Professional Documents
Culture Documents
What Is Strategy?
A. Traditional strategy
Strategy as “the science and art military command as applied to the
overall planning and conduct of large-scale combat operation (America
Heritage Dictionary)
As determination of the basic long term goals and objectives of
enterprise, and the adoption of courses of action and the allocation of
resources necessary for carrying out these goal (Harvard’s Alfred
Chandler)
B. A New Approach
Strategy that stress the role of planning ignore the fact that strategies can
emerge from within organization without any formal plan (pattern in a
stream of decision or action, ex: the pattern being a product of whatever
intended strategies (planned) are actually realized and of any emergent
(unplaned) strategies. (Mintzberg)
The Hows That
Define a Firm's Strategy
• How to please customers
• How to respond to changing
market conditions
Strategy
• How to out compete rivals is HOW
• How to grow the business to . . .
Perancangan Perancangan
Implementasi
Struktur Sistem Pengendalian
Strategi
Organisasional Strategik
Mission and
Goals
Organization
Implementation
Emergent Strategy
Strategic Choise
Does it fit ?
Organization
grassroots
Mission and Major Goals
The mission sets out why the organization exists and what it should be
doing, for example : mission a national airline might be defined as
satisfying the needs of individual and business transportavelers for high
speed transportation at the reseonable price to all major population
centre of North America.
Subtitutes
Demografi Macro
Environment economic
Social environment
Environment
Faktor-Faktor Lingkungan
EKONOMI POLITIK
•Sumberdaya Alam
•Stabilitas
•Tenaga Kerja
•Ideologi
•Modal
•Institusi
•Infrastruktur
•Teknologi •Keterkaitan Geopolitis
BUDAYA DEMOGRAFI
Sumberdaya
Capability-Based Strategy
PROFIT
Sumberdaya
Capability-Based Strategy
• STRATEGI
Strategi dikembangkan untuk: PROFIT
• lebih mengefektifkan dan
mengefisienkan penggunaan
sumberdaya, Keunggulan
• memperkuat core competencies, Kompetitif
• memperbaiki mekanisme proses
organisasional
Mekanisme Proses
Organisasional
Core Competencies
Sumberdaya
Analisis Rantai Nilai
(Value Chain)
PRIMARY ACTIVITIES
SUPPORT ACTIVITIES
Infrastruktur Perusahaan
SUPPORT
PRIMARY ACTIVITIES
Metodologi Dalam
Analisis Value Chain
1. IDENTIFIKASI AKTIVITAS:
– Primer
– Pendukung
2. PENILAIAN terhadap masing-
masing AKTIVITAS
3. PENYIMPULAN
Komparasi
Kapabilitas strategik sering sulit dinilai dalam ukuran
absolut. Dua pembanding yang paling sering digunakan
adalah historis - perbaikan atau penurunan
dibandingkan dengan masa lalu - atau norma
industri - perbandingan dengan perusahaan-
perusahaan sejenis atau pesaing. Basis komparasi
ketiga yang sekarang makin banyak diterapkan adalah
membandingkan dengan praktik terbaik (best practice),
atau dikenal dengan istilah benchmarking, yang
mencakup komparasi di luar industri.
Identifikasi
Berbagai Isu
Aspek terakhir analisis sumberdaya adalah
Kunci
identifkasi berbagai isu strategik kunci berdasarkan
berbagai analisis sebelumnya. Analisis ini pada
dasarnya merupakan penilaian berbagai kekuatan
dan kelemahan perusahaan dan kompetensi inti
atau unik (sering disebut core competences atau
distinctive competences). Sumber kompetensi unik
antara lain kapabilitas dan sumberdaya finansial,
manajerial, fungsional, organisasional, teknologi dan
pelayanan, reputasi dan networks. Hasil analisis
memberikan dasar dengan mana alternatif strategik
dievaluasi.
Empat pertanyaan penting:
• Pertanyaan nilai
Apakah berbagai sumberdaya dan kapabilitas Rerangka Analisis
perusahaan memungkinkan perusahaan untuk Kekuatan dan
menghadapi kesempatan dan ancaman Kelemahan
lingkungan? Penilaian Sumberdaya
dan Kapabilitas
• Pertanyaan kelangkaan
Apakah para pesaing juga mempunyai berbagai
sumberdaya dan kapabilitas yang bernilai
tersebut?
• Pertanyaan organisasi
Apakah organisasi memungkinkan untuk
mengeksploitasi potensial persaingan
sumberdaya dan kapabilitas secara penuh?
Kompetensi inti merupakan kumpulan kapabilitas atau
ketrampilan yang memungkinkan perusahaan untuk Konsep
menyampaikan nilai atau manfaat fundamental yang dicari Kompetensi
pelanggan. Kompetensi ini harus memberikan kontribusi inti
substansial terhadap customer values.
Memiliki banyak tenaga kerja trampil ya- 0.16 2 0.32 Mengenal produk dan pelanggan
ng berpengalaman
0,93
KELEMAHAN 0,27 KEKUATAN
Strategi Strategi
Defensif Diservikasi
ANCAMAN
` IFAS STRENGTHS (S) WEAKNESS (W)
- Tenaga kerja trampil dan - Biaya produksi sangat tinggi
EFAS pengalaman - Proses produksi
- Menghasilkan produk yg menggunakan tek nologi lama
berkualitas - Fasilitas manufactur
- Jaringan distribusi yang baik
Membandingkan proses
Suatu proses yang
Tidak hanya ukuran kinerja
terstruktur
3. Suatu proses perbandingan dan pengukuran yang terus menerus yang dilakukan
oleh suatu organisasi dengan organisasi lain yang terbaik untuk memperoleh
informasi yang membantu organisasi tersebut memperbaiki kinerjanya
(APQC,1993)
Internal benchmarking
- Melakukan benchmarking antar departemen atau bagian
dalam suatu organisasi
Competitive Benchmarking
- Benchmarking dengan pesaing langsung
Generic Benchmarking
- Benchmarking dengan organisasi lain, bahkan ada di luar
industri
Contoh Benchmarking
Perusahaan A WORLD CLASS
A. Kondisi Struktural
- Sumberdaya dan kemampuan untuk melakukan bencmarking harus
dimiliki oleh perusahaan, seperti keuangan, waktu, pengetahuan,
tentang benchmarking, potensi dan kemampuan kompetitif untuk
berkembang, dokumentasi proses
B. Kondisi Kultural
- Sikap dan nilai yang mendasari pelaksanaan yang efektif benchmarking
perusahaan, seperti :
- Kemauan untuk berubah
- Kemauan untuk membagi informasi
- Komitmen menejemen
- Partisipasi karyawan
Lanjutan
C. Pemahaman yang baik tentang proses bisnis
perusahaan
- Pendokumentasian proses, mis flow-chart
- Memahami bagaimana pengaruh proses bisnis dapat
berbeda-beda pada faktor kompetisi dan faktor kunci
keberhasilan
- Ukuran kinerja untuk proses bisnis
Tahapan Benchmarking
PLAN
Memilih, menentukan proses benchmarking, mendokumentasikan proses, dan menentukan
ukuran kinerja
SEARCH
Mencari patner untuk benchmarking
OBSERVE
Memahami dan mendokumentasikan proses patner, termasuk kinerja dan praktiknya
ANALYZE
Mengidentifikasi gap kinerja, dan mencari sebab utama timbulnya gap kinerja
ADAPT
Memilih the best practise dan mengadaptasikan ke perusahaan melalui implementasi berbagai
perubahan yang perlu
STRATEGIC CHOICE
Functional level strategy; competitive advantage stems from a company’s ability to
attain superior efficiency, quality, innovation, and customer responsiveness.
Business level strategy; company encompasses the overall companies theme that
company choosen to stress, three generic business level strategies: cost
leadership, diffentiation, focusing on particular market niche are implemented.
Global strategies; to asses the benefits and cost global expansion, and examine
three different strategies such as multidomestic, international, and global that
company can compete in global market place.
Corporate level strategies; there is a question for corporate busniss level stratey
shoul be answered. What business should we be into maximize the long run
profitability ? For many organizations competing successfully often involves
vertical integration-backward into production of input for the main operation or
forward into disposal of output. Included acqusitions, new ventures, and
restructureof portofolio.
Functional Level Strategy
Functional Level Strategy
2. Second, R&D can help a company to achieve efficiency by innovation, ex: Toyota
has flexible manufacturing system with reduced setup times.Human
Resources and Efficiency
The more productive the employee the lower will be the unit cost. There is three
main choices to make employee productive are training, organizing the work
force into self managing teams, and linking pay to performance.
Infrastructure and Efficiency
Achieving superior efficiency can built through top management
by facilitate cross functions cooperation, ex: R&D need close
cooperation with material management, HRD and so on.
R&D Strategy and Efficiency
The role of R&D in helping a company achieve greater efficiency is twofold.
1. First, R&D can boost eficiency by designing products that are easy to
manufacture, ex: after Texas instruments redisigned an infrared sighting
mechanism that it supplies to the Pentagon, the company found that it
had reduced the number of parts from 47 to 12.
Factors
Factors Competitive External
Internal Strategy to the
to the Company
Company
Personal Values
of the Key Broader Societal
Implementers Expectations
Levels of Strategy
Network Q
Alliance P
Corpration Y
Network
Level Corpration X Corpration Z
Business B Condition T
Business L
Corporation X
Corporate
Level Business A
Business B Business C
Business B
Functional Product
Level Price Place
Pomotion
Five Generic Competitive Strategies
Low-Cost Provider Strategies
Keys to Success
• Make achievement of meaningful lower costs
than rivals the theme of firm’s strategy
• Include features and services in product
offering that buyers consider essential
• Find approaches to achieve a cost advantage
in ways difficult for rivals to copy or match
Approach 2
Revamp value chain to bypass cost-producing
Control
activities that add little value from the buyer’s costs!
perspective By-pass
costs!
Approach 1: Controlling the Cost
Drivers
Objective
• Incorporate differentiating features that cause buyers to
prefer firm’s product or service over brands of rivals
Keys to Success
• Find ways to differentiate that create value for buyers
and are not easily matched or cheaply copied by rivals
Objectives
Objective
Serve niche buyers better than rivals
Keys to Success
• Choose a market niche where buyers have distinctive
preferences, special requirements, or unique needs
• Develop unique capabilities to serve needs of target buyer
segment
Approaches to Defining a Market
Niche
• Geographic uniqueness
• Specialized requirements in
using product/service
• Leadersip strategy
• Niche Strategy
• Harvest Strategy
• Divestment Strategy
GLOBAL STRATEGY
Compete in Global Marketplace
Upstream Downstream
Benefit of Vertical Integration
• Related diversivication
Diversivication into a new business activity that
is linked to a company”s existing business
activity, Ex : Toyota, Sony, etc.
• Unrelated diversivication
Diversivication into new business area that has
no obvious connection with any company’s
existing areas, ex: Conglemeration
Acquisition
Is purchasing an estabized company,
complete with all its facility, aquipment,
and personnel.
The Failure of Acquisition :
• Companies difficult when trying integrate
corporate culture
• Companies overestimate the potential economic
benefit
• Tend to be very expensive
• Companies often do not adequately screen their
acquisition target
Join Ventures
When the company see a posibility
of establishing a new business in
embryonic or growth industry but
facing a risks and cost associated
with this project. The company
using joint ventures with another
company for entring this project
with such agreement.
Restructuring
One reason for retructuring in
recent years has been early
overdiversification. More
precisely, the bureaucratic
inefficiencies created by
expanding the scope of
organization outweighed and
company performance
declined.
Exit Strategies
Divestment
It represents the best way for a company to recoup as
much of its initial investment in a business unit as
posible. The idea to sell the business unit to the
highest bidder.
Harvest or Liquidation
It involves stoping investment in a unit in order to
mazimize short to medium term cash flow from that
unit before liquidating.
Turnaround Strategy
It cause by corporate decline: poor
management, overexpansion, in adequate
financial controls, high costs, the emergence
of powerful new competation, unforseen
shift of demand, and organization inertia, ex
: IBM’s in 1990s with mainframe computer
as main business.
IMPLEMENTASI STRATEGI
Strategi yang baik tidak selamanya
mencapai kinerja yang diinginkan.
Penentunya adalah seberapa jauh para
manajer mampu menindak-lanjuti strategi
tsb menjadi kenyataan.
– Convincingly communicate
reasons for the new strategy
– TQM
• Operations data
• Employee data
• Supplier/partner/collaborativelly data
Perhotelan D 40 40 45 50 30 35 210
Restoran E 5 5 15 10 35 80 165
INDUSTRI NAMA MARKET M.SHARE MARKET PERTUMB GROWTH
TERKUAT RELATIF
3 4
Low
32 %
0.71
A
3 4
Low
1.43
24 %
?
C
Market
24 %
Growth
ate
32 %
0.71
A
3 4
Low
1.43
24 %
?
C
1.29
Market D
Growth 24 % 19 %
ate 1.0
32 %
0.71
A
3 4
Low
1.43
24 %
?
C
1.29
Market D
Growth 24 % 19 %
ate 1.0
32 %
3%
0.71
A
E
3 4
Low