straman tools 2015.ppt

seca @ 2010

STRATEGIC MANAGEMENT

MANAJEMEN STRATEGIPENGANTAR PENGERTIAN DAN PROSES

PENYEDERHANAAN OLEH :

HISKAK SECAKUSUMAIR-ITB, SE-UI, [email protected]

101010

seca @ 2010

Samurai Warriors Sony diikuti Panasonic dan

Sharp mengumumkan angka kerugian trilyunan rupiah. Harga-harga saham mereka roboh berkeping-keping. Sanyo bahkan harus rela menjual dirinya ke perusahaan China. Sharp berencana menutup divisi AC dan TV Aquos-nya. Sony dan Panasonic mem-PHK ribuan karyawan mereka. Dan Toshiba? Divisi produk televisi mereka juga mati.

Oleh :Yodhia Antariksa, Msc (2012)

What would you do, if your doctor said you have only one month to live?

seca @ 2010

Attitude towards the Future Passive

Tak peduli apa itu masa depan, kerjakan semua sebaik-baiknya sekarang. Yang penting, kita kerja keras dan makin efisien.

Reactive Kita tunggu saja perubahan yang terjadi, kita sesuaikan/adaptasi dengan keadaan

perubahan itu.

Anticipative Kita perlu mencari tahu perubahan apa yang akan terjadi, dari sumber-sumber

perubahannya. Kita harus sudah menyiapkan sarana prasarana dan ikut berubah bersama.

Proactive Menjadi pemimpin perubahan, ikut menentukan dan menciptakan perubahan, dan

menentukan standar-standar baru.

Modified from:Brown & Eisenhardt, Competing on the Edge, 1998, Chapt. 1

101010

UNIVERSITAS INDONESIA

seca @ 2010

StrategyIf the only tool you have is a hammer,

you treat everything like a nail.Abraham Maslow (1908 – 1970)


An early and precise definition would help to avoid conflicting interpretations.

However, any such sharp definition of strategy would actually be misleading.

There are strongly differing opinions on most of the key issues and the disagreements run so deep that even a common definition of the term ‘strategy’ is illusive.

The conflicting views mean that strategy cannot be summarized into broadly agreed on definitions, rules, matrices and flow diagrams.

(De Witt & Meyer, 2010. Strategy, 4 th Edition)

seca @ 2010

Drawing Game

Gambarlah sebuat bintang, yang terdiri dari garis lurus sinambung (tanpa boleh berimpit digaris yang sama).

(no more than one minute)

seca @ 2010

FIGURE 2.1 The Strategy-Making, Strategy-Executing Process

Strategic Plan

2–6

seca @ 2010

THE DOMAIN & FRAMEWORKS

MPro + Ma + TeGo + Phi + Sel

IE + EE+ CP + FC

PO

S + LOOS + AO + P

SLCR + Control

T & C

Strategy + Objective + Annual + PolicyBalanced Scorecard & Strategy Map*Business Strategy Diamond **

* Kaplan & Norton, 1992

** Hambrick & Fredrickson, 2001

The Process

The Content

The ContextStableDynamicTurbulentCrisis

Network LevelCorporate LevelBusiness LevelFunctional Level

For ProfitNon-ProfitGovernment

IndustryOrganizationInternational

Etc.

(Secakusuma, 2008)

The Factors to PerformanceEntrepreneurshipGovernanceLeadershipEtc.

The ToolsThe Analytical Tools:BCGNine CellsIndustry AnalysisGeneric StrategiesValue ChainScenariosEtc.

101010

The Theories


seca @ 2010

The Context (versions)

Stable Dynamic (BO-strategy)

Turbulent (Scenario)

Network Level Corporate Level Business Level Functional Level

For Profit Non-Profit Government

Industry Organization International


Life Cycle Curve Mission Focused

Parenting

State Owned Family Owned Public Owned

Controlled Ec. Emerging Ec. Developed Ec.

Etc.

seca @ 2010

The Content Strategy + Objective + Annual + Policy Balanced Scorecard & Strategy Map* Business Strategy Diamond **


* Kaplan & Norton, 1992** Hambrick & Fredrickson, 2001

seca @ 2010

The Factors (1) Entrepreneurship Strategic Innovation Stakeholders Governance Leadership Growth (Smart) Off Competition (Blue Ocean) Disrupting Markets (Reverse Innovation) Business Model Lean Organization Positioning Competitive Dynamics The Channels The Conflicts The Teams The Vision The Change Mergers & Acquisitions Exiting The Failures


seca @ 2010

The Factors (2) The Measurements Sustainable Competitive Advantage Creating Value The Emerging Markets Globalization Corporate Capabilities Differentiations (Repeatable, Sustainable) Value Based Capabilities and Routines Public Private Partnership Competing Alliances


seca @ 2010

The Tools (Analytical and Frameworks)

BCG Nine Cells (GE, McKinsey etc.) TOWS Industry Analysis Generic Strategies Blue Ocean Value Chain Scenarios Competitive Advantage of Nations Etc.


seca @ 2010

The Theories Industrial Organization Economics (I/O)*

Neoclassical Perfect Competition Theory (Combiners of Inputs) Bain-Mason Paradigm (Output restrainers S-C-P), Porter Schumpeter’s Response (Seekers of New Ways of Competing) The Chicago Response (Seekers of Efficiencies)

Competitive Dynamics Organizational Economics

Transaction Cost Economics, Agency Theories Stewardship Theories

Resource-Based View (RBV) The Theory of the Growth of the Firm The Knowledge-Based View Strategic Leadership and Strategic Decision Theory The Behavioral Theory of the Firm The Dynamics Capabilities

Game Theory


*Conner, 1991.

seca @ 2010 UNIVERSITAS INDONESIA

Strategy Formulation Framework000601

STAGE 1 : THE INPUT STAGE

STAGE 3 : THE DECISION STAGE

STAGE 2 : THE MATCHING STAGE

External FactorEvaluation (EFE)Matrix

Internal FactorEvaluation (IFE)

Matrix

CompetitiveProfile

Matrix

TOWSMatrix

BCGMatrix

SPACEMatrix

Grand StrategyMatrix

Internal-ExternalMatrix

QSPMQuantitative Strategic Planning Matrix

David, 6th Ed., 1997, Fig. 6-2


PERNYATAAN MISI BISNISTIGA SEHAT ENAM SEMPURNA

Produk dan/atau Jasa (Products/Services, yang menyediakan nilai atau manfaat sepadan dengan harganya)

Pasar atau Konsumen (Consumers, kebutuhan segmen pasar tertentu yang akan dilayani/dipenuhi)

Andalan (Specifics, sesuatu yang menjadi andalan khusus berbisnis ini)

Tujuan (Goals, tujuan yang akan diperjoangkan untuk periode perencanaan: survival, growth, profitability)

Falsafah (Philosophy, dasar keyakinan dan nilai-nilai yang menjadi landasan kebersamaan dalam berinteraksi)

Konsep Diri (Self Consept, kompetensi dan ciri keunggulan yang diagungkan, termasuk mana intern: apakah kita ini dan ekstern: apakah citra yang kita inginkan)

991122

991129

Modified from: Pearce & Robinson, Strategic ManagementAnd R. David, Strategic Management


PERNYATAAN MISI KORPORASITIGA SEHAT ENAM SEMPURNA

P P A Tujuan (Stakeholders Oriented, Measurable)

Falsafah (Philosophy, dasar keyakinan dan nilai-nilai yang menjadi landasan kebersamaan dalam berinteraksi)

Konsep Diri (Self Consept, kompetensi dan ciri keunggulan yang diagungkan, termasuk mana intern: apakah kita ini dan ekstern: apakah citra yang kita inginkan)

991122

120911

Modified from: Pearce & Robinson, Strategic ManagementAnd R. David, Strategic Management

seca @ 2010

PORTER’S COMPETITIVE STRATEGY

INDUSTRY ANALYSIS

GENERIC STRATEGIES

VALUE CHAIN

101010


CAON


External Environment

THE FIRM

Operating Environment(Global and Domestic)

Competitors, Creditors,Customers, Labors,

Suppliers

Industry Environment(Global and Domestic)

Entry barriers, Supplier, Buyer,Substitute, Rivalry

Remote Environment(Global and Domestic)

Economic, Social, Political, Technological, Ecological

Pearce & Robinson, 6th Ed, 1997, Fig. 3-1

991129


FactorEndowments

National Competitive Advantage(Porter’s Diamond)

Strategy, Structure,Rivalry

Related & Supp.Industries

DemandConditions

000524

Hill&Jones, 4th Ed, 1998, Fig. 3-8

NationalCompetitiveAdvantage

CLUSTER


Industry Analysis(Porter’s Five Forces)

Potentialentrants

Substitutes

BuyersSuppliers Rivalry amongexisting firms

Bargaining power of Bargaining power of

Threat ofnew entrants

Threat of

991129



Competitive Profile Matrix

Company Competitor 1 Competitor 2Success Factors Weight Rate Score Rate Score Rate Score

Total Weighted Score

Market SharePriceFin. PositionProduct QualityCustomer Loyaltyetc.

David, 6th Ed., 1997, Fig. 4-18

000601


TOWS Analysis Matrix

Strenghts Weaknesses

Opportunities

Threats

S OUse strengths to

take advantage ofopportunities

David, 6th Ed, 1997, Fig. 6-3

S TUse strengths to

avoid threats

W TMin. Weaknessesand avoid threats

W OOverc. weaknessestaking advantageof opportunities

991122

SW

OT


BCG Growth-Share Matrix (Boston Consulting Group)

Relative Market ShareHigh Low

Hig

hLo

wIn

dust

ry G

row

th R

ate

Hill & Jones, 4th Ed., 1998, Fig. 10.1

991122


CFROI (Cashflow Return on Investment, BCG) Strategies for Value Creation

CFROI (%)

Size

Cost of Capital (Tolok Ukur)

Memilih Core of Business :Ide dari BCG di Jaya, 1997

* Increase CFROI* Hold CFROI, Grow Fast* Erode CFROI, Grow Faster

* Increase CFROI* Reduce Reinvestment* Divest or Liquidate

* Increase CFROI* Then Grow

NeutralSpread

BusinessNegativeSpreadBusiness

FEDC

PositiveSpread

Business

991122

A

B


Value CreationPotential

High Low

Hig

hLo

wFi

tnes

s to

Mis

sion

* B E

D

C

F

Sell & Realise Value Close / Divest

Invest & Grow

Creat Value /Divest if cannot

improve

MISSION and VALUE

Memilih Core of Business :Ide dari BCG di Jaya, 1997

A

* Istilah Vision dipakai oleh BCG

991122


Porter’s

GENERIC STRATEGIES

Strategic AdvantageDifferentiation Low Cost

Bro

adN

arro

w/F

ocus

Stra

tegi

c Ta

rget

Differentiationin

Narrow Target

Low Costin

Narrow Target

Differentiationin

Broad Target

OverallCost

Leadership

Michael Porter’s on Competitive Strategy, Video, 1988

991122


Porter’s Typical Value Chain

Michael E. Porter, Competitive Advantage, 1985

Firm Infrastructure

Procurement

Technology Development

Human Resources Management

Inbound Logistic

Operation

Outbound Logistic

Marketing and Sales

Service

MarginMargin

Primary Activities

Support A

ctivities

991122


Decision MatrixTHE QSPM MATRIX

(The Quantitative Strategic Planning Matrix ) STRATEGIC ALTERNATIVESWeight Strategy 1 Strategy 2 Strategy 3KEY FACTORS

EXTERNAL FACTORSEconomyPolitical/Legal/GovernmentalSocial/Cultural/Demographic/Env.TechnologicalCompetitive

INTERNAL FACTORSManagementMarketingFinance/AccountingProduction/OperationResearch and DevelopmentComputer Information Systems

SUM OF WEIGHTED SCORES

David, 6th Ed, 1997, Tab. 6-5

991122


Evolusi Daur Industri/Produk000524

Time

Embryonic

Growth Shakeout Maturity Decline

Dem

and


seca @ 2010

Corporate Level StrategyCorporate Level Strategy

The Parenting Fit Matrix

Henry, Understanding Strategic Management, 2nd Ed.


GE Nine Cell Planning Grid

Invest/Grow

Harvest/DivestSelectivity

Business Strength

Strong Average Weak

Med

ium

Hig

hLo

wIndu

stry

(pro

duct

-mar

ket)

attra

ctiv

enes

s

Harvest/Divest

Harvest/Divest

Invest/Grow Invest/Grow Selectivity

Selectivity


991122


McKinsey Matrix (McKinsey & Company)

Winner Winner

Winner Loser

LoserLoser

Question Mark

Average

ProfitProducer


Competitive Position

Good Medium Poor

Medium

High

Low

Indu

stry

Attr

activ

enes

s

991122


Industry Attractiveness - Business Strength Matrix (McKinsey & Company and General Electric)

Pearce & Robinson, 6th Ed., 1997, Fig. 9-4

Industry Attractiveness

High Medium Low

Medium

High

Low

Bus

ines

s S

treng

thSelectiveGrowth

Grow orLet Go

Grow orLet Go

Grow orLet Go

Harvest

Harvest Divest

SelectiveGrowth

Invest

991122

seca @ 2010 UNIVERSITAS INDONESIA Pearce & Robinson, 6th Ed., 1997, Fig. 9-5

Stage of Market Life CycleIntroduction Growth Maturity Decline

Moderate

High

Low

Com

petit

ive

Stre

ngth

Lifecycle Portfolio Matrix

Push

Invest Aggressi

vely

Caution

Invest Selectiv

ity

Danger

Harvest

991122


Core Competence Agenda

MarketExisting New

New

Exi

stin

gCor

e C

ompe

tenc

e

Fill in the Blanks White Spaces

Premier plus 10 yrs Mega-opportunities


991122


SWOT Analysis Diagram

MajorEnvironmental

Threats

NumerousEnvironmentalOpportunities

SubstantialInternal

Strengths

CriticalInternal

Weaknesses


AggressiveStrategy

DiversificationStrategy

TurnaroundOrientedStrategy

DefensiveStrategy

991122

seca @ 2010 UNIVERSITAS INDONESIA Pearce & Robinson, 6th Ed, 1997, Fig. 8-4

Vertical IntegrationCongl. Diversification

Horizontal IntegrationConcentric DiversificationJoint Venture

TurnaroundDivest

Liquidation

ConcentratedMarket Development

Product DevelopmentInnovation

MaximizeStrength

OvercomeWeakness

ExternalResources

InternalResources

Grand Strategy Selection991122


Grand Strategy Matrix/Cluster

SlowMarket Growth

RapidMarket Growth

StrongCompetitive

Position

WeakCompetitive

Position

David, 6th Ed, 1997, Fig. 6-11Pearce & Robinson, 6th Ed, 1997, Fig. 8-5

Market PenetrationMarket DevelopmentProduct DevelopmentHorizontal IntegrationVertical IntegrationConcentric Diversification

Market PenetrationMarket Development

Product DevelopmentHorizontal Integration

DivestitureLiquidation

Concentric DiversificationHorizontal DiversificationConglomerate DiversificationJoint Venture

Concentric DiversificationHorizontal Diversification

Conglomerate DiversificationRetrenchment

DivestitureLiquidation

991122


SPACE Matrix (Strategic Position and Action Evaluation)

David, 6th Ed, 1997, Fig. 6-5

EnvironmentalStability

Financial Strength

IndustrialStrength

CompetitiveAdvantage

Aggressive

Competitive

Conservartive

Defensive

+1 +2 +3 +4 +5 + 6-6 -5 -4 -3 -2 -1

-1

-2

-3

-4

-5

-6

+6

+5

+4

+3

+2

+1

991122


McKinsey 7-S Framework

Shared Value(Culture)

Staff(Management)

Style(Leadership)

Skill(Management)

SystemsStructure

Strategy

RS

L

C

Pearce & Robinson, 6th Ed., 1997, Fig.11-1

S

991122

seca @ 2010 UNIVERSITAS INDONESIA Burt Nanus, Visionary Leadership, 1992, page 13

InternalEnvironment

ExternalEnvironment

FuturePresent

Direction Setter

Change Agent

Spokesperson

Coach

991129Visionary Leadership

seca @ 2010

Strategy Rational & Instrumental Competitive Advantage Strategic Thinking Strategic Management Process Analysis, Formulation, Implementation Key Success Factors Visions, Missions, Core Values Core Ideology, Credo, Beliefs Purpose, Goals, Objectives Theory of the Business Business Models Types of Strategy Corporate Strategies Business Strategies Functional Strategies

Terminology 1(order by appearance)

• Approaches to SM• Industrial Organization (I/O)• Resource-based View (RBV)• Perspectives on SF• Design School• Learning School• Intended, Deliberate, Realized• Unrealized, Emergent• Strategic Management Framework• Resources & Capabilities• Structure & Processes• Strengths & Weaknesses• Stakeholders• General Environment• Competitive Environment• Opportunities & Threats

straman tools 2015.ppt

Documents