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SESSION 2

PEMETAAN ARAH
PERUSAHAAN:
VISI Dan MISI,
TUJUAN Dan STRATEGI

Topik bahasan:
1. Apa implikasi dari proses
penyusunan dan pelaksanaan
strategi.
2. Tahap 1: pengembangan visi, misi
dan nilai inti.
3. Tahap 2: penetapan tujuan.
4. Tahap 3: penyusunan strategi.
5. Tahap 4: pelaksanaan strategi.
6. Tahap 5: evaluasi kinerja dan inisiasi
penyesuaian korektif.

How to Manage of
Strategic Management

In essence, the strategic plan is a


companys game plan.
A companys strategic plan lays out
its future direction, performance
targets, and strategy

Integrating Intuition and


Analysis

The strategic management


process attempts to organize
quantitative and qualitative
information under conditions of
uncertainty.
Contoh: Renstra Unpad, PPATK and
UMKM

WHAT DOES THE STRATEGY-MAKING,


STRATEGY-EXECUTING PROCESS ENTAIL?
Consist of five integrated tasks:

The Managerial
Process of
Crafting and
Executing
(TPGS)

Developing a strategic vision, mission


Statement, and core values
Setting objective

Crafting a strategy
Executing the chosen strategy
efficiently and effectively
Monitoring developments, evaluation
Performance, and initiating corrective
adjustments

The
Strategic
Manageme
nt Process

Copyright 2004 South-Western. All rights


reserved.

By: HITT IRELAND - HOSKISSON

16

Figure 1.1

Comprehensive strategic management model


External
Audit

Chapter 3

Vision
&
Mission

Long-Term
Objectives

Generate,
Evaluate,
Select
Strategies

Implement
Strategies:
Mgmt Issues

Implement
Strategies:
Marketing,
Fin/Acct,
R&D, CIS

Measure &
Evaluate
Performance

Chapter 2

Chapter 5

Chapter 6

Chapter 7

Chapter 8

Chapter 9

Internal
Audit

Chapter 4

By Fred

TASK 1: STEPS OF DEVELOPING A


STRATEGY VISION, A MISSION
STATEMENT, AND A SET OF CORE
VALUES
1. Developing a strategic vision.

2. Communicating the strategic vision.


3. Developing a company mission
statement.
4. Linking the vision and mission with
company values.
(ROADMAPS)

Vision (impian/mimpi) &


Mission (tugas/utusan)

Many organizations develop both


vision & mission statements.
An effectively communicated
vision is a valuable management
tool for enlisting the commitment
of company personnel to engage
in action that move the company

Vision

Agreement on the basic vision for


which the firm strives to achieve in
the long run is critically important to
the firms success.
A strategic vision describes
managements aspirations for the
future and
theand
companys
Wedelineates
will become a global leader
the
first choice of customers in every
strategic course
and long-term
market we serve
direction.

Vision Statements
MasterCard: A world beyond cash.
Hilton Hotels: To be the first choice of
the worlds travelers.
Unpad: Menjadi universitas unggul
dalam penyelenggaraan pendidikan
kelas dunia.
PPATK: Menjadi lembaga independen
di bidang informasi keuangan yang
berperan aktif dalam pencegahan
dan pemberantasan tindak pidana

Vision

Clear Business
Vision
Comprehensive
Mission Statement

Components of Internal
Analysis

Resources and Capabilities,


Core Competencies, and
Outcomes
Core
Valuable
Competencies

Rare

Competitive
Advantage

Costly to
Imitate

Value Creation

Nonsubstitutabl
e

Above Average
Returns

How Resources and


Capabilities Provide
Competitive
Advantage
Valuable Allow the firm to exploit opportunities
or neutralize threats in its external
environment

Rare Possessed by few, if any, current and


potential competitors

Costly to When other firms cannot obtain them


imitate or must obtain them at a much higher
Nonsubstituta
ble

cost
The firm is organized appropriately to
obtain the full benefits of the resources
in order to realize a competitive
advantage

The
External
Environme
nt

Mission Statements

-- 90% of all companies have


used a mission statement in
the previous five years.

Customers

Products
Services

Markets

Technology
Employees

Public
Image

Mission
Elements
Survival
Growth
Profit
Self-Concept

Philosophy

Importance of Mission
Benefits from a strong mission
Unanimity of Purpose

Resource Allocation

Mission
Organizational Climate
Focal point for work
structure

Effective Missions

Broad
Broadin
inscope
scope

Generate
Generatestrategic
strategic
alternatives
alternatives

Not
Notoverly
overlyspecific
specific

Reconciles
Reconcilesinterests
interestsamong
among
diverse
diversestakeholders
stakeholders

Finely
Finelybalanced
balancedbetween
between
specificity
specificity&&generality
generality

Effective Missions

Arouse
Arousepositive
positivefeelings
feelings&&
emotions
emotions

Motivate
Motivatereaders
readersto
toaction
action

Generate
Generatefavorable
favorable
impression
impressionof
ofthe
thefirm
firm

Effective Missions

Reflect
Reflectfuture
futuregrowth
growth

Provide
Providecriteria
criteriafor
forstrategy
strategy
selection
selection

Basis
Basisfor
forgenerating
generating&&
evaluating
evaluatingstrategic
strategicoptions
options

Are
Aredynamic
dynamicin
innature
nature

CORE COMPETENCE

MISSION
What need do we
meet?

What do we do best in
that business?

Who is our customer?


What business are
we in?

FUNDAMENTAL QUESTIONS

MISSION

How do we achieve our vision?

VISION

What need do we meet?


Who is our customer?
What business are we in?
What do we do best
in that business?

CORE BELIEFS
What do we believe in?
CORE VALUES
What do we stand for?

What do we want
to become?

KONSEP DAN HUBUNGAN MISI, VISI, KEYAKINAN


DASAR, DAN NILAI DASAR
Keyakinan dasar adalah
keyakinan atas kebenaran misi,
visi, dan cara yang ditempuh
untuk mewujudkan visi

MISI

Misi merupakan jalan


pilihan untuk menuju
ke masa depan

Perwujudan visi
dilaksanakan dengan
perilaku yang dilandasi
keyakinan dan nilai dasar

KEYAKINAN DASAR
NILAI DASAR

Nilai dasar adalah nilai-nilai


yang dijunjung tinggi dalam
usaha organisasi untuk
mewujudkan visi melalui misi.

VISI

Visi adalah gambaran


kondisi masa depan
yang hendak diwujudkan.

TASK 2: SETTING OBJECTIVES

OBJECTIVES are an organizations


performance targets the specific results
management wants to achieve.
Objectives can be create base on mission
statement

Why Developing a Vision & Mission

Clear vision and mission is needed before


alternative strategies can be formulated and
implemented

TASK 3: CRAFTING A STRATEGY


1. How to attract and please customers,
2. How to compete against rivals,
3. How to position the company in the
marketplace,
4. How to respond to changing market conditions,
5. How to capitalize on attractive opportunities to
grow the business, and
6. How to achieve strategic and financial
objectives.

The Steps of Crafting a Strategy


1. Strategy making involves managers at all
organizational levels.
2. A companys strategy making hierarchy
(corporate strategy, business strategy,
functional-area strategies, and operating
strategies).
3. Uniting the strategy making hierarchy.
4. A strategic plan = a strategic vision +
objectives + strategy.

Strategy Formulation
Base on .
Vision & Mission
External Opportunities & Threats
Internal Strengths & Weaknesses
Long-Term Objectives
Alternative Strategies
Strategy Selection, dll

Issues in Strategy
Formulation

New
NewBusiness
Business
opportunities
opportunities

Businesses
Businessesto
toabandon
abandon

Allocation
Allocationof
ofresources
resources

Expansion
Expansionor
or
diversification
diversification

International
Internationalmarkets
markets

Mergers
Mergersor
orjoint
jointventures
ventures

Avoidance
Avoidanceof
ofhostile
hostile
takeover
takeover

TASK 4: EXECUTING THE STRATEGY

IT IS A JOB FOR A COMPANYS WHOLE


MANAGEMENT TEAM.

SHOW GOOD PROGRESS IN


ACHIEVING MANAGEMENTS
STRATEGIC VISION AND MISSION

JK: LEBIH CEPAT LEBIH BAIK

Principal Aspect of Executing a Strategy


( in most situations )
1. Communication and discussions
2. Staffing skill and expertise
3. Allocation and supporting resources and capabilities
4. Supporting structure and best practice
5. Ensuring that policies and procedures
6. Installing information and operating systems
7. Motivating people and rewards directly objectives
8. Company culture and norms
9. Internal leadership, dll

Strategy Implementation
Base on .

Annual Objectives
Policies
Employee Motivation
Resource Allocation, dll

Strategy
Implementation
Action
ActionStage
Stageof
ofStrategic
Strategic
Management
Management

Most
Mostdifficult
difficultstage
stage

Mobilization
Mobilizationof
of
employees
employees&&managers
managers

Interpersonal
Interpersonalskills
skills
critical
critical

Consensus
Consensuson
ongoal
goal
pursuit
pursuit

The problem that a survey 2012 of 92 Fortune


500 firms are listed in order of frequency:
1.

Implementation took more time than originally planned,

2.

Unanticipated major problems arose,

3.

Activities were ineffectively coordinated,

4.

Competing activities and crises took attention away from


implementation,

5.

The involved employees had insufficient capabilities to perform


their jobs,

6.

Lower-level employees were inadequately trained,

7.

Uncontrollable external environmental factor created problems,

8.

Departmental managers provided inadequate leadership and


direction,

9.

Key implementation tasks and activities were poorly defined, and

10. The information system inadequately monitored activities.

TASK 5: EVALUATING
PERFORMANCE AND INITIATING
CORRECTIVE ADJUSTMENTS
1. KONDISI
2. KRITERIA
3. SEBAB
4. AKIBAT
5. REKOMENDASI
6. TINDAKLANJUT
TO BE COUNTINUE AND OPERATING

The PlanningControlling Link

360o Feedback Performance Appraisal

feedback

Other
Managers

You

feedback

Evaluation
of Yourself feedback

Your
Customers

Your
Peers or
feedback
Team Members

Strategy Evaluation
Base on .

Internal Review
External Review
Performance Metrics
Corrective Actions, dll

Strategy
Evaluation
Final
FinalStage
Stageof
ofStrategic
Strategic
Management
Management

Subject
Subjectto
tofuture
future
modification
modification

Todays
Todayssuccess
successno
no
guarantee
guaranteeof
offuture
futuresuccess
success

New
New&&different
differentproblems
problems

Complacency
Complacencyleads
leadsto
to
demise
demise

For Review
Key Terms & Concepts
Cash Budget

Marketing Mix Variables

EPS/EBIT Analysis

Outstanding Shares
Method

Management Information
Systems (MIS)

Price-Earnings Ratio
Method

Market Segmentation

Product Positioning

THE END AND THANK YOU


We made
it!

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