Manajemen strategi media oleh humas
PARA MAHASISWA ADM BISNIS SMT 7 DLM
STRATEGIC MANAGEMENT
Nama
: Dr. Asep Suryana Natawiria,
MBA,. M.Sc
NIP
: 065703414
Tlp
: HP. 0811856777
2
% Penilaian:
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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
• Pilihan Strategi
• UTS
MATERI MANAJEMEN STRATEGIK
(cont’d)
• Strategi Internasional
• Strategi Industri Spesifik
• Strategi Diversifikasi
• Membangun kapabilitas Organisasi
• Mengelola Implementasi Strategi
• Budaya Perusahaan & Leadership
• Presentasi Kelompok
• UAS
Manajemen Strategi adalah serangkaian
keputusan dan tindakan manajerial yang
menentukan kinerja perusahaan dalam
jangka panjang termasuk formulasi
strategi, implementasi dan evaluasi.
Chapter
1
Screen graphics created by:
Jana F. Kuzmicki, Ph.D.
Troy State University-Florida and Western Region
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
Important?
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
will we get there?” is its strategy
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
Achieve targeted objectives
How
to please customers
How
to respond to changing
market conditions
How
to outcompete rivals
How
to grow the business
Strategy
is HOW
to . . .
How
to manage each functional piece of the
business and develop needed organizational
capabilities
How
to achieve strategic and financial objectives
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
separates
powerful strategy
◦What
Winning
in theamarketplace
and from an ordinary
strategy
◦ Realizing above-average
profits
is management’s ability to forge a series of moves,
both in the marketplace and internally, that
produces sustainable competitive advantage!
Strive
to be the industry’s low-cost provider
Outcompete
feature
rivals on a key differentiating
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
capabilities not easily imitated by rivals
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
Crisis situations
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
all stakeholders
Owners/shareholders
Owners/shareholders –– Rightfully
Rightfully expect
expect some
some
form
form of
of return
return on
on their
their investment
investment
Employees
Employees -- Rightfully
Rightfully expect
expect to
to be
be treated
treated with
with
dignity
dignity and
and respect
respect for
for devoting
devoting their
their energies
energies to
to
the
the enterprise
enterprise
Customers
Customers -- Rightfully
Rightfully expect
expect aa seller
seller to
to provide
provide
them
them with
with aa reliable,
reliable, safe
safe product
product or
or service
service
Suppliers
Suppliers -- Rightfully
Rightfully expect
expect to
to have
have an
an equitable
equitable
relationship
relationship with
with firms
firms they
they supply
supply and
and be
be treated
treated
fairly
fairly
Community
Community -- Rightfully
Rightfully expect
expect businesses
businesses to
to be
be
good
good citizens
citizens in
in their
their community
community
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 makes sense and the company has a viable
business model for making money?
Strategy - Deals with
a company’s
competitive initiatives
and business
approaches
S
y
eg
t
tra
ss
ne l
i
s e
Bu od
M
Business Model
-Concerns whether
revenues and costs
flowing from the
strategy
demonstrate the
business can be
amply profitable and
viable
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
◦ Does strategy boost firm performance?
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
winning strategy!
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 execution
what needsof
toan
beexcellent
done internally
to is
Excellent
strategy
day-in/day-out
strategy execution
the produce
best testgood
of managerial
excellence
-- and the
most reliable recipe for winning in the
marketplace!
Arah organisasi adaptasi perubahan
lingkungan
Gambaran masa depan
Fit and stretch
Kegiatan dan kompetensi inti
Program investasi
Pedoman perencanaan tahunan
Pedoman anggaran
Persaingan
Kebutuhan konsumen
Kreativitas
Perbedaan
Survival
Kerjasama
Organisasi
MODEL PROSES MANAJEMEN
STRATEGIK
VCR, TIROCA
----------------------------ANAISIS LINGKNGAN
INTERNAL
----------------------------M, F, O, HR
STA. KORP
STRA BIZ.
SFAS
BCG. MATRIX
PEST
----------------------------ANAISIS LINGKNGAN
EKSTERNAL
----------------------------C1, C2, C3, C4
ANALISIS LINGKKUNGAN
GE. MATRIX
PENGUKURAN
KUANTITATIF
PENJADWALAN
PELAKSANAAN
STRA. TERPILIH
STRA. FUNGSI
PRIORITAS KINERJA
&
POSTUR STRAEGIK
ORGANISASI
PELAKSANA
PENGUKURAN
KUALITATIF
PROGRAM
PEOPLE
PEROCEDURE
BALANCE
SCORE CARD
BUDGET
SWOT. MARIX
PERENCANAAN
TMPL. STRA
PENGEND. STRA
MISI BISNIS
1. RUANG LINGKUP PRODUK
PASAR DAN GEOGRAFI
2. KEUNGGULAN BERSAING
ANALISIS INTERNAL
ANALISIS EXTERNAL
1. ANALISIS FAKTOR INTERNAL
KRITIS DALAM KEUNGGULAN
BERSAING
2. PENILAIAN MENYELURUH POSISI
BERSAING
KEUNGGULAN / KELEMAHAN
1. IDENTIFIKASI FAKTOR EKSTERNAL
KRITIS DALAM KEUNGGULAN
BERSAING
2. PENILAIAN MENYELURUH DAYA TARIK
INDUSTRI
KESEMPATAN / ANCAMAN
STRATEGI BISNIS
PROGRAM TAHUN GANDA
PROGRAM SPESIFIK
PROGRAM TAHUNAN
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
3.
Keberanian untuk memikul resiko
Analisis
Analisis
Analisis
Analisis
Analisis
Analisis
Dll.
sistem
keputusan
persoalan
prosedur
kebijakan
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
partial dikaji dengan metoda yang sesuai
Masalah kompleks
Analisis situasi
Masalah-masalah tunggal
Analisis persoalan
Memecahkan masalah
Analisis keputusan
Analisis persoalan potensial
Membuat keputusan
Menyusun program
EXTERNAL ANALYSIS
•
•
•
•
•
PRELIMINARY ISSUES
TO FOCUS ANALYSIS
• Strengths
Market
Competitor
Supplier
Customer
Macro economy
What drivers
performance in the
environment in which
we complete ?
• Weaknesses
• Opportunities
INTERNAL ANALYSIS
• threats
• Competitive position
• Organizational
• Internal economics
How strongly are
we positioned to
completed
CRITICAL ISSUES
SUPPORTED BY
ANALYSIS
•
•
•
•
Strengths
Weaknesses
Opportunities
Threats
What issues should
drive our strategy
for competitive
advantage ?
STRATEGIES TO ACHIEVE COMPETITIVE ADVANTAGE
ARE DRIVEN BY CRITICAL INTERNAL AND EXTERNAL
ISSUES
Where are we now ?
Where do we want to go ?
How do we
get there ?
2. Analyse major issues
and identify value drivers
A. Analysis
3. Drive strategic
internal
priorities
economic SWOT
4. Identify and
analysis
B. Identify
Define
evaluate
customer
helps to
issues,
options
need/values
integrate
develop
OPTIONS
C. Assess
workplans
competitors,distill
basis for
and
competitive priorities
advantage
issues
D. Analysis
industry
factors
5. Implement
strategy and
target
ROADMAP
THE KIND OF QUESTIONS YOU MIGHT ASK WHEN
CONSTRUCTING A SWOT
• • What
Whatare
areyou
yougood
goodatat??
• • What
Whatnew
newskills
skillsdoes
doesyour
your
organizations
organizationshave
have
• • What
Whatcan
canyou
yourepeat
repeataarecent
recent
success
success??
• • What
Whatmakes
makesyou
youunique
unique??
• • Why
Whydo
doyour
yourcustomers
customerscome
come
totoyou
you??
S
T
R
E
N
G
T
H
S
Havethere
therebeen
beenany
any
• • Have
changesininyour
yourmarket
marketinin
changes
yourfavor
favor??
your
Whatskills
skillscould
couldyou
youlearn
learn??
• • What
Whatnew
newproducts/services
products/services
• • What
couldyou
youoffer?
offer?
could
Whichnew
newcustomer
customergroups
groups
• • Which
couldyou
youoffer?
offer?
could
Howcould
couldyou
youmake
makeyour
your
• • How
selfunique
unique??
self
Howcould
couldyour
yourorganization
organization
• • How
lookinin5-10
5-10years
years??
look
O
P
P
O
R
T
U
N
I
T
I
E
S
W
E
A
K
N
E
S
S
E
S
Whatare
areyou
yougood
goodatat??
• • What
Whatnew
newskills
skillsdoes
doesyour
your
• • What
organizationslack?
lack?
organizations
Whatcan
canothers
othersdo
dobetter
betterthan
thanyou
you??
• • What
Whatrecent
recentfailures
failureshave
haveyou
youhad
had??
• • What
Why?
Why?
Whatcustomer
customergroups
groupsare
areyou
younot
not
• • What
satisfyingfully
fully??
satisfying
Whatcustomers
customershave
haveyou
youlost
lost
• • What
recently??Why?
Why?
recently
T
H
R
E
A
T
S
• • Have
Havethere
therebeen
beenany
anychanges
changesininthe
the
market
marketwhich
whichdisadvantage
disadvantageyou
you??
• • What
Whatare
areyour
yourcompetitor
competitorup
uptoto??
• • Are
Areyour
yourcustomers
customersneed
needchanging
changing
against
againstyour
yourinterest?
interest?
• • Are
Arethere
thereany
anyeconomic
economicororpolitical
political
changes
changeswhich
whichcan
canharm
harmyou?
you?
• • IsIsthere
thereanything
anythingwhich
whichcould
could
threaten
threatenyour
yourorganization’s
organization’sexistence
existence
??
OPPORTUNITIES
EXTERNAL
INTERNAL
STRENGTHS
1……………….
2……………….
3……………….
4……………….
5……………….
WEAKNESS
1……………….
2……………….
3……………….
4……………….
5……………….
1……………….
2……………….
3……………….
4……………….
5……………….
THREATS
1……………….
2……………….
3……………….
4……………….
5……………….
GENERATING
STRATEGIC MATRIX
(BASE ON S.W.O.T
ANALYSIS
GENERATING A S.W.O.T (TOWS) MATRIX
INTERNAL
EXTERNAL
FACTOR (IFAS)
STRENGTHS (S)
List 5 – 10 internal
strengths here
WEAKNESS (W)
List 5 – 10 internal
weakness here
EXTERNAL
FACTORS (IFAS)
OPPORTUNITIES (O)
List 5- 10 external
opportunities here
THREATS (T)
1 list 5 –10 external
threat here
SO STRATEGIES
WO STRATEGIES
Generate strategies here
that use strengths to
take advantage of
opportunities
Generate strategies here
that take advantage of
opportunities by
overcoming weakness
ST STRATEGIES
WT STRATEGIES
Generate strategies here
that use strengths to
avoid threats
Generate strategies here
that minimize
weakness and avoid
threats
SWOT MATRIX FOR MAYTAG CORPORATION
EXTERNAL
EXTERNAL
FACTOR (IFAS)
INTERNAL
FACTORS (EFAS)
OPPORTUNITIES (O)
Economic integration of
European community
Demographics favor quality
appliances
Economic development of
Asia
Opening of eastern Europe
Trend toward super store
THREATS (T)
Increasing government
regulation
Strong US competition
Whirpool and Electrolux
positioned for global economy
Fuzzy logic technology by
Japanese
Predicted recession
STRENGTHS (S)
Quality maytag culture
Experienced top management
Vertical integration
Employee relations
Hoovers international
orientation
WEAKNESS (W)
Process-oriented R & D
Distribution channels
Financial position
Global positioning
Manufacturing facilites
SO STRATEGIES
WO STRATEGIES
Use worldwide hoover
distribution channels to
sell both hoover and
maytag major appliances
Find joint venture partners in
Eastern Europe and Asia
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
ST STRATEGIES
WT 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
Sell of Dixie-Narco Division to
reduce debt
Emphasize cost reduction to
reduce break-event point
Sell out to Raytheon or a
Japanese firm
OPPORTUNITIES
THREATS
COMPETITION
STRATEGIC
VURNERABLE
AREA
Short-term
Short-termexternal
externalopportunities
opportunities
Medium-term
external
Medium-term external
opportunities
opportunities
Long-term
Long-termexternal
externalopportunities
opportunities
•• Short-term
Short-termexternal
externalthreats
threats
•• Medium-term
Medium-termexternal
externalthreats
threats
•• Long-term
Long-termexternal
externalthreats
threats
•• Direct
Directcompetitors
competitors(present
(presentand
and
future)
future)
•• Indirect
Indirectcompetitors
competitors(present
(presentand
and
future)
future)
•• Their
Theirstrengths
strengths
•• Their
Theirweakness
weakness
•• New
Newforms
formsofofcompetition
competition
•• Supplier
Supplieror
orcustomer
customerthat
thatmay
may
become
competitor
become competitor
••
••
••
••
••
Raw
Rawmaterials
materials
Technology
Technology
Labor
Labor
Legislation
Legislation
Capital
Capital
INTERNAL ENVIRONMENT
USER SEGMENTS
CORPORATE
BELIEFS
INTERNAL
OPPORTUNITIES
•• The
Thecommon
commoncharacteristics
characteristicsatatuser
user
segments
segments
•• The
Theexceptionally
exceptionallysuccessful
successfuluser
user
segments
segments
•• The
Thecharacteristic
characteristicofoftheir
theirsuccess
success
•• The
Theexceptionally
exceptionallyunsuccessful
unsuccessfuluser
user
segments
segments
•• The
Thecharacteristics
characteristicsofoftheir
theirfailure
failure
•• The
Theprinciple,
principle,beliefs,
beliefs,and
andvalues
values
that
guide
corporate
behavior
that guide corporate behavior
•• Short-term
Short-terminternal
internalopportunities
opportunities
•• Medium-term
Medium-terminternal
internalopportunities
opportunities
•• Long-term
Long-terminternal
internalopportunities
opportunities
INTERNAL ENVIRONMENT
STRENGTHS
WEAKNESSES
PRODUCT
GEOGRAPHIC
MARKETS
•• The
Theunique
uniquestrengths
strengthsofofthe
theorganization
organization
•• The
Thestrengths
strengthspossessed
possessedtotoaagreater
greaterextent
extentby
bythe
the
organization
than
by
the
competition
organization than by the competition
•• Traits
Traitsthat
thatmay
maybecome
becomestrengths
strengthslater
later
•• The
Theunique
uniqueweakness
weaknessofofthe
theorganization
organization
•• The
Theweakness
weaknesspossessed
possessedtotoaagreater
greaterextent
extentby
bythe
the
organization
than
by
the
competition
organization than by the competition
•• Traits
Traitsthat
thatmay
maybecome
becomeweakness
weaknesslater
later
••
••
••
••
••
The
Thecommon
commoncharacteristics
characteristicsofofproduct
productor
orservices
services
The
Theexceptionally
exceptionallysuccessful
successfulproducts
products
The
Thecharacteristics
characteristicsofoftheir
theirsuccess
success
The
exceptionally
unsuccessful
The exceptionally unsuccessful product
product
The
Thecharacteristics
characteristicsofoftheir
theirfailure
failure
••
••
••
••
••
The
Thecommon
commoncharacteristics
characteristicsofofgeographic
geographicmarkets
markets
The
Theexceptionally
exceptionallygeographic
geographicmarkets
markets
The
Thecharacteristics
characteristicsofoftheir
theirsuccess
success
The
exceptionally
unsuccessful
The exceptionally unsuccessful markets
markets
The
Thecharacteristics
characteristicsofoftheir
theirfailure
failure
ANALYSIS OF STRENGTHS
AND WEAKNESSES
INNOVATION
INNOVATION
••
••
••
••
••
Technical
Technicalproduct
productororservice
servicesuperiority
superiority
New
product
capability
New product capability
RR&D
&D
Technologies
Technologies
Patents
Patents
MANUFACTURING
MANUFACTURING
••
••
••
••
••
••
••
Cost
Coststructure
structure
Flexible
Flexibleproduction
productionoperations
operations
Equipment
Equipment
Access
Accesstotoraw
rawmaterial
material
Vertical
Verticalintegration
integration
Work-force
Work-forceattitude
attitudeand
andmotivation
motivation
Capacity
Capacity
FINANCE-ACCESS
FINANCE-ACCESSTO
TOCAPITAL
CAPITAL
••
••
••
••
Form
Formoperations
operations
From
Fromnet
netshort-term
short-termassets
assets
Ability
to
use
debt
and
Ability to use debt andequity
equityfinancing
financing
Parent’s
willingness
to
finance
Parent’s willingness to finance
CUSTOMER
CUSTOMERBASE
BASE
••
••
••
Size
Sizean
anloyalty
loyalty
Market
share
Market share
Growth
Growthofofsegments
segmentsserved
served
MANAGEMENT
MANAGEMENT
••
••
••
••
••
••
••
••
Qualityofoftop
topand
andmiddle
middlemanagement
management
Quality
Knowledgeofofbusiness
business
Knowledge
Culture
Culture
Strategicgoals
goalsand
andplans
plans
Strategic
Entrepreneurialthrust
thrust
Entrepreneurial
Planning/operationsystem
system
Planning/operation
Loyalty-turnover
Loyalty-turnover
Qualityofofstrategic
strategicdecision
decisionmaking
making
Quality
MARKETING
MARKETING
••
••
••
••
••
••
••
••
••
••
••
Productquality
qualityreputation
reputation
Product
Productcharacteristics/differentiation
characteristics/differentiation
Product
Brandname
namerecognition
recognition
Brand
Breadthofofthe
theproduct
productline-systems
line-systemscapability
capability
Breadth
Customerorientation
orientation
Customer
Segmentation/focus
Segmentation/focus
Distribution
Distribution
Retailerrelationship
relationship
Retailer
Advertising/ /promotion
promotionskills
skills
Advertising
Salesforce
force
Sales
Customerservice/product
service/productsupport
support
Customer
MISI
i,
s
i
V
,
i
s
Mi
n
a
m
a
an SF
n
Pe ai, C
Nil
PA
A
G
N
E
M
IS
N
IS
B
R
E
B
A
D
N
A
CS
CS
CS
CS
Keadaan
Organisasi
Saat Ini
Keadaan
Organisasi dI
masa depan
CS
F
F
F
FAKTOR
SUKSES
KRITIS (CFS)
F
NILAI (VALUES)
F
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
antara keadaan sekarang dan keadaan di masa
depan.
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
semua yang terlibat
Menciptakan keyakinan dasar organisasi,
prinsip yang menjadi petunjuk bagi budaya
perusahaan
Memusatkan setiap
perilaku bersama
Menekankan
kepuasan
pelanggan,
Manajemen mutu, perbaikan mutu, perbaikan
yang
berkesinambungan,
pemberdayaan
karyawan, dan hubungan kerja sama
orang
pada
model
CORPORATE
CORPORATE
FUNCTION
FUNCTION //
DIRECTORATE
DIRECTORATE
PROFESSIONAL
PROFESSIONAL
INDIVIDUAL
INDIVIDUAL
Kemampuan
Kemampuan untuk
untuk melihat
melihat inti
inti
persoalan
persoalan
Pandangan,
Pandangan, Wawasan
Wawasan
Pengamatan,
Pengamatan, Penglihatan
Penglihatan
Arah
Arah tentang
tentang masa
masa depan
depan
Guiding
Guiding Star,
Star, Core
Core Values,
Values, Beliefs
Beliefs
••
••
VISION
••
Sense
Sense of
of beliefs,
beliefs, values
values
Sense
Sense of
of purpose
purpose
Sense
Sense of
of mission
mission
Cita-cita yang ingin diraih dalam jangka panjang,
sebagai pedoman kearah mana perusahaan
akan menuju
MISI
Misi yang akan diemban dijabarkan dalam
batasan…. bidang usaha fokus…… tujuan
berusaha……, budaya,……. korporat
TUJUAN
Tujuan-tujuan utama yang akan dicapai
dalam jangka panjang untuk memenuhi
keinginan pihak terkait (stakeholders)
SASARAN
Sasaran-sasaran yang akan
diselesaikan dalam jangka
menengah ( 5 tahun )
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
karyawan
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
tidak percaya pada pimpinan tingkat atas ?
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
mengembangkan visi baru.
Minta masukan dari kawan sekerja dan bawahan.
Bila
anda
pimpinan
yang
baru,
menyepelekan visi pimpinan lama.
di
saat
anda
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
konsumen / pelanggan (customer)
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 ?
9. Concern for employees : Are employees considered to be a valuable
asset of the firm ?
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
Mudah dipahami dengan penjelasan singkat.
GOALS
Based
Basedon
onaaneed
needto
to
accomplish
accomplish
Measured by result
Measured by result
Linear, one dimensional
Linear, one dimensional
Create focus
Create focus
Provide direction
Provide direction
Based on past experience
Based on past experience
VISION
Based
Basedon
onaaneed
needto
to
continuallyaccomplish
accomplish
continually
Goals
Goalsare
aremeasured
measuredby
by
progresstoward
towardvision
vision
progress
Holistic,
Holistic,multidimensional
multidimensional
Create
Createpurpose
purposeand
andfocus
focus
Create
Createenergy
energy
Establish
Establishnew
newpossibilities
possibilities
VISION STATEMENT :
A HYPOTHETICAL CORPORATE VISION STATEMENT
(VALUE,MISSION & GOALS) IS SHOW SYSTEMATICALLY
CUSTOMER
SERVICE
EXCELLENCE
INNOVATION
INTEGRITY
GOALI I
GOAL
GROWTH
GROWTH
GOALIIII
GOAL
QUALITY
QUALITY
GOALIII
III
GOAL
PEOPLE
PEOPLE
GOALIV
IV
GOAL
SHAREHOLDERS
SHAREHOLDERS
Ensurelong-term
long-term
Ensure
growthand
and
growth
increasemarket
market
increase
share
share
Guarantee
Guarantee
customer
customer
satisfactionthrough
through
satisfaction
continuesquality
quality
continues
improvement
improvement
Increase
Increase
productivityand
and
Achieveaatotal
total
productivity
Achieve
opportunitythrough
through return
returninintop
topquartile
quartile
opportunity
improvedtraining
training
ourindustry
industry
improved
ofofour
andcommunication
communication
and
COMPONENT OF A MISSION
STRATEGIC
INTENT
Vision of what you
want to be
MISSION
Objective and
Strategy
DISTINCTIVE
COMPETENCES
Core skills
MARKET
DEFINITION
Customer targets,
need and wants
COMPETITIVE
POSITIONING
Differential
advantage
Vision
Vision
simple,Compelling,
Compelling,Broadly
Broadlyunderstood
understooddescription
descriptionof
ofwhat
whatthe
the
AAsimple,
enterprise
enterprise
aspiresto
tobecome
become
aspires
Capabilities
The Skills,
Knowledge
and
relationships
required to
achieve the
vision
Processes
The Work Capabilities
that
Transform Capabilities
into
Customer value
Capabilities
The Skills,
Knowledge
and
relationships
required to
achieve the
vision
Infrastructure
Infrastructure
Theshared
sharedresources
resources(people,
(people,money,
money,information,
information,physical
physicalplant)
plant)that
that
The
supportall
allenterprise
enterpriseactivities
activities
support
Political
Factors
Economic Factors
NEW
ENTRANTS
Threat of entry
Cultural
Factors
INDUSTRY
COMPETITORS
RIVALRY
Resource
Bargaining Power
SUPPLIERS
Bargaining Power
Government
BUYERS
Control & regulation
Threat of substitution
SUBSTITUTES
Demographic
Factors
STRATEGIK GENERIK
UNIK
DIFERENSIASI
TERFOKUS
PRODUK
STD
KEUNGGULAN
BIAYA
MENYELURUH
SEMUA
FOKUS BIAYA
PASAR
TERTENTU
STRATEGI KEUNGGULAN
BIAYA MENYELURUH IMPLIKAS
I
STRATEGI
MENGEMBANGKAN
KEUNGGULAN
HARGA
BERSAING BEBAS
•Volume besar
•Standarisasi
•Intensitas biaya
•Rekayasa proses
•Pengendalian
biaya
•Kurva pengalaman
•Sumber dana
•Pasar luas
•Ancangan
pemasaran
•Distribusi
•promosi
STRATEGI DIFERENSIASI
IMPLIKASI
STRATEGI
•Litbang
•Skilled labor
•Intangible value
•Citra merk
MENGEMBANGKAN
KEUNIKAN
BERSAING BEBAS
•Pasar luas
•Ancangan
pemasaran
•Kerjasama
Distribusi
•Promosi, citra dan
reputasi
STRATEGI DIFERENSIASI
TERFOKUS
IMPLIKASI
STRATEGI
MEMENUHI KEBUTUHAN
SEGMEN PASAR
TERTENTU
MENGEMBANGKAN
KEKHASAN PRODUK
•Pasar selektif
•Informasi pemasaran
•Customer relationship
•Distribusi selektif
•Promosi selektif
•Kurva pengalaman
•Sumber dana
•Litbang
•Skilled labor
•Intangible value
•Citra merk
STRATEGI FOCUS BIAYA
IMPLIKASI
STRATEGI
MEMENUHI KEBUTUHAN
SEGMEN PASAR
TERTENTU
DENGAN PRODUK
STANDAR
Pasar terlalu
sempit untuk
menyediakan
keungulan biaya
Produk harus
dapat memuaskan
kebutuhan pasar
yang spesifik
The
The act
act of
of designing
designing the
the company
company offer
offer
so
so that
that itit accupies
accupies aa distinct
distinct and
and valued
valued
place
place in
in the
the target
target customer’s
customer’s minds.
minds.
DIFFERENTIATION
DIFFERENTIATION
is
is the
the act
act of
of designing
designing aa set
set of
of meaningful
meaningful
differences
differences to
to distinguish
distinguish the
the company’s
company’s offer
offer
from
from competitor
competitor offers.
offers.
DIFFERENTIATION
SERVICES
•Features
•Performance
•Conformanc
e
•Durability
•Reliability
•Style
•Design
•Delivery
•Installation
•Customer
training
•Consulting
service
•Repair
PERSONNEL
•Expertise
•Courtesy
•Credibility
•Reliability
•Responsivenes
s
•Clarity
CHANNELS
•Coverage
•Expertise
•Performanc
e
IMAGES
•Symbols
•Media
•Atmosphere
•Events
PERUBAHAN PADA INTENSITAS
PERSAINGAN INDUSTRI
PENDATANG
BARU
PEMASOK
PEMBELI
SUBSTITUSI
INDUSTRY ANALYSIS FOR THE MOTOR
CYCLE INDUSTRY IN TAIWAN
•Moderate capital
requirement
•Easy access to
distribution channels
•Common technology
•Low switching costs
•High brand recognition
Bargaining power of key
suppliers
(rubber tire, electric parts,
paint, matrices)
•Few qualified suppliers
•Significant switching
costs
•No available substitutes
L M H
x
x
x
CONTRIBUTION TO THE
ATTRACTIVENESS OF THE
INDUSTRY
Code :
H = high attractiveness
M = Medium
attractiveness
L = Low attractiveness
L M H
x
x
x
x
x
Rivalry among competitor
L M H
•Lack of product
differentiation
•Slowdown in industry
growth
•Low switching cost
•Chronic overcapacity
x
x
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
x
x
Bargaining power of buyer
L M H
•Fragmented market
•Threat of backward
integration nil
•Small purchase volume
x
x
x
L M H
x
Overall industry
attractiveness : Low
x
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
Ada kesempatan forward integration
ANCAMAN PRODUK SUBSTITUSI BESAR
BILA :
◦ Ada produk yang dapat berfungsi sama
◦ Perkembangan teknologi cepat
◦ Harga produk substitusi bersaing
◦ Tidak ada biaya pengalihan
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
◦ Ada kesempatan backward integration
HAMBATAN MASUK BESAR APABILA :
Skala ekonomis
Diferensiasi produk/jas
Kebutuhan modal tinggi, untuk
◦
◦
◦
◦
Keuggulan relatif
◦
◦
◦
◦
◦
Aktiva tetap
Kebijakan kredit
Litbang
Kerugian pada tingkat awal
Teknologi / paten
Konsesi atas bahan baku
Lokasi yang menguntungkan
Subsidi pemerintah
Kurva pengalaman
Akses pada saluran distribusi
Kebijakan Pemerintah
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
Hambatan keluar dari industri tinggi
THE VALUE CHAIN
SUPPORT
ACTIVITIES
HUMAN RESOURCES MANAGEMENT
M
AR
G
TECHNOLOGY DEVELOPMENT
IN
PROCUREMENT
OUTBOUND
LOGISTICS
MARKETING
& SALES
PRIMARY ACTIVITIES
IN
OPERATIONS
M
A
R
G
INBOUND
LOGISTICS
SERVICE
UNIQUE PRODUCT
FEATURES, FAST NEW
PRODUCT DEVELOPMENT
DESIGN FOR RELIABILITY /
SERVICEABILITY
BUYER BUILD CORPORATE REPUTATION MIS
THAT SUPPORTS INNOVATION AND
RESPONSIVENESS TO CUSTOMER NEED
THROUGH CLOSE INTERNAL COORDINATION
INFRASTRUCTURE ACTIVITIES
SUPPORT
TRAINING THAT
SUPPORTS GOALS AND
RESEARCH, DEVELOPMENT, DESAIGN
ACTIVITY
RESPONSIVENESS.
HUMAN RESOURCE DEVELOPMENT
INCENTIVES THAT ARE
DEALER
SUPPORT
MATERIALS
WAREHOUSING
PRODUCTION
&
DISTRIBUTION
&
&
CUSTOMER
MARKETING
SERVICE
HOLDING
IN
ACTIVITY
HOLDING,
CONSISTENT WITH
SALES
G
AR
PRIMARY
INVENTORY,
M
PURCHASING,
DEFFERENTIATION
GOALS DEVELOPING
COMMITMENT TO
CUSTOMER SERVICE
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
TRAINING FOR
CUSTOMERS
FAST, RELIABLE REPAIRS
AVAILABILITY OF SPARE
PARTS.
TRAINING FOR DEALERS
CUSTOMER CREDIT
DUPONT’S COMPETITIVE ADVANTAGE :
SOURCE OF COST LEADERSHIP
FIRM
INFRASTRUCTURE
HISTORY AND TRADITION OF DUPONT IN
PLASTIC AND MATERIALS
HUMAN
MANAGEMENT
RESOURCES
PATERNAL CULTURE
GUARANTEES SECURITY,
ATTRACTS HIGHEST-QUALITY
SCIENTISTS
TECHNOLOGY
DEVELOPMENT
BEST POLYMER R & D
GLOBAL SCALE R & D/
TECHNOLOGY
PROCUREMENT
BEST TRAINING, INTEGRATING
SALES AND TECHNICAL SERVICE
EXTENSIVE COMMITMENT TO
PROCESS DEVELOPMENT.
RECOGNIZED R & D OF CUSTOMERS
MANUFACTURING SERVICE
LOWESTCOST RAW
MATERIALS
Direct
supply
QUALITY IMAGE
Largest
Quality
Extensive
Strong
scale
image.
warehouse
sales
economist
Horizontal
network
force
integration
Highest
of
Rapid
product
marketing
delivery
physical
with other
guaranteed
property
Du Pont
SBUs
INBOUND OPERATIONS OUTBOUND MARKETING
LOGISTICS
LOGISTICS
SALES
Replacement
guaranteed
Best customer
process training
Highest
technical
service
coverage
SERVICE
GE’S COMPETITIVE ADVANTAGE :
SOURCE OF DIFFERENTIATION
FIRM
INFRASTRUCTURE
TOP MANAGEMENT SUPPORT (WELCH IS CEO)
HUMAN
MANAGEMENT
RESOURCES
SUPER TRAINING
TECHNOLOGY
DEVELOPMENT
BEST ALLOY
TECHNOLOGY
USE OF COMMISSION SALES
INCENTIVES
MARGIN
BEST APPLICATION ENGINEERING
SUPPORT
BEST MARKET RESEARCH
EXCELLENT PRODUCT
POSITIONING
PROCUREMENT
High-quality
production
Flexible
delivery
Excellent
comforman- capability
ce to
specification
INBOUND OPERATIONS OUTBOUND
LOGISTICS
LOGISTICS
Extensive
advertising
High sales
force
coverage
Strong
Strong
focus on
personal
high-growth relationship
areas
Extensive
credit
MARKETING SALES
Easy-to-use
products
Extersive
training of
customer
SERVICE
MARGIN
VALUE CHAIN FOR AT & T
FIRM
INFRASTRUCTURE
NATIONWIDE PRESENCE
• LIFETIME
EMPLOYMENT
• IN-HOUSE
CAREER
DEVELOPMENT
• ATTRACTS TOP
SCIENTIST
HUMAN
RESOURCES
MANAGEMENT
• RECRUIT
COMPUTER
EXECUTIVES
• HEAVY
EMPHASIS
ON INHOUSE
TECHNICAL
TRAINING
MARGIN
• OWNS
MANUFACTURING
TECHNOLOGY
BRANCH
DEVELOPMENT (WESTERN
ELECTRIC
• HIGHESTQUALITY
NETWORK
PROCUREMENT
• HIGHESTQUALITY OF
EQUIPMENT
THROUGH HEAVY
CAPITAL
EXPENDITURE
• SIMILAR
COMMUNICATION
STANDARDS
NATION WIDE
INBOUND
LOGISTICS
OPERATIONS
• NEW
EMPHASIS ON
MARKETING
(STILL WEAK)
• HIGH NAME
RECOGNITION
• LONG-TERM
RELATIONSHIP
WITH CLIENT
OUTBOUND
LOGISTICS
MARKETING
AND SALES
• PROMPT AND
HIGHQUALITY
SERVICE
SERVICE
MARGIN
VALUE CHAIN FOR A TOUR
OPERATOR
OFFICE SERVICES
INFORMATION TECHNOLOGY MANAGEMENT
HUMAN RESOURCES MANAGEMENT
FINANCIAL MANAGEMENT AND CONTROL
Suppliers
Tour Operator
Firm
Sales an
Operations
• Reservations &
view data
• Invoicing and
statements
• Cash collection
• Ticketing
Customer Services
• Airport
representatives
• Resort
representative
• Customer
relations
IN
Airlines,
Hotels, Car
Hire
Marketing
• Brochure
distribution
• Advertising
• Agency sales
support
• Commission
negotiating
• Promotions, POS
M
A
R
G
PRIMARY
ACTIVITIES
Product
Development
• Planning &
development
• Hotel
accommodation
contracting
• Flight allocation
• Car hire
contracting
• Database creation
• Brochure
production
IN
RG
MA
SUPPORT
ACTIVITIES
• manifests
Travel Agents
Channel
Holidaymaker
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-tomarket 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
developments to relevant
employees
THE TREE STEP APPROACH FOR
IN-BOUND LOGISTICS
PERFORMANCE
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
MEASUREMENT AND
INFORMATION ISSUES
• Need for progress
reporting on
improvement projects
• Inner-unit comparisons
(intra group
benchmarking)
• Performance measures
applied to incoming
quality
ADALAH SEBUAH SISTEM MANAJEMEN YANG DAPAT
DIGUNAKAN UNTUK MENGARAHKAN SEGENAP
ENERGI,KEMAMPUAN, PENGETAHUAN DAN KETERAMPILAN
YANG DIMILIKI PARA PEKERJA DI DALAM SEBUAH
PERUSAHAAN BAGI PENCAPAIAN TUJUAN STRATEGIS
JANGKA PANJANG
" Untuk berhasil
secara finansial,
apa yang harus
kita perlihatkan
kepada para
pemegang
saham kita ?"
" Untuk
mewujudkan visi
kita, apa yang
harus kita
perlihatkan
kepada para
pelanggan kita ?"
FINANCIAL
PELANGGAN
VISI
DAN
STRATEGI
Pembelajaran dan Pertumbuhan
" Untuk
mewujudkan visi
kita, bagaimana
kita memelihara
kemampuan kita
untuk berubah
dan meningkatkan
diri ?"
" Untuk
menyenangkan
para pemegang
saham dan
pelanggan kita
proses bisnis
apa yang harus
kita kuasai
dengan baik?"
PROSES BISNIS
INTERNAL
Memperjelas dan
menerjemahkan Visi dan
Strategi
Memperjelas misi
Menghasilkan konsensus.
Mengkomunikasikan dan
Mengkomunikasikan dan
Menghubungkan
Menghubungkan
Mengkomunikasikan dan
mendidik
Mengkomunikasikan dan
mendidik tujuan
Menetapkan
Menetapkan
tujuandengan
Mengaitkan
imbalan
ukuran
Mengaitkan
imbalan dengan
kinerja-tonggak.
ukuran kinerja-tonggak.
Balanced
Scorecard
Merencanakan dan Menetapkan
Merencanakan
dan Menetapkan
Sasaran
Menetapkan
sasaran
Sasaran
Menetapkan
Memadukan inisiatifsasaran
strategis
Memadukan inisiatif
strategis
Mengalokasikan
sumber
daya
Mengalokasikan sumber
daya
Menetapkan
tonggak tonggak
Menetapkan
tonggak penting
tonggak penting
Umpan Balik dan Pembejaran
Umpan Balik dan Pembejaran
Strategis
Strategis
Mengartikulasikan visi
bersama
Mengartikulasikan visi
bersama umpan balik
Memberikan
strategis
Memberikan umpan balik
strategis tinjauan ulang
Memfasilitasi
dan
Memfasilitasi
tinjauan
ulang
pembelajaran
strategi
dan pembelajaran strategi
Balanced Scorecard sebagai suatu
kerangka kerja tindakan strategis
Finansial
ROCE
Pelanggan
LOYALITAS
PELANGGAN
PENYERAHAN
TEPAT WAKTU
Proses Internal
/Bisnis
Pembelajaran &
Pertumbuhan
PROSES
WAKTU
SIKLUS
PROSES
MUTU
KEAHLIAN
PEKERJA
PANGSA
PANGSA
PASAR
PASAR
AKUISISI
AKUISISI
PELANGGAN
PELANGGAN
PROFITABILITAS
PROFITABILITAS
PELANGGAN
PELANGGAN
RETENSI
AKUISISI
RETENSI
AKUISISI
PELANGGAN
PELANGGAN
PELANGGAN
PELANGGAN
KEPUASAN
KEPUASAN
PELANGGAN
PELANGGAN
PERSPEKTIF PELANGGAN - UKURAN UTAMA
MODEL GENERIK
NILAI
NILAI
=
FUNGSIOFUNGSIONALITAS
NALITAS
ATRIBUT PRODUK / JASA
ATRIBUT PRODUK / JASA
MUTU
MUTU
HARGA
HARGA
+
CITRA
CITRA
+
HUBUNGAN
HUBUNGAN
WAKTU
WAKTU
PROPOSAL NILAI PELANGGAN
ATRIBUT PRODUK / JASA
ATRIBUT PRODUK / JASA
Penawaran
Beragam
Bebas
Kesalahan
CITRA
CITRA
Pelayanan
tak tercela
Terampil
HUBUNGAN
HUBUNGAN
Konvenien
UKURAN STRATEGIS
Indeks Kegagalan Layanan
Waktu Pemenuhan Permintaan
UKURAN PELANGGAN UTAMA
Survei Pelanggan "sangat puas"
Pangsa Pasar
Akuisisi pelanggan Baru
Retensi Pelanggan
PROPOSAL NILAI
Penasehat
Responsif
ATRIBUT PRODUK
ATRIBUT PRODUK
Manfaat
Harga
Mode dan
Disain
CITRA
CITRA
Mutu
Citra Merek
UKURAN STRATEGIS
- Harga
eceran ratarata per unit
- Transaksi
per toko
- Mark up
- Tingkat
Pengembalian
- Tingkat
pertumbuhan
Barang Sasaran
- Pangsa Pasar
(barang utama)
HUBUNGAN
HUBUNGAN
Ketersediaan
- Persediaan
Habis
(%)(barang
utama)
Pengalaman
Berbelanja
- Pembeli
Misterius
- Premium untuk
Label tertentu
UKURAN PELANGGAN UTAMA
- Loyalitas Pelanggan
( pertumbuhan pembelian tahunan)
- Kepuasan pelanggan
(survei)
PROPOSAL NILAI PELANGGAN - KENYON STORES
ATRIBUT PRODUK
ATRIBUT PRODUK
Fungsionalitas
Mutu
Harga
Waktu
UKURAN STRATEGIS
- Keamanan
- Jasa Teknik
- Revisi minimum - Waktu
prosedur yg
Terpakai
diajukan
- Mutu dan
Kesadaran
Kinerja
- Pengajuan
Prosedur
- Keinovatifan yang tepat
waktu
yang
- Nilai Uang
- Standar
peralatan yang
tersedia
- Ketepatan
waktu
menguarangi
biaya
CITRA
CITRA
HUBUNGAN
HUBUNGAN
Manajemen
Profesional
Hubungan
- Kejujuran dan
keterbukaan
kontraktor
- Fleksibilitas
- Daya Tanggap
Kontraktual
- Kerjasama/
Semangat Tim
- Mutu Personalia
- Mutu Produksi
PROPOSAL NILAI PELANGGAN (TIER I)- ROCKWATER
Proses inovasi
Kebutuhan
pelanggan
diIdentifikasi
Proses Operasi
Ciptakan
Produk /
Jasa
Bangun
produk
/ jasa
Proses
Layanan
Purna jual
Luncur
kan
produk
/jasa
Layani
Pelanggan
PERSPEKTIF PROSES BISNIS INTERNAL –
MODEL RANTAI NILAI GENERIK
Kebutuhan
pelanggan
terpuaskan
Proses inovasi
Kebutuhan
pelanggan
diIdentifikasi
Ciptakan
Produk /
Jasa
Proses Operasi
Bangun
produk
/ jasa
Luncur
kan
produk
/jasa
Proses
Layanan
Purna jual
Layani
Pelanggan
PERSPEKTIF PROSES BISNIS INTERNAL –
PROSES INOVASI
Kebutuhan
pelanggan
terpuaskan
Proses inovasi
Kebutuhan
pelanggan
diIdentifikasi
Ciptakan
Produk /
Jasa
Proses Operasi
Bangun
produk
/ jasa
Luncur
kan
produk
/jasa
Proses
Layanan
Purna jual
Layani
Pelanggan
PERSPEKTIF PROSES BISNIS INTERNAL –
PROSES OPERASI
Kebutuhan
pelanggan
terpuaskan
Proses inovasi
Kebutuhan
pelanggan
diIdentifikasi
Kenali
Pasar
Proses Operasi
Ciptakan
Produk /
Jasa
Bangun
produk
/ jasa
Luncur
kan
produk
/jasa
Proses
Layanan
Purna jual
Layani
Pelanggan
PERSPEKTIF PROSES BISNIS INTERNAL –
LAYANAN PURNA JUAL
Kebutuhan
pelanggan
terpuaskan
SCORECARD INTERNAL
DAN BAGIAN-BAGIAN YANG TERKAIT-KENYON STORES
FINANSIAL
PERTUMBUHAN
PERTUMBUHAN
YANG
YANG
MENGUNTUNGKAN
MENGUNTUNGKAN
PENINGKATAN
PENINGKATAN
PENETRASI
PENETRASI
PRODUKTIVITAS
PRODUKTIVITAS
PELANGGAN
Merek
Merek
Citra Merek
Citra Merek
Atribut Produk
Atribut Produk
Mode dan Desain
Mode dan Desain
Mutu dan
kecocokan
Mutu dan
kecocokan
Hubungan Pelanggan
Hubungan Pelanggan
- Pengalaman
- Pengalaman
Berbelanja
Berbelanja
- Ketersediaan
- Ketersediaan
Kepemimpinan Mode
Kepemimpinan Mode
Yang pertama ke
pasar
Yang pertama ke
pasar
Pendapatan dari
kategori
Pendapatan
baru dari
kategori baru
Kepemimpinan dalam
Kepemimpinan
dalam
mendapatkan
pemasok
mendapatkan pemasok
Pengembalian
barang
Pengembalian
karena mutu
barang
karena mutu
yang
buruk
yang buruk
Kinerja vendor
Kinerja vendor
Pengalaman Berbelanja
Pengalaman
Berbelanja
yang
mengesankan
yang mengesankan
- Pembeli misterius
- Pembeli misterius
ketersediaan Barang
ketersediaan
Barang
dagangan
dagangan
- % Persediaan
- % Persediaan
habis(item-item
habis(item-item
tertentu)
tertentu)
- Perputaran
- Perputaran
persediaan
persediaan
INTERNAL
Mananejemen Merek
Mananejemen Merek
- Pangsa Pasar
- Pangsa Pasar
(Kategori Sasaran)
(Kategori Sasaran)
- Pengenalan Merek
- Pengenalan Merek
- Rekening Baru
- Rekening Baru
SCORECARD INTERNAL DAN BAGIAN-BAGIAN TERKAITPIONEER PETROLEUM
Ukuran Finansial
Penjualan Kotor (vs.
Pesaing)
Mutu Pertumbuhan
Mutu Pertumbuhan
Pendapatan
Pendapatan
Ukuran Pelanggan
Pelanggan Segmen
Peringkat Pembeli
Misterius
Ukuran Internal
Investasi Kedalam
Pengembangan
Produk/Jasa Baru
Tingkat Penerimaan
Penyalur atas
Program-program
Baru
Tingkat
Pengembalian
Investasi Produk
Baru
Kepuasan
Kepuasan
Pelanggan
Pelanggan
Atribut Produk/
Jasa
Atribut Produk/
Jasa
Citra
Citra
Pengalaman
Membeli
Pengalaman
Membeli
Mengembangkan
Mengembangkan
Produk dan Jasa
Produk dan Jasa
Layanan inovatif
berdasarkan
Layanan inovatif
berdasarkan
kebutuhan
kebutuhan
pelanggan
pelanggan
peningkatan
Aditif
peningkatan
BBM
Aditif BBM
Jaminan Mutu
Produk
Jaminan Mutu
Produk
Memahami
Pelanggan
Mengembangkan
Mengembangkan
Penyalur
Penyalur
Profitabilitas
Penyalur
Profitabilitas
Penyalur
Meningkatkan
Mutu
Meningkatkan
Penyalur
Mutu Penyalur
Meningkatkan
Nilai
Meningkatkan
Waralaba
Nilai Waralaba
Mengembangkan
Mengembangkan
Penyalur
Penyalur
Program Mutu
Penyalur
Program Mutu
Penyalur
Program seleksi
Penyalur
Program seleksi
Penyalur
Memahami
Penyalur
Laba Kotor
(vs potensial)
Laba Penyalur
(vs potensial)
Survei Penyalur
Laba Potensial per
Stasiun Penyalur
Indeks Mutu
Penyalur
Tingkat Perbaikan
Mutu
KERANGKA KERJA UKURAN PEMBELAJARAN
DAN PERTUMBUHAN
Ukuran Inti
HASIL
HASIL
POTENSI
POTENSI
PEKERJA
PEKERJA
PRODUKTIVITAS
PRODUKTIVITAS
PEKERJA
PEKERJA
KEPUASAN
KEPUASAN
PEKERJA
PEKERJA
Faktor yang
Mempengaruhi
Komponen Staff
Komponen Staff
Infrastuktur
Infrastuktur
Teknologi
Teknologi
Iklim Untuk
Iklim Untuk
Bertindak
Bertindak
MENERJEMAHKAN TUJUAN PELANGGAN KEDALAM PRIORITAS INTERNAL
Tujuan Pelanggan
Teknologi
Teknologi
Inovatif
Inovatif
Hubungan
Hubungan
Nilai
Nilai
Tambah
Tambah
Mutu
Mutu
Harga
Harga
Rendah
Rendah
Perspektif
Internal
Meningkatkan
Meningkatkan
Pemahaman
Pemahaman
Pasar
Pasar
Mengurangi waktu
Mengurangi waktu
Perkenalan
Perkenalan
Produk Baru
Produk Baru
Memperbaiki
Memperbaiki
pengembangan
pengembangan
Akuntansi
Akuntansi
Operasi
Operasi
Tanpa
Tanpa
Cacat
Cacat
Biaya
Biaya
Terendah
Terendah
EMPAT HAMBATAN PELAKSANAAN STRATEGI
1. Visi Dan Strategi Tidak “ Actionable”
Strategi
StrategiDan
DanVisi
Visi
Anggaran
2. Strategi Tidak
Terkait Dengan
Tujuan Tim
Departemental Dan
Perorangan
Perencanaan
Keuangan Dan
Alokasi Modal
Tinjauan
Tinjauan
Bulanan/EIS
Bulanan/EIS
4. Umpan Balik Yang
Taktis Bukan Strategis
2. Strategi Tidak Terkait Dengan Alokasi
Sumber Daya
MENGELOLA STRATEGI
•Strategi adalah titik acuan bagi proses manajemen
keseluruhan
•Visi bersama adalah fondasi bagi pembelajaran
strategis
Mengklarifikasi
Mengklarifikasi
Dan
Dan
Menterjemahkan
Menterjemahkan
Visi
VisiDan
DanStrategi
Strategi
Balanced
Scorecard
•Adanya Keselarasan
Tujuan Dari Atas Ke
Bawah
•Pendidikan Dan
Komunikasi Terbuka
Tentang Strategi Adalah
Dasar Bagi
Pemberdayaan Pekerja
•Kompensasi Dikaitkan
Dengan Strategi
UmpanBalik
BalikDan
Dan
Umpan
Pembelajaran
Pembelajaran
Strategis
Strategis
Perencanaan Dan
Penetapan Target
•Target Yang Ambisius Ditetapkan Dan
Diterima
•Inisiatif Strategis Diidentifikasi Secara Jela
•Investasi Ditentukan Oleh Strategi
•Anggaran Belanja Tahunan Dikaitkan
Dengan Program Jangka Panjang
•Sistem Umpan Balik
Digunakan Untuk
Menguji Berbagai
Hipotesis Yang
Mendasari Strategi
•Pemecahan Masalah
Tim
•Pengembangan Strategi
Adalah Sebuah Proses
Yang
Berkesinambungan
Model Organisasi-Industri (Industrial-Organization atau
I/O)
Model berbasis sumber daya (Resource-Based View atau
R
STRATEGIC MANAGEMENT
Nama
: Dr. Asep Suryana Natawiria,
MBA,. M.Sc
NIP
: 065703414
Tlp
: HP. 0811856777
2
% Penilaian:
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
• Pilihan Strategi
• UTS
MATERI MANAJEMEN STRATEGIK
(cont’d)
• Strategi Internasional
• Strategi Industri Spesifik
• Strategi Diversifikasi
• Membangun kapabilitas Organisasi
• Mengelola Implementasi Strategi
• Budaya Perusahaan & Leadership
• Presentasi Kelompok
• UAS
Manajemen Strategi adalah serangkaian
keputusan dan tindakan manajerial yang
menentukan kinerja perusahaan dalam
jangka panjang termasuk formulasi
strategi, implementasi dan evaluasi.
Chapter
1
Screen graphics created by:
Jana F. Kuzmicki, Ph.D.
Troy State University-Florida and Western Region
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
Important?
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
will we get there?” is its strategy
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
Achieve targeted objectives
How
to please customers
How
to respond to changing
market conditions
How
to outcompete rivals
How
to grow the business
Strategy
is HOW
to . . .
How
to manage each functional piece of the
business and develop needed organizational
capabilities
How
to achieve strategic and financial objectives
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
separates
powerful strategy
◦What
Winning
in theamarketplace
and from an ordinary
strategy
◦ Realizing above-average
profits
is management’s ability to forge a series of moves,
both in the marketplace and internally, that
produces sustainable competitive advantage!
Strive
to be the industry’s low-cost provider
Outcompete
feature
rivals on a key differentiating
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
capabilities not easily imitated by rivals
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
Crisis situations
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
all stakeholders
Owners/shareholders
Owners/shareholders –– Rightfully
Rightfully expect
expect some
some
form
form of
of return
return on
on their
their investment
investment
Employees
Employees -- Rightfully
Rightfully expect
expect to
to be
be treated
treated with
with
dignity
dignity and
and respect
respect for
for devoting
devoting their
their energies
energies to
to
the
the enterprise
enterprise
Customers
Customers -- Rightfully
Rightfully expect
expect aa seller
seller to
to provide
provide
them
them with
with aa reliable,
reliable, safe
safe product
product or
or service
service
Suppliers
Suppliers -- Rightfully
Rightfully expect
expect to
to have
have an
an equitable
equitable
relationship
relationship with
with firms
firms they
they supply
supply and
and be
be treated
treated
fairly
fairly
Community
Community -- Rightfully
Rightfully expect
expect businesses
businesses to
to be
be
good
good citizens
citizens in
in their
their community
community
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 makes sense and the company has a viable
business model for making money?
Strategy - Deals with
a company’s
competitive initiatives
and business
approaches
S
y
eg
t
tra
ss
ne l
i
s e
Bu od
M
Business Model
-Concerns whether
revenues and costs
flowing from the
strategy
demonstrate the
business can be
amply profitable and
viable
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
◦ Does strategy boost firm performance?
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
winning strategy!
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 execution
what needsof
toan
beexcellent
done internally
to is
Excellent
strategy
day-in/day-out
strategy execution
the produce
best testgood
of managerial
excellence
-- and the
most reliable recipe for winning in the
marketplace!
Arah organisasi adaptasi perubahan
lingkungan
Gambaran masa depan
Fit and stretch
Kegiatan dan kompetensi inti
Program investasi
Pedoman perencanaan tahunan
Pedoman anggaran
Persaingan
Kebutuhan konsumen
Kreativitas
Perbedaan
Survival
Kerjasama
Organisasi
MODEL PROSES MANAJEMEN
STRATEGIK
VCR, TIROCA
----------------------------ANAISIS LINGKNGAN
INTERNAL
----------------------------M, F, O, HR
STA. KORP
STRA BIZ.
SFAS
BCG. MATRIX
PEST
----------------------------ANAISIS LINGKNGAN
EKSTERNAL
----------------------------C1, C2, C3, C4
ANALISIS LINGKKUNGAN
GE. MATRIX
PENGUKURAN
KUANTITATIF
PENJADWALAN
PELAKSANAAN
STRA. TERPILIH
STRA. FUNGSI
PRIORITAS KINERJA
&
POSTUR STRAEGIK
ORGANISASI
PELAKSANA
PENGUKURAN
KUALITATIF
PROGRAM
PEOPLE
PEROCEDURE
BALANCE
SCORE CARD
BUDGET
SWOT. MARIX
PERENCANAAN
TMPL. STRA
PENGEND. STRA
MISI BISNIS
1. RUANG LINGKUP PRODUK
PASAR DAN GEOGRAFI
2. KEUNGGULAN BERSAING
ANALISIS INTERNAL
ANALISIS EXTERNAL
1. ANALISIS FAKTOR INTERNAL
KRITIS DALAM KEUNGGULAN
BERSAING
2. PENILAIAN MENYELURUH POSISI
BERSAING
KEUNGGULAN / KELEMAHAN
1. IDENTIFIKASI FAKTOR EKSTERNAL
KRITIS DALAM KEUNGGULAN
BERSAING
2. PENILAIAN MENYELURUH DAYA TARIK
INDUSTRI
KESEMPATAN / ANCAMAN
STRATEGI BISNIS
PROGRAM TAHUN GANDA
PROGRAM SPESIFIK
PROGRAM TAHUNAN
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
3.
Keberanian untuk memikul resiko
Analisis
Analisis
Analisis
Analisis
Analisis
Analisis
Dll.
sistem
keputusan
persoalan
prosedur
kebijakan
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
partial dikaji dengan metoda yang sesuai
Masalah kompleks
Analisis situasi
Masalah-masalah tunggal
Analisis persoalan
Memecahkan masalah
Analisis keputusan
Analisis persoalan potensial
Membuat keputusan
Menyusun program
EXTERNAL ANALYSIS
•
•
•
•
•
PRELIMINARY ISSUES
TO FOCUS ANALYSIS
• Strengths
Market
Competitor
Supplier
Customer
Macro economy
What drivers
performance in the
environment in which
we complete ?
• Weaknesses
• Opportunities
INTERNAL ANALYSIS
• threats
• Competitive position
• Organizational
• Internal economics
How strongly are
we positioned to
completed
CRITICAL ISSUES
SUPPORTED BY
ANALYSIS
•
•
•
•
Strengths
Weaknesses
Opportunities
Threats
What issues should
drive our strategy
for competitive
advantage ?
STRATEGIES TO ACHIEVE COMPETITIVE ADVANTAGE
ARE DRIVEN BY CRITICAL INTERNAL AND EXTERNAL
ISSUES
Where are we now ?
Where do we want to go ?
How do we
get there ?
2. Analyse major issues
and identify value drivers
A. Analysis
3. Drive strategic
internal
priorities
economic SWOT
4. Identify and
analysis
B. Identify
Define
evaluate
customer
helps to
issues,
options
need/values
integrate
develop
OPTIONS
C. Assess
workplans
competitors,distill
basis for
and
competitive priorities
advantage
issues
D. Analysis
industry
factors
5. Implement
strategy and
target
ROADMAP
THE KIND OF QUESTIONS YOU MIGHT ASK WHEN
CONSTRUCTING A SWOT
• • What
Whatare
areyou
yougood
goodatat??
• • What
Whatnew
newskills
skillsdoes
doesyour
your
organizations
organizationshave
have
• • What
Whatcan
canyou
yourepeat
repeataarecent
recent
success
success??
• • What
Whatmakes
makesyou
youunique
unique??
• • Why
Whydo
doyour
yourcustomers
customerscome
come
totoyou
you??
S
T
R
E
N
G
T
H
S
Havethere
therebeen
beenany
any
• • Have
changesininyour
yourmarket
marketinin
changes
yourfavor
favor??
your
Whatskills
skillscould
couldyou
youlearn
learn??
• • What
Whatnew
newproducts/services
products/services
• • What
couldyou
youoffer?
offer?
could
Whichnew
newcustomer
customergroups
groups
• • Which
couldyou
youoffer?
offer?
could
Howcould
couldyou
youmake
makeyour
your
• • How
selfunique
unique??
self
Howcould
couldyour
yourorganization
organization
• • How
lookinin5-10
5-10years
years??
look
O
P
P
O
R
T
U
N
I
T
I
E
S
W
E
A
K
N
E
S
S
E
S
Whatare
areyou
yougood
goodatat??
• • What
Whatnew
newskills
skillsdoes
doesyour
your
• • What
organizationslack?
lack?
organizations
Whatcan
canothers
othersdo
dobetter
betterthan
thanyou
you??
• • What
Whatrecent
recentfailures
failureshave
haveyou
youhad
had??
• • What
Why?
Why?
Whatcustomer
customergroups
groupsare
areyou
younot
not
• • What
satisfyingfully
fully??
satisfying
Whatcustomers
customershave
haveyou
youlost
lost
• • What
recently??Why?
Why?
recently
T
H
R
E
A
T
S
• • Have
Havethere
therebeen
beenany
anychanges
changesininthe
the
market
marketwhich
whichdisadvantage
disadvantageyou
you??
• • What
Whatare
areyour
yourcompetitor
competitorup
uptoto??
• • Are
Areyour
yourcustomers
customersneed
needchanging
changing
against
againstyour
yourinterest?
interest?
• • Are
Arethere
thereany
anyeconomic
economicororpolitical
political
changes
changeswhich
whichcan
canharm
harmyou?
you?
• • IsIsthere
thereanything
anythingwhich
whichcould
could
threaten
threatenyour
yourorganization’s
organization’sexistence
existence
??
OPPORTUNITIES
EXTERNAL
INTERNAL
STRENGTHS
1……………….
2……………….
3……………….
4……………….
5……………….
WEAKNESS
1……………….
2……………….
3……………….
4……………….
5……………….
1……………….
2……………….
3……………….
4……………….
5……………….
THREATS
1……………….
2……………….
3……………….
4……………….
5……………….
GENERATING
STRATEGIC MATRIX
(BASE ON S.W.O.T
ANALYSIS
GENERATING A S.W.O.T (TOWS) MATRIX
INTERNAL
EXTERNAL
FACTOR (IFAS)
STRENGTHS (S)
List 5 – 10 internal
strengths here
WEAKNESS (W)
List 5 – 10 internal
weakness here
EXTERNAL
FACTORS (IFAS)
OPPORTUNITIES (O)
List 5- 10 external
opportunities here
THREATS (T)
1 list 5 –10 external
threat here
SO STRATEGIES
WO STRATEGIES
Generate strategies here
that use strengths to
take advantage of
opportunities
Generate strategies here
that take advantage of
opportunities by
overcoming weakness
ST STRATEGIES
WT STRATEGIES
Generate strategies here
that use strengths to
avoid threats
Generate strategies here
that minimize
weakness and avoid
threats
SWOT MATRIX FOR MAYTAG CORPORATION
EXTERNAL
EXTERNAL
FACTOR (IFAS)
INTERNAL
FACTORS (EFAS)
OPPORTUNITIES (O)
Economic integration of
European community
Demographics favor quality
appliances
Economic development of
Asia
Opening of eastern Europe
Trend toward super store
THREATS (T)
Increasing government
regulation
Strong US competition
Whirpool and Electrolux
positioned for global economy
Fuzzy logic technology by
Japanese
Predicted recession
STRENGTHS (S)
Quality maytag culture
Experienced top management
Vertical integration
Employee relations
Hoovers international
orientation
WEAKNESS (W)
Process-oriented R & D
Distribution channels
Financial position
Global positioning
Manufacturing facilites
SO STRATEGIES
WO STRATEGIES
Use worldwide hoover
distribution channels to
sell both hoover and
maytag major appliances
Find joint venture partners in
Eastern Europe and Asia
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
ST STRATEGIES
WT 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
Sell of Dixie-Narco Division to
reduce debt
Emphasize cost reduction to
reduce break-event point
Sell out to Raytheon or a
Japanese firm
OPPORTUNITIES
THREATS
COMPETITION
STRATEGIC
VURNERABLE
AREA
Short-term
Short-termexternal
externalopportunities
opportunities
Medium-term
external
Medium-term external
opportunities
opportunities
Long-term
Long-termexternal
externalopportunities
opportunities
•• Short-term
Short-termexternal
externalthreats
threats
•• Medium-term
Medium-termexternal
externalthreats
threats
•• Long-term
Long-termexternal
externalthreats
threats
•• Direct
Directcompetitors
competitors(present
(presentand
and
future)
future)
•• Indirect
Indirectcompetitors
competitors(present
(presentand
and
future)
future)
•• Their
Theirstrengths
strengths
•• Their
Theirweakness
weakness
•• New
Newforms
formsofofcompetition
competition
•• Supplier
Supplieror
orcustomer
customerthat
thatmay
may
become
competitor
become competitor
••
••
••
••
••
Raw
Rawmaterials
materials
Technology
Technology
Labor
Labor
Legislation
Legislation
Capital
Capital
INTERNAL ENVIRONMENT
USER SEGMENTS
CORPORATE
BELIEFS
INTERNAL
OPPORTUNITIES
•• The
Thecommon
commoncharacteristics
characteristicsatatuser
user
segments
segments
•• The
Theexceptionally
exceptionallysuccessful
successfuluser
user
segments
segments
•• The
Thecharacteristic
characteristicofoftheir
theirsuccess
success
•• The
Theexceptionally
exceptionallyunsuccessful
unsuccessfuluser
user
segments
segments
•• The
Thecharacteristics
characteristicsofoftheir
theirfailure
failure
•• The
Theprinciple,
principle,beliefs,
beliefs,and
andvalues
values
that
guide
corporate
behavior
that guide corporate behavior
•• Short-term
Short-terminternal
internalopportunities
opportunities
•• Medium-term
Medium-terminternal
internalopportunities
opportunities
•• Long-term
Long-terminternal
internalopportunities
opportunities
INTERNAL ENVIRONMENT
STRENGTHS
WEAKNESSES
PRODUCT
GEOGRAPHIC
MARKETS
•• The
Theunique
uniquestrengths
strengthsofofthe
theorganization
organization
•• The
Thestrengths
strengthspossessed
possessedtotoaagreater
greaterextent
extentby
bythe
the
organization
than
by
the
competition
organization than by the competition
•• Traits
Traitsthat
thatmay
maybecome
becomestrengths
strengthslater
later
•• The
Theunique
uniqueweakness
weaknessofofthe
theorganization
organization
•• The
Theweakness
weaknesspossessed
possessedtotoaagreater
greaterextent
extentby
bythe
the
organization
than
by
the
competition
organization than by the competition
•• Traits
Traitsthat
thatmay
maybecome
becomeweakness
weaknesslater
later
••
••
••
••
••
The
Thecommon
commoncharacteristics
characteristicsofofproduct
productor
orservices
services
The
Theexceptionally
exceptionallysuccessful
successfulproducts
products
The
Thecharacteristics
characteristicsofoftheir
theirsuccess
success
The
exceptionally
unsuccessful
The exceptionally unsuccessful product
product
The
Thecharacteristics
characteristicsofoftheir
theirfailure
failure
••
••
••
••
••
The
Thecommon
commoncharacteristics
characteristicsofofgeographic
geographicmarkets
markets
The
Theexceptionally
exceptionallygeographic
geographicmarkets
markets
The
Thecharacteristics
characteristicsofoftheir
theirsuccess
success
The
exceptionally
unsuccessful
The exceptionally unsuccessful markets
markets
The
Thecharacteristics
characteristicsofoftheir
theirfailure
failure
ANALYSIS OF STRENGTHS
AND WEAKNESSES
INNOVATION
INNOVATION
••
••
••
••
••
Technical
Technicalproduct
productororservice
servicesuperiority
superiority
New
product
capability
New product capability
RR&D
&D
Technologies
Technologies
Patents
Patents
MANUFACTURING
MANUFACTURING
••
••
••
••
••
••
••
Cost
Coststructure
structure
Flexible
Flexibleproduction
productionoperations
operations
Equipment
Equipment
Access
Accesstotoraw
rawmaterial
material
Vertical
Verticalintegration
integration
Work-force
Work-forceattitude
attitudeand
andmotivation
motivation
Capacity
Capacity
FINANCE-ACCESS
FINANCE-ACCESSTO
TOCAPITAL
CAPITAL
••
••
••
••
Form
Formoperations
operations
From
Fromnet
netshort-term
short-termassets
assets
Ability
to
use
debt
and
Ability to use debt andequity
equityfinancing
financing
Parent’s
willingness
to
finance
Parent’s willingness to finance
CUSTOMER
CUSTOMERBASE
BASE
••
••
••
Size
Sizean
anloyalty
loyalty
Market
share
Market share
Growth
Growthofofsegments
segmentsserved
served
MANAGEMENT
MANAGEMENT
••
••
••
••
••
••
••
••
Qualityofoftop
topand
andmiddle
middlemanagement
management
Quality
Knowledgeofofbusiness
business
Knowledge
Culture
Culture
Strategicgoals
goalsand
andplans
plans
Strategic
Entrepreneurialthrust
thrust
Entrepreneurial
Planning/operationsystem
system
Planning/operation
Loyalty-turnover
Loyalty-turnover
Qualityofofstrategic
strategicdecision
decisionmaking
making
Quality
MARKETING
MARKETING
••
••
••
••
••
••
••
••
••
••
••
Productquality
qualityreputation
reputation
Product
Productcharacteristics/differentiation
characteristics/differentiation
Product
Brandname
namerecognition
recognition
Brand
Breadthofofthe
theproduct
productline-systems
line-systemscapability
capability
Breadth
Customerorientation
orientation
Customer
Segmentation/focus
Segmentation/focus
Distribution
Distribution
Retailerrelationship
relationship
Retailer
Advertising/ /promotion
promotionskills
skills
Advertising
Salesforce
force
Sales
Customerservice/product
service/productsupport
support
Customer
MISI
i,
s
i
V
,
i
s
Mi
n
a
m
a
an SF
n
Pe ai, C
Nil
PA
A
G
N
E
M
IS
N
IS
B
R
E
B
A
D
N
A
CS
CS
CS
CS
Keadaan
Organisasi
Saat Ini
Keadaan
Organisasi dI
masa depan
CS
F
F
F
FAKTOR
SUKSES
KRITIS (CFS)
F
NILAI (VALUES)
F
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
antara keadaan sekarang dan keadaan di masa
depan.
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
semua yang terlibat
Menciptakan keyakinan dasar organisasi,
prinsip yang menjadi petunjuk bagi budaya
perusahaan
Memusatkan setiap
perilaku bersama
Menekankan
kepuasan
pelanggan,
Manajemen mutu, perbaikan mutu, perbaikan
yang
berkesinambungan,
pemberdayaan
karyawan, dan hubungan kerja sama
orang
pada
model
CORPORATE
CORPORATE
FUNCTION
FUNCTION //
DIRECTORATE
DIRECTORATE
PROFESSIONAL
PROFESSIONAL
INDIVIDUAL
INDIVIDUAL
Kemampuan
Kemampuan untuk
untuk melihat
melihat inti
inti
persoalan
persoalan
Pandangan,
Pandangan, Wawasan
Wawasan
Pengamatan,
Pengamatan, Penglihatan
Penglihatan
Arah
Arah tentang
tentang masa
masa depan
depan
Guiding
Guiding Star,
Star, Core
Core Values,
Values, Beliefs
Beliefs
••
••
VISION
••
Sense
Sense of
of beliefs,
beliefs, values
values
Sense
Sense of
of purpose
purpose
Sense
Sense of
of mission
mission
Cita-cita yang ingin diraih dalam jangka panjang,
sebagai pedoman kearah mana perusahaan
akan menuju
MISI
Misi yang akan diemban dijabarkan dalam
batasan…. bidang usaha fokus…… tujuan
berusaha……, budaya,……. korporat
TUJUAN
Tujuan-tujuan utama yang akan dicapai
dalam jangka panjang untuk memenuhi
keinginan pihak terkait (stakeholders)
SASARAN
Sasaran-sasaran yang akan
diselesaikan dalam jangka
menengah ( 5 tahun )
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
karyawan
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
tidak percaya pada pimpinan tingkat atas ?
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
mengembangkan visi baru.
Minta masukan dari kawan sekerja dan bawahan.
Bila
anda
pimpinan
yang
baru,
menyepelekan visi pimpinan lama.
di
saat
anda
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
konsumen / pelanggan (customer)
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 ?
9. Concern for employees : Are employees considered to be a valuable
asset of the firm ?
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
Mudah dipahami dengan penjelasan singkat.
GOALS
Based
Basedon
onaaneed
needto
to
accomplish
accomplish
Measured by result
Measured by result
Linear, one dimensional
Linear, one dimensional
Create focus
Create focus
Provide direction
Provide direction
Based on past experience
Based on past experience
VISION
Based
Basedon
onaaneed
needto
to
continuallyaccomplish
accomplish
continually
Goals
Goalsare
aremeasured
measuredby
by
progresstoward
towardvision
vision
progress
Holistic,
Holistic,multidimensional
multidimensional
Create
Createpurpose
purposeand
andfocus
focus
Create
Createenergy
energy
Establish
Establishnew
newpossibilities
possibilities
VISION STATEMENT :
A HYPOTHETICAL CORPORATE VISION STATEMENT
(VALUE,MISSION & GOALS) IS SHOW SYSTEMATICALLY
CUSTOMER
SERVICE
EXCELLENCE
INNOVATION
INTEGRITY
GOALI I
GOAL
GROWTH
GROWTH
GOALIIII
GOAL
QUALITY
QUALITY
GOALIII
III
GOAL
PEOPLE
PEOPLE
GOALIV
IV
GOAL
SHAREHOLDERS
SHAREHOLDERS
Ensurelong-term
long-term
Ensure
growthand
and
growth
increasemarket
market
increase
share
share
Guarantee
Guarantee
customer
customer
satisfactionthrough
through
satisfaction
continuesquality
quality
continues
improvement
improvement
Increase
Increase
productivityand
and
Achieveaatotal
total
productivity
Achieve
opportunitythrough
through return
returninintop
topquartile
quartile
opportunity
improvedtraining
training
ourindustry
industry
improved
ofofour
andcommunication
communication
and
COMPONENT OF A MISSION
STRATEGIC
INTENT
Vision of what you
want to be
MISSION
Objective and
Strategy
DISTINCTIVE
COMPETENCES
Core skills
MARKET
DEFINITION
Customer targets,
need and wants
COMPETITIVE
POSITIONING
Differential
advantage
Vision
Vision
simple,Compelling,
Compelling,Broadly
Broadlyunderstood
understooddescription
descriptionof
ofwhat
whatthe
the
AAsimple,
enterprise
enterprise
aspiresto
tobecome
become
aspires
Capabilities
The Skills,
Knowledge
and
relationships
required to
achieve the
vision
Processes
The Work Capabilities
that
Transform Capabilities
into
Customer value
Capabilities
The Skills,
Knowledge
and
relationships
required to
achieve the
vision
Infrastructure
Infrastructure
Theshared
sharedresources
resources(people,
(people,money,
money,information,
information,physical
physicalplant)
plant)that
that
The
supportall
allenterprise
enterpriseactivities
activities
support
Political
Factors
Economic Factors
NEW
ENTRANTS
Threat of entry
Cultural
Factors
INDUSTRY
COMPETITORS
RIVALRY
Resource
Bargaining Power
SUPPLIERS
Bargaining Power
Government
BUYERS
Control & regulation
Threat of substitution
SUBSTITUTES
Demographic
Factors
STRATEGIK GENERIK
UNIK
DIFERENSIASI
TERFOKUS
PRODUK
STD
KEUNGGULAN
BIAYA
MENYELURUH
SEMUA
FOKUS BIAYA
PASAR
TERTENTU
STRATEGI KEUNGGULAN
BIAYA MENYELURUH IMPLIKAS
I
STRATEGI
MENGEMBANGKAN
KEUNGGULAN
HARGA
BERSAING BEBAS
•Volume besar
•Standarisasi
•Intensitas biaya
•Rekayasa proses
•Pengendalian
biaya
•Kurva pengalaman
•Sumber dana
•Pasar luas
•Ancangan
pemasaran
•Distribusi
•promosi
STRATEGI DIFERENSIASI
IMPLIKASI
STRATEGI
•Litbang
•Skilled labor
•Intangible value
•Citra merk
MENGEMBANGKAN
KEUNIKAN
BERSAING BEBAS
•Pasar luas
•Ancangan
pemasaran
•Kerjasama
Distribusi
•Promosi, citra dan
reputasi
STRATEGI DIFERENSIASI
TERFOKUS
IMPLIKASI
STRATEGI
MEMENUHI KEBUTUHAN
SEGMEN PASAR
TERTENTU
MENGEMBANGKAN
KEKHASAN PRODUK
•Pasar selektif
•Informasi pemasaran
•Customer relationship
•Distribusi selektif
•Promosi selektif
•Kurva pengalaman
•Sumber dana
•Litbang
•Skilled labor
•Intangible value
•Citra merk
STRATEGI FOCUS BIAYA
IMPLIKASI
STRATEGI
MEMENUHI KEBUTUHAN
SEGMEN PASAR
TERTENTU
DENGAN PRODUK
STANDAR
Pasar terlalu
sempit untuk
menyediakan
keungulan biaya
Produk harus
dapat memuaskan
kebutuhan pasar
yang spesifik
The
The act
act of
of designing
designing the
the company
company offer
offer
so
so that
that itit accupies
accupies aa distinct
distinct and
and valued
valued
place
place in
in the
the target
target customer’s
customer’s minds.
minds.
DIFFERENTIATION
DIFFERENTIATION
is
is the
the act
act of
of designing
designing aa set
set of
of meaningful
meaningful
differences
differences to
to distinguish
distinguish the
the company’s
company’s offer
offer
from
from competitor
competitor offers.
offers.
DIFFERENTIATION
SERVICES
•Features
•Performance
•Conformanc
e
•Durability
•Reliability
•Style
•Design
•Delivery
•Installation
•Customer
training
•Consulting
service
•Repair
PERSONNEL
•Expertise
•Courtesy
•Credibility
•Reliability
•Responsivenes
s
•Clarity
CHANNELS
•Coverage
•Expertise
•Performanc
e
IMAGES
•Symbols
•Media
•Atmosphere
•Events
PERUBAHAN PADA INTENSITAS
PERSAINGAN INDUSTRI
PENDATANG
BARU
PEMASOK
PEMBELI
SUBSTITUSI
INDUSTRY ANALYSIS FOR THE MOTOR
CYCLE INDUSTRY IN TAIWAN
•Moderate capital
requirement
•Easy access to
distribution channels
•Common technology
•Low switching costs
•High brand recognition
Bargaining power of key
suppliers
(rubber tire, electric parts,
paint, matrices)
•Few qualified suppliers
•Significant switching
costs
•No available substitutes
L M H
x
x
x
CONTRIBUTION TO THE
ATTRACTIVENESS OF THE
INDUSTRY
Code :
H = high attractiveness
M = Medium
attractiveness
L = Low attractiveness
L M H
x
x
x
x
x
Rivalry among competitor
L M H
•Lack of product
differentiation
•Slowdown in industry
growth
•Low switching cost
•Chronic overcapacity
x
x
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
x
x
Bargaining power of buyer
L M H
•Fragmented market
•Threat of backward
integration nil
•Small purchase volume
x
x
x
L M H
x
Overall industry
attractiveness : Low
x
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
Ada kesempatan forward integration
ANCAMAN PRODUK SUBSTITUSI BESAR
BILA :
◦ Ada produk yang dapat berfungsi sama
◦ Perkembangan teknologi cepat
◦ Harga produk substitusi bersaing
◦ Tidak ada biaya pengalihan
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
◦ Ada kesempatan backward integration
HAMBATAN MASUK BESAR APABILA :
Skala ekonomis
Diferensiasi produk/jas
Kebutuhan modal tinggi, untuk
◦
◦
◦
◦
Keuggulan relatif
◦
◦
◦
◦
◦
Aktiva tetap
Kebijakan kredit
Litbang
Kerugian pada tingkat awal
Teknologi / paten
Konsesi atas bahan baku
Lokasi yang menguntungkan
Subsidi pemerintah
Kurva pengalaman
Akses pada saluran distribusi
Kebijakan Pemerintah
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
Hambatan keluar dari industri tinggi
THE VALUE CHAIN
SUPPORT
ACTIVITIES
HUMAN RESOURCES MANAGEMENT
M
AR
G
TECHNOLOGY DEVELOPMENT
IN
PROCUREMENT
OUTBOUND
LOGISTICS
MARKETING
& SALES
PRIMARY ACTIVITIES
IN
OPERATIONS
M
A
R
G
INBOUND
LOGISTICS
SERVICE
UNIQUE PRODUCT
FEATURES, FAST NEW
PRODUCT DEVELOPMENT
DESIGN FOR RELIABILITY /
SERVICEABILITY
BUYER BUILD CORPORATE REPUTATION MIS
THAT SUPPORTS INNOVATION AND
RESPONSIVENESS TO CUSTOMER NEED
THROUGH CLOSE INTERNAL COORDINATION
INFRASTRUCTURE ACTIVITIES
SUPPORT
TRAINING THAT
SUPPORTS GOALS AND
RESEARCH, DEVELOPMENT, DESAIGN
ACTIVITY
RESPONSIVENESS.
HUMAN RESOURCE DEVELOPMENT
INCENTIVES THAT ARE
DEALER
SUPPORT
MATERIALS
WAREHOUSING
PRODUCTION
&
DISTRIBUTION
&
&
CUSTOMER
MARKETING
SERVICE
HOLDING
IN
ACTIVITY
HOLDING,
CONSISTENT WITH
SALES
G
AR
PRIMARY
INVENTORY,
M
PURCHASING,
DEFFERENTIATION
GOALS DEVELOPING
COMMITMENT TO
CUSTOMER SERVICE
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
TRAINING FOR
CUSTOMERS
FAST, RELIABLE REPAIRS
AVAILABILITY OF SPARE
PARTS.
TRAINING FOR DEALERS
CUSTOMER CREDIT
DUPONT’S COMPETITIVE ADVANTAGE :
SOURCE OF COST LEADERSHIP
FIRM
INFRASTRUCTURE
HISTORY AND TRADITION OF DUPONT IN
PLASTIC AND MATERIALS
HUMAN
MANAGEMENT
RESOURCES
PATERNAL CULTURE
GUARANTEES SECURITY,
ATTRACTS HIGHEST-QUALITY
SCIENTISTS
TECHNOLOGY
DEVELOPMENT
BEST POLYMER R & D
GLOBAL SCALE R & D/
TECHNOLOGY
PROCUREMENT
BEST TRAINING, INTEGRATING
SALES AND TECHNICAL SERVICE
EXTENSIVE COMMITMENT TO
PROCESS DEVELOPMENT.
RECOGNIZED R & D OF CUSTOMERS
MANUFACTURING SERVICE
LOWESTCOST RAW
MATERIALS
Direct
supply
QUALITY IMAGE
Largest
Quality
Extensive
Strong
scale
image.
warehouse
sales
economist
Horizontal
network
force
integration
Highest
of
Rapid
product
marketing
delivery
physical
with other
guaranteed
property
Du Pont
SBUs
INBOUND OPERATIONS OUTBOUND MARKETING
LOGISTICS
LOGISTICS
SALES
Replacement
guaranteed
Best customer
process training
Highest
technical
service
coverage
SERVICE
GE’S COMPETITIVE ADVANTAGE :
SOURCE OF DIFFERENTIATION
FIRM
INFRASTRUCTURE
TOP MANAGEMENT SUPPORT (WELCH IS CEO)
HUMAN
MANAGEMENT
RESOURCES
SUPER TRAINING
TECHNOLOGY
DEVELOPMENT
BEST ALLOY
TECHNOLOGY
USE OF COMMISSION SALES
INCENTIVES
MARGIN
BEST APPLICATION ENGINEERING
SUPPORT
BEST MARKET RESEARCH
EXCELLENT PRODUCT
POSITIONING
PROCUREMENT
High-quality
production
Flexible
delivery
Excellent
comforman- capability
ce to
specification
INBOUND OPERATIONS OUTBOUND
LOGISTICS
LOGISTICS
Extensive
advertising
High sales
force
coverage
Strong
Strong
focus on
personal
high-growth relationship
areas
Extensive
credit
MARKETING SALES
Easy-to-use
products
Extersive
training of
customer
SERVICE
MARGIN
VALUE CHAIN FOR AT & T
FIRM
INFRASTRUCTURE
NATIONWIDE PRESENCE
• LIFETIME
EMPLOYMENT
• IN-HOUSE
CAREER
DEVELOPMENT
• ATTRACTS TOP
SCIENTIST
HUMAN
RESOURCES
MANAGEMENT
• RECRUIT
COMPUTER
EXECUTIVES
• HEAVY
EMPHASIS
ON INHOUSE
TECHNICAL
TRAINING
MARGIN
• OWNS
MANUFACTURING
TECHNOLOGY
BRANCH
DEVELOPMENT (WESTERN
ELECTRIC
• HIGHESTQUALITY
NETWORK
PROCUREMENT
• HIGHESTQUALITY OF
EQUIPMENT
THROUGH HEAVY
CAPITAL
EXPENDITURE
• SIMILAR
COMMUNICATION
STANDARDS
NATION WIDE
INBOUND
LOGISTICS
OPERATIONS
• NEW
EMPHASIS ON
MARKETING
(STILL WEAK)
• HIGH NAME
RECOGNITION
• LONG-TERM
RELATIONSHIP
WITH CLIENT
OUTBOUND
LOGISTICS
MARKETING
AND SALES
• PROMPT AND
HIGHQUALITY
SERVICE
SERVICE
MARGIN
VALUE CHAIN FOR A TOUR
OPERATOR
OFFICE SERVICES
INFORMATION TECHNOLOGY MANAGEMENT
HUMAN RESOURCES MANAGEMENT
FINANCIAL MANAGEMENT AND CONTROL
Suppliers
Tour Operator
Firm
Sales an
Operations
• Reservations &
view data
• Invoicing and
statements
• Cash collection
• Ticketing
Customer Services
• Airport
representatives
• Resort
representative
• Customer
relations
IN
Airlines,
Hotels, Car
Hire
Marketing
• Brochure
distribution
• Advertising
• Agency sales
support
• Commission
negotiating
• Promotions, POS
M
A
R
G
PRIMARY
ACTIVITIES
Product
Development
• Planning &
development
• Hotel
accommodation
contracting
• Flight allocation
• Car hire
contracting
• Database creation
• Brochure
production
IN
RG
MA
SUPPORT
ACTIVITIES
• manifests
Travel Agents
Channel
Holidaymaker
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-tomarket 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
developments to relevant
employees
THE TREE STEP APPROACH FOR
IN-BOUND LOGISTICS
PERFORMANCE
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
MEASUREMENT AND
INFORMATION ISSUES
• Need for progress
reporting on
improvement projects
• Inner-unit comparisons
(intra group
benchmarking)
• Performance measures
applied to incoming
quality
ADALAH SEBUAH SISTEM MANAJEMEN YANG DAPAT
DIGUNAKAN UNTUK MENGARAHKAN SEGENAP
ENERGI,KEMAMPUAN, PENGETAHUAN DAN KETERAMPILAN
YANG DIMILIKI PARA PEKERJA DI DALAM SEBUAH
PERUSAHAAN BAGI PENCAPAIAN TUJUAN STRATEGIS
JANGKA PANJANG
" Untuk berhasil
secara finansial,
apa yang harus
kita perlihatkan
kepada para
pemegang
saham kita ?"
" Untuk
mewujudkan visi
kita, apa yang
harus kita
perlihatkan
kepada para
pelanggan kita ?"
FINANCIAL
PELANGGAN
VISI
DAN
STRATEGI
Pembelajaran dan Pertumbuhan
" Untuk
mewujudkan visi
kita, bagaimana
kita memelihara
kemampuan kita
untuk berubah
dan meningkatkan
diri ?"
" Untuk
menyenangkan
para pemegang
saham dan
pelanggan kita
proses bisnis
apa yang harus
kita kuasai
dengan baik?"
PROSES BISNIS
INTERNAL
Memperjelas dan
menerjemahkan Visi dan
Strategi
Memperjelas misi
Menghasilkan konsensus.
Mengkomunikasikan dan
Mengkomunikasikan dan
Menghubungkan
Menghubungkan
Mengkomunikasikan dan
mendidik
Mengkomunikasikan dan
mendidik tujuan
Menetapkan
Menetapkan
tujuandengan
Mengaitkan
imbalan
ukuran
Mengaitkan
imbalan dengan
kinerja-tonggak.
ukuran kinerja-tonggak.
Balanced
Scorecard
Merencanakan dan Menetapkan
Merencanakan
dan Menetapkan
Sasaran
Menetapkan
sasaran
Sasaran
Menetapkan
Memadukan inisiatifsasaran
strategis
Memadukan inisiatif
strategis
Mengalokasikan
sumber
daya
Mengalokasikan sumber
daya
Menetapkan
tonggak tonggak
Menetapkan
tonggak penting
tonggak penting
Umpan Balik dan Pembejaran
Umpan Balik dan Pembejaran
Strategis
Strategis
Mengartikulasikan visi
bersama
Mengartikulasikan visi
bersama umpan balik
Memberikan
strategis
Memberikan umpan balik
strategis tinjauan ulang
Memfasilitasi
dan
Memfasilitasi
tinjauan
ulang
pembelajaran
strategi
dan pembelajaran strategi
Balanced Scorecard sebagai suatu
kerangka kerja tindakan strategis
Finansial
ROCE
Pelanggan
LOYALITAS
PELANGGAN
PENYERAHAN
TEPAT WAKTU
Proses Internal
/Bisnis
Pembelajaran &
Pertumbuhan
PROSES
WAKTU
SIKLUS
PROSES
MUTU
KEAHLIAN
PEKERJA
PANGSA
PANGSA
PASAR
PASAR
AKUISISI
AKUISISI
PELANGGAN
PELANGGAN
PROFITABILITAS
PROFITABILITAS
PELANGGAN
PELANGGAN
RETENSI
AKUISISI
RETENSI
AKUISISI
PELANGGAN
PELANGGAN
PELANGGAN
PELANGGAN
KEPUASAN
KEPUASAN
PELANGGAN
PELANGGAN
PERSPEKTIF PELANGGAN - UKURAN UTAMA
MODEL GENERIK
NILAI
NILAI
=
FUNGSIOFUNGSIONALITAS
NALITAS
ATRIBUT PRODUK / JASA
ATRIBUT PRODUK / JASA
MUTU
MUTU
HARGA
HARGA
+
CITRA
CITRA
+
HUBUNGAN
HUBUNGAN
WAKTU
WAKTU
PROPOSAL NILAI PELANGGAN
ATRIBUT PRODUK / JASA
ATRIBUT PRODUK / JASA
Penawaran
Beragam
Bebas
Kesalahan
CITRA
CITRA
Pelayanan
tak tercela
Terampil
HUBUNGAN
HUBUNGAN
Konvenien
UKURAN STRATEGIS
Indeks Kegagalan Layanan
Waktu Pemenuhan Permintaan
UKURAN PELANGGAN UTAMA
Survei Pelanggan "sangat puas"
Pangsa Pasar
Akuisisi pelanggan Baru
Retensi Pelanggan
PROPOSAL NILAI
Penasehat
Responsif
ATRIBUT PRODUK
ATRIBUT PRODUK
Manfaat
Harga
Mode dan
Disain
CITRA
CITRA
Mutu
Citra Merek
UKURAN STRATEGIS
- Harga
eceran ratarata per unit
- Transaksi
per toko
- Mark up
- Tingkat
Pengembalian
- Tingkat
pertumbuhan
Barang Sasaran
- Pangsa Pasar
(barang utama)
HUBUNGAN
HUBUNGAN
Ketersediaan
- Persediaan
Habis
(%)(barang
utama)
Pengalaman
Berbelanja
- Pembeli
Misterius
- Premium untuk
Label tertentu
UKURAN PELANGGAN UTAMA
- Loyalitas Pelanggan
( pertumbuhan pembelian tahunan)
- Kepuasan pelanggan
(survei)
PROPOSAL NILAI PELANGGAN - KENYON STORES
ATRIBUT PRODUK
ATRIBUT PRODUK
Fungsionalitas
Mutu
Harga
Waktu
UKURAN STRATEGIS
- Keamanan
- Jasa Teknik
- Revisi minimum - Waktu
prosedur yg
Terpakai
diajukan
- Mutu dan
Kesadaran
Kinerja
- Pengajuan
Prosedur
- Keinovatifan yang tepat
waktu
yang
- Nilai Uang
- Standar
peralatan yang
tersedia
- Ketepatan
waktu
menguarangi
biaya
CITRA
CITRA
HUBUNGAN
HUBUNGAN
Manajemen
Profesional
Hubungan
- Kejujuran dan
keterbukaan
kontraktor
- Fleksibilitas
- Daya Tanggap
Kontraktual
- Kerjasama/
Semangat Tim
- Mutu Personalia
- Mutu Produksi
PROPOSAL NILAI PELANGGAN (TIER I)- ROCKWATER
Proses inovasi
Kebutuhan
pelanggan
diIdentifikasi
Proses Operasi
Ciptakan
Produk /
Jasa
Bangun
produk
/ jasa
Proses
Layanan
Purna jual
Luncur
kan
produk
/jasa
Layani
Pelanggan
PERSPEKTIF PROSES BISNIS INTERNAL –
MODEL RANTAI NILAI GENERIK
Kebutuhan
pelanggan
terpuaskan
Proses inovasi
Kebutuhan
pelanggan
diIdentifikasi
Ciptakan
Produk /
Jasa
Proses Operasi
Bangun
produk
/ jasa
Luncur
kan
produk
/jasa
Proses
Layanan
Purna jual
Layani
Pelanggan
PERSPEKTIF PROSES BISNIS INTERNAL –
PROSES INOVASI
Kebutuhan
pelanggan
terpuaskan
Proses inovasi
Kebutuhan
pelanggan
diIdentifikasi
Ciptakan
Produk /
Jasa
Proses Operasi
Bangun
produk
/ jasa
Luncur
kan
produk
/jasa
Proses
Layanan
Purna jual
Layani
Pelanggan
PERSPEKTIF PROSES BISNIS INTERNAL –
PROSES OPERASI
Kebutuhan
pelanggan
terpuaskan
Proses inovasi
Kebutuhan
pelanggan
diIdentifikasi
Kenali
Pasar
Proses Operasi
Ciptakan
Produk /
Jasa
Bangun
produk
/ jasa
Luncur
kan
produk
/jasa
Proses
Layanan
Purna jual
Layani
Pelanggan
PERSPEKTIF PROSES BISNIS INTERNAL –
LAYANAN PURNA JUAL
Kebutuhan
pelanggan
terpuaskan
SCORECARD INTERNAL
DAN BAGIAN-BAGIAN YANG TERKAIT-KENYON STORES
FINANSIAL
PERTUMBUHAN
PERTUMBUHAN
YANG
YANG
MENGUNTUNGKAN
MENGUNTUNGKAN
PENINGKATAN
PENINGKATAN
PENETRASI
PENETRASI
PRODUKTIVITAS
PRODUKTIVITAS
PELANGGAN
Merek
Merek
Citra Merek
Citra Merek
Atribut Produk
Atribut Produk
Mode dan Desain
Mode dan Desain
Mutu dan
kecocokan
Mutu dan
kecocokan
Hubungan Pelanggan
Hubungan Pelanggan
- Pengalaman
- Pengalaman
Berbelanja
Berbelanja
- Ketersediaan
- Ketersediaan
Kepemimpinan Mode
Kepemimpinan Mode
Yang pertama ke
pasar
Yang pertama ke
pasar
Pendapatan dari
kategori
Pendapatan
baru dari
kategori baru
Kepemimpinan dalam
Kepemimpinan
dalam
mendapatkan
pemasok
mendapatkan pemasok
Pengembalian
barang
Pengembalian
karena mutu
barang
karena mutu
yang
buruk
yang buruk
Kinerja vendor
Kinerja vendor
Pengalaman Berbelanja
Pengalaman
Berbelanja
yang
mengesankan
yang mengesankan
- Pembeli misterius
- Pembeli misterius
ketersediaan Barang
ketersediaan
Barang
dagangan
dagangan
- % Persediaan
- % Persediaan
habis(item-item
habis(item-item
tertentu)
tertentu)
- Perputaran
- Perputaran
persediaan
persediaan
INTERNAL
Mananejemen Merek
Mananejemen Merek
- Pangsa Pasar
- Pangsa Pasar
(Kategori Sasaran)
(Kategori Sasaran)
- Pengenalan Merek
- Pengenalan Merek
- Rekening Baru
- Rekening Baru
SCORECARD INTERNAL DAN BAGIAN-BAGIAN TERKAITPIONEER PETROLEUM
Ukuran Finansial
Penjualan Kotor (vs.
Pesaing)
Mutu Pertumbuhan
Mutu Pertumbuhan
Pendapatan
Pendapatan
Ukuran Pelanggan
Pelanggan Segmen
Peringkat Pembeli
Misterius
Ukuran Internal
Investasi Kedalam
Pengembangan
Produk/Jasa Baru
Tingkat Penerimaan
Penyalur atas
Program-program
Baru
Tingkat
Pengembalian
Investasi Produk
Baru
Kepuasan
Kepuasan
Pelanggan
Pelanggan
Atribut Produk/
Jasa
Atribut Produk/
Jasa
Citra
Citra
Pengalaman
Membeli
Pengalaman
Membeli
Mengembangkan
Mengembangkan
Produk dan Jasa
Produk dan Jasa
Layanan inovatif
berdasarkan
Layanan inovatif
berdasarkan
kebutuhan
kebutuhan
pelanggan
pelanggan
peningkatan
Aditif
peningkatan
BBM
Aditif BBM
Jaminan Mutu
Produk
Jaminan Mutu
Produk
Memahami
Pelanggan
Mengembangkan
Mengembangkan
Penyalur
Penyalur
Profitabilitas
Penyalur
Profitabilitas
Penyalur
Meningkatkan
Mutu
Meningkatkan
Penyalur
Mutu Penyalur
Meningkatkan
Nilai
Meningkatkan
Waralaba
Nilai Waralaba
Mengembangkan
Mengembangkan
Penyalur
Penyalur
Program Mutu
Penyalur
Program Mutu
Penyalur
Program seleksi
Penyalur
Program seleksi
Penyalur
Memahami
Penyalur
Laba Kotor
(vs potensial)
Laba Penyalur
(vs potensial)
Survei Penyalur
Laba Potensial per
Stasiun Penyalur
Indeks Mutu
Penyalur
Tingkat Perbaikan
Mutu
KERANGKA KERJA UKURAN PEMBELAJARAN
DAN PERTUMBUHAN
Ukuran Inti
HASIL
HASIL
POTENSI
POTENSI
PEKERJA
PEKERJA
PRODUKTIVITAS
PRODUKTIVITAS
PEKERJA
PEKERJA
KEPUASAN
KEPUASAN
PEKERJA
PEKERJA
Faktor yang
Mempengaruhi
Komponen Staff
Komponen Staff
Infrastuktur
Infrastuktur
Teknologi
Teknologi
Iklim Untuk
Iklim Untuk
Bertindak
Bertindak
MENERJEMAHKAN TUJUAN PELANGGAN KEDALAM PRIORITAS INTERNAL
Tujuan Pelanggan
Teknologi
Teknologi
Inovatif
Inovatif
Hubungan
Hubungan
Nilai
Nilai
Tambah
Tambah
Mutu
Mutu
Harga
Harga
Rendah
Rendah
Perspektif
Internal
Meningkatkan
Meningkatkan
Pemahaman
Pemahaman
Pasar
Pasar
Mengurangi waktu
Mengurangi waktu
Perkenalan
Perkenalan
Produk Baru
Produk Baru
Memperbaiki
Memperbaiki
pengembangan
pengembangan
Akuntansi
Akuntansi
Operasi
Operasi
Tanpa
Tanpa
Cacat
Cacat
Biaya
Biaya
Terendah
Terendah
EMPAT HAMBATAN PELAKSANAAN STRATEGI
1. Visi Dan Strategi Tidak “ Actionable”
Strategi
StrategiDan
DanVisi
Visi
Anggaran
2. Strategi Tidak
Terkait Dengan
Tujuan Tim
Departemental Dan
Perorangan
Perencanaan
Keuangan Dan
Alokasi Modal
Tinjauan
Tinjauan
Bulanan/EIS
Bulanan/EIS
4. Umpan Balik Yang
Taktis Bukan Strategis
2. Strategi Tidak Terkait Dengan Alokasi
Sumber Daya
MENGELOLA STRATEGI
•Strategi adalah titik acuan bagi proses manajemen
keseluruhan
•Visi bersama adalah fondasi bagi pembelajaran
strategis
Mengklarifikasi
Mengklarifikasi
Dan
Dan
Menterjemahkan
Menterjemahkan
Visi
VisiDan
DanStrategi
Strategi
Balanced
Scorecard
•Adanya Keselarasan
Tujuan Dari Atas Ke
Bawah
•Pendidikan Dan
Komunikasi Terbuka
Tentang Strategi Adalah
Dasar Bagi
Pemberdayaan Pekerja
•Kompensasi Dikaitkan
Dengan Strategi
UmpanBalik
BalikDan
Dan
Umpan
Pembelajaran
Pembelajaran
Strategis
Strategis
Perencanaan Dan
Penetapan Target
•Target Yang Ambisius Ditetapkan Dan
Diterima
•Inisiatif Strategis Diidentifikasi Secara Jela
•Investasi Ditentukan Oleh Strategi
•Anggaran Belanja Tahunan Dikaitkan
Dengan Program Jangka Panjang
•Sistem Umpan Balik
Digunakan Untuk
Menguji Berbagai
Hipotesis Yang
Mendasari Strategi
•Pemecahan Masalah
Tim
•Pengembangan Strategi
Adalah Sebuah Proses
Yang
Berkesinambungan
Model Organisasi-Industri (Industrial-Organization atau
I/O)
Model berbasis sumber daya (Resource-Based View atau
R