Distinctive Strategic Management Modul ke:
Fakultas
Pasca Sarjana Program Studi
Magister Manajemen www.mercubuana.ac.id
• Nature of Strategic Management • Stages of Strategic Management • Internal and External Assessment • Strategic Management Model Dr. Dewi Nusraningrum, S.Sos, M.Si.
Capaian Pembelajaran Mahasiswa menguasai Teori Distinctive Strategic Management serta mampu menganalisis pengaruhnya dan mengaplikasikan terhadap Organisasi
Referensi Utama 1. Wheelen, Thomas L. and Hunger, J. David (2010), Strategy Management and Business Policy, Twelfth Edition. 2. Fred , David R.(2010), Strategic Management Concepts and Cases, Thirteen Edition. 3. Hitt, Ireland and Hoskisson (2013), Strategic Management Consepts and Cases, Prentice Hall
Tambahan Referensi 1. Triton, PB (2007) . Manajemen Strategis. Terapan Perusahaan dan Bisnis. Penerbit Tugu. Jogjakarta. 2. Gaspersz, Vincent (2012). All in One Strategic Management. 20 Concepts, Models and Key Analyses in Strategic Management. Penerbit Vinchristo Publication. Bogor 3. Umar, Husein (2005). Strategic Management in Action. PT. Gramedia Pustaka Utama 4. Kadir, Abdul Wahab Abdoel (2007). Manajemen Strategik. Pramita Press, Banten.
Sub bahasan 1: Nature of Strategic Management
Prime Task of Strategic Management
Peter Drucker: -- Think through the overall mission of a business. Ask the key question: “What is our Business?”
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Ch 1 -6
Integrating Intuition and Analysis
Proses manajemen strategis mencoba untuk mengatur informasi kuantitatif dan kualitatif dalam kondisi ketidakpastian.
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Ch 1 -7
Integrating Intuition and Analysis Intuisi berdasarkan: – Pengalaman masa lalu – Pertimbangan – Perasaan
Intuisi bermanfaat untuk pembuatan keputusan: Kondisi ketidakpastian yang besar Kondisi dengan sedikit preseden
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Ch 1 -8
Integrating Intuition & Analysis Intuisi & Pertimbangan
Melibatkan semua level manajemen
Mempengaruhi semua analisis
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Ch 1 -9
Integrating Intuition & Analysis Berpikir Analitik
Berpikir Intuitif
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Ch 1 -10
Adapting to Change
Organisasi harus memonitor peristiwa • Proses yang sedang berjalan • Peristiwa Internal dan eksternal • Perubahan waktu
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Ch 1 -11
Strategic Management is Gaining and Maintaining Competitive Advantage
“Anything that a firm does especially well compared to rival firms”
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Ch 1 -12
Achieving Sustained Competitive Advantage 1. Beradaptasi dengan perubahan tren eksternal, kapabilitas internal dan sumber daya
2. Merumuskan, melaksanakan & mengevaluasi strategi secara efektif
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Ch 1 -13
Adapting to Change Tingkat dan besarnya perubahan meningkat secara dramatis E-commerce Demographics Technology Copyright 2007 Prentice Hall
Ch 1 -14
Adapting to Change Adaptasi efektif
Membutuhkan fokus jangka panjang
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Ch 1 -15
Sub bahasan 2: Stages of Strategic Management
Stages of Strategic Management
Strategy formulation
Strategy implementation
Strategy evaluation
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Stages of Strategic Management • Strategy formulation – termasuk mengembangkan visi dan misi, mengidentifikasi peluang eksternal organisasi dan ancaman, menentukan kekuatan dan kelemahan internal, menetapkan tujuan jangka panjang, menghasilkan strategi alternatif, dan memilih strategi tertentu untuk mengejar
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Strategy Formulation Memutuskan bisnis baru apa yang perlu untuk masuk, Bisnis apa yang perlu ditinggalkan, Bagaimana mengalokasikan sumber daya, Apakah untuk memperluas operasi atau diversifikasi, Apakah untuk memasuki pasar internasional, Apakah untuk bergabung atau membentuk usaha patungan, • Bagaimana menghindari pengambilalihan musuh pesaing. • • • • • •
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Stages of Strategic Management • Strategy implementation – membutuhkan perusahaan untuk menetapkan tujuan tahunan, menyusun kebijakan, memotivasi karyawan, dan mengalokasikan sumber daya sehingga strategi yang dirumuskan dapat dilaksanakan – sering disebut aksi panggung
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Stages of Strategic Management • Strategy evaluation – meninjau faktor eksternal dan internal yang merupakan dasar untuk strategi saat ini, mengukur kinerja, dan mengambil tindakan korektif
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Stages of Strategic Management • Formulasi strategi, implementasi, dan evaluasi kegiatan terjadi pada tiga tingkat hirarki dalam organisasi besar: perusahaan, divisi dan unit bisnis strategis, dan fungsional • Manajemen strategis membantu fungsi perusahaan sebagai tim yang kompetitif
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Sub bahasan 3: Internal and External Assessment
Internal Assessment The biggest levers you’ve got to change a company are strategy, structure, and culture. If I could pick two, I’d pick strategy and culture. – Wayne Leonard, CEO, Entergy
Weak leadership can wreck the soundest strategy. – Sun Zi
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Ch 4 -24
The Nature of an Internal Audit Functional Areas of Business -- Strengths -- Weaknesses
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Ch 4 -25
Nature of an Internal Audit Basis for Objectives & Strategies
• Internal strengths/weaknesses • External opportunities/threats • Clear statement of mission
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Ch 4 -26
Key Internal Forces Functional Business Areas: Vary by organization Divisions have differing strengths & weaknesses
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Ch 4 -27
Key Internal Forces Distinctive Competencies: Kekuatan perusahaan yang tidak dapat dengan mudah dicocokkan atau ditiru oleh pesaing
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Ch 4 -28
Key Internal Forces Distinctive Competencies: Membangun keunggulan kompetitif melibatkan mengambil keuntungan dari kompetensi khas/unik
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Ch 4 -29
Key Internal Forces Distinctive Competencies: Strategi yang dirancang untuk memperbaiki kelemahan perusahaan dan beralih ke kekuatan
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Ch 4 -30
Internal Audit Parallels process of external audit
•Information from: •Management •Marketing •Finance/accounting •Production/operations •Research & Development •Management information Systems
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Ch 4 -31
Internal Audit
Keterlibatan dalam melakukan audit strategis manajemen internal menyediakan kendaraan untuk memahami secara alami dan pengaruh keputusan di bidang bisnis fungsional lainnya dari perusahaan
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Ch 4 -32
Internal Audit Key to Organizational Success Koordinasi dan pemahaman di antara para manajer dari semua bidang fungsional
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Ch 4 -33
Internal Audit Functional Relationships Jumlah dan kompleksitas meningkat relatif terhadap ukuran organisasi
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Ch 4 -34
Internal Audit Financial Ratio Analysis Mencontohkan kompleksitas hubungan antar bidang fungsional bisnis
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Ch 4 -35
External Assessment It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. – Charles Darwin
Nothing focuses the mind better than the constant sight of a competitor who wants to wipe you off the map. – Wayne Calloway, Former CEO, PepsiCo Copyright 2005 Prentice Hall
Ch 3 -36
External Strategic Management Audit
-- Environmental Scanning -- Industry Analysis
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Ch 3 -37
External Strategic Management Audit
Identify & Evaluate factors beyond the control of a single firm – Increased foreign competition – Population shifts – Information technology
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Ch 3 -38
External Strategic Management Audit
Purpose of External Audit – Identify • Opportunities • Threats
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Ch 3 -39
Key External Forces
•Economic forces •Social, cultural, demographic & environmental forces •Political, governmental & legal forces •Technological forces •Competitive forces Copyright 2005 Prentice Hall
Ch 3 -40
Key External Forces & the Organization
Key External Forces
Competitors Suppliers Distributors Creditors Customers Employees Communities Managers Stockholders Labor Unions Special Interest Groups Products Services
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Opportunities & Threats
Ch 3 -41
External Audit Gather competitive intelligence – • • • • • • •
Social Cultural Demographic Environmental Economic Political, legal governmental Technological
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Ch 3 -42
External Audit – Sources of Information •Internet •Libraries •Suppliers •Distributors •Customers •Competition Copyright 2005 Prentice Hall
Ch 3 -43
Performing External Audit
-- Key Factors • Vary over time • Vary by industry
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Ch 3 -44
Performing External Audit -Variables •Market share •Breadth of competing products •World economies •Foreign affiliates •Proprietary account advantages
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Ch 3 -45
Performing External Audit -Variables •Price competitiveness •Technological advancements •Interest rates •Pollution abatement
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Ch 3 -46
Performing External Audit
Long-term orientation
External Factors
Measurable Applicable to competing firms Hierarchical
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Ch 3 -47
Sub bahasan 4: Strategic Management Model
Comprehensive strategic management model External Audit
Chapter 3
Vision & Mission
Chapter 2
Long-Term Objectives
Generate, Evaluate, Select Strategies
Implement Strategies: Mgmt Issues
Implement Strategies: Marketing, Fin/Acct, R&D, CIS
Measure & Evaluate Performance
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Internal Audit
Chapter 4
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Ch 1 -49
Strategic Management Model
Strategic Management Process Dynamic & Continuous More formal in larger organizations
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Ch 1 -50
Strategic Management Model 1. Identify Existing -•
Vision
•
Mission
•
Objectives
•
Strategies
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Ch 1 -51
Strategic Management Model 2. Audit lingkungan eksternal 3. Audit lingkungan internal 4. Menetapkan tujuan jangka panjang 5. Menghasilkan, mengevaluasi dan memilih strategi 6. Menerapkan strategi yang dipilih 7. Mengukur & mengevaluasi kinerja Copyright 2007 Prentice Hall
Ch 1 -52
Terima Kasih Dr. Dewi Nusraningrum, S.Sos., M.Si.
