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seca @ 2010
STRATEGIC MANAGEMENT
MANAJEMEN STRATEGIPENGANTAR PENGERTIAN DAN PROSES
PENYEDERHANAAN OLEH :
HISKAK SECAKUSUMAIR-ITB, SE-UI, [email protected]
101010
seca @ 2010
Samurai Warriors Sony diikuti Panasonic dan
Sharp mengumumkan angka kerugian trilyunan rupiah. Harga-harga saham mereka roboh berkeping-keping. Sanyo bahkan harus rela menjual dirinya ke perusahaan China. Sharp berencana menutup divisi AC dan TV Aquos-nya. Sony dan Panasonic mem-PHK ribuan karyawan mereka. Dan Toshiba? Divisi produk televisi mereka juga mati.
Oleh :Yodhia Antariksa, Msc (2012)
What would you do, if your doctor said you have only one month to live?
seca @ 2010
Attitude towards the Future Passive
Tak peduli apa itu masa depan, kerjakan semua sebaik-baiknya sekarang. Yang penting, kita kerja keras dan makin efisien.
Reactive Kita tunggu saja perubahan yang terjadi, kita sesuaikan/adaptasi dengan keadaan
perubahan itu.
Anticipative Kita perlu mencari tahu perubahan apa yang akan terjadi, dari sumber-sumber
perubahannya. Kita harus sudah menyiapkan sarana prasarana dan ikut berubah bersama.
Proactive Menjadi pemimpin perubahan, ikut menentukan dan menciptakan perubahan, dan
menentukan standar-standar baru.
Modified from:Brown & Eisenhardt, Competing on the Edge, 1998, Chapt. 1
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seca @ 2010
StrategyIf the only tool you have is a hammer,
you treat everything like a nail.Abraham Maslow (1908 – 1970)
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An early and precise definition would help to avoid conflicting interpretations.
However, any such sharp definition of strategy would actually be misleading.
There are strongly differing opinions on most of the key issues and the disagreements run so deep that even a common definition of the term ‘strategy’ is illusive.
The conflicting views mean that strategy cannot be summarized into broadly agreed on definitions, rules, matrices and flow diagrams.
(De Witt & Meyer, 2010. Strategy, 4 th Edition)
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Drawing Game
Gambarlah sebuat bintang, yang terdiri dari garis lurus sinambung (tanpa boleh berimpit digaris yang sama).
(no more than one minute)
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FIGURE 2.1 The Strategy-Making, Strategy-Executing Process
Strategic Plan
2–6
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THE DOMAIN & FRAMEWORKS
MPro + Ma + TeGo + Phi + Sel
IE + EE+ CP + FC
PO
S + LOOS + AO + P
SLCR + Control
T & C
Strategy + Objective + Annual + PolicyBalanced Scorecard & Strategy Map*Business Strategy Diamond **
* Kaplan & Norton, 1992
** Hambrick & Fredrickson, 2001
The Process
The Content
The ContextStableDynamicTurbulentCrisis
Network LevelCorporate LevelBusiness LevelFunctional Level
For ProfitNon-ProfitGovernment
IndustryOrganizationInternational
Etc.
(Secakusuma, 2008)
The Factors to PerformanceEntrepreneurshipGovernanceLeadershipEtc.
The ToolsThe Analytical Tools:BCGNine CellsIndustry AnalysisGeneric StrategiesValue ChainScenariosEtc.
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The Theories
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seca @ 2010
The Context (versions)
Stable Dynamic (BO-strategy)
Turbulent (Scenario)
Network Level Corporate Level Business Level Functional Level
For Profit Non-Profit Government
Industry Organization International
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Life Cycle Curve Mission Focused
Parenting
State Owned Family Owned Public Owned
Controlled Ec. Emerging Ec. Developed Ec.
Etc.
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The Content Strategy + Objective + Annual + Policy Balanced Scorecard & Strategy Map* Business Strategy Diamond **
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* Kaplan & Norton, 1992** Hambrick & Fredrickson, 2001
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The Factors (1) Entrepreneurship Strategic Innovation Stakeholders Governance Leadership Growth (Smart) Off Competition (Blue Ocean) Disrupting Markets (Reverse Innovation) Business Model Lean Organization Positioning Competitive Dynamics The Channels The Conflicts The Teams The Vision The Change Mergers & Acquisitions Exiting The Failures
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The Factors (2) The Measurements Sustainable Competitive Advantage Creating Value The Emerging Markets Globalization Corporate Capabilities Differentiations (Repeatable, Sustainable) Value Based Capabilities and Routines Public Private Partnership Competing Alliances
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The Tools (Analytical and Frameworks)
BCG Nine Cells (GE, McKinsey etc.) TOWS Industry Analysis Generic Strategies Blue Ocean Value Chain Scenarios Competitive Advantage of Nations Etc.
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The Theories Industrial Organization Economics (I/O)*
Neoclassical Perfect Competition Theory (Combiners of Inputs) Bain-Mason Paradigm (Output restrainers S-C-P), Porter Schumpeter’s Response (Seekers of New Ways of Competing) The Chicago Response (Seekers of Efficiencies)
Competitive Dynamics Organizational Economics
Transaction Cost Economics, Agency Theories Stewardship Theories
Resource-Based View (RBV) The Theory of the Growth of the Firm The Knowledge-Based View Strategic Leadership and Strategic Decision Theory The Behavioral Theory of the Firm The Dynamics Capabilities
Game Theory
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*Conner, 1991.
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Strategy Formulation Framework000601
STAGE 1 : THE INPUT STAGE
STAGE 3 : THE DECISION STAGE
STAGE 2 : THE MATCHING STAGE
External FactorEvaluation (EFE)Matrix
Internal FactorEvaluation (IFE)
Matrix
CompetitiveProfile
Matrix
TOWSMatrix
BCGMatrix
SPACEMatrix
Grand StrategyMatrix
Internal-ExternalMatrix
QSPMQuantitative Strategic Planning Matrix
David, 6th Ed., 1997, Fig. 6-2
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PERNYATAAN MISI BISNISTIGA SEHAT ENAM SEMPURNA
Produk dan/atau Jasa (Products/Services, yang menyediakan nilai atau manfaat sepadan dengan harganya)
Pasar atau Konsumen (Consumers, kebutuhan segmen pasar tertentu yang akan dilayani/dipenuhi)
Andalan (Specifics, sesuatu yang menjadi andalan khusus berbisnis ini)
Tujuan (Goals, tujuan yang akan diperjoangkan untuk periode perencanaan: survival, growth, profitability)
Falsafah (Philosophy, dasar keyakinan dan nilai-nilai yang menjadi landasan kebersamaan dalam berinteraksi)
Konsep Diri (Self Consept, kompetensi dan ciri keunggulan yang diagungkan, termasuk mana intern: apakah kita ini dan ekstern: apakah citra yang kita inginkan)
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Modified from: Pearce & Robinson, Strategic ManagementAnd R. David, Strategic Management
seca @ 2010 UNIVERSITAS INDONESIA
PERNYATAAN MISI KORPORASITIGA SEHAT ENAM SEMPURNA
P P A Tujuan (Stakeholders Oriented, Measurable)
Falsafah (Philosophy, dasar keyakinan dan nilai-nilai yang menjadi landasan kebersamaan dalam berinteraksi)
Konsep Diri (Self Consept, kompetensi dan ciri keunggulan yang diagungkan, termasuk mana intern: apakah kita ini dan ekstern: apakah citra yang kita inginkan)
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120911
Modified from: Pearce & Robinson, Strategic ManagementAnd R. David, Strategic Management
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PORTER’S COMPETITIVE STRATEGY
INDUSTRY ANALYSIS
GENERIC STRATEGIES
VALUE CHAIN
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CAON
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External Environment
THE FIRM
Operating Environment(Global and Domestic)
Competitors, Creditors,Customers, Labors,
Suppliers
Industry Environment(Global and Domestic)
Entry barriers, Supplier, Buyer,Substitute, Rivalry
Remote Environment(Global and Domestic)
Economic, Social, Political, Technological, Ecological
Pearce & Robinson, 6th Ed, 1997, Fig. 3-1
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FactorEndowments
National Competitive Advantage(Porter’s Diamond)
Strategy, Structure,Rivalry
Related & Supp.Industries
DemandConditions
000524
Hill&Jones, 4th Ed, 1998, Fig. 3-8
NationalCompetitiveAdvantage
CLUSTER
seca @ 2010 UNIVERSITAS INDONESIA
Industry Analysis(Porter’s Five Forces)
Potentialentrants
Substitutes
BuyersSuppliers Rivalry amongexisting firms
Bargaining power of Bargaining power of
Threat ofnew entrants
Threat of
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Pearce & Robinson, 6th Ed, 1997, Fig. 3-4
seca @ 2010 UNIVERSITAS INDONESIA
Competitive Profile Matrix
Company Competitor 1 Competitor 2Success Factors Weight Rate Score Rate Score Rate Score
Total Weighted Score
Market SharePriceFin. PositionProduct QualityCustomer Loyaltyetc.
David, 6th Ed., 1997, Fig. 4-18
000601
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TOWS Analysis Matrix
Strenghts Weaknesses
Opportunities
Threats
S OUse strengths to
take advantage ofopportunities
David, 6th Ed, 1997, Fig. 6-3
S TUse strengths to
avoid threats
W TMin. Weaknessesand avoid threats
W OOverc. weaknessestaking advantageof opportunities
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SW
OT
seca @ 2010 UNIVERSITAS INDONESIA
BCG Growth-Share Matrix (Boston Consulting Group)
Relative Market ShareHigh Low
Hig
hLo
wIn
dust
ry G
row
th R
ate
Hill & Jones, 4th Ed., 1998, Fig. 10.1
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CFROI (Cashflow Return on Investment, BCG) Strategies for Value Creation
CFROI (%)
Size
Cost of Capital (Tolok Ukur)
Memilih Core of Business :Ide dari BCG di Jaya, 1997
* Increase CFROI* Hold CFROI, Grow Fast* Erode CFROI, Grow Faster
* Increase CFROI* Reduce Reinvestment* Divest or Liquidate
* Increase CFROI* Then Grow
NeutralSpread
BusinessNegativeSpreadBusiness
FEDC
PositiveSpread
Business
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A
B
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Value CreationPotential
High Low
Hig
hLo
wFi
tnes
s to
Mis
sion
* B E
D
C
F
Sell & Realise Value Close / Divest
Invest & Grow
Creat Value /Divest if cannot
improve
MISSION and VALUE
Memilih Core of Business :Ide dari BCG di Jaya, 1997
A
* Istilah Vision dipakai oleh BCG
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Porter’s
GENERIC STRATEGIES
Strategic AdvantageDifferentiation Low Cost
Bro
adN
arro
w/F
ocus
Stra
tegi
c Ta
rget
Differentiationin
Narrow Target
Low Costin
Narrow Target
Differentiationin
Broad Target
OverallCost
Leadership
Michael Porter’s on Competitive Strategy, Video, 1988
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Porter’s Typical Value Chain
Michael E. Porter, Competitive Advantage, 1985
Firm Infrastructure
Procurement
Technology Development
Human Resources Management
Inbound Logistic
Operation
Outbound Logistic
Marketing and Sales
Service
MarginMargin
Primary Activities
Support A
ctivities
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Decision MatrixTHE QSPM MATRIX
(The Quantitative Strategic Planning Matrix ) STRATEGIC ALTERNATIVESWeight Strategy 1 Strategy 2 Strategy 3KEY FACTORS
EXTERNAL FACTORSEconomyPolitical/Legal/GovernmentalSocial/Cultural/Demographic/Env.TechnologicalCompetitive
INTERNAL FACTORSManagementMarketingFinance/AccountingProduction/OperationResearch and DevelopmentComputer Information Systems
SUM OF WEIGHTED SCORES
David, 6th Ed, 1997, Tab. 6-5
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Evolusi Daur Industri/Produk000524
Time
Embryonic
Growth Shakeout Maturity Decline
Dem
and
Hill & Jones, 4th Ed., 1998, Fig. 3.6
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Corporate Level StrategyCorporate Level Strategy
The Parenting Fit Matrix
Henry, Understanding Strategic Management, 2nd Ed.
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GE Nine Cell Planning Grid
Invest/Grow
Harvest/DivestSelectivity
Business Strength
Strong Average Weak
Med
ium
Hig
hLo
wIndu
stry
(pro
duct
-mar
ket)
attra
ctiv
enes
s
Harvest/Divest
Harvest/Divest
Invest/Grow Invest/Grow Selectivity
Selectivity
Pearce & Robinson, 5th Ed, 1994, Fig. 8-7
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McKinsey Matrix (McKinsey & Company)
Winner Winner
Winner Loser
LoserLoser
Question Mark
Average
ProfitProducer
Hill & Jones, 4th Ed., 1998, Fig. 10.2
Competitive Position
Good Medium Poor
Medium
High
Low
Indu
stry
Attr
activ
enes
s
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Industry Attractiveness - Business Strength Matrix (McKinsey & Company and General Electric)
Pearce & Robinson, 6th Ed., 1997, Fig. 9-4
Industry Attractiveness
High Medium Low
Medium
High
Low
Bus
ines
s S
treng
thSelectiveGrowth
Grow orLet Go
Grow orLet Go
Grow orLet Go
Harvest
Harvest Divest
SelectiveGrowth
Invest
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seca @ 2010 UNIVERSITAS INDONESIA Pearce & Robinson, 6th Ed., 1997, Fig. 9-5
Stage of Market Life CycleIntroduction Growth Maturity Decline
Moderate
High
Low
Com
petit
ive
Stre
ngth
Lifecycle Portfolio Matrix
Push
Invest Aggressi
vely
Caution
Invest Selectiv
ity
Danger
Harvest
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Core Competence Agenda
MarketExisting New
New
Exi
stin
gCor
e C
ompe
tenc
e
Fill in the Blanks White Spaces
Premier plus 10 yrs Mega-opportunities
Hill & Jones, 4th Ed., 1998, Fig. 10.3
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SWOT Analysis Diagram
MajorEnvironmental
Threats
NumerousEnvironmentalOpportunities
SubstantialInternal
Strengths
CriticalInternal
Weaknesses
Pearce & Robinson, 6th Ed, 1997, Fig. 6-1
AggressiveStrategy
DiversificationStrategy
TurnaroundOrientedStrategy
DefensiveStrategy
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seca @ 2010 UNIVERSITAS INDONESIA Pearce & Robinson, 6th Ed, 1997, Fig. 8-4
Vertical IntegrationCongl. Diversification
Horizontal IntegrationConcentric DiversificationJoint Venture
TurnaroundDivest
Liquidation
ConcentratedMarket Development
Product DevelopmentInnovation
MaximizeStrength
OvercomeWeakness
ExternalResources
InternalResources
Grand Strategy Selection991122
seca @ 2010 UNIVERSITAS INDONESIA
Grand Strategy Matrix/Cluster
SlowMarket Growth
RapidMarket Growth
StrongCompetitive
Position
WeakCompetitive
Position
David, 6th Ed, 1997, Fig. 6-11Pearce & Robinson, 6th Ed, 1997, Fig. 8-5
Market PenetrationMarket DevelopmentProduct DevelopmentHorizontal IntegrationVertical IntegrationConcentric Diversification
Market PenetrationMarket Development
Product DevelopmentHorizontal Integration
DivestitureLiquidation
Concentric DiversificationHorizontal DiversificationConglomerate DiversificationJoint Venture
Concentric DiversificationHorizontal Diversification
Conglomerate DiversificationRetrenchment
DivestitureLiquidation
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SPACE Matrix (Strategic Position and Action Evaluation)
David, 6th Ed, 1997, Fig. 6-5
EnvironmentalStability
Financial Strength
IndustrialStrength
CompetitiveAdvantage
Aggressive
Competitive
Conservartive
Defensive
+1 +2 +3 +4 +5 + 6-6 -5 -4 -3 -2 -1
-1
-2
-3
-4
-5
-6
+6
+5
+4
+3
+2
+1
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McKinsey 7-S Framework
Shared Value(Culture)
Staff(Management)
Style(Leadership)
Skill(Management)
SystemsStructure
Strategy
RS
L
C
Pearce & Robinson, 6th Ed., 1997, Fig.11-1
S
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seca @ 2010 UNIVERSITAS INDONESIA Burt Nanus, Visionary Leadership, 1992, page 13
InternalEnvironment
ExternalEnvironment
FuturePresent
Direction Setter
Change Agent
Spokesperson
Coach
991129Visionary Leadership
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Strategy Rational & Instrumental Competitive Advantage Strategic Thinking Strategic Management Process Analysis, Formulation, Implementation Key Success Factors Visions, Missions, Core Values Core Ideology, Credo, Beliefs Purpose, Goals, Objectives Theory of the Business Business Models Types of Strategy Corporate Strategies Business Strategies Functional Strategies
Terminology 1(order by appearance)
• Approaches to SM• Industrial Organization (I/O)• Resource-based View (RBV)• Perspectives on SF• Design School• Learning School• Intended, Deliberate, Realized• Unrealized, Emergent• Strategic Management Framework• Resources & Capabilities• Structure & Processes• Strengths & Weaknesses• Stakeholders• General Environment• Competitive Environment• Opportunities & Threats