Strategic Management & Daya Saing Strategis

© 2006 by Nelson, a division of Thomson Canada Limited. 1-1

Strategic Management & Daya Saing Strategis

Bab Satu

© 2006 by Nelson, a division of Thomson Canada Limited.

“Kanada adalah agak dingin”** Ekonomi 2003

Kanada adalah rumah tidak hanya untuk pesaing komersial kelas dunia tetapi

untuk perusahaan-perusahaan dominan dalam industri mereka



Manajemen Strategis & Daya SaingTujuan Pengetahuan1. Tentukan daya saing strategis, keunggulan kompetitif dan laba rata-

rata di atas.Menggambarkan peta persaingan abad ke-21 & ex-polos bagaimana globalisasi & perubahan teknologi bentuk itu.Gunakan organisasi industri (I / O) model untuk menjelaskan bagaimana perusahaan bisa memperoleh keuntungan di atas rata-rata.Gunakan model berbasis sumber daya untuk menjelaskan bagaimana perusahaan dapat memperoleh kembali atas rata-rata.Jelaskan maksud strategis dan misi strategis dan mendiskusikan nilai mereka.

6. Stakeholder Jelaskan & kemampuan mereka untuk mempengaruhi perusahaan.

7. Jelaskan strategi 'kerja & the Manajemen telp strategis. proses.


Hasil Strategis yg diinginkanDaya Saing StrategisDicapai bila perusahaan berhasil merumuskan dan menerapkan strategi penciptaan nilai.

Terjadi ketika perusahaan mengembangkan strategi yang pesaing tidak secara bersamaan menerapkan.

Keunggulan Kompetitif Berkelanjutan

Rata-rata di atas PengembalianPengembalian yang melebihi dari apa yang investor berharap untuk mendapat dari investasi lain dengan risiko yang sama.

Provides benefits which current and potential competitors are unable to duplicate.


Definisi Penting

ResikoSebuah ketidakpastian investor tentang keuntungan atau kerugian ekonomi yang dihasilkan dari investasi tertentu.

Kembali sama dengan apa yang diharapkan investor dari investasi lain dengan jumlah yang sama risiko.

Rata-rata kembali

Strategic management processThe full set of commitments, decisions and actions required for a firm to achieve strategic competitiveness and earn above average returns.


The Strategic Management

Process

Chapter 5: Bus.-Level Strategy

Chapter 6:Competitive Dynamics

Chapter 7:Corp.-Level

Strategy

Chapter 8:Acquisition & Restructuring

Chapter 9:International

Strategy

Chapter 10:Cooperative

Strategy

Strategy Formulation

Chapter 11:Corporate

Governance

Ch. 12: Org. Structure & Controls

Chapter 13:Strategic

Leadership

Chapter 14:Org. Renewal & Innovation

Strategy Implementation

StrategicActions

Ch. 1: Strat. Mgmt. & Com-petitiveness

Ch. 2: Strat. Mgmt . &

Performance

Chapter 3:The External Environment

Chapter 4:The Internal Environment

Strategic Competitiveness

Strategic Mission & Strategic Intent

Strategic Objectives & Inputs

Chapter 1: Strategic

ManagementStrategic

Competitiveness


ManagementStrategic

CompetitivenessStrategic Mission & Strategic Intent


What is Strategy?

• An integrated and coordinated set of commitments & actions designed to exploit core competencies and gain a

competitive advantage.


What is Strategy?“A unified, comprehensive, and integrated plan designed to ensure that the basic objectives of the enterprise are achieved.” (Glueck, 1980:9)

“The pattern or plan that integrates an organization’s major goals, policies, and action sequences into a cohesive whole.” (Quinn, 1980)

“A good strategy… neutralizes threats and exploits opportunities while capitalizing on strengths and avoiding or fixing weaknesses.” (Barney, 1997:17)

“A pattern of resource allocation that enables firms to maintain or improve their performance.


Intended, Emergent & Realized Strategies

IntendedStrategies

RealizedStrategiesDeliberate

Strategies

EmergentStrategies

UnrealizedStrategies

Thus, strategy can emerge from“a Pattern in the stream of decisions or actions”


Alternative Models of Superior ReturnsIndustrial Organization Model

The External Environment

An Attractive Industry


Assets and Skills


Superior Returns

Resource-BasedModel

Resources

Capabilities

Competitive Advantage

An Attractive Industry


Superior Returns

OIOI


Four Attributes of Resources and Capabilities (Competitive Advantage)

Rare possessed by few, if any, current and potential competitors

Costly to when other firms either can’t obtain them Imitate or must obtain at a much higher cost

Organized supported by the appropriate structure, to be controls, and rewards Exploited

* an *

Res

ourc

es a

nd C

apab

ilit

ies

Res

ourc

es a

nd C

apab

ilit

ies

Valuable allow firm to neutralize threats or exploit opportunities in its external environment


Resources and capabilities that meet these four criteria become a source of:

Rare

Costly to Imitate

Organized to be

Exploited

Valuable

* an *

Core CompetenciesCore CompetenciesCore Core CompetenciesCompetencies

Res

ourc

es a

nd C

apab

ilit

ies

Res

ourc

es a

nd C

apab

ilit

ies


* an *

Core CompetenciesCore CompetenciesCore Core CompetenciesCompetencies

Core Competencies are the basis for a firm’s:

Competitive Competitive advantageadvantage

Strategic Strategic competitivenesscompetitiveness

Ability to earn Ability to earn above-average above-average

returnsreturns


CEO’s ranking of business importance

1. A strong & well thought out strategy

2. Maximizing customer satisfaction & loyalty

3. Business leadership, quality products & services

4. Concern for consistent profits

5. Strong & consistent profits


21st Century Values

• Flexibility

• Speed to market

• Innovation

• Integration

• Handling challenges from constantly changing conditions

• Hypercompetition


The Global Economy

One in which goods, services, people, skills, and ideas move freely across geographic

borders


World competitiveness ratingsPopulation > 20 million (Ranks) Population < 20 million (Ranks)

Country 2003 2002 2001 2000 Country 2003

2002 2001 2000

USA 1 1 1 1 Finland 1 2 4 3

Australia 2 3 3 3 Singapore 2 6 3 2

Canada 3 2 2 2 Denmark 3 4 10 10

Malaysia 4 6 10 9 Hong Kong 4 10 2 8

Germany 5 4 4 4 Switzerland 5 3 6 4

Taiwan 6 7 5 8 Luxembourg 6 5 5 6

U.K. 7 5 6 5 Sweden 7 7 7 7

France 8 9 8 7 Netherlands 8 1 1 1

Spain 9 8 7 8 Iceland 9 11 11 11

Thailand 10 13 14 13 Austria 10 8 9 12

Japan 11 11 9 10 Ireland 11 9 8 5

China 12 12 12 11 Norway 12 12 14 9


Technology and Technological Change

• Increasing rate of tech. change and diffusionPerpetual innovation

• The information agePersonal computers, cellular phones, artificial

intelligence, virtual reality, massive databases, electronic networks, e-business

• Increasing knowledge intensityInformation, intelligence, expertise, strategic

flexibility.


Internally focused, it is the leveraging of a firms resources, capabilities, and

core competencies to establish the firms goals in the competitive

environment.

Strategic Intent

Together, strategic intent and strategic mission yield the insights required to formulate and implement strategies. Externally focused, it is a statement of a

firms unique purpose and the scope of it’s operations in product and market

terms.

Strategic Mission


StakeholdersGroups who are affected by firm’s performance & who

have claims on its performance

The firm must maintain performance at an adequate level in order to maintain the participation of key stakeholders

Firm

Capital Market

Stock market/Investors

Debt suppliers/Banks

Product Market

Primary Customers Host CommunitiesUnionsSuppliers

Organizational

EmployeesManagersNonmanagers


Organizational strategists

Top level managers, executives, top management team, or general managers

Organizational culture

A complex set of ideologies, symbols and core values that influence how the firm conducts it’s business.


Predicting Outcomes of Strategic Decisions

1. Define the profit pool’s boundaries.2. Estimate the pool’s overall size.3. Estimate the size of the value chain.4. Reconcile the calculations.

The strategic management process calls for disciplined approaches to the development of competitive advantage.


The Strategic Management Process

Chapter 5: Bus.-Level Strategy

Chapter 6:Competitive Dynamics

Chapter 7:Corp.-Level

Strategy

Chapter 8:Acquisition & Restructuring

Chapter 9:International

Strategy

Chapter 10:Cooperative

Strategy


Chapter 11:Corporate

Governance

Ch. 12: Org. Structure & Controls

Chapter 13:Strategic

Leadership

Chapter 14:Org. Renewal & Innovation


StrategicActions

Ch. 1: Strat. Mgmt. & Com-petitiveness

Ch. 2: Strat. Mgmt . &

Performance

Chapter 3:The External Environment

Chapter 4:The Internal Environment

Strategic Competitiveness

Strategic Mission & Strategic Intent

Strategic Objectives & Inputs


ManagementStrategic

Competitiveness


ManagementStrategic



ManagementStrategic


Strategic Management & Daya Saing Strategis

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