“the reason why firms succeed or fail is perhaps the central question

in strategy”.

-Porter, Wheelen & Hunger (1995)-

-Kaplan and Norton

• Strategy is choosing to perform activities differently from competitors so as provide an unique value proposition

Tanpa strategi, perusahaan seperti kapal tanpa kendali, berputar-putar dalam lingkaran. Seperti

pengemis tidak memiliki tempat yang ingin dituju.

Joel Ross and Michael K

Hubungan Sistem Pengendalian Manajemen dan Strategi Bisnis

Hubungan Satu Arah

Hubungan Dua arah

Hubungan Satu Arah

Sistem Pengendalian Manajemen

Strategi Bisnis

Hubungan Dua Arah

Sistem Pengendalian Manajemen

Strategi Bisnis

Jenis Strategi: Perspective 1

Jenis Strategi

Tingkat Organisasi

Pembagian Tugas

Tingkat OrganisasiGriffin,Ricky W;Ebert, Ronald J. Bisnis, Edisi Kedelapan, Jilid 1, Erlangga, Jakarta, 2006.

Tingkat Korporasi

Tingkat Bisnis

Tingkat Fungsional

Srategi Korporasi

Strategi Bisnis 3

Strategi Bisnis 2

Strategi Bisnis 1

Strategi R & D Strategi Produksi

Strategi Pemasaran

Strategi SDM Strategi Keuangan

• bisnis apa yang akan dilakukan•bagaimana sumber daya dialokasikan

• bagaimana cara bersaing

Tingkat OrganisasiSchendel dan Charles Hofer, Higgins (1985)

Enterprise Strategy

Tingkat Korporasi

Tingkat Bisnis

Tingkat Fungsional

Srategi Korporasi

Strategi Bisnis 3

Strategi Bisnis 2

Strategi Bisnis 1

Strategi functional ekonomi

Strategi functional manajemen

Strategi isu stratejik

memberi pelayanan yang baik terhadap tuntutan dan kebutuhan

masyarakat

keuangan, pemasaran, sumber daya, penelitian dan

pengembangan.

planning, organizing, implementating, controlling, staffing, leading, motivating, communicating,

decision making, representing, dan integrating.

mengontrol lingkungan

Pembagian Tugas

Strategi Generik

Strategi Utama

Strategi Fungsional

•Strategi Generik Porter•Strategi Generik Glueck•Strategi Generik Schermerhon

Strategi Generik Porter

Strategi Generik Glueck

Strategi Stabilitas (stability)

Tidak mendambah produk, efisiensi

Strategi Ekspansi (expansion)

Menambah produk

Strategi Penciutan (retrenchment)Pengurangan produk

Strategi Kombinasi (combination)

Strategi Generik Schermerhon

Strategi prospektor (prospector)

Strategi bertahan (defender).

Strategi penganalisis (Analyzer) Strategi reaktor

Jenis Strategi

Integration Strategies

Intensive Strategies

Diversification Strategies

Defensive Strategies

Strategi Generik Strategi Utama

Forward Integration Strategy

Strategi Integrasi ke belakang (Backward Integration Strategy)

Strategi Integrasi Horisontal (Horizontal Integration Strategy)

Strategi Penetrasi Pasar (Market Penetration Strategy)

Strategi Pengembangan Pasar (Market Development Strategy)

Strategi Pengembangan Produk (Product Development Strategy)

Strategi Diversifikasi Terpusat (Concentric Diversification Strategy)

Strategi Diversifikasi Horizontal (Horizontal Diversification Strategy)

Strategi Diversifikasi Konglomerasi (Conglomerate Diversification Strategy)

Strategi Penggabungan Usaha (Merger Strategy/Joint Venture)

Strategi Pengurangan/Penghematan (Retrenchment Strategy)

Strategi Pelepasan (Disvesture Strategy)

Strategi Likuidasi (Liquidation Strategy)

Strategi Kombinasi (Combination Strategy)

David, 1998; Porter 1980 dan 1985

Strategi FungsionalHunger dan Wheelen (2001:262)

Strategi Pemerolehan Sumber Daya dan Kapabilitas

Strategi Pemasaran

Strategi Finansial.

Strategi Penelitian dan Pengembangan ( Research & Development ).

Strategi Operasi/Produksi

Strategi Sumber Daya Manusia dan Fungsional Lainnya

Jenis Strategi: Perspective 2

Clasification of business strategies

• Cost Leadership Strategy• Differentiation Strategy• Focus Strategy– Focus-Low cost– Focus-Differentiation

• Hybrid (Combination) Strategy• No Definite Strategy

How to Implement the Stratgey?Using Balance Scorecard

Perumusan Strategi

Balance Score Card - Kaplan, Robert and David Norton, The Balanced Scorecard: Translating Strategy into Action

Balance ScoreCard”...... a set of measures that gives top managers a fast but comprehensive view of the business..... includes financial measures that tell the result of action already taken….. completments the financial measures with operational measures on customer satisfaction, internal process, and the organization’s innovation and improvement activites – operational measures that are drivers of future financial performance.

Kaplan, Robert and David Norton, The Balanced Scorecard: Translating Strategy into Action

Strategic Theme Strategic Objective Strategic Measurement Target Strategic Initiative

Financial

Growth above the market demand

Annual and sales growth Annual growth of 40% Wide distribution channel

throughout Indonesia, has already interested some partners, especially global pharmaceutical companies such as Pfizer and Astra Zeneca.

Customer

Serve them with a 'human touch Customer Satisfication

Customer Relationship Management

Give customer the highest priority in terms of providing service and handling customer complaints

Internal Business Process

Global Market Player Zero Defect achieve PICs Standards Setting up of our new manufacturing plant, in collaboration with an international reputable consultant

Learning & Growth

Leading Global Corporation Market Development

Local market (Papua, Ambon NTB and NTT) and Regional market (set up a branch in Myanmar, and export our products to Russia, Mongolia and other countries)

Planning to double our Sales Field Force to 400 people in anticipation of our targeted growth of 123% in 2008