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PHASE I
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PHASE II
PHASE III
Cycle of Learning
PHASE IV
2010
2013
2016
CAPAIAN BERBASIS
KRITERIA-KRITERIA
CAPAIAN BERBASIS
KRITERIA-KRITERIA
CAPAIAN BERBASIS
KRITERIA-KRITERIA
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2020
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Vision
&
Mission
Long-Term
Objectives
Internal
Audit
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Generate,
Evaluate,
Select
Strategies
Implement
Strategies:
Mgmt Issues
Implement
Strategies:
Measure &
Evaluate
Performance
Strategy
Creating Uncontested Market Space
The case of
DINAMIKA DUNIA
Terjadinya pergeseran kekuatan ekonomi
global. US, Eropa menuju Asia
Globalisasi investasi mendorong tumbuh
dan menyebarnya perusahaan
transnasional (TNC)
Demographic gap
Munculnya middle class society
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Industry
Strategic
Group
Buyer
Group
Scope of product
or service
offering
Cut off all unnecessary frills but offer complimentary services like
Functional-emotional
appeal
Regard air travel itself as the emotional appeal but cut off all the
Time
Loyalty programs
Tickets
Free meals
Accessibility
Convenience
Brand awareness
Brand Image
Frequencies
Routes/Network
Assigned seats
A New
Value
Curve
Price
Amenities
Operating costs
Online purchase
Online check in
Franchise
Self check in
Complementary services
Most profitable
Most Cost Competitive
High Growth
Widest network
Accolades in 2007
All round excellence
Business
People
Governance
Costs
Branding
IDENTIFICATION
OF HOT SPOTS
Motivation
Limited
resources
Politics
Motivation
ARRAS & CELEBRATIONS
Limited
resources
Politics
Expectation
Clarity
Engagement
Explanation
Trust
&
Commitment
Voluntary
Cooperation
Tony Fernandes
2
APA ITU MANAJEMEN STRATEGI?
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MANAJEMEN STRATEGI
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MANAGING STRATEGY
Strategic management as the set of decisions and
actions that result in the formulation and
implementation of plans designed to achieve a
companys objectives. (Pearce and Robinson ,1991)
It is an ongoing iterative process
Wider than initial business planning sets long-term
objectives and sets the business on a particular path
In todays uncertain environment must be open to
revision and change
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Strategic Management
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Strategic Management
Defined:
Set of managerial decisions and
actions that determines the longrun performance of a firm.
Atribut Kunci
Basic Model of
Strategic Management
Four Basic Elements
Vision
&
Mission
Long-Term
Objectives
Internal
Audit
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Generate,
Evaluate,
Select
Strategies
Implement
Strategies:
Mgmt Issues
Implement
Strategies:
Measure &
Evaluate
Performance
Assessment
Where we want to be
Baseline
Components
How we will do it
Down to Specifics
Evaluate
Environmental Scan
Situation Past,
Present and Future
Performance
Measurement
Performance
Management
Background
Information
Significant Issues
Values / Guiding
Principles
Targets / Standards of
Performance
Review Progress
Balanced Scorecard
Situational Analysis
Major Goals
Initiatives and
Projects
Take Corrective
Actions
SWOT Strengths,
Weaknesses,
Opportunities,
Threats
Gaps
Specific Objectives
Action Plans
Feedback upstream
revise plans
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Identify Strategic
Factors
Opportunities,
Threats
SWOT
Define new
Mission
Goals, Grand
Strategy
Identify Strategic
Factors
Strengths,
Weaknesses
Formulate
Strategy
Corporate,
Business,
Functional
Implement
Strategy via
Changes in:
Leadership
culture,
Structure, HR,
Information &
control
systems
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Economic
Cultural
Publics
Suppliers
Organi
Competitors
Customers
Natural
Political
Intermediaries
Technological
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The Microenvironment
Company
Publics
Forces Affecting a
Companys Ability to
Serve
Customers
Competitors
Intermediaries
Customers
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Suppliers
The Macroenvironment
Demographic
Cultural
Political
Natural
Technological
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Economic
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Long-Term Objectives
Alternative Strategies
Strategy Selection
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Hierarchy of Strategy
Corporate Strategy
Business
(Division Level)
Strategy
Functional
Strategy
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Vision
&
Mission
Long-Term
Objectives
Internal
Audit
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Generate,
Evaluate,
Select
Strategies
Implement
Strategies:
Mgmt Issues
Implement
Strategies:
Measure &
Evaluate
Performance
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Identify Strategic
Factors
Opportunities,
Threats
SWOT
Define new
Mission
Goals, Grand
Strategy
Identify Strategic
Factors
Strengths,
Weaknesses
Formulate
Strategy
Corporate,
Business,
Functional
Implement
Strategy via
Changes in:
Leadership
culture,
Structure, HR,
Information &
control
systems
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DEFINING BUSINESS
WHO
WHAT
HOW = DISTINCTIVE COMPETENCIES
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HOW
Vision
What do we want to become?
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Vision
How the organization wants to be perceived in the
future what success looks like
An expression of the desired end state
Challenges everyone to reach for something
significant inspires a compelling future
Provides a long-term focus for the entire
organization
Vision Statement is the statement of purpose or it can be also
define as the long term road towards the future.
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Mission Statements
What is our business?
Reveal what an organization wants to be and
whom it wants to serve
Essential for effectively establishing objectives
and formulating strategies
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Customers
Products
Services
Markets
Technology
Employees
Mission
Elements
Survival
Growth
Profit
Public
Image
Self-Concept
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Philosophy
1.
2.
3.
4.
5.
6.
7.
8.
9.
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PepsiCo Mission
PepsiCos mission is to increase the value of our
shareholders investment. We do this through sales
growth, cost controls, and wise investment
resources. We believe our commercial success
depends upon offering quality and value to our
consumers and customers; providing products that
are safe, economically efficient and environmentally
sound; and providing a fair return to our investors
while adhering to the highest standards of integrity.
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Vision/Mission Statements
Statements that explain who we are
Type of organization
Products/services
Needs we fill
Mission Statements
The mission statement of an organization is
normally short, to the point, and contains the
following elements:
Provides a concise statement of why the
organization exists, and what it is to achieve;
States the purpose and identity of the organization;
Defines the institution's values and philosophy; and
Describes how the organization will serve those
affected by its work.
PepsiCo Mission
PepsiCos mission is to increase the value of our
shareholders investment. We do this through sales
growth, cost controls, and wise investment
resources. We believe our commercial success
depends upon offering quality and value to our
consumers and customers; providing products that
are safe, economically efficient and environmentally
sound; and providing a fair return to our investors
while adhering to the highest standards of integrity.
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Example
mission is to make, distribute and sell the finest
quality all-natural ice cream and related products in a
wide variety of innovative flavors made from
Vermont dairy products. To operate the Company on
a sound financial basis of profitable growth,
increasing value for our shareholders, and creating
career opportunities and financial rewards for our
employees. To operate the Company in a way that
actively recognizes the central role that business
plays in the structure of society by initiating
innovative ways to improve the quality of life of a
broad communitylocal, national and international.
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Objectives
Relevant - directly supports the goal
Compels the organization into action
Specific enough so we can quantify and measure the
results
Simple and easy to understand
Realistic and attainable
Conveys responsibility and ownership
Acceptable to those who must execute
May need several objectives to meet a goal
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Objectives/goals:
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Developing Goals
Cascade from the top of the Strategic Plan
Mission, Vision, Guiding Principles.
Look at your strategic analysis SWOT,
Environmental Scan, Past Performance, Gaps . .
Limit to a critical few such as five to eight goals.
Should drive higher levels of performance and
close a critical performance gap.
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Goals
Describes a future end-state desired outcome
that is supportive of the mission and vision.
Shapes the way ahead in actionable terms.
Best applied where there are clear choices about
the future.
Puts strategic focus into the organization specific
ownership of the goal should be assigned to
someone within the organization.
May not work well where things are changing fast
goals tend to be long-term for environments that
have limited choices about the future.
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Examples of Goals
We will partner with other businesses, industry leaders, and government agencies in
order to better meet the needs of stakeholders across the entire value stream.
Manage our resources with fiscal responsibility and efficiency through a single
comprehensive process that is aligned to our strategic plan.
Improve the quality and accuracy of service support information provided to our
internal customers.
Examples of Objectives
Develop a customer intelligence database system to capture and analyze patterns in
purchasing behavior across our product line.
Monitor and address employee morale issues through an annual employee satisfaction
survey across all business functions.
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Contribution to Owners
Contributon to customers
Contribution to Emloyee
Contribution to Society
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Rp. Sales
Unit Sales
Percet change in sales
Competitive Strength
Market Share
Brand Awareness
Brand Preference
Innovativeness
Profitability
Rp profit
Profit as % of sales
Contrbution margin
ROI (Return on Investment)
RONA (returnt on Net Asset)
ROE (Reutrn on Equity)
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QUALITIES OF
LONG TERM OBJECTIVES
S pesific
Measurable
A chievable
R ationaly
T
timely
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Acceptable
Flexible Objective
Measurable
Motivating
Suitable
Understandable
Achievable
Walt Disney
To Make People Happy
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Assessment Model:
SWOT
Internal Assessment: Organizational assets,
resources, people, culture, systems,
partnerships, suppliers, . . .
SWOT
Good Points
Easy to Understand
Apply at any
organizational level
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SWOT
Possible Pitfalls
Needs to be Analytical
and Specific
Be honest about your
weaknesses
Strengths
Strengths Those things that you do well, the
high value or performance points
Strengths can be tangible: Loyal customers,
efficient distribution channels, very high quality
products, excellent financial condition
Strengths can be intangible: Good leadership,
strategic insights, customer intelligence, solid
reputation, high skilled workforce
Often considered Core Competencies Best
leverage points for growth without draining your
resources
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Weaknesses
Weaknesses Those things that prevent you from
doing what you really need to do
Since weaknesses are internal, they are within
your control
Weaknesses include: Bad leadership, unskilled
workforce, insufficient resources, poor product
quality, slow distribution and delivery channels,
outdated technologies, lack of planning, . . .
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Opportunities
Opportunities Potential areas for growth and
higher performance
External in nature marketplace, unhappy
customers with competitors, better economic
conditions, more open trading policies, . .
Internal opportunities should be classified as
Strengths
Timing may be important for capitalizing on
opportunities
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Threats
Threats Challenges confronting the organization,
external in nature
Threats can take a wide range bad press
coverage, shifts in consumer behavior, substitute
products, new regulations, . . .
The more accurate you are in identifying threats,
the better position you are for dealing with the
sudden of change
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Potential New
Entrants
Threat of Substitute
Products
Internet expands market size, but
creates new substitution threats
Bargaining
Power of
Buyers
Rivalry
among
Competitors
Source: Based on Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: Free Press, 1980).
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5
Lingkungan Internal:
Sumber Daya, Kapabilitas dan Kompetensi Inti
(The Internal Environment: Resources, Capabilities, and
Core Competencies)
Tujuan Pembelajaran
Menjelaskan, mempelajari dan memahami
lingkungan internalnya.
Mendefinisikan nilai (value) dan mendiskusikan
betapa pentingnya nilai tersebut bagi organisasi.
Mendiskripsikan perbedaan antara sumberdaya
tangible dan intangible.
Mendefinisikan kapabilitas dan mendiskusikan
bagaimana hal tersebut dikembangan.
Mendiskripsikan empat kriteria yang digunakan untuk
menentukan sumberdaya dan kapabilitas yang
merupakan core competencies.
Menjelaskan bagaimana analisis rantai nilai (Value
Chain Anaysis) digunakan untuk mengidentifikasi dan
mengevaluasi sumberdaya dan kapabiltas.
Mendefinisikan dan mendiskusikan outsourcing
beserta alasan-alasan mengapa hal tersebut
digunakan.
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Hal 103
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Keunggulan Kompetitif
Kompetensi inti
Daya Saing
Berkelanjutan
Kompetitor
Menduplikasi
Meniru
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Substitusi
Return di atas
Rata-rata
Pemanfaatan Sumberdaya
& Kapabilitas
Yang Heterogen
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Keputusan Manajerial
Uncertainty
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Intraorganizational Conflicts
Complexity
Kapasitas perusahaan
memberdayakan Sumber
Daya untuk mencapai
tujuan.
Memerlukan
keterpaduan antara
Aset tangible dan
intangible
Berbasis pada
pengembangan,
pertukaran informasi dan
pengetahuan SDM
perusahaan
Aktifitas khusus
perusahaan yang
berbeda dengan pesaing
Aktifitas yg perusahaan
dpt memberikan nilai
tambah unik bagi
produknya
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Sumberdaya
Sumber Kapabilitas Perusahaan
Luas cakupannya
Fenomena Individual, sosial dan
organisational
Dana
Internal
Organizational
Struktur perusahaan
Fisik
Technologi
SDM
Ideas
Scientific capabilities
Capacity to innovate
Reputasi
Knowledge
Trust
Managerial capabilities
Organizational routines
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SOURCES:
Adapted from J. B. Barney, 1991, Firm resources and sustained competitive advantage, Journal of Management, 17: 101; R. M. Grant, 1991, Contemporary
Strategy Analysis, Cambridge, U.K.: Blackwell Business, 100102.
Kompetensi Inti
Keungulan Bersaing
Berkelanjutan
Nonsubstituable
Costly to imitate
Rare
Valuable
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Value
Atribut yang kastemer
bersedia membayar
Infrastruktur Perusahaan
SDM
Pengembangan Tehnologi
Pembelian
Pelayanan
Logistik Keluar
Operation
Logistik Kedalam
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Key
External
Forces
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Competitors
Suppliers
Distributors
Creditors
Customers
Employees
Communities
Managers
Stockholders
Labor Unions
Special Interest Groups
Products
Services
Opportunities
&
Threats
Four Perspectives
It allows managers to look at business from four different
perspectives and it provides answer to four basic question:
How do we look to
shareholders?
Financial Perspective
Goals
Measures
Customer Perspective
Internal Perspective
Goals
Goals
Measures
Can we continue to improve
and create value?
Measures
Measures
Step Implementation
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Evaluation Framework
Differences?
Yes
NO
II. Measure Performance
Differences?
NO
Continue present course
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Yes
III.
Take
Corrective
Actions