Perencanaan dalam organisasi publik
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Transcript of Perencanaan dalam organisasi publik
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Perencanaan Organisasi PublikPerencanaan Organisasi PublikPerencanaan Organisasi PublikPerencanaan Organisasi Publik
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TAHAP PERENCANAAN STRATEGI
Tahap 1: Masukan
Tahap 2: Pencocokan
Tahap 3: Keputusan
1. Evaluasi Visi-Misi2. Analisis Faktor Eksternal3. Analisis Faktor Internal4. Analisis Profil Kompetitif
1. Matriks TOWS2. Matriks SPACE3. Matriks BCG/Posisi Pasar Rel.4. Matriks I/E5. Matriks Grand Strategy
1. Matriks QSPM2. Teknik PHA3. Skenario
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T1.1: Evaluasi Visi-Misi
Karakteristik Visi Yang Baik Menjawab:
1. Keberhasilan yang akan dicapai.2. Hal yang paling menjadi fokus.3. Masa depan yang diinginkan.4. Menyerasikan organisasi & waktu.5. Bersifat ambisius.
Karakteristik Misi Yang Efektif:
1. Pelanggan.2. Produk.3. Pasar.4. Teknologi.5. Perhatian pada sustainability, growth & profitability6. Falsafah.7. Konsep diri.8. Perhatian pada citra publik.9. Perhatian pada karyawan
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T1.2: Analisis Faktor Eksternal
Lingkungan Jauh/Umum
Lingkungan Industri
Lingkungan Dekat/Operasional
Organisasi
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Lingkungan Jauh/Umum
• Ideologi • Ekonomi
• Politik/Hukum• Sosial Budaya
• Demografi• Teknologi
• Global
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Economic Factors• Prime interest rates• Inflation rates• Trends in the growth of the gross
national product • Unemployment rates• Globalization of the economy• Outsourcing
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Social Factors
Present in the external environment: Beliefs & Values Attitudes & Opinions Lifestyles
Developed from: Cultural conditioning Ecological conditioning Demographic makeup Religion Education Ethnic conditioning.
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Political Factors
Political constraints on firms:• Fair-trade Decisions• Antitrust Laws• Tax Programs• Minimum Wage Legislation• Pollution and Pricing Policies• Administrative jawboning
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Technological Factors
Technological forecasting helps protect and improve the profitability of firms in growing industries.
It alerts strategic managers to
impending challenges and
promising opportunities. The key to beneficial forecasting of technological
advancement lies in accurately predicting future technological capabilities and their probable impacts.
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Ecological Factors
Ecology refers to the relationships among human beings and other living things and the air, soil, and water that supports them.
Threats to our life-supporting ecology caused principally by human activities in an industrial society are commonly referred to as pollution
Loss of habitat and biodiversity Environmental legislation Eco-efficiency
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International Environment
Monitoring the international environment
involves assessing each non-domestic
market on the same factors that are
used in a domestic assessment. While the importance of factors will differ, the same set
of considerations can be used for each country. Economic, political, legal, and social factors are used
to assess international environments. One complication to this process is that the interplay
among international markets must be considered.
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Lingkungan Industri
Porter’s 5 Forces
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Industry Environment
Industry Defined A group of firms producing products that are close
substitutes Firms that influence one another Includes a rich mix of competitive strategies
that companies use in pursuing strategic competitiveness and above-average returns
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The Five Forces of Competition Model
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Threat of New Entrants: Barriers to Entry Economies of scale Product differentiation Capital requirements Switching costs Access to distribution channels Cost disadvantages independent of scale Government policy Expected retaliation
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Barriers to Entry
Economies of Scale Marginal improvements in efficiency that a firm
experiences as it incrementally increases its size
Advantages and disadvantages of large-scale and small-scale entry
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Barriers to Entry (cont’d)
Product differentiation Unique products
Customer loyalty
Products at competitive prices
Capital Requirements Physical facilities
Inventories
Marketing activities
Availability of capital
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Barriers to Entry (cont’d)
Switching Costs One-time costs customers incur when they buy
from a different supplier
New equipment
Retraining employees
Psychic costs of ending a relationship
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Barriers to Entry (cont’d)
Access to Distribution Channels Stocking or shelf space
Price breaks
Cooperative advertising allowances
Cost Disadvantages Independent of Scale Proprietary product technology
Favorable access to raw materials
Desirable locations
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Barriers to Entry (cont’d)
Cost disadvantages independent of scale Proprietary product technology
Favorable access to raw materials
Desirable locations
Government policy Licensing and permit requirements
Deregulation of industries
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Barriers to Entry (cont’d)
Expected retaliation Responses by existing competitors may depend
on a firm’s present stake in the industry (available business options)
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Bargaining Power of Suppliers Supplier power increases when:
Suppliers are large and few in number
Suitable substitute products are not available
Individual buyers are not large customers of suppliers and there are many of them
Suppliers’ goods are critical to buyers’ marketplace success
Suppliers’ products create high switching costs. Suppliers pose a threat to integrate forward into
buyers’ industry
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Bargaining Power of Buyers
Buyer power increase when: Buyers are large and few in
number Buyers purchase a large portion of an industry’s
total output Buyers’ purchases are a significant portion of a
supplier’s annual revenues Buyers can switch to another product without
incurring high switching costs Buyers pose threat to integrate backward into the
sellers’ industry
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Threat of Substitute Products
The threat of substitute products increases when:
Buyers face few switching costs
The substitute product’s price is lower
Substitute product’s quality and performance are equal to or greater than the existing product
Differentiated industry products that are valued by customers reduce this threat
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Intensity of Rivalry Among Competitors Industry rivalry increases when:
There are numerous or equally balanced competitors
Industry growth slows or declines
There are high fixed costs or high storage costs
There is a lack of differentiation opportunities or low switching costs
When the strategic stakes are high When high exit barriers prevent competitors from
leaving the industry
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Low entry barriers
Interpreting Industry Analyses
UnattractiveIndustry
Suppliers and buyers have strong positions
Strong threats from substitute products
Intense rivalry among competitors
Low profit potential
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AttractiveIndustry
High entry barriers
Interpreting Industry Analyses
Suppliers and buyers have weak positions
Few threats from substitute products
Moderate rivalry among competitors
High profit potential
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Competitor Analysis
Components
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Operating Environment Also called competitive or task environment Includes competitor positions and customer profiling
based on the following factors: Geographic Demographic Psychographic Buyer Behavior
Also includes suppliers & creditors and HRM
Lingkungan Dekat/Operasional(Operating Env.)
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Analisis Faktor Lingkungan Eksternal
Lihat Contoh dalam Halaman 3.32 (Nugraha, 2009)
LANGKAH (No Urut Langkah = Kolom):
1. Identifikasi faktor eksternal kunci. Bedakan aspek Peluang dan Ancaman.
2. Berikan bobot untuk setiap faktor (total maks. 1)
3. Berikan peringkat untuk setiap faktor dengan skala 4 s.d 1 (4=sangat besar; 3=di atas rata-rata; 2=rata-rata; 1=kecil).
4. Kalikan bobot (kolom 2) dengan peringkat (kolom 3). Jumlahkan hasil keseluruhannya.
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T1.3: Analisis Faktor Internal
Model Analisis Faktor Lingkungan Internal:
1. Value Creation Model2. Value Chain Model
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Sumber Daya
Kemam-puan
Kompe-tensi Inti
Keunggulan Bersaing
Daya Saing
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WINNING STRATEGIES THROUGH VALUE CREATION
Competitive Strategy Competitive Strategy
Competitive Advantage
Competitive Advantage
Distinctive Competencies Generic Strategy
Organizational Capabilities
Competitive Position
Resource Available: Tangibles, Intangibles, HR
Market Attractiveness
Resource Based Strategy Market Based Strategy
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CoreActivities
EntrepreneurshipBusiness domain . Strategic direction . Product(s)
PrimaryActivities
ActivitiesBase
SupportActivities
InboundLogistics Operations Outbound
Logistics
Marketing&
Sales
Service
Procurement
Human Resource Management
Management Information System
R & D
Managerial Infrastructure
Managerial ResourcesTechnology System/Techno-economic
Paradigm
Margin
Margin
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Analisis Faktor Lingkungan Internal
Lihat Contoh dalam Halaman 4.28 (Nugraha, 2009)
LANGKAH (No Urut Langkah = Kolom):
1. Identifikasi faktor eksternal kunci. Bedakan aspek Kekuatan dan Kelemahan.
2. Berikan bobot untuk setiap faktor (total maks. 1)
3. Berikan peringkat untuk setiap faktor dengan skala 5 s.d 1 (5=sangat baik; 4=baik; 3=rata-rata; 2=di bawah rata-rata; 1=sangat buruk).
4. Kalikan bobot (kolom 2) dengan peringkat (kolom 3). Jumlahkan hasil keseluruhannya.
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T1.4: Analisis Profil Kompetitif
Analisis Profil Kompetitif digunakan untuk mengetahui posisi relatif organisasi dibandingkan dengan organisasi pesaing. Analisis ini memberikan informasi bagi organisasi mengenai seberapa besar kekuatan pesaing.
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Analisis Profil Kompetitif
LANGKAH (No Urut Langkah = Kolom):
1. Identifikasi faktor-faktor kunci persaingan untuk dibandingkan dengan pesaing.
2. Berikan bobot untuk setiap faktor (total maks. 1)
3. Berikan peringkat untuk setiap faktor dengan skala 1 s.d 4
1=jika organisasi kondisinya sangat lemah dibandingkan dengan pesaing;
2=jika organisasi kondisinya sedikit lebih lemah dibandingkan dengan pesaing
3=jika organisasi kondisinya sedikit lebih kuat dibandingkan dengan pesaing;4=jika organisasi kondisinya sangat kuat dibandingkan dengan pesaing.
4. Kalikan bobot (kolom 2) dengan peringkat (kolom 3). Jumlahkan hasil keseluruhannya.
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Contoh Analisis Profil Persaingan
FAKTOR STRA-TEGIS
BOBOT
ORGANISASI KITA PESAING 1 PESAING 2
RATING SKOR RATING SKOR RATING SKOR
Pangsa Pasar
0,20 3 0,60 2 0,40 2 0,40
Daya Saing Hrg
0.20 1 0,20 4 0,80 1 0,20
Mutu Produk
0,40 2 0,80 1 0,40 4 1,6
Loyalitas Pelanggan
0,10 4 0,40 3 0,40 3 0,30
Posisi Keuangan
0,10 3 0,30 2 0,20 3 0,30
Total 1 2,3 2,2 2,8
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Strategi Alternatif:
1. Integrasi ke Depan2. Integrasi ke Belakang3. Integrasi Horizontal4. Penetrasi Pasar5. Pengembangan Pasar6. Pengembangan Produk7. Diversifikasi Konsentrik8. Diversifikasi Konglomerat9. Diversifikasi Horizontal10.Rasionalisasi Biaya11.Divestasi12.Likudasi
Strategi Integrasi
Strategi Intensif
Strategi Diversifikasi
Strategi Defensif
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STRATEGI DEFINISI CONTOH
Integrasi ke DepanMemiliki/meningkatkan kendali atas distributor/pengecer
Coca cola (produksi → gerai)
Integrasi ke BelakangMemiliki/meningkatkan kendali atas pemasok
Martha T (produksi ← petani)
Kecaap Bangu (idem)
Integrasi HorizontalMemiliki/meningkatkan kendali atas pesaing
Bogasari (pasar terigu & turunannya)
Penetrasi PasarMencari pangsa lebih besar utk produk yg sdh ada melalui pemasaran yg gencar
Rokok putih (A-Mild)
Pariwisata Malysia (Truly Asia)
Pengembangan PasarMemperkenalkan produk yg sdh ada ke wilayah geografis baru
UT (Indonesia – Manca Negara)
Pengembangn ProdukMeningkatkan penjualan dgn memperbaiki produk yg ada atau membuat baru
Telkom (Mbah Surip, lagu Tak Gendong)
Nokia (HP → Notebook)
Klinik
Penerbangan Indonesia
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STRATEGI DEFINISI CONTOH
Diversifikasi Konsentrik
Menambah produk baru tapi masih terkait Hotel (full day & hourly)
Diversifikasi Konglomerat
Menambah produk baru, tidak terkait dan untuk pelanggan baru
Rumah Sakit, Real Estate
Diversifikasi Horizontal
Menambah produk baru, tidak terkait dan untuk pelanggan yang sudah ada
Superindo (mart)
Rasionalisasi BiayaMeresturkturisasi dg cara mengurangi biaya & aset
Goro
DivestasiMenjual suatu divisi atau bagian dari suatu organisasi
Tyco Int’l menjual divisi plastik
Likuidasi Menjual semua aset organisasi Bank2 Krismon
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Strategi Generik
1. Cost Leadership
2. Differentiation
3. Focus
Menekankan pd pembuatan produk standar dengan biaya per unit rendah untuk konsumen yang peka terhadap perubahan harga.
Bertujuan untuk membuat produk & menyediakan jasa yang dianggap unik di seluruh industri & ditujukan kpd konsumen yang relatif tidak terlalu peduli pada perubahan harga.
Membuat produk & jasa yang memenuhi keperluan sejumlah kelompok kecil konsumen.
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STRATEGI GENERIKKETRAMPILAN & SUMBER DAYA YG DISYARATKAN
PERSYARATAN UMUM ORGANISASIONAL
Cost Leadership Investasi Modal Bertahan & Akses pada Modal
Ketrampilan Teknik Proses
Pengawasan Insentif Tenaker
Produk Yg Dirancang utk Kemudahan Pembuatan
Sistem Distribusi Rendah
Pengendalian Biaya Ketat
Laporan Pengawasan Sering & Rinci
Tanggungjawab Organisasi Terstruktur
Insentif pada Pemenuhan Target
Diferensiasi Kemampuan Pemasaran Kuat
Keahlian Teknik Produk
Kemampuan Kuat R&D
Kerja sama Kuat dg Saluran Distribusi
Koordinasi Kuat antar Fungsi
Pengukuran Subyektif & Insentif daripada Ukuran Kuantitatif
Fasilitas Menarik Tenaker
Fokus Kombinasi Diferensiasi dg Target Strategis Tertentu
Kombinasi Diferensiasi dg Target Strategis Tertentu
Persyaratan untuk Strategi Bersaing Generik
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T2.1: Matriks TOWS
KEKUATAN (S)
1….
2….
10…
KELEMAHAN (W)
1….
2….
10…
PELUANG (O)
1….
2….
10…
STRATEGI SO
Gunakan kekuatan untuk memanfaatkan peluang
STRATEGI WO
Atasi kelemahan dengan memanfaatkan peluang
ANCAMAN (T)
1….
2….
10…
STRATEGI ST
Gunakan kekuatan untuk menghindari ancaman
STRATEGI WT
Minimalkan kelemahan dgn menghindari ancaman
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T2.2: Matriks SPACE (Strategic Position & Action Evaluation)
FS
ES
CA IS1 2 3 4 5 6-6 -5 -4 -3 -2 -1
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DimensiDimensiFS = Financial StrengthCA = Competitive AdvantageES = Environtmental StrengthIS = Industry Strenght
Kriteria Penilaian untuk Setiap Faktor dalam setiap DimensiKriteria Penilaian untuk Setiap Faktor dalam setiap Dimensi:1 = Terburuk; 6 = Terbaik-1 = Terbaik; -6 = Terburuk
Rumus:Rumus:Koordinat Sumbu X= ES + IS
Sumbu Y= CA + FS
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T2.2: Matriks SPACE (Strategic Position & Action Evaluation)
Konservatif Agresif
Defensif Bersaing
FS
ES
CA IS1 2 3 4 5 6-6 -5 -4 -3 -2 -1
• Penetrasi Pasar• Pengembangan Pasar• Pengembangan Produk• Diversifikasi Produk
• Strategi Intensif• Strategi Integrasi• Strategi Diversifikasi
• Rasionalisasi• Divestasi• Likuidasi
• Strategi Integrasi• Intensif
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Market Share
Industry Sales Growth Rate
High Low
HighSTAR ?
LowCASH COW DOGS
1,0 0,5 0,020
0
-20
T2.3: Matriks BCG
Strategi Divisi
? = Strategi Intensif
STAR = Semua Strategi, kec. Defensif
CASH COW = Diversifikasi Konsentrik
DOGS = Strategi Defensif
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T2.4: Matriks I/E
NILAI IFE
NILAI EFE
Kuat Sedang Lemah
Tinggi I II III
Sedang IV V VI
Rendah VII VIII IX
4 3 2 1
3
2
1
Tumbuh & Membangun
Pertahankan & Pelihara
Panen atau Divestasi
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T2.5: Matriks Grand Strategy
Kuadaran I:@ Strategi Insentif@ Strategi Integrasi+ Diversifikasi Konsentris
PERTUMBUHAN PASAR CEPAT
PERTUMBUHAN PASAR LAMBAT
POSISI BERSAING
LEMAH
POSISI BERSAING
KUAT
Kuadaran II:@ Strategi Insentif+ Integrasi Horizontal+ Divestasi+ Likuidasi
Kuadaran IV:@ Strategi Diversifikasi+ Usaha Patungan
Kuadaran III:@ Strategi Diversifikasi+ Rasionalisasi+ Divestasi+ Likuidasi
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T3.1: Matriks QSPM (Quantitative Strategic Planning Matrix)
FAKTOR2 KUNCI
BOBOTStrategi 1 Strategi 2
AS TAS AS TAS
Peluang:
1…
2…
5…
Ancaman:
1…
2…
3…
Kekuatan:
1…
2…
3…
Kelemahan:
1…
2…
3…
Total 1
AS = Nilai Daya Tarik; TAS = Total Nilai Daya Tarik1 = Tidak Menarik; 2 = Agak Menarik; 3 = Wajar Menarik; 4 = Sangat Menarik
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Penerapan AHP sbg Alat Manajemen Strategik
Open University plans to develop organization strategy. Few factors are believed will affect the organization strategy, namely:
1) Purchasing power for post graduate declines.2) Skilled labors are more needed.3) The best of brand name & campus location.4) High competition in D3 program
Which strategy should be choose among these alternative, namely:1) Cost Leadership2) Focus3) Differentiation
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Hierarchy
Purchasing Power
0.29
Skilled Labors
0.55
Brand Name & Location
0.10
High Competition
0.06
Cost Lead.
0.43
Focus
0.33
Differentiation
0.24
UT STRATEGY DEVELOPMENTFOCUS:
CRITERIA:
ALTERNATIVES:
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T3.3: Skenario
"Scenario planning is a discipline for rediscovering the original
entrepreneurial power of creative foresight in contexts of accelerated
change, greater complexity, and genuine uncertainty"
Pierre Wack, Royal Dutch/Shell, 1984
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“The phonograph … is not of any commercial value”~ Thomas Alva Edison, 1880.
“Havier-than-air flying machines are impossible”~ Lord Kevlin, mathematician, physicist, 1895.
“Who the hell wants to hear actors talk?”~ Harry Warner, Warner Bros, 1927.
“A severe depresssion like that of 1920-1921 is outside the range of probability”~ The Harvard Economic Society, 1929.
“I think there is a world warket for about five computers”~ Thomas Watson, chairman of IBM, 1943.
“There is no reason for any individual to have a computer in their home”~ Ken Olson, president of Digital Equip. Corp., 1977.
(Maani, 2000)
Contoh Kegagalan Permalan
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Need of Scenario: Trajectory of Future Condition
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Identifikasi isu pokok / kebijakan
Key forces dalam lingkungan lokal
Driving forces
Menilai urutan dari asepk pentingnya dan ketidakpastian
Menetapkan logika skenario
Mengkaji skenario terpilih
Implikasi strategi
Memilih indikator utama
Masukan bagi skebario dari konsultan
Menyetujui rencana implementasi
Publikasi skenario
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