Professional Documents
Culture Documents
(CSEP)
STRATEGY ANALYSIS
and
STRATEGY FORMULATION
August 7, 2009
JW Marriott Hotel
Surabaya
Speaker :
Mr. Adhie Adriansyah
Management Consultant
GML Performance Consulting ( Asia )
WORKSHOP
O S O FACILITATOR
C
O
Adhie Adriansyah
Management Consultant of GML Performance Consulting,
Graduated
G d t d from
f
Economic
E
i Faculty
F
lt in
i M
Managementt Study,
St d Prof.DR.
P f DR
Moestopo University, Jakarta.
Extensive experience in Consulting Industry,
Industry for more 11 years
years,
especially for Strategic Management & Business Process Management.
Extensive experience with Productivity Improvement Project
Project, Strategic
Service Initiative project, Business Process Improvement Project,
Strategic Planning, Balanced Scorecard and Change Management
COURSE OUTLINE
2 Strategy Analysis
2.
3. Strategy Formulation
1. Need for SPFO
4.
5
5.
6.
7.
1.
Strategy
Development
5.
2.
Monitor,
Monitor
Learn &
Adapt
11. Operational
Improvement
M th d l
Methodology
12. Effective Planning &
Organizing
Strategy Mapping
Measures & Target
Initiative Management
Integrating Enterprise Risk
Management
Strategy
Mapping
Leadership
Commitment
in Becoming
an SPFO
4.
3.
Operational
Planning
Organization
Alignment
Myth
y #1: We dont need a strategic
g plan!
p
The truth is that every organization needs some form of plan to guide its
actions during turbulent market conditions or it will simply respond to, and be
controlled by, events outside the firm. It is just too easy to drift off course in a
chaotic tactical environment.
environment
Myth #2: Strategic planning can only be done at a resort.
Strategic planning is serious and shouldnt be equated with a
vacation. Everyone can play golf on their own time. All you need for a
productive
d ti process iis a meeting
ti room att a llocall h
hotel
t l or conference
f
center.
t
Myth #3: It interferes with our real jobs.
Strategic planning is arguably the most important part of your job because it
can dete
ca
determine
e the
t e effectiveness
e ect e ess of
o all
a the
t e rest
est of
o your
you efforts.
e o ts
Myth #4: We can do it without any help.
It is extremely difficult to both participate in and facilitate the same
meeting. There is an almost irresistible urge to problem solve on detailed
i
issues
and
d th
therefore
f
llose ttrack
k off the
th bi
big picture.
i t
Myth #5: Planning will predict the future.
Planning can reduce risk, but not eliminate it. It is easy to forget that any plan
p
of how the future will
is a set of actions based on an assumption
unfold. Exploring alternative futures, and the actions needed under those
conditions, improves your ability to respond to whatever happens.
5
Myth
y #6: Planning
g is done when the retreat is over.
Planning is a process, not an event. If it is not a continued, integral component of
the management of your firm, it is indeed a waste of time.
Myth #7: The plan is a binder on a shelf.
Documentation is necessary but the real benefit of a good plan is the mental
framework for problem solving that it provides to employees. A strategic plan is
really a way of thinking about the business, and it should change the way
everyone goes about their job.
Myth #8: The plan will automatically produce results.
Without frequent, systematic oversight and review by you and the management
team, there will be little implementation and the plan reduced to just a set of
words.
o ds
Myth #9: If the CEO says it, it will happen.
Actual execution of any plan only takes place when employees change their
behavior to comply with the requirements of the plan. To implement the plan,
employees
l
mustt understand
d t d it and
db
be willing
illi tto make
k th
the necessary changes
h
tto
how they go about their individual jobs.
Myth #10: The plan is too confidential to be shared with regular
p y
employees.
See Myth #9. Even the best strategic plan will never produce the desired results if
the people who have to implement it dont know what it is.
6
STRATEGY
Sekumpulan aktivitas yang dipilih oleh
suatu perusahaan dalam rangka
menghasilkan nilai-nilai pelanggan yang
spesifik serta berbeda atau lebih baik
dibandingkan dengan pesaing.
Why
Wh do
d Strategic
St t i Planning?
Pl
i ?
If you fail to plan, then you plan to fail be
proactive about the future
Strategic planning helps improves performance
Counter excessive inward and short-term
thinking
Solve major issues at a macro level
Communicate
C
i t to
t everyone what
h t is
i mostt important
i
t t
10
11
STRATEGY DEVELOPMENT
PROCESS
12
STRATEGY DEVELOPMENT
BLUEPRINT
Makro
a o
External
Analysis
Threats and
opportunities
t iti
in environment
Key success
factors
Industry
y
Stakeholder
Expectation
Vision
Mission
Internal
Analysis
Strengths
g
and
weaknesses
k
off
organization
Distinctive
competences
Creation of strategy
by top management
Social
responsibility
Top management
values
Evaluation and
choice of strategy
Implementation
of strategy
13
INGREDIENTS OF
SUCCESSFUL STRATEGY
They are directed toward unambiguous long-term
goals
They are based on insightful understanding of the
external environment
They are based on intimate self-knowledge of the
organization and its internal capabilities
They are implemented with commitment and
coordination of entire organization efforts
(Robert M.
M Grant,
Grant Author of Contemporary Strategy Analysis)
14
BUSINESS SCOPE
It should cover:
Vision and Mission of the organization
Time frame of strategic plan
Description of its products
Description
p
about its customers
15
Kredit:
Consumer: - XYZ KPR, untuk Kredit Pemilikan Rumah
- XYZ KPA, untuk Kredit Pemilikan Apartemen
- XYZ KPM, untuk Kredit Pemilikan Mobil
- Kredit Executive, untuk keperluan konsumtif seperti wisuda, wisata,
pernikahan,
ik h dan
d sebagainya,
b i
dengan
d
persyaratan mudah
d h
Retail:- KUK (Kredit Usaha Kecil), untuk usaha kecil, batas plafon max Rp.250 juta
- Kredit Usaha, untuk usaha menengah, batas plafon Rp. 251 999 juta
Commercial:
1 milyar
1.
Tabungan
Giro
Deposito
3. Produk
2002 (YTD)
29%
16%
55%
Kredit Commercial, untuk usaha menengah ke atas, batas plafon min. Rp.
pengambilannya
Deposito Berjangka:
- Berjangka 1 bulan, 3 bulan, 6 bulan, dan 1 tahun.
Jika dicairkan sebelum tenggang waktu yang telah disepakati, akan
dikenakan pinalti 3% dari saldo dan bunga.
atau
XYZ KPR
XYZ KPA
XYZ KPM
Kredit Eksekutif
KUK
Kredit Usaha
Kredit Commercial
2001
63%
16%
6%
4%
8%
3%
0%
2002 (YTD)
60%
14%
7%
5%
10%
4
0%
1.4. Customer
Fokus Bank XYZ terutama kepada consumer banking, masyarakat umum untuk tujuan
konsumsi. Usaha Bank XYZ mulai merambah pada pasar retail, pengusaha kecil dan
menengah, untuk tujuan investasi dan pengembangan usaha melalui kredit retail dan
k
komersial.
i l
16
EXTERNAL ANALYSIS
External
Analysis
17
External
Analysis
MACRO
Social
Economy
INDUSTRY
New entrants
Demographic
hi
Suppliers
Internal
Rivalry
Customers Politic/
Legal
g
Substitutes
Technological
18
TECHNOLOGY
ECONOMIC
Economic growth
Interest rates
Inflation rates
Taxation rates
Exchange rates
Consumer confidence
Labor issues
Life style
Culture
Religion
Education
Health awareness
Ages and gender
SOCIAL/
DEMOGRAPHIC
19
EXAMPLE:
MACRO ANALYSIS
1.3. Sosial dan Budaya
Gaya hidup eksekutif muda dan remaja yang lebih konsumtif, mendorong
pertumbuhan pasar consumer yang lebih baik. Misalnya, meningkatnya masyarakat
yang menggunakan credit card untuk mempermudah konsumsi mereka. Guna
menjawab
j
b permintaan
i
pasar ini,
i i bank-bank
b k b k pun memberanikan
b
ik diri
di i menyetujui
j i kredit
k di
hanya dengan bukti kartu pelajar atau KTP, tanpa bukti pendapatan bulanan dari
perusahaan. Dampak yang mungkin timbul adalah resiko bad-debt karena tidak ada
data yang jelas mengenai sumber dana untuk membayar kredit kembali.
Implikasi:
Opportunities
Probability of
Occurrence
1 2 3 4 5
Threat
Meningkatnya tingkat kejahatan manipulasi data
untuk mendapatkan kredit dengan syarat yang
mudah (bad-debt meningkat).
20
Potential
Entrants
INDUSTRY
COMPETITORS
Suppliers
See the reverse of Customers
The importance of
substitutes depends:
Relative price/performance
of substitutes
Switching costs
B
Buyer
propensity
it to
t
substitute
Economic of scale
Proprietary product differences
Brand identity
Capital requirements
Access to distribution
Government policy
Expected retaliation
Customers
Rivalry among
existing firms
Substitutes
21
Industry Analysis
The PORTERS
PORTERS Five
Five--Forces Model of
Competition
Potential entry of
new competitors
Bargaining power
off suppliers
li
Rivalry among
competing firms
Bargaining power
off consumers
Potential development
of substitute products
22
PENDATANG BARU
POTENSIAL
PEMASOK
PERSAINGAN
DALAM
INDUSTRI
PEMBELI
PRODUK
SUBTITUSI
23
EXAMPLE:
INDUSTRY ANALYSIS
2.1. Entry Barrier
Pada industri perbankan terdapat beberapa hal yang dapat menjadi penghalang
b i pesaing-pesaing
bagi
i
i baru
b
untuk
t k masukk ke
k dalam
d l industri
i d t i ini.
i i Adapun
Ad
faktor
f kt
penghambat tersebut adalah :
Economy of Scale: Pada industri perbankan, skala ekonomi merupakan faktor yang
dapat menjadi penghambat bagi para pendatang baru untuk dapat bersaing dengan
bank-bank papan atas (market leader) karena mereka sudah mempunyai Skala
Ekonomi yang besar di industri perbankan yaitu memiliki banyak cabang yang
tersebar di Indonesia, tingkat perputaran modal mencapai puluhan milyar hingga
trilyunan rupiah, jaringan antar cabang yang luas dan terorganisasi dengan baik.
Namun bank-bank baru tersebut masih dapat bersaing dengan bank di papan
menengah ke bawah yang skala ekonominya tidak terlalu besar.
Potential
Entrants
+
High Supplier Power
Suppliers
Product Differentiation: Oleh karena nature of the business, bank memiliki jenis
jasa yang hampir sama: lending dan funding, namun masing-masing bank melabel
product mereka supaya lebih menarik minat nasabah. Namun, perbedaan yang
tidak signifikan dari fitur produk dan jasa yang ditawarkan menunjukkan bahwa
hambatan bagi pendatang baru masuk ke industri ini tidaklah terlalu tinggi.
Capital Requirements: Sejak krisis, modal yang diwajibkan untuk mendirikan
suatu bank semakin tinggi. Bagi investor, jumlah modal yang semakin tinggi
menyulitkan mereka untuk masuk ke industri ini. Dana investasi untuk dapat
berkembang, berkompetisi meraih pangsa pasar, dan investasi teknologi, yang
dibutuhkan tidaklah sedikit. Untuk itu, sulit bagi pendatang baru tanpa modal
berkecimpung dalam industri ini.
Customers
X
High Rivalry
Substitutes
Many Substitutes
24
25
EXAMPLE:
INDUSTRY KEY SUCCESS FACTOR
Analisa makro dan industri di atas memberikan informasi Key Success Factors
yang dibutuhkan oleh sebuah bank untuk tetap exist dan berkompetisi dengan
pesaing yang ada, antara lain:
4.1 Tingkat Kesehatan & Reputasi
Sejak krisis ekonomi dan kejadian likuidasi bank-bank, BI semakin ketat dalam
memberikan keleluasaan bank-bank pemerintah dan swasta dalam usahanya.
A dit dan
Audit
d
k t l semakin
kontrol
ki ketat
k t t dan
d
peninjauan
i j
ti k t kesehatan
tingkat
k
h t
b k
bank
dilakukan secara berkala. Bank yang sehat dan reputasi yang jauh dari terpaan
kasus, isu negatif, dan dimiliki oleh orang/pihak berpengalaman, sangat
berpengaruh bagi masyarakat dalam menentukan pilihan atas suatu bank.
4.2 Jaringan
Cabang dan ATM yang tersebar di berbagai daerah, memudahkan
masyarakat melakukan transaksi. Aliansi dengan bank-bank yang lain,
departemen store, supermarket, restoran, dan lain sebagainya membantu
pengguna jasa memanfaatkan fasilitas yang digunakan.
4.3 Infrastruktur dan Teknologi
Sistem informasi yang dapat diandalkan, cepat dalam proses, dan up
d t d memampukan
dated
k bank
b k meningkatkan
i k tk pelayanan
l
k
kepada
d nasabah,
b h
kepuasan meningkat, memberikan dampak positif atas pencapaian hasil
yang optima
26
EXAMPLE:
INDUSTRY KEY SUCCESS FACTOR ( Lanjutan )
4 4 Capital yang kuat
4.4.
Sumber dana yang kuat dari investor memperbesar tingkat
kepercayaan masyarakat atas suatu bank. CAR (Capital Adequacy
Ratio) merupakan unsur penting yang diperhatikan BI dalam menilai
kinerja dan kelayakan operasi suatu bank untuk periode tertentu. Hal
ini akan sangat berpengaruh pada penilaian masyarakat atas bank
tersebut.
4.5. Product Innovation
Oleh karena tututan masyarakat akan layanan produk dan jasa,
bank-bank berkompetisi melahirkan produk-produk inovatif bagi
masyarakat.
k t Bukan
B k
sekadar
k d
simpan-pinjam,
i
i j
namun
j
juga
i
investasi
t i
reksadana, call deposit, back to back, dan lain sebagainya. Semakin
bervariasi dan banyak kemudahan yang ditawarkan suatu bank dan
dapat dinikmati oleh masyarakat,
masyarakat semakin besar kesempatan bank
tersebut exist di pasar.
4.6. Marketing Activity
Melewati masa krisis memaksa pemerintah melikuidasi bank
bank-bank
bank yang
tidak sehat sehingga sebagian masyarakat pun turut merasakan pahitnya
kejadian ini. Akibatnya, banyak dari masyarakat belum berani kembali
menempatkan dananya ke bank-bank lokal meskipun penjaminan sudah
diberikan Citra yang buruk ini harus dibangkitkan kembali oleh setiap
diberikan.
bank guna meningkatkan keyakinan masyarakat akan kesehatan
operasinya.
27
INTERNAL ANALYSIS
Internal
Analysis
28
CAPABILITIES
2 Types:
1. Need to exist in the g
game ((capabilities)
p
)
2. Need to be ahead of the game (strategic capabilities)
Criteria for strategic capabilities:
- It is valuable to customers
- It is superior to competitors
- It is difficult to imitate of replicate
Distinctive
Competencies
29
MEASURING STRATEGIC
CAPABILITIES
1 = Less than competitors , 3 = Equal to competitors , 5 = Better than competitors
Function
Current Capabilities
30
CREATION OF STRATEGY
31
SWOT ANALYSIS
Internal
WEAKNESSES (W)
Limitation or deficiency in
resource, skills and
capabilities relative to
competitors
OPPORTUNITIES (O)
Existing & potential
external opportunities
Barrie
er
Su
upport
STRENGTHS (S)
THREATS (T)
Existing & potential
external threats
External
32
WEAKNESSES
Supp
port
THREATS
Pertumbuhan
P
t b h ekonomi
k
i yang moderat
d t
Tingkat konsumsi masyarakat meningkat
Peningkatan permintaan kredit usaha kecil
dan menengah
Barrier
OPPORTUNITIES
External
33
TOWS MATRIX
STRENGTHS (S)
OPPORTUNITIES (O)
THREATS ((T))
WEAKNESSES (W)
SO STRATEGY
WO STRATEGY
To minimize weaknesses in
order to take advantage of
the opportunities
ST STRATEGY
WT STRATEGY
To minimize both
weaknesses and external
threats
34
OPPORTUNITIES
WEAKNESSES
Produk yang kurang inovatif
Sales force/customer service
kurang agresif
Sistem
Si
training
i i yang belum
b l
optimal
i l
SO STRATEGIES
WO STRATEGIES
THREATS
Suku bunga yang fluktuatif
Nilai tukar USD/Rph yang
ST STRATEGIES
Gaya manajemen yang
fluktuatif
menentu
Banyak
B
k produk
d k substitusi
b tit i
WT STRATEGIES
Departemen R&D akan di-challenge
35
20% annual g
growth in
the cell phone industry
(opportunity)
Insufficient capacity
(weakness)
Resultant Strategy
Pursue horizontal
integration by buying
competitor's facilities
Decreasing numbers
=
of young adults (threat)
Strong union activity
(threat)
36
37
ANALISA SWOT:
SWOT:
STRENGTH AND WEAKNESS
STRENGTHS
Weight
Score
Total
1. Financial capital
25
100
25
100
3. Distribution Network
20
80
4. Brand Equity
20
80
10
3.5
35
TOTAL
100
395
WEAKNESSES
Weight
Score
Total
1. Innovation capability
40
3.5
140
2. Supplier support
40
3.5
140
3. Working environment
20
3.5
70
TOTAL
100
Weight:
Higher percentage,
higher importance.
Score (Strengths):
4 = Very Strong
3 = Strong
2 = Slightly strong
1 = Average in the
industry
Score
(Weaknesses):
4 = Very weak
3 = Weak
2 = Slightly weak
1 = Comparably
weak in the industry
350
38
ANALISA SWOT:
SWOT:
OPPORTUNITY AND THREAT
Opportunities
Weight
Score
Total
15
60
25
100
20
60
4. Deregulated industry
20
60
5 T
5.
Technology
h l
d
driving
i i covergency
20
60
TOTAL
100
Threats
Weight
Score
Total
30
90
2 Product substitutions
2.
20
60
20
40
30
90
TOTAL
100
340
Weight:
Higher percentage,
hi h iimportance.
higher
t
Score
(Opportunities):
4=V
Very hi
high
h
3 = High
2 = Possible
1 = Low
Score (Threats):
4 = Very high
3 = High
2=P
Possible
ibl
1 = Low
280
39
STRATEGY ANALYSIS
TOWS MAPPING
100
O
Pertumbuhan
Stabilisasi
Memperbaiki kelemahan internal agar
peluang dapat dimanfaatkan secara
optimal
80
60
SW = 45
OT = 60
40
20
-100
0
-80
-60
-40
-20
20
40
60
80
S
100
-20
-40
Diversifikasi
Bertahan
Menjaga cash flow agar tetap positif dgn
berbagai cara dan setelah itu mengambil
keputusan untuk
divestasi,, likuidasi,, atau mencari bisnis
-60
-80
-100
T
40
ANALYZING MULTIPRODUCT
STRATEGY
41
BCG MATRIX
In
ndustry Sales G
Growth Rate
High
2.0
High
+20
Medium
Integration strategies,
strategies intensive
strategies, joint ventures
High relative market share, competes
in low-growth
low growth industry
Generate cash in excess of their
needs
Low
-20
Low
0.0
Medium
1.0
diversification
42
Market
Largest Competitors
Share
Products
9.20% Buttercup Super Sandwich
M k
Maker
2.50% Uncle Tobys Energy White
2.40% Helgas Wholemeal
4.22% Buttercup Wonder White
3 20% Buttercup Molenberg
3.20%
2.20%
0.80% Sunicrust Fruit Loaf
1.02% Sunicrust Raisin Loaf
Tip Tip Products
Sunblest
White Stuff
Hyfibe
Wholemeal
Multi Grain
Multi Grain 9 Grain
Spicy Fruit Loaf
Raisin Loaf
Market
Share
7.00%
2.40%
2.20%
8.55%
3 00%
3.00%
3.33%
0.75%
1.40%
1.04
1.09
0.49
1.06
0.66
1.07
0.72
0.8%
High Fiber
Wholemeal
Grain Bread
3.2%
2.1%
3.3%
Fruit Loaf
1.7%
43
2
M
A
R
K
E
T
G
R
O
W
T
H
R
A
T
E
STARS
0
QUESTION MARKS
5%
CASH COWS
Multi GrainA
HyfibeA
WholemealA
0%
DOGS
Multi 9 Grain A
ARaisin Loaf
A White Stuff
44
ANALYZING MULTI
MULTI--BUSINESS
STRATEGY
45
GE ATTRACTIVENESS MATRIX:
IND
DUSTRY
ATTRA
ACTIVEN
NESS
CO O
CORPORATE
ANALYSIS
S S OF
O
BUSINESS PORTFOLIO
High
Med
L
Low
Low
Med
High
BUSINESS STRENGTH
1 = Invest.
2 = Careful
3 = Harvest/
Divest
46
GROWTH REINVENTION
STRATEGY
47
GROWTH STRATEGY
Sales
Desired sales
Desired sales
Diversification growth
Strategic-planning gap
Integrative growth
Intensive growth
Projected sales
Current portfolio
Time (years)
0
10
Intensive growth:
perusahaan mencoba menggali peluang untuk mencapai pertumbuhan dari bisnis yang
sudah ada
Integrative growth:
Diversification growth: perusahaan mencoba menggali peluang untuk menambah bisnis yang menarik yang
tidak berhubungan dengan bisnis yang ada
Current
Markets
Mendorong
M
d
pelanggan
l
untuk membeli lebih banyak
Mengakuisisi pelanggan
pesaing
Meyakinkan
y
p
pembeli baru
New Products
3. Product development
p
strategy
Fitur baru
Kualitas yang berbeda
dll
New
Markets
Identifikasi pelanggan
potensial
Mencari jaringan distribusi
baru
Menjual di lokasi baru atau
luar negeri
(Intensive diversification
strategy)
Contoh: Apple menjual Ipod
Variable
Rank
Execution of corporate
p
strategy
gy
Management credibility
Innovation
Ability to attract and retain talented people
4
5
Market share
Management expertise
10
Source: J.Low & T. Siesfield, Measures That Matter (Boston: Ernst & Young, 1998)
50
Do
Do your work with your whole heart and you will
succeed-there is so little competition!
Elbert Hubbard (1856
(1856-1915)
1915)
51