Transcript
Page 1: STRATEGI co-opetition

CO-OPETITIONA Revolution Mindset That Combines Competition and Cooperation

The Game Theory Strategy That's Changing the Game of Business

Page 2: STRATEGI co-opetition

PERKEBUNAN INDONESIA

Page 3: STRATEGI co-opetition

PARA PESAING INDUSTRI

Persaingan diantara perusahaan yg ada

PENDATANG BARU POTENSIAL

PEMBELI

PRODUK PENGGANTI

PEMASOK

Ancaman masuknya pendatang baru

Kekuatan tawar menawar pembeli

Kekuatan tawar menawar pemasok

Ancaman produk atau jasa pengganti

Kekuatan-kekuatan yg Mempengaruhi Persaingan Industri

Page 4: STRATEGI co-opetition

RANTAI NILAI

INFRASTRUKTUR PERUSAHAAN

LOGISTIK KE DALAM

LOGIS-TIK KE LUAROPERASI

PEMASAR-AN DAN PENJUAL-

AN

PELA-YANAN

MANAJEMEN SUMBERDAYA MANUSIA

PENGEMBANGAN TEKNOLOGI

PEMBELIAN

MA

RG

INM

AR

GIN

A

B

A = Kegiatan Utama (Primary Activities)

B = Kegiatan Pendukung (Support Activities)

Page 5: STRATEGI co-opetition

Berlian Porter

Persaingan, Struktur, dan Strategi Perusahaan

1. Persaingan domestik2. Struktur dan Strategi Perusahaan

Kondisi Permintaan Domestik1. Komposisi Permintaan

Domestik2. Besar dan pola pertumbuhan

permintaan domestik3. Internasionalisasi permintaan

domestik

Kondisi Faktor Sumberdaya1. Sumberdaya alam2. Sumberdaya manusia3. Sumberdaya IPTEK4. Sumberdaya Modal5. Sumberdaya infrastruktur

Industri Terkait & Pendukung 1. Industri pemasok2. Industri terkait

Peranan Pemerintah

Peranan Kesemptan

Page 6: STRATEGI co-opetition

Susu Pateurisasi Susu UHT Yoghurt , KejuSkim Milk Powder Full Milk Powder Susu Formula Susu Kental Manis Anhydrose Milk Fat Mentega Ice cream Tahu SusuKerupuk susuPermen susuWheyKepala Susu

Ternak

Pengolahan Susu

PengolahanBy Products

KLASTER INDUSTRI

PETERNAKAN SAPI PERAH

Input Factors;Pakan: Hijauan, KonsentratSemenObat hewanBibitPeralatan (milk can)Kredit

Pelayanan Kesehatan: Hewan, Keluarga peternak

Pelayanan Umum; Pendidikan, pelatihan, Transportasi, komunikasi, air bersih, listrik

PEMASARAN:> Susu dan olahannya> By products

Industri Kemasan

Industri Alsin

Transportation

Pedet

Jantan

Betina afkir

Rearing

Penggemukan

Pemotongan

Kotoran

Kulit

Tulang

Biogas

Biomass

Penyamakan

Industri ??

Page 7: STRATEGI co-opetition

Blue Ocean Strategy

Page 8: STRATEGI co-opetition

Susu Pateurisasi Susu UHT Yoghurt , KejuSkim Milk Powder Full Milk Powder Susu Formula Susu Kental Manis Anhydrose Milk Fat Mentega

Ice cream Tahu SusuKerupuk susuPermen susuWhey

Kepala Susu

Ternak

Pengolahan Susu

PengolahanBy Products

KLASTER INDUSTRI PETERNA

KAN

Input Factors;Pakan: Hijauan, KonsentratSemenObat hewanBibitPeralatan (milk can)Kredit

Pelayanan Kesehatan: Hewan, Keluarga peternak

Pelayanan Umum; Pendidikan, pelatihan, Transportasi, komunikasi, air bersih, listrik

PEMASARAN:> Susu dan olahannya> By products

Industri Kemasan

Industri AlsinTransportation

PedetJantanBetina afkir

Rearing

PenggemukanPemotongan

KotoranKulitTulang

BiogasBiomassPenyamakanIndustri ??

INFRASTRUKTUR PERUSAHAAN

LOGIS-TIK KE DALA

M

LOGIS-TIK KE LUAR

OPERASI

PEMASAR-AN DAN

PENJUAL-AN

PELA-

YAN-AN

MANAJEMEN SUMBERDAYA MANUSIA

PENGEMBANGAN TEKNOLOGI

PEMBELIAN

MA

RG

I

N

MA

RG

IN

A

B

A = Kegiatan Utama (Primary Activities)

B = Kegiatan Pendukung (Support Activities)

Persaingan, Struktur, dan Strategi Perusahaan

1. Persaingan domestik2. Struktur dan Strategi

Perusahaan

Kondisi Permintaan Domestik

1. Komposisi Permintaan Domestik

2. Besar dan pola pertumbuhan permintaan domestik

3. Internasionalisasi permintaan domestik

Kondisi Faktor Sumberdaya1. Sumberdaya alam2. Sumberdaya manusia3. Sumberdaya IPTEK4. Sumberdaya Modal5. Sumberdaya infrastruktur

Industri Terkait & Pendukung 1. Industri pemasok2. Industri terkait

Peranan Pemerint

ah

Peranan Kesempt

an

Blue Ocean Strategy

PARA PESAING INDUSTRI

Persaingan diantara perusahaan yg ada

PENDATANG BARU POTENSIAL

PEMBELI

PRODUK PENGGANTI

PEMASOK

Ancaman masuknya pendatang baru

Kekuatan tawar menawar pembeli

Kekuatan tawar menawar pemasok

Ancaman produk atau jasa pengganti Strategic Issue

Identification

Keterkaitan Kesemuanya

Page 9: STRATEGI co-opetition

PARA PESAING INDUSTRI

Persaingan diantara

perusahaan yg ada

PENDATANG BARU

POTENSIAL

PEMBELI

PRODUK PENGGANTI

PEMASOK

Ancaman masuknya pendatang baru

Kekuatan tawar menawar pembeli

Kekuatan tawar menawar pemasok

Ancaman produk atau jasa pengganti

INFRASTRUKTUR PERUSAHAAN

LOGIS-TIK KE DALAM

LOGIS-TIK KE LUAR

OPERASIPEMASAR-

AN DAN PENJUAL-

AN

PELA-YAN-

AN

MANAJEMEN SUMBERDAYA MANUSIA

PENGEMBANGAN TEKNOLOGI

PEMBELIAN

MA

RG

I

N

MA

RG

IN

A

B

A = Kegiatan Utama (Primary Activities)

B = Kegiatan Pendukung (Support Activities)

Blue Ocean Strategy

Strategic Issue Identification

COMPETITIONISSUES

Page 10: STRATEGI co-opetition

Susu Pateurisasi Susu UHT Yoghurt , KejuSkim Milk Powder Full Milk Powder Susu Formula Susu Kental Manis Anhydrose Milk Fat Mentega

Ice cream Tahu SusuKerupuk susuPermen susuWheyKepala Susu

Ternak

Pengolahan Susu

PengolahanBy Products

KLASTER INDUSTRI

PETERNAKAN

Input Factors;Pakan: Hijauan, KonsentratSemenObat hewanBibitPeralatan (milk can)Kredit

Pelayanan Kesehatan: Hewan, Keluarga peternak

Pelayanan Umum; Pendidikan, pelatihan, Transportasi, komunikasi, air bersih, listrik

PEMASARAN:> Susu dan olahannya> By products

Industri Kemasan Industri Alsin

Transportation

PedetJantanBetina afkir

Rearing

PenggemukanPemotongan

Kotoran

Kulit

Tulang

Biogas

BiomassPenyamakanIndustri ??

Persaingan, Struktur, dan Strategi Perusahaan

1. Persaingan domestik2. Struktur dan Strategi

Perusahaan

Kondisi Permintaan Domestik1. Komposisi Permintaan

Domestik2. Besar dan pola

pertumbuhan permintaan domestik

3. Internasionalisasi permintaan domestik

Kondisi Faktor Sumberdaya1. Sumberdaya alam2. Sumberdaya manusia3. Sumberdaya IPTEK4. Sumberdaya Modal5. Sumberdaya

infrastruktur

Industri Terkait & Pendukung 1. Industri pemasok2. Industri terkait

Peranan Pemerinta

h

Peranan Kesempt

an

CO-OPERATIONISSUES

Strategic Issue Identification

Page 11: STRATEGI co-opetition

CO-OPETITION

COMPETITIONISSUES

CO-OPERATIONISSUES

CO-OPETITION ISSUES

BUSINESS AS A GAME

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CO-OPETITION

• RECOGNIZES THAT BUSINESS RELATIONSHIPS HAVE MORE THAN ONE ASPECT

• BY IDENTIFYING ALL THE PLAYERS AND ALL THE INTERDEPENDENCIES, GAME THEORY EXPANDS THE REPERTOIRE OF STRATEGIES

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Bisnis adalah Perang ?

• Memperdaya pesaing• Merebut bagian pasar (market share)• Membuat merek pembunuh• Memukul pemasok• Mengunci pelangganAda pemenang dan ada pecundang Win-Loss Zero Sum Game

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Bisnis itu Damai ?

• Tidaklah cukup hanya sukses, sementara orang lain gagal

• Anda tidak perlu memadamkan lampu orang lain untuk membuat lampu anda sendiri bersinar.

• Banyak bisnis yang berhasil karena orang lain berhasil

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Business is War and PeaceCooperation in creating value perbesar kue

Competition in dividing it upNot cycles of War, Peace, War ...Simultaneously War and Peace

“You have to compete andcooperate at the same time”

Co-opetition BUSINESS AS A GAME

Page 16: STRATEGI co-opetition

Limitations of the Hypercompetition Perspective

• Ignores the point that competition and co-operation can co-exist.

• Sometimes it may be in the best interests of players not to jump to the next level of dynamic competitive interaction but into co-operative competition - coopetition

• This requires figuring out the situation the firm is facing and then looking at the firm’s valuenet

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LOOK FOR COMPLEMENTARY OPPORTUNITIES AS WELL AS COMPETITIVE THREATS

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THINK COMPLEMENTS

• FIND WAYS TO MAKE THE PIE BIGGER RATHER THAN FIGHTING WITH COMPETITORS OVER A FIXED PIE

• eg. Microsoft benefifts when Intel develops a new chip

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BIGGER ‘BIGGER PICTURE’

• GAME THEORY GIVES MORE COMPLETE PICTURE OF BUSINESS RELATIONSHIPS

• AVOIDS EXCLUSIVE FOCUS ON COMPETITION(win-lose)

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Co-opetition

Adam M Brandenburger and Barry J Nalebuff

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Jala Nilai (ValueNet)

Jika bisnis adalah permainan Siapa saja para pemainnya? Apa saja peran mereka?

Para pemain : Pelanggan, Pemasok, Pesaing dan Komplementor

Bisa jadi pemain yang sama dapat mempunyai peran ganda sehingga dapat dipetakan siapa teman dan siapa musuh kita

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The ValueNet

Customers

Company

Suppliers

ComplementorsCompetitors

• Pelanggan dan pemasok memainkan peran yang simetrik

• Pesaing dan komplementor memainkan peran bayangan-cermin

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Value Net (Sisi Pelanggan)

• Suatu pemain adalah komplementor anda jika pelanggan menghargai produk anda LEBIH TINGGI bila mereka juga memiliki produk pemain lain ketimbang bila mereka hanya memiliki produk anda.

• Suatu pemain adalah pesaing anda jika pelanggan menghargai anda LEBIH RENDAH bila mereka juga memiliki produk pemain lain ketimbang bila mereka hanya memiliki produk anda.

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Value Net (Sisi Pemasok)

• Suatu pemain adalah komplementor anda jika menjadi LEBIH menarik bagi pemasok untuk menyediakan sumberdaya kepada anda bila ia juga memasok pemain lain ketimbang bila ia hanya memasok produk anda.

• Suatu pemain adalah kompetitor anda jika menjadi KURANG menarik bagi pemasok untuk menyediakan sumberdaya kepada anda bila ia juga memasok pemain lain ketimbang bila ia hanya memasok produk anda.

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Who are the complementors?

• Cars Auto loans, insurance, roads

• Televisions VCRs• TV shows TV guide• Fax machines Phone lines• Catalogs Delivery services• Hardware Software

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Multiple Roles: Jekyll and HydeCompetitive threat or complementary opportunity?

Ada kecenderungan untuk melihat setiap pemain baru sebagai ancaman persaingan

Tetapi banyak pemain menjadi komplemen bagi anda selain juga bersaing denganda

Carilah peluang-peluang komplementaritas selain juga mengamati ancaman-ancaman persaingan

Movie theaters & video rentalsTraditional & Internet Booksellers (BookZone) “paperless” officeATM machines

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Multiple Roles: Making Markets

Complementors in making the market

Bunching effect membantu menciptakan pasar yang lebih besar bagi pemasok maupun pelanggan

Competitors in dividing the marketAntique stores in Brussel

Sentra Tas Tajur

Food Court

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ValueNet University

Customers

University

Suppliers

ComplementorsCompetitors

Universitas lain, Komputer, Perumahan, Travel, Hotel, Aktivitas Budaya, Karywan lokal, Kios, Fotokopi

Universitas lain, Pengajar tidak tetap, Perusahaan Swasta, Rumah Sakit, Museum

Mahasiswa, Orangtua, Pemerintah, Perusahaan, Donor

Pengajar, Staf, Administrator, Penerbit (buku, jurnal, layanan on-line)

Page 29: STRATEGI co-opetition

Game theory

• Using game theory allows us to consider “changing the game” WHY is that helpful?

• You can make the game you want…to your advantage. HOW?

• Change the player, added value, rules or tactics.

• PARTS are the levers for moving the world of business ala Archimedes.

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What game is being played?Questions to ask yourself are:• Who are the key players?

• duopoly game; oligopoly game; etc…• What options are open to the players?

• pricing game; advertising game; etc.• What goals are the players pursuing

• market share? profits?..• Are goals complementary or conflicting?

• issues the players agree on, sources of conflict, etc..• What is the time structure of the game?

• one shot, repeated, simultaneous, sequential, etc..• What is the information structure of the game?

• information as a source of bargaining strength

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How are you doing in the game?

• If you find yourself in a “bad box” what do you do?• Play the existing game better• Try to get a good outcome for yourself

• Change the game• Seek answers outside the “box”

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How can the game be changed?

The game can be changed by changing• Players• Added value• Rules of the game• Tactics employed• Scope of the game

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Change Players

• Even if you can’t make money in a game, figure out who stands to gain from your entry and make them pay (Holland Sweetener)

• once you’re in the game try to change who else is in the game; try to bring in customers, suppliers, complementors, competitors (e.g.credit union/auto sales)

Page 34: STRATEGI co-opetition

ALLOCENTRISM• Prinsip teori permainan adalah pentingnya

memusatkan perhatian pad pihak lain (Alosentrism)

• Bila saya siap berdiskusi dengan seseorang, saya menggunakan sepertiga waktu saya untuk memikirkan diri saya sendiri dan apa yang akan saya katakan, dan dua pertiga waktu saya untuk memikirkan dia dan apa yang akan dia katakan (Abraham Lincoln)

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YOUR ADDED VALUE=THE SIZE OF THE PIE WHEN YOU

ARE IN THE GAMEMINUS

THE SIZE OF THE PIE WHEN YOU ARE OUT OF THE GAME

Page 36: STRATEGI co-opetition

Change Added Values• With a monopoly its ok to limit the added

values of other players (nintendo)• In competitive situation, you need to build

your own added value, e.g. improve quality at low incremental cost or vice versa

• but only way to protect added value is to create relationships with your customers and suppliers…have a loyalty program (Advantage), because it doesn’t disappear even when imitated!

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Change Rules

• Usually we think we should charge more to our customers and less to competitors

• changing this rule is possible, e.g., introduction GM card (cash award)and Aadvantage (in kind award): latter is better because it increase the size of the pie by delivering more value for same price)

Page 38: STRATEGI co-opetition

Change Tactics

• Shift perceptions– lift fog, e.g.display credibility through guarantees,

free trials, ads or ask for credibility by requesting guarantee, pay for performance contract

– preserve fog, e.g hide information, explain away failure

– stir up the fog e.g. create complex pricing schemes

Page 39: STRATEGI co-opetition

Change Scope• Look at the game as part of an even bigger

game…change the links between– added values--price superior product high so you

don’t eat away at incumbent’s existing product – rules--if you have power get long-term contracts

with suppliers, or offer package discounts– tactics--get another player to believe that what

you will do in one situation depends on what happens in another.


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