perencanaan dalam organisasi publik

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Perencanaan Organisasi PublikPerencanaan Organisasi PublikPerencanaan Organisasi PublikPerencanaan Organisasi Publik

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TAHAP PERENCANAAN STRATEGI

Tahap 1: Masukan

Tahap 2: Pencocokan

Tahap 3: Keputusan

1. Evaluasi Visi-Misi2. Analisis Faktor Eksternal3. Analisis Faktor Internal4. Analisis Profil Kompetitif

1. Matriks TOWS2. Matriks SPACE3. Matriks BCG/Posisi Pasar Rel.4. Matriks I/E5. Matriks Grand Strategy

1. Matriks QSPM2. Teknik PHA3. Skenario

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T1.1: Evaluasi Visi-Misi

Karakteristik Visi Yang Baik Menjawab:

1. Keberhasilan yang akan dicapai.2. Hal yang paling menjadi fokus.3. Masa depan yang diinginkan.4. Menyerasikan organisasi & waktu.5. Bersifat ambisius.

Karakteristik Misi Yang Efektif:

1. Pelanggan.2. Produk.3. Pasar.4. Teknologi.5. Perhatian pada sustainability, growth & profitability6. Falsafah.7. Konsep diri.8. Perhatian pada citra publik.9. Perhatian pada karyawan

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T1.2: Analisis Faktor Eksternal

Lingkungan Jauh/Umum

Lingkungan Industri

Lingkungan Dekat/Operasional

Organisasi

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Lingkungan Jauh/Umum

• Ideologi • Ekonomi

• Politik/Hukum• Sosial Budaya

• Demografi• Teknologi

• Global

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Economic Factors• Prime interest rates• Inflation rates• Trends in the growth of the gross

national product • Unemployment rates• Globalization of the economy• Outsourcing

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Social Factors

Present in the external environment: Beliefs & Values Attitudes & Opinions Lifestyles

Developed from: Cultural conditioning Ecological conditioning Demographic makeup Religion Education Ethnic conditioning.

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Political Factors

Political constraints on firms:• Fair-trade Decisions• Antitrust Laws• Tax Programs• Minimum Wage Legislation• Pollution and Pricing Policies• Administrative jawboning

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Technological Factors

Technological forecasting helps protect and improve the profitability of firms in growing industries.

It alerts strategic managers to

impending challenges and

promising opportunities. The key to beneficial forecasting of technological

advancement lies in accurately predicting future technological capabilities and their probable impacts.

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Ecological Factors

Ecology refers to the relationships among human beings and other living things and the air, soil, and water that supports them.

Threats to our life-supporting ecology caused principally by human activities in an industrial society are commonly referred to as pollution

Loss of habitat and biodiversity Environmental legislation Eco-efficiency

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International Environment

Monitoring the international environment

involves assessing each non-domestic

market on the same factors that are

used in a domestic assessment. While the importance of factors will differ, the same set

of considerations can be used for each country. Economic, political, legal, and social factors are used

to assess international environments. One complication to this process is that the interplay

among international markets must be considered.

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Lingkungan Industri

Porter’s 5 Forces

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Industry Environment

Industry Defined A group of firms producing products that are close

substitutes Firms that influence one another Includes a rich mix of competitive strategies

that companies use in pursuing strategic competitiveness and above-average returns

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The Five Forces of Competition Model

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Threat of New Entrants: Barriers to Entry Economies of scale Product differentiation Capital requirements Switching costs Access to distribution channels Cost disadvantages independent of scale Government policy Expected retaliation

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Barriers to Entry

Economies of Scale Marginal improvements in efficiency that a firm

experiences as it incrementally increases its size

Advantages and disadvantages of large-scale and small-scale entry

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Barriers to Entry (cont’d)

Product differentiation Unique products

Customer loyalty

Products at competitive prices

Capital Requirements Physical facilities

Inventories

Marketing activities

Availability of capital

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Switching Costs One-time costs customers incur when they buy

from a different supplier

New equipment

Retraining employees

Psychic costs of ending a relationship

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Access to Distribution Channels Stocking or shelf space

Price breaks

Cooperative advertising allowances

Cost Disadvantages Independent of Scale Proprietary product technology

Favorable access to raw materials

Desirable locations

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Cost disadvantages independent of scale Proprietary product technology

Favorable access to raw materials

Desirable locations

Government policy Licensing and permit requirements

Deregulation of industries

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Expected retaliation Responses by existing competitors may depend

on a firm’s present stake in the industry (available business options)

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Bargaining Power of Suppliers Supplier power increases when:

Suppliers are large and few in number

Suitable substitute products are not available

Individual buyers are not large customers of suppliers and there are many of them

Suppliers’ goods are critical to buyers’ marketplace success

Suppliers’ products create high switching costs. Suppliers pose a threat to integrate forward into

buyers’ industry

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Bargaining Power of Buyers

Buyer power increase when: Buyers are large and few in

number Buyers purchase a large portion of an industry’s

total output Buyers’ purchases are a significant portion of a

supplier’s annual revenues Buyers can switch to another product without

incurring high switching costs Buyers pose threat to integrate backward into the

sellers’ industry

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Threat of Substitute Products

The threat of substitute products increases when:

Buyers face few switching costs

The substitute product’s price is lower

Substitute product’s quality and performance are equal to or greater than the existing product

Differentiated industry products that are valued by customers reduce this threat

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Intensity of Rivalry Among Competitors Industry rivalry increases when:

There are numerous or equally balanced competitors

Industry growth slows or declines

There are high fixed costs or high storage costs

There is a lack of differentiation opportunities or low switching costs

When the strategic stakes are high When high exit barriers prevent competitors from

leaving the industry

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Low entry barriers

Interpreting Industry Analyses

UnattractiveIndustry

Suppliers and buyers have strong positions

Strong threats from substitute products

Intense rivalry among competitors

Low profit potential

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AttractiveIndustry

High entry barriers

Interpreting Industry Analyses

Suppliers and buyers have weak positions

Few threats from substitute products

Moderate rivalry among competitors

High profit potential

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Competitor Analysis

Components

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Operating Environment Also called competitive or task environment Includes competitor positions and customer profiling

based on the following factors: Geographic Demographic Psychographic Buyer Behavior

Also includes suppliers & creditors and HRM

Lingkungan Dekat/Operasional(Operating Env.)

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Analisis Faktor Lingkungan Eksternal

Lihat Contoh dalam Halaman 3.32 (Nugraha, 2009)

LANGKAH (No Urut Langkah = Kolom):

1. Identifikasi faktor eksternal kunci. Bedakan aspek Peluang dan Ancaman.

2. Berikan bobot untuk setiap faktor (total maks. 1)

3. Berikan peringkat untuk setiap faktor dengan skala 4 s.d 1 (4=sangat besar; 3=di atas rata-rata; 2=rata-rata; 1=kecil).

4. Kalikan bobot (kolom 2) dengan peringkat (kolom 3). Jumlahkan hasil keseluruhannya.

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T1.3: Analisis Faktor Internal

Model Analisis Faktor Lingkungan Internal:

1. Value Creation Model2. Value Chain Model

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Sumber Daya

Kemam-puan

Kompe-tensi Inti

Keunggulan Bersaing

Daya Saing

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WINNING STRATEGIES THROUGH VALUE CREATION

Competitive Strategy Competitive Strategy

Competitive Advantage

Competitive Advantage

Distinctive Competencies Generic Strategy

Organizational Capabilities

Competitive Position

Resource Available: Tangibles, Intangibles, HR

Market Attractiveness

Resource Based Strategy Market Based Strategy

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CoreActivities

EntrepreneurshipBusiness domain . Strategic direction . Product(s)

PrimaryActivities

ActivitiesBase

SupportActivities

InboundLogistics Operations Outbound

Logistics

Marketing&

Sales

Service

Procurement

Human Resource Management

Management Information System

R & D

Managerial Infrastructure

Managerial ResourcesTechnology System/Techno-economic

Paradigm

Margin

Margin

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Analisis Faktor Lingkungan Internal

Lihat Contoh dalam Halaman 4.28 (Nugraha, 2009)


1. Identifikasi faktor eksternal kunci. Bedakan aspek Kekuatan dan Kelemahan.


3. Berikan peringkat untuk setiap faktor dengan skala 5 s.d 1 (5=sangat baik; 4=baik; 3=rata-rata; 2=di bawah rata-rata; 1=sangat buruk).


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T1.4: Analisis Profil Kompetitif

Analisis Profil Kompetitif digunakan untuk mengetahui posisi relatif organisasi dibandingkan dengan organisasi pesaing. Analisis ini memberikan informasi bagi organisasi mengenai seberapa besar kekuatan pesaing.

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Analisis Profil Kompetitif


1. Identifikasi faktor-faktor kunci persaingan untuk dibandingkan dengan pesaing.


3. Berikan peringkat untuk setiap faktor dengan skala 1 s.d 4

1=jika organisasi kondisinya sangat lemah dibandingkan dengan pesaing;

2=jika organisasi kondisinya sedikit lebih lemah dibandingkan dengan pesaing

3=jika organisasi kondisinya sedikit lebih kuat dibandingkan dengan pesaing;4=jika organisasi kondisinya sangat kuat dibandingkan dengan pesaing.


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Contoh Analisis Profil Persaingan

FAKTOR STRA-TEGIS

BOBOT

ORGANISASI KITA PESAING 1 PESAING 2

RATING SKOR RATING SKOR RATING SKOR

Pangsa Pasar

0,20 3 0,60 2 0,40 2 0,40

Daya Saing Hrg

0.20 1 0,20 4 0,80 1 0,20

Mutu Produk

0,40 2 0,80 1 0,40 4 1,6

Loyalitas Pelanggan

0,10 4 0,40 3 0,40 3 0,30

Posisi Keuangan

0,10 3 0,30 2 0,20 3 0,30

Total 1 2,3 2,2 2,8

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Strategi Alternatif:

1. Integrasi ke Depan2. Integrasi ke Belakang3. Integrasi Horizontal4. Penetrasi Pasar5. Pengembangan Pasar6. Pengembangan Produk7. Diversifikasi Konsentrik8. Diversifikasi Konglomerat9. Diversifikasi Horizontal10.Rasionalisasi Biaya11.Divestasi12.Likudasi

Strategi Integrasi

Strategi Intensif

Strategi Diversifikasi

Strategi Defensif

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STRATEGI DEFINISI CONTOH

Integrasi ke DepanMemiliki/meningkatkan kendali atas distributor/pengecer

Coca cola (produksi → gerai)

Integrasi ke BelakangMemiliki/meningkatkan kendali atas pemasok

Martha T (produksi ← petani)

Kecaap Bangu (idem)

Integrasi HorizontalMemiliki/meningkatkan kendali atas pesaing

Bogasari (pasar terigu & turunannya)

Penetrasi PasarMencari pangsa lebih besar utk produk yg sdh ada melalui pemasaran yg gencar

Rokok putih (A-Mild)

Pariwisata Malysia (Truly Asia)

Pengembangan PasarMemperkenalkan produk yg sdh ada ke wilayah geografis baru

UT (Indonesia – Manca Negara)

Pengembangn ProdukMeningkatkan penjualan dgn memperbaiki produk yg ada atau membuat baru

Telkom (Mbah Surip, lagu Tak Gendong)

Nokia (HP → Notebook)

Klinik

Penerbangan Indonesia

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STRATEGI DEFINISI CONTOH

Diversifikasi Konsentrik

Menambah produk baru tapi masih terkait Hotel (full day & hourly)

Diversifikasi Konglomerat

Menambah produk baru, tidak terkait dan untuk pelanggan baru

Rumah Sakit, Real Estate

Diversifikasi Horizontal

Menambah produk baru, tidak terkait dan untuk pelanggan yang sudah ada

Superindo (mart)

Rasionalisasi BiayaMeresturkturisasi dg cara mengurangi biaya & aset

Goro

DivestasiMenjual suatu divisi atau bagian dari suatu organisasi

Tyco Int’l menjual divisi plastik

Likuidasi Menjual semua aset organisasi Bank2 Krismon

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Strategi Generik

1. Cost Leadership

2. Differentiation

3. Focus

Menekankan pd pembuatan produk standar dengan biaya per unit rendah untuk konsumen yang peka terhadap perubahan harga.

Bertujuan untuk membuat produk & menyediakan jasa yang dianggap unik di seluruh industri & ditujukan kpd konsumen yang relatif tidak terlalu peduli pada perubahan harga.

Membuat produk & jasa yang memenuhi keperluan sejumlah kelompok kecil konsumen.

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STRATEGI GENERIKKETRAMPILAN & SUMBER DAYA YG DISYARATKAN

PERSYARATAN UMUM ORGANISASIONAL

Cost Leadership Investasi Modal Bertahan & Akses pada Modal

Ketrampilan Teknik Proses

Pengawasan Insentif Tenaker

Produk Yg Dirancang utk Kemudahan Pembuatan

Sistem Distribusi Rendah

Pengendalian Biaya Ketat

Laporan Pengawasan Sering & Rinci

Tanggungjawab Organisasi Terstruktur

Insentif pada Pemenuhan Target

Diferensiasi Kemampuan Pemasaran Kuat

Keahlian Teknik Produk

Kemampuan Kuat R&D

Kerja sama Kuat dg Saluran Distribusi

Koordinasi Kuat antar Fungsi

Pengukuran Subyektif & Insentif daripada Ukuran Kuantitatif

Fasilitas Menarik Tenaker

Fokus Kombinasi Diferensiasi dg Target Strategis Tertentu

Kombinasi Diferensiasi dg Target Strategis Tertentu

Persyaratan untuk Strategi Bersaing Generik

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T2.1: Matriks TOWS

KEKUATAN (S)

1….

2….

10…

KELEMAHAN (W)

1….

2….

10…

PELUANG (O)

1….

2….

10…

STRATEGI SO

Gunakan kekuatan untuk memanfaatkan peluang

STRATEGI WO

Atasi kelemahan dengan memanfaatkan peluang

ANCAMAN (T)

1….

2….

10…

STRATEGI ST

Gunakan kekuatan untuk menghindari ancaman

STRATEGI WT

Minimalkan kelemahan dgn menghindari ancaman

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T2.2: Matriks SPACE (Strategic Position & Action Evaluation)

FS

ES

CA IS1 2 3 4 5 6-6 -5 -4 -3 -2 -1

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DimensiDimensiFS = Financial StrengthCA = Competitive AdvantageES = Environtmental StrengthIS = Industry Strenght

Kriteria Penilaian untuk Setiap Faktor dalam setiap DimensiKriteria Penilaian untuk Setiap Faktor dalam setiap Dimensi:1 = Terburuk; 6 = Terbaik-1 = Terbaik; -6 = Terburuk

Rumus:Rumus:Koordinat Sumbu X= ES + IS

Sumbu Y= CA + FS

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T2.2: Matriks SPACE (Strategic Position & Action Evaluation)

Konservatif Agresif

Defensif Bersaing

FS

ES

CA IS1 2 3 4 5 6-6 -5 -4 -3 -2 -1

• Penetrasi Pasar• Pengembangan Pasar• Pengembangan Produk• Diversifikasi Produk

• Strategi Intensif• Strategi Integrasi• Strategi Diversifikasi

• Rasionalisasi• Divestasi• Likuidasi

• Strategi Integrasi• Intensif

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Market Share

Industry Sales Growth Rate

High Low

HighSTAR ?

LowCASH COW DOGS

1,0 0,5 0,020

0

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T2.3: Matriks BCG

Strategi Divisi

? = Strategi Intensif

STAR = Semua Strategi, kec. Defensif

CASH COW = Diversifikasi Konsentrik

DOGS = Strategi Defensif

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T2.4: Matriks I/E

NILAI IFE

NILAI EFE

Kuat Sedang Lemah

Tinggi I II III

Sedang IV V VI

Rendah VII VIII IX

4 3 2 1

3

2

1

Tumbuh & Membangun

Pertahankan & Pelihara

Panen atau Divestasi

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T2.5: Matriks Grand Strategy

Kuadaran I:@ Strategi Insentif@ Strategi Integrasi+ Diversifikasi Konsentris

PERTUMBUHAN PASAR CEPAT

PERTUMBUHAN PASAR LAMBAT

POSISI BERSAING

LEMAH

POSISI BERSAING

KUAT

Kuadaran II:@ Strategi Insentif+ Integrasi Horizontal+ Divestasi+ Likuidasi

Kuadaran IV:@ Strategi Diversifikasi+ Usaha Patungan

Kuadaran III:@ Strategi Diversifikasi+ Rasionalisasi+ Divestasi+ Likuidasi

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T3.1: Matriks QSPM (Quantitative Strategic Planning Matrix)

FAKTOR2 KUNCI

BOBOTStrategi 1 Strategi 2

AS TAS AS TAS

Peluang:

1…

2…

5…

Ancaman:

1…

2…

3…

Kekuatan:

1…

2…

3…

Kelemahan:

1…

2…

3…

Total 1

AS = Nilai Daya Tarik; TAS = Total Nilai Daya Tarik1 = Tidak Menarik; 2 = Agak Menarik; 3 = Wajar Menarik; 4 = Sangat Menarik

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Penerapan AHP sbg Alat Manajemen Strategik

Open University plans to develop organization strategy. Few factors are believed will affect the organization strategy, namely:

1) Purchasing power for post graduate declines.2) Skilled labors are more needed.3) The best of brand name & campus location.4) High competition in D3 program

Which strategy should be choose among these alternative, namely:1) Cost Leadership2) Focus3) Differentiation

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Hierarchy

Purchasing Power

0.29

Skilled Labors

0.55

Brand Name & Location

0.10

High Competition

0.06

Cost Lead.

0.43

Focus

0.33

Differentiation

0.24

UT STRATEGY DEVELOPMENTFOCUS:

CRITERIA:

ALTERNATIVES:

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T3.3: Skenario

"Scenario planning is a discipline for rediscovering the original

entrepreneurial power of creative foresight in contexts of accelerated

change, greater complexity, and genuine uncertainty"

Pierre Wack, Royal Dutch/Shell, 1984

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“The phonograph … is not of any commercial value”~ Thomas Alva Edison, 1880.

“Havier-than-air flying machines are impossible”~ Lord Kevlin, mathematician, physicist, 1895.

“Who the hell wants to hear actors talk?”~ Harry Warner, Warner Bros, 1927.

“A severe depresssion like that of 1920-1921 is outside the range of probability”~ The Harvard Economic Society, 1929.

“I think there is a world warket for about five computers”~ Thomas Watson, chairman of IBM, 1943.

“There is no reason for any individual to have a computer in their home”~ Ken Olson, president of Digital Equip. Corp., 1977.

(Maani, 2000)

Contoh Kegagalan Permalan

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Need of Scenario: Trajectory of Future Condition

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Identifikasi isu pokok / kebijakan

Key forces dalam lingkungan lokal

Driving forces

Menilai urutan dari asepk pentingnya dan ketidakpastian

Menetapkan logika skenario

Mengkaji skenario terpilih

Implikasi strategi

Memilih indikator utama

Masukan bagi skebario dari konsultan

Menyetujui rencana implementasi

Publikasi skenario

perencanaan dalam organisasi publik

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