Download - Strategi-1- Pengantar-15 Feb 2015
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PENGANTAR (review)
I. Strategi
II. Strategic Management
III. Key strategic issues
IV. Strategic imperatives
V. Beberapa faktor kunci perubahan
VI. Corporate Strategy
VII. Strategic management models
Perancangan Strategi Industri
Strategi/Kuiah 1/yad/10 April-2015
SALEMBA
Kuliah 1:
Jumat, 10 April 2015
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Thoughts ….
We must plan for the future, because people who stay
in the present will remain in the past.
- Abraham Lincoln -
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Thoughts…
Without a strategy, an organization is like a ship
without a rubber, going around in circles. It’s like a
tramp it has no place to go.
- Joel Ross and Michael Kami -
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I. Strategi
• Strategi adalah langkah-langkah besar yang harus dilakukan untuk mencapai sasaran jangka panjang (Fred R. David).
• “Strategi menggambarkan arahan umum dari suatu organisasi untuk mencapai tujuannya”. (Robert Anthony).
• Strategi adalah rencana besar, dan rencana penting.
• Setiap organisasi, apakah organisasi penghasil produk, jasa, pemerintah, atau bahkan organisasi olah raga, harus membangun dan melaksanakan strategi yang baik untuk bisa menjadi pemenang.
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“Developing strategies that use strengths to capitalize on opportunities could be considered an offense, whereas strategies designed to improve upon weaknesses while avoiding threats could be termed defensive”.
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Sasaran jangka panjang (strategic objectives)
• Profitabilitas (laba bersih)
• Efisiensi (menekan biaya, dll)
• Pertumbuhan/growth (peningkatan total assets, sales, dll)
• Shareholder wealth (dividends plus stock price appreciation)
• Pemanfaatan sumberdaya (ROI, ROE, dll)
• Reputasi (dianggap sebagai perusahaan terkemuka)
• Kontribusi pada karyawan (gaji, upah, security, dll)
• Kontribusi pada masyarakat (pajak , partisipasi dalam kegiatan
sosial, CSR, penyediaan produk dan jasa bagi masyarakat, dll).
• Kepemimpinan pasar (pangsa pasar, dll)
• Kepemimpinan teknologi (inovasi, kreativitas, dll)
• Survival (bertahan dari kebangkrutan)
• Diversifikasi, integrasi, dll.
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• Kejelasan “strategic vision”
• Fokus terhadap “masalah strategis”
• Pemahaman terhadap “perubahan lingkungan yang
cepat”.
Keywords
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II. Strategic Management
• Strategic management adalah sekumpulan keputusan dan tindakan manajerial yang menentukan kinerja jangka panjang suatu perusahaan. (Wheelen & Hunger)
• Selanjutnya, keputusan strategis diformulasikan dalam “kebijakan bisnis” yang mengatur berbagai fungsi perusahaan dalam menyelesaikan dan mencapai “tujuan strategis”.
• Manfaat strategic management secara umum adalah untuk memastikan perusahaan dalam a clear sense of “strategic vision” dan fokus yang tajam dalam apa yang dilihat sebagai “penting secara strategis”, dan pemahaman pada “perubahan lingkungan” yang cepat.
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A few simple strategic questions
• Dimana kita sekarang ini? (Bukan apa yang kita harapkan)
• Lakukan SWOT analysis:
– Apa kekuatan (strengths) dan kelemahan (weaknesses) kita sekarang ini?
– Apa ancaman (threats) dan peluang (opportunities) untuk 1 sampai 20 tahun yang akan datang?
• Bila tidak ada perubahan, dimana posisi kita 1 tahun? 2 tahun? 5 tahun? 10 tahun? yang akan datang.................... Apa bisa diterima?
• Bila jawabannya tidak bisa diterima, apa tindakan spesifik yang perlu dilakukan manajemen? Apa risiko dan dihadapi?
Secepat pertanyaan tersebut dijawab, barulah organisasi siap
untuk bergerak dengan suatu rencana strategis (strategic plan).
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• Strategi berbeda untuk setiap organisasi:
Beda dalam prioritas, KSFs, skills, technology, perspektif, perilaku, dan budaya perusahaan.
• Kerancuan dalam level of strategies:
- Corporate level strategies
- Business level strategies
- Functional level strategies.
III. Key Strategic Issues..!
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Strategy Level Key Strategic Issues Generic Strategic Options
Corporate level • Are we in the right mix of
business?
• What set of businesses
industries should be we in?
• Single business
• Related
diversification
• Unrelated
diversification
Business Unit level • What should be the mission
of the business unit?
• How should the business
unit compete to realize its
mission?
• Build, hold, harvest,
divest
• Low cost or
differentiation
*) Functional level strategy: Operations, Marketing, Financial, etc
Key Strategic Matrix Questions..*)
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Single business
firm
Related
diversified firm
Unrelated diversified
firm
Competes in one
business
Sharing core
competencies
Autonomous business in
different markets
Apple Computer
McDonald’s Corp.
Wrigley
Maytag
Texas Air
Ford Motor
Purdue Farms
P&G
Emerson Electric
Philip Morris
Dow-Corning
Johnson & Johnson
Du Pont
Gilette
ITT
Rockwell
GE
LTV
Textron
Litton
Beberapa opsi Corporate Strategy
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IV. Strategic Imperatives
5 Keharusan Strategis:
Inovasi, Kualitas, Continuous Improvement (CI), Speed,
dan Fleksibilitas.
• Inovasi
- Contoh: 50 % produk Hewlett-Packard (HP)
belum diproduksi 2 tahun yang lalu.
- Contoh lain: Process innovation oleh Intel, 3M,
GE, Merck, Apple, Unilever, CitiBank, dll.
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2. Kualitas
- Kualitas yang tinggi jadi bagian ‘game of business’
(sejak 90-an).
- Tanpa kualitas, produk/jasa tidak diperhitungkan.
3. Continuous Improvement (CI)
- CI produk dan proses dilakukan dengan TQM dan Kaizen
- Hasilnya: Strategi differensiasi dan biaya yang rendah
pada perusahaan Jepang.
4. Kecepatan (Speed) - Makin cepat produk mencapai pasar, makin
cepat perusahaan mendapatkan ‘market share’-nya.
5. Fleksibilitas - Perubahan lingkungan yang cepat membutuhkan strategi yang fleksibel. Misal: fleksibilitas desain.
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V. Beberapa Faktor Kunci Perubahan
1. Globalization
2. E-commerce
3. Core competence
4. Learning organization
5. Greatest management decisions.
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1). Globalization
Globalization – the internationalization of markets and corporations. It has changed modern corporations do business.
Examples – ‘Economies of scale’ to achieve low costs: - Nike and Reebok, manufacture their athletic shoes in Asia. - GE moved R&D lab for its medical systems division from Japan to China to learn more about developing new products for developing economies. - US and Western Europe are outsourcing their manufacturing, software development, or customer service, etc to companies in China, Eastern Europe, or India. • “Whatever China develops is rolled out to the rest of the
world” ………. (Wilbur Chung – Wharton professor)
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2). Electronic Commerce
• Electronic commerce, refers to the use of Internet to conduct business transactions.
• Example the net B2B marketplace: - Trading exchange platforms such as VerticalNet and i2 Technologies’ Trade Matrix, to support trading communities in multiple markets. - Net market makers, such as e-Steel, NECX, and BuildPoint, which focus on a specific industry’s value chain or business processes to mediate multiple transactions among businesses. • Pertamina uses E-Reverse Auction, and now developed new
divisions Integrated Supply Chain using MySAP.
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3). Core Competence
• Core competence is a bundle of skills and technologies that
enables a company to provide a particular benefit to
customers’.
• Example:
• Sony – benefit is pocketability
– core competence is miniaturization
• Federal Express – benefit is on time delivery
– core competence is logistics management
• Motorola–benefit is untethered communication
– core competence is wireless communication.
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4). Learning Organization
• A learning organization – an organization skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge and insights.
• Examples: - Hewlett-Packard (HP) - uses an extensive network of informal committees to transfer knowledge among
its cross-functional teams and to help spread new sources of knowledge quickly.
- Motorola - developed an action learning in which peple from marketing, product development, and manufacturing meet to argue and reach agreement about the need of the market, the best new product, and the schedules of each group producing it.
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5). Greatest Management Decisions
Greatest decisions change things:
• 1950: Frank McNamara came up with the idea of the Diners Club Card. • 1952: The Wilson family opened the first Holiday Inn in Memphis. • 1959: Honda bravely changed direction and transformed the motorbike business overnight. • 1980: Ted Turner launched the Cable News Network (CNN). No one thought a 24-hour news network would work. • 1980: Akito Morita developed Walkman. There was no need for market research, because ”The public does not know what is possible. We do”. • 1982: J&J pulled Tylenol from store shelves after capsules were found to be poisoned. The company put customer safety before corporate profit. And it provided a lesson in media openness. • 1984: Michael Dell decided to sell PCs direct and built to order.
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Kasus: Corporate Strategy • Kellog’s – Corn flakes dan selamanya tetap di breakfast industry. - Kellog’s bertahan dengan ‘status quo’ - Strategi Kellog’s : “Stability Strategy” • Wall-Mart – Retail industry, dan berkembang sangat cepat - Wall-Mart senantiasa melakukan expansion, develop new business, dan globalizing. - Strategi Wall-Mart : “Growth Strategy” • Westinghouse – Produsen heavy industrial products. - Sales turun, uncertainty, dan menjual assets. - Strategi : “Retrenchment Strategy”
VI. Corporate Strategy
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Corporate Strategy (cont’)
Environmental
Status
Corporate
Growth
Strategies
Corporate
Stability
Strategies
Corporate
Retrenchment
Strategies
Corporate
Stability
Strategies
Valuable
Strengths
Firm
Status
Critical
Weaknesses
Critical
Environment
Threats
Abundant
Environmental
Opportunities
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VII. Strategic Management Models
• A Comprehensive Strategic Management
Model (Fred R. David)
• Strategic Management Model (Wheelen &
Hunger)
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24
A Comprehensive Strategic Management Model
Develop
Mission
Statement
Establish
Long-
term
Objectives
Generate,
Evaluate,
and
Select
Strategies
Establish
Policies and
Annual
Objectives
Allocate
Resources
Measure
and
Evaluate
Performance
Perform
External
Audit
Perform
Internal
Audit
Feedback
Strategy Formulation Strategy Implementation Strategy Evaluation
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Sekian &
Terima kasih