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

Thoughts ….

We must plan for the future, because people who stay

in the present will remain in the past.

- Abraham Lincoln -

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 -

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.

“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”.

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.

• Kejelasan “strategic vision”

• Fokus terhadap “masalah strategis”

• Pemahaman terhadap “perubahan lingkungan yang

cepat”.

Keywords

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.

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).

• 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..!

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..*)

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

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.

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.

V. Beberapa Faktor Kunci Perubahan

1. Globalization

2. E-commerce

3. Core competence

4. Learning organization

5. Greatest management decisions.

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)

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.

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.

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.

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.

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

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

VII. Strategic Management Models

• A Comprehensive Strategic Management

Model (Fred R. David)

• Strategic Management Model (Wheelen &

Hunger)

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

Sekian &

Terima kasih