manajemen stratejik 5

28
MANAJEMEN STRATEJIK 5 ANALISIS SITUASI & BUSINESS STRATEGY PREPARED BY: BUDI SANTOSO

Upload: adepertiwi

Post on 24-Oct-2014

130 views

Category:

Documents


3 download

TRANSCRIPT

Page 1: MANAJEMEN STRATEJIK 5

MANAJEMEN STRATEJIK 5

ANALISIS SITUASI & BUSINESS STRATEGY

PREPARED BY: BUDI SANTOSO

Page 2: MANAJEMEN STRATEJIK 5

POKOK BAHASAN

• REVIEW• SFAS MATRIX • MEMILIH STRATEGI BISNIS TOWS MATRIX• PILIHAN STRATEGI BERSAING DAN KERJASAMA• PILIHAN TAKTIK BERSAING• STRATEGI ALIANSI

Page 3: MANAJEMEN STRATEJIK 5

Chapter 1Wheelen/Hunger 3

Evaluation and Control

and Control

Model Manajemen Strategis

Strategy Formulation

Strategy Implementation

Mission

Objectives

Strategies

Policies

Feedback/Learning

Environmental

Scanning

Societal Environment

General Forces

Task Environment

Industry Analysis

Structure Chain of Command

Resources Assets, Skills

Competencies, Knowledge

Culture Beliefs, Expectations,

Values

Reason for existence

What results to accomplish by when Plan to

achieve the mission & objectives Broad

guidelines for decision making

Programs

Activities needed to accomplish a plan

Budgets

Cost of the programs Procedures

Sequence of steps needed to do the job

Process to monitor performanceand take corrective action

Performance

External

Internal

Evaluationand Control

Page 4: MANAJEMEN STRATEJIK 5

INGAT ! INGAT ! INGAT !

• KEPUTUSAN STRATEJIK

RARE – CONSQUENTIAL – DIRECTIVE

Page 5: MANAJEMEN STRATEJIK 5

REVIEW

• KITA SUDAH MEMEMILIKI GAMBARAN SWOT PERUSAHAAN STRATEGIC FACTORS ANALYSIS SUMMARY (SFAS MATRIX)

• SURVEY MC. Kinsey 2.700 EXEC. 82% MEMPERGUNAKAN MODEL INI

Page 6: MANAJEMEN STRATEJIK 5

KRITIK TERHADAP SWOT ANALISYS- SERINGKALI TERLALU BANYAK LIST YANG KURANG BERGUNA- TIDAK ADA PEMBOBOTAN YANG MERELFLEKSIKAN PRIORITAS- SERING MENGGUNAKAN PERNYATAAN YANG AMBIGU- FAKTOR YANG SAMA DAPAT BERMAKNA GANDA- TIDAK ADA KEWAJIBAN UNTUK MEMVERIFIKASI OPINI DENGAN DATA- HANYA MENJELASKAN SINGLE LEVEL ANALISIS- TIDAK ADA TAUTAN LOGIKA DENGAN STRATEGI IMPLEMENTASI

Page 7: MANAJEMEN STRATEJIK 5

Prentice Hall, 2002 Chapter 1Wheelen/Hunger 7

ANALISIS KEKUATAN DAN KELEMAHAN

Page 8: MANAJEMEN STRATEJIK 5

Prentice Hall, 2002 Chapter 1Wheelen/Hunger 8

ANALISIS KEKUATAN DAN KELEMAHAN

Page 9: MANAJEMEN STRATEJIK 5

BUSINESS STRATEGY ?

• IMPROVING COMPETITIVE POSITION OF BISNIS/COMPANY TO SERVE THE MARKET

• BUS STRAG, DOUBLE THE IMPACT TO PERFORMANCE THAN CORPORATE OR INDUSTRY EFFECT

• COMPETITIVE OR COOPERATIVE

Page 10: MANAJEMEN STRATEJIK 5

PILIHAN STRATEGI

Page 11: MANAJEMEN STRATEJIK 5

KWADRAN SWOT

S

O T

W

Page 12: MANAJEMEN STRATEJIK 5

ALTERNATIF STRATEGI BISNISMICHAEL PORTER

• LOWER COST STRATEGY

• DIFFERENTIATION STATEGY

Page 13: MANAJEMEN STRATEJIK 5

GENERIC COMPETITIVE STRATEGIESMICHAEL E PORTER

COST LEADERSHIP DIFFERENTIATION

COST FOCUS DIFFERENTIATION FOCUS

LOWER COST DIFFERENTIATIONN

ARRO

W T

ARG

ET

B

ROAD

TAR

GET

COM

PETI

TIVE

SCO

PE

COMPETITIVE ADVANTAGE

Page 14: MANAJEMEN STRATEJIK 5

GENERIC COMPETITIVE STRATEGIES

• COST LEADERSHIP, HARGA MURAH MENGUASAI DALAM JANGKA PANJANG

• DIFFERENTIATION, KEUNIKAN PRODUK HARGA PREMIUM

• COST FOCUS, MELAYANI PASAR KHUSUS DENGAN HARGA MURAH

• DIFERENTIATION FOCUS, MELAYANI PASAR KHUSUS DENGAN BARANG KHUSUS

Page 15: MANAJEMEN STRATEJIK 5

REQUREMENT FOR GENERIC COMPETITIVE STRATEGIES

• OVERALL COST LEADERSHIP• DIFFERENTITION• FOCUS

Page 16: MANAJEMEN STRATEJIK 5

WHICH COMPETITIVE STRATEGY IS BEST ?

Page 17: MANAJEMEN STRATEJIK 5

REQUIREMENT FOR OVERALL COSTGENERIC STRATEGY COMMONLY REQUIRED SKILLS

AND RESOURCESCOMMON ORGANIZATIONAL REQUIREMENTS

OVERALL COSTLEADERSHIP

- SUSTAINED CAPITAL INVESTEMEN AND ACCESS TO CAPITAL- PROCESS ENGINEERING SKILLS- PRODUCT DESIGNED FOR EASE OF MANUFACTURE- INTENS SUPERVISION OF LABOUR- LOW/COST DISTRIBUTION SYSTEM

- TIGHT COST CONTROL- FREQUENT, DETAILED CONTROL REPORT- STRUCTURED ORGANIZATION AND RESPOSIBILITIES- INCENTIVES BASED ON MEETING STRICT QUANTITATIVE TARGETS

Page 18: MANAJEMEN STRATEJIK 5

REQUIREMENT FOR DIFFERENTIATIONGENERIC STRATEGY COMMONLY REQUIRED SKILLS

AND RESOURCESCOMMON ORGANIZATIONAL REQUIREMENTS

DIFFERENTIATION - STRONG MARKETING ABILITIES- PRODUCT ENGINEERING - CREATIVE FLAIR- STRONG CAPABILITY IN BASIC RESEARCH- CORPORATE REPUTATION OR QUALITY OR TECHNOLOGICAL LEADERSHIP- LONG TRADITION IN THE INDUSTRY OR UNIQUE COMBINATION OF SKILLS DRAWN FROM OTHER BUSINESS- STRONG COOPERATION FROM CHANNELS

- STRONG COORDINTION AMONG FUNCTION IN R&D. PRODUCT DEV, AND MARKETING- SUBJECTIVE MEASUREMENT AND INCENTIVES INSTEAD OF QUANTITATIVE MEASURES- AMENITIES TO ATTRACT HIGHLY SKILLED LABOUR, SCIENTISTS, OR CREATIVE PEOPLE

Page 19: MANAJEMEN STRATEJIK 5

REQUIREMENT FOR F O C U SGENERIC STRATEGY COMMONLY REQUIRED SKILLS

AND RESOURCESCOMMON ORGANIZATIONAL REQUIREMENTS

FOCUS - COMBINATION OF THE ABOVE POLICIES DIRECTED AT THE PARTICULAR STARTEGIC TARGET

-COMBINATION OF THE ABOVE POLICIES DIRECTED AT THE PARTICULAR STRATEGIC TARGET

Page 20: MANAJEMEN STRATEJIK 5

RISK OF GENERIC COMPETITIVE STRATEGIES

RISK OF COST LEADERSHIP RISK OF DIFFERENTIATION RISK OF FOCUS

TIDAK AKAN BERTAHAN - PESAING MENIRU- PERUBAHAN TEKNOLOGI- KEHABISAN BAHAN

PROXIMITY IN DIFF IS LOST

COST FOCUSER ACHIEVE EVEN LOWER IN SEGMENT

TIDAK AKAN BERTAHAN - DITIRU- DIANGGAP TIDAK PENTING OLEH BUYER

COST PROXIMITY IS LOST

DIFFERENTIATION FOCUSER ACHIEVE EVEN GREATER DIFFERENTIATION

TERBATAS TARGET MENJADI TIDAK MENARIK- STRUKTUR TEREROSI- KEHILANGAN DEMANDBROADLY TARGETED COMPETITIOR OVERWHELM THE SEGMENT- SEGMEN YANG SEMPIT- MENINGKATNYA BROAD LINE

NEW FOCUSERS SUBSEGMENT THE INDUSTRY

Page 21: MANAJEMEN STRATEJIK 5

DIMENSIONS OF QUALITY

• PERFORMANCE• FEATURES• RELIABILITY• CONFORMANCE• DURABILITY• SERVICEABILITY• AESTEHETICS• PERCEIVED QUALITY

Page 22: MANAJEMEN STRATEJIK 5

ISSUE STRATEGI BERSAING

STRUKTUR INDUSTRI- FRAGMENTED- CONSOLIDATED

HYPERCOMPETITION

Page 23: MANAJEMEN STRATEJIK 5

TAKTIK BERSAING

• TACTIC IS A SPECIFIC OPERATING PLAN THAT DETAILS HOW STRATEGY IS TO BE IMPLEMENTED IN TERM WHEN AND WHERE IS TO BE PUT INTO ACTION

Page 24: MANAJEMEN STRATEJIK 5

TACTIC

• OFFENSIVE (FRONTAL, BYPASS ATTACK DSB)• DEFENSIVE- RAISE STRUCTURAL BARRIERS- INCREASE EXPECTED RETALIATION

Page 25: MANAJEMEN STRATEJIK 5

COOPERATIVE STRATEGIES

• COLLUSION• STARTEGIC ALLIANCE • KONSORSIUM, • JOINT VENTURE• LICENCING AGREEMENT,• VALUE CHAINPARTNERSHIP

Page 26: MANAJEMEN STRATEJIK 5

TUJUAN ALIANSI

- LEARN NEW CAPABILITIES - ACCESS SPECIFIC MARKET - REDUCE FINANCIAL RISK - REDUCE POLITICAL RISK

Page 27: MANAJEMEN STRATEJIK 5

KESIMPULAN

• HASIL ANALISIS SWOT PERLU DITINDAK LANJUTI DALAM BENTUK FORMULASI STRATEGI BISNIS, DENGAN ALTERNATIF , BERTAHAN ATAU MENYERANG MELALUI PERTIMBANGAN COST, DIFFERENTIATION DAN FOKUS

Page 28: MANAJEMEN STRATEJIK 5

TUGASSTRATEGY HIGHLIGHT

• BUATLAH DALAM BENTUK KELOMPOK• PERGUNAKAN DATA DARI PERUSAHAAN YANG PERNAH

ANDA ANALISIS SWOTNYA• ANALISIS DARI ASPEK STRATEGI BISNISNYA• BUATLAH PERTANYAAN PERTANYAAN KRITIS TERHADAP

BISNIS YANG DIJALANKAN• CARILAH JAWABANNYA DARI HASIL RISET ANDA• APABILA ANDA MENGUSULKAN ALTERNATIF STRATEGI

BISNIS JELASKAN ?• URAIAN ARGUMENTASI HARUS BERDASAR PADA TEORI • BUATLAH DALAM 2 HALAMAN DAN PRESENTASIKAN.