Professional Documents
Culture Documents
Strategic Management:
Concepts & Cases
13th Edition
Fred David
Strategy formulation
Strategy implementation
Strategy evaluation
Implementasi strategi
Evaluasi strategi
Long-Term Objectives
Alternative Strategies
Strategy Selection
Visi Misi
Strategi Alternatif
Seleksi Strategi
Businesses to enter
Businesses to abandon
Allocation of resources
Expansion or
diversification
International markets
Mergers or joint
ventures
Avoidance of hostile
takeover
Annual Objectives
Policies
Employee Motivation
Resource Allocation
Tujuan Tahunan
Kebijakan
Motivasi pegawai
Mobilization of
employees & managers
Interpersonal skills
critical
• Keterampilan
interpersonal kritis
Internal Review
External Review
Performance Measurement
Corrective Action
Review Internal
Tinjauan Eksternal
Pengukuran Kinerja
Tindakan perbaikan
Judgment
Feelings
Little precedent
Pertimbangan
Perasaan
Competitive advantage
Strategists
Vision and mission statements
External opportunities and threats
Internal strengths and weaknesses
Long-term objectives
Strategies
Annual objectives
Policies
Copyright © 2011 Pearson Education, Inc. Ch 1 -32
Publishing as Prentice Hall
Persyaratan Utama dalam
Manajemen Strategis
Keunggulan kompetitif
Ahli strategi
Pernyataan visi dan misi
Peluang dan ancaman eksternal
Kekuatan dan kelemahan internal
Tujuan jangka panjang
Strategi
Tujuan tahunan
Kebijakan
Copyright © 2011 Pearson Education, Inc. Ch 1 -33
Publishing as Prentice Hall
Strategic Management is
Gaining and Maintaining
Competitive Advantage
Gather Information
Analyze Information
Organize Information
Mengumpukan Informasi
Menganalisis Informasi
Atur Informasi
Vision Statement –
What do we want to become?
Mission Statement –
What is our business?
Pernyataan Visi -
Apa yang kita inginkan?
Pernyataan Misi -
Apa urusan kita
Analysis of Trends
Economic
Social
Cultural
Demographic/Environmental
Political, Legal, Governmental
Technological
Competitors
Analisis Tren
Ekonomis
Sosial
Kultural
Demografi / Lingkungan
Teknologi
Pesaing
Copyright © 2011 Pearson Education, Inc. Ch 1 -43
Publishing as Prentice Hall
External Opportunities and Threats
Take advantage of
External Opportunities
Strategy Formulation
Avoid/minimize impact of
External Threats
Perumusan strategi
Menghindari /
meminimalkan dampak
Ancaman Eksternal
Controllable
activities performed
especially well or poorly
Aktivitas
terkontrol dilakukan
dengan baik atau buruk
Management
Marketing
Finance/Accounting
Production/Operations
Pengelolaan
Pemasaran
Keuangan / Akuntansi
Produksi / Operasi
Penelitian & Pengembangan
sistem Informasi Manajemen
Copyright © 2011 Pearson Education, Inc. Ch 1 -49
Publishing as Prentice Hall
Internal Strengths and Weaknesses
Ratios
Performance Measures
Internal Factors
Industry Averages
Survey Data
Rasio
Ukuran performa
Faktor internal
Rata-rata Industri
Data survei
Aid in evaluation
Create synergy
Reveal priorities
Focus coordination
Ciptakan sinergi
Ungkapkan prioritas
Fokus koordinasi
Berarti
tujuan jangka
panjang tercapai
Diversification
Acquisition
Product development
Market penetration
Retrenchment
Divestiture
Liquidation
Joint venture
Diversifikasi
Perolehan
Pengembangan produk
Penetrasi pasar
Penghematan
Divestiture
Likuidasi
Bekerja sama
Best Buy
Levi Strauss
Pembelian terbaik
Levi Strauss
StrategicManagement Process
Dynamic & continuous
More formal in larger
organizations
Communication is a key to
successful strategic management
Nonfinancial Benefits
Enhanced awareness of threats
Improved understanding of competitors’ strategies
Increased employee productivity
Reduced resistance to change
Clearer understanding of performance-reward
relationship
Enhanced problem-prevention capabilities
Takut gagal
Terlalu percaya diri
Sebelum pengalaman buruk
Minat sendiri
Takut yang tak diketahui
Perbedaan pendapat jujur
Kecurigaan