Rangkuman Majik Sesuai Silabi

Week 8 TINGKATAN STRATEGI

Strategi Level Bisnis

A business-level strategy is an integrated and coordinated set of commitments
and actions the rm uses to gain a copetitive advantage by exploiting core
copetencies in specic product markets.
The purpose of a business-level strategy is to create differences between the
rms position and those of its competitors. To position itself differently from
competitors, a rm must decide whether it intends to perform activities
differently or to perform different activities.
Type of business-level strategy:
Cost Leadership Strategy
Is an integrated set of actions taken to produce goods or services with
features that are acceptable to customers at the lowest cost, relative to
that of competitors. cost leadership strategy targets a broad customer
segment or group. Cost leaders concentrate on nding ways to lower their
costs relative to competitors by constantly rethinking how to complete
their primary and support activities to reduce costs still further while
maintaining competitive levels of differentiation.
Differentiation Strategy
differentiation strategy is an integrated set of actions taken to produce
goods or services (at an acceptable cost) that customers perceive as being
different in ways that are important to them. Firms must be able to
produce differentiated products at competitive costs to reduce
upward pressure on the price that customers pay. When a products
differentiated features
are produced at noncompetitive costs, the price for the product can
exceed what the
rms target customers are willing to pay.
Focus Strategy
focus strategy is an integrated set of actions taken to produce goods or
services that serve the needs of a particular competitive segment. Firms
using the focus strategy intend to serve a particular segment of an
industry more effectively than can industry-wide competitors.
Integrated Cost Leadership/Differentiation Strategy
Is an strategy to engage in primary and support activities that allow them
to simultaneously pursue low cost and differentiation.The objective of
using this strategy is to efficiently produce products with some
differentiated features.

Strategi Level Korporat

A corporate-level strategy speci es Action a rm takes to gain a competitive
advantage Bay selecting and managing a group of different businesses
competing in different product markets.
Levels of Diversification

Alasan Diversifikasi:

Value-Creating Diversification: Related Constrained and Related

Linked Diversification
Economies of scope are cost savings that the rm creates by successfully
sharing some of its resources and capabilities or transferring one or more
corporate-level core competencies that were developed in one of its
businesses to another of its businesses.
Operational Relatedness: Sharing Activities

Firms can create operational relatedness by sharing either a primary

activity (such as inventory delivery systems) or a support activity (such as
purchasing practices)
Corporate Relatedness: Transferring of Core Competencies
Corporate-level core competencies are complex sets of resources and
capabilities that link different businesses, primarily through managerial
and technological knowledge, experience, and expertise.
Market Power
Market power exists when a rm is able to sell its products above the
existing competitive level or to reduce the costs of its primary and support
activities below the competitive level, or both.
Firms can create market power through multipoint competition and
vertical integration.
Multipoint competition exists when two or more diversied rms
simultaneously compete in the same product areas or geographic
markets.
Vertical integration exists when a company produces its own inputs
(backward integration) or owns its own source of output distribution
(forward integration). In some instances, rms partially integrate their
operations, producing and selling their products by using company
businesses as well as outside sources
Unrelated Diversification
Unrelated diversication strategy can create value through two types of
nancial economies. (Financial economies are cost savings realized through
improved allocations of nancial resources based on investments inside or
outside the rm.)
Efficient Internal Capital Market Allocation. In a market economy,
capital markets are thought to efficiently allocate capital. Efficiency
results as investors take equity positions (ownership) with high
expected future cashflow values.
Restructuring of Assets. Financial economies can also be created
when rms learn how to create value by buying, restructuring, and then
selling the restructured companies assets in the external market
Value-Neutral Diversification: Incentives and Resources
Incentives to Diversify. Incentives to diversify come from both the
external environment and a rms internal environment. External
incentives include antitrust regulations and tax laws. Internal incentives
include low performance, uncertain future cash flows, and the pursuit of
synergy and reduction of risk for the rm.
Resources and Diversification. tangible and intangible resources
facilitate diversication, they vary in their ability to create value. the
degree to which resources are valuable, rare, difficult to imitate, and
nonsubstitutable influences a rms ability to create value through
diversication.
Value-Reducing Diversification: Managerial Motives to Diversify
The desire for increased compensation and reduced managerial risk are two
motives for toplevel

executives to diversify their rm beyond value-creating and value-neutral

levels. In slightly different words, top-level executives may diversify a rm in
order to diversify their own employment risk, as long as protability does not
suffer excessively.

Strategi untuk entrepreneur

Week 9 Strategi Internasional

International strategy is a strategy through which the rm sells its goods or
services outside its domestic market. One of the primary reasons for
implementing an international strategy is that international markets yield
potential new opportunities

Empat Faktor yang mengarah pada international business level

strategies

Tiga strategi internasional untuk level korporat : multidomestic,

global, dan transnational
Multidomestic strategy is an international strategy in which strategic and
operating decisions are decentralized to the strategic business unit in each
country so as to allow that unit to tailor products to the local market.
Global strategy to offer standardized products across country markets,
with competitive strategy being dictated by the home office. Thus, a global
strategy emphasizes economies of scale and offers greater opportunities to
take innovations developed at the corporate level or in one country and
utilize them in other markets.
Transnational strategy is an international strategy through which the rm
seeks to achieve both global efficiency and local responsiveness. Flexible
coordinationbuilding a shared vision and individual commitment through
an integrated networkis required to implement the transnational strategy.
Such integrated networks allow a rm to manage its connections with
customers, suppliers, partners, and other parties more efficiently rather than
using arms-length transactions.
Transnational strategies are challenging to implement but are becoming
increasingly necessary to compete in international markets. The growing
number of global competitor heightens the requirement to hold costs down.
However, the increasing sophistication of markets with greater information
flow and the desire for specialized products to meet consumers needs
pressures rms to differentiate and even customize their products in local
markets
Tren Lingkungan yang mempengaruhi strategi
there are legitimate concerns about the relative attractiveness of global
strategies, due to the extra costs incurred to pursue internationalization, or
the liability of foreignness relative to domestic competitors in a host country.
Regionalization is a second trend that has become more common in global
markets. Because a rms location can affect its strategic competitiveness, it
must decide whether to compete in all or many global markets, or to focus on
a particular region or regions.

Week 10 Implementasi Strategi

Implementasi strategi melalui rencana kegiatan, dan taktik pada

level fungsi
Short-term objectives are measurable outcomes achievable in one year or
less
Discussion about short-term objectives helps raise issues and potential
conflicts within an organization
Short-term objectives assist strategy implementation by identifying
measurable outcomes of action plans or functional activities, which can be
used to make feedback, correction, and evaluation more relevant and
acceptable
Short-Term Objectives provide:
o Specicity
o Time frame for completion
o Who is responsibleAccountability

Qualities of Short Term

Objectives
Measurable
o Measurable activity
o Measurable outcomes

Simple ranking
Relative priority /
Weights
Linked to Long-Term
Objectives
o Cascading effect
o
o

Priorities

Short-term objectives and action plans provide:

o
o

Clarity of purpose
Process development

o
o

Basis for strategic control

Motivational payoff

Functional tactics are the key, routine activities that must be undertaken
in each functional area to provide the businesss products and services
In a sense, functional tactics translate thought into action
Every value chain activity in a company executes functional tactics that
support the businesss strategy and help accomplish strategic objectives
o Functional tactics are different from business or corporate
strategies in three fundamental ways:
o Time horizon
o Specicity
o Participants who develop them

Implementasi strategi melalui restrukturisasi dan rekayasa struktur

organisasi dan kepemimpinan
Firms often employ restructuring when various ratios appear out of line
with kompetitor as determined through benchmarking exercises.
The primary benet sought from restructuring is cost reduction. For some
highly bureaucratic rms, restructuring can actually rescue the rm from
global competition and demise. But the downside of restructuring can be
reduced employee commitment, creativity, and innovation that
accompanies the uncertainty and trauma associated with pending and
actual employee layoffs.

Week 11 Strategic Leadership and Business Ethics

Strategic Leadership

Strategic leadership is the ability to anticipate, envision, maintain

flexibility, and empower others to create change strategy as necessary

Top-level managers play a critical role in that they are charged to make
certain their rm is able to effectively formulate and implement
strategies. Top-level managers strategic decisions influence how the
rm is designed and goals will be achieved.
The top management team is composed of the key individuals who are
responsible for selecting and implementing the rms strategies.

A heterogeneous top management team is composed of individuals with

different functional backgrounds, experience, and education.

Determining strategic direction: involves specifying the image and

character the rm seeks to develop over time. The strategic direction is
framed within the context of the conditions (i.e., opportunities and threats)
strategic leaders expect their rm to face in roughly the next three to ve
years.
Effectively managing the firms portfolio of resources: may be the
most important strategic leadership task. The rms resources are
categorized as nancial capital, human capital, social capital, and
organizational capital (including organizational culture).
Sustaining an Effective Organizational Culture. Organizational
culture influences how the rm conducts its business and helps regulate
and control employees behavior, it can be a source of competitive
advantage and is a critical factor in promoting innovation. Thus, shaping
the context within which the rm formulates and implements its
strategiesthat is, shaping the organizational cultureis an essential
strategic leadership action.
Emphasizing Ethical Practices. Ethical companies encourage and
enable people at all organizational levels to act ethically when doing what
is necessary to implement strategies. In turn, ethical practices and the
judgment on which they are based create social capital in the
organization, increasing the goodwill available to individuals and groups
in the organization.
Establishing Balanced Organizational Controls. Organizational
controls are basic to a capitalistic system and have long been viewed as
an important part of strategy implementation processes. Controls are
necessary to help ensure that rms achieve their desired outcomes

Business Ethics

Business Ethics. Business ethics can be dened as principles of conduct

within organizations that guide decision making and behavior. Good business
ethics is a prerequisite for good strategi Management
Social Responsibility. Social responsibility of any business must be to
make enough prot to cover the costs of the future because if this is not
achieved, no other social responsibility can be met. Indeed, no social need
can be met by the rm if the rm fails

Week 12 Evaluasi Strategi

Menetapkan pengendalian strategik

Strategy evaluation includes three basic activities: (1) examining the

underlying bases of a

firms strategy, (2) comparing expected results with actual

results, and (3) taking corrective

actions to ensure that performance conforms to plans.

Strategic control is concerned with tracking a strategy as it is being
implemented, detecting problems or changes in its underlying premises,
and making necessary adjustments
Premise control is designed to check systematically and continuously
whether the premises on which the strategy is based are still valid.
Strategic surveillance is designed to monitor a broad range of events
inside and outside the rm that are likely to affect the course of its
strategy.
Implementation control is designed to assess whether the overall strategy
should be changed in light of the results associated with the incremental
actions that implement the overall strategy
Monitoring strategic thrusts
Milestone reviews
Sistem Pengendalian operasional

The balanced scorecard is a framework rms can use to verify that they
have established

both strategic and nancial controls to assess their performance. This

technique is most

appropriate for use when dealing with business-level strategies; however,

it can also be used with the other strategies rms may choose to implement.

Penggunaan Sistem Pengendalian Operasional

Week 13 Studi Kasus

Presentasi kelompok dan pembahasan kasus