strategic management book

STRATEGIC MANAGEMENT

MANAJEMEN STRATEGIPENGERTIAN DAN PROSES

991122

Kepustakaan� Strategic Management, John A. Pearce II and Richard B. Robinson, Jr.,

6th & 5th Ed., Irwin, 1997 & 1994

� Strategic Management, Fred. R. David, 6th Ed., Prentice Hall, 1997

� Strategic Management, Charles W.L. Hill and Gareth R. Jones, 4th Ed., Houghton Miflin, 1998

� Strategic Management, Michael A. Hitt, R. Duane Ireland, and Robert E. Hoskisson, 2nd Ed., West Publishing, 1996

� Strategic Management, Samuel C. Certo and J. Paul Peter, 3rd Ed., Irwin, 1995

� The Strategy Concept and Process, Arnoldo C. Hax and Nicolas S. Majluf, 2nd Ed., Prentice Hall, 1996

� Strategy Safari, Henry Mintzberg, Bruce Ahlstrand, and Joseph Lampel, The Free Press, 1998

� Visionary Leadership, Burt Nanus, Jossey-Bass, 1992

991122

SOAL UJIAN AKHIR STRATEGIC MANAGEMENT17 Desember 1999 - (40 menit)

Berhubung seorang kawan mengenal anda telah lulus ujianManajemen Strategik tingkat Magister, dia meminta nasihatkepada anda. Dia memiliki modal sebesar X rupiah (Pilihlahangka X ini antara Rp. 10 juta sampai Rp 10 milyar), dan iaingin berusaha. Dia minta anda nasihat: bagaimana memilihusaha yang cocok untuk dan apa yang harus dilakukannyasehingga kemungkinan suksesnya lebih besar.

Tugas anda: Menuliskan proses yang baik sesuai prosesmanajemen strategik yang anda ketahui (termasuk toolsyang dipakai serta uraian ringkas teori/pengertiannya) sertaaplikasi dalam kasus kawan anda tersebut.

000524

991122

Sikap ke Perubahan Masa Depan

� Passive� Tak peduli apa itu masa depan, yang penting kerjakan sebaik-baiknya sekarang.

Yang penting, kita kerja keras dan makin efisien.

� Reactive� Kita tunggu saja apa perubahannya, kita nanti sesuaikan/adaptasi dengan

keadaan perubahan itu.

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

perubahannya. Kita harus sudah menyiapkan sarana prasarana dan ikutberubah bersama.

� Proactive� Obsesi untuk menjadi pemimpin perubahan, ikut menentukan dan

menciptakan perubahan, menentukan standar-standar baru industri.

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

000524

MISI ALU

STRATEGI

JABARAN STRATEGI

IMPLEMENTASI

TEKAD

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000524

KONSEP DASAR *( Oleh: Hiskak Secakusuma, 1990 )

MISSIONMISI

SWOTALU

STRATEGIESALTERNATIF DAN PILIHAN

OPERATING STRATEGIESSTRATEGY TAHUNAN

IMPLEMENTATIONPELAKSANAAN & PENGENDALIAN

COMMITMENTTEKAD

* BUILDING BLOCKS

991122

KERANGKA KERJA

MPr + Ma + TeGo + Ph + Sc

IE + EE+ CP + FC

PO

GS + LO

OS + AO + P

SLCR + Control

C991122

TIGA TEORI PORTER

INDUSTRY ANALYSIS

GENERIC STRATEGIES

VALUE CHAIN

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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

CompetitiveProfileMatrix

TOWSMatrix

BCGMatrix

SPACEMatrix

Grand StrategyMatrix

Internal-ExternalMatrix

QSPMQuantitative Strategic Planning Matrix

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

MISI DAN VISI

� VISION (The Future State)

� MISSION (ABOUT OUR BUSINESS & ABOUT US)

� STRATEGIC INTENT (OBSESSION, WINNING, LEADERSHIP)

� CORE COMPETENCE (CAPABILITY, SUSTAINED ADVANTAGE)

� STRATEGY (ACTIONS & DECISIONS, FIT TO COMPETITIVE ENV.)

000524

VISION

� The ability to think about the future (Advanced Learner’s Dict.)

� Aspiration, Values, and Philosophies (Certo & Peter)

� = Mission (Hill & Jones)

� No definition (Hitt et.al.)

� What do we want to become? (David)

The Future State of the Company

Keadaan (kejayaan) Perusahaan di Masa Depan

000528

MISSION� A particular aim to fulfil more than anything else (Adv. Learner’s Dict.)

� Specific Statement of Organizational Purpose (Certo & Peter)

� A formal declaration of what the company is trying to achieve

over the medium to long term (Hill & Jones)

� Statement of a firm’s unique purpose and the scope of its

operations in product and market terms (Hitt et. al.)

� Enduring statements of purpose that distinguish one business

from other firms. What is our business?.(David)

Satu pernyataan tentang batasan dan pedoman usaha

perusahaan serta tujuan yang hendak dicapainya.

000528

STRATEGIC INTENTWe believe that the application of concepts such as

“strategic fit”, “generic strategies”, and the “strategy

hierarchy” have often abetted the process of

competitive decline. (8 rules, 7=S, 5 forces, 4 stages, 3 generics, 2x2 matrices)

To create an obsession with winning and sustained for

global leadership.

- captures the essence of winning

- stable over time

- sets a target that deserves personal commitment

Hamel & Prahalad, HBR May-June 89, Page 63-76

000528

CORE COMPETENCE

A core competence is a central value-creating

capability of an organization - a core skill.

- Identification of current core competence

- Establish the core competence agenda

- Create new business opportunities

Hill & Jones, 4th Ed., 1998, Chapter 10Hamel & Prahalad, HBR May-June 89, Page 63-76

000528

� A plan designed for a particular purpose (Adv. Learner’s Dict.)

� The patern that integrates goals, policies, and actions

sequences into a cohesive whole (Certo & Peter)

� Specific patern of decisions and actions to achieve an

organization’s goals (Hill & Jones)

STRATEGY

Satu set keputusan dan kegiatan yang pas dengan

lingkungan persaingan yang dinamis untuk mencapai

tujuan perusahaan yang ditetapkan.

000528

PERNYATAAN MISITIGA SEHAT ENAM SEMPURNA

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

� Pasar atau Konsumen (Consumers, kebutuhan segmenpasar tertentu yang akan dilayani/dipenuhi)

� Teknologi Bersaing (Technology, yang dipakai dalamproses menciptakan nilai/manfaat produk atau jasa yang bersaing)

� 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 keunggulanyang diagungkan, termasuk mana intern: apakah kita ini dan ekstern: apakah citra yang kita inginkan)

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Pearce & Robinson, 6th Ed, 1997, Page 29David, 6th Ed, 1997, Page 88

SWOT STRENGTH-WEAKNESS-OPPORTUNITY-THREATANALISIS LINGKUNGAN USAHA

� Analisis Usaha Intern (Internal Environment)

� Analisis Usaha Ekstern (External Environment)

� Analisis Persaingan (Competitive Profile)

� Teknik Prakiraan (Forecasting)

991122

Analisis Lingkungan Ekstern

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

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Analisis Industri(Porter’s Five Forces)

Potentialentrants

Potentialentrants

SubstitutesSubstitutes

BuyersBuyersSuppliersSuppliersRivalry amongexisting firms

Bargaining power of Bargaining power of

Threat ofnew entrants

Threat of

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FactorEndowments

FactorEndowments

National Competitive Advantage(Porter’s Diamond)

Strategy, Structure,Rivalry

Strategy, Structure,Rivalry

Related & Supp.Industries

Related & Supp.Industries

DemandConditions

DemandConditions

000524

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

NationalCompetitiveAdvantage

Actions and responses shape the competitive

positions of each firm’s business level strategy

Actions and responses shape the competitive

positions of each firm’s business level strategy

Actions taken by one firm elicit responses from competitors

Actions taken by one firm elicit responses from competitors

A firm’s strategic conduct is dynamic in nature

A firm’s strategic conduct is dynamic in nature

Competitive responses lead

to additional actions from the firm that

acted originally

Competitive responses lead

to additional actions from the firm that

acted originally

CompetitiveDynamics

CompetitiveDynamics

HYPERCOMPETITION(D’Aveni’s - Teori Obok-obok)

D’Aveni, Hypercompetition, 1994

000607

� HYPERCOMPETITION� The stable periods have become shorter. Sustainable advantages are

becoming more temporary everyday.

� FOUR ADVANTAGES/ARENAS of Competition� Cost & Quality, Timing & KnowHow, Strongholds, Deep Pockets

� NEW 7-S’s Analysis� Vision for Disrupting

� Superior Stakeholder Satisfaction� Strategic Soothsaying

� Capabilities for Executing Disrupting� Capability for Speed� Capabilty to Surprise

� Tactic Used to Deliver the Disruptions� Shifting the Rules� Signaling� Simultaneous & Sequential Thrusts



000607

� FOUR ADVANTAGES/ARENAS of Competition

Price & QualtyPrice & Qualty

Timing/Know-howTiming/Know-how

StrongholdStronghold

PerfectCompetition

PerfectCompetition

Deep PocketsDeep Pockets



000607

� NEW 7-S’s Analysis

VISIONSatisfactionSoothaying

MarketDisruption

CAPABILITYSpeed

Surprise

TACTICSShifting

SignalingSimultaneous

Analisis Usaha Intern(Merumuskan Strengths & Weaknesses)

� Fungsional (Produksi, Keuangan, HRD, Marketing, R&D)

� Value Chain (Prasarana dan Operasional)

� Tolok Ukur (Rata-rata Industri, Pesaing, Obsesi)

� Key Success Factors (Current, Potential)

� Competence (Assets, Capabilities)

000601

Analisis Keunggulan

RESOURCESTangible + Intangible

RESOURCESTangible + Intangible

CAPABILITIESSkill + Knowledge

CAPABILITIESSkill + Knowledge

CORECOMPETENCIES

CORECOMPETENCIES

SUSTAINABILITY

COMPETITIVEADVANTAGE

COMPETITIVEADVANTAGE

Hill & Jones, 4th Ed., 1998, Fig. 3.2 (mod)

000601

Evolusi DaurIndustri/Produk

000524

Time

Embryonic

Growth Shakeout Maturity Decline

Dem

and

Hill & Jones, 4th Ed., 1998, Fig. 3.6

Analisis Persaingan(Competitive Profile Matrix)

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

Total Weighted Score

Market Share

Price

Fin. Position

Product Quality

Customer Loyalty

etc.

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

000601

KONSEP DASAR

MISSIONMISI

SWOTALU




COMMITMENTTEKAD

000607

CORPORATE LEVEL

GLOBAL LEVEL

BUSINESS LEVEL

OPERATING LEVEL

VALUE OF THE FIRM

VALUE &/or COMP.

COMPETITIVENESS

PRODUCTIVITY

FINANCIAL STRATEGIES

MISSIONMISI

SWOTALU




COMMITMENTTEKAD

010306

Faktor Pencapaian

Finance & Accounting

Balanced Scorecard

Financial Criteria(Morden 18 & Lynch 9)

Accounting for Improvement(Hope : Issue 6)

Four PerspectivesFinancialCustomerInternal Business ProcessLearning & Growth

Four ProcessesTranslating the VisionCommunicating & LinkingBusiness PlanningFeedback & Learning

Building Stra-Man SystemNational’s 10 Steps

Berbagai Jenis Strategi

� Strategi Portofolio (BCG, GE, McKinsey, Lifecycle)

� Strategi Generik (Porter)

� Strategi Utama (Grand Strategies)

� Strategi SWOT (SWOT Strategy Analysis)

� Strategi-strategi Operasional (Operating)

991122

Berbagai Kelompok Strategi

� Stars, Cash-Cows, Dogs, Question Marks

� Invest/Grow, Selectivity, Harvest/Divest� Winner, Profit Producer, Average, Question, Loser

Berbagai Jenis Strategi

� Broad Differentiation, Broad Low-Cost (Overall Cost Leadership), Focus Differentiation, Focus Low-Cost

� Concentrated Growth, Market Development, Product Development, Innovation, Horizontal Integration, Vertical Integration, Concentric Diversification, Conglomerate Diversification, Turnaround, Divestiture, Liquidation

� Bentukan: New, Acquisition, JV, Strategic Alliances, Concortia� Strategi-strategi operasional/fungsional di bidang : Produksi,

Marketing, Keuangan, Sumberdaya Manusia, Riset, Organisasi & Manajemen, dan Sistim Informasi

991122

STRATEGI STRATEGI UTAMA12 GRAND STRATEGIES . The comprehensive, general plan of major actions through which a firm intends to achieve its long term objectives in a dynamic environment.

� Concentrated Growth (product, market, technology)

� Market Development (geographic, segments)

� Product Development (prolong life cycle, brand name)

� Innovation (new lifecycle, existing obsolete)

� Horizontal Integration (similar business)

� Vertical Integration (forward, backward)

� Concentric Diversification (synergistic possibilities)

� Conglomerate Diversification (financial synergy)

� Turnaround/Retrenchment (cost, assets)

� Divestiture (business, major component)

� Liquidation (assets value, non-going concern)

� Bentukan: New Venture, Acquisition, Joint Ventures, Strategic Alliances, Consortia

Pearce & Robinson, 5th Ed, 1994, Ch. 7

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Perangkat Pencari Alternatif

� Analisis SWOT (SWOT Analysis Matrix)

� Diagram SWOT (SWOT Diagram)

� Analisis Strategi Generik (Porter’s Generic Strategies)

� Pilihan Strategi Utama (Grand Strategy Selection)

� Matriks Strategi Utama (Grand Strategy Matrix)

� Analisis SPACE (Strategic Position & Action Eval. M.)

� Matriks Portofolio (BCG, GE, McKinsey, Lifecycle,Core)

991122

STRATEGIES IMPLEMENTATIONFORMULATION

PROCESSASSETS &

CAPABILITIES

BUSINESSMISSION

STRATEGIC MANAGEMENT FORMULATION PROCESS(TRADITIONAL APPROACH or FIT APPROACH-IO Approach)

DYNAMICENVIRONMENT

OUTSIDE - IN

Mencari alternatif strategi sebanyak-banyaknya(yang fit pada lingkungan ekstern ddan intern)Dan memilih yang terbaik di antaranya.

STRATEGIES IMPLEMENTATION

DYNAMICENVIRONMENT

FORMULATION

PROCESSASSETS &

CAPABILITIES

GOAL

BUSINESSMISSION

STRATEGIC MANAGEMENT FORMULATION PROCESS(RESOURCE-BASED APPROACH or COMPETENCE-BASED APPROA CH)

ASSETS &CAPABILITIES

STRATEGIC INTENT

INSIDE - OUT

Mencari alternatif kompetensi sebanyak-banyaknya(yang feasible untuk dipertahankan atau dibangun)Dan memilih yang terbaik di antaranya dan menetapkan strateginya

Perangkat Pencari Alternatif Portofolio

BCG Growth-Share Matrix (Boston Consulting Group)

Relative Market ShareHigh Low

Hig

hLo

wIn

dust

ry G

row

th R

ate


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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

Business

NegativeSpreadBusiness

FEDC

PositiveSpread

Business

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A

B


GE Nine Cell Planning Grid

Invest/Grow

Harvest/DivestSelectivity

Business Strength

Strong Average Weak

Med

ium

Hig

hLo

w

Indu

stry

(pr

oduc

t-m

arke

t) a

ttrac

tiven

ess

Harvest/Divest

Harvest/Divest

Invest/Grow Invest/Grow Selectivity

Selectivity


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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

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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

tren

gth

SelectiveGrowth

Grow orLet Go

Grow orLet Go

Grow orLet Go

Harvest

Harvest Divest

SelectiveGrowth

Invest

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Pearce & Robinson, 6th Ed., 1997, Fig. 9-5

Stage of Market Life Cycle

Introduction Growth Maturity Decline

Moderate

High

LowCom

petit

ive

Str

engt

h


Lifecycle Portofolio Matrix

Push

Invest

Aggressive

ly

Caution

Invest

Selectivit

y

Danger

Harvest

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Value CreationPotential

High Low

Hig

hLo

wF

itnes

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

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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


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PARENTING MIX

BUSINESS LEVEL STRATEGIES(Winning the Competition)

� MARKET LEADERSHIP

� COMPETITIVE ADVANTAGE

� TARGET MARKET/CUSTOMERS

MARKET LEADERSHIP

� PIONEER

� FOLLOWER

� CHALENGER

OPERATING LEVEL STRATEGIES(Productivity)

� EFFECTIVE (Key Result Area)

� EFFICIENT (Economically)

� SATISFACTION


Matriks SWOT (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. weaknesses

taking advantageof opportunities

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GENERIC STRATEGIES

Strategic Advantage

Differentiation Low Cost

Bro

adN

arro

w/F

ocusS

trat

egic

Tar

get

Differentiationin

Narrow Target

Low Costin

Narrow Target

Differentiationin

Broad Target

OverallCost

Leadership

Michael Porter’s on Competitive Strategy, Video, 1988

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Diagram SWOT (SWOT Analysis Diagram)

MajorEnvironmental

Threats

NumerousEnvironmentalOpportunities

SubstantialInternal

Strengths

CriticalInternal

Weaknesses


AggressiveStrategy

DiversificationStrategy

TurnaroundOrientedStrategy

DefensiveStrategy

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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

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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

In Search of Excellence

� A bias for action (“Do it, fix it, try it”)

� Close to customer

� Autonomy and entrepreneurship� Productivity through people

� Hands-on, value driven

� Stick to the knitting� Simple form, lean staff

� Simultaneous loose-tight properties

000528We chose 75 highly regarded companies (on the subje ct of excellence as we had defined it - continously innovat ive big companies) - Hati-hati karena tidak ada control group.

The 8 attributes that emerged :

Peters & Waterman Jr., 1982

Pemilihan Strategi(Melakukan pemilihan strategi terbaik dari sebanyak-banyak strategialternatif yang telah tersaring)

THE QSPM MATRIX(The Quantitative Strategic Planning Matrix )

STRATEGIC ALTERNATIVES

Weight Strategy 1 Strategy 2 Strategy 3KEY FACTORS

EXTERNAL FACTORSEconomy

Political/Legal/Governmental

Social/Cultural/Demographic/Env.

Technological

Competitive

INTERNAL FACTORSManagement

Marketing

Finance/Accounting

Production/Operation

Research and Development

Computer Information Systems

SUM OF WEIGHTED SCORES

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

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IMPLEMENTASI STRATEGI DAN KENDALI

Penjabaran Tahunan� Strategi Operasional/Fungsional menjabarkan

Strategi Utama/Bisnis menjadi Strategi menurut fungsimanajemen dan/atau sektor, dan tahapan

� Sasaran Tahunan menjabarkan Sasaran (Objectives) Jangka Panjang menjadi Sasaran yang harus dicapaitahunan

� Kebijakan (Policies) menjabarkan Falsafah danKonsep Diri ke dalam bentuk pedoman perilaku

� Rencana Kegiatan (Action Plan) penjabaran lebihspesifik kapan, apa, siapa, sasaran pendek-pendek

� Taktik adalah kegiatan yang harus dikerjakan sekarang/ segera, sangat spesifik, keputusan pelaksana

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Strategi Fungsional/Operasional

(menjabarkan Strategi menurut fungsi manajemen dan/atau sektor, dan tahapan)

Strategi Produksi (biaya, mutu, pelayanan, frekuensi, sourcing/ manajemen material, proses/otomasi, sistim & kendali)

Strategi Pemasaran (Segmentasi, Posisi, Target, Produk, Harga, Promosi, Distribusi)

Strategi Keuangan (Sumber Dana, Alokasi, Dividen & Modal Kerja)

Strategi Sumber Daya Manusia (Perikrutan, PengembanganKarir, Kompensasi, Evaluasi Kinerja, Sistim R/P, Hubungan Kerja)

Strategi Riset & Pengembangan (Orientasi fungsi/produk, Pengembangan/Inovasi, Pemuka/Pengikut , jangka panjang/pendek, sentral/desentral, In-house/luar)

Strategi Organisasi dan Manajemen (Struktur, Kepemimpinan/Leadership, Budaya/Culture)

Strategi Sistim Informasi (Manual/Otomasi, Sistem Objectives, System Constrains, System Design) - Raymond McLeod, Jr., MIS, 6th Ed.,Prentice Hall, 1995, Fig. 2.6

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Strategi Fungsional/Operasional

A Typical Value Chain

Michael E. Porter, Competitive Advantage, 1985

Firm Infrastructure

Procurement

Technology Development

Human Resources Management

Inbound Logistic

Operation

Outbound Logistic

Marketing and S

ales

Service

Margin

Margin

Primary Activities

Support A

ctivities

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Kebijakan (Policies)Jabaran Falsafah dan Konsep Diri ke dalam bentuk pedoman perilaku, para pelaksana dapat mengambil keputusan dan bertindak sendiri tetapi

terkendali oleh rambu-rambu kebijakan ini.

Kebijakan menciptakan kendali tak langsung atastindakan mandiri

Kebijakan mengatur penanganan yang sama untukaktivitas yang sama

Kebijakan membuat keputusan lebih cepat

Kebijakan membakukan perilaku dalam perusahaan Kebijakan mengurangi ketidak pastian

Kebijakan mengurangi aksi keengganan

Kebijakan menyediakan jawaban untuk hal rutin Kebijakan menghindari perdebatan berdasar emosi

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Contoh : Strategi Pemasaran

1994actual

500,000

1995predicted520,000

Market ShareModification

Product (+6%)

4. Modified Market Share

1994actual20 %

1995predicted

18 %

1. Market Size (units)2. Market Share(current strategy) 3. Impact of Strategy

(effects of new program)

Promotion (+20%)

Price (-5%)

Combined

Distribution (-4%)

1.06

X 1.201.27

X 0.951.21

X 0.96

1.16X 1.16

20.9X .209

108.582

6. Price $ 205 per unit

8. Cost

X 20522,259,710

- 17,120,400

5,139,310

7. Projected Sales

5. Predicted Units

9. Gross Margin

New Marketing Strategy’s Projections for 1995,ZEP Convection Ovens

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Prasarana Implementasi

� Organisasi/Management ( Structure)

� Kepemimpinan ( Leadership)

� Budaya ( Culture)

� Sistim Imbalan ( Reward Systems)

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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

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Structure (Organisasi & Manajemen)

Organizational Design (Collecting the combination of organizational structure and control systems to implement its strategy and to create and sustain a competitive advantage)

Differentiation (How to allocate people and resources to organizational tasks in order to create value. Span of Control)

Vertical Differentiation (How to distribute decision-making authority. Tall and Flat Structures)

Horizontal Differentiation (How to divide people and tasks into functions and divisions to increase their ability to create value. Simple, Functional, Divisional, Matrix)

Integration (How to coordinate people and functions to accomplish organizational tasks)

Bureaucratic Costs (The cost of operating and organizational structure and control system)

Hill & Jones, 4th Ed., 1998, Ch. 11

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Organisasi dan Manajemen

Tall and Flat Structures

Flat StructureTall Structure

8

7

6

5

4

3

2

1

3

2

1

Hill & Jones, 4th Ed., 1998, Fig. 11-2

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Kepemimpinan

Visionary Leadership

Vision (A realistic, credible, attractive future for the organization. It deals with the future and expresses what you will be working hard to create)

What is not? (It is not: a prophacy, a mission, factual, true or false, static for all time, a constrait on actions)

Criteria (Future oriented, utopian, appropriate, high ideals, clarify purpose and direction, inspire enthusiasm, reflect uniqueness, ambitious)

Leadership (Take charge, make things happen, dream dreams, then translate them into reality)

Burt Nanus, Visionary Leadership, 1992

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Kepemimpinan

Burt Nanus, Visionary Leadership, 1992, page 13

InternalEnvironment

ExternalEnvironment

FuturePresent

Direction Setter

Change Agent

Spokesperson

Coach

991129Visionary Leadership



Effective Leadership(Kepemimpinan Efektif)

Strategic Leadership (The ability to anticipate, envision, maintain flexibility, and empower others to create strategic change as necessary)

Strategic Intent (The leveraging of a firm’s internal resources, capabilities, and core of competencies in the competitive environment) - (Misintrepreted??? Sc:The obsession with winning and sustained for global leadership in the future competitive env.)

Strategic Direction (Longterm vision of a firm’s strategic intent)

Hitt, Ireland & Hoskisson, 2nd Ed., 1996

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Effective StrategicLeadership

IMPLEMENTASI STRATEGI DAN KENDAL

Strategic Competitiveness

Strategic Intent Strategic Mission

SuccessfulStrategic Actions

StrategicCompetitiveness

Formulationof Strategies

Implementationof Strategies

Shape the formationof

Influence

Hitt, Ireland & Hoskisson, 2nd Ed., 1996, Fig. 12-1

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Kepemimpinan Efektif

DevelopingHumanCapital

Sustaining anorganizational

culture

EmphasizingEthical

Practices

MaintainingCore

Competencies

EstablishingBalanceControls

DeterminingStrategicDirection

EffectiveStrategic Leadership

Hitt, Ireland & Hoskisson, 2nd Ed., 1996, Fig. 12-4

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Entreprenur Korporasi

Corporate Entrepreneurship (The set of capabilities to produce or acquire new goods or services and manage the innovation process (for pre-existing markets). Take risk, be aggressive, proactive, and innovative)

Invention (The act of creating or developing a new product or process idea)

Innovation (The process of creating a commercial product from invention)

Imitation (The adoption of the innovation by similar firms)

Internal Corporate Venturing (The set of activities used to create inventions and innovations within a single organization)

Hitt, Ireland & Hoskisson, 2nd Ed., 1996

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Internal Corporate Venturing

Strategic Context

AutonomousStrategicBehavior

Structural Context

InducedStrategicBehavior

Concept of Corporate Strategy

Hitt, Ireland & Hoskisson, 2nd Ed., 1996, Fig. 13.1

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Culture (Budaya) Budaya Perusahaan (Perangkat/set yang terdiri dari

keyakinan, norma-norma, nilai-nilai, dan kebiasaan yang menjadi dasarkebersamaan dan menjadi dasar cara berinteraksi)

Keyakinan/Beliefs (Keyakinan tentang hal-hal yang paling cocok bagi perusahaan, seperti “being the best, superior, importance of people-details-subtlety-communication”)

Norma-norma (Batasan-batasan yang menyatakan suatuperilaku/perbuatan itu salah atau benar, biasanya tertulis)

Nilai-nilai (Batasan-batasan kebersamaan tentangperilaku/perbuatan yang baik/buruk atau layak/tak layak, biasanya taktertulis kadang tertulis seperti kose etika)

Kebiasaan (Perilaku pelaku-pelaku utama perusahaan yang menjadi panutan yang menjadi berpengaruh kepada kenyamananapabila dilakukan atau tidak dilakukan)

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Manajemen Perubahan

Strategi-Perubahan-Budaya

Kompatibilitas perubahan dengan budaya

Tinggi Rendah

Ban

y ak

Sed

ikit

Per

ubah

anya

ng p

erlu

untu

kim

plem

enta

sist

rate

gi

SynergisticFokus pada

memperkuat budaya

Pengelolaansekitar budaya

Hubungkan eratdengan misi dan

norma dasar

Reformulasi strategiatau

Siap untuk kesulitanperubahan budaya


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Strategic Challenge of Change

Managing Change (Reacting, Anticipating, Leading)

Competing on the Edge (Where to go/Direction, How to get there/Concepts, What is the result)

Strategic Direction (Unpredictable/today, Uncontrolled/units, Inefficient/reinvent, Proactive/lead, Continous/relentless, Diverse/lots of moves)

Core Concepts (The Edge of Chaos/structure-surprise, The Edge of Time/past-current-future, Time Pacing/rhythm for change)

Building Blocks (EoC: Improvisation-Coadaptation, EoT:Regeneration-Experementation, TP:Transition-Rhythm)

Competing on the Edge 1998, Chap 1

000417


10 Rules of Competing on the Edge Strategy

Advantage is Temporary Strategy is Diverse, Emergent, and Complicated Reinvention is the Goal Organization

Live in the Present Stretch Out the Past Reach into the Future Time Pace Change Leadership

Grow the Strategy Drive Strategy from Business Level Repatch Businesses and Articulate the Whole

000417

Competing on the Edge 1998, Chap 9


Empat Jenis Kendali

Saat1

Saat 2 Saat 3

Formulasi Implementasi

4. Kendali Implementasi

3. Kendali Dadakan Khusus

2. Kendali Premis

1. Pengintaian Strategi


Apakah asumsi dan prediksi yang dipakai masih sahih ?

Monitor selalu kejadian-kejadian dalam atau luarperusahaan yang berpengaruh besar pasa strategi

Akibat kejadian mendadak

Perlu perubahan strategi akibattahapan pelaksanaan ?

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strategic management book

Documents

firm elicit responses

learners dict

competitive advantage

responses shape

strategic intent

competitive positions

organisasi

ireland