Review Manajemen Strategik. Wheelen & Hunger, Modified Gregory G. Dess G. T. Lumpkin Marilyn L. Taylor, Modified

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Review

Manajemen Strategik

Wheelen & Hunger, Modified

Gregory G. Dess G. T. Lumpkin

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• Apa yang saudara pahami ttg. Manajemen Strategik ?

• Pentingkah setiap organisasi memiliki Visi dan Misi ?

Mengapa Demikian ?

• Lingkungan apa saja yang mempengaruhi Organisasi ?

• Apa aktivitas utama dalam pembuatan keputusan strategik ?

• Apa yang saudara ketahui ttg matrik SWOT dan matrik

portofolio ?

• Bagaimana ‘Porter’s 5-Force Model’ mempengaruhi

keputusan strategik perusahaan ?

• Perlukah Struktur organisasi dalam organisasi ? Mengapa

demikian ?

• Apa yang saudar ketahui ttg. etika dalam implementasi

strategi organisasi ?

• Bagaimana tahapan implementasi strategik dalam

organisasi ?

• Bagaimana proses Evaluasi dan Control dilaksanakan dalam

organisasi ?

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Strategic Management

• Strategic management is the study of

why some firms outperform others

– How to compete in order to create

competitive advantages in the marketplace

– How to create competitive advantages in the

market place

• Unique and valuable

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BEBERAPA KECENDERUNGAN UMUM DALAM MANAJEMEN STRATEGI

( Prosentase Tanggapan Responden )

Butir Kecenderungan Meningkat Tetap Menurun

• Kesadaran akan kegunanaan Perencanaan Strategik

• Keterlibatan Manajer Lini dalam Perencanaan Strategik

• Waktu yang disediakan eksekutif kepala dalam Perencanaan Strategik

• Penerimaan hasil Perencanaan Strategik oleh manajemen puncak

• Keterlibatan Dewan Direksi dalam Perencanaan Strategik A. Sumber Daya Yang disediakan untuk Perencanaan Strategik

• Ancaman terhadap kelangsungan Perencanaan Srategik  Jarak antara CEO dan Kepala Perencanaan

82 % 75.2 % 78.7 % 74 % 51.4 % 62.9 % 12 % 13.3 % 10.2 % 21.4 % 17.8 % 20.6 % 47 5 % 23.9 % 47 % 45.1 % 7.8 % 3.4 % 3.5 % 5.4 % 1.6 % 13.2 % 41 % 41.5 %

Sumber : V. Ramanujam, J.C. Camillus, dan N. Venkatraman, “Trend in Strategic Planning, “ in Strategik Planning and Mnagement handbook, ed. W.R. King and D.I. Cleland ( new York : Van Nostrand

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GAMBARAN VISI PERUSAHAAN

“Alice” in Wonder Land

Dalam perjalanannya, Alice tertesesat di hutan, dan menghadapi beberapa pilihan jalan yang harus dilalui. Untunglah ia bertemu sahabatnya, seekor keledai. Bertanyalah ia kepada sahabatnya tersebut :

Alice :

“ Sahabatku, tolong tunjukkan kepada saya jalan mana yang harus saya ambil agar tidak tersesat lagi ? “

Si keledai :

“ Sebelum saya tunjukkan jalan, maukah Alice memberitahukan akan pergi kemana ? “ Alice :

“ Itulah masalahnya, Saya tidak tahu mau pergi kemana ….“ Si keledai :

“ Jika engkau tidak tahu mau kemana, maka jalan mana saja yang akan kamu pilih tidak akan membuat engkau tersesat. Toh Alice tidak mempunyai tujuan / tempat yang hendak dituju… “

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6

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Outcomes from External and Internal

Environmental Analyses

Examine opportunities

and threats

Examine unique

resources, capabilities,

and competencies

(sustainable competitive

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Basic Model of

Strategic Management

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STRATEGIC FORMULATION

(The TOWS Matrix help you generate STRATEGY alternatives by Matching S-W-O-T)

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Portfolio Management

Key

Each circle

represents one of

the firm’s

business units

Size of circle

represents the

relative size of the

business unit in

terms of revenue

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Industry Analysis

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How Do Each of The Following Determine Intensity of

Rivalry Amongst Incumbents?

• Industry Growth

- does more growth lead to more or less rivalry?

• Fixed Costs as % of Total Costs

- if fixed costs are a high % of total will rivalry be high or low?

• Over-capacity

- does over-capacity raise or lower rivalry?

• Differentiated Products

- ???

• Brand Identity - ????

• Switching Costs for Customers -???

• Corporate Stakes -??

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How Do Each of The Following Determine Intensity of

Rivalry Amongst Incumbents?

• Industry Growth -rapid industry growth reduces intensity of rivalry

-• Fixed Costs as % of Total Costs -if fixed costs are a large % of the total, firms cannot afford to have reduced sales or lose sales to rivals. They will respond aggressively if sales are threatened

• Intermittent Over-capacity - if the industry has over-capacity, rivalry will be more intense as losses are threatened in those times

• Differentiated Products - reduce intensity of rivalry as each firm has its own ‘niche’ with some protection from others through customer loyalty

• Brand Identity - same point

• Switching Costs for Customers -higher switching costs, less intense rivalry

• Corporate Stakes - if corporate survival depends on this industry, more intense rivalry

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How Do Each of The Following Determine Threat of

Entry?

• Economies of Scale

• Product differentiation and brand loyalty -

• Capital requirements -

• Switching Costs for Customers

-• Absolute Cost Advantages/Proprietary Technology -

• Proprietary Learning Effects

-• Access to distribution channels

• Threat of retaliation

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How Do Each of The Following Determine Threat of Entry?

• Economies of Scale -more scale economies, less threat of entry. If entrant cannot quickly get large market share, he will have a major cost disadvantage. Incumbent can threaten to increase output and cut price.

• Product differentiation and brand loyalty - if incumbents have

differentiated and branded products this will reduce the threat

• Capital requirements - high requirements reduce threat of entry

• Switching Costs for Customers -higher switching costs, less threat of entry

• Absolute Cost Advantages/Proprietary Technology - reduce threat

• Proprietary Learning Effects -reduce threat

• Access to distribution channels - if incumbent firms control the distribution channels, threat of entry is less

• Threat of retaliation - will reduce the threat of entry

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How Do Each of The Following

Determine the Threat from Substitutes?

• Price and Performance of Substitutes. -if there are close substitutes which perform well at a low price, the threat is high.

• Switching Costs for Customers -higher switching costs, less threat from substitutes

• Buyers Propensity to Substitute - high propensity will increase the threat from substitutes

– e.g if product is expensive and important to buyers, if buyers are

professionals putting effort in to finding the best buy, threat will be HIGH

– if product is not expensive and buyers are householders with no great

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How Do Each of The Following

Determine Power of Buyers?

• Price Sensitivity

– Purchases from this industry as a % of buyers’ total purchases. IF

THIS IS LARGE, BUYERS WILL BE PRICE SENSITIVE

– Product differences and brand identity REDUCE PRICE

SENSITIVITY

– If this industry’s product is necessary to maintain quality of

purchasers’ PRODUCT PRICE SENSITIVITY WILL BE LOW

– If customers are losing money or have poor profits, PRICE

SENSITIVITY WILL BE HIGH

– Purchasing decision-makers’ incentives. If purchasers have

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Some Real-World

Price Elasticities of Demand

Good or Service Elasticity Elastic Demand

Metals 1.52

Electrical engineering products 1.30

Mechanical engineering products 1.30

Furniture 1.26

Motor vehicles 1.14

Instrument engineering products 1.10

Professional services 1.09

Transportation services 1.03

Inelastic Demand

Gas, electricity, and water 0.92

Oil 0.91

Chemicals 0.89

Beverages (all types) 0.78

Clothing 0.64

Tobacco 0.61

Banking and insurance services 0.56

Housing services 0.55

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Some Real-World Income

Elasticities of Demand

Elastic Demand Airline Travel 5.82 Movies 3.41 Foreign Travel 3.08 Electricity 1.94 Restaurant meals 1.61

Local buses and trains 1.38

Haircutting 1.36 Cars 1.07 Inelastic Demand Tobacco 0.86 Alcoholic beverages 0.62 Furniture 0.53 Clothing 0.51

Newspapers and magazines 0.38

Telephone 0.32

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Income Elasticities in

15 Countries

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How Do Each of The Following

Determine Power of Buyers?

• Bargaining Leverage

– Buyer Concentration and Buyer Volume – Buyer Switching Costs

– Buyers’ Information

– Threat of Backward Integration from Buyers – Existence of substitutes

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How Do Each of The Following

Determine Power of Suppliers?

• Differentiation of Inputs. -if firms in this industry need differentiated inputs from suppliers their power will be high

• Switching Costs for Transferring to Other Suppliers -higher switching costs, more power for suppliers

• Availability of Substitutes - more availability, lower power of suppliers

• Supplier concentration - fewer suppliers, more supplier power

• Suppliers’ dependence on volume - more dependence, less supplier power

• Cost as % of this industry’s costs - a high % will give less supplier power

• Impact of suppliers’ inputs on this industry’s quality - high impact gives supplier more power

• Threat of forward integration by suppliers - more threat, more supplier power

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Example A:The Feedstock Industry

• This is a chemical industry, using very large and expensive plant to produce a basic raw material for making plastics.

– INTENSITY OF RIVALRY -very high fixed costs, no brand identity or product differentiation mean high rivalry, but one firm is a clear leader, owning the lowest-cost technology. RIVALRY KEPT IN CHECK BY LEADERSHIP

– THREAT OF ENTRY - huge scale economies, patented technology, limited sources of inputs, strong learning effects, powerful threat of retaliation -

VERY LOW THREAT

– THREAT OF SUBSTITUTES - product has hundreds of end uses. LOW THREAT

– POWER OF BUYERS - buyers are price-sensitive in some segments but

have little leverage LOW POWER

– POWER OF SUPPLIERS - the supplier of gas has a lot of power, but needs to sell the huge amounts purchased by the feedstock producer POWER BALANCE

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Example B:The Touring Caravan Industry

• This is a small-scale, craft-based industry, producing caravans to be towed behind cars for recreation

– INTENSITY OF RIVALRY -low growth, intermittent over-capacity, high storage costs, high corporate stakes. VERY INTENSE RIVALRY

– THREAT OF ENTRY - little capital needed, no scale economies, no proprietary technology , anyone can set up in this industry - VERY HIGH THREAT

– THREAT OF SUBSTITUTES - tents or motor caravancs. LOW THREAT

– POWER OF BUYERS - buyers are price-sensitive and can turn to the

second-hand market PRICE SENSITIVE BUT LOW LEVERAGE

– POWER OF SUPPLIERS - many alternative suppliers available LIMITED POWER