SMEs MARKETING STRATEGIES DEVELOPMENT IN IMPROVING COMPETITIVE ADVANTAGES (STUDY ON CENTER OF MAKING BEADS IN JOMBANG)

Widyastuti, Nadia Asandimitra Haryono, Monika Tiarawati
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引用次数: 2

Abstract

INTRODUCTION:The increasing business competition in this globalization era is something unavoidable among business players. The success of SMEs in the globalization era depends on planning and implementation of own strategies (Porter, 1980). Although SMEs play an important role in the national economy, SMEs still have low competitiveness. The study results from Center for Industry SME and Business Competetition Studies of Trisakti University shows that the competitiveness of the micro, small and medium enterprises in Indonesia is the lowest compared to member countries of the Asia Pacific Economic Cooperation (Sarwani, 2012).Low competitiveness impact company's long-term existence. Competitive advantage is one factor to be considered by companies to achieve its objectives. (Porter, 2008) said that the competitive advantage is the most important thing in terms of a company's performance to compete and grow so they can defend themselves from the market's competitive pressures.The competitive advantage for the company is a company's ability to provide added value to its products. The added value that will attract consumers who must be willing to buy your products that have the same benefits as competitors but at lower prices, or have unique characteristics compared with competitors, but at a higher price (Porter, 1985). SMEs that have a competitive advantage manufacture products that are competitive. Competitive products marked with a quality product, in accordance to the wishes of consumers and be able to compete with similar products and has its own uniqueness (Song & Parry, 1997)(Sriyana, 2010), in his research on SMEs in Bantul, found that SMEs are still facing fundamental problems such as product quality, marketing and business sustainability. Marketing problems faced by SMEs in general is limited market access. They were only able to sell their products in the area where it is produced and have not been able to reach a larger extent.The competitive advantage for the company is that the company is implementing a strategy that cannot be replicated by its competitors (Barney, 1991). According to (Knight, Summer 2000), the company's potential is shown by the company's business strategy in responding to the challenges and opportunities caused by the business environment. Company implements its strategy in order to attract customers and deal with a variety of environmental problems, such as competitors and suppliers.Strategy is everything executed by the company to achieve its objectives. According to (Rostro & Grudzewski, 2008), understand the rules of marketing can help companies determine the strategies undertaken in gaining a competitive advantage. (Varadarajan & Cunningham, 1995) states that the purpose of such marketing strategy is to achieve a competitive advantage. Creating products that have more value for consumers, promotion and setting competitive prices are some forms of marketing strategies that can help SMEs dominate the market.The business value of glass beads' craft industry got decreased in the last decade. Jombang beads began to lose market share in both local and global markets for various reasons due to high turnaround of younger generation from being beads' craftsmen and changed their profession into factory workers due to scarcity of raw materials. Many factories were switched from using non-glass packaging causing the raw materials used to make the beads hard to get.The flood of China's beads production played a big role in the decline of market share of beads' craft. Unlike China's beads products that are manufactured through industrial processes, the Jombang beads were manually appreciated as craft. So despite having the same quality, the Chinese beads were less compared to Jombang beads that are relatively more expensive.During these days, beads' craftsmen sell their products in conventional way. Marketing is done through distributors, who then distribute it to other regions such as Bali and Kalimantan. …
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提高竞争优势中的中小企业营销策略发展(以中邦制珠中心为例)
引言:在全球化时代,日益激烈的商业竞争是商业参与者不可避免的。中小企业在全球化时代的成功取决于自身战略的规划和实施(Porter, 1980)。虽然中小企业在国民经济中发挥着重要作用,但中小企业的竞争力仍然很低。Trisakti大学工业、中小企业和商业竞争研究中心的研究结果表明,与亚太经济合作组织成员国相比,印度尼西亚的中小微企业竞争力最低(Sarwani, 2012)。竞争力低下影响企业的长期生存。竞争优势是公司实现其目标所要考虑的因素之一。(波特,2008)说,竞争优势是最重要的事情在一个公司的表现来竞争和成长,所以他们可以保护自己免受市场的竞争压力。公司的竞争优势是公司为其产品提供附加值的能力。附加价值,将吸引消费者谁必须愿意购买你的产品,与竞争对手相同的好处,但在更低的价格,或有独特的特点,与竞争对手相比,但在更高的价格(波特,1985)。具有竞争优势的中小企业生产具有竞争力的产品。有竞争力的产品,标志着优质的产品,按照消费者的意愿,能够与同类产品竞争,并有自己的独特性(Song & Parry, 1997)(Sriyana, 2010),在他的研究中小企业在班图尔,发现中小企业仍然面临着根本性的问题,如产品质量,营销和业务的可持续性。中小企业普遍面临的营销问题是市场准入有限。他们只能在生产的地区销售他们的产品,并没有能够达到更大的程度。公司的竞争优势是公司正在实施一种竞争对手无法复制的战略(Barney, 1991)。根据(Knight, Summer 2000),公司的潜力体现在公司应对商业环境带来的挑战和机遇的商业战略上。公司实施其战略,以吸引客户和处理各种环境问题,如竞争对手和供应商。战略是公司为实现其目标而执行的一切。根据(Rostro & Grudzewski, 2008),了解市场营销的规则可以帮助公司确定获得竞争优势所采取的战略。(Varadarajan & Cunningham, 1995)指出,这种营销策略的目的是为了获得竞争优势。创造对消费者更有价值的产品,促销和设定有竞争力的价格是一些形式的营销策略,可以帮助中小企业主导市场。近十年来,玻璃微珠工艺产业的商业价值有所下降。由于原材料短缺,年轻一代从珠匠转行到工厂工人等原因,钟邦珠在国内和全球市场的占有率开始下降。许多工厂不再使用非玻璃包装,导致制造珠子的原材料难以获得。中国珠生产的大量涌入是珠工艺市场份额下降的重要原因。与通过工业生产的中国珠制品不同,钟邦珠是手工制作的工艺品。因此,尽管质量相同,但与相对昂贵的钟邦珠相比,中国珠的价格更低。在这些日子里,珠匠们以传统的方式出售他们的产品。营销是通过分销商完成的,然后分销商将其分销到巴厘岛和加里曼丹等其他地区。…
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