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STRATEGIC
MANAGEMENT
MANAJEMEN STRATEGI
PENGERTIAN DAN PROSES
991122
Kepustakaan
Strategic Management, John A. Pearce II and Richard B. Robinson, Jr.,
6th & 5th Ed., Irwin, 1997 & 1994
Strategic Management, Fred. R. David, 6th Ed., Prentice Hall, 1997
Strategic Management, Charles W.L. Hill and Gareth R. Jones, 4th Ed.,
Houghton Miflin, 1998
Strategic Management, Michael A. Hitt, R. Duane Ireland, and Robert E.
Hoskisson, 2nd Ed., West Publishing, 1996
Strategic Management, Samuel C. Certo and J. Paul Peter, 3rd Ed., Irwin,
1995
The Strategy Concept and Process, Arnoldo C. Hax and Nicolas S.
Majluf, 2nd Ed., Prentice Hall, 1996
Strategy Safari, Henry Mintzberg, Bruce Ahlstrand, and Joseph Lampel,
The Free Press, 1998
Visionary Leadership, Burt Nanus, Jossey-Bass, 1992
SOAL UJIAN AKHIR STRATEGIC MANAGEMENT
000524 17 Desember 1999 - (40 menit)
991122
Berhubung seorang kawan mengenal anda telah lulus ujian
Manajemen Strategik tingkat Magister, dia meminta nasihat
kepada anda. Dia memiliki modal sebesar X rupiah (Pilihlah
angka X ini antara Rp. 10 juta sampai Rp 10 milyar), dan ia
ingin berusaha. Dia minta anda nasihat: bagaimana memilih
usaha yang cocok untuk dan apa yang harus dilakukannya
sehingga kemungkinan suksesnya lebih besar.
Reactive
Kita tunggu saja apa perubahannya, kita nanti sesuaikan/adaptasi dengan
keadaan perubahan itu.
Anticipative
Kita perlu mencari tahu akan terjadi perubahan apa, sumber-sumber
perubahannya. Kita harus sudah menyiapkan sarana prasarana dan ikut
berubah bersama.
Proactive
Obsesi untuk menjadi pemimpin perubahan, ikut menentukan dan
menciptakan perubahan, menentukan standar-standar baru industri.
Modified from:
Brown & Eisenhardt, Competing on the Edge, 1998, Chapt. 1
000524
991122
TEKAD
MISI ALU
STRATEGI
JABARAN STRATEGI
IMPLEMENTASI
KONSEP DASAR *
( Oleh: Hiskak Secakusuma, 1990 )
991122
COMMITMENT
TEKAD
MISSION SWOT
MISI ALU
STRATEGIES
ALTERNATIF DAN PILIHAN
OPERATING STRATEGIES
STRATEGY TAHUNAN
IMPLEMENTATION
PELAKSANAAN & PENGENDALIAN
* BUILDING BLOCKS
KERANGKA KERJA
991122
C
M IE + EE
Pr + Ma + Te + CP + FC
Go + Ph + Sc
PO
GS + LO
OS + AO + P
SLCR + Control
TIGA TEORI PORTER
991122
INDUSTRY ANALYSIS
GENERIC STRATEGIES
VALUE CHAIN
Strategy Formulation Framework
000601
Remote Environment
(Global and Domestic)
Industry Environment
(Global and Domestic)
Operating Environment
(Global and Domestic)
Competitors, Creditors,
Customers, Labors,
Suppliers
THE FIRM
Potential
Potential
entrants
entrants
Threat of
new entrants
Rivalry among
Suppliers Buyers
Suppliers existing firms Buyers
Threat of
Substitutes
Substitutes
Strategy,
Strategy,Structure,
Structure,
Rivalry
Rivalry
National
Factor Demand
Factor Competitive Demand
Endowments
Endowments Conditions
Conditions
Advantage
Related
Related&&Supp.
Supp.
Industries
Industries
Competitive
Actions taken responses lead
to additional
by one firm
elicit responses
Competitive actions from
from Dynamics the firm that
acted
competitors
originally
HYPERCOMPETITION
The stable periods have become shorter. Sustainable advantages are
becoming more temporary everyday.
Perfect
Perfect
Competition
Competition
Deep Pockets
Deep Pockets
Stronghold
Stronghold
Timing/Know-how
Timing/Know-how
Price
Price&&Qualty
Qualty
VISION
Satisfaction
Soothaying
Market
Disruption
TACTICS
CAPABILITY
Shifting
Speed
Signaling
Surprise
Simultaneous
RESOURCES
RESOURCES
Tangible + Intangible
Tangible + Intangible
CORE COMPETITIVE
CORE COMPETITIVE
COMPETENCIES
COMPETENCIES ADVANTAGE
ADVANTAGE
CAPABILITIES
CAPABILITIES
Skill + Knowledge
Skill + Knowledge
SUSTAINABILITY
Embryonic
Time
Hill & Jones, 4th Ed., 1998, Fig. 3.6
000601
Analisis Persaingan
(Competitive Profile Matrix)
Market Share
Price
Fin. Position
Product Quality
Customer Loyalty
etc.
COMMITMENT
TEKAD
VALUE OF THE FIRM
MISSION SWOT
MISI ALU CORPORATE LEVEL
VALUE &/or COMP.
GLOBAL LEVEL
MISSION SWOT
Four Perspectives MISI ALU Faktor Pencapaian
Financial
Customer
Internal Business Process
Learning & Growth Finance & Accounting
STRATEGIES
Four Processes ALTERNATIF DAN PILIHAN
Translating the Vision
Communicating & Linking Balanced Scorecard
Business Planning
Feedback & Learning OPERATING STRATEGIES
STRATEGY TAHUNAN
Building Stra-Man System
National’s 10 Steps
IMPLEMENTATION
PELAKSANAAN & PENGENDALIAN
991122
Berbagai Jenis Strategi
DYNAMIC
ENVIRONMENT
FORMULATION
STRATEGIES IMPLEMENTATION
ASSETS &
PROCESS
CAPABILITIES
BUSINESS
MISSION
OUTSIDE - IN
DYNAMIC
ENVIRONMENT
G
FORMULATION
IMPLEMENTATION O
STRATEGIES
ASSETS
ASSETS&& A
PROCESS
CAPABILITIES
CAPABILITIES L
BUSINESS
MISSION
STRATEGIC INTENT
INSIDE - OUT
High
Industry Growth Rate
Low
High Low
Relative Market Share
CFROI (%)
A
Cost of Capital (Tolok Ukur)
B C D E
Positive Neutral Negative
Spread
Business
Spread
Business
Spread F
Business
Size
* Increase CFROI * Increase CFROI * Increase CFROI
* Hold CFROI, Grow Fast * Then Grow * Reduce Reinvestment
* Erode CFROI, Grow Faster * Divest or Liquidate
991122
GE Nine Cell Planning Grid
Medium
High
Industry Attractiveness
Medium
Grow or
Low Let Go Harvest Divest
991122
Lifecycle Portofolio Matrix
Stage of Market Life Cycle
Introduction Growth Maturity Decline
ly
Competitive Strength
h sive
High s s
Pu gre
g
stA
ve n ty
In t io ctivi
Moderate u e
Ca Sel
t
ves r
In ge st
n
Low Da rve
Ha
991122
MISSION and VALUE
High
C
B E
Fitness to Mission* Creat Value /
Divest if cannot
Invest & Grow improve
F
A
Low
New
Premier plus 10 yrs Mega-opportunities
Core Competence
Existing
Existing New
Market
MARKET LEADERSHIP
COMPETITIVE ADVANTAGE
TARGET MARKET/CUSTOMERS
MARKET LEADERSHIP
PIONEER
FOLLOWER
CHALENGER
OPERATING LEVEL STRATEGIES
(Productivity)
EFFICIENT (Economically)
SATISFACTION
Perangkat Pencari Alternatif
Matriks SWOT (TOWS Analysis
991122
Matrix)
S trenghts W eaknesses
O pportunities
SO WO
Use strengths to Overc. weaknesses
take advantage of taking advantage
opportunities of opportunities
T hreats
ST WT
Use strengths to Min. Weaknesses
avoid threats and avoid threats
Differentiation Overall
Broad
in Cost
Strategic Target Broad Target Leadership
Narrow/Focus
Turnaround Aggressive
Oriented
Strategy
Strategy
Critical Substantial
Internal Internal
Weaknesses Strengths
Defensive Diversification
Strategy Strategy
Major
Environmental
Threats
Turnaround
Divest Vertical Integration
Liquidation Congl. Diversification
Internal External
Resources Resources
Maximize
Strength
991122
Grand Strategy Matrix/Cluster
Rapid
Market Growth
Slow
Market Growth
SPACE
Evaluation)
Matrix (Strategic Position and Action
991122
Financial Strength
+6
+5
+4
Conservartive +3 Aggressive
+2
+1
Competitive Industrial
Advantage Strength
-6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 + 6
-1
-2
Defensive Competitive
-3
-4
-5
-6
Environmental
Stability
EXTERNAL FACTORS
Economy
Political/Legal/Governmental
Social/Cultural/Demographic/Env.
Technological
Competitive
INTERNAL FACTORS
Management
Marketing
Finance/Accounting
Production/Operation
Research and Development
Computer Information Systems
SUM OF WEIGHTED
SCORES
David, 6th Ed, 1997, Tab. 6-5
IMPLEMENTASI STRATEGI DAN KENDALI
991122
Penjabaran Tahunan
Strategi Operasional/Fungsional menjabarkan
Strategi Utama/Bisnis menjadi Strategi menurut fungsi
manajemen dan/atau sektor, dan tahapan
Strategi Fungsional
991122 /Operasional
(menjabarkan Strategi menurut fungsi manajemen dan/atau sektor, dan tahapan)
Strategi Fungsional/Operasional
A Typical Value Chain
991122
Firm Infrastructure
Ma
rgin
Technology Development
Procurement
Operation
Service
Ma
rgin
Primary Activities
Kebijakan (Policies)
991122 Jabaran Falsafah dan Konsep Diri ke dalam bentuk pedoman perilaku,
para pelaksana dapat mengambil keputusan dan bertindak sendiri tetapi
terkendali oleh rambu-rambu kebijakan ini.
Kebijakan menciptakan kendali tak langsung atas
tindakan mandiri
Kebijakan mengatur penanganan yang sama untuk
aktivitas yang sama
Kebijakan membuat keputusan lebih cepat
Kebijakan membakukan perilaku dalam perusahaan
Kebijakan mengurangi ketidak pastian
Kebijakan mengurangi aksi keengganan
Kebijakan menyediakan jawaban untuk hal rutin
Kebijakan menghindari perdebatan berdasar emosi
IMPLEMENTASI STRATEGI DAN KENDALI
20.9
X .209 4. Modified Market Share
5. Predicted Units 108.582
Organisasi/Management (Structure)
Kepemimpinan (Leadership)
Budaya (Culture)
Sistim Imbalan (Reward Systems)
IMPLEMENTASI STRATEGI DAN KENDALI
Prasarana Implementasi
991122 McKinsey 7-S Framework
Strategy
Structure S Systems
Shared Value R
S (Culture)
C
S kill S tyle
(Management) (Leadership)
S taff
(Management)
L
Pearce & Robinson, 6th Ed., 1997, Fig.11-1
IMPLEMENTASI STRATEGI DAN KENDALI
Prasarana Implementasi
Structure (Organisasi & Manajemen)
991129
3 3
2 2
1 1
991129
Visionary Leadership
991129
Visionary Leadership
External
Environment
Present Future
Internal
Environment
Burt Nanus, Visionary Leadership, 1992, page 13
IMPLEMENTASI STRATEGI DAN KENDALI
Prasarana Implementasi
Effective Leadership
991129
(Kepemimpinan Efektif)
Strategic Competitiveness
991129 Effective Strategic
Leadership
Influence
Successful
Strategic Actions
Formulation Implementation
of Strategies of Strategies
Strategic
Competitiveness
Kepemimpinan Efektif
991129
Effective
Strategic Leadership
Determining Establishing
Strategic Balance
Direction Emphasizing Controls
Maintaining
Ethical
Core Developing Sustaining an
Practices
Competencies Human organizational
Capital culture
Entreprenur Korporasi
991129
Autonomous Induced
Strategic Strategic
Behavior Behavior
Banyak
dengan misi dan
norma dasar Siap untuk kesulitan
strategi perubahan budaya
Synergistic Pengelolaan
Sedikit
Tinggi Rendah
Advantage is Temporary
Strategy is Diverse, Emergent, and Complicated
Reinvention is the Goal
Organization
1. Pengintaian Strategi
Monitor selalu kejadian-kejadian dalam atau luar
perusahaan yang berpengaruh besar pasa strategi
2. Kendali Premis
Apakah asumsi dan prediksi yang dipakai masih sahih ?
4. Kendali Implementasi
Perlu perubahan strategi akibat
tahapan pelaksanaan ?
Formulasi Implementasi
Saat Saat 2 Saat 3
1
Pearce & Robinson, 6th Ed., 1997, Fig.12-1