Sesson 3

EVALUASI LINGKUNGAN
EKSTERNAL PERUSAHAAN

POKOK BAHASAN
1. Komponen stratejik yang relevan
terhadap lingkungan makro
perusahaan
2. Berpikir stratejik mengenai industri
dan lingkungan kompetitif
perusahaan
3. Dll

QUESTION 1: WHAT ARE THE

STRATEGICALLY RELEVANT FACTORS
IN THE MACRO-ENVIRONMENT?
PESTEL Analysis : that comprises six
principal components: political
factors, economic conditions in the
firms general environment (local,
country, regional, worldwide), sociocultural forces, technological factors,
natural environmental factors
(ecological: weather, climate
change), and legal/regulatory
conditions.

Components of the External Environmental

Analysis

Table 2.2

The
External
Environme
nt

General Environment
The Economic Segment
(contd)
Inflation rates
Interest rates
Trade deficits or
surpluses
Budget deficits or
surpluses
Personal savings
rate
Business savings
rates

General Environment
The Sociocultural
(contd)
Segment

Women in the
workplace
Workforce diversity
Attitudes about
quality of worklife
Concerns about
environment
Shifts in work and
career preferences

General Environment
The Global Segment
(contd)
Product
innovations
Applications of
knowledge
Focus of private
and governmentsupported R&D
expenditures
New
communication

General Environment
The Technological
(contd)
Segment

Product
innovations
Applications of
knowledge
Focus of private
and governmentsupported R&D
expenditures
New

General Environment
The Political/Legal
(contd)
Segment

Antitrust laws
Taxation laws
Deregulation
philosophies
Labor training
laws
Educational
philosophies and
policies

General Environment
The Demographic
Segment

Population size
Age structure
Geographic
distribution
Ethnic mix
Income
distribution

Key External Forces & the

Organization

Key
External
Forces

Competitors
Suppliers
Distributors
Creditors
Customers
Employees
Communities
Managers
Stockholders
Labor Unions
Special Interest
Groups
Products
Services

Opportunitie
s
&
Threats

Scanning the External Environment

Analysis of Societal Environment
Economic, Sociocultural, Tecnological, Political-Legal
Factors
Market
Analysis
Communit
y
Analysis

Interest
Group
Analysis

Competito
r
Analysis

Selection of
strategic
Factors
Opportunitie
s
Threats

Supplier
Analysis
Governme
nt
Analysis

Matching Company
Strategy to Competitive
Conditions
A companys strategy is increasingly
effective the
more it provides some insulation from
competitive
pressures, shifts the competitive battle in
the
companys favor, and positions firms to
take

QUESTION 2: HOW STRONG ARE

THE INDUSTRYS COMPETITIVE
Identifying Rival Firms
FORCES?
THE FIVE FORCES MODEL OF
COMPETITION: A KEY ANALYTICAL
TOOL

1.Competition from rival sellers,

2.Competition from potential new
entrants to the industry,
3.Competition from producers of
substitute products,
4.Competition from supplier
bargaining power

The Five-Forces Model of Competition

Potential development
of substitute products

Bargaining power
of suppliers

Rivalry among
competing firms

Potential entry of new

competitors

Bargaining power
of consumers

Potential
Potential
Entrants
Entrants
Threat of
Relative Power
New Entrants
Of Unions,
Industry
Goverments,
Competitors
Other
etc
Other
Bargaining
Stakeholders
Stakeholders
Power
Of Buyers

Suppliers
Suppliers

Bargaining
Power
Of Suppliers

Rivalry Among
Existing Firms
Threat of
Substitute Products
Or services

Substitutes
Substitutes

Buyers
Buyers

Competitive Forces
Identifying Rival Firms
Strengths
Weaknesses
Capabilities
Opportunities
Threats
Objectives
Strategies

TOWS
MATRIX

QUESTION 3: WHAT FACTORS

ARE DRIVING INDUSTRY
CHANGE, AND WHAT IMPACT
WILL THEY HAVE?
DRIVING FORCES are the
mayor

underlying causes of change in

industry
and competitive conditions

The Most Common Drivers of

Industry Change

1. Changes in the long-term industry growth rate

2. Increasing globalization

3. Emerging new internet capabilities and applications

4. Changes in who buys the product and how they use it
5. Technological change and manufacturing process innovation
6. Product and marketing innovation
7. Entry or exit mayor firms
8. Diffusion of technical know-how across companies and
countries
9. Changes in cost and efficiency
10. Reductions in uncertainty and business risk
11. Regulatory influences and government policy changes
12. Changing societal concerns, attitudes, and lifestyles.

QUESTION 4: HOW ARE

INDUSTRY RIVALS POSITIONED
IN THE MARKET?
A STRATEGIC GROUP is a cluster of
industry rivals that have similar
competitive approaches and market
positions
STRATEGIC GROUP MAPPING is a
technique for displaying the different
market or competitive positions that
rival firms occupy in the industry

CURRENT
CURRENT STRATEGY:
STRATEGY: how
how
the
the company
company is
is
competing
competing currently
currently

OBJECTIVES:
OBJECTIVES:
strategic
strategic and
and
performance
performance
objectives
objectives

Strategic
Moves
(actions and
reactions)

And
Outcomes

A Framework
for Competitor
Analysis

ASSUMPTIONS
ASSUMPTIONS
:: held
held about
about
itselt
itselt and
and the
the
industry
industry

CAPABILITIES:
CAPABILITIES:
key
key strengths
strengths
and
and
weaknesses
weaknesses

Competitor Analysis
Components

QUESTION 6: WHAT ARE THE

INDUSTRYS KEY FACTORS?
KEY SUCCESS FACTORS are the
strategy elements, product and
service attributes, operational
approaches , resources, and
competitive capabilities that are
essential to surviving and thriving in
the industry.
Correctly diagnosing an industrys
KSFs raise a companys chances of
crafting a sound strategy

STEPS

OUTPUT

1. Trend watching

Identified trends and its potential impacts

on company business (financial, customer,
process, learning and growth)

2. SWOT Analysis

Peluang, ancaman, kekuatan, dan

keterbatasan

3. Envisioning

Reconfirmed or redefined mission, vision,

core beliefs, and core values

4. Strategy crafting

Chosen strategy

SWOT ANALYSIS
Kegiatan:
Identifikasi peluang (Opportunities)
Identifikasi ancaman (Threats)
Identifikasi kekuatan (Strengths)
Identifikasi keterbatasan
(Weaknesses)

Keluaran:
Peluang, ancaman, kekuatan, dan
keterbatasan

Industry Matrix
Weight

Key Success Factors

1

Total

Company A
Rating

Company A
Weighted Score

Company B
Rating / Comments
5

1.00

Notes: 1. List opportunities and threats (510 each) in column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not
Important) in Column 2 based on that factors probable impact on the companys strategic position. The total weights must sum to
1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the companys response to that factor. 4. Multiply
each factors weight times its rating to obtain each factors weighted score in Column 4. 5. Use Column 5 (comments) for rationale
used for each factor. 6. Add the weighted scores to obtain the total weighted score for the company in Column 4. This tells how well
the company is responding to the strategic factors in its external environment.
Source:T. L. Wheelen and J. D. Hunger, Synthesis of External Strategic Factors Analysis Summary (EFAS). Copyright 2012
by Wheelen and Hunger Associates. Reprinted by permission.

PERTANYAAN UNTUK REKONFIRMASI ATAU

REDEFINISI MISI (1)
Kebutuhan apa yang kita penuhi?
Alasan keberadaan suatu bisnis adalah
adanya kebutuhan yang dipenuhi.
Dengan demikian jawaban atas
pertanyaan ini merupakan alasan
mengapa kita berada dalam bisnis
tertentu (the reason for being). Sumber
informasi untuk menjawab pertanyaan
ini adalah berbagai peluang dan
ancaman yang teridentifikasi dalam
SWOT analysis.

PERTANYAAN UNTUK REKONFIRMASI ATAU

REDEFINISI MISI (2)

Siapakah customer kita?

Customer adalah satu-satunya alasan mengapa bisnis

memiliki kemampuan untuk mempertahankan
kelangsungan hidupnya dan bertumbuh. Kebutuhan untuk
terbang dengan kecepatan tinggi (dua kali kecepatan
suara) menyebabkan bisnis penerbangan Concord lahir dan
beroperasi. Namun, karena customer tidak mampu
menanggung biaya penerbangan yang sangat tinggi,
kelangsungan hidup perusahaan tersebut tidak dapat
dipertahankan setelah beroperasi lebih dari 25 tahun. Bisnis
penerbangan cepat tersebut berhenti karena tidak ada
customer-nya. Sumber informasi untuk menjawab
pertanyaan ini adalah berbagai peluang dan ancaman yang
teridentifikasi dalam SWOT analysis dan studi kelayakan
yang dibuat untuk menjajagi kemungkinan pemenuhan
kebutuhan tersebut.

PERTANYAAN UNTUK REKONFIRMASI ATAU

REDEFINISI MISI (3)
Dalam bisnis apa kita berusaha?
Berdasarkan jawaban atas pertanyaan
pertama dan kedua tersebut di atas,
dalam satu kalimat, digambarkan
bisnis yang menjadi fokus perusahaan.
Inilah pernyataan misi perusahaan.
Sumber informasi untuk menjawab
pertanyaan ini adalah studi kelayakan
yang dibuat untuk menjajagi
kemungkinan bisnis tersebut.

PERTANYAAN UNTUK REKONFIRMASI ATAU

REDEFINISI MISI (4)
Apa yang terbaik kita lakukan dalam bisnis
tersebut?
Jawaban atas pertanyaan ini menjelaskan kompetensi
inti perusahaan yang dijadikan sebagai andalan dalam
memenuhi kebutuhan customer. Indentifikasi
kompetensi inti diperlukan untuk menopang daya
saing perusahaan dalam memenuhi kebutuhan
customer secara berkelanjutan. Dalam lingkungan
kompetitif, bisnis pilihan yang menjadi fokus
perusahaan harus didukung dengan kompetisi inti
kompetensi yang tidak mudah disaingi oleh pesaing,
agar perusahaan memiliki kemampuan untuk
mempertahankan kelangsungan hidupnya dan
bertumbuh. Sumber informasi untuk menjawab
pertanyaan ini adalah berbagai kekuatan dan
keterbatasan yang teridentifikasi dalam SWOT
analysis.

QUESTION 7: IS THE INDUSTRY

OUTLOOK CONDUIVE TO GOOD
PROFITABILITY?
?????????????

End of Chapter and Thank

You