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

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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

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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

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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

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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