Strategic Management

Manajemen StrategiSejumlah keputusan dan tindakan yang mengarah pada penyusunan suatu strategi yang efektif untuk membantu mencapai sasaran Organisasi.

Strategi: rencana yg disatukan, menyeluruh dan terpadu yang mengaitkan keunggulan perusahaan dengan tantangan lingkungan utk mencapai tujuan

ARTI Penting Manajemen Strategis ?Setuju Menentang

Manajemen strategis (MS) memungkinkan perusahaan mengantisipasi kondisi yang selalu berubah

Kondisi berubah dgn cepat shg para manajer tdk dpt membuat perencanaan yg sesuai, apalagi jangka panjang

MS menyediakan sasaran dan arah yg jelas bagi karyawan

Sasaran kadang bias dan bersifat umum

Diskusi dan Penelitian dlm MS berkembang pesat shg membantu manajer membuat keputusan

Manajer kurang memperhatikan hasil riset…

Bisnis yg melaksanakan manajemen strategis lebih efektif

Banyak alasan utk sukses, banyak perusahaan juga bisa efektif tanpa perencanaan formal.

The global company’s challenge

As the economic spotlight shifts to developing markets, global companies need new ways to manage their strategies, people, costs, and risks.

https://www.mckinseyquarterly.com/The_global_companys_challenge_2979

the ability to access newcustomer markets, new suppliers, and new partners (+ Time BC)

skills, knowledge, and experience within the global workforce of their companies represented an invaluable asset

But as global companies grow bigger and more diverse, complexity costs inevitably rise.

the volatility of:Local growth, country risk, & currency risk

Identifying and responding to trends

• applies distinctive tools and research to help organizations understand and exploit global trends

• tracks hundreds of business, demographic, and economic trends across geographies and industries

• identifying, prioritizing, and quantifying the impact of trends—both at the macro level and at the industry level—and useful techniques for helping companies integrate them into their business strategies

Managing uncertaintyoffer a monthly review of crisis and recovery indicators

Macroeconomic insights

HOLISTIK MODEL OF COMPETITIVENESS from Macro to Micro level

National competitivenessThe porter diamond

Competition analysisPorter five forces model

Firm competitivenessValue chain analysis

http://www3.weforum.org/docs/WEF_GCR_Report_2011-12.pdf

Strategic Management Process

Perencanaan Strategis

Membentuk Visi Strategis

Menentukan Tujuan Strategis

Merumuskan Strategi Perusahaan

Implementasi & Pelaksanaan Strategi

Evaluasi & Monitoring

SUSTAINABILITY COMPETITIVE ADVANTAGE

Membentuk Visi Strategis

Membentuk visi strategis

• “Apa visi untuk perusahaan - di bagian

mana seharusnya perusahaan menjadi

market leader?• Apa yang harus difokuskan di masa depan :

teknologi – produk – pelanggan?• Perusahaan seperti apa yang kita inginkan

dalam lima tahun kedepan?

The difference between a mission statement and a vision statement is that a mission statement focuses on a company’s present state while a vision statement focuses on a company’s future. However, some companies tend to blend these statements.

ToyotaOur visionMost respected and admired company.

Our mission We deliver outstanding automotive products and services to our customers, and enrich our community, partners and environment.

Our four core values • Customer first• Respect for people• International focus• Continuous improvement and innovation.

Misi Perusahaan

• Apple: Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings.

• Dell: Dell’s mission is to be the most successful computer company in the world at delivering the best customer experience in markets we serve.

Mission of Coca-Cola

Coca-Cola’s mission is to maximize shareholder value over time.

It creates value by a strategy guided by six beliefs:• Consumer demand drives everything it does.• Brand Coca-Cola is the core of its business• It will serve consumers a broad selection of nonalcoholic ready-to-drink

beverages• It will do excellent job marketing• It will think and act locally• It will lead as a model corporate citizen.

How to Link Strategic Vision

to Planning

Every successful large-scale change that I have seen has, as a part of it, a change vision.A change vision is not the same thing as a corporate vision. Both are important, but anyone who wants to successfully make a large-scale change in their organization needs to understand how they’re different. (John kotter:2011) http://www.forbes.com/sites/johnkotter/2011/06/07/how-to-create-a-powerful-vision-for-change/

Developing a Vision

Current StatusStrategic Plan

Measurement

Kodak TragedyThe Kodak problem, on the surface, is that it did not move into the digital world well enough and fast enough

Why?The organization overflowed with Complacency

http://www.forbes.com/sites/johnkotter/2012/05/02/barriers-to-change-the-real-reason-behind-the-kodak-downfall/

is a feeling of contentment or self-satisfaction. It is dangerous, especially when coupled with a lack of awareness of potential dangers

Kodak faced the technological discontinuities challengeCulture problemInnovation get stuck

How can CEOs learn from Kodak’s failure?

Historically, Kodak was built on a culture of innovation and change. It’s the type of culture that’s full of passionate innovators, already naturally in tune to the urgency surrounding changes in the market and technology.

One key to avoiding complacency is to ensure these innovators have a voice with enough volume to be heard (and listened to) at the top. It’s these voices that can continue to keep a sense of urgency in your organization.

If they are given the power to lead, they will continue to innovate, help keep a culture of urgency and affect change.

In my Country? PT DIRGANTARA INDONESIA?...or Other Cases?...possible to discuss in our class for next week….Please send to my email:hanifmauludin@gmail.com

Penentuan Tujuan Strategis

Penentuan Tujuan Strategis

• Mengkonversi laporan manajerial

dari visi strategis bisnis menjadi

target unjuk kerja yang spesifik dan

terukur

Improve Cost Efficiency

Meningkatkan Profit

Increase Revenue Growth

Enhance Brand Image

Build High Performance Services

Achieve Operational Excellence

Develop Strategic Competencies

Drive Demand through Customer Relation

Management

Manage Dramatic Growth through

Innovation

Implement GoodInformation Technology

Build Learning Culture

Sasaran Strategis dalam 4 Aspek Utama

Financial

Customer

Internal Process

Learning & Growth

Maintain Loyal Customers

Merumuskan Strategi Perusahaan

Merumuskan Isi Strategi

Strategi perusahaan berhubungan dengan

bagaimana: • bagaimana menumbuhkan bisnis• bagaimana memuaskan pelanggan• bagaimana bersaing dengan rival• bagaimana merespon perubahan kondisi

pasar• bagaimana mengelola setiap bagian

fungsional dari bisnis dan mengembangkan

kapabilitas organisasi yang dibutuhkan

Implementasi dan Pelaksanaan Strategi

• Implementasi strategi

menyangkut pelaksanaan

program konkrit untuk

mewujudkan isi strategi

Implementasi Strategi

Mengevaluasi dan Memonitor Strategi

• Pelaksanaan strategi dipantau melalui

key performance indicators yang

terukur

Monitoring dan Evaluasi Strategi

Strategy Hierarchy

Corporate Strategy

Business Strategies

Functional Strategies (R&D, Marketing, Manufacturing, HR,

Finance, etc.

Operating Strategies (regions, plants, departments within

functional areas)

Strategy hierarchy for a diversified company

Hierarki Strategi

Visi Strategis Perusahaan

Visi Bidang Fungsional

Visi Unit Operasional

Visi Strategis Level Bisnis

Tujuan Strategis Perusahaan

Tujuan Bidang Fungsional

Tujuan Unit Operasional

Tujuan Strategis Level Bisnis

Strategi Strategis Perusahaan

Strategi Bidang Fungsional

Strategi Unit Operasional

Strategi Level Bisnis

WINNING STRATEGIES THROUGH VALUE CREATION

VALUE CREATION

sca

Competitive Strategy

Competitive Advantage

Generic Strategy

Competitive Position

Market Attractiveness

Market Based Strategy

Competitive Strategy

Competitive Advantage

Distinctive Competencies

Organizational Capabilities

Resource Available: Tangibles, Intangibles, HR

Resource Based Strategy

Business Performance

Diskusi

Hanif Mauludin, Malang. 1973

Pendidikan

S1. Finance Management. ABM. 1997S2. Business Policy. UB. 1999S3. Doctoral Business Administration .UB. 2010 Feasibility Study & Entrepreneurship. Bank Indonesia. 2006

Mengajar1. Business Statistic 2. Research Methodology3. Marketing Management4. Strategic Management5. Feasibility Study & Entrepreneurship

Pengalaman lain6. Marketing Division, 2000 - 20107. Editor Jurnal Penelitian Akuntansi-Bisnis & Manajemen, 2000 - sekarang8. Unit Pengembangan Soft Skill Mahasiswa, 2004-sekarang9. Kepala Bagian Kemahasiswaan STIE Malangkucecwara, 2011 - sekarang

Blog : www.kafebisnis2010.wordpress.com FB: Hanif MauludinHp : 08585575131