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.