06 analisis strategi organisasi.ppt

Prentice Hall, 2001 1

Analisis Strategi Organisasi

Strategic Management: Concepts and Cases. 9th edition

Fred R. David


Kerangka Bab

• Kerangka Komprehensif Formulasi Strategi

• Tahap Input

• Tahap Penyesuaian

• Tahap Keputusan


Analisis Strategi - Kutipan

Rusak atau tidak, perbaikilah – buatlah menjadi lebih baik. Tidak hanya produk-produk saja, namun juga seluruh perusahaan jika memang diperlukan.

- Bill Saporito - (TIME’s first editor-at-large)


Keputusan Subyektif atas dasar Informasi Obyektif

Analisis strategi secara umum Analisis strategi secara umum berarti membuat keputusan berarti membuat keputusan secara subyektif berdasarkan secara subyektif berdasarkan informasi obyektifinformasi obyektif..


Sifat Dasar Analisis Strategi

• Menciptakan tujuan jangka Menciptakan tujuan jangka panjangpanjang

• Membangkitkan beberapa Membangkitkan beberapa alternatif strategialternatif strategi

• Memilih strategi mana yang Memilih strategi mana yang diprioritaskandiprioritaskan

• Alternatif terbaik untuk mencapai Alternatif terbaik untuk mencapai misi dan tujuan organisasimisi dan tujuan organisasi


Alternatif Strategi

• Alternatif strategi diambil dari :Alternatif strategi diambil dari :

• VisiVisi• MisiMisi• TujuanTujuan• Audit eksternal Audit eksternal • Audit internalAudit internal• Strategi masa lalu yang berhasilStrategi masa lalu yang berhasil

• Partisipasi dalam membangkitkan Partisipasi dalam membangkitkan alternatif strategi sebaiknya melibatkan alternatif strategi sebaiknya melibatkan banyak pihakbanyak pihak


Kerangka Analitis Formulasi Strategi

Tahap 1: The Input Stage

Tahap 2: The Matching Stage

Tahap 3: The Decision Stage


Formulation Framework

External Factor EvaluationMatrix (EFE)

Competitive ProfileMatrix

Internal Factor EvaluationMatrix (IFE)

Stage 1:The Input Stage


• Memberikan dasar informasi sebagai Memberikan dasar informasi sebagai masukan untuk tahap penyesuaian dan masukan untuk tahap penyesuaian dan pengambilan keputusanpengambilan keputusan

• Memerlukan ahli strategi untuk menilai Memerlukan ahli strategi untuk menilai secara subyektif dalam proses awalsecara subyektif dalam proses awal

• Memerlukan intuisi penilaian yang baikMemerlukan intuisi penilaian yang baik

Input Stage



SPACE Matrix

Stage 2:The Matching Stage

TOWS Matrix

IE Matrix

Grand Strategy Matrix


• Menyesuaikan antara sumber daya Menyesuaikan antara sumber daya internal organisasi dan internal organisasi dan peluang/resiko yang muncul peluang/resiko yang muncul karena faktor eksternal.karena faktor eksternal.

Matching Stage


Penyesuaian Faktor-faktor Utama untuk Formulasi Alternatif Strategi

Resultant StrategyKey External FactorKey Internal Factor

Kembangkan paket baru tunjangan karyawan

=Kuatnya aktivitas serikat pekerja (threat)

+Moral karyawan yang buruk (weakness)

Kembangkan produk-produk baru untuk orang dewasa

=Menurunnya jumlah orang muda (threat)

+R&D yang kuat (strength)

Dahulukan horizontal integration dengan membeli fasilitas kompetitor

=Keluarnya 2 kompetitor utama dari industri (opportunity)

+Kapasitas pabrik kurang (weakness)

Akuisisi Cellfone, Inc.=

Pertumbuhan 20% setahun dlm industri telepon seluler (opportunity)

+Kapasitas kerja yang besar (strength)



SPACE Matrix


TOWS Matrix

IE Matrix



Matching Stage

TOWS MatrixTOWS Matrix

– Threats (Ancaman)Threats (Ancaman)– Opportunities (Peluang)Opportunities (Peluang)– Strengths (Kekuatan)Strengths (Kekuatan)– Weaknesses (Kelemahan)Weaknesses (Kelemahan)


TOWS Matrix

Kembangkan 4 (empat) tipe strategi Kembangkan 4 (empat) tipe strategi ::

– Strengths-Opportunities (SO)Strengths-Opportunities (SO)– Weaknesses-Opportunities (WO)Weaknesses-Opportunities (WO)– Strengths-Threats (ST)Strengths-Threats (ST)– Weaknesses-Threats (WT)Weaknesses-Threats (WT)


SO Strategies

SO

Strategies

Gunakan kekuatan

internal untuk memanfaatkan

peluang eksternal

ThreatsOpportunitiesWeaknesses

Strengths(TOWS)


WO Strategies

WO

Strategies

Kurangi kelemahan

internal dengan memanfaatkan

peluang eksternal


Strengths(TOWS)


ST Strategies

ST

Strategies

Gunakan kekuatan internal

perusahaan untuk

menghindari / menurunkan

pengaruh ancaman dari

luar.


Strengths(TOWS)


WT Strategies

WT

Strategies

Taktik bertahan dengan tujuan menurunkan kelemahan internal dan menghindari

ancaman lingkungan.


Strengths(TOWS)


TOWS Matrix

Langkah-langkah dalam menyusun Matrik TOWS :

1. Buat daftar peluang perusahaan2. Buat daftar ancaman perusahaan

3. Buat daftar kekuatan perusahaan (yg tidak dimiliki kompetitor)

4. Buat daftar kelemahan perusahaan

5. Sesuaikan kekuatan internal dan peluang eksternal (SO Strategies)

6. Sesuaikan kelemahan internal dengan peluang eksternal (WO Strategies)

7. Sesuaikan kekuatan internal dengan ancaman eksternal (ST Strategies)

8. Sesuaikan kelemahan internal dengan ancaman eksternal (WT Strategies)

Biasanya dari faktor eksternal perusahaan

Biasanya dari faktor internal perusahaan


TOWS Matrix

WT Strategies

Minimize weaknesses and avoid threats

ST Strategies

Use strengths to avoid threats

Threats-T

List Threats

WO Strategies

Overcome weaknesses by taking advantage of

opportunities

SO Strategies

Use strengths to take advantage of opportunities

Opportunities-O

List Opportunities

Weaknesses-W

List Weaknesses

Strengths-S

List Strengths

Leave Blank



SPACE Matrix


TOWS Matrix

IE Matrix



SPacE Matrix

Strategic Position and Action Evaluation Matrix

Kerangka dengan Empat Kuadran Menentukan strategi yang tepat

antara : Aggressive Conservative Defensive Competitive


Two Internal Dimensions Financial Strength [FS] Competitive Advantage [CA]

Two External Dimensions Environmental Stability [ES] Industry Strength [IS]

SPacE Matrix


Overall Strategic position determined by:

– Financial Strength [FS]– Competitive Advantage [CA]– Environmental Stability [ES]– Industry Strength [IS]

SPacE Matrix


Developing the SPACE Matrix:

• EFE Matrix• IFE Matrix• Financial Strength• Competitive Advantage• Environmental Stability• Industry Strength

SPacE Matrix


• Select variables to define FS, CA, ES, & IS

• Assign numerical ranking from +1 (worst) to +6 (best) for FS and IS; Assign numerical ranking from –1 (best) to –6 (worst) for ES and CA.

• Compute average score for FS, CA, ES, & IS

SPacE Matrix


• Plot the average scores on the Matrix

• Add the two scores on the x-axis and plot point on X. Add the scores on the y-axis and plot Y. Plot the intersection of the new xy point.

• Draw a directional vector from origin through the new intersection point.

SPacE Matrix


SPACE Factors

Environmental Stability (ES)

Technological changes

Rate of inflation

Demand variability

Price range of competing products

Barriers to entry

Competitive pressure

Price elasticity of demand

Financial Strength (FS)

Return on investment

Leverage

Liquidity

Working capital

Cash flow

Ease of exit from market

Risk involved in business

External Strategic PositionInternal Strategic Position


SPACE Factors

Industry Strength (IS)

Growth potential

Profit potential

Financial stability

Technological know-how

Resource utilization

Capital intensify

Ease of entry into market

Productivity, capacity utilization

Competitive Advantage CA

Market share

Product quality

Product life cycle

Customer loyalty

Competition’s capacity utilization

Technological know-how

Control over suppliers & distributors

External Strategic PositionInternal Strategic Position


FS+6

+1

+5+4+3

+2

-6

-5

-4

-3

-2

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

ES

CA IS

Conservative Aggressive

Defensive Competitive

SPacE Matrix



SPACE Matrix


TOWS Matrix

IE Matrix




• Popular tool for formulating alternative strategies

• All organizations (or divisions) can be positioned in one of four quadrants

• Based on two evaluative dimensions:– Competitive position– Market growth


Quadrant IV

1. Concentric diversification

2. Horizontal diversification

3. Conglomerate diversification

4. Joint ventures

Quadrant III

1. Retrenchment


3. Horizontal diversification

4. Conglomerate diversification

5. Liquidation

Quadrant I

1. Market development

2. Market penetration

3. Product development

4. Forward integration

5. Backward integration

6. Horizontal integration


Quadrant II

1. Market development

2. Market penetration

3. Product development

4. Horizontal integration

5. Divestiture

6. Liquidation

RAPID MARKET GROWTH

SLOW MARKET GROWTH

WEAK COMPETITIVE

POSITION

STRONGCOMPETITIVE

POSITION


Quadrant I

• Excellent strategic position• Concentration on current markets and

products• Take risks aggressively when

necessary



Quadrant II

• Evaluate present approach seriously• How to change to improve

competitiveness• Rapid market growth requires

intensive strategy



Quadrant III

• Compete in slow-growth industries• Weak competitive position• Drastic changes quickly• Cost and asset reduction indicated

(retrenchment)



Quadrant IV

• Strong competitive position• Slow-growth industry• Diversification indicated to more

promising growth areas




Quantitative Strategic Planning Matrix

(QSPM)

Stage 3:The Decision Stage


QSPM


• Only technique designed to determine the relative attractiveness of feasible alternative actions


QSPM


• Tool for objective evaluation of alternative strategies

• Based on identified external and internal crucial success factors

• Requires good intuitive judgment



• List the firm’s key external opportunities & threats; list the firm’s key internal strengths and weaknesses

• Assign weights to each external and internal critical success factor

QSPM



• Examine the Stage 2 (matching) matrices and identify alternative strategies that the organization should consider implementing

• Determine the Attractiveness Scores (AS)

QSPM



• Compute the total Attractiveness Scores (AS)

• Compute the Sum Total Attractiveness Score (TAS)

QSPM


QSPM

Key Internal FactorsManagementMarketingFinance/AccountingProduction/OperationsResearch and DevelopmentComputer Information Systems

Strategy 3Strategy 2

Strategy 1

WeightKey External FactorsEconomyPolitical/Legal/GovernmentalSocial/Cultural/Demographic/EnvironmentalTechnologicalCompetitive

Strategic Alternatives


Limitations:

• Requires intuitive judgments and educated assumptions

• Only as good as the prerequisite inputs

QSPM


Positives:

• Sets of strategies examined simultaneously or sequentially

• Requires the integration of pertinent external and internal factors in the decision-making process

QSPM


Duties and Responsibilities:

1. Control and oversight over management

2. Adherence to legal prescriptions3. Consideration of stakeholder

interests4. Advancement of stockholders’ rights

Role of A Board of Directors


THE END


HOMEWORK

• Formulate strategies of your case study by following 3 stages :– Input : IFE – EFE – CPM– Matching : TOWS – SPACE Matrix –

IE Matrix – Grand Strategy

Matrix– Decision : QSPM

06 analisis strategi organisasi.ppt

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