PROPOSED NEW BRAND PORTFOLIO FOR MAMIKOS

• Main Author: Hadiputri, Dila
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/70527
• Institution: Institut Teknologi Bandung

The property rental industry is one of the industries with growing evergreen demand due to the high price of the property. Mamikos is founded to solve the problem of boarding house rental by providing digital property rental listing services. With the increase in the number of Mamikos users and market demand asking for property diversity, Mamikos established several sub-brand lines, Brand Andalan, Singgahsini, Apik, Elit, and BBK. However, over time there was overlapping segmentation, positioning, and communication between each sub-brand, which resulted in market confusion observed to the low brand awareness of each sub-brand. Another adverse effect was the overlap in the audience market pool. This study aims to evaluate the current Mamikos brand portfolio using two main metrics consisting of Key Drivers of Changes which focus on the macro environment of sectors outside the company that pressures the industry to change and determine where industry changes are headed, and Key Decision Factors that focus on factors that influence on how decision makers in deciding and managing a brand portfolio. The result from the analysis is the pressure from the macro environment directs industry changes to compete by improving quality and technology but must maintain a variety of prices. This pressure is a threat to companies analyzed at the industrial environment level, where the level of threat to suppliers and substitute products is high due to the direction of change that focuses on improving technology to beat the home ownership rate. while at the level of decision makers, it is found that currently the demand for boarding houses is high and competitors from Mamikos have unique and very different ways to compete. Whereas in the current condition of the sub-brand, it is confirmed that there is overlapping segmentation, product price, mispositioning, value proposition which does not reflect the USP of the brand. However, in terms of brand performance, it is appropriate that premium brands provide growth value to the portfolio, while economic brands provide sales volume. Based on this analysis, a solution is created by changing the portfolio differentiator structure to premium, midscale, economy and creating new brands that are mutually correlated and have a strong brand identity. Also, followed by a more inclusive segmentation plan that is not too niche to facilitate the growth of the new brand. The implementation plan are require PIC as the manager of the restructuring and well-planned task in project management tools.