Strategic Management
description
Transcript of Strategic Management
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:[email protected]
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