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Transcript of Environment 1 Edit
THE BUSINESS ENVIRONMENT
3-3-11
© Prentice Hall, 2002
LINGKUNGAN PASAR DAN NON PASAR
1.LINGKUNGAN BISNIS: PASAR DAN NON PASAR2. LINGKUNGAN PASAR: Interaksi antara
produsen dan konsumen di intitusi pasar dan bersifat sukarela
3. Top manajemen harus: (1) efektif beroperasi di lingkungan pasar; (2) efisien dan resposif, antisipatif dan adaptif dalam merespon konsumen.
4. Efektifitas manajemen dalam lingkungan pasar menentukan keberhasilan perusahaan
© Prentice Hall, 2002
Market Environment
Determines Significance of nonmarket
Issues to the firm
Market Strategy
Non Market StrategyManager
Nonmarket environment shape business opportunities in the
marketplace
Economics(positive, normative
Disciplinarybase
Political science; ethics(positive, normative)
Market Environment Nonmarket environment
© Prentice Hall, 2002
LINGKUNGAN NON PASAR1. CAKUPAN: SOSIAL,POLITIK, BUDAYA DAN
HUKUM2. Interkasi antara produsen, konsumen, kelompok
kepentingan dan pemerintah dan diintermediasi oleh institusi publik
3. Transasksi: sukarela dan tidak sukarela4. Lingkungan non pasar semakin urgen dan
menentukan kberhasilan perusahaan.5. Isu non pasar: proteksi lingkungan, kesehatan,
teknologi, regulasi dan deregulasi, kebijakan perdagangan internsional, aktifitas politik dan kelompok aktivis, media massa, CSR dan etika.
© Prentice Hall, 2002
PERANAN MANAJEMEN
1. Memahami seluruh isu pasar dan non pasar
2. Menterjemahkan seluruh isu menjadi keputusan manajemen
3. Memformulasikan dan mengimplementasikan strategi pasar dan non pasar.
4. Implementasi strategi non pasar: (1) partisipasi aktif manager dalam institusi publik; (2) membangun komunikasi yang efektif dengan media dan kelompok kepentingan, (3) aktifitas lobi dengan top manajemen publik,(4) partisipasi dalam koalisi dan asosiasi.
© Prentice Hall, 2002
lanjutan5. Keberhasilan manajemen sangat ditentukan oleh
kemampuan untuk menganalisis isu pasar dan non pasar dan pendekatan dalam memformulasikan strategi
© Prentice Hall, 2002
KARAKTERISTIK LINGKUNGAN NON PASAR
1. ISSUES
2. INTERESTS
3. INSTITUTIONS
4. INFORMATION
PERUBAHAN LINGKUNGAN NON PASAR:
1. Perkembangan ITC
2. Pemahaman baru
3. Perubahan institusi
4. Aktifitas kelompok kepentingan
5. Kepedulian moral
© Prentice Hall, 2002
Organisasi Publik
Organisasi Swasta
Organisasi Nirlaba
STRONG SOCIETY
STRONG STATE
STRONG LEADERSHIP
KPE
© Prentice Hall, 2002
Transformasi Indonesia
“KorupsiKolusi
Nepotisme
SISTEMEKONOMIMAKRO
“Indonesia seperti
biasanya”
“InefesiensiKetidakpastian
Tidak transparan
Tidak AdilPerlakuan“Captive Market”
PROSESINVESTASI
PROSESINVESTASI
“Indonesia Baru”
“BersihTransparanProfesional
EfesiensiDijamin
Keterbukaan
Tingkatan Sama
Pasar BebasDaya Saing
TRANSFORMASIPolitikSosial
BudayaHukum
© Prentice Hall, 2002
Indeks Korupsi Birokrasi di Indonesia dan Negara Lain
Negara Indeks Efisiensi Korupsi
Indeks AturanHukum
Indeks SistemYudisial
Jepang 8,25 8,98 10,00
Singapura
8,22 8,57 10,00
Hongkong
8,52 8,22 10,00
Malaysia 7,38 6,78 9,00
Taiwan 6,85 8,52 6,75
Korea 5,30 5,35 6,00
Filipina 2,92 2,73 4,75
Thailand 5,18 6,25 3,25
Indonesia
2,15 3,98 2,50Sumber: Laessens, Djanko, dan Lang (1999) dan La Porta et.al. (1998 dan 1999).Catatan: 1 indeks terburuk dan 10 terbaik.
© Prentice Hall, 2002
Pola, Instrumen dan Sumber Korupsi
Sumber/ Instrumen
Kekuatan Kelompok Tertentu
Hegemoni Kaum Elit
Partonase Politik
Korupsi Terorganisir dan Sistematik:
o Pemerintah dikontrol kaum elit
o Eksploitasi kepentingan ekonomi
o Monopoli berbasis patronase
Kolusi dan Nepotismeo Batasan yang kabur
antara negara dan masyarakat
o Tingkah laku orang kaya baru
o Spiral hiperkorupsi dan kronisme
Penyalahgunaan Kekuasaan
Mafia dan Factionalismeo Manipulasi akseso Eksploitasi kesempatan
ekonomio Ancaman korupsi
berantai
Manipulasi dan Penyuapan
o Menilap pendapatan pemerintah
o Menghindar biaya pemerintah
o Membayar lebih, bocor, mencuriSumber: Lihat Arifin dan Rachbini (2001).
© Prentice Hall, 2002
INTEGRATED STRATEGY
Integrated Strategy
Business StrategyGuides a Firm in its market and non market environment and consists of market component and non market component.
Market Strategy:Concerted pattern of actions taken in the market environment to create value by improving the economic performance of a firm, as in the case in which a firm dicide to enter a country that has open market.
Non Market Strategy:A concerted pattern of actions taken in non market environment to create value by improving overall performance, as in the case in which a firms work through international trade law to open a foreign market.
© Prentice Hall, 2002
For a business strategy to be effective these two components must be integrated and tailored to the firms market and non market environment as well as to its competiveness.
Focus on the pursuit of opportunity and advantage in the face of market and non market competition.
With the objective of achieving superior performance.
© Prentice Hall, 2002
MarketStrategy
Management
IntegratedStrategy
Nonmarket
MarketEnvironment
Nonmarket environment
Market(Competitive)
analysis
NonmareketAnalysis
ImplementationPositioning
The External Environment
Customers
Competitors
Suppliers
PublicPressureGroups
TheOrganization
GeneralEnvironment
SpecificEnvironment
3-3-1515
SpecificEnvironment
The EnvironmentDefining the External Environment
– External environment - forces and institutions outside the organization that may affect organizational performance• Specific environment - includes those constituencies
that have a direct and immediate impact on managers’ decisions and actions
– directly relevant to goal achievement – is unique to each organization, including:
» customers - absorb organization’s output» suppliers - provide material and equipment» competitors –» pressure groups - special-interest groups
© Prentice Hall, 2002 3-3-1616
The Environment (cont.)– External environment (cont.)
• General environment - includes the broad conditions that may affect organizations
– Economic conditions - interest rates, changes in disposable income, and stage of the business cycle
– Legal conditions - federal, state, and local regulation
» substantial expense entailed to meet regulations» limit choices available to organizations
– Political conditions - general stability of country» attitudes of governmental officials toward
business
© Prentice Hall, 2002 3-3-1717
EXHIBIT 3.6: SELECTED U.S. LEGISLATION AFFECTING BUSINESS
© Prentice Hall, 2002 3-3-1818
The Environment (cont.)– External environment (cont.)
• General environment (cont.)– Sociocultural conditions - expectations of society
» values, customs, and tastes– Demographic conditions - trends in the physical
characteristics of a population» e.g., “baby boomers” influential because of their
numbers» e.g., “digital” or “net” generation - immersion
and acceptance of computers
© Prentice Hall, 2002 3-3-1919
The Environment (cont.)– External environment (cont.)
• General environment (cont.)– Technological conditions - most rapidly changing
aspect of the general environment» changing the ways that organizations are
structured» information is the basis of important
competitive advantages– Global conditions - increasing number of global
competitors and consumer markets » major factor affecting organizations
© Prentice Hall, 2002 3-3-2020
The Environment (cont.)How the Environment Affects Managers
– Assessing environmental uncertainty - determined by:• degree of unpredictable change
– dynamic - frequent change– stable - minimal change
• environmental complexity– the number of components in the environment– amount of information available or required about
those components• managers attempt to minimize uncertainty
© Prentice Hall, 2002 3-3-2121
EXHIBIT 3.7: ENVIRONMENTAL UNCERTAINTY MATRIX
© Prentice Hall, 2002 3-3-2222
The Environment (cont.)Stakeholder Relationship Management
– Who are stakeholders?
• any constituencies that are affected by the organization’s decisions and actions
–include internal and external groups
–can influence the organization
© Prentice Hall, 2002 3-3-2323
The Environment (cont.)Stakeholder Relationship Management (cont.)
– Why is stakeholder relationship management important?
• the more secure the relationship, the more influence managers will have over organizational outcomes
• it’s the “right” thing to do
© Prentice Hall, 2002 3-3-2424
EXHIBIT 3.8: ORGANIZATIONAL STAKEHOLDERS
© Prentice Hall, 2002 3-3-2525
The Environment (cont.)Stakeholder Relationship Management (cont.)
– How can these relationships be managed?• four steps
– identify the stakeholders– determine real and potential concerns of each
stakeholder group– determine whether stakeholder is critical– determine specific approach to manage the
relationship• approach to a stakeholder group based on the
importance of the group and the degree of environmental uncertainty
© Prentice Hall, 2002 3-3-2626
EXHIBIT 3.9: MANAGING STAKEHOLDER RELATIONSHIPS
© Prentice Hall, 2002 3-3-2727
© Prentice Hall, 2002
Marketing Mix
Marketing Mix Product
Price Promotion
P l a c e
Cust. Solution
Customer Cost Communication
Convenience
© Prentice Hall, 2002
BUSINESS NEWS PARADIGM
CUSTOMER / PUBLIC
FRONT-LINE PEOPLE
MIDLE MANAGEMENT
TOP MANAGEMENT
CUSTOMER
CUSTOMER
© Prentice Hall, 2002
© Prentice Hall, 2002