Strategik 7 - Review

8/7/2019 Strategik 7 - Review

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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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6

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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8

Issues Priority Matrix


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9

Basic Model of

Strategic Management

Four Basic Elements


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10

Strategic Decision Making Model


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11

Strategic Decision Making, Cont.


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12

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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14

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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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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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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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

Strategik 7 - Review

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