To 5 (Strategi)
To 5 (Strategi)
To 5 (Strategi)
2
FENOMENA DALAM STRATEGI MANAJEMEN
Customer
Technology
Competitor
Global Crisis, etc
as a Strategy
3
The Nature and Value
of Strategic Management
| Strategic management:
The set of decisions and actions that result in
formulation and implementation of plans
designed to achieve a company’s objectives
4
Mengapa Tujuan & Strategi
5
Strategi
Alat untuk mencapai:
• Tujuan prsh jgk panjang, program tindak lanjut &
prioritas alokasi sbr daya (Chandler, 1962).
• Rencana tindakan untuk menginvestasikan sumber
daya untuk mengembangkan core competence
• Keunggulan bersaing – memutuskan bisnis itu
harus ada/tidak ada (Learned, et al., 1965; Porter,
1985).
6
What is Strategy?
7
Dimensions of Strategic Decisions
| Strategic
issues require top-
management decisions
y Strategic decisions overarch several
areas of a firm’s operations
y Usually only top management has
the perspective needed to
understand their broad
implications
y Usually only top managers have
the power to authorize necessary
resource allocations
8
Dimensions of Strategic Decisions
| Strategic
issues require large
amounts of the firm’s resources
y They involve substantial allocations of
people, physical assets, and money
y Strategic decisions commit the firm to
actions over an extended period
y In highly competitive firms, achieving
and maintaining customer satisfaction
frequently involves commitment from
every facet of the firm
9
Dimensions of Strategic Decisions
| Strategic
issues often affect the firm’s
long-term prosperity
y Strategic decisions commit the firm for a
long time, typically 5 years; however the
impact lasts much longer
y Once a firm has committed itself to a
strategy, its image and competitive
advantages are usually tied to that strategy
y Firms become known for what they do and
where they compete. Shifting away from
that can jeopardize their previous gains.
10
Dimensions of Strategic Decisions
11
Dimensions of Strategic Decisions
| Strategic
issues usually have
multifunctional or multibusiness
consequences.
y Strategic decisions have complex
implications for most areas of the firm
y Decisions about customer mix,
competitive emphasis, or organizational
structure involve a number of the firm’s
SBUs, divisions, or program units
12
Dimensions of Strategic Decisions
13
Three Levels of Strategy
14
Characteristics of Strategic Management
Decisions: Corporate
15
Characteristics of Strategic Management
Decisions: Business
18
Forces Determining Formality
| Organizational
Size | Problems in the
| Predominant Firm
Management | Purpose of the
Styles
Planning System
| Complexity of
| Stage of Firm’s
Environment
Development
| Production
Process
19
Three Modes of Formality
20
Strategy Makers
21
Strategic Management Process
22
MODEL DASAR MANAJEMEN STRATEGI
Organisasi
Publik
PERUMUSAN
IMPLEMENTASI
EVALUASI
23
Ruang Lingkup Manajemen Strategi
Eksternal Misi
Strategi
Lingkungan Tugas
Kebijakan
Program
Internal
Anggaran
Struktur
Budaya Prosedur
Sumber Daya
Kinerja
24
TAHAP PERUMUSAN STRATEGI
1. Evaluasi Visi-Misi
2. Analisis Faktor Eksternal
Tahap 1: Masukan 3. Analisis Faktor Internal
4. Analisis Profil Kompetitif
1. Matriks TOWS
2. Matriks SPACE
Tahap 2: Pencocokan 3. Matriks BCG/Posisi Pasar Rel.
4. Matriks I/E
5. Matriks Grand Strategy
1. Matriks QSPM
Tahap 3: Keputusan 2. Teknik PHA
3. Skenario
25
Evaluasi Visi-Misi
Karakteristik Visi Yang Baik Menjawab:
1. Keberhasilan yang akan dicapai.
2. Hal yang paling menjadi fokus.
3. Masa depan yang diinginkan.
4. Menyerasikan organisasi & waktu.
5. Bersifat ambisius.
27
Analisis Faktor Eksternal
Lingkungan
Jauh/Umum
Lingkungan
Industri
Lingkungan
Dekat/Operasional
Organisasi
28
Lingkungan
Jauh/Umum
• Ideologi
• Ekonomi
• Politik/Hukum
• Sosial Budaya
• Demografi
• Teknologi
• Global
29
Economic Factors
30
Social Factors
31
Political Factors
32
Lingkungan
Industri
Porter’s 5 Forces
33
Industry Environment
| Industry Defined
y A group of firms producing products that are close
substitutes
| Firms that influence one another
34
The Five Forces of
Competition Model
35
36
Threat of New Entrants: Barriers to Entry
| Economies of scale
| Product differentiation
| Capital requirements
| Switching costs
| Government policy
| Expected retaliation
37
Barriers to Entry
| Economies of Scale
y Marginal improvements in efficiency that a firm
experiences as it incrementally increases its size
| Advantages and disadvantages of large-scale and
small-scale entry
38
Barriers to Entry (cont’d)
39
Barriers to Entry (cont’d)
| Switching Costs
y One-time costs customers incur when they buy from a
different supplier
y New equipment
y Retraining employees
y Psychic costs of ending a relationship
40
Barriers to Entry (cont’d)
41
Barriers to Entry (cont’d)
42
Interpreting Industry Analyses
Intense rivalry
Low profit potential
among competitors
43
Interpreting Industry Analyses
Moderate rivalry
High profit potential
among competitors
44
Competitor Analysis
Components
45
Operating Environment Lingkungan
Dekat/Operasional
(Operating Env.)
46
Value-Chain Analysis
47
The Value Chain
General administration
Technology development
Procurement
Adapted from Exhibit 3.1 The Value Chain: Primary and Support Activities
Source: Adapted with permission of The Free Press, a division of Simon & 48
Schuster, Inc., from Competitive Advantage: Creating and Sustaining
Superior Performance by Michael E. Porter.
Primary Activities
49
Adapted from Exhibit 3.2 The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities
Primary Activities
Inbound
Associated with transforming inputs into
Logistics the final product form
y Efficient plant operations
50
Adapted from Exhibit 3.2 The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities
Primary Activities
51
Adapted from Exhibit 3.2 The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities
Primary Activities
52
Adapted from Exhibit 3.2 The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities
Primary Activities
Service
53
Adapted from Exhibit 3.2 The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities
Support Activities
General
Administration Activities involved in the recruiting, hiring,
training, development, and compensation of
Human Resource all types of personnel
y Effective recruiting, development, and retention
Management mechanisms for employees
y Quality relations with trade unions
y Quality work environment to maximize overall
employee performance and minimize
absenteeisn
y Reward and incentive programs to motivate all
employees
55
Adapted from Exhibit 3.3 The Value Chain: Some Factors to Consider in Assessing a Firm’s Support Activities
Support Activities
56
Adapted from Exhibit 3.3 The Value Chain: Some Factors to Consider in Assessing a Firm’s Support Activities
Support Activities
General
Function of purchasing inputs used in the
Administration firm’s value chain
y Procurement of raw material inputs
Human Resource y Development of collaborative “win-win”
Management relationships with suppliers
y Effective procedures to purchase advertising
and media services
Technology
y Analysis and selection of alternate sources of
Development inputs to minimize dependence on one
supplier
y Ability to make proper lease versus buy
Procurement decisions
57
Adapted from Exhibit 3.3 The Value Chain: Some Factors to Consider in Assessing a Firm’s Support Activities
Interrelationships among Value-Chain Activities
within and across Organizations
58
Resource-Based View of the Firm
| Two perspectives
y The internal analysis of phenomena within a company
y An external analysis of the industry and its competitive
environment
| Three key types of resources
y Tangible resources
y Intangible resources
y Organizational capabilities
59
Types of Resources
60
Adapted from Exhibit 3.4 The Resource-Based View of the Firm: Resources and Capabilities
Types of Resources
61
Adapted from Exhibit 3.4 The Resource-Based View of the Firm: Resources and Capabilities
Types of Resources
62
Adapted from Exhibit 3.4 The Resource-Based View of the Firm: Resources and Capabilities
Types of Resources
63
Adapted from Exhibit 3.4 The Resource-Based View of the Firm: Resources and Capabilities
Types of Resources
64
Adapted from Exhibit 3.4 The Resource-Based View of the Firm: Resources and Capabilities
How Resources and
Capabilities Lead to Advantages
Adapted from Exhibit 3.5 Marks & Spencer: How Resources and Capabilities Lead to Advantages 65
Source: Adapted with permission of Harvard Business Review: Exhibit from “Competing on Resources:
Strategy in the 1990’s” by D. J. Collis and C. Montgomery, 73, no. 4 (1995).
Firm Resources and
Sustainable Competitive Advantages
67
Is the Resource Rare?
68
Can the Resource be Imitated?
69
Are Substitutes Readily Available?
70
Criteria for Sustainable Competitive Advantage and
Strategic Implications
Is a resource or capability…
Valuable Rare Difficult Without Implications
to Imitate Substance for Competitiveness
No No No No Competitive disadvantage
Yes No No No Competitive parity
Yes Yes No No Temporary competitive
advantage
Yes Yes Yes Yes Sustainable competitive
advantage
Exhibit 3.7 Criteria for Sustainable Competitive Advantage and Strategic Implications 71
Source; Adapted from J. Barney, “Firm Resources a Sustained Competitive Advantage,
‘ Journal of Management 17 (1991), pp. 99-120.
Matriks TOWS
72
Matriks QSPM (Quantitative Strategic Planning Matrix)
Strategi 1 Strategi 2
FAKTOR2
BOBOT
KUNCI
AS TAS AS TAS
Peluang:
1…
2…
5…
Ancaman:
1…
2…
3…
Kekuatan:
1…
2…
3…
Kelemahan:
1…
2…
3…
Total 1
73
AS = Nilai Daya Tarik; TAS = Total Nilai Daya Tarik
1 = Tidak Menarik; 2 = Agak Menarik; 3 = Wajar Menarik; 4 = Sangat Menarik
Matriks I/E
Tinggi I II III
NILAI 3
EFE
Sedang IV V VI
2
Rendah VII VIII IX
1
FS
Konservatif Agresif
• Penetrasi Pasar • Strategi Intensif
• Pengembangan Pasar • Strategi Integrasi
• Pengembangan Produk • Strategi Diversifikasi
• Diversifikasi Produk
CA IS
-6 -5 -4 -3 -2 -1 1 2 3 4 5 6
Defensif Bersaing
• Rasionalisasi • Strategi Integrasi
• Divestasi • Intensif
• Likuidasi
ES 75
Dimensi
FS = Financial Strength
CA = Competitive Advantage
ES = Environtmental Strength
IS = Industry Strenght
Rumus:
Koordinat Sumbu X= ES + IS
Sumbu Y= CA + FS
76
Matriks BCG
Market Share
High Low
1,0 0,5 0,0
20
Industry High
Sales STAR ?
Growth 0
Rate
CASH COW DOGS
Low
-20
Strategi Divisi
? = Strategi Intensif
78
STRATEGI DEFINISI CONTOH
Memiliki/meningkatkan
Integrasi ke Coca cola (produksi →
kendali atas
Depan gerai)
distributor/pengecer
Martha T (produksi ←
Integrasi ke Memiliki/meningkatkan petani)
Belakang kendali atas pemasok
Kecaap Bangu (idem)
Integrasi Memiliki/meningkatkan Bogasari (pasar terigu
Horizontal kendali atas pesaing & turunannya)
Mencari pangsa lebih besar utk Rokok putih (A-Mild)
Penetrasi Pasar produk yg sdh ada melalui Pariwisata Malysia
pemasaran yg gencar (Truly Asia)
Memperkenalkan produk yg
Pengembangan UT (Indonesia – Manca
sdh ada ke wilayah geografis
Pasar Negara)
baru
Telkom (Mbah Surip,
lagu Tak Gendong)
Meningkatkan penjualan dgn
Pengembangn Nokia (HP → Notebook)
memperbaiki produk yg ada
Produk
atau membuat baru Klinik 79
Penerbangan Indonesia
STRATEGI DEFINISI CONTOH
Diversifikasi Menambah produk baru Hotel (full day &
Konsentrik tapi masih terkait hourly)
Menambah produk baru,
Diversifikasi Rumah Sakit, Real
tidak terkait dan untuk
Konglomerat Estate
pelanggan baru
Menambah produk baru,
Diversifikasi
tidak terkait dan untuk Superindo (mart)
Horizontal
pelanggan yang sudah ada
Rasionalisasi Meresturkturisasi dg cara
Goro
Biaya mengurangi biaya & aset
Menjual suatu divisi atau Tyco Int’l menjual
Divestasi
bagian dari suatu organisasi divisi plastik
Menjual semua aset
Likuidasi Bank2 Krismon
organisasi
80
Strategi Korporasi: menggambarkan arah perusahaan secara
keseluruhan mengenai sikap perusahaan secara umum terhadap arah
pertumbuhan & manajemen berbagai bisnis dan lini produk untuk
mencapai kesimbangan portfolio produk & jasa.
81
Strategi Fungsional: dikembangkan pada level departemen, dan
menekankan pada pemaksimalan sumber daya produktivitas.
82
Strategi Generik
1. Cost Leadership
Menekankan pd pembuatan produk standar dengan biaya per unit
rendah untuk konsumen yang peka terhadap perubahan harga.
2. Differentiation
Bertujuan untuk membuat produk & menyediakan jasa yang dianggap
unik di seluruh industri & ditujukan kpd konsumen yang relatif tidak
terlalu peduli pada perubahan harga.
3. Focus
Membuat produk & jasa yang memenuhi keperluan sejumlah
kelompok kecil konsumen.
83
WINNING STRATEGIES THROUGH VALUE CREATION
Competitive Competitive
Advantage Advantage
Distinctive
Competencies Generic Strategy
85
(Mintberg, 1998: 358)
FAKTOR KUNCI
KEBERHASILAN
INDUSTRI
DAYA SAING STRATEGI
KAPABILITAS ORGANISASI
COLLECTIVE LEARNING
KOMPETENSI
FISIK KEUANGAN TEKNOLOGI REPUTASI BUDAYA KETRAMPILAN & KOMUNIKASI & MOTIVASI
PENGETAHUAN KHUSUS INTERAKTIF
87
Referensi Proses Perencanaan/Strategy Planning
Complexity
Low High
Slow RATIONAL IMPLEMEN-
MODEL TATORS
FORMULATE
Rate of
Change
FORMULATOR RADICAL
IMPLEMENT MODEL
Fast
88
IMPLEMENTASI STRATEGI
7S McKenzie Framework
Style
Leadership within an
organization,
characteristics of the
Staff leadership
Number and qualifications Systems working within
of the staff upon entry, the organization
description of work, level of Information system,
awareness of local policies monitoring and evaluation
system, rules and policies
on members
Superordinate Goal
Performance
INPUT OUTPUT
(Resources) Initiatives & Program (Hasil)
Membangun Balanced Scorecard
City
City Manager
Manager
Financial
Accountability
Expand
Expand
Non-City
Non-City
Funding
• The City should expand and leverage its financial resources by
partnering with other public and private sources 6. Targets
Strategy
Perspective Funding
Secure Funding/ Number of Partners
Key Leadership
Leadership Team
Team • Partnering is the key:
Service Partners Leverage Prospects Set
Key Business
Business Units
Units Key
Key Support
Support Units
Units Improve Repeat Offender Arrests
Deputy
DeputyCity
City Manager
Manager Time
– To more effectively using private, community, state, and Federal Productivity Time Allocation
Assistant
Assistant City
City Managers
Managers Management
• Aviation • Budget and Evaluation resources Code Enforcement
Executive Programme
• Fire ExecutiveAssistant
Assistant • Business Support Services Internal Secure Increase
NBPS Usage 100
Secure Improve Increase – To more effectively using internal resources (i.e., targeting
• Neighborhood Development Assistant
Assistant to
toCity
City Manager
Manager – Communication and Process Funding/Service Improve Positive Increase Positive Customer Surveys
Funding/Service Productivity Positive
– Community Development Information Services (CIS) Partners Productivity Contacts repeat offenders) Contacts
Perspective Partners Contacts
– Community Relations – Contracts Administrator
• Corporate Communications
– Equipment Services
• Increasing positive interactions with community members can impact
– Economic Development Officer
– Employment and Training – Internal Audit the perception and reality of safety Enhance Knowledge Information Access
• Customer Service Center
– Neighborhood Services – Internal Consulting Management Capabilities IT Infrastructure Awareness
• Training Team
• Planning – Public Service and Training
• Urban Projects Coordinator Close Skills Gap Skills Gap Coverage
• Police Information • To succeed we must support employees with the training and
• Public Facilities and Engineering
• Solid Waste Services
– Purchasing
• Finance
Learning and
Growth
Enhance
Enhance
Knowledge
Knowledge
Management
Management
Close
Close
Skills
SkillsGap
Gap
Achieve
Achieve
Positive
Positive
Employee
Employee
technical resources to solve community problems
• Care must be taken to prevent “burn-out” by promoting an Achieve Positive
Training
Process partnerships with our citizens to prevent the next crime and to enhance the quality of life
throughout our community, always treating people with fairness and respect.
Employed Customer
Perspective
Strengthen
Strengthen
Neighborhoods
Neighborhoods
Reduce
Reduce
Crime
Crime
Increase
Increase
Perception
Perception
ofofSafety
Safety
Objective
Secure Funding/Service
Lag Measure
Number of Partners: #, type and role of partners
Lead Measure
Internal
Workshop I Workshop II Financial Expand Improve Productivity
Customer Surveys: Results of survey of customers
Team Executive Briefing Expand
Non-City
Accountability Non-City concerning quality of contacts with CMPD officers
Workshops Perspective
Funding
Funding
Increase Positive Contacts Neighborhood Problems: # of problems worked on
Core Team
Develop
Measurement
Define Define
Develop Stretch
Targets;
Cascaded To Internal
Process
Promote
Promote
Community
CommunityBased
Secure
Secure
Funding/Service
Improve
Improve
Increase
Increase
Positive
Problem Solving
Enhance Knowledge Information Access: % of officers effectively using IT Infrastructure: # of laptops issued and #
93
Introduction BSCs:
Team and Objectives,
Activities Workshops Measures,
Targets
City of Charlotte
Customer
Perspective Reduce Increase Strengthen Enhance Maintain Provide Safe, Promote
Crime Perception Neighbourhoods Service Competitive Convenient Economic
of Safety Quality Tax Rates Transportation Opportunity
Financial
Accountability Expand Maximise Grow Tax Maintain
Perspective Noncity Benefit / Cost Base AAA
Funding Rating
Internal
Process Secure Streamline Promote Improve Increase Increase
Perspective Funding/Service Customer Community-Based Productivity Positive Infrastructure
Partners Interactions Problem Solving Contacts Capaciy
Learning and
Growth Enhance Knowledge Close Skills Achieve Positive
Perspective Management Gap Employee
Capabilities Climate