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PEMETAAN ARAH
PERUSAHAAN:
VISI Dan MISI,
TUJUAN Dan STRATEGI
Topik bahasan:
1. Apa implikasi dari proses
penyusunan dan pelaksanaan
strategi.
2. Tahap 1: pengembangan visi, misi
dan nilai inti.
3. Tahap 2: penetapan tujuan.
4. Tahap 3: penyusunan strategi.
5. Tahap 4: pelaksanaan strategi.
6. Tahap 5: evaluasi kinerja dan inisiasi
penyesuaian korektif.
How to Manage of
Strategic Management
The Managerial
Process of
Crafting and
Executing
(TPGS)
Crafting a strategy
Executing the chosen strategy
efficiently and effectively
Monitoring developments, evaluation
Performance, and initiating corrective
adjustments
The
Strategic
Manageme
nt Process
16
Figure 1.1
Chapter 3
Vision
&
Mission
Long-Term
Objectives
Generate,
Evaluate,
Select
Strategies
Implement
Strategies:
Mgmt Issues
Implement
Strategies:
Marketing,
Fin/Acct,
R&D, CIS
Measure &
Evaluate
Performance
Chapter 2
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Internal
Audit
Chapter 4
By Fred
Vision
Vision Statements
MasterCard: A world beyond cash.
Hilton Hotels: To be the first choice of
the worlds travelers.
Unpad: Menjadi universitas unggul
dalam penyelenggaraan pendidikan
kelas dunia.
PPATK: Menjadi lembaga independen
di bidang informasi keuangan yang
berperan aktif dalam pencegahan
dan pemberantasan tindak pidana
Vision
Clear Business
Vision
Comprehensive
Mission Statement
Components of Internal
Analysis
Rare
Competitive
Advantage
Costly to
Imitate
Value Creation
Nonsubstitutabl
e
Above Average
Returns
cost
The firm is organized appropriately to
obtain the full benefits of the resources
in order to realize a competitive
advantage
The
External
Environme
nt
Mission Statements
Customers
Products
Services
Markets
Technology
Employees
Public
Image
Mission
Elements
Survival
Growth
Profit
Self-Concept
Philosophy
Importance of Mission
Benefits from a strong mission
Unanimity of Purpose
Resource Allocation
Mission
Organizational Climate
Focal point for work
structure
Effective Missions
Broad
Broadin
inscope
scope
Generate
Generatestrategic
strategic
alternatives
alternatives
Not
Notoverly
overlyspecific
specific
Reconciles
Reconcilesinterests
interestsamong
among
diverse
diversestakeholders
stakeholders
Finely
Finelybalanced
balancedbetween
between
specificity
specificity&&generality
generality
Effective Missions
Arouse
Arousepositive
positivefeelings
feelings&&
emotions
emotions
Motivate
Motivatereaders
readersto
toaction
action
Generate
Generatefavorable
favorable
impression
impressionof
ofthe
thefirm
firm
Effective Missions
Reflect
Reflectfuture
futuregrowth
growth
Provide
Providecriteria
criteriafor
forstrategy
strategy
selection
selection
Basis
Basisfor
forgenerating
generating&&
evaluating
evaluatingstrategic
strategicoptions
options
Are
Aredynamic
dynamicin
innature
nature
CORE COMPETENCE
MISSION
What need do we
meet?
What do we do best in
that business?
FUNDAMENTAL QUESTIONS
MISSION
VISION
CORE BELIEFS
What do we believe in?
CORE VALUES
What do we stand for?
What do we want
to become?
MISI
Perwujudan visi
dilaksanakan dengan
perilaku yang dilandasi
keyakinan dan nilai dasar
KEYAKINAN DASAR
NILAI DASAR
VISI
Strategy Formulation
Base on .
Vision & Mission
External Opportunities & Threats
Internal Strengths & Weaknesses
Long-Term Objectives
Alternative Strategies
Strategy Selection, dll
Issues in Strategy
Formulation
New
NewBusiness
Business
opportunities
opportunities
Businesses
Businessesto
toabandon
abandon
Allocation
Allocationof
ofresources
resources
Expansion
Expansionor
or
diversification
diversification
International
Internationalmarkets
markets
Mergers
Mergersor
orjoint
jointventures
ventures
Avoidance
Avoidanceof
ofhostile
hostile
takeover
takeover
Strategy Implementation
Base on .
Annual Objectives
Policies
Employee Motivation
Resource Allocation, dll
Strategy
Implementation
Action
ActionStage
Stageof
ofStrategic
Strategic
Management
Management
Most
Mostdifficult
difficultstage
stage
Mobilization
Mobilizationof
of
employees
employees&&managers
managers
Interpersonal
Interpersonalskills
skills
critical
critical
Consensus
Consensuson
ongoal
goal
pursuit
pursuit
2.
3.
4.
5.
6.
7.
8.
9.
TASK 5: EVALUATING
PERFORMANCE AND INITIATING
CORRECTIVE ADJUSTMENTS
1. KONDISI
2. KRITERIA
3. SEBAB
4. AKIBAT
5. REKOMENDASI
6. TINDAKLANJUT
TO BE COUNTINUE AND OPERATING
feedback
Other
Managers
You
feedback
Evaluation
of Yourself feedback
Your
Customers
Your
Peers or
feedback
Team Members
Strategy Evaluation
Base on .
Internal Review
External Review
Performance Metrics
Corrective Actions, dll
Strategy
Evaluation
Final
FinalStage
Stageof
ofStrategic
Strategic
Management
Management
Subject
Subjectto
tofuture
future
modification
modification
Todays
Todayssuccess
successno
no
guarantee
guaranteeof
offuture
futuresuccess
success
New
New&&different
differentproblems
problems
Complacency
Complacencyleads
leadsto
to
demise
demise
For Review
Key Terms & Concepts
Cash Budget
EPS/EBIT Analysis
Outstanding Shares
Method
Management Information
Systems (MIS)
Price-Earnings Ratio
Method
Market Segmentation
Product Positioning
8-44