MANAJEMEN STRATEJIK 5
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Transcript of MANAJEMEN STRATEJIK 5
MANAJEMEN STRATEJIK 5
ANALISIS SITUASI & BUSINESS STRATEGY
PREPARED BY: BUDI SANTOSO
POKOK BAHASAN
• REVIEW• SFAS MATRIX • MEMILIH STRATEGI BISNIS TOWS MATRIX• PILIHAN STRATEGI BERSAING DAN KERJASAMA• PILIHAN TAKTIK BERSAING• STRATEGI ALIANSI
Chapter 1Wheelen/Hunger 3
Evaluation and Control
and Control
Model Manajemen Strategis
Strategy Formulation
Strategy Implementation
Mission
Objectives
Strategies
Policies
Feedback/Learning
Environmental
Scanning
Societal Environment
General Forces
Task Environment
Industry Analysis
Structure Chain of Command
Resources Assets, Skills
Competencies, Knowledge
Culture Beliefs, Expectations,
Values
Reason for existence
What results to accomplish by when Plan to
achieve the mission & objectives Broad
guidelines for decision making
Programs
Activities needed to accomplish a plan
Budgets
Cost of the programs Procedures
Sequence of steps needed to do the job
Process to monitor performanceand take corrective action
Performance
External
Internal
Evaluationand Control
INGAT ! INGAT ! INGAT !
• KEPUTUSAN STRATEJIK
RARE – CONSQUENTIAL – DIRECTIVE
REVIEW
• KITA SUDAH MEMEMILIKI GAMBARAN SWOT PERUSAHAAN STRATEGIC FACTORS ANALYSIS SUMMARY (SFAS MATRIX)
• SURVEY MC. Kinsey 2.700 EXEC. 82% MEMPERGUNAKAN MODEL INI
KRITIK TERHADAP SWOT ANALISYS- SERINGKALI TERLALU BANYAK LIST YANG KURANG BERGUNA- TIDAK ADA PEMBOBOTAN YANG MERELFLEKSIKAN PRIORITAS- SERING MENGGUNAKAN PERNYATAAN YANG AMBIGU- FAKTOR YANG SAMA DAPAT BERMAKNA GANDA- TIDAK ADA KEWAJIBAN UNTUK MEMVERIFIKASI OPINI DENGAN DATA- HANYA MENJELASKAN SINGLE LEVEL ANALISIS- TIDAK ADA TAUTAN LOGIKA DENGAN STRATEGI IMPLEMENTASI
Prentice Hall, 2002 Chapter 1Wheelen/Hunger 7
ANALISIS KEKUATAN DAN KELEMAHAN
Prentice Hall, 2002 Chapter 1Wheelen/Hunger 8
ANALISIS KEKUATAN DAN KELEMAHAN
BUSINESS STRATEGY ?
• IMPROVING COMPETITIVE POSITION OF BISNIS/COMPANY TO SERVE THE MARKET
• BUS STRAG, DOUBLE THE IMPACT TO PERFORMANCE THAN CORPORATE OR INDUSTRY EFFECT
• COMPETITIVE OR COOPERATIVE
PILIHAN STRATEGI
KWADRAN SWOT
S
O T
W
ALTERNATIF STRATEGI BISNISMICHAEL PORTER
• LOWER COST STRATEGY
• DIFFERENTIATION STATEGY
GENERIC COMPETITIVE STRATEGIESMICHAEL E PORTER
COST LEADERSHIP DIFFERENTIATION
COST FOCUS DIFFERENTIATION FOCUS
LOWER COST DIFFERENTIATIONN
ARRO
W T
ARG
ET
B
ROAD
TAR
GET
COM
PETI
TIVE
SCO
PE
COMPETITIVE ADVANTAGE
GENERIC COMPETITIVE STRATEGIES
• COST LEADERSHIP, HARGA MURAH MENGUASAI DALAM JANGKA PANJANG
• DIFFERENTIATION, KEUNIKAN PRODUK HARGA PREMIUM
• COST FOCUS, MELAYANI PASAR KHUSUS DENGAN HARGA MURAH
• DIFERENTIATION FOCUS, MELAYANI PASAR KHUSUS DENGAN BARANG KHUSUS
REQUREMENT FOR GENERIC COMPETITIVE STRATEGIES
• OVERALL COST LEADERSHIP• DIFFERENTITION• FOCUS
WHICH COMPETITIVE STRATEGY IS BEST ?
REQUIREMENT FOR OVERALL COSTGENERIC STRATEGY COMMONLY REQUIRED SKILLS
AND RESOURCESCOMMON ORGANIZATIONAL REQUIREMENTS
OVERALL COSTLEADERSHIP
- SUSTAINED CAPITAL INVESTEMEN AND ACCESS TO CAPITAL- PROCESS ENGINEERING SKILLS- PRODUCT DESIGNED FOR EASE OF MANUFACTURE- INTENS SUPERVISION OF LABOUR- LOW/COST DISTRIBUTION SYSTEM
- TIGHT COST CONTROL- FREQUENT, DETAILED CONTROL REPORT- STRUCTURED ORGANIZATION AND RESPOSIBILITIES- INCENTIVES BASED ON MEETING STRICT QUANTITATIVE TARGETS
REQUIREMENT FOR DIFFERENTIATIONGENERIC STRATEGY COMMONLY REQUIRED SKILLS
AND RESOURCESCOMMON ORGANIZATIONAL REQUIREMENTS
DIFFERENTIATION - STRONG MARKETING ABILITIES- PRODUCT ENGINEERING - CREATIVE FLAIR- STRONG CAPABILITY IN BASIC RESEARCH- CORPORATE REPUTATION OR QUALITY OR TECHNOLOGICAL LEADERSHIP- LONG TRADITION IN THE INDUSTRY OR UNIQUE COMBINATION OF SKILLS DRAWN FROM OTHER BUSINESS- STRONG COOPERATION FROM CHANNELS
- STRONG COORDINTION AMONG FUNCTION IN R&D. PRODUCT DEV, AND MARKETING- SUBJECTIVE MEASUREMENT AND INCENTIVES INSTEAD OF QUANTITATIVE MEASURES- AMENITIES TO ATTRACT HIGHLY SKILLED LABOUR, SCIENTISTS, OR CREATIVE PEOPLE
REQUIREMENT FOR F O C U SGENERIC STRATEGY COMMONLY REQUIRED SKILLS
AND RESOURCESCOMMON ORGANIZATIONAL REQUIREMENTS
FOCUS - COMBINATION OF THE ABOVE POLICIES DIRECTED AT THE PARTICULAR STARTEGIC TARGET
-COMBINATION OF THE ABOVE POLICIES DIRECTED AT THE PARTICULAR STRATEGIC TARGET
RISK OF GENERIC COMPETITIVE STRATEGIES
RISK OF COST LEADERSHIP RISK OF DIFFERENTIATION RISK OF FOCUS
TIDAK AKAN BERTAHAN - PESAING MENIRU- PERUBAHAN TEKNOLOGI- KEHABISAN BAHAN
PROXIMITY IN DIFF IS LOST
COST FOCUSER ACHIEVE EVEN LOWER IN SEGMENT
TIDAK AKAN BERTAHAN - DITIRU- DIANGGAP TIDAK PENTING OLEH BUYER
COST PROXIMITY IS LOST
DIFFERENTIATION FOCUSER ACHIEVE EVEN GREATER DIFFERENTIATION
TERBATAS TARGET MENJADI TIDAK MENARIK- STRUKTUR TEREROSI- KEHILANGAN DEMANDBROADLY TARGETED COMPETITIOR OVERWHELM THE SEGMENT- SEGMEN YANG SEMPIT- MENINGKATNYA BROAD LINE
NEW FOCUSERS SUBSEGMENT THE INDUSTRY
DIMENSIONS OF QUALITY
• PERFORMANCE• FEATURES• RELIABILITY• CONFORMANCE• DURABILITY• SERVICEABILITY• AESTEHETICS• PERCEIVED QUALITY
ISSUE STRATEGI BERSAING
STRUKTUR INDUSTRI- FRAGMENTED- CONSOLIDATED
HYPERCOMPETITION
TAKTIK BERSAING
• TACTIC IS A SPECIFIC OPERATING PLAN THAT DETAILS HOW STRATEGY IS TO BE IMPLEMENTED IN TERM WHEN AND WHERE IS TO BE PUT INTO ACTION
TACTIC
• OFFENSIVE (FRONTAL, BYPASS ATTACK DSB)• DEFENSIVE- RAISE STRUCTURAL BARRIERS- INCREASE EXPECTED RETALIATION
COOPERATIVE STRATEGIES
• COLLUSION• STARTEGIC ALLIANCE • KONSORSIUM, • JOINT VENTURE• LICENCING AGREEMENT,• VALUE CHAINPARTNERSHIP
TUJUAN ALIANSI
- LEARN NEW CAPABILITIES - ACCESS SPECIFIC MARKET - REDUCE FINANCIAL RISK - REDUCE POLITICAL RISK
KESIMPULAN
• HASIL ANALISIS SWOT PERLU DITINDAK LANJUTI DALAM BENTUK FORMULASI STRATEGI BISNIS, DENGAN ALTERNATIF , BERTAHAN ATAU MENYERANG MELALUI PERTIMBANGAN COST, DIFFERENTIATION DAN FOKUS
TUGASSTRATEGY HIGHLIGHT
• BUATLAH DALAM BENTUK KELOMPOK• PERGUNAKAN DATA DARI PERUSAHAAN YANG PERNAH
ANDA ANALISIS SWOTNYA• ANALISIS DARI ASPEK STRATEGI BISNISNYA• BUATLAH PERTANYAAN PERTANYAAN KRITIS TERHADAP
BISNIS YANG DIJALANKAN• CARILAH JAWABANNYA DARI HASIL RISET ANDA• APABILA ANDA MENGUSULKAN ALTERNATIF STRATEGI
BISNIS JELASKAN ?• URAIAN ARGUMENTASI HARUS BERDASAR PADA TEORI • BUATLAH DALAM 2 HALAMAN DAN PRESENTASIKAN.