From a very small fish to becoming the big one and then the biggest among all. This is how few brands have changed with time e-g: Levis Microsoft and many other "The Big Fish"
The financial success of such brands have been depending on combined efforts of their financial strategies and their marketing efforts. One thing that's been common among all there brands is a high degree of Brand loyalty. They have managed to capture the share of heart and in turn share of customer’s wallet.
Companies now understand that marketing plays an important roll in their overall success ,so now companies have CMOs (Chief Marketing Officer) along with CFOs and CEOs. They understand that if there are functions close to customers its ether Sales or Marketing. Sales become a direct interface among customs and products offered by companies, and marketing is an indirect function between customer and the company.
But what makes marketing so big? Why is it important? If you have a great product you are bound to succeed then why do u need to spend on marketing / advertising?
The answer to these questions lies deep within the customer’s brain. Customers / consumers are smart and they understand what makes your product different form mine. If you are offering then 1 % more that what I do why should they pay me rather than paying you. That’s the point. And secondly it’s important to communicate theproduct offerings to the end user. If a marketing team has worked hard on understanding the consumer needs they need to make sure their customers get a feel “This brand knows what I want ”. Trust me this is the only major differentiator between why your 1% more is able to get you more loyal and more number of customers.
The time has changed. To products that are offered by a brand you have "n" number of more substitutes and consumers get to know which is the better substitute that suites there requirements . So it is important to make sure that marketing efforts are more on understanding the changing needs on today’s customer. We need to understand the minds of customers. It’s rightly said “customer is KING”
Marketing managers need to understand the customer needs and they need to make their major decisions such as the features to include, the price to be offered to customers and what to spend on advertisements.
Marketing today has become a emotional research which helps understanding customer and consumers psychology so that products are developed based on these understanding. The marketing managers need to answer following questions:
* How do we find the right market segment?
* How do we differentiate?
* How can we compete with low cost business models?
* How do we build a better brand?
* How do we reduce cost of customer acquisition?
A successful Marketing team can carefully analyze customer needs and carefully monitor there competitors marketing moves. Remember a short term sales driven view does not work in business world today. The C-level managers, the CEO,CFO should communicate importance of marketing in an organization, how the marketing function plays a great role in organizations success.
Also read: Emotional Marketing | SWOT / TOWS Analysis | Porter's Generic Strategies | Marketing Mix |
Tags: Importance of Marketing
All content is copyright © 2010 drypen.in and it's original authors. Reproduction without prior consent is prohibited.
Strategic Management | Positioning Strategy
Minggu, 29 Mei 2011
Nature and role of marketing
The Times 100 / Revision Theory / Marketing
All modern organisations engage in marketing so as to be able to please and win the loyal support of their customers. Gillette engages in marketingto find out about the needs and requirements of shavers,
banks engage in marketing research to find out about its customers financial services requirements, and the Inland Revenue engages in market research to find out about the needs and requirements of taxpayers and other clients.The Chartered Institute of Marketing uses the following definition of marketing:
'Marketing is the management process responsible for identifying, anticipating and satisfying consumer requirements profitably.'
The definition places consumers at the centre of the organisation's activities - whether they be consumers of Kellogg's Special K, the pupils or parents of children at the local school, or people queuing up to watch Nottingham Panthers play ice hockey.
Some organisations are very close to their consumers - for example, a post office in a small town. For other organisations consumers may be thousands of miles away - for example, Cadbury Schweppes selling confectionery and soft drinks around the world. The principle that the 'Consumer is King and Queen' is just as relevant to the organisation engaged in international marketing.
There are a number of key ingredients to the Chartered Institute of Marketing definition:
* Identifying - This will involve answering questions such as 'How do we find out what the consumer's requirements are?' and 'How do we keep in touch with their thoughts and feelings and perceptions about our good or service. This is a key purpose of market research.
* Anticipating - Consumer requirements change all the time. For example, as people become richer they may seek a greater variety of goods and services. Anticipation involves looking at the future as well as at the present. What will be the Next Best Thing (NBT) that people will require tomorrow.
* Satisfying - Consumers want their requirements to be met. They seek particular benefits. They want the right goods, at the right price, at the right time in the right place.
* Profitability - Marketing also involves making a margin of profit. An organisation that fails to make a profit will have nothing to plough back into the future. Without the resources to put into ongoing marketing activities, it will not be able to identify, anticipate or satisfy consumer requirements.
Read more: http://www.thetimes100.co.uk/theory/theory--nature-role-marketing--245.php#ixzz1NoSTzGOi
Copyright © The Times Newspapers Ltd and MBA Publishing Ltd 1995-2011
All modern organisations engage in marketing so as to be able to please and win the loyal support of their customers. Gillette engages in marketingto find out about the needs and requirements of shavers,
banks engage in marketing research to find out about its customers financial services requirements, and the Inland Revenue engages in market research to find out about the needs and requirements of taxpayers and other clients.The Chartered Institute of Marketing uses the following definition of marketing:
'Marketing is the management process responsible for identifying, anticipating and satisfying consumer requirements profitably.'
The definition places consumers at the centre of the organisation's activities - whether they be consumers of Kellogg's Special K, the pupils or parents of children at the local school, or people queuing up to watch Nottingham Panthers play ice hockey.
Some organisations are very close to their consumers - for example, a post office in a small town. For other organisations consumers may be thousands of miles away - for example, Cadbury Schweppes selling confectionery and soft drinks around the world. The principle that the 'Consumer is King and Queen' is just as relevant to the organisation engaged in international marketing.
There are a number of key ingredients to the Chartered Institute of Marketing definition:
* Identifying - This will involve answering questions such as 'How do we find out what the consumer's requirements are?' and 'How do we keep in touch with their thoughts and feelings and perceptions about our good or service. This is a key purpose of market research.
* Anticipating - Consumer requirements change all the time. For example, as people become richer they may seek a greater variety of goods and services. Anticipation involves looking at the future as well as at the present. What will be the Next Best Thing (NBT) that people will require tomorrow.
* Satisfying - Consumers want their requirements to be met. They seek particular benefits. They want the right goods, at the right price, at the right time in the right place.
* Profitability - Marketing also involves making a margin of profit. An organisation that fails to make a profit will have nothing to plough back into the future. Without the resources to put into ongoing marketing activities, it will not be able to identify, anticipate or satisfy consumer requirements.
Read more: http://www.thetimes100.co.uk/theory/theory--nature-role-marketing--245.php#ixzz1NoSTzGOi
Copyright © The Times Newspapers Ltd and MBA Publishing Ltd 1995-2011
Minggu, 08 Mei 2011
SEMEBO.com
SEMEBO.com - Add your site to the next generation of search - SEMEBO.com
Free Training at TSBDC/KOSBE Small Business Spring Night School May 24 & 26 PDF Print E-mail
The Tennessee Small Business Development Center (TSBDC) at ETSU and the Kingsport Office of Small Business Development & Entrepreneurship (KOSBE) will host a free Small Business Spring Night School on Tuesday, May 24 and Thursday, May 26 from 6 – 9 p.m., at the Kingsport Center for Higher Education, downtown Kingsport.
Primarily, the Small Business Spring Night School provides free training, peer-to-peer networking, collaborative problem-analysis, problem-solving and access to financing to small business owners and entrepreneurs.
The workshop is offered free of cost, but registration is required.
Tuesday, May 24, attendees will learn:
Tax Advantages & Energy Solutions for Building Owners & Small Business Owner Tenants: Commercial property owners and leaseholders qualify for energy efficiency tax deductions. This class is for both building owners and their business owners who are tenants. Attendees will learn about provisions that allow deductions to taxpayers who own, or lease, a commercial building and installs property as part of the commercial building’s interior, such as lighting systems, heating, cooling, ventilation, and hot water systems, or building envelope. They will also find out about special financing and grants available for energy efficiency projects. Facilitated by Karen J. Koch, CPA, MT, Relight America.
So You Want to Start a Business: This class is designed for individuals who have never before owned or operated a small business. Topics included in this session include a discussion of successful business ownership traits (participants will complete an entrepreneurial assessment); assessment of the business idea; and some of the “mechanics” of establishing a business, such as forms of business ownership, insurance, business planning, and obtaining financing. Facilitated by Aundrea Wilcox, Executive Director of KOSBE, Senior Business Counselor for TSBDC at ETSU Kingsport Affiliate Office.
Thursday, May 26, attendees will learn:
Social Media Is Here! Are You Ready? An Introduction to Social Media for Small Business: This class is an introductory session on social media. The topics discussed will include the basics of social media and why it is needed in your small business and the pros and cons of using social media. You will learn what the top four social media sites are and how to utilize them. Most importantly, in this class you will learn how to develop a social media strategy for your business. Facilitated by Mark Bays, Business and Technology Counselor for Tennessee Small Business Development Center at ETSU in Johnson City
6 Ways to Raise Your Credit Score FAST: Nowadays, if your credit score is less than 700, your chance of getting a small business loan is negligible. There is good debt and bad debt. The more you know about the credit rating system overall, the better you can boost your credit score and save money in the long run. Attend this class and learn how to better manage your credit and how to establish or re-establish a good track record. Facilitated by Robert Price, PriceDaniels Credit Group, Inc.
Start Your Business Plan Tonight: Attendees should be prepared to handwrite or bring their lap tops and plug in to begin working on their first draft business plan in a class setting. If you have started a plan, but never finished it, or you have no idea where to begin, this class is for you. This hands-on class will take you through the complete business planning process, reviewing all of the integral parts of a business plan. Attendees will participate in a personalized approach to goal-setting and strategy development for their business or idea. In addition to group discussion, there will also be an opportunity to receive some individual attention while developing financial projections and working on your own operating plan. This class if for startups as well as existing businesses. You must bring your own laptop or a notepad. Facilitated by Aundrea Wilcox.
The Small Business Spring Night School is designed with new and existing businesses and entrepreneurs in mind (including home-based), however, retirees seeking a second career, part-time workers wanting to supplement their income, upper class high school and college students are encouraged to participate. There is no cost to attend, but seating is limited. Therefore, advanced registration is required. Anyone interested can register online or call (423) 392-8825 for more information.
For more information about the Tennessee Small Business Development Center (TSBDC) at ETSU Kingsport Affiliate Office and your Kingsport Office of Small Business Development & Entrepreneurship (KOSBE) visit www.tsbdc.org and www.kosbe.org or call (423) 392.8825. We’re social too; follow us on our Facebook page, Kosbe – The Small Business Connection and on our Twitter account, @KOSBEConnection.
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Free Training at TSBDC/KOSBE Small Business Spring Night School May 24 & 26 PDF Print E-mail
The Tennessee Small Business Development Center (TSBDC) at ETSU and the Kingsport Office of Small Business Development & Entrepreneurship (KOSBE) will host a free Small Business Spring Night School on Tuesday, May 24 and Thursday, May 26 from 6 – 9 p.m., at the Kingsport Center for Higher Education, downtown Kingsport.
Primarily, the Small Business Spring Night School provides free training, peer-to-peer networking, collaborative problem-analysis, problem-solving and access to financing to small business owners and entrepreneurs.
The workshop is offered free of cost, but registration is required.
Tuesday, May 24, attendees will learn:
Tax Advantages & Energy Solutions for Building Owners & Small Business Owner Tenants: Commercial property owners and leaseholders qualify for energy efficiency tax deductions. This class is for both building owners and their business owners who are tenants. Attendees will learn about provisions that allow deductions to taxpayers who own, or lease, a commercial building and installs property as part of the commercial building’s interior, such as lighting systems, heating, cooling, ventilation, and hot water systems, or building envelope. They will also find out about special financing and grants available for energy efficiency projects. Facilitated by Karen J. Koch, CPA, MT, Relight America.
So You Want to Start a Business: This class is designed for individuals who have never before owned or operated a small business. Topics included in this session include a discussion of successful business ownership traits (participants will complete an entrepreneurial assessment); assessment of the business idea; and some of the “mechanics” of establishing a business, such as forms of business ownership, insurance, business planning, and obtaining financing. Facilitated by Aundrea Wilcox, Executive Director of KOSBE, Senior Business Counselor for TSBDC at ETSU Kingsport Affiliate Office.
Thursday, May 26, attendees will learn:
Social Media Is Here! Are You Ready? An Introduction to Social Media for Small Business: This class is an introductory session on social media. The topics discussed will include the basics of social media and why it is needed in your small business and the pros and cons of using social media. You will learn what the top four social media sites are and how to utilize them. Most importantly, in this class you will learn how to develop a social media strategy for your business. Facilitated by Mark Bays, Business and Technology Counselor for Tennessee Small Business Development Center at ETSU in Johnson City
6 Ways to Raise Your Credit Score FAST: Nowadays, if your credit score is less than 700, your chance of getting a small business loan is negligible. There is good debt and bad debt. The more you know about the credit rating system overall, the better you can boost your credit score and save money in the long run. Attend this class and learn how to better manage your credit and how to establish or re-establish a good track record. Facilitated by Robert Price, PriceDaniels Credit Group, Inc.
Start Your Business Plan Tonight: Attendees should be prepared to handwrite or bring their lap tops and plug in to begin working on their first draft business plan in a class setting. If you have started a plan, but never finished it, or you have no idea where to begin, this class is for you. This hands-on class will take you through the complete business planning process, reviewing all of the integral parts of a business plan. Attendees will participate in a personalized approach to goal-setting and strategy development for their business or idea. In addition to group discussion, there will also be an opportunity to receive some individual attention while developing financial projections and working on your own operating plan. This class if for startups as well as existing businesses. You must bring your own laptop or a notepad. Facilitated by Aundrea Wilcox.
The Small Business Spring Night School is designed with new and existing businesses and entrepreneurs in mind (including home-based), however, retirees seeking a second career, part-time workers wanting to supplement their income, upper class high school and college students are encouraged to participate. There is no cost to attend, but seating is limited. Therefore, advanced registration is required. Anyone interested can register online or call (423) 392-8825 for more information.
For more information about the Tennessee Small Business Development Center (TSBDC) at ETSU Kingsport Affiliate Office and your Kingsport Office of Small Business Development & Entrepreneurship (KOSBE) visit www.tsbdc.org and www.kosbe.org or call (423) 392.8825. We’re social too; follow us on our Facebook page, Kosbe – The Small Business Connection and on our Twitter account, @KOSBEConnection.
© 2011 PR-USA.net
Joomla! is Free Software released under the GNU/GPL License.
Design by Mamboteam.com | Powered by Mambobanner.de
Interesting sites: UK web Hosting
Selasa, 22 Februari 2011
Marketing Plan
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This document prepared and presented by
Business Resource Software, Inc.
Marketing Plan
The information for this article was derived from many sources, including Michael Porter's book Competitive Advantage and the works of Philip Kotler. Concepts addressed include 'generic' strategies and strategies for pricing, distribution, promotion, advertising and market segmentation. Factors such as market penetration, market share, profit margins, budgets, financial analysis, capital investment, government actions, demographic changes, emerging technology and cultural trends are also addressed.
There are two major components to your marketing strategy:
* how your enterprise will address the competitive marketplace
* how you will implement and support your day to day operations.
In today's very competitive marketplace a strategy that insures a consistent approach to offering your product or service in a way that will outsell the competition is critical. However, in concert with defining the marketing strategy you must also have a well defined methodology for the day to day process of implementing it. It is of little value to have a strategy if you lack either the resources or the expertise to implement it.
In the process of creating a marketing strategy you must consider many factors. Of those many factors, some are more important than others. Because each strategy must address some unique considerations, it is not reasonable to identify 'every' important factor at a generic level. However, many are common to all marketing strategies. Some of the more critical are described below.
You begin the creation of your strategy by deciding what the overall objective of your enterprise should be. In general this falls into one of four categories:
* If the market is very attractive and your enterprise is one of the strongest in the industry you will want to invest your best resources in support of your offering.
* If the market is very attractive but your enterprise is one of the weaker ones in the industry you must concentrate on strengthening the enterprise, using your offering as a stepping stone toward this objective.
* If the market is not especially attractive, but your enterprise is one of the strongest in the industry then an effective marketing and sales effort for your offering will be good for generating near term profits.
* If the market is not especially attractive and your enterprise is one of the weaker ones in the industry you should promote this offering only if it supports a more profitable part of your business (for instance, if this segment completes a product line range) or if it absorbs some of the overhead costs of a more profitable segment. Otherwise, you should determine the most cost effective way to divest your enterprise of this offering.
Having selected the direction most beneficial for the overall interests of the enterprise, the next step is to choose a strategy for the offering that will be most effective in the market. This means choosing one of the following 'generic' strategies (first described by Michael Porter in his work, Competitive Advantage).
* A COST LEADERSHIP STRATEGY is based on the concept that you can produce and market a good quality product or service at a lower cost than your competitors. These low costs should translate to profit margins that are higher than the industry average. Some of the conditions that should exist to support a cost leadership strategy include an on-going availability of operating capital, good process engineering skills, close management of labor, products designed for ease of manufacturing and low cost distribution.
* A DIFFERENTIATION STRATEGY is one of creating a product or service that is perceived as being unique "throughout the industry". The emphasis can be on brand image, proprietary technology, special features, superior service, a strong distributor network or other aspects that might be specific to your industry. This uniqueness should also translate to profit margins that are higher than the industry average. In addition, some of the conditions that should exist to support a differentiation strategy include strong marketing abilities, effective product engineering, creative personnel, the ability to perform basic research and a good reputation.
* A FOCUS STRATEGY may be the most sophisticated of the generic strategies, in that it is a more 'intense' form of either the cost leadership or differentiation strategy. It is designed to address a "focused" segment of the marketplace, product form or cost management process and is usually employed when it isn't appropriate to attempt an 'across the board' application of cost leadership or differentiation. It is based on the concept of serving a particular target in such an exceptional manner, that others cannot compete. Usually this means addressing a substantially smaller market segment than others in the industry, but because of minimal competition, profit margins can be very high.
Pricing
Having defined the overall offering objective and selecting the generic strategy you must then decide on a variety of closely related operational strategies. One of these is how you will price the offering. A pricing strategy is mostly influenced by your requirement for net income and your objectives for long term market control. There are three basic strategies you can consider.
* A SKIMMING STRATEGY
If your offering has enough differentiation to justify a high price and you desire quick cash and have minimal desires for significant market penetration and control, then you set your prices very high.
* A MARKET PENETRATION STRATEGY
If near term income is not so critical and rapid market penetration for eventual market control is desired, then you set your prices very low.
* A COMPARABLE PRICING STRATEGY
If you are not the market leader in your industry then the leaders will most likely have created a 'price expectation' in the minds of the marketplace. In this case you can price your offering comparably to those of your competitors.
Promotion
To sell an offering you must effectively promote and advertise it. There are two basic promotion strategies, PUSH and PULL.
* The PUSH STRATEGY maximizes the use of all available channels of distribution to "push" the offering into the marketplace. This usually requires generous discounts to achieve the objective of giving the channels incentive to promote the offering, thus minimizing your need for advertising.
* The PULL STRATEGY requires direct interface with the end user of the offering. Use of channels of distribution is minimized during the first stages of promotion and a major commitment to advertising is required. The objective is to "pull" the prospects into the various channel outlets creating a demand the channels cannot ignore.
There are many strategies for advertising an offering. Some of these include:
* Product Comparison advertising
In a market where your offering is one of several providing similar capabilities, if your offering stacks up well when comparing features then a product comparison ad can be beneficial.
* Product Benefits advertising
When you want to promote your offering without comparison to competitors, the product benefits ad is the correct approach. This is especially beneficial when you have introduced a new approach to solving a user need and comparison to the old approaches is inappropriate.
* Product Family advertising
If your offering is part of a group or family of offerings that can be of benefit to the customer as a set, then the product family ad can be of benefit.
* Corporate advertising
When you have a variety of offerings and your audience is fairly broad, it is often beneficial to promote your enterprise identity rather than a specific offering.
Distribution
You must also select the distribution method(s) you will use to get the offering into the hands of the customer. These include:
* On-premise Sales involves the sale of your offering using a field sales organization that visits the prospect's facilities to make the sale.
* Direct Sales involves the sale of your offering using a direct, in-house sales organization that does all selling through the Internet, telephone or mail order contact.
* Wholesale Sales involves the sale of your offering using intermediaries or "middle-men" to distribute your product or service to the retailers.
* Self-service Retail Sales involves the sale of your offering using self service retail methods of distribution.
* Full-service Retail Sales involves the sale of your offering through a full service retail distribution channel.
Of course, making a decision about pricing, promotion and distribution is heavily influenced by some key factors in the industry and marketplace. These factors should be analyzed initially to create the strategy and then regularly monitored for changes. If any of them change substantially the strategy should be reevaluated.
The Environment
Environmental factors positively or negatively impact the industry and the market growth potential of your product/service. Factors to consider include:
* Government actions - Government actions (current or under consideration) can support or detract from your strategy. Consider subsidies, safety, efficacy and operational regulations, licensing requirements, materials access restrictions and price controls.
* Demographic changes - Anticipated demographic changes may support or negatively impact the growth potential of your industry and market. This includes factors such as education, age, income and geographic location.
* Emerging technology - Technological changes that are occurring may or may not favor the actions of your enterprise.
* Cultural trends - Cultural changes such as fashion trends and life style trends may or may not support your offering's penetration of the market
The Prospect
It is essential to understand the market segment(s) as defined by the prospect characteristics you have selected as the target for your offering. Factors to consider include:
* The potential for market penetration involves whether you are selling to past customers or a new prospect, how aware the prospects are of what you are offering, competition, growth rate of the industry and demographics.
* The prospect's willingness to pay higher price because your offering provides a better solution to their problem.
* The amount of time it will take the prospect to make a purchase decision is affected by the prospects confidence in your offering, the number and quality of competitive offerings, the number of people involved in the decision, the urgency of the need for your offering and the risk involved in making the purchase decision.
* The prospect's willingness to pay for product value is determined by their knowledge of competitive pricing, their ability to pay and their need for characteristics such as quality, durability, reliability, ease of use, uniformity and dependability.
* Likelihood of adoption by the prospect is based on the criticality of the prospect's need, their attitude about change, the significance of the benefits, barriers that exist to incorporating the offering into daily usage and the credibility of the offering.
The Product/Service
You should be thoroughly familiar with the factors that establish products/services as strong contenders in the marketplace. Factors to consider include:
* Whether some or all of the technology for the offering is proprietary to the enterprise.
* The benefits the prospect will derive from use of the offering.
* The extent to which the offering is differentiated from the competition.
* The extent to which common introduction problems can be avoided such as lack of adherence to industry standards, unavailability of materials, poor quality control, regulatory problems and the inability to explain the benefits of the offering to the prospect.
* The potential for product obsolescence as affected by the enterprise's commitment to product development, the product's proximity to physical limits, the ongoing potential for product improvements, the ability of the enterprise to react to technological change and the likelihood of substitute solutions to the prospect's needs.
* Impact on customer's business as measured by costs of trying out your offering, how quickly the customer can realize a return from their investment in your offering, how disruptive the introduction of your offering is to the customer's operations and the costs to switch to your offering.
* The complexity of your offering as measured by the existence of standard interfaces, difficulty of installation, number of options, requirement for support devices, training and technical support and the requirement for complementary product interface.
The Competition
It is essential to know who the competition is and to understand their strengths and weaknesses. Factors to consider include:
* Each of your competitor's experience, staying power, market position, strength, predictability and freedom to abandon the market must be evaluated.
Your Enterprise
An honest appraisal of the strength of your enterprise is a critical factor in the development of your strategy. Factors to consider include:
* Enterprise capacity to be leader in low-cost production considering cost control infrastructure, cost of materials, economies of scale, management skills, availability of personnel and compatibility of manufacturing resources with offering requirements.
* The enterprise's ability to construct entry barriers to competition such as the creation of high switching costs, gaining substantial benefit from economies of scale, exclusive access to or clogging of distribution channels and the ability to clearly differentiate your offering from the competition.
* The enterprise's ability to sustain its market position is determined by the potential for competitive imitation, resistance to inflation, ability to maintain high prices, the potential for product obsolescence and the 'learning curve' faced by the prospect.
* The prominence of the enterprise.
* The competence of the management team.
* The adequacy of the enterprise's infrastructure in terms of organization, recruiting capabilities, employee benefit programs, customer support facilities and logistical capabilities.
* The freedom of the enterprise to make critical business decisions without undue influence from distributors, suppliers, unions, creditors, investors and other outside influences.
* Freedom from having to deal with legal problems.
Development
A review of the strength and viability of the product/service development program will heavily influence the direction of your strategy. Factors to consider include:
* The strength of the development manager including experience with personnel management, current and new technologies, complex projects and the equipment and tools used by the development personnel.
* Personnel who understand the relevant technologies and are able to perform the tasks necessary to meet the development objectives.
* Adequacy and appropriateness of the development tools and equipment.
* The necessary funding to achieve the development objectives.
* Design specifications that are manageable.
Production
You should review your enterprise's production organization with respect to their ability to cost effectively produce products/services. The following factors are considered:
* The strength of production manager including experience with personnel management, current and new technologies, complex projects and the equipment and tools used by the manufacturing personnel.
* Economies of scale allowing the sharing of operations, sharing of production and the potential for vertical integration.
* Technology and production experience
* The necessary production personnel skill level and/or the enterprise's ability to hire or train qualified personnel.
* The ability of the enterprise to limit suppliers bargaining power.
* The ability of the enterprise to control the quality of raw materials and production.
* Adequate access to raw materials and sub-assembly production.
Marketing/Sales
The marketing and sales organization is analyzed for its strengths and current activities. Factors to consider include:
* Experience of Marketing/Sales manager including contacts in the industry (prospects, distribution channels, media), familiarity with advertising and promotion, personal selling capabilities, general management skills and a history of profit and loss responsibilities.
* The ability to generate good publicity as measured by past successes, contacts in the press, quality of promotional literature and market education capabilities.
* Sales promotion techniques such as trade allowances, special pricing and contests.
* The effectiveness of your distribution channels as measured by history of relations, the extent of channel utilization, financial stability, reputation, access to prospects and familiarity with your offering.
* Advertising capabilities including media relationships, advertising budget, past experience, how easily the offering can be advertised and commitment to advertising.
* Sales capabilities including availability of personnel, quality of personnel, location of sales outlets, ability to generate sales leads, relationship with distributors, ability to demonstrate the benefits of the offering and necessary sales support capabilities.
* The appropriateness of the pricing of your offering as it relates to competition, price sensitivity of the prospect, prospect's familiarity with the offering and the current market life cycle stage.
Customer Services
The strength of the customer service function has a strong influence on long term market success. Factors to consider include:
* Experience of the Customer Service manager in the areas of similar offerings and customers, quality control, technical support, product documentation, sales and marketing.
* The availability of technical support to service your offering after it is purchased.
* One or more factors that causes your customer support to stand out as unique in the eyes of the customer.
* Accessibility of service outlets for the customer.
* The reputation of the enterprise for customer service.
Conclusion
After defining your strategy you must use the information you have gathered to determine whether this strategy will achieve the objective of making your enterprise competitive in the marketplace. Two of the most important assessments are described below.
Cost To Enter Market
This is an analysis of the factors that will influence your costs to achieve significant market penetration. Factors to consider include:
* Your marketing strength.
* Access to low cost materials and effective production.
* The experience of your enterprise.
* The complexity of introduction problems such as lack of adherence to industry standards, unavailability of materials, poor quality control, regulatory problems and the inability to explain the benefits of the offering to the prospect.
* The effectiveness of the enterprise infrastructure in terms of organization, recruiting capabilities, employee benefit programs, customer support facilities and logistical capabilities.
* Distribution effectiveness as measured by history of relations, the extent of channel utilization, financial stability, reputation, access to prospects and familiarity with your offering.
* Technological efforts likely to be successful as measured by the strength of the development organization.
* The availability of adequate operating capital.
Profit Potential
This is an analysis of the factors that could influence the potential for generating and maintaining profits over an extended period. Factors to consider include:
* Potential for competitive retaliation is based on the competitors resources, commitment to the industry, cash position and predictability as well as the status of the market.
* The enterprise's ability to construct entry barriers to competition such as the creation of high switching costs, gaining substantial benefit from economies of scale, exclusive access to or clogging of distribution channels and the ability to clearly differentiate your offering from the competition.
* The intensity of competitive rivalry as measured by the size and number of competitors, limitations on exiting the market, differentiation between offerings and the rapidity of market growth.
* The ability of the enterprise to limit suppliers bargaining power.
* The enterprise's ability to sustain its market position is determined by the potential for competitive imitation, resistance to inflation, ability to maintain high prices, the potential for product obsolescence and the 'learning curve' faced by the prospect.
* The availability of substitute solutions to the prospect's need.
* The prospect's bargaining power as measured by the ease of switching to an alternative, the cost to look at alternatives, the cost of the offering, the differentiation between your offering and the competition and the degree of the prospect's need.
* Market potential for new products considering market growth, prospect's need for your offering, the benefits of the offering, the number of barriers to immediate use, the credibility of the offering and the impact on the customer's daily operations.
* The freedom of the enterprise to make critical business decisions without undue influence from distributors, suppliers, unions, investors and other outside influences.
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Competitive Advantage
Competitive Advantage: Creating and Sustaining Superior Performance by Michael E. Porter
Kotler on Marketing
Kotler on Marketing: How to Create, Win, and Dominate Markets by Philip Kotler
The Internet Marketing Plan
The Internet Marketing Plan: A Practical Handbook for Creating, Implementing and Assessing Your Online Presence by Kim M. Bayne
The Successful Marketing Plan
The Successful Marketing Plan: A Disciplined and Comprehensive Approach by Roman G. Hiebing, Scott W. Cooper, Roman, Jr. Hiebing
12 Simple Steps to a Winning Marketing Plan
12 Simple Steps to a Winning Marketing Plan by Geraldine A. Larkin
Search Amazon.com's book list
See more books on the subject of Market Plans
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Marketing Plan
The information for this article was derived from many sources, including Michael Porter's book Competitive Advantage and the works of Philip Kotler. Concepts addressed include 'generic' strategies and strategies for pricing, distribution, promotion, advertising and market segmentation. Factors such as market penetration, market share, profit margins, budgets, financial analysis, capital investment, government actions, demographic changes, emerging technology and cultural trends are also addressed.
There are two major components to your marketing strategy:
* how your enterprise will address the competitive marketplace
* how you will implement and support your day to day operations.
In today's very competitive marketplace a strategy that insures a consistent approach to offering your product or service in a way that will outsell the competition is critical. However, in concert with defining the marketing strategy you must also have a well defined methodology for the day to day process of implementing it. It is of little value to have a strategy if you lack either the resources or the expertise to implement it.
In the process of creating a marketing strategy you must consider many factors. Of those many factors, some are more important than others. Because each strategy must address some unique considerations, it is not reasonable to identify 'every' important factor at a generic level. However, many are common to all marketing strategies. Some of the more critical are described below.
You begin the creation of your strategy by deciding what the overall objective of your enterprise should be. In general this falls into one of four categories:
* If the market is very attractive and your enterprise is one of the strongest in the industry you will want to invest your best resources in support of your offering.
* If the market is very attractive but your enterprise is one of the weaker ones in the industry you must concentrate on strengthening the enterprise, using your offering as a stepping stone toward this objective.
* If the market is not especially attractive, but your enterprise is one of the strongest in the industry then an effective marketing and sales effort for your offering will be good for generating near term profits.
* If the market is not especially attractive and your enterprise is one of the weaker ones in the industry you should promote this offering only if it supports a more profitable part of your business (for instance, if this segment completes a product line range) or if it absorbs some of the overhead costs of a more profitable segment. Otherwise, you should determine the most cost effective way to divest your enterprise of this offering.
Having selected the direction most beneficial for the overall interests of the enterprise, the next step is to choose a strategy for the offering that will be most effective in the market. This means choosing one of the following 'generic' strategies (first described by Michael Porter in his work, Competitive Advantage).
* A COST LEADERSHIP STRATEGY is based on the concept that you can produce and market a good quality product or service at a lower cost than your competitors. These low costs should translate to profit margins that are higher than the industry average. Some of the conditions that should exist to support a cost leadership strategy include an on-going availability of operating capital, good process engineering skills, close management of labor, products designed for ease of manufacturing and low cost distribution.
* A DIFFERENTIATION STRATEGY is one of creating a product or service that is perceived as being unique "throughout the industry". The emphasis can be on brand image, proprietary technology, special features, superior service, a strong distributor network or other aspects that might be specific to your industry. This uniqueness should also translate to profit margins that are higher than the industry average. In addition, some of the conditions that should exist to support a differentiation strategy include strong marketing abilities, effective product engineering, creative personnel, the ability to perform basic research and a good reputation.
* A FOCUS STRATEGY may be the most sophisticated of the generic strategies, in that it is a more 'intense' form of either the cost leadership or differentiation strategy. It is designed to address a "focused" segment of the marketplace, product form or cost management process and is usually employed when it isn't appropriate to attempt an 'across the board' application of cost leadership or differentiation. It is based on the concept of serving a particular target in such an exceptional manner, that others cannot compete. Usually this means addressing a substantially smaller market segment than others in the industry, but because of minimal competition, profit margins can be very high.
Pricing
Having defined the overall offering objective and selecting the generic strategy you must then decide on a variety of closely related operational strategies. One of these is how you will price the offering. A pricing strategy is mostly influenced by your requirement for net income and your objectives for long term market control. There are three basic strategies you can consider.
* A SKIMMING STRATEGY
If your offering has enough differentiation to justify a high price and you desire quick cash and have minimal desires for significant market penetration and control, then you set your prices very high.
* A MARKET PENETRATION STRATEGY
If near term income is not so critical and rapid market penetration for eventual market control is desired, then you set your prices very low.
* A COMPARABLE PRICING STRATEGY
If you are not the market leader in your industry then the leaders will most likely have created a 'price expectation' in the minds of the marketplace. In this case you can price your offering comparably to those of your competitors.
Promotion
To sell an offering you must effectively promote and advertise it. There are two basic promotion strategies, PUSH and PULL.
* The PUSH STRATEGY maximizes the use of all available channels of distribution to "push" the offering into the marketplace. This usually requires generous discounts to achieve the objective of giving the channels incentive to promote the offering, thus minimizing your need for advertising.
* The PULL STRATEGY requires direct interface with the end user of the offering. Use of channels of distribution is minimized during the first stages of promotion and a major commitment to advertising is required. The objective is to "pull" the prospects into the various channel outlets creating a demand the channels cannot ignore.
There are many strategies for advertising an offering. Some of these include:
* Product Comparison advertising
In a market where your offering is one of several providing similar capabilities, if your offering stacks up well when comparing features then a product comparison ad can be beneficial.
* Product Benefits advertising
When you want to promote your offering without comparison to competitors, the product benefits ad is the correct approach. This is especially beneficial when you have introduced a new approach to solving a user need and comparison to the old approaches is inappropriate.
* Product Family advertising
If your offering is part of a group or family of offerings that can be of benefit to the customer as a set, then the product family ad can be of benefit.
* Corporate advertising
When you have a variety of offerings and your audience is fairly broad, it is often beneficial to promote your enterprise identity rather than a specific offering.
Distribution
You must also select the distribution method(s) you will use to get the offering into the hands of the customer. These include:
* On-premise Sales involves the sale of your offering using a field sales organization that visits the prospect's facilities to make the sale.
* Direct Sales involves the sale of your offering using a direct, in-house sales organization that does all selling through the Internet, telephone or mail order contact.
* Wholesale Sales involves the sale of your offering using intermediaries or "middle-men" to distribute your product or service to the retailers.
* Self-service Retail Sales involves the sale of your offering using self service retail methods of distribution.
* Full-service Retail Sales involves the sale of your offering through a full service retail distribution channel.
Of course, making a decision about pricing, promotion and distribution is heavily influenced by some key factors in the industry and marketplace. These factors should be analyzed initially to create the strategy and then regularly monitored for changes. If any of them change substantially the strategy should be reevaluated.
The Environment
Environmental factors positively or negatively impact the industry and the market growth potential of your product/service. Factors to consider include:
* Government actions - Government actions (current or under consideration) can support or detract from your strategy. Consider subsidies, safety, efficacy and operational regulations, licensing requirements, materials access restrictions and price controls.
* Demographic changes - Anticipated demographic changes may support or negatively impact the growth potential of your industry and market. This includes factors such as education, age, income and geographic location.
* Emerging technology - Technological changes that are occurring may or may not favor the actions of your enterprise.
* Cultural trends - Cultural changes such as fashion trends and life style trends may or may not support your offering's penetration of the market
The Prospect
It is essential to understand the market segment(s) as defined by the prospect characteristics you have selected as the target for your offering. Factors to consider include:
* The potential for market penetration involves whether you are selling to past customers or a new prospect, how aware the prospects are of what you are offering, competition, growth rate of the industry and demographics.
* The prospect's willingness to pay higher price because your offering provides a better solution to their problem.
* The amount of time it will take the prospect to make a purchase decision is affected by the prospects confidence in your offering, the number and quality of competitive offerings, the number of people involved in the decision, the urgency of the need for your offering and the risk involved in making the purchase decision.
* The prospect's willingness to pay for product value is determined by their knowledge of competitive pricing, their ability to pay and their need for characteristics such as quality, durability, reliability, ease of use, uniformity and dependability.
* Likelihood of adoption by the prospect is based on the criticality of the prospect's need, their attitude about change, the significance of the benefits, barriers that exist to incorporating the offering into daily usage and the credibility of the offering.
The Product/Service
You should be thoroughly familiar with the factors that establish products/services as strong contenders in the marketplace. Factors to consider include:
* Whether some or all of the technology for the offering is proprietary to the enterprise.
* The benefits the prospect will derive from use of the offering.
* The extent to which the offering is differentiated from the competition.
* The extent to which common introduction problems can be avoided such as lack of adherence to industry standards, unavailability of materials, poor quality control, regulatory problems and the inability to explain the benefits of the offering to the prospect.
* The potential for product obsolescence as affected by the enterprise's commitment to product development, the product's proximity to physical limits, the ongoing potential for product improvements, the ability of the enterprise to react to technological change and the likelihood of substitute solutions to the prospect's needs.
* Impact on customer's business as measured by costs of trying out your offering, how quickly the customer can realize a return from their investment in your offering, how disruptive the introduction of your offering is to the customer's operations and the costs to switch to your offering.
* The complexity of your offering as measured by the existence of standard interfaces, difficulty of installation, number of options, requirement for support devices, training and technical support and the requirement for complementary product interface.
The Competition
It is essential to know who the competition is and to understand their strengths and weaknesses. Factors to consider include:
* Each of your competitor's experience, staying power, market position, strength, predictability and freedom to abandon the market must be evaluated.
Your Enterprise
An honest appraisal of the strength of your enterprise is a critical factor in the development of your strategy. Factors to consider include:
* Enterprise capacity to be leader in low-cost production considering cost control infrastructure, cost of materials, economies of scale, management skills, availability of personnel and compatibility of manufacturing resources with offering requirements.
* The enterprise's ability to construct entry barriers to competition such as the creation of high switching costs, gaining substantial benefit from economies of scale, exclusive access to or clogging of distribution channels and the ability to clearly differentiate your offering from the competition.
* The enterprise's ability to sustain its market position is determined by the potential for competitive imitation, resistance to inflation, ability to maintain high prices, the potential for product obsolescence and the 'learning curve' faced by the prospect.
* The prominence of the enterprise.
* The competence of the management team.
* The adequacy of the enterprise's infrastructure in terms of organization, recruiting capabilities, employee benefit programs, customer support facilities and logistical capabilities.
* The freedom of the enterprise to make critical business decisions without undue influence from distributors, suppliers, unions, creditors, investors and other outside influences.
* Freedom from having to deal with legal problems.
Development
A review of the strength and viability of the product/service development program will heavily influence the direction of your strategy. Factors to consider include:
* The strength of the development manager including experience with personnel management, current and new technologies, complex projects and the equipment and tools used by the development personnel.
* Personnel who understand the relevant technologies and are able to perform the tasks necessary to meet the development objectives.
* Adequacy and appropriateness of the development tools and equipment.
* The necessary funding to achieve the development objectives.
* Design specifications that are manageable.
Production
You should review your enterprise's production organization with respect to their ability to cost effectively produce products/services. The following factors are considered:
* The strength of production manager including experience with personnel management, current and new technologies, complex projects and the equipment and tools used by the manufacturing personnel.
* Economies of scale allowing the sharing of operations, sharing of production and the potential for vertical integration.
* Technology and production experience
* The necessary production personnel skill level and/or the enterprise's ability to hire or train qualified personnel.
* The ability of the enterprise to limit suppliers bargaining power.
* The ability of the enterprise to control the quality of raw materials and production.
* Adequate access to raw materials and sub-assembly production.
Marketing/Sales
The marketing and sales organization is analyzed for its strengths and current activities. Factors to consider include:
* Experience of Marketing/Sales manager including contacts in the industry (prospects, distribution channels, media), familiarity with advertising and promotion, personal selling capabilities, general management skills and a history of profit and loss responsibilities.
* The ability to generate good publicity as measured by past successes, contacts in the press, quality of promotional literature and market education capabilities.
* Sales promotion techniques such as trade allowances, special pricing and contests.
* The effectiveness of your distribution channels as measured by history of relations, the extent of channel utilization, financial stability, reputation, access to prospects and familiarity with your offering.
* Advertising capabilities including media relationships, advertising budget, past experience, how easily the offering can be advertised and commitment to advertising.
* Sales capabilities including availability of personnel, quality of personnel, location of sales outlets, ability to generate sales leads, relationship with distributors, ability to demonstrate the benefits of the offering and necessary sales support capabilities.
* The appropriateness of the pricing of your offering as it relates to competition, price sensitivity of the prospect, prospect's familiarity with the offering and the current market life cycle stage.
Customer Services
The strength of the customer service function has a strong influence on long term market success. Factors to consider include:
* Experience of the Customer Service manager in the areas of similar offerings and customers, quality control, technical support, product documentation, sales and marketing.
* The availability of technical support to service your offering after it is purchased.
* One or more factors that causes your customer support to stand out as unique in the eyes of the customer.
* Accessibility of service outlets for the customer.
* The reputation of the enterprise for customer service.
Conclusion
After defining your strategy you must use the information you have gathered to determine whether this strategy will achieve the objective of making your enterprise competitive in the marketplace. Two of the most important assessments are described below.
Cost To Enter Market
This is an analysis of the factors that will influence your costs to achieve significant market penetration. Factors to consider include:
* Your marketing strength.
* Access to low cost materials and effective production.
* The experience of your enterprise.
* The complexity of introduction problems such as lack of adherence to industry standards, unavailability of materials, poor quality control, regulatory problems and the inability to explain the benefits of the offering to the prospect.
* The effectiveness of the enterprise infrastructure in terms of organization, recruiting capabilities, employee benefit programs, customer support facilities and logistical capabilities.
* Distribution effectiveness as measured by history of relations, the extent of channel utilization, financial stability, reputation, access to prospects and familiarity with your offering.
* Technological efforts likely to be successful as measured by the strength of the development organization.
* The availability of adequate operating capital.
Profit Potential
This is an analysis of the factors that could influence the potential for generating and maintaining profits over an extended period. Factors to consider include:
* Potential for competitive retaliation is based on the competitors resources, commitment to the industry, cash position and predictability as well as the status of the market.
* The enterprise's ability to construct entry barriers to competition such as the creation of high switching costs, gaining substantial benefit from economies of scale, exclusive access to or clogging of distribution channels and the ability to clearly differentiate your offering from the competition.
* The intensity of competitive rivalry as measured by the size and number of competitors, limitations on exiting the market, differentiation between offerings and the rapidity of market growth.
* The ability of the enterprise to limit suppliers bargaining power.
* The enterprise's ability to sustain its market position is determined by the potential for competitive imitation, resistance to inflation, ability to maintain high prices, the potential for product obsolescence and the 'learning curve' faced by the prospect.
* The availability of substitute solutions to the prospect's need.
* The prospect's bargaining power as measured by the ease of switching to an alternative, the cost to look at alternatives, the cost of the offering, the differentiation between your offering and the competition and the degree of the prospect's need.
* Market potential for new products considering market growth, prospect's need for your offering, the benefits of the offering, the number of barriers to immediate use, the credibility of the offering and the impact on the customer's daily operations.
* The freedom of the enterprise to make critical business decisions without undue influence from distributors, suppliers, unions, investors and other outside influences.
Plan Write Business Plan Software
Get help writing your business plan
Competitive Advantage
Competitive Advantage: Creating and Sustaining Superior Performance by Michael E. Porter
Kotler on Marketing
Kotler on Marketing: How to Create, Win, and Dominate Markets by Philip Kotler
The Internet Marketing Plan
The Internet Marketing Plan: A Practical Handbook for Creating, Implementing and Assessing Your Online Presence by Kim M. Bayne
The Successful Marketing Plan
The Successful Marketing Plan: A Disciplined and Comprehensive Approach by Roman G. Hiebing, Scott W. Cooper, Roman, Jr. Hiebing
12 Simple Steps to a Winning Marketing Plan
12 Simple Steps to a Winning Marketing Plan by Geraldine A. Larkin
Search Amazon.com's book list
See more books on the subject of Market Plans
Copyright © 1994-2011 Business Resource Software, Inc. privacy ¦ sitemap
BBBOnLine Reliability Seal
(800) 423-1228
Business Resource Software, Inc.
1779 Wells Branch Pkwy, Austin, Texas 78728
International: (512)251-7541 Fax: (512)251-4401
Business Plan Software
All the help you need to develop your pricing strategy!
Marketing Career
How Do You Know if a Marketing Career is Right for You?
By Laura Lake, About.com Guide
See More About:
* marketing careers
* careers in marketing
* marketing jobs
Marketing often appeals to not only creative thinkers, but also numbers-minded statisticians. While many jobs in marketing are appealing keep in mind that you must be willing to work long hours and not mind working evenings and/or weekends. It was reported that in the year 2000 38% of advertising, public relations, and marketing managers worked an average of 50 hours per week. You must be able to work well under pressure and thrive off meeting deadlines and goals that are set. In some positions substantial travel is not uncommon.
Marketing is a vital necessity not only for business firms, but is also performed by governments, educational, religious, social service, and nonprofit organizations or institutions. Marketing provides a great number and variety of job opportunities available to you no matter which career track you decide to follow.
Sponsored Links
Marketing Specialists JobsFind or Post Jobs Through berniaga Free & Easy. No Registration Neededwww.berniaga.com
JobMiddle East Job Opportunities. Upload your Resume now: Free!www.Bayt.com
Careers with AccentureSubmit Your Resume for a Career Opportunity with a Global Leader.www.accenture.com
Readers Respond: Marketing Career Success Story
Read responses (2) How I Got My Career Break
Related Articles
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©2011 About.com. All rights reserved.
A part of The New York Times Company.
By Laura Lake, About.com Guide
See More About:
* marketing careers
* careers in marketing
* marketing jobs
Marketing often appeals to not only creative thinkers, but also numbers-minded statisticians. While many jobs in marketing are appealing keep in mind that you must be willing to work long hours and not mind working evenings and/or weekends. It was reported that in the year 2000 38% of advertising, public relations, and marketing managers worked an average of 50 hours per week. You must be able to work well under pressure and thrive off meeting deadlines and goals that are set. In some positions substantial travel is not uncommon.
Marketing is a vital necessity not only for business firms, but is also performed by governments, educational, religious, social service, and nonprofit organizations or institutions. Marketing provides a great number and variety of job opportunities available to you no matter which career track you decide to follow.
Sponsored Links
Marketing Specialists JobsFind or Post Jobs Through berniaga Free & Easy. No Registration Neededwww.berniaga.com
JobMiddle East Job Opportunities. Upload your Resume now: Free!www.Bayt.com
Careers with AccentureSubmit Your Resume for a Career Opportunity with a Global Leader.www.accenture.com
Readers Respond: Marketing Career Success Story
Read responses (2) How I Got My Career Break
Related Articles
* Exploring Careers and Jobs in Marketing
* Exploring Careers and Jobs in Marketing
* Advertising: Is it the Right Marketing Career for You?
* Marketing Manager - Career Information for Marketing Manager
* Careers in Marketing
Laura Lake
Guide since 2003
Laura Lake
Marketing Guide
* Sign up for My Newsletter
* My Blog
* My Forum
Advertisement
Marketing Ads
* Career
* Marketing
* Sales & Marketing
* Career Job Search
* Career in Marketing
Sponsored Links
Sales Agentwe are looking for sales agent in indonesia and also in east asiawww.multiscreenindonesia.com
Radar GroupAustralia's leading provider of Investor Relations serviceswww.radargroup.com.au
Public Relations & EventsChristian Alexander PR & Events Nicosia, Cypruswww.christianalexanderpr.com.cy
Jobs listing jobs findingfind jobs,work abroad,free job site free job listing,post resume freewww.jobs.gofabby.com
Australia Job CareerLooking for a job in Australia? Let us help get you placedaustralia.santifjobs.com
Creative CrestWorld-class Communication Agency Strong presence all across Indiawww.creativecrest.com
Explore Marketing
Must Reads
* Breaking Into a Marketing Career
* First Steps to Marketing a Business
* Social Media Marketing 7 Day Course
* Mobile Marketing for the Small Business
* Marketing Glossary
Most Popular
* What is Branding and How Im...
* 10 Customer Service Tips
* Marketing Mix
* Marketing vs. Sales: What i...
* Developing Your Brand Strategy
See More About:
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* careers in marketing
* marketing jobs
By Category
* Careers in Marketing
* Marketing Plan and Strategy
* Marketing Tools and Help
* Courses and Tutorials
* Small Business Marketing
* Internet Marketing
* Social Media Marketing
* Brand Marketing
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* Target Marketing
* Event and Seminar Marketing
* Sales Training
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About.com Special Features
10 Things You Can Do Today to Improve Your Credit
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Marketing
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4. Careers in Marketing
5. How Do You Know if a Marketing Career is Right for You?>
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Kamis, 13 Januari 2011
Environmental Development with Management Studies
Sustainable Environmental Development with Management Studies PgCert/PgDip/MSc
Facts about Sustainable Environmental Development with Management Studies
Qualification PgCert/PgDip/MSc
Duration PgCert: Full time - 1 semester, part time - 2 semesters PgDip/MSc: Full time - 1 year, part time - 2 years
Attendance Full time: 2 days per week
Part time: 1 day per week
Management studies: usually 2/3 weekends
Assessment Exams and/or coursework; dissertation (MSc)
Course structure
Choose Kingston's Sustainable Environmental Development with Management Studies PgCert/PgDip/MSc
If you are interested in the environment and issues concerning sustainable development, conservation and the management of natural resources, and would like to gain the skills and knowledge necessary to assist with the implementation and maintenance of sustainable environmental management, this course is ideal. It focuses on combining sound environmental practice with economic and social agendas. These subjects are taught in combination with the fundamentals of management theory, setting your scientific knowledge in a vocational context.
What will you study?
There is a choice of two paths to take with this MSc. Path B allows you to omit the Waste Management and Contaminated Land Remediation module - which examines the types, sources and effects of environmental contaminants and their effects on ecosystems and human health - and concentrate more on the management studies modules.
The sustainable environmental development modules enable you to evaluate the changing nature of human interaction with the environment; examine current conservation policy, strategies and issues; and look at the involvement and response of commercial, industrial and public sectors to environmental issues. The management studies modules give you an insight into how the business world operates and will introduce you to marketing concepts and people management skills.
Who teaches this course?
Faculty of Science logo
This course is taught by staff in the Faculty of Science. Find out more...
Teaching staff include:
* Professor Guy Robinson
* Dr Stuart Downward
* Dr Ros Taylor
Research areas
Many of the staff in the Faculty of Science are research active. This ensures they are in touch with the latest thinking and bring best practice to your studies.
Find out more...
Course structure
Please note that this is an indicative list of modules and is not intended as a definitive list. Those listed here may also be a mixture of core and optional modules.
Path A modules
* Sustainable Environmental Management
*
Sustainable Environmental Management
This module evaluates the changing nature of human interaction with the environment and the development of present day environmental awareness in the context of sustainable development.
It provides an in-depth understanding of the environmental issues faced by business and industry, and the challenge of improved sustainability against a background of evolving government policy and stakeholder pressure.
The module also promotes critical understanding of environmental management systems (EMS) as developed in response to changing environmental policy or other stakeholder demands.
Close this module description
* Biodiversity and Conservation
*
Biodiversity and Conservation
This module reviews the concept of biodiversity and examines current conservation policy, strategies and issues as they apply at a range of scales. An examination of their applications within local, regional and national and global frameworks provides an important policy perspective.
Close this module description
* Water Resource Management
*
Water Resource Management
This module offers an opportunity to study the relationships between water and human society at a variety of scales.
In particular, it looks at how water has been managed at global, national and regional scales and how an understanding of hydrological knowledge can be applied to practical water resources problems. It further introduces and investigates the wider concepts of water resources management, governance and water planning decisions.
Close this module description
* Economic Ethics and the Social Environment
*
Economic Ethics and the Social Environment
This module explores the meaning and application of responsibility towards the environment, economy and society.
It uses relevant economic and geographical theory to examine local, national and international sustainability issues. In particular, we use case studies to examine the commercial, industrial and public sectors' involvement and response to a range of issues.
Close this module description
* Waste Management and Contaminated Land Remediation
*
Waste Management and Contaminated Land Remediation
This module provides an understanding of the types, sources and effects of contaminants in the environment, and their effects on ecosystems and human health. It covers an awareness of the feasibility and limitations of the main techniques and strategies for the remediation of contaminated land. There is a specific focus on the policies and practice of waste management in developed countries.
Close this module description
* Research Analysis and Data Analysis
*
Research Analysis and Data Analysis
This module prepares you for independent research work, including an explanation of the importance of unbiased data sampling and how it may be achieved.
It seeks to improve the quality of your scientific thought and procedure by explaining a range of statistical and other data analytical techniques applicable to environmental and spatial data.
In addition to the use of GIS elsewhere in the course, the module provides extensive experience of the use of computers for data analysis and other applications.
Close this module description
* Finance Resource Management
*
Finance Resource Management
This module examines the role of financial accounting within organisations. It provides an overview of financial accounting systems in business and public sector organisations.
It also covers:
o the needs of first level managers for financial information and their role in supplying information;
o accounting concepts and conventions; and
o ways of measuring income and valuing assets.
Close this module description
* Managing People and Organisations
*
Managing People and Organisations
This module will provide you with a framework which will enable you to critically reflect upon your performance and plan your professional development. It provides an understanding of human behaviour within organisations and looks at how management performance can be enhanced through effective human resource management. You will demonstrate your ability to integrate international aspects of managing people and organisations and develop an understanding of human resource practices and procedures.
Close this module description
Path B core modules
* Sustainable Environmental Management
*
Sustainable Environmental Management
This module evaluates the changing nature of human interaction with the environment and the development of present day environmental awareness in the context of sustainable development.
It provides an in-depth understanding of the environmental issues faced by business and industry, and the challenge of improved sustainability against a background of evolving government policy and stakeholder pressure.
The module also promotes critical understanding of environmental management systems (EMS) as developed in response to changing environmental policy or other stakeholder demands.
Close this module description
* Biodiversity and Conservation
*
Biodiversity and Conservation
This module reviews the concept of biodiversity and examines current conservation policy, strategies and issues as they apply at a range of scales. An examination of their applications within local, regional and national and global frameworks provides an important policy perspective.
Close this module description
* Water Resource Management
*
Water Resource Management
This module offers an opportunity to study the relationships between water and human society at a variety of scales.
In particular, it looks at how water has been managed at global, national and regional scales and how an understanding of hydrological knowledge can be applied to practical water resources problems. It further introduces and investigates the wider concepts of water resources management, governance and water planning decisions.
Close this module description
* Economic Ethics and the Social Environment
*
Economic Ethics and the Social Environment
This module explores the meaning and application of responsibility towards the environment, economy and society.
It uses relevant economic and geographical theory to examine local, national and international sustainability issues. In particular, we use case studies to examine the commercial, industrial and public sectors' involvement and response to a range of issues.
Close this module description
* Research Analysis and Data Analysis
*
Research Analysis and Data Analysis
This module prepares you for independent research work, including an explanation of the importance of unbiased data sampling and how it may be achieved.
It seeks to improve the quality of your scientific thought and procedure by explaining a range of statistical and other data analytical techniques applicable to environmental and spatial data.
In addition to the use of GIS elsewhere in the course, the module provides extensive experience of the use of computers for data analysis and other applications.
Close this module description
* Finance Resource Management
*
Finance Resource Management
This module examines the role of financial accounting within organisations. It provides an overview of financial accounting systems in business and public sector organisations.
It also covers:
o the needs of first level managers for financial information and their role in supplying information;
o accounting concepts and conventions; and
o ways of measuring income and valuing assets.
Close this module description
* Managing People and Organisations
*
Managing People and Organisations
This module will provide you with a framework which will enable you to critically reflect upon your performance and plan your professional development. It provides an understanding of human behaviour within organisations and looks at how management performance can be enhanced through effective human resource management. You will demonstrate your ability to integrate international aspects of managing people and organisations and develop an understanding of human resource practices and procedures.
Close this module description
Path B optional modules (choose one)
* Marketing
*
Marketing
This module will develop your understanding of key marketing concepts. It looks at:
o how effective marketing can be used to enhance organisational performance;
o the role of analysis, planning, implementation and control in the marketing process;
o how to develop positioning strategies, prepare plans using the appropriate marketing mix and assess their financial implications and risk; and
o key generic marketing strategies and relationship marketing.
Close this module description
* Managing Operations
*
Managing Operations
This module will acquaint you with the basic terminology and concepts of operations management. You will:
o learn how to analyse and evaluate the operations of organisations in both the service and manufacturing sectors; and
o develop planning and control methodologies to improve the efficiency and effectiveness of an organisation.
Close this module description
* Download a prospectus
* Order a prospectus
* Favourite this course
* You favourited this course
Apply for Sustainable Environmental Development with Management Studies PgCert/PgDip/MSc at Kingston University London
Related courses
Related to this course:
* Environmental and Earth Resource Management PgCert/PgDip/MSc
Visit us
Find out more about Science open daysThe Faculty of Science holds a number of open day events throughout the year. These are a great opportunity to find out more about this course, the Faculty itself, and the facilities we offer.
Find out more...
Facilities
FADA facilitiesLearn more about the facilities available to you as a student of this course.
Find out more...
Facilities
Research labLearn more about the facilities available to you as a student of this course. Find out more...
Links with industry
Our links with industry provide a practical base for our courses. They also help us to ensure your studies are kept up to date and relevant to the working environment.
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Facts about Sustainable Environmental Development with Management Studies
Qualification PgCert/PgDip/MSc
Duration PgCert: Full time - 1 semester, part time - 2 semesters PgDip/MSc: Full time - 1 year, part time - 2 years
Attendance Full time: 2 days per week
Part time: 1 day per week
Management studies: usually 2/3 weekends
Assessment Exams and/or coursework; dissertation (MSc)
Course structure
Choose Kingston's Sustainable Environmental Development with Management Studies PgCert/PgDip/MSc
If you are interested in the environment and issues concerning sustainable development, conservation and the management of natural resources, and would like to gain the skills and knowledge necessary to assist with the implementation and maintenance of sustainable environmental management, this course is ideal. It focuses on combining sound environmental practice with economic and social agendas. These subjects are taught in combination with the fundamentals of management theory, setting your scientific knowledge in a vocational context.
What will you study?
There is a choice of two paths to take with this MSc. Path B allows you to omit the Waste Management and Contaminated Land Remediation module - which examines the types, sources and effects of environmental contaminants and their effects on ecosystems and human health - and concentrate more on the management studies modules.
The sustainable environmental development modules enable you to evaluate the changing nature of human interaction with the environment; examine current conservation policy, strategies and issues; and look at the involvement and response of commercial, industrial and public sectors to environmental issues. The management studies modules give you an insight into how the business world operates and will introduce you to marketing concepts and people management skills.
Who teaches this course?
Faculty of Science logo
This course is taught by staff in the Faculty of Science. Find out more...
Teaching staff include:
* Professor Guy Robinson
* Dr Stuart Downward
* Dr Ros Taylor
Research areas
Many of the staff in the Faculty of Science are research active. This ensures they are in touch with the latest thinking and bring best practice to your studies.
Find out more...
Course structure
Please note that this is an indicative list of modules and is not intended as a definitive list. Those listed here may also be a mixture of core and optional modules.
Path A modules
* Sustainable Environmental Management
*
Sustainable Environmental Management
This module evaluates the changing nature of human interaction with the environment and the development of present day environmental awareness in the context of sustainable development.
It provides an in-depth understanding of the environmental issues faced by business and industry, and the challenge of improved sustainability against a background of evolving government policy and stakeholder pressure.
The module also promotes critical understanding of environmental management systems (EMS) as developed in response to changing environmental policy or other stakeholder demands.
Close this module description
* Biodiversity and Conservation
*
Biodiversity and Conservation
This module reviews the concept of biodiversity and examines current conservation policy, strategies and issues as they apply at a range of scales. An examination of their applications within local, regional and national and global frameworks provides an important policy perspective.
Close this module description
* Water Resource Management
*
Water Resource Management
This module offers an opportunity to study the relationships between water and human society at a variety of scales.
In particular, it looks at how water has been managed at global, national and regional scales and how an understanding of hydrological knowledge can be applied to practical water resources problems. It further introduces and investigates the wider concepts of water resources management, governance and water planning decisions.
Close this module description
* Economic Ethics and the Social Environment
*
Economic Ethics and the Social Environment
This module explores the meaning and application of responsibility towards the environment, economy and society.
It uses relevant economic and geographical theory to examine local, national and international sustainability issues. In particular, we use case studies to examine the commercial, industrial and public sectors' involvement and response to a range of issues.
Close this module description
* Waste Management and Contaminated Land Remediation
*
Waste Management and Contaminated Land Remediation
This module provides an understanding of the types, sources and effects of contaminants in the environment, and their effects on ecosystems and human health. It covers an awareness of the feasibility and limitations of the main techniques and strategies for the remediation of contaminated land. There is a specific focus on the policies and practice of waste management in developed countries.
Close this module description
* Research Analysis and Data Analysis
*
Research Analysis and Data Analysis
This module prepares you for independent research work, including an explanation of the importance of unbiased data sampling and how it may be achieved.
It seeks to improve the quality of your scientific thought and procedure by explaining a range of statistical and other data analytical techniques applicable to environmental and spatial data.
In addition to the use of GIS elsewhere in the course, the module provides extensive experience of the use of computers for data analysis and other applications.
Close this module description
* Finance Resource Management
*
Finance Resource Management
This module examines the role of financial accounting within organisations. It provides an overview of financial accounting systems in business and public sector organisations.
It also covers:
o the needs of first level managers for financial information and their role in supplying information;
o accounting concepts and conventions; and
o ways of measuring income and valuing assets.
Close this module description
* Managing People and Organisations
*
Managing People and Organisations
This module will provide you with a framework which will enable you to critically reflect upon your performance and plan your professional development. It provides an understanding of human behaviour within organisations and looks at how management performance can be enhanced through effective human resource management. You will demonstrate your ability to integrate international aspects of managing people and organisations and develop an understanding of human resource practices and procedures.
Close this module description
Path B core modules
* Sustainable Environmental Management
*
Sustainable Environmental Management
This module evaluates the changing nature of human interaction with the environment and the development of present day environmental awareness in the context of sustainable development.
It provides an in-depth understanding of the environmental issues faced by business and industry, and the challenge of improved sustainability against a background of evolving government policy and stakeholder pressure.
The module also promotes critical understanding of environmental management systems (EMS) as developed in response to changing environmental policy or other stakeholder demands.
Close this module description
* Biodiversity and Conservation
*
Biodiversity and Conservation
This module reviews the concept of biodiversity and examines current conservation policy, strategies and issues as they apply at a range of scales. An examination of their applications within local, regional and national and global frameworks provides an important policy perspective.
Close this module description
* Water Resource Management
*
Water Resource Management
This module offers an opportunity to study the relationships between water and human society at a variety of scales.
In particular, it looks at how water has been managed at global, national and regional scales and how an understanding of hydrological knowledge can be applied to practical water resources problems. It further introduces and investigates the wider concepts of water resources management, governance and water planning decisions.
Close this module description
* Economic Ethics and the Social Environment
*
Economic Ethics and the Social Environment
This module explores the meaning and application of responsibility towards the environment, economy and society.
It uses relevant economic and geographical theory to examine local, national and international sustainability issues. In particular, we use case studies to examine the commercial, industrial and public sectors' involvement and response to a range of issues.
Close this module description
* Research Analysis and Data Analysis
*
Research Analysis and Data Analysis
This module prepares you for independent research work, including an explanation of the importance of unbiased data sampling and how it may be achieved.
It seeks to improve the quality of your scientific thought and procedure by explaining a range of statistical and other data analytical techniques applicable to environmental and spatial data.
In addition to the use of GIS elsewhere in the course, the module provides extensive experience of the use of computers for data analysis and other applications.
Close this module description
* Finance Resource Management
*
Finance Resource Management
This module examines the role of financial accounting within organisations. It provides an overview of financial accounting systems in business and public sector organisations.
It also covers:
o the needs of first level managers for financial information and their role in supplying information;
o accounting concepts and conventions; and
o ways of measuring income and valuing assets.
Close this module description
* Managing People and Organisations
*
Managing People and Organisations
This module will provide you with a framework which will enable you to critically reflect upon your performance and plan your professional development. It provides an understanding of human behaviour within organisations and looks at how management performance can be enhanced through effective human resource management. You will demonstrate your ability to integrate international aspects of managing people and organisations and develop an understanding of human resource practices and procedures.
Close this module description
Path B optional modules (choose one)
* Marketing
*
Marketing
This module will develop your understanding of key marketing concepts. It looks at:
o how effective marketing can be used to enhance organisational performance;
o the role of analysis, planning, implementation and control in the marketing process;
o how to develop positioning strategies, prepare plans using the appropriate marketing mix and assess their financial implications and risk; and
o key generic marketing strategies and relationship marketing.
Close this module description
* Managing Operations
*
Managing Operations
This module will acquaint you with the basic terminology and concepts of operations management. You will:
o learn how to analyse and evaluate the operations of organisations in both the service and manufacturing sectors; and
o develop planning and control methodologies to improve the efficiency and effectiveness of an organisation.
Close this module description
* Download a prospectus
* Order a prospectus
* Favourite this course
* You favourited this course
Apply for Sustainable Environmental Development with Management Studies PgCert/PgDip/MSc at Kingston University London
Related courses
Related to this course:
* Environmental and Earth Resource Management PgCert/PgDip/MSc
Visit us
Find out more about Science open daysThe Faculty of Science holds a number of open day events throughout the year. These are a great opportunity to find out more about this course, the Faculty itself, and the facilities we offer.
Find out more...
Facilities
FADA facilitiesLearn more about the facilities available to you as a student of this course.
Find out more...
Facilities
Research labLearn more about the facilities available to you as a student of this course. Find out more...
Links with industry
Our links with industry provide a practical base for our courses. They also help us to ensure your studies are kept up to date and relevant to the working environment.
Find out more...
* Disclaimer
* Copyright
* Freedom of Information
* Privacy Policy
Kamis, 06 Januari 2011
Keterampilan Fungsional
Keterampilan Fungsional , Modal Utama Masyarakat Purwakarta Untuk Belajar Berwirausaha oleh Eka Harumi Sediaswati
OPINI
Eka Harumi
| 06 January 2010 | 09:04
Total Read
220
Total Comment
3
1 dari 1 Kompasianer menilai Bermanfaat.
Kebutuhan belajar masyarakat, khususnya masyarakat bawah di daerah Purwakarta sangat minim jika tidak ada motivasi dari pihak-pihak yang peduli akan kegiatan belajar. Masyarakat di daerah Purwakarta merupakan warga yang kesulitan mendapatkan penghasilan. Oleh karena itu, pemerintah bergerak untuk memberikan perhatiannya terhadap beberapa kelompok belajar masyarakat agar mereka mencari warga yang benar-benar ingin belajar.
Yudisium itu sangat memuaskan. Gelar Doktor diperoleh dengan memberikan baktinya terhadap pendidikan. Sangat membanggakan. Syarif Hidayat, sekretaris dinas pendidikan Provinsi Jawa Barat, dibidang pendidikan luar sekolah (PLS) di Universitas Pendidikan Indonesia (UPI) lulus dengan disertasi yang berjudul “Pengembangan Model Pembelajaran Keterampilan Fungsional pada Pendidikan Kesetaraan Program Paket B untuk Peningkatan Kemandirian Warga Belajar” (Studi pada PKBM Al-Salaam dan PKBM Citra di Kab. Purwakarta).
Semata-mata agar masyarakat tidak hanya menginginkan hasil akhir, yaitu ijasah yang notabene adalah jalan untuk mendapatkan pekerjaan. Namun, keterampilan masyarakat disini dipicu agar melakukan fungsi dari keterampilannya itu untuk mendapatkan pekerjaan ataupun membuka lapangan pekerjaan (kemandirian warga).
“Penerapan model pembelajaran terhadap PKBM tersebut merupakan doktrin bagi pemerintah agar mau untuk memberikan subsidinya” ungkap Syarif saat menceritakan tentang disertasi di ruang kerjanya di Gedung Sate. Berlandaskan pada pemikiran konseptual, yuridis dan empirik, Syarif mengangkat disertasinya.
Model pembelajaran keterampilan fungsional adalah model dimana mengembalikan keterampilan seseorang agar mampu kembali kedalam fungsi itu sendiri. Seperti yang dilakukan Doktor lulusan UPI ini, model pembelajaran keterampilan fungsional ini memberikan stimuli agar masyarakat mau mengembangkan dan belajar menjadi wirausaha.
Kota kecil Plered dan Pasawahan, Kabupaten Purwakarta menjadi objek penelitian sang penulis disertasi. Tujuannya adalah membandingkan satu PKBM dengan PKBM lainnya. Peneliti mengambil objek ini dikarenakan menurutnya PKBM tersebut mempunyai beberapa prestasi dalam bidang akademik dan bidang lainnya. Berangkat dari itulah ia menunaikan penelitian atas modelnya ini. Syarif membutuhkan waktu enam bulan untuk menyelesaikan hasil observasinya dengan menaruh model pembelajaran di salah satu PKBM ini.
Para pemerhati pendidikan dikawasan Plered Purwakarta ini mencari siswanya yang ingin belajar menjadi wirausaha dengan memakai model pembelajaran yang dibuat oleh Sekertasi Dinas Pendidikan Jawa Barat, Syarif Hidayat. Tidak terbatas usia, masyarakat yang ingin mengenyam pendidikan di PKBM Citra ini. “buruh di pabrik keramik, ada juga ko yang berusia 50 tahun menjadi siswa di PKBM ini” ujar Ubai yang tengah duduk di kursi diruang kepala sekolah.
“Mereka butuh belajar untuk membangun masa depan, karena mereka generasi kita selanjutnya” ungkap Ubaidullah mantan Kepala Sekolah PKBM Citra di Purwakarta. Suasana sekolah yang sangat sederhana dan terletak di kecamatan Plered, Purwakarta ini nampak sepi pada sabtu siang itu. Ya, karena menurut Ubai, sekolah berjalan sesuai jadwal mereka yang libur bekerja. “Disini bukan kami yang menentukan jadwal, tapi kita yang menyesuaikan jadwal” ungkapnya sembari menunjukkan ruang kelas yang berukuran 7×8 meter ini. Warga di PKBM Citra ini rata-rata adalah warga yang mengenyam pendidikan program paket B.
Kesempatan mereka untuk belajar itu sedikit sekali, walaupun demikian, karena tutor alias guru sebagaimana mereka dipanggil, masyarakat mampu menyelesaikan sekolahnya dan mampu berwirausaha sendiri. Tutor yang ada di PKBM ini pun bukan sembarang tutor, pendidikan mereka ada juga yang mencapai S1. Dikarenakan PKBM ini harus mempunyai kualitas yang berbeda dengan PKBM yang lainnya.
PKBM Al-salaam juga merupakan objek penelitian bagi disertasi Syarif Hidayat. Pada PKBM yang terletak di Pasawahan Kabupaten Purwakarta ini, sarana dan prasarana yang disediakan jauh lebih baik ketimbang PKBM Citra. Pada PKBM ini, warga yang belajar dengan model pembelajaran keterampilan fungsional sudah difokuskan untuk menjadi montir di bengkel. Disediakan pula bengkel dimana mereka akan belajar menjadi montir. Pelajaran praktek lebih banyak disini, warga langsung terjun untuk mencari uang. Banyak pemfokusan dalam kegiatan praktek di PKBM ini. Sehingga masyarakat memang lebih terfokus dengan didukung sarana dan prasarana yang baik.
Ya, pada PKBM al-salaam, Syarif membenarkan bahwa model pembelajaran keterampilan fungsional disini jauh lebih berhasil ketimbang PKBM Citra. “terlihat dari tutor dan sarana prasarana juga yah disini saya sediakan, ternyata berhasil dalam waktu yang cukup singkat” ujarnya sambil membuka disertasi dan menunjukkan model pembelajaran.
Perubahan sikap mental kewirausahaan dan sikap mental kemandirian merupakan subpokok bahasan, bagaimana mereka bisa berkesinambungan. Tujuan Syarif Hidayat pun hanya sebatas model pembelajaran keterampilan fungsional. Namun keinginannya untuk mengembangkan model pembelajaran itu sebagai kurikulum yang baru sangatlah kuat. Namun apa daya Syarif, walaupun melihat potensi yang besar dari kedua PKBM tersebut, ia tak bias sesuka hati membuat kurikulum baru dengan menggunakan modelnya tanpa persetujuan pemerintah.
Prof. Dr. H. Sutaryat Trisnamansyah, M.A sebagai Promotor beranggapan bahwa jika model pembelajaran keterampilan fungsional ini mampu dikaji lebih dalam, maka dari itu model ini benar-benar berhasil. “saya sangat mendukung sekali dalam upaya model ini, namun perlu ada tindak lanjutnya” puji Promotor Syarif Hidayat disela-sela kesibukannya. Perlu ada kajian yang lebih dalam terhadap dampaknya kepada warga-warga sekitar, Syarif beranggapan. Sejauh ini, model pembelajaran keterampilan fungsional sudah mampu menjadi salah satu model yang berhasil menjadikan warga Purwakarta pada program paket B memiliki sikap sikap mental kewirausahaan dan sikap mental kemandirian. Menjadikan fungsi untuk kembali ke fungsi awalnya bukanlah hal mudah untuk dilakukan. Keberhasilan Syarif patut dibanggakan atas penerapan model baru ini.
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OPINI
Eka Harumi
| 06 January 2010 | 09:04
Total Read
220
Total Comment
3
1 dari 1 Kompasianer menilai Bermanfaat.
Kebutuhan belajar masyarakat, khususnya masyarakat bawah di daerah Purwakarta sangat minim jika tidak ada motivasi dari pihak-pihak yang peduli akan kegiatan belajar. Masyarakat di daerah Purwakarta merupakan warga yang kesulitan mendapatkan penghasilan. Oleh karena itu, pemerintah bergerak untuk memberikan perhatiannya terhadap beberapa kelompok belajar masyarakat agar mereka mencari warga yang benar-benar ingin belajar.
Yudisium itu sangat memuaskan. Gelar Doktor diperoleh dengan memberikan baktinya terhadap pendidikan. Sangat membanggakan. Syarif Hidayat, sekretaris dinas pendidikan Provinsi Jawa Barat, dibidang pendidikan luar sekolah (PLS) di Universitas Pendidikan Indonesia (UPI) lulus dengan disertasi yang berjudul “Pengembangan Model Pembelajaran Keterampilan Fungsional pada Pendidikan Kesetaraan Program Paket B untuk Peningkatan Kemandirian Warga Belajar” (Studi pada PKBM Al-Salaam dan PKBM Citra di Kab. Purwakarta).
Semata-mata agar masyarakat tidak hanya menginginkan hasil akhir, yaitu ijasah yang notabene adalah jalan untuk mendapatkan pekerjaan. Namun, keterampilan masyarakat disini dipicu agar melakukan fungsi dari keterampilannya itu untuk mendapatkan pekerjaan ataupun membuka lapangan pekerjaan (kemandirian warga).
“Penerapan model pembelajaran terhadap PKBM tersebut merupakan doktrin bagi pemerintah agar mau untuk memberikan subsidinya” ungkap Syarif saat menceritakan tentang disertasi di ruang kerjanya di Gedung Sate. Berlandaskan pada pemikiran konseptual, yuridis dan empirik, Syarif mengangkat disertasinya.
Model pembelajaran keterampilan fungsional adalah model dimana mengembalikan keterampilan seseorang agar mampu kembali kedalam fungsi itu sendiri. Seperti yang dilakukan Doktor lulusan UPI ini, model pembelajaran keterampilan fungsional ini memberikan stimuli agar masyarakat mau mengembangkan dan belajar menjadi wirausaha.
Kota kecil Plered dan Pasawahan, Kabupaten Purwakarta menjadi objek penelitian sang penulis disertasi. Tujuannya adalah membandingkan satu PKBM dengan PKBM lainnya. Peneliti mengambil objek ini dikarenakan menurutnya PKBM tersebut mempunyai beberapa prestasi dalam bidang akademik dan bidang lainnya. Berangkat dari itulah ia menunaikan penelitian atas modelnya ini. Syarif membutuhkan waktu enam bulan untuk menyelesaikan hasil observasinya dengan menaruh model pembelajaran di salah satu PKBM ini.
Para pemerhati pendidikan dikawasan Plered Purwakarta ini mencari siswanya yang ingin belajar menjadi wirausaha dengan memakai model pembelajaran yang dibuat oleh Sekertasi Dinas Pendidikan Jawa Barat, Syarif Hidayat. Tidak terbatas usia, masyarakat yang ingin mengenyam pendidikan di PKBM Citra ini. “buruh di pabrik keramik, ada juga ko yang berusia 50 tahun menjadi siswa di PKBM ini” ujar Ubai yang tengah duduk di kursi diruang kepala sekolah.
“Mereka butuh belajar untuk membangun masa depan, karena mereka generasi kita selanjutnya” ungkap Ubaidullah mantan Kepala Sekolah PKBM Citra di Purwakarta. Suasana sekolah yang sangat sederhana dan terletak di kecamatan Plered, Purwakarta ini nampak sepi pada sabtu siang itu. Ya, karena menurut Ubai, sekolah berjalan sesuai jadwal mereka yang libur bekerja. “Disini bukan kami yang menentukan jadwal, tapi kita yang menyesuaikan jadwal” ungkapnya sembari menunjukkan ruang kelas yang berukuran 7×8 meter ini. Warga di PKBM Citra ini rata-rata adalah warga yang mengenyam pendidikan program paket B.
Kesempatan mereka untuk belajar itu sedikit sekali, walaupun demikian, karena tutor alias guru sebagaimana mereka dipanggil, masyarakat mampu menyelesaikan sekolahnya dan mampu berwirausaha sendiri. Tutor yang ada di PKBM ini pun bukan sembarang tutor, pendidikan mereka ada juga yang mencapai S1. Dikarenakan PKBM ini harus mempunyai kualitas yang berbeda dengan PKBM yang lainnya.
PKBM Al-salaam juga merupakan objek penelitian bagi disertasi Syarif Hidayat. Pada PKBM yang terletak di Pasawahan Kabupaten Purwakarta ini, sarana dan prasarana yang disediakan jauh lebih baik ketimbang PKBM Citra. Pada PKBM ini, warga yang belajar dengan model pembelajaran keterampilan fungsional sudah difokuskan untuk menjadi montir di bengkel. Disediakan pula bengkel dimana mereka akan belajar menjadi montir. Pelajaran praktek lebih banyak disini, warga langsung terjun untuk mencari uang. Banyak pemfokusan dalam kegiatan praktek di PKBM ini. Sehingga masyarakat memang lebih terfokus dengan didukung sarana dan prasarana yang baik.
Ya, pada PKBM al-salaam, Syarif membenarkan bahwa model pembelajaran keterampilan fungsional disini jauh lebih berhasil ketimbang PKBM Citra. “terlihat dari tutor dan sarana prasarana juga yah disini saya sediakan, ternyata berhasil dalam waktu yang cukup singkat” ujarnya sambil membuka disertasi dan menunjukkan model pembelajaran.
Perubahan sikap mental kewirausahaan dan sikap mental kemandirian merupakan subpokok bahasan, bagaimana mereka bisa berkesinambungan. Tujuan Syarif Hidayat pun hanya sebatas model pembelajaran keterampilan fungsional. Namun keinginannya untuk mengembangkan model pembelajaran itu sebagai kurikulum yang baru sangatlah kuat. Namun apa daya Syarif, walaupun melihat potensi yang besar dari kedua PKBM tersebut, ia tak bias sesuka hati membuat kurikulum baru dengan menggunakan modelnya tanpa persetujuan pemerintah.
Prof. Dr. H. Sutaryat Trisnamansyah, M.A sebagai Promotor beranggapan bahwa jika model pembelajaran keterampilan fungsional ini mampu dikaji lebih dalam, maka dari itu model ini benar-benar berhasil. “saya sangat mendukung sekali dalam upaya model ini, namun perlu ada tindak lanjutnya” puji Promotor Syarif Hidayat disela-sela kesibukannya. Perlu ada kajian yang lebih dalam terhadap dampaknya kepada warga-warga sekitar, Syarif beranggapan. Sejauh ini, model pembelajaran keterampilan fungsional sudah mampu menjadi salah satu model yang berhasil menjadikan warga Purwakarta pada program paket B memiliki sikap sikap mental kewirausahaan dan sikap mental kemandirian. Menjadikan fungsi untuk kembali ke fungsi awalnya bukanlah hal mudah untuk dilakukan. Keberhasilan Syarif patut dibanggakan atas penerapan model baru ini.
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