Bagian 4

Penyusunan Strategi SI/TI,

Strategi Sistem Informasi,
Portofolio Aplikasi

Agenda

Proses penyusunan strategi SI/TI

Strategi SI
Penyusunan portofolio aplikasi

Proses Penyusunan
Strategi SI/TI

Perlu nggak sih?

Menentukan Strategi Bisnis

SI

Penyusunan Strategi
Sistem Informasi

Strategi SI

Sumber Ward Peppard hal. 165

Ringkasan strategi bisnis

Argumentasi

Peluang SI untuk keunggulan

Perbaikan untuk menghindari kerugian

McFarlan model & portofolio aplikasi

Prioritas pengembangan (akan didiskuskan pada fase 6)
Isu-isu yang muncul setelah pengembangan strategi SI

Strategi Sistem Informasi

Value Chain & IS

Porter Industry Value Chain & IS
Porter Competitive Forces & IS
Generic Business Strategies & IS
SWOT / TOWS
Balanced Scorecard

Porter Value Chain

Terutama bermanfaat manakala organisasi tersebut tidak memiliki

rencana strategis yg jelas

Value Shop

Value Network

Industry Value Chain

Manfaat SI dalam Industry Value /

Supply Chain

Inventory: Share information on stocks and demands, to avoid

unnecessary carrying cost
Administration: Paperless transaction of sales order, purchase
order, invoice, sales receipt, delivery order, etc.
Transport/storage: optimize transport & storage space
Design: customer feedbacks to enable product development
Finance: improve cashflow by lowering Accounts Receivables
Capacity: also includes the ability to better predict customer
demand better production capacity planning
Services: allow third party service to be directly embeded in
the service to the customer, with less delivery delays.

Porter Competitive Forces

Potensi SI pada persaingan

Forces

Business
implications

Potential IS/IT
effects

Threat of new entrants

Additional (industry) capacity

Reduced price
New basis for competition

Provide entry barriers / reduce

access by:
Economies of scale
Differentiate product
Control distribution channels

Segment markets

Buyer power high

/ Posisi tawar pembeli tinggi

Forces price down

Differentiate product
Improve price/performance
Increase switching cost
Facilitate buyer-side product
selection

Q: How do we do it?
With what kind of IS
applications?

Q: How do we do it?
With what kind of IS
applications?

Forces

Business
implications

Potential IS/IT
effects

Supplier power high /

Posisi tawar supplier tinggi

Raises cost raises price

Reduced quality of supply
Reduced availability of supply

Substitute products

Limits potential market & profit

Price ceilings

Intense competition from existing

rivals

Price competition
Product developments
Distribution is critical
Customer loyalty required

Supplier sourcing system

Extended quality control into
suppliers
Forward planning with
suppliers
Improve price/performance
Redefine product to increase
value
Redefine market segments
Improve price/performance
Differentiate product
Get closer to end-consumer
(understand requirements)

Case Study: Porter 5-Forces

& SI

Threat of new entrants:

Massachusetts Mutual Life Insurance Co.

membangun infrastruktur TI yg menghubungkan
agen asuransi lokal dengan informasi
komprehensif produk-produk asuransi.
Hal ini membuat calon pesaing merasakan entry
barrier, karena perlu biaya mahal dalam
membangun infrastruktur tsb.

Bargaining Power of Buyers

Amazon.com, online shop terkenal, meskipun orang bisa

berbelanja di tempat lain, tapi karena Amazon.com bisa
nebak keinginan customer, maka orang lebih senang
berbelanja di Amazon.com.
Baxter (penyedia logistik Rumah Sakit) menyediakan
sistem EDI, sehingga memungkinkan zero inventory.
Customer (RS) lebih senang, sehingga tidak mau
menggunakan distributor lainnya.
Semua ini meningkatkan switching cost

Bargaining Power of Suppliers

Kasus industri otomotif dimana pabrik mobil tidak bisa

mengatur penjadualan pembelian pelat baja dengan tepat.
Sehingga, dilakukan integrasi supply chain, sehingga data
forecast kebutuhan material disediakan oleh pabrik mobil
kepada pabrik baja.
Pabrik baja, yang tadinya memiliki posisi tawar tinggi, justru
menjadi lebih senang bekerja dgn pabrik mobil karena bisa
membantu forecast produksi pelat baja.

Industry Competitors

Kasus pertama kali munculnya ATM:

Citibank di AS dan
BCA di Indonesia

Fedex: informasi mengenai pengiriman barang

Case Study: Generic Strategies

& SI

Low Cost Strategy:

Black & Decker, perusahaan perkakas, mengirimkan barangbarang ke agen dengan no return policy. Retur barang
menyebabkan naiknya biaya gudang dan administrasi.
Lantas bagaimana kalau salah forecast penjualan?
Black & Decker membuat sistem informasi pertukaran stok
barang antar agen.
Disitulah Black & Decker mengurangi biaya distribusi. Alhasil,
Black & Decker bisa bermain pada low-cost strategy
Lihat juga kasus Ryanair.com, Tiger Airways.

Differentiation Strategy

Singapore Airlines & Star Alliance

Memiliki loyalty program / milage program
(KrisFlyer) yang mencatat setiap orang telah
bepergian berapa mil
Kemudian berhadiah point, yang bisa dipakai
untuk hotel berbintang
Service yang diberikan oleh Singapore Airlines
juga berkelas

Focus-differentiation

Misalnya BodyShop
Fokus pada wanita kelas atas
Deferensi pada kualitas
Menggunakan aplikasi CRM yang mencatat
aktifitas setiap pelanggan, dan mencatat jadual
kunjungan (termasuk mengingatkan)

SWOT TOWS Matrix

Internal Factors Strengths (S)
List of strengths
External Factors

Weaknesses (W)

Opportunities (O)

SO Strategies

WO Strategies

List of opportunities

Use strengths to take

Take advantage of
advantage of opportunities opportunities by
overcoming weaknesses

Threats (T)

ST Strategies

WT Strategies

List of threats

Use strengths to avoid

threats

Generate strategies that

minimize weaknesses and
avoid threats

List of weaknesses

Maytag Hoover Example

Internal Factors Strengths (S)

Maytags quality culture

Experienced top management
Vertical integration
Employee relations
Hoovers international
orientation

External Factors

Opportunities (O)

SO Strategies

Integration of EU
Demographics favor quality
Economic dev. in Asia
Opening of Eastern Europe
Trend toward superstores

Threats (T)

Increasing gov. regulations

Strong US competition
Whirlpool and Electrolux
positioned for global economy
Japanese appliance company
New product advances

Use worldwide Hoover distribution

channel to sell Hoover & Maytag
appliance
Find joint venture partners in
Eastern Europe and Asia

ST Strategies

Acquire Raytheons appliance in

US to increase market share
Merge with a major Japanese
home appliance
Sell off all non Maytag brands
and strongly defend Maytags US
niche

Weaknesses (W)

Process oriented R&D

Distribution channels
Financial position
Global positioning
Manufacturing facilities

WO Strategies

Further improve quality

Reduce manufacturing cost and
distribution cost
Emphasis superstore channel

WT Strategies

Sell Dixie-Narco to reduce debt

Emphasize cost reduction to
reduce break-even point

IS Strategies of MaytagHoover
Strategy

IS Application

Use worldwide Hoover distribution channel

to sell Hoover & Maytag appliance

An efficient global supply chain

management (SCM) system may
cooperate with global carriers.

Further improve quality

Quality monitoring system, decision

support system

Reduce manufacturing cost and distribution

cost
Emphasize cost reduction to reduce breakeven point

Accurate cost accounting information

system
Efficient & effective SCM

Emphasis superstore channel

SCM with on-line EDI links to superstores

inventory system

Acquire Raytheons appliance in US to

increase market share
Merge with a major Japanese home
appliance

Common financial reporting system

Rockart's Critical Success

Factors

Small number of easily identifiable

operational goals
Shape by industry, manager & environment
Believed to assure firms success
Used to determine organizations information
requirements

Critical Success Factors &

Goals
EXAMPLE

GOALS

CSF

PROFIT

EARNINGS/SHARE

AUTOMOTIVE INDUSTRY:

CONCERNS

RETURN ON INVESTMENT

STYLING

MARKET SHARE

QUALITY DEALER SYSTEM

NEW PRODUCT

COST CONTROL
ENERGY STANDARDS

NONPROFIT

EXCELLENT HEALTH CARE

REGIONAL INTEGRATION WITH

OTHER HOSPITALS

MEETING GOVERNMENT REGULATIONS

EFFICIENT USE OF RESOURCES

FUTURE HEALTH NEEDS

IMPROVED MONITORING OF
REGULATIONS

CSF should also include quantifiable

objectives!

11.14

CSF Methodology
Manager
ManagerAA
CSF
CSF

Manager
ManagerBB
CSF
CSF

Manager
ManagerCC
CSF
CSF

Develop
Developagreement
agreementon
on
companys
CSF
companys CSF

Define
Definecompanys
companys
prioritized
prioritizedCSF
CSF

Define
DefineDecision
Decision
Support
SupportSystems
Systems

Manager
ManagerDD
CSF
CSF

What
Whatisis
important
importantfor
for
your
your
organization?
organization?

Develop
DevelopIS
IS
Application
ApplicationPriorities
Priorities

CSF Levels
Industry
Industry CSF
CSF
(KSF)
(KSF)
Organizational
Organizational
Objectives
Objectives

Organizational
Organizational
CSF
CSF

Business
Business Unit
Unit //
Functional
Functional Obj.
Obj.

Business
Business Unit
Unit //
Functional
Functional CSF
CSF

Managers
Managers
Objectives
Objectives

Managers
Managers
CSF
CSF

The Balanced Scorecard

Example: Manufacturing Company of Electrical

Product
Imported components
Orders tend to be unique for specific customer, now
using stock strategy
Problems:

Cost for components acquisition

Cost of finished goods
Long delivery time

Ingat
Ingatbagaimana
bagaimana
komponen-komponen
komponen-komponen
dalam
dalamBSC
BSCterkait
terkaitsatu
satu
sama
lain!
sama lain!
Dikembangkan jadi
aplikasi S.I.

CSF dari BSC (kasus

gudang)
Objectives
Objectives
to:
to:achieve
achieve

Measures
Measures
Measures
(a) Stock turnover

To reduce stock cost

Critical Success
Critical
Success
Critical
Success
Factors
Factors
Factors
by: taking
action
by:
taking
action
by: taking action

By:
-

Earlier identification of
obselete items

Better forecasting to reduce

safety stocks, etc.

(b) Write offs

(c) Stockhandling /
carrying cost

Information
Information&&
systems
systemsrequired
required
(i)

New analysis of stock turnovers to separate fast

moving & slow moving items

(ii)

Improved stock forecasting based on more accurate

sales forecast / actuals

(iii)

New stock replenishment algorithm for different

types of stock

Aplikasi SI dari BSC-CSF

Penyusunan Portofolio
Aplikasi

Understanding the
Boston Consulting Group (BCG) Matrix

STAR

WILDCAT

Funds $$
CASH COW

DOG

McFarlan Strategic Grid

Factory

For smooth operations, some firms are

heavily dependent on cost-effective, totally
reliable IT operational support.
Their applications portfolios, however, are
dominated by maintenance work and
applications that, while profitable and
important in their own right, are not
fundamental to the firm's ability to compete

Support

There are firms, some of which may have

very large IT budgets, that are not
fundamentally operationally dependent on the
smooth functioning of the IT activity,
Nor are their applications portfolios aimed at
the critical strategic needs of the company.

Turnaround

Some firms may receive considerable

amounts of IT operational support, but the
company is not absolutely dependent on the
uninterrupted cost-effective functioning of this
support to achieve either short term or longterm objectives.
The
applications
under
development,
however, are absolutely vital for the firm to
reach its strategic objectives.

Strategic

There are companies for whom smooth

functioning of the IT activity is critical to their
operation on a daily basis and whose
applications under development are critical
for their future competitive success.

The IS Application Portfolio

STRATEGIC

HIGH POTENTIAL

Applications that Applications that

critical to sus- may be important
in achieving
taining future
business strategy future success

Future

KEY OPERATIONAL

SUPPORT

Applications on Applications that

which the orga- are valuable but
not critical to
nization currently
success
depends for success

Present

Important

Less
critical

Closely
related and
derived
from
McFarlan
Matrix

Phase Outcome

McFarlans Strategic Grid and narrative about

each application on the Strategic Grid
Prioritized Application Portfolio Table.