Analisa Generic Strategy Dari Michael R Porter Beserta Strategy Lain Beserta Pro Dan Kontra (Manajemen Strategik Rumah Sakit)

ANALISA GENERIC STRATEGY DARI MICHAEL R

PORTER BESERTA STRATEGY LAIN BESERTA

PRO DAN KONTRA

(Manajemen Strategik Rumah Sakit)

S

E K O L A_H

P A

S C

A S A R JA

NA

RINA AMELIA

067013030

PROGRAM MAGISTER ADMINISTRASI RUMAH SAKIT

PROGRAM MAGISTER ILMU KESEHATAN MASYARAKAT

SEKOLAH PASCASARJANA USU

MEDAN

PRO DAN KONTRA STRATEGI GENERIK MICHAEL PORTER Oleh : Rina Amelia (067013030)

Ketika melakukan kajian terhadap strategi perusahaan, harus dipahami bahwa strategi tersebut berbeda antar-industri, antar-perusahaan, dan antar-situasi. Porter mengelompokkan strategi ini ke dalam strategi generik, yaitu strategi perusahaan dalam rangka mengungguli pesaing dalam industri sejenis.

Ü Strategi Generik Michael R. Porter

Menurut Porter, jika perusahaan ingin meningkatkan usahanya dalam persaingan yang semakin ketat, perusahaan harus memilih prinsip berbisnis, yaitu produk dengan harga tinggi atu produk yang berbiaya rendah, bukan kedua-duanya. Berdasarkan prinsipnya itu Porter menyatakan ada 3 prinsip Genericd strategic, yaitu Strategi Diferensiasi (Differentiation), Kepemimpinan Biaya Menyeluruh (Overall Cost Leadership) dan Fokus (Focus)

a. Strategi Diferensiasi (differentiation). Cirinya adalah perusahaan memutuskan untuk

membangun persepsi pasar potensial terhadap produk/jasa yang unggul agar tampak berbeda dibandingkan produk pesaing. Pelanggan diharapkan mau membeli dengan harga mahal karena adanya perbedaan itu.

b. Strategi Kepemimpinan Biaya Menyeluruh (overall cost leadership). Cirinya adalah

perusahaan mengkonsentrasikan perhatian pada harga jual produk yang murah untuk menekan biaya produksi, promosi, maupun riset. Jika perlu, produk yang dihasilkan hanya sekedar meniru produk pesaing.

c. Strategi Fokus (focus). Cirinya adalah perusahaan mengkonsentrasikan pada pangsa

Advantage Target Scope

Low Cost Product Uniqueness

Broad (Industry Wide)

Cost Leadership Strategy

Differentiation Strategy

Narrow (Market Segment)

Focus Strategy

(low cost)

Focus Strategy

(differentiation)

Starting Point dari proses strategi dari Porter adalah Pasar (market), kompetisi (competition) dan pelanggan (customer). Konsep Michele Porter tentang startegi generik sering dikategorikan orang ke dalam Market-Based strategy, beberapa ahli strategi yang menyusun Generik strategi dalm konsep yang berbeda-beda.

Beberapa ahli/pendapat/teori yang mendukung kepada strategi generik dari Michael R. Porter

1. Strategi Generik Wheelen dan Hunger ; General Electric

Wheelen dan Hunger menggunakan konsep General Electric. General Electric menyatakan bahwa pada prinsipnya strategi generik dibagi 3 macam, yaitu strategi

Stabilitas (stability), Ekspansi (expansion), dan Penciutan (Retrencment)

Strategi Wheelen dan Hunger menggunakan konsep General Electric diangganp sejalan dengan Porter karena strategi ini terkait dengan masalah pasar yang sejalan dengan konsep Porter.

a. Strategi Stabilitas (stability). Strategi ini menekankan pada efisiensi pada segala bidang (produk, pasar, dan fungsi perusahaan) untuk meningkatkan kinerja dan keuntungan. Strategi ini berisiko rendah dan cocok untuk posisi mature.

b. Strategi Ekspansi (expansion). Strategi ini menekankan pada perluasan produk,

pasar, dan fungsi perusahaan sehingga meningkatkan aktivitas perusahaan. Keuntungan yang diperoleh sebanding dengan resiko kegagalannya.

c. Strategi Penciutan (retrechment). Strategi ini dilakukan dengan cara mengurangi

produk, pasar, maupun fungsi perusahaan, khususnya yang bercash-flow negatif. Strategi ini biasanya diterapkan pada bisnis yang berada pada tahap menurun (decline). Penciutan ini terjadi karena sumber daya yang perlu diciutkan itu lebih baik dikerahkan untuk usaha yang sedang berkembang.

2. Strategi Generik Fred R. David

Menurut Fred R David, pada prinsipnya strategi generik dapat dikelompokkan :

a. Strategi Integrasi Vertikal (vertical integration strategy). Perusahaan melakukan

pengawasan yang lebih ketat terhadap distributor, pemasok, dan/atau pesaing melalui merger, akuisisi, atau membentuk anak perusahaan.

b. Strategi Intensif (intensive strategy). Perusahaan berupaya secara intensif untuk

meningkatkan posisi persaingan melalui produk yang ada.

c. Strategi Diversifikasi (diversification strategy). Strategi ini dimaksudkan untuk

menambah produk baru. Strategi ini kurang populer karena tingkat kesulitan dalam mengendalikan aktivitas perusahaan yang berbeda.

d. Strategi Bertahan (defensive strategy). Strategi ini dimaksudkan sebagai melakukan

tindakan penyelamatan agar perusahaan terlepas dari kerugian lebih besar yang dapat berakhir pada kebangkrutan.

Strategi ini dianggab sejalan dengan Porter karene pokok bahasan tentang kompetisi atau persaingan produk yang dihasilkan.

3. Bowman's strategy clock and David Faulkner

The 'Strategy Clock' is based upon the work of Cliff Bowman (see C. Bowman and D. Faulkner 'Competitve and Corporate Strategy - Irwin - 1996). It's another suitable way to analyze a company's competitive position in comparison to the offerings of competitors. As with Porter's Generic Strategies, Bowman considers competitive advantage in relation to cost advantage or differentiation advantage. There a six core strategic options:

1. Option one - low price/low added value.

likely to be segment specific.

2. Option two - low price.

risk of price war and low margins/need to be a 'cost leader'.

3. Option three - Hybrid.

low cost base and reinvestment in low price and differentiation.

4. Option four - Differentiation.

(a)without a price premium:perceived added value by user, yielding market share benefits.

(b)with a price premium:perceived added value sufficient to to bear price premium.

5. Option five - focussed differentiation.

perceived added value to a 'particular segment' warranting a premium price.

6. Option six - increased price/standard.

higher margins if competitors do not value follow/risk of losing market share.

7. Option seven - increased price/low values. only feasible in a monopoly situation. 8. Option eight - low value/standard price.

loss of market share.

4. Competitor Strategy : Maidique and Patch (1982)

The strategy examines the concept of competitor analysis outlining its advantages and dangers, and discussing the tools of competitor cost assessment, competitive position monitoring, competitor appraisal, product life cycle

Maidique and Patch (1982) outlined four business-level strategic types which are particularly useful when examining technology-related alliances (the test sample in this study). They discuss first mover, second mover or imitator, low-cost producer (LCP), and niche. First movers (first-to-market) try to gain an early, albeit temporary, monopoly in the market by introducing a new product before the competition. Consequently, innovation and R&D are critical to their success.

Low-cost producers (cost-minimization) attempt to compete on the basis of relative cost advantages over competitors through economies of scale, overhead minimization, process improvements, etc. Second

movers (fast-followers) are quick to copy innovations by others and try to gain customers by avoiding and improving upon competitors' mistakes. A key component of second-mover success is excellent environmental scanning of its markets and competitors. The niche strategy centers on serving small groups of customers with special applications of basic technologies and is not used in this analysis due to this groups' small market size and specialized nature

5. Value Chain Framework of Michael Porter.

The Value Chain framework of Michael Porter is a model that helps to analyze specific activities through which firms can create value and competitive advantage

The activities of the Value Chain

Primary activities (line functions)

o Inbound Logistics. Includes receiving, storing, inventory

control, transportation planning.

o Operations. Includes machining, packaging, assembly,

equipment maintenance, testing and all other value-creating activities that transform the inputs into the final product.

o Outbound Logistics. The activities required to get the finished

product at the customers: warehousing, order fulfillment, transportation, distribution management.

o Marketing and Sales. The activities associated with getting

buyers to purchase the product, including: channel selection, advertising, promotion, selling, pricing, retail management, etc.

o Service. The activities that maintain and enhance the product's

value, including: customer support, repair services, installation, training, spare parts management, upgrading, etc.

o Procurement. Procurement of raw materials, servicing, spare parts, buildings, machines, etc.

o Technology Development. Includes technology development

to support the value chain activities. Such as: Research and Development, Process automation, design, redesign.

o Human Resource Management. The activities associated

with recruiting, development (education), retention and compensation of employees and managers.

o Firm Infrastructure. Includes general management, planning

management, legal, finance, accounting, public affairs, quality management, etc.

6. Adam Brandenburger & Barry Nalebuff with The Value Net (PARTS,

Co-opetition)

It means looking for win-win as well as win-lose opportunities. Keeping both possibilities in mind is important. Win-lose strategies often have negative effects. The game of business is to create and to capture value. The Value Net is a schematic map designed to represent all the players in the game and the interdependencies among them. Interactions take place along two dimensions. Along the vertical dimension are the company's customers and suppliers. Along the horizontal dimension are the players with whom the company interacts but does not transact. They are its substitutors and complementors. The Value Net model from Adam Brandenburger and Barry Nalebuff recognizes there are four main groups that influence the course of any firm:

1. Customers

2. Suppliers

3. Competitors

8. Blue Ocean Strategy of W. Chan Kim and Renée Mauborgne Competitive Advantage critique

Of course competition is important. But by focusing on competition and "competitive advantage", according to Kim and Mauborgne, scholars, companies, and consultants have ignored two very important - and far more lucrative - aspects of strategy:

• To find and develop blue oceans, and

• To exploit and protect blue oceans. These challenges are very different from ……those to which strategists have devoted most of their attention.

In blue oceans demand is created, rather than fought over. There is ample opportunity for growth that is both profitable and rapid.

Beberapa ahli/pendapat/teori yang tidak mendukung kepada strategi generik dari Michael R. Porter

1. The Core Competence (kompetensi Inti) : By Hamel & Prahalad

KOMPETENSI INTI

Konsep kompetensi inti dipopulerkan oleh Hamel dan Prahalad. Meskipun kompetensi inti berasal dari sumber daya dan kemampuan perusahaan, namun tidak semua sumber daya dan kemampuan merupakan kompetensi inti.

The Core Competence model does the opposite (porter) by stating that in the long run, competitiveness derives from an ability to build a Core Competence, at lower cost and more speedily than competitors. The Core Competence may result in unanticipated products. The real sources of advantage are to be found in management's ability to consolidate

through which individual businesses can adapt quickly to changing circumstances. A Core Competence can be any combination of specific, inherent, integrated and applied knowledge, skills and attitudes.

THREE TESTS FOR IDENTIFYING A CORE COMPETENCE

1. Provides potential access to a wide variety of markets.

2. Makes a significant contribution to the benefits of the product as perceived by the customer.

3. A CC should be difficult for competitors to imitate.

2. Klein (2001). Presents critique towards Porter’s widely acknowledged theory

about how to gain competitive advantage. He claims that the term competitive advantage is simply a quality that brings about success, and not something that can be easily identified.He further claims that the theories of Porter regarding the generic strategies are not theories treating the depth and complexity of organizations. This study simply aims to use the theories regarding competitive advantage and generic strategy in orderto help link the strategic choice with type of alliance or collaboration, and not go deeper into the field of how to gain competitive advantage.

3. Four Strategic Types (Raymond Miles and Charles Snow)

The different company strategies arise from the way companies decide to address three fundamental problems

The four strategic types :

1. Defender. A mature type of company in a mature industry that seeks to

protect its market position through efficient production, strong control mechanisms, continuity, and reliability.

̇ Entrepreneurial problem: how to maintain a stable share of the market? Hence they function best in stable environments, they strive for cost leadership, they specialize in particular areas and they use established and standardized technical processes to maintain low costs.

̇ Administrative problem: how to ensure efficiency? Centralization,

Vertical Integration, formal procedures, and discrete functions.

̇ Environment: because their environments change slowly, Defenders can rely on long-term planning.

2. Prospector. A type of company that seeks to exploit new opportunities, to

develop new products and/or services, and to create new markets. Typically its core skills lie in marketing and R&D and it will tend to have a broad range of technologies and product types.

̇ Entrepreneurial problem: how to locate and exploit new product and market opportunities? Prospectors have broad product or service lines and often promote creativity over efficiency. They prioritize new product and service development and innovation to meet new and changing customer needs and demands and to create new demands.

̇ Administrative problem: how to coordinate diverse business activities and promote innovation? Decentralization, employing generalists (not specialists), have few levels of management, encourage collaboration among different departments and units.

̇ Environment: Prospectors thrive in changing business environments that have an element of unpredictability, and succeed by constantly examining the market in a search for new opportunities.

3. Analyser. A type of company that avoids excessive risks but excels in the

delivery of new products and/or services. Typically it concentrates on a limited range of products and technologies and seeks to outperform other companies on the basis of quality enhancement.

̇ Entrepreneurial problem: how to maintain their shares in existing markets and how to find and exploit new markets and product opportunities? Must maintain the efficiency of established products or services, while remaining flexible enough to pursue new business activities. Seek technical efficiency to maintain low costs, but also emphasize new product and service development to remain competitive when the market changes.

̇ Administrative problem: how to manage both of these aspects? Cultivate collaboration among different departments and units. Analyzer organizations are characterized by balance—a balance between defender and prospector organizations.

4. Reactor. A type of company which have little control over their external

environment, lacking the ability to adapt to external competition and lacking in effective internal control mechanisms. They do not have a systematic strategy, design, or structure.

̇ No single strategic orientation is the best. Miles and Snow argue that what determines the success of a company ultimately is not a particular strategic orientation, but simply establishing and maintaining a systematic strategy that takes into account a company's environment, technology, and structure.

DAFTAR PUSTAKA

1. Umar H, 2005, Strategic Management In Action, cetakan keempat, Jakarta : PT Gramedia Pustaka Utama

2. Rangkuti F, , 2006, Analisis SWOT Teknik Membedah Kasus Bisnis, cetakan keenanbelas, Jakarta : PT Gramedia Pustaka Utama

3. www.12manage comunities.strategy, method, models and theory 4. www.netMBA.bussiness knowledge center

o Procurement. Procurement of raw materials, servicing, spare parts, buildings, machines, etc.

o Technology Development. Includes technology development to support the value chain activities. Such as: Research and Development, Process automation, design, redesign. o Human Resource Management. The activities associated

with recruiting, development (education), retention and compensation of employees and managers.

o Firm Infrastructure. Includes general management, planning management, legal, finance, accounting, public affairs, quality management, etc.

6. Adam Brandenburger & Barry Nalebuff with The Value Net (PARTS, Co-opetition)

It means looking for win-win as well as win-lose opportunities. Keeping both possibilities in mind is important. Win-lose strategies often have negative effects. The game of business is to create and to capture value. The Value Net is a schematic map designed to represent all the players in the game and the interdependencies among them. Interactions take place along two dimensions. Along the vertical dimension are the company's customers and suppliers. Along the horizontal dimension are the players with whom the company interacts but does not transact. They are its substitutors and complementors. The Value Net model from Adam Brandenburger and Barry Nalebuff recognizes there are four main groups that influence the course of any firm:

1. Customers 2. Suppliers 3. Competitors 4. Complements

8. Blue Ocean Strategy of W. Chan Kim and Renée Mauborgne Competitive Advantage critique

Of course competition is important. But by focusing on competition and "competitive advantage", according to Kim and Mauborgne, scholars, companies, and consultants have ignored two very important - and far more lucrative - aspects of strategy:

• To find and develop blue oceans, and

• To exploit and protect blue oceans. These challenges are very different from ……those to which strategists have devoted most of their attention.

In blue oceans demand is created, rather than fought over. There is ample opportunity for growth that is both profitable and rapid.

Beberapa ahli/pendapat/teori yang tidak mendukung kepada strategi generik dari Michael R. Porter

1. The Core Competence (kompetensi Inti) : By Hamel & Prahalad KOMPETENSI INTI

Konsep kompetensi inti dipopulerkan oleh Hamel dan Prahalad. Meskipun kompetensi inti berasal dari sumber daya dan kemampuan perusahaan, namun tidak semua sumber daya dan kemampuan merupakan kompetensi inti.

The Core Competence model does the opposite (porter) by stating that in the long run, competitiveness derives from an ability to build a Core Competence, at lower cost and more speedily than competitors. The Core Competence may result in unanticipated products. The real sources of advantage are to be found in management's ability to consolidate

through which individual businesses can adapt quickly to changing circumstances. A Core Competence can be any combination of specific, inherent, integrated and applied knowledge, skills and attitudes.

THREE TESTS FOR IDENTIFYING A CORE COMPETENCE 1. Provides potential access to a wide variety of markets.

2. Makes a significant contribution to the benefits of the product as perceived by the customer.

3. A CC should be difficult for competitors to imitate.

2. Klein (2001). Presents critique towards Porter’s widely acknowledged theory about how to gain competitive advantage. He claims that the term competitive advantage is simply a quality that brings about success, and not something that can be easily identified. He further claims that the theories of Porter regarding the generic strategies are not theories treating the depth and complexity of organizations. This study simply aims to use the theories regarding competitive advantage and generic strategy in order to help link the strategic choice with type of alliance or collaboration, and not go deeper into the field of how to gain competitive advantage.

3. Four Strategic Types (Raymond Miles and Charles Snow)

The different company strategies arise from the way companies decide to address three fundamental problems

The four strategic types :

1. Defender. A mature type of company in a mature industry that seeks to protect its market position through efficient production, strong control mechanisms, continuity, and reliability.

̇ Entrepreneurial problem: how to maintain a stable share of the

market? Hence they function best in stable environments, they strive for cost leadership, they specialize in particular areas and they use established and standardized technical processes to maintain low costs.

̇ Administrative problem: how to ensure efficiency? Centralization, Vertical Integration, formal procedures, and discrete functions.

̇ Environment: because their environments change slowly, Defenders can rely on long-term planning.

2. Prospector. A type of company that seeks to exploit new opportunities, to develop new products and/or services, and to create new markets. Typically its core skills lie in marketing and R&D and it will tend to have a broad range of technologies and product types.

̇ Entrepreneurial problem: how to locate and exploit new product and

market opportunities? Prospectors have broad product or service lines and often promote creativity over efficiency. They prioritize new product and service development and innovation to meet new and changing customer needs and demands and to create new demands.

̇ Administrative problem: how to coordinate diverse business activities and promote innovation? Decentralization, employing generalists (not specialists), have few levels of management, encourage collaboration among different departments and units.

̇ Environment: Prospectors thrive in changing business environments that have an element of unpredictability, and succeed by constantly examining the market in a search for new opportunities.

3. Analyser. A type of company that avoids excessive risks but excels in the delivery of new products and/or services. Typically it concentrates on a limited range of products and technologies and seeks to outperform other companies on the basis of quality enhancement.

̇ Entrepreneurial problem: how to maintain their shares in existing

markets and how to find and exploit new markets and product opportunities? Must maintain the efficiency of established products or services, while remaining flexible enough to pursue new business activities. Seek technical efficiency to maintain low costs, but also emphasize new product and service development to remain competitive when the market changes.

̇ Administrative problem: how to manage both of these aspects? Cultivate collaboration among different departments and units. Analyzer organizations are characterized by balance—a balance between defender and prospector organizations.

4. Reactor. A type of company which have little control over their external environment, lacking the ability to adapt to external competition and lacking in effective internal control mechanisms. They do not have a systematic strategy, design, or structure.

̇ No single strategic orientation is the best. Miles and Snow argue that what determines the success of a company ultimately is not a particular strategic orientation, but simply establishing and maintaining a systematic strategy that takes into account a company's environment, technology, and structure.

DAFTAR PUSTAKA

1. Umar H, 2005, Strategic Management In Action, cetakan keempat, Jakarta : PT Gramedia Pustaka Utama

2. Rangkuti F, , 2006, Analisis SWOT Teknik Membedah Kasus Bisnis, cetakan keenanbelas, Jakarta : PT Gramedia Pustaka Utama

3. www.12manage comunities.strategy, method, models and theory 4. www.netMBA.bussiness knowledge center