manajemen strategi (sessi 5) - rudy...
Post on 18-Aug-2018
239 Views
Preview:
TRANSCRIPT
MANAJEMEN STRATEGI (Sessi 5)
TI-021
Rudy Wawolumaja
COMPETITIVE STRATEGYSTRATEGI BERSAING atau STRATEGI PADA TINGKAT
BISNIS
Session 5
Rudy Wawolumaja / Universitas Kristen Maranatha
3
STRATEGI BERSAING PADA
TINGKAT BISNIS
1. Kepemimpinan biaya
(cost leadership)
2. Diferensiasi
3. Fokus:Focused cost leadership
Focused differentiation
4
Luas
Cakupan
Kompetisi
Sumber Keunggulan Kompetitif
Target
Pasar
Luas
Target
Pasar
Sempit
Biaya
Cost
Leadership
Diferensiasi
Diferensia
si yang
Terfokus
BiayaRendah
yang Terfokus
Kekhasan
Generic Business Level Strategies
Strategi dan Competitive
Advantage
1. COMPETITIVE ADVANTAGE terjadi bila strategi perusahaan berhasil untuk :
1. Bertahan terhadap kekuatan persaingan (competitive forces) dan
2. Mempertahankan pelanggan
2. Meyakinkan pelanggan bahwa produk yg diberikan mempunyai SUPERIOR VALUE
1. Menawarkan pelanggan dengan produk yang memiliki lower price
2. Menawarkan differentiation yaitu better product dimana pembeli bersedia membeli dengan harga tinggi.
Apakah Competitive Strategy?
• Terdiri dari pendekatan bisnis untuk
– Menarik pelanggan / Attract customers
– Menahan /Withstand competitive pressures
– Memperkuat/Strengthen market position
• Termasuk langkah/tindakan offensive dan defensive
– Counter actions of key rivals
– Shift resources to improve long-term market position
– Respond utk memenangkan market
Tujuan Competitive Strategy
1. Membangun COMPETITIVE ADVANTAGE
2. Menciptakan LOYAL CUSTOMERS
3. Mengalahkan pesaing , secara etis danterhormat
A Low-Cost Leadership Strategy
1. Mendapatkan keunggulan biaya yang
langgeng terhadap pesaing, sehingga
1. Menjual lebih murah dan mendapat keuntungan meraih pangsa pasar ATAU
2. Mendapatkan profit margin lebih tinggi dengan menjual dgn harga yg berlaku sekarang
Tujuan
Low-Cost Leadership
• Mencapai low-cost relative thdp pesaing sbg THEMAbusiness strategy perusahaan
• Melakukan penghematan biaya setiap saat dari tahun ke tahun.
Keys to SuccessKeys to Success
Low-cost leadership means low
OVERALL costs, not just low
manufacturing or production costs!
Low-cost leadership berarti
BIAYA OVERALL
lebih rendah, tidak hanya biaya rendah
di manufacturing atau produksi !
10
Kriteria Kunci:
Cost Leadership Strategi PadaTingkat
Bisnis
Produk yang terstandarisasi secara
relatif
Features yang dapat diterima oleh
banyak pelanggan
Harga kompetitif terendahSumber: Lecture Note Dr. Mudradjad Kuncoro
Approaches to Securinga Cost Advantage
Do a better job than rivals of
performing value chain activities
efficiently and cost effectively
Approach 1
Revamp value chain to bypass
some cost-producing activities
Approach 2 Control costs!
By-passcosts!
Approach 1: Controlling the Cost Drivers
1. Capture scale economies; avoid scale diseconomies
2. Capture learning and experience curve effects
3. Manage costs of key resource inputs
4. Consider linkages with other activities in value chain
5. Find sharing opportunities with other business units
6. Compare vertical integration vs. outsourcing
7. Assess first-mover advantages vs. disadvantages
8. Control percentage of capacity utilization
9. Make prudent strategic choices related to operations
Approach 2: Revamping the Value Chain
1. Simplify product design
2. Offer basic, no-frills product/service
3. Shift to a simpler, less capital-intensive, or more streamlined technological process
4. Find ways to bypass use of high-cost raw materials
5. Use direct-to-end user sales/marketing approaches
6. Relocate facilities closer to suppliers or customers
7. Reengineer core business processes---be creative in finding ways to eliminate value chain activities
8. Use PC technology to delete works steps, modify processes, cut out cost-producing activities
14
Kriteria Kunci:
Diferensiasi Strategi pada Tingkat
Bisnis
Nilai yang disediakan oleh features yang khas dan karakteristik nilai
Command premium price
Kualitas super
Inovasi yang sangat cepat
Gengsi atau ekslusifitas
Pelayanan pelanggan yang tinggi
Sumber: Lecture Note Dr. Mudradjad Kuncoro
Where to Find Differentiation Opportunities in the Value Chain• Purchasing and procurement activities
• Product R&D activities
• Production R&D; technology-related activities
• Manufacturing activities
• Outbound logistics and distribution activities
• Marketing, sales, and customer service activities
Internally
Performed
Activities,
Costs, &
Margins
Activities,
Costs, &
Margins of
Suppliers
Buyer/User
Value
Chains
Activities, Costs,
& Margins of
Forward Channel
Allies &
Strategic Partners
16
Diferensiasi Strategi Pada Tingkat
BisnisPersyaratan:
Usaha konstan untuk membedakan produk dengancara:
Mengembangkan sistem atau prosesbaru
Fokus pada kualitas
Memaksimalkan kontribusi SDM dengan turnover yang rendah dan motivasi yang tinggi
Kemampuan dalam R&D
Membentuk persepsi lewat iklan
-
Where to Find Differentiation Opportunities in the Value Chain• Purchasing and procurement activities
• Product R&D activities
• Production R&D; technology-related activities
• Manufacturing activities
• Outbound logistics and distribution activities
• Marketing, sales, and customer service activities
Internally
Performed
Activities,
Costs, &
Margins
Activities,
Costs, &
Margins of
Suppliers
Buyer/User
Value
Chains
Activities, Costs,
& Margins of
Forward Channel
Allies &
Strategic Partners
Types of Differentiation Themes
• Unique taste -- Dr. Pepper
• Special features -- America Online
• Superior service -- FedEx, Ritz-Carlton
• Spare parts availability -- Caterpillar
• More for your money -- McDonald’s, Wal-Mart
• Engineering design and performance -- Mercedes
• Prestige -- Rolex
• Quality manufacture -- Honda , Toyota
• Technological leadership -- 3M Corporation, Intel
• Top-of-the-line image -- Ralph Lauren, Chanel
Focus / Niche Strategies• Involve concentrated attention on a narrow piece
of the total market
Serve niche buyers better than rivals
• Choose a market niche where buyers have distinctive preferences, special requirements, or unique needs
• Develop unique capabilities to serve needs of target buyer segment
Objective
Keys to Success
Focus / Niche Strategies and Competitive Advantage
Achieve LOWER COSTS than
rivals in serving the segment--A low-cost strategy
Offer niche buyers SOMETHING
DIFFERENT from rivals--
A differentiation strategy
Approach 1
Approach 2 Which hat
is unique?
Examples of Focus Strategies• Netscape
– Software to browse World Wide Web
• Porsche
– Sports cars
• Cannondale
– Mountain bikes
• Horizon and Comair - Commuter airlines
– Link major airports with small cities
• Jiffy Lube International
– Maintenance for motor vehicles
22
Dasar untuk Segmentasi Pelanggan
Pasar Konsumen
1. Faktor demografis (usia, penghasilan, jenis kelamin)
2. Faktor Sosioekonomi (kelas sosial, tahapan dalam siklus kehidupan
keluarga)
3. Faktor Geografis (budaya, perbedaan wilayah atau negara)
4. Faktor Psikologis (gaya hidup, kepribadian)
5. Pola Konsumsi (berat, moderat, dan pengguna ringan)
6. Faktor Persepsi (segmentasi manfaat, pemetaan persepsi)
7. Pola loyalitas merek
23
Dasar untuk Segmentasi Pelanggan
Pasar Industri
1. Segmen guna akhir (identified by SIC code)
2. Segmen Produk (berdasar perbedaan teknologi atau ekonomi produksi)
3. Segmen Geografis (ditetapkan berdasar batas antar negara atau perbedaan regional dalam region)
4. Segmen faktor pembelian yang seragam (lintas produk/pasar dan segmen geografis)
5. Segmen ukuran pelanggan
What Makes a NicheAttractive for Focusing?
• Big enough to be profitable
• Good growth potential
• Not crucial to success of major competitors
(making it unlikely they will compete hard in niche)
• Focuser has resources to effectively serve segment
• Focuser can defend against challengers via superior
ability to serve buyers in segment and customer
goodwill
top related