Nama
: Dr. Asep Suryana Natawiria,
MBA,. M.Sc
NIP
: 065703414
Tlp
: HP. 0811856777
Tugas 10
Paper Indv 10
Paper Klp 10
UTS 30
UAS 40
MATERI MANAJEMEN STRATEGIK
• Pengantar Manajemen Strategi
• Teknik Menganalisa Kasus
• Proses Manajemen Strategi
• Analisis Lingkungan Eksternal
• Analisis Lingkungan Internal
• Strategi Generik
MATERI MANAJEMEN STRATEGIK
(cont’d)
• Strategi Internasional
• Strategi Industri Spesifik
• Strategi Diversifikasi
• Membangun kapabilitas Organisasi
• Mengelola Implementasi Strategi
• Budaya Perusahaan & Leadership
• Presentasi Kelompok
1
1
1
1
ChapterScreen graphics created by: Jana F. Kuzmicki, Ph.D.
What Is Strategy?
◦ Identifying a Company’s Strategy
◦ Strategy and the Quest for Competitive
Advantage
◦ Strategy Is Partly Proactive and Partly Reactive
◦ Strategy and Ethics: Passing the Test of Moral
Scrutiny
The Relationship Between a Company’s
Strategy and Its Business Model
What Makes a Strategy a Winner?
Why Are Crafting and Executing Strategy
1. Where are we now?
2. Where do we want to go?
Business(es) to be in and market positions to stake
out
Buyer needs and groups to serve
Outcomes to achieve
3. How will we get there?
A company’s answer to “how
Consists of the
combination
of
competitive
moves
and
business approaches
used by
managers to run the company
Management’s
“game plan”
to
Attract and please customers
Stake out a market position
Compete successfully
Grow the business
How to please customers
How to respond to changing
market conditions
How to outcompete rivals
How to grow the business
How to manage each functional piece of the
business and develop needed organizational capabilities
How to achieve strategic and financial objectives
Strategy is HOW
To achieve sustainable competitive
advantage, a company’s strategy usually
must be aimed at either
◦ Providing a distinctive product or service or
◦ Developing competitive capabilities rivals can not
match
Achieving a sustainable competitive
advantage greatly enhances a company’s
prospects for
◦ Winning in the marketplace and
◦ Realizing above-average profits
What separates a powerful strategy from an ordinary strategy
is management’s ability to forge a series of moves, both in the marketplace and internally, that
Strive to be the industry’s low-cost provider
Outcompete rivals on a key differentiating
feature
Focus on a narrow market niche, doing a
better job than rivals of serving the unique
needs of niche buyers
Develop expertise, resource strengths, and
A company’s strategy is a
work in progress
Changes
may be necessary to
react
to
Fresh moves of competitors
Evolving customer preferences
Technological breakthroughs
Shifting market conditions
Ethical and moral standards go beyond
Prohibitions of law and the language of “thou
shalt not”
to issues of
Duty and “right” vs. “wrong”
Ethical and moral standards address
“What is the right thing to do?”
Two criteria of an ethical strategy:
Does not entail actions and behaviors that cross
the line from “can do” to “should not do’ and
“unsavory” or “shady” and
Allows management to fulfill its ethical duties to
Owners/shareholders
– Rightfully expect some
form of return on their investment
Owners/shareholders
– Rightfully expect some
form of return on their investment
Employees
- Rightfully expect to be treated with
dignity and respect for devoting their energies to
the enterprise
Employees
- Rightfully expect to be treated with
dignity and respect for devoting their energies to
the enterprise
Customers
- Rightfully expect a seller to provide
them with a reliable, safe product or service
Customers
- Rightfully expect a seller to provide
them with a reliable, safe product or service
Suppliers
- Rightfully expect to have an equitable
relationship with firms they supply and be treated
fairly
Suppliers
- Rightfully expect to have an equitable
relationship with firms they supply and be treated
fairly
Community
- Rightfully expect businesses to be
good citizens in their community
Community
- Rightfully expect businesses to be
A business model addresses “How do we
make money in this business?”
Is the strategy capable of delivering
good bottom-line results?
Do the revenue-cost-profit economics
of the strategy make good business sense?
Look at revenue streams the strategy is expected to
produce
Look at associated cost structure and potential
profit margins
Do resulting earnings streams and ROI indicate the
Strategy
- Deals with
a company’s
competitive initiatives
and business
approaches
Business Model
-Concerns whether
revenues and costs
flowing from the
strategy
demonstrate the
business can be
amply profitable and
viable
Strat egy
Busin ess Mode
GOODNESS OF FIT TEST
◦ How well does strategy fit
the firm’s situation?
COMPETITIVE ADVANTAGE TEST
◦ Does strategy lead to sustainable
competitive advantage?
PERFORMANCE TEST
Internal consistency and unity among all
pieces of the strategy
Degree of risk the strategy poses as
compared to alternative strategies
Degree to which the strategy is flexible and
adaptable to changing circumstances
While these criteria are relevant, they seldom
override the importance of the
three tests
of a
Crafting and executing strategy are core management functions
Among all things managers do, nothing affects
a company’s ultimate success or failure more fundamentally than how well its management team
◦ Charts the company’s direction,
◦ Develops competitively effective strategic
moves and business approaches, and
◦ Pursues what needs to be done internally to
produce good day-in/day-out strategy execution
Excellent execution
of an excellent strategy is
the
best test of managerial excellence
-- and the
Arah organisasi adaptasi perubahan
lingkungan
Gambaran masa depan
Fit and stretch
Kegiatan dan kompetensi inti
Program investasi
Persaingan
Kebutuhan konsumen
Kreativitas
Perbedaan
Survival
Kerjasama
STRA. FUNGSI STRA BIZ.
S
FA
S
PRIORITAS KINERJA &
POSTUR STRAEGIK
PENGUKURAN KUANTITATIF ORGANISASI
PELAKSANA
PENJADWALAN PELAKSANAAN
BALANCE SCORE CARD PENGUKURAN
KUALITATIF
PEROCEDURE
MODEL PROSES MANAJEMEN
STRATEGIK
P E S T
---ANAISIS LINGKNGAN
EKSTERNAL
---C1, C2, C3, C4 VCR, TIROCA ---ANAISIS LINGKNGAN
INTERNAL
---M, F, O, HR
STA. KORP
SWOT. MARIX GE. MATRIX BCG. MATRIX
S
MISI BISNIS MISI BISNIS
1. RUANG LINGKUP PRODUK PASAR DAN GEOGRAFI 2. KEUNGGULAN BERSAING
1. RUANG LINGKUP PRODUK PASAR DAN GEOGRAFI 2. KEUNGGULAN BERSAING
ANALISIS INTERNAL ANALISIS INTERNAL
1. ANALISIS FAKTOR INTERNAL KRITIS DALAM KEUNGGULAN BERSAING
2. PENILAIAN MENYELURUH POSISI BERSAING
1. ANALISIS FAKTOR INTERNAL KRITIS DALAM KEUNGGULAN BERSAING
2. PENILAIAN MENYELURUH POSISI BERSAING
ANALISIS EXTERNAL ANALISIS EXTERNAL
1. IDENTIFIKASI FAKTOR EKSTERNAL KRITIS DALAM KEUNGGULAN BERSAING
2. PENILAIAN MENYELURUH DAYA TARIK INDUSTRI
1. IDENTIFIKASI FAKTOR EKSTERNAL KRITIS DALAM KEUNGGULAN BERSAING
2. PENILAIAN MENYELURUH DAYA TARIK INDUSTRI
KESEMPATAN / ANCAMAN KESEMPATAN / ANCAMAN KEUNGGULAN / KELEMAHAN
KEUNGGULAN / KELEMAHAN
STRATEGI BISNIS STRATEGI BISNIS
PROGRAM TAHUN GANDA
PROGRAM TAHUN GANDA
PROGRAM SPESIFIK PROGRAM SPESIFIK
PROGRAM TAHUNAN
PROGRAM TAHUNAN
PENGENDALIAN MANAJEMEN PENGENDALIAN MANAJEMEN
PENGUKURAN KINERJA QCDSSMF
Kemampuan seorang manajer dalam
menghadapi masalah tergantung kapada 3
hal, yaitu:
1.
Pengalaman berorganisasi
2.
Pengetahuan mengenai organisasi,
administrasi dan manajemen
Analisis sistem
Analisis keputusan
Analisis persoalan
Analisis prosedur
Analisis kebijakan
Analisis kasus
Adalah suatu peristiwa yang terjadi yang
biasanya memuat masalah-masalah yang
harus dipecahkan atau alternatif
kesempatan yang harus dipilih.
Untuk masalah yang kompleks kasus harus
dianalisis dalam arti dipilah-pilah menjadi
bagian-bagian yang kemudian secara
Masalah kompleks
Analisis situasi
Masalah-masalah tunggal
Analisis persoalan Analisis keputusan Analisis persoalan potensial
CRITICAL ISSUES SUPPORTED BY
ANALYSIS
• Strengths • Weaknesses • Opportunities • Threats
What issues should drive our strategy for competitive advantage ?
INTERNAL ANALYSIS
• Competitive position • Organizational
• Internal economics
How strongly are we positioned to completed
• Market • Competitor • Supplier • Customer
• Macro economy
What drivers
performance in the environment in which we complete ?
PRELIMINARY ISSUES TO FOCUS ANALYSIS
• Strengths • Weaknesses • Opportunities • threats
Define issues, develop workplans
STRATEGIES TO ACHIEVE COMPETITIVE ADVANTAGE ARE DRIVEN BY CRITICAL INTERNAL AND EXTERNAL
ISSUES
A. Analysis internal economic B. Identify
customer need/values C. Assess
competitors, basis for competitive advantage D. Analysis
industry factors
SWOT analysis helps to integrate distill and
priorities issues
3. Drive strategic priorities
4. Identify and evaluate
options
5. Implement strategy and target
OPTIONS ROADMAP
2. Analyse major issues and identify value drivers
• What are you good at ? • What new skills does your
organizations have
• What can you repeat a recent success ?
• What makes you unique ? • Why do your customers come
to you ?
• What are you good at ? • What new skills does your
organizations have
• What can you repeat a recent success ?
• What makes you unique ? • Why do your customers come
to you ? • What new skills does your
organizations lack?
• What can others do better than you ? • What recent failures have you had ?
Why?
• What customer groups are you not satisfying fully ?
• What customers have you lost recently ? Why?
• What are you good at ? • What new skills does your
organizations lack?
• What can others do better than you ? • What recent failures have you had ?
Why?
• What customer groups are you not satisfying fully ?
• What customers have you lost recently ? Why?
• Have there been any changes in your market in your favor ?
• What skills could you learn ? • What new products/services
could you offer?
• Which new customer groups could you offer?
• How could you make your self unique ?
• How could your organization look in 5-10 years ?
• Have there been any changes in your market in your favor ?
• What skills could you learn ? • What new products/services
could you offer?
• Which new customer groups could you offer?
• How could you make your self unique ?
• How could your organization look in 5-10 years ?
• Have there been any changes in the market which disadvantage you ? • What are your competitor up to ? • Are your customers need changing
against your interest?
• Are there any economic or political changes which can harm you?
• Is there anything which could
threaten your organization’s existence ?
• Have there been any changes in the market which disadvantage you ? • What are your competitor up to ? • Are your customers need changing
against your interest?
• Are there any economic or political changes which can harm you?
• Is there anything which could
threaten your organization’s existence ?
1……….
GENERATING
STRATEGIC MATRIX (BASE ON S.W.O.T
ANALYSIS
EXTERNAL
List 5- 10 external opportunities here OPPORTUNITIES (O)
1 list 5 –10 external threat here
THREATS (T)
List 5 – 10 internal strengths here STRENGTHS (S)
List 5 – 10 internal weakness here
WEAKNESS (W)
EXTERNAL FACTORS (IFAS)
INTERNAL FACTOR (IFAS)
Generate strategies here that use strengths to
take advantage of opportunities SO STRATEGIES
Generate strategies here that use strengths to
avoid threats ST STRATEGIES
Generate strategies here that take advantage of
opportunities by overcoming weakness
WO STRATEGIES
Generate strategies here that minimize
weakness and avoid threats
WT STRATEGIES
EXTERNAL
Economic integration of European community
Demographics favor quality appliances
Economic development of Asia
Opening of eastern Europe Trend toward super store
OPPORTUNITIES (O)
Increasing government regulation
Strong US competition Whirpool and Electrolux positioned for global economy Fuzzy logic technology by Japanese
Predicted recession
THREATS (T)
Quality maytag culture Experienced top management
Vertical integration Employee relations Hoovers international
orientation STRENGTHS (S)
Process-oriented R & D Distribution channels Financial position Global positioning Manufacturing facilites
WEAKNESS (W)
INTERNAL FACTORS (EFAS)
EXTERNAL FACTOR (IFAS)
Use worldwide hoover distribution channels to
sell both hoover and maytag major appliances Find joint venture partners in
Eastern Europe and Asia SO STRATEGIES
Acquire Raytheon’s appliance business to increase U.S market share
Merge with a Japanese major home appliance company
Sell of all non-Maytag brands and strongly defend Maytag’s U.S. niche
ST STRATEGIES
Expand hoover’s presence in continental Europe by improving hoover quality
and reducing manufacturing and
distribution costs
Emphasize superstore channel for all no-maytag brands
WO STRATEGIES
Sell of Dixie-Narco Division to reduce debt
Emphasize cost reduction to reduce break-event point Sell out to Raytheon or a
Japanese firm WT STRATEGIES
Short-term external opportunities Medium-term external
opportunities
Long-term external opportunities
Short-term external opportunities Medium-term external
opportunities
Long-term external opportunities
• Short-term external threats • Medium-term external threats • Long-term external threats
• Short-term external threats • Medium-term external threats • Long-term external threats
• Direct competitors (present and future)
• Indirect competitors (present and future)
• Their strengths • Their weakness
• New forms of competition
• Supplier or customer that may become competitor
• Direct competitors (present and future)
• Indirect competitors (present and future)
• Their strengths • Their weakness
• New forms of competition
• Supplier or customer that may become competitor
• Raw materials • Technology • Labor
• Legislation • Capital
• Raw materials • Technology • Labor
• Legislation • Capital
OPPORTUNITIES
THREATS
COMPETITION
INTERNAL ENVIRONMENT
• The common characteristics at user segments
• The exceptionally successful user segments
• The characteristic of their success • The exceptionally unsuccessful user
segments
• The characteristics of their failure
• The common characteristics at user segments
• The exceptionally successful user segments
• The characteristic of their success • The exceptionally unsuccessful user
segments
• The characteristics of their failure
• The principle, beliefs, and values that guide corporate behavior • The principle, beliefs, and values
that guide corporate behavior
• Short-term internal opportunities • Medium-term internal opportunities • Long-term internal opportunities • Short-term internal opportunities • Medium-term internal opportunities • Long-term internal opportunities
USER SEGMENTS
CORPORATE BELIEFS
INTERNAL
INTERNAL ENVIRONMENT
• The unique strengths of the organization
• The strengths possessed to a greater extent by the organization than by the competition
• Traits that may become strengths later • The unique strengths of the organization
• The strengths possessed to a greater extent by the organization than by the competition
• Traits that may become strengths later
STRENGTHS
• The unique weakness of the organization
• The weakness possessed to a greater extent by the organization than by the competition
• Traits that may become weakness later • The unique weakness of the organization
• The weakness possessed to a greater extent by the organization than by the competition
• Traits that may become weakness later
WEAKNESSES
• The common characteristics of product or services • The exceptionally successful products
• The characteristics of their success • The exceptionally unsuccessful product • The characteristics of their failure
• The common characteristics of product or services • The exceptionally successful products
• The characteristics of their success • The exceptionally unsuccessful product • The characteristics of their failure
PRODUCT
• The common characteristics of geographic markets • The exceptionally geographic markets
• The characteristics of their success
• The exceptionally unsuccessful markets • The characteristics of their failure
• The common characteristics of geographic markets • The exceptionally geographic markets
• The characteristics of their success
• The exceptionally unsuccessful markets • The characteristics of their failure
INNOVATION INNOVATION
• Technical product or service superiority • New product capability
• R &D
• Technologies • Patents
• Technical product or service superiority • New product capability
• R &D
• Technologies • Patents
MANUFACTURING MANUFACTURING
• Cost structure
• Flexible production operations • Equipment
• Access to raw material • Vertical integration
• Work-force attitude and motivation • Capacity
• Cost structure
• Flexible production operations • Equipment
• Access to raw material • Vertical integration
• Work-force attitude and motivation • Capacity
FINANCE-ACCESS TO CAPITAL
FINANCE-ACCESS TO CAPITAL
• Form operations
• From net short-term assets
• Ability to use debt and equity financing • Parent’s willingness to finance
• Form operations
• From net short-term assets
• Ability to use debt and equity financing • Parent’s willingness to finance
MANAGEMENTMANAGEMENT
• Quality of top and middle management • Knowledge of business
• Culture
• Strategic goals and plans • Entrepreneurial thrust • Planning/operation system • Loyalty-turnover
• Quality of strategic decision making • Quality of top and middle management • Knowledge of business
• Culture
• Strategic goals and plans • Entrepreneurial thrust • Planning/operation system • Loyalty-turnover
• Quality of strategic decision making
MARKETINGMARKETING
• Product quality reputation
• Product characteristics/differentiation • Brand name recognition
• Breadth of the product line-systems capability • Customer orientation
• Segmentation/focus • Distribution
• Retailer relationship
• Advertising / promotion skills • Sales force
• Customer service/product support
• Product quality reputation
• Product characteristics/differentiation • Brand name recognition
• Breadth of the product line-systems capability • Customer orientation
• Segmentation/focus • Distribution
• Retailer relationship
• Advertising / promotion skills • Sales force
• Customer service/product support CUSTOMER BASE
CUSTOMER BASE
• Size an loyalty • Market share
• Growth of segments served • Size an loyalty
• Market share
• Growth of segments served
NILAI (VALUES)
FAKTOR SUKSES
KRITIS (CFS)
CSF
CSF
CSF
CSF
CSF Keadaan
Organisasi Saat Ini
Keadaan Organisasi dI
masa depan
Menguraikan jenis organisasi yang anda ingin
wujudkan atau bagaimana anda ingin dilihat atau diingat.
Menetapkan arah yang dituju oleh setiap orang
Memberdayakan orang dan menciptakan antusiasme
dengan menyoroti kontribusi khusus bagi organisasi
Memberikan dasar untuk mengenali jurang pemisah
Menguraikan kerja organisasi dengan
jelas, ringkas, dan nyata.
Relevan dan dimengerti dengan jelas oleh
tiap orang
Harus berorientasi-pelanggan,
memfokuskan pada produk dan layanan
Meletakkan fondasi untuk komponen
rancangan dan pengarahan yang lain
Memberikan pengarahan dan tujuan bagi
Menciptakan keyakinan dasar organisasi,
prinsip yang menjadi petunjuk bagi budaya
perusahaan
Memusatkan setiap orang pada model
perilaku bersama
Menekankan
kepuasan
pelanggan,
CORPORATE
CORPORATE
INDIVIDUAL
INDIVIDUAL
FUNCTION /
DIRECTORATE
FUNCTION /
DIRECTORATE
PROFESSIONAL
Kemampuan untuk melihat inti
persoalan
Pandangan, Wawasan
Pengamatan, Penglihatan
Arah tentang masa depan
Guiding Star, Core Values, Beliefs
Kemampuan untuk melihat inti
persoalan
Pandangan, Wawasan
Pengamatan, Penglihatan
Arah tentang masa depan
Guiding Star, Core Values, Beliefs
• Sense of beliefs, values
• Sense of purpose
• Sense of mission
• Sense of beliefs, values
• Sense of purpose
• Sense of mission
MISI
TUJUAN
SASARAN
Cita-cita yang ingin diraih dalam jangka panjang, sebagai pedoman kearah mana perusahaan
akan menuju
Misi yang akan diemban dijabarkan dalam batasan…. bidang usaha fokus…… tujuan berusaha……, budaya,……. korporat
Tujuan-tujuan utama yang akan dicapai dalam jangka panjang untuk memenuhi keinginan pihak terkait (stakeholders)
Untuk menjelaskan Visi/pandangan
pemilik/manajemen akan arah dan tujuan usaha
Untuk men-fokuskan daya dan upaya seluruh
jajaran karyawan pada tujuan yang ingin dicapai
Untuk pedoman/rujukan bila lingkungan atau
kondisi bisnis berubah
Agar ada acuan tentang perusahaan dalam
rumusan yang ringkas, jernih dan mudah dipahami
Untuk memudahkan komunikasi di dalam
organisasi perusahaan
Agar menjadi landasan komitment bagi setiap
anggota manajemen dan karyawan perusahaan
Untuk sarana motivasi kerja manajemen dan
Apakah ada ketidakjelasan tentang tujuan perusahaan ? Apakah karyawan merasa kurang memperoleh tantangan
?
Apakah organisasi anda kehilangan legitimasi ? Apakah organisasi mengabaikan perubahan di
lingkungan?
Apakah ada tanda-tanda menurunnya rasa bangga
karyawan terhadap organisasi ?
Apakah ada upaya untuk menghindari resiko secara
berlebih-lebihan ?
Apakah karyawan merasa tidak ada kemajuan dalam
bekerja ?
Apakah ada omongan yang tersebar yang isinya rasa
Pelajari segala sesuatu tentang organisasi anda,
organisasi serupa dan industri yang anda masuki. Pahami kebutuhan dan harapan dari mitra kerja,
pemegang saham, masyarakat dan pemerintah.
Bukalah pikiran seluas-luasnya di saat anda
mengembangkan visi baru.
Minta masukan dari kawan sekerja dan bawahan.
Bila anda pimpinan yang baru, jangan
VISION :
1. What new types of customer benefit should we seek to provide in 5,10 or 15 years ?
2. What new competencies will we need to build or acquire to offer those benefits to customers ?
3. How will we need to reconfigure the customer interface over the next several years ?
Pandangan kedepan tentang hubungan / interaksi antara “manfaat”(benefit), kompetensi (competencies) dan
PERTANYAAN-PERTANYAAN YANG PERLU DIJAWAB DALAM PERUMUSAN VISI DAN MISI
MISSION :
1. Customers : Who are the firm’s customer ?
2. Product or services : What are the firm’s major product services ? 3. Markets : Where does the firm complete ?
4. Technology : Is technology a primary concern of the firm ?
5. Concern for survival, growth and profitability : Is the firm committed to economic objectives ?
6. Philosophy : What are the basic beliefs,values, aspirations and philosophical priorities of the firm ?
7. Self-concept : What is the firm’s distinctive competence or major competitive advantage ?
8. Concern for public image : Is the firm responsive o social, community and environmental concerns ?
RUMUSAN VISI / MISI YANG EFEKTIF
IMAGINABLE
Mampu menggambarkan masa depan organisasi serta keberedaan perusahaan
DESIRABLE
Mampu mengajak pihak-pihak terkait untuk menunjang upaya mencapai masa depan
FEASIBLE
Layak untuk dicapai secara realistik
FOCUSED
Cukup jelas sebagai acuan pembuatan keputusan, dapat
menunjukan ukuran keberhasilan dan menjelaskan lingkup usaha
FLEXIBLE
Mampu menampung inisiatif dan merespons perubahan lingkungan
COMMUNICABLE
Based on a need to
accomplish
Measured by result
Linear, one dimensional
Create focus
Provide direction
Based on past experience
Based on a need to
accomplish
Measured by result
Linear, one dimensional Create focus
Provide direction
Based on past experience
Based on a need to continually accomplish
Goals are measured by
progress toward vision
Holistic, multidimensional
Create purpose and focus Create energy
Establish new possibilities
Based on a need to
continually accomplish
Goals are measured by
progress toward vision
Holistic, multidimensional
Create purpose and focus Create energy
Establish new possibilities
Ensure long-term growth and increase market
share
Ensure long-term growth and increase market
share
GOAL I
GROWTHGOAL I
GROWTH
Guarantee customer
satisfaction through continues quality
improvement
Guarantee customer
satisfaction through continues quality
improvement
GOAL II QUALITY
GOAL II QUALITY
Increase productivity and opportunity through
improved training and communication
Increase productivity and opportunity through
improved training and communication
GOAL III PEOPLE
GOAL III PEOPLE
Achieve a total return in top quartile
of our industry
Achieve a total return in top quartile
of our industry
GOAL IV
SHAREHOLDERSGOAL IV
SHAREHOLDERS
CUSTOMER
SERVICE EXCELLENCE INNOVATION INTEGRITY
VISION STATEMENT :
DISTINCTIVE COMPETENCES
Core skills
MARKET DEFINITION
Customer targets, need and wants
COMPETITIVE POSITIONING
Differential advantage MISSION
Objective and Strategy
STRATEGIC INTENT
Vision of what you want to be
Vision
A simple, Compelling, Broadly understood description of what the enterprise
aspires to become
Vision
A simple, Compelling, Broadly understood description of what the enterprise
aspires to become
Capabilities The Skills, Knowledge
and
relationships required to achieve the
vision
Processes
The Work Capabilities that
Capabilities The Skills, Knowledge
and
relationships required to achieve the
vision Transform Capabilities
into
Customer value
Infrastructure
The shared resources (people, money, information, physical plant) that support all enterprise activities
Infrastructure
NEW ENTRANTS
SUPPLIERS
INDUSTRY COMPETITORS
RIVALRY
SUBSTITUTES
Threat of entry
Government
Threat of substitutionControl & regulation
Economic Factors
Political Factors
Demographic Factors Cultural
DIFERENSIASI TERFOKUS
KEUNGGULAN BIAYA
MENYELURUH
FOKUS BIAYA
UNIK
PRODUK
STD
PASAR
SEMUA TERTENTU
MENGEMBANGKAN KEUNGGULAN
HARGA
BERSAING BEBAS
STRATEGI KEUNGGULAN
BIAYA MENYELURUH
STRATEGI
•Volume besar
•Standarisasi
•Intensitas biaya
•Rekayasa proses •Pengendalian biaya
•Kurva pengalaman
•Sumber dana
•Pasar luas
•Ancangan pemasaran
•Distribusi
•promosi
MENGEMBANGKAN KEUNIKAN
BERSAING BEBAS
STRATEGI DIFERENSIASI
STRATEGI
•Litbang
•Skilled labor
•Intangible value
•Citra merk
•Pasar luas
•Ancangan pemasaran
•Kerjasama Distribusi
•Promosi, citra dan reputasi
MEMENUHI KEBUTUHAN SEGMEN PASAR
TERTENTU
MENGEMBANGKAN KEKHASAN PRODUK
STRATEGI DIFERENSIASI
TERFOKUS
STRATEGI
•Pasar selektif
•Informasi pemasaran
•Customer relationship
•Distribusi selektif
•Promosi selektif
•Kurva pengalaman
•Sumber dana
•Litbang
•Skilled labor
•Intangible value
•Citra merk
MEMENUHI KEBUTUHAN SEGMEN PASAR
TERTENTU
DENGAN PRODUK STANDAR
STRATEGI FOCUS BIAYA
Pasar terlalu sempit untuk menyediakan keungulan biaya
Produk harus
dapat memuaskan kebutuhan pasar yang spesifik
IMPLIKASI
The act of designing the company offer
so that it accupies a distinct and valued
place in the target customer’s minds.
The act of designing the company offer
so that it accupies a distinct and valued
place in the target customer’s minds.
DIFFERENTIATION
DIFFERENTIATION
is the act of designing a set of meaningful
differences to distinguish the company’s offer
from competitor offers.
is the act of designing a set of meaningful
DIFFERENTIATION
•Features
•Performance
•Conformanc
e
•Durability
•Reliability
•Style
•Design
•Delivery
•Installation
•Customer
training
•Consulting
service
•Repair
•Expertise
•Courtesy
•Credibility
•Reliability
•Responsivenes
s
•Clarity
•Coverage
•Expertise
•Performanc
e
•Symbols
•Media
•Atmosphere
•Events
SERVICES PERSONNEL CHANNELS
PEMASOK PEMBELI
SUBSTITUSI
PENDATANG BARU
L M H
•Moderate capital requirement •Easy access to distribution channels •Common technology •Low switching costs •High brand recognition
Rivalry among competitor
•Lack of product differentiation
•Slowdown in industry growth
•Low switching cost •Chronic overcapacity
Bargaining power of buyer
•Fragmented market •Threat of backward integration nil
•Small purchase volume
Bargaining power of key suppliers
(rubber tire, electric parts, paint, matrices)
•Few qualified suppliers •Significant switching costs
•No available substitutes
Threat of substitution
•Increased demand for cars (declining car prices, larger per capita income, emergence of market for used cars, an improved roads and parking systems)
•Public transportation is becoming more available in large cities (subway)
x
INDUSTRY ANALYSIS FOR THE MOTOR CYCLE INDUSTRY IN TAIWAN
CONTRIBUTION TO THE ATTRACTIVENESS OF THE INDUSTRY
Code :
H = high attractiveness M = Medium
attractiveness
L = Low attractiveness
POSISI PEMASOK KUAT APABILA :
Industri pembekal sedikit
Produk pembekal : differentiated
Produk pembekal sangat penting bagi
bisnis pembeli
Tidak ada ancaman dari produk substitusi
Industri yang dilayani bukan pelanggan
utama
ANCAMAN PRODUK SUBSTITUSI BESAR
BILA :
◦ Ada produk yang dapat berfungsi sama
◦ Perkembangan teknologi cepat
◦ Harga produk substitusi bersaing
POSISI PEMBELI KUAT APABILA :
◦ Pembelian dalam jumlah besar
◦ Produk yang dibeli standard / tidak differentiated
◦ Biaya pengalihan : rendah
◦ Produk yang dibeli tidak bernilai dalam struktur
pembeli
◦ Pembeli memperoleh profitabilitas yang rendah
◦ Pembeli memiliki banyak informasi
HAMBATAN MASUK BESAR APABILA :
Skala ekonomis
Diferensiasi produk/jas
Kebutuhan modal tinggi, untuk
◦ Aktiva tetap
◦ Kebijakan kredit
◦ Litbang
◦ Kerugian pada tingkat awal
Keuggulan relatif
◦ Teknologi / paten
◦ Konsesi atas bahan baku
◦ Lokasi yang menguntungkan
◦ Subsidi pemerintah
◦ Kurva pengalaman
Persaingan tinggi bila :
Banyak pesaing dan berimbang Pertumbuhan industri lamban Biaya tetap tinggi
Kurangnya diferensiasi produk
Tambahan kapasitas harus dalam skala besar
Setiap pesaing memiliki karakteristik yang berlainan
◦ Strategi
◦ Gaya manajemen
◦ Sasaran perusahaan
◦ Hubungan dengan perusahaan induk
HUMAN RESOURCES MANAGEMENT
TECHNOLOGY DEVELOPMENT
PROCUREMENT
INBOUND
LOGISTICS OPERATIONS
OUTBOUND LOGISTICS
MARKETING & SALES
SERVICE
M AR
GIN
M AR G IN
PRIMARY ACTIVITIES SUPPORT
ACTIVITIES
BUYER BUILD CORPORATE REPUTATION MIS THAT SUPPORTS INNOVATION AND RESPONSIVENESS TO CUSTOMER NEED THROUGH CLOSE INTERNAL COORDINATION
UNIQUE PRODUCT FEATURES, FAST NEW PRODUCT DEVELOPMENT DESIGN FOR RELIABILITY /
SERVICEABILITY
TRAINING THAT
SUPPORTS GOALS AND RESPONSIVENESS. INCENTIVES THAT ARE CONSISTENT WITH DEFFERENTIATION GOALS DEVELOPING COMMITMENT TO CUSTOMER SERVICE
TRAINING FOR CUSTOMERS
FAST, RELIABLE REPAIRS AVAILABILITY OF SPARE PARTS.
TRAINING FOR DEALERS CUSTOMER CREDIT QUALITY AND
RELIABILITY OF
COMPONENT AND
MATERIALS
FAST
MANUFACTURING DEFECT- FREE MANUFACTURING ABILITY TO
PRODUCT TO CUSTOMER SPECIFICATION
FAST DELIVERY EFFICIENT ORDER
PROCESSING SUFFICIENT INVENTORIES TO MEET
UNEXPECTED ORDERS
ADVERTISING THAT ENHANCES BRAND
REPUTATION. EFFECTIVE SALES FORCE. QUALITY SALES LITERATURE
INFRASTRUCTURE ACTIVITIES RESEARCH, DEVELOPMENT, DESAIGN
HUMAN RESOURCE DEVELOPMENT
PURCHASING, INVENTORY, HOLDING, MATERIALS HOLDING
PRODUCTION
WAREHOUSING & DISTRIBUTION
SALES & MARKETING
DEALER SUPPORT
& CUSTOMER
HISTORY AND TRADITION OF DUPONT IN PLASTIC AND MATERIALS
PATERNAL CULTURE GUARANTEES SECURITY, ATTRACTS HIGHEST-QUALITY
SCIENTISTS BEST POLYMER R & D GLOBAL SCALE R & D/
TECHNOLOGY
LOWEST-COST RAW MATERIALS
BEST TRAINING, INTEGRATING SALES AND TECHNICAL SERVICE
EXTENSIVE COMMITMENT TO PROCESS DEVELOPMENT. RECOGNIZED R & D OF CUSTOMERS
MANUFACTURING SERVICE
QUALITY IMAGE
Direct
supply Strong
sales force Largest
scale economist
Highest product physical property
Extensive warehouse network
Rapid delivery guaranteed
Quality image. Horizontal integration of
marketing with other Du Pont SBUs
Replacement guaranteed Best customer process training Highest
technical service coverage
INBOUND LOGISTICS FIRM
INFRASTRUCTURE
HUMAN MANAGEMENT RESOURCES
TECHNOLOGY DEVELOPMENT
PROCUREMENT
TOP MANAGEMENT SUPPORT (WELCH IS CEO)
SUPER TRAINING USE OF COMMISSION SALES INCENTIVES
BEST APPLICATION ENGINEERING SUPPORT
BEST MARKET RESEARCH
EXCELLENT PRODUCT POSITIONING
High sales force coverage Strong personal relationship Extensive credit High-quality
production
Excellent comforman-ce to
specification
Flexible delivery capability
Extensive advertising
Strong focus on high-growth areas
Easy-to-use products
INBOUND LOGISTICS FIRM
INFRASTRUCTURE
HUMAN MANAGEMENT RESOURCES
TECHNOLOGY DEVELOPMENT
PROCUREMENT
GE’S COMPETITIVE ADVANTAGE : SOURCE OF DIFFERENTIATION
BEST ALLOY TECHNOLOGY
NATIONWIDE PRESENCE
• LIFETIME EMPLOYMENT
• IN-HOUSE CAREER
DEVELOPMENT
• ATTRACTS TOP SCIENTIST
• RECRUIT COMPUTER EXECUTIVES
•HEAVY EMPHASIS ON IN-HOUSE TECHNICAL TRAINING
•OWNS
MANUFACTURING BRANCH
(WESTERN ELECTRIC
• HIGHEST-QUALITY NETWORK
• HIGHEST-QUALITY OF EQUIPMENT THROUGH HEAVY CAPITAL
EXPENDITURE
• SIMILAR
COMMUNICATION STANDARDS NATION WIDE
•NEW
EMPHASIS ON MARKETING (STILL WEAK)
•HIGH NAME RECOGNITION
•LONG-TERM RELATIONSHIP WITH CLIENT
•PROMPT AND
HIGH-QUALITY SERVICE
SERVICE MARKETING
AND SALES OUTBOUND
LOGISTICS OPERATIONS
INBOUND LOGISTICS RESOURCES MANAGEMENT
TECHNOLOGY DEVELOPMENT
PROCUREMENT
Product Development
•Planning & development
•Hotel
accommodation contracting
•Flight allocation
•Car hire contracting
•Database creation
•Brochure production
OFFICE SERVICES
INFORMATION TECHNOLOGY MANAGEMENT
HUMAN RESOURCES MANAGEMENT
FINANCIAL MANAGEMENT AND CONTROL
M
•Advertising
•Agency sales support
•Commission negotiating
•Promotions, POS
Sales an Operations
•Reservations & view data
•Invoicing and statements
•Cash collection
•Ticketing
•manifests
Customer Services
• Airport
representatives
• Resort
representative
• Customer relations PRIMARY
ACTIVITIES
Airlines, Hotels, Car
Hire
Tour Operator Travel Agents Holiday- maker
Suppliers Firm Channel Buyer
PERCEIVED PROBLEMS
• Rising costs of technology
• Product life cycle shortening
• Incomplete CAD/CAM/CIM integration
• Information not seen as a shared resource across the group
BUSINESS ISSUES
• How does the company avoid duplication of technological
development effort in diverse units ?
• How does the company stay abreast of
competitors developments?
• How does the company capture learning in one part of the group and transfer it others?
• How to speed up time-to-market and cycle-time
PERFORMANCE MEASUREMENT AND INFORMATION ISSUES
• Improved project reporting
• Networking at operational level across the group • Benchmarking new
product development cycle-time and
competitor innovations • Disseminations of key
technology
THE TREE STEP APPROACH FOR
IN-BOUND LOGISTICS
PERCEIVED PROBLEMS
• Inability of all units to move to JIT production • Incomplete adoption of
EDI
• Unacceptable quality from suppliers
BUSINESS ISSUES
• Excessive inventory • Standardisation of
components
• Poor quality control • Coordination with
suppliers
• Coordination with other group factories
• Group communications capability vital
PERFORMANCE MEASUREMENT AND INFORMATION ISSUES
• Need for progress reporting on
improvement projects • Inner-unit comparisons
(intra group benchmarking)
FINANCIAL
VISI DAN STRATEGI " Untuk berhasil
secara finansial, apa yang harus kita perlihatkan kepada para
pemegang saham kita ?"
PROSES BISNIS INTERNAL
" Untuk menyenangkan para pemegang
saham dan pelanggan kita
proses bisnis apa yang harus
kita kuasai dengan baik?"
PELANGGAN
" Untuk mewujudkan visi
kita, apa yang harus kita perlihatkan kepada para pelanggan kita ?"
Pembelajaran dan Pertumbuhan
" Untuk
Umpan Balik dan Pembejaran Strategis
Mengartikulasikan visi bersama
Memberikan umpan balik strategis
Memfasilitasi tinjauan ulang dan pembelajaran strategi
Umpan Balik dan Pembejaran Strategis
Mengartikulasikan visi bersama
Memberikan umpan balik strategis
Memfasilitasi tinjauan ulang dan pembelajaran strategi
Merencanakan dan Menetapkan Sasaran Menetapkan sasaran
Memadukan inisiatif strategis
Mengalokasikan sumber daya
Menetapkan tonggak -tonggak penting
Merencanakan dan Menetapkan Sasaran Menetapkan sasaran
Memadukan inisiatif strategis
Mengalokasikan sumber daya
Menetapkan tonggak -tonggak penting
Mengkomunikasikan dan Menghubungkan
Mengkomunikasikan dan mendidik
Menetapkan tujuan
Mengaitkan imbalan dengan ukuran kinerja-tonggak.
Mengkomunikasikan dan Menghubungkan
Mengkomunikasikan dan mendidik
Menetapkan tujuan
Mengaitkan imbalan dengan ukuran kinerja-tonggak.
Balanced Scorecard Memperjelas dan
menerjemahkan Visi dan Strategi
Memperjelas misi
Menghasilkan konsensus.
ROCE
LOYALITAS PELANGGAN
PROSES MUTU
PROSES WAKTU SIKLUS
KEAHLIAN PEKERJA PENYERAHAN TEPAT WAKTU
Finansial
Pelanggan
Proses Internal /Bisnis
AKUISISI PELANGGAN
AKUISISI
PELANGGAN PROFITABILITASPELANGGAN PROFITABILITAS
PELANGGAN AKUISISI
PELANGGAN AKUISISI PELANGGANPELANGGANRETENSI
RETENSI PELANGGAN
KEPUASAN PELANGGAN
KEPUASAN PELANGGAN
PANGSA PASAR
PANGSA PASAR
NILAI NILAI
ATRIBUT PRODUK / JASA ATRIBUT PRODUK / JASA
CITRA CITRA
HUBUNGAN HUBUNGAN
FUNGSIO-NALITAS
FUNGSIO-NALITAS MUTUMUTU HARGAHARGA WAKTUWAKTU
=
+
+
MODEL GENERIK
Indeks Kegagalan Layanan
Waktu Pemenuhan Permintaan ATRIBUT PRODUK / JASA
ATRIBUT PRODUK / JASA
HUBUNGAN HUBUNGAN
Penawaran Beragam
Bebas Kesalahan
Pelayanan tak tercela
CITRA CITRA
Terampil Konvenien Penasehat Responsif
UKURAN STRATEGIS
Survei Pelanggan "sangat puas" Pangsa Pasar
Akuisisi pelanggan Baru Retensi Pelanggan
UKURAN PELANGGAN UTAMA
ATRIBUT PRODUK ATRIBUT PRODUK
HUBUNGAN HUBUNGAN
Manfaat Harga
Mode dan
Disain Mutu
CITRA CITRA
Citra Merek Ketersediaan Pengalaman Berbelanja
UKURAN STRATEGIS
UKURAN PELANGGAN UTAMA
PROPOSAL NILAI PELANGGAN - KENYON STORES
- Harga eceran rata-rata per unit
- Mark up - Tingkat
Pengembalian
- Pangsa Pasar (barang utama)
- Persediaan Habis (%)(barang
utama)
- Pembeli Misterius
- Transaksi per toko
- Tingkat pertumbuhan Barang Sasaran
- Premium untuk Label tertentu
- Loyalitas Pelanggan
( pertumbuhan pembelian tahunan)
- Revisi minimum - Standar
peralatan yang tersedia
- Mutu Personalia - Mutu Produksi
ATRIBUT PRODUK ATRIBUT PRODUK
HUBUNGAN HUBUNGAN
Fungsionalitas Mutu Harga Waktu Manajemen
Profesional Hubungan
UKURAN STRATEGIS
PROPOSAL NILAI PELANGGAN (TIER I)- ROCKWATER
- Keamanan - Jasa Teknik
- Ketepatan waktu - Pengajuan Prosedur yang tepat waktu
- Kejujuran dan keterbukaan kontraktor - Fleksibilitas - Daya Tanggap Kontraktual - Kerjasama/ Semangat Tim
CITRA CITRA
- Waktu Terpakai - Nilai Uang - Keinovatifan yang
Ciptakan Produk /
Jasa
Bangun produk
Layani Pelanggan
Kebutuhan pelanggan terpuaskan Kebutuhan
pelanggan diIdentifikasi
Proses Layanan Purna jual Proses Operasi
Proses inovasi
Ciptakan Produk /
Jasa
Bangun produk
Layani Pelanggan
Kebutuhan pelanggan terpuaskan Kebutuhan
pelanggan diIdentifikasi
Proses Layanan Purna jual Proses Operasi
Proses inovasi
Ciptakan Produk /
Jasa
Bangun produk
Layani Pelanggan
Kebutuhan pelanggan terpuaskan Kebutuhan
pelanggan diIdentifikasi
Proses Layanan Purna jual Proses Operasi
Proses inovasi
Kenali
Pasar Produk / Ciptakan Jasa
Bangun produk
Layani Pelanggan
Kebutuhan pelanggan terpuaskan Kebutuhan
pelanggan diIdentifikasi
Proses Layanan Purna jual Proses Operasi
Proses inovasi
Mananejemen Merek - Pangsa Pasar (Kategori Sasaran) - Pengenalan Merek - Rekening Baru
Mananejemen Merek
- Pangsa Pasar (Kategori Sasaran) - Pengenalan Merek - Rekening Baru
Kepemimpinan Mode
Yang pertama ke pasar
Pendapatan dari kategori baru Kepemimpinan dalam mendapatkan pemasok
Pengembalian barang karena mutu yang buruk
Kinerja vendor
Kepemimpinan Mode
Yang pertama ke pasar
Pendapatan dari kategori baru
Kepemimpinan dalam mendapatkan pemasok
Pengembalian barang karena mutu yang buruk
Kinerja vendor
Pengalaman Berbelanja yang mengesankan
- Pembeli misterius ketersediaan Barang dagangan
- % Persediaan habis(item-item tertentu)
- Perputaran persediaan
Pengalaman Berbelanja yang mengesankan
- Pembeli misterius
ketersediaan Barang dagangan
- % Persediaan habis(item-item tertentu)
- Perputaran persediaan
Merek
Citra Merek
Merek
Citra Merek
Atribut Produk
Mode dan Desain
Mutu dan kecocokan
Atribut Produk
Mode dan Desain
Mutu dan kecocokan
Hubungan Pelanggan - Pengalaman Berbelanja - Ketersediaan
Hubungan Pelanggan
- Pengalaman Berbelanja - Ketersediaan
INTERNAL PELANGGAN
PENINGKATAN PENETRASI PENINGKATAN
PENETRASI PRODUKTIVITASPRODUKTIVITAS PERTUMBUHAN
SCORECARD INTERNAL
Mengembangkan Produk dan Jasa
Layanan inovatif berdasarkan kebutuhan pelanggan
peningkatan Aditif BBM
Jaminan Mutu Produk
Mengembangkan Produk dan Jasa
Layanan inovatif berdasarkan kebutuhan pelanggan
peningkatan Aditif BBM
Jaminan Mutu Produk
Mengembangkan Penyalur
Program Mutu Penyalur
Program seleksi Penyalur
Mengembangkan Penyalur
Program Mutu Penyalur
Program seleksi Penyalur
Kepuasan Pelanggan
Atribut Produk/ Jasa
Citra
Pengalaman Membeli
Kepuasan Pelanggan
Atribut Produk/ Jasa
Citra
Pengalaman Membeli
Mengembangkan Penyalur
Profitabilitas Penyalur
Meningkatkan Mutu Penyalur
Meningkatkan Nilai Waralaba
Mengembangkan Penyalur
Profitabilitas Penyalur
Meningkatkan Mutu Penyalur
Meningkatkan Nilai Waralaba
Mutu Pertumbuhan Pendapatan Mutu Pertumbuhan
Pendapatan
Ukuran Internal
Investasi Kedalam Pengembangan Produk/Jasa Baru
Tingkat Penerimaan Penyalur atas Program-program Baru
Tingkat Pengembalian Investasi Produk Baru
Laba Potensial per Stasiun Penyalur
Indeks Mutu Penyalur
Tingkat Perbaikan Mutu
Memahami Penyalur Memahami
Pelanggan
Ukuran Pelanggan
Pelanggan Segmen
Peringkat Pembeli Misterius
Laba Penyalur (vs potensial)
Survei Penyalur
Ukuran Finansial
Penjualan Kotor (vs. Pesaing)
Laba Kotor (vs potensial)
HASIL
HASIL
POTENSI PEKERJA
POTENSI
PEKERJA PRODUKTIVITAS
PEKERJA
Komponen Staff
Komponen Staff Infrastuktur
Teknologi
Infrastuktur
Teknologi Iklim Untuk
Bertindak
Iklim Untuk Bertindak Faktor yang
Mempengaruhi Ukuran Inti
Teknologi Inovatif Teknologi
Inovatif HubunganHubungan Nilai Tambah
Nilai
Tambah MutuMutu Harga Rendah
Mengurangi waktu Perkenalan Produk Baru Mengurangi waktu
Perkenalan Produk Baru
Memperbaiki
Tujuan Pelanggan
4. Umpan Balik Yang Taktis Bukan Strategis 2. Strategi Tidak
Terkait Dengan Tujuan Tim
Departemental Dan Perorangan
Anggaran
Perencanaan Keuangan Dan
Alokasi Modal
Perencanaan Keuangan Dan
Alokasi Modal
Tinjauan Bulanan/EISTinjauan
Bulanan/EIS
Strategi Dan VisiStrategi Dan Visi
1. Visi Dan Strategi Tidak “ Actionable”
2. Strategi Tidak Terkait Dengan Alokasi Sumber Daya
Balanced Scorecard
Perencanaan Dan Penetapan Target
Perencanaan Dan Penetapan Target
Umpan Balik Dan Pembelajaran
Strategis
Umpan Balik Dan Pembelajaran
Strategis
Mengklarifikasi Dan
Menterjemahkan Visi Dan Strategi
Mengklarifikasi Dan
Menterjemahkan Visi Dan Strategi
•Target Yang Ambisius Ditetapkan Dan Diterima
•Inisiatif Strategis Diidentifikasi Secara Jela
•Investasi Ditentukan Oleh Strategi
•Anggaran Belanja Tahunan Dikaitkan Dengan Program Jangka Panjang
•Adanya Keselarasan Tujuan Dari Atas Ke Bawah
•Pendidikan Dan Komunikasi Terbuka Tentang Strategi Adalah Dasar Bagi
Pemberdayaan Pekerja
•Kompensasi Dikaitkan Dengan Strategi
•Sistem Umpan Balik Digunakan Untuk Menguji Berbagai Hipotesis Yang Mendasari Strategi
•Pemecahan Masalah
Tim
•Pengembangan Strategi Adalah Sebuah Proses Yang
Berkesinambungan
•Strategi adalah titik acuan bagi proses manajemen keseluruhan
•Visi bersama adalah fondasi bagi pembelajaran strategis
Model Organisasi-Industri (Industrial-Organization atau
I/O)
Model berbasis sumber daya (Resource-Based View atau
RBV)
Model Gerilya (Guerilla)
Pelajari lingkungan eksternal Pilih industri yang menarik Formulasikan strategi
Kembangkan dan peroleh aset yang diperlukan Implementasi strategi
Gunakan kekuatan perusahaan untuk
mengimplementasikan strategi
Berusaha mencapai kinerja di atas rata-rata industri
Mengidentifikasi sumber daya perusahaan Tentukan kapabilitas perusahaan
Tentukan bagaimana sumber daya dan kapabilitas
perusahaan dapat menciptakan keunggulan kompetitif
Lokasikan suatu industri dengan peluang yang dapat
dieksploitasi
Pilih strategi terbaik untuk mengeksploitasi sumber daya
dan kapabilitas dalam lingkungan industri
Mengimplementasikan strategi yang dipilih agar
mengungguli pesaing dan memperoleh penghasilan di atas rata-rata industri
Berbagai macam gangguan yang signifikan dan tidak
diperkirakan sebelumnya dapat menghambat perusahaan dalam mencapai keunggulan kompetitif yang
berkelanjutan
Sebuah organisasi yang berhasil harus pandai dalam
menyesuaikan dengan setiap perubahan yang terjadi
