Post on 09-Apr-2018
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ReviewReviewManajemen StrategikManajemen Strategik
Wheelen & Hunger,
Modified
Gregory G. Dess
G. T. Lumpkin
Marilyn L. Taylor, Modified
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Apa yang saudara pahami ttg. Manajemen Strategik ? Pentingkah setiap organisasi memiliki Visi dan Misi ?
Mengapa Demikian ? Lingkungan apa saja yang mempengaruhi Organisasi ? Apa aktivitas utama dalam pembuatan keputusan strategik ? Apa yang saudara ketahui ttg matrik SWOT dan matrik
portofolio ?
Bagaimana Porters 5-Force Model mempengaruhikeputusan strategik perusahaan ?
Perlukah Struktur organisasi dalam organisasi ? Mengapademikian ?
Apa yang saudar ketahui ttg. etika dalam implementasi
strategi organisasi ? Bagaimana tahapan implementasi strategik dalamorganisasi ?
Bagaimana proses Evaluasi dan Control dilaksanakan dalamorganisasi ?
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Strategic Management
Strategic management is the study of
why some firms outperform others
How to compete in order to create
competitive advantages in the marketplace
How to create competitive advantages in the
market place
Unique and valuable Difficult for competitors to copy or substitute
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BEBERAPA KECENDERUNGAN UMUM DALAM MANAJEMEN STRATEGI
( Prosentase Tanggapan Responden )
Butir Kecenderungan Meningkat Tetap Menurun
Kesadaran akan kegunanaan Perencanaan Strategik
Keterlibatan Manajer Lini dalam Perencanaan Strategik
Waktu yang disediakan eksekutif kepala dalam Perencanaan Strategik
Penerimaan hasil Perencanaan Strategik oleh manajemen puncak
Keterlibatan Dewan Direksi dalam Perencanaan Strategik
A. Sumber Daya Yang disediakan untuk Perencanaan Strategik
Ancaman terhadap kelangsungan Perencanaan Srategik
Jarak antara CEO dan Kepala Perencanaan
82 %
75.2 %
78.7 %
74 %
51.4 %
62.9 %
12 %
13.3 %
10.2 %
21.4 %
17.8 %
20.6 %
47 5 %
23.9 %
47 %
45.1 %
7.8 %
3.4 %
3.5 %
5.4 %
1.6 %
13.2 %
41 %
41.5 %
Sumber : V. Ramanujam, J.C. Camillus, dan N. Venkatraman, Trend in Strategic Planning, in StrategikPlanning and Mnagement handbook, ed. W.R. King and D.I. Cleland ( new York : Van Nostrand
Reinhold, 1987 ), hal. 614.
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GAMBARAN VISI PERUSAHAAN
Alice in Wonder Land
Dalam perjalanannya, Alice tertesesat di hutan, dan menghadapi beberapa pilihan jalan yang harus dilalui.
Untunglah ia bertemu sahabatnya, seekor keledai. Bertanyalah ia kepada sahabatnya tersebut :
Alice :
Sahabatku, tolong tunjukkan kepada saya jalan mana yang harus saya ambil agar tidak
tersesat lagi ?
Si keledai :
Sebelum saya tunjukkan jalan, maukah Alice memberitahukan akan pergi kemana ?
Alice :
Itulah masalahnya, Saya tidak tahu mau pergi kemana .
Si keledai :
Jika engkau tidak tahu mau kemana, maka jalan mana saja yang akan kamu pilih tidakakan membuat engkau tersesat. Toh Alice tidak mempunyai tujuan / tempat yang hendak
dituju
VISI :Suatu keinginan perusahaan terhadap keadaan di masa datang yang diinginkan/dicita-citakanoleh seluruh personel perusahaan dari jenjang yang paling atas sampai yang paaling bawah (sampai pesuruh sekalipun )
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1. Environmental Scanning
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Outcomes from External and Internal
Environmental Analyses
Examine opportunitiesand threats Examine uniqueresources, capabilities,
and competencies
(sustainable competitive
advantage)
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Issues Priority Matrix
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Basic Model of
Strategic Management
Four Basic Elements
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Strategic Decision Making Model
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Strategic Decision Making, Cont.
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STRATEGIC FORMULATION(The TOWS Matrix help you generate STRATEGY
alternatives by Matching S-W-O-T)
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Portfolio Management
Key
Each circlerepresents one of
the firms
business units
Size of circle
represents therelative size of the
business unit in
terms of revenue
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Industry Analysis
Porters 5-Forces Model, Modified
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How Do Each of The Following Determine Intensity of
Rivalry Amongst Incumbents?
Industry Growth - does more growth lead to more or less rivalry?
Fixed Costs as % of Total Costs - if fixed costs are a high %of total will rivalry be high or low?
Over-capacity- does over-capacity raise or lower rivalry? Differentiated Products - ???
Brand Identity - ????
Switching Costs for Customers -???
Corporate Stakes -??
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How Do Each of The Following Determine Intensity of
Rivalry Amongst Incumbents?
Industry Growth -rapid industry growth reduces intensity of rivalry -
Fixed Costs as % of Total Costs -if fixed costs are a large % of the total, firms
cannot afford to have reduced sales or lose sales to rivals. They will respond
aggressively if sales are threatened
Intermittent Over-capacity - if the industry has over-capacity, rivalry will be more
intense as losses are threatened in those times
Differentiated Products - reduce intensity of rivalry as each firm has its own
niche with some protection from others through customer loyalty
Brand Identity - same point
Switching Costs for Customers -higher switching costs, less intense rivalry
Corporate Stakes - if corporate survival depends on this industry, more intense
rivalry
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How Do Each of The Following Determine Threat of
Entry? Economies of Scale
Product differentiation and brand loyalty -
Capital requirements -
Switching Costs for Customers -
Absolute Cost Advantages/Proprietary Technology- Proprietary Learning Effects -
Access to distribution channels
Threat of retaliation
Government policy
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How Do Each of The Following
Determine the Threat from Substitutes?
Price and Performance of Substitutes. -if there are close substitutes
which perform well at a low price, the threat is high.
Switching Costs for Customers -higher switching costs, less threat from
substitutes
Buyers Propensity to Substitute - high propensity will increase the threat
from substitutes
e.g if product is expensive and important to buyers, if buyers are
professionals putting effort in to finding the best buy, threat will be HIGH
if product is not expensive and buyers are householders with no greatinterest in the product, threat will be LOW
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How Do Each of The Following
Determine Power of Buyers?
Price Sensitivity
Purchases from this industry as a % of buyers total purchases. IF
THIS IS LARGE, BUYERS WILL BE PRICE SENSITIVE
Product differences and brand identity REDUCE PRICE
SENSITIVITY
If this industrys product is necessary to maintain quality of
purchasers PRODUCT PRICE SENSITIVITY WILL BE LOW
If customers are losing money or have poor profits, PRICE
SENSITIVITY WILL BE HIGH
Purchasing decision-makers incentives. If purchasers haveincentives to keep costs down, they will be more price-sensitive
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Some Real-WorldPrice Elasticities of Demand
Good or Service ElasticityElastic Demand
Metals 1.52Electrical engineering products 1.30Mechanical engineering products 1.30Furniture 1.26Motor vehicles 1.14
Instrument engineering products 1.10Professional services 1.09Transportation services 1.03
Inelastic DemandGas, electricity, and water 0.92Oil 0.91Chemicals 0.89
Beverages (all types) 0.78Clothing 0.64Tobacco 0.61Banking and insurance services 0.56Housing services 0.55Agricultural and fish products 0.42Books, magazines, and newspapers 0.34Food 0.12
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Price Elasticities in 20 Countries
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Some Real-World Income
Elasticities of Demand
Elastic DemandAirline Travel 5.82Movies 3.41Foreign Travel 3.08Electricity 1.94
Restaurant meals 1.61Local buses and trains 1.38Haircutting 1.36Cars 1.07
Inelastic DemandTobacco 0.86
Alcoholic beverages 0.62Furniture 0.53Clothing 0.51Newspapers and magazines 0.38Telephone 0.32Food 0.14
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Income Elasticities in
15 Countries
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How Do Each of The Following
Determine Power of Buyers?
Bargaining Leverage
Buyer Concentration and Buyer Volume
Buyer Switching Costs
Buyers Information Threat of Backward Integration from Buyers
Existence of substitutes
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How Do Each of The Following
Determine Power of Suppliers?
Differentiation of Inputs. -if firms in this industry need differentiated
inputs from suppliers their power will be high
Switching Costs for Transferring to Other Suppliers -higher switching
costs, more power for suppliers
Availability of Substitutes - more availability, lower power of suppliers
Supplier concentration - fewer suppliers, more supplier power
Suppliers dependence on volume - more dependence, less supplier
power
Cost as % of this industrys costs - a high % will give less supplier power
Impact of suppliers inputs on this industrys quality- high impact gives
supplier more power Threat of forward integration by suppliers - more threat, more supplier
power
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Example A:The Feedstock Industry
This is a chemical industry, using very large and expensive plant toproduce a basic raw material for making plastics.
INTENSITY OF RIVALRY -very high fixed costs, no brand identity or
product differentiation mean high rivalry, but one firm is a clear leader,
owning the lowest-cost technology. RIVALRY KEPT IN CHECK BY
LEADERSHIP
THREAT OF ENTRY - huge scale economies, patented technology, limitedsources of inputs, strong learning effects, powerful threat of retaliation -
VERY LOW THREAT
THREAT OF SUBSTITUTES - product has hundreds of end uses. LOW
THREAT
POWER OF BUYERS - buyers are price-sensitive in some segments but
have little leverage LOW POWER POWER OF SUPPLIERS - the supplier of gas has a lot of power, but needs
to sell the huge amounts purchased by the feedstock producer POWER
BALANCE
OVERALL? A HIGHLY ATTRACTIVE INDUSTRY, WHICH
CONTRIBUTES A LARGE PROPORTION OF THE TOTAL PROFITS
OF THE LEADING FIRM
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Example B:The Touring Caravan Industry
This is a small-scale, craft-based industry, producing caravans to betowed behind cars for recreation
INTENSITY OF RIVALRY -low growth, intermittent over-capacity, high
storage costs, high corporate stakes. VERY INTENSE RIVALRY
THREAT OF ENTRY - little capital needed, no scale economies, no
proprietary technology , anyone can set up in this industry - VERY HIGH
THREAT
THREAT OF SUBSTITUTES - tents or motor caravancs. LOW THREAT
POWER OF BUYERS - buyers are price-sensitive and can turn to the
second-hand market PRICE SENSITIVE BUT LOW LEVERAGE
POWER OF SUPPLIERS - many alternative suppliers available LIMITED
POWER
OVERALL? VERY INTENSE RIVALRY AND HIGH THREAT OF
ENTRY MAKE THIS A VERY UNATTRACTIVE INDUSTRY
MANY BANKRUPTCIES, COMPANIES HAVE NOT BEEN
ATTRACTIVE TO CONGLOMERATES
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Strengths and Weaknesses of the
5-forces approach?
Strengths
sound theoretical basis
allows systematic analysis
Weaknesses
how to measure and weight the many different
components which determine each of the forces?
It is only possible to make an unambiguousjudgment on the strength of a force if all the
indicators point in the same direction. If indicators
contradict each other, how to balance them?
Basic Organizational Structures
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Basic Organizational Structures
Organizational Life Cycle
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Organizational Life Cycle
Organization Life Cycle:
Describes how organization grows, develop andeventually declines
Impact of each stage on strategy and structure
The World A tomobile Ind str
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The World Automobile Industry:
Strategic Groups
Adapted from Exhibit 2.8 The World Automobile Industry: Strategic Groups
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Carrolls Four ResponsibilitiesCarrolls Four Responsibilities
Evaluation and Control
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Evaluation and Control