, Jr.,A.A., Peteraf, M.A., Gamble, J.E., and Strickland III, A. J. (2016). Crafting and

● executing strategy-The quest for competitive advantage: Concepts and cases, 20 th Edition. McGraw-

● Hill, New York, NY.

● Tyson, L., (1992). Who’s Bashing Whom? Trade Conflict in High-TechnologyIndustries. Institute of International Economics,


SLIDE /

THANK YOU

Reza Ashari Nasution, Ph.D.

Sekolah Bisnis dan ManajemenInstitut Teknologi BandungJl Ganesha No. 10Bandung, 40132Jawa BaratE-mail: [email protected]

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