Kerangka Perkuliahan
Industrial Strategy and Competitiveness
Tujuan Umum Mata Kuliah: Memberikan pemahaman dasar atas pentingnya konsep strategi, strategi, khususnya dalam konteks pertumbuhan bisnis/industri dan persaingan global, maupun dalam konteks pencapaian tujuan organisasi
Tujuan Khusus Mata Kuliah: DR.Ir. DR.Ir. Dana Santoso, Santoso, MEngSc Dr. Ir. Mohammad Hamsal, M.Eng, MBA
Memberikan kemampuan dalam menganalisis posisi kompetitif korporasi, baik dari dimensi waktu maupun lingkungan. Kuliah juga akan memberikan pemahaman dasar manajerial dalam mengembangkan strategi implementasi dan pengambilan keputusan, agar tujuan korporasi dapat tercapai secara efektif dan efisien.
Pascasarjana - UMB
Kerangka Perkuliahan • Pengertian dasar korporasi. • Strategi korporasi vs. manajemen stratejik • Analisis Industri – Dasar-dasar strategi – Analisis industri – Konsep competitive advantage
• Proses Manajemen Stratejik: – Karakteristik manajemen stratejik, – Proses dan komponen strategi
• Misi Perusahaan: Formulasi & Implementasi misi
Kerangka Perkuliahan • Lingkungan Eksternal – Teknik analisis – LIngkungan industri – Faktor-faktor terkait
• Analisis Internal – – – –
Analisis SWOT Analisis value-chain Analisis sumber daya Implikasi
• Strategi dan Tujuan Jangka Panjang – – – –
Pengertian tujuan jangka panjang Strategi generik Disiplin nilai Grand strategy
lanjutan
Kerangka Perkuliahan
lanjutan
• Hitt,M.A.; Ireland,R.D. & Hoskisson R.E. (2005). Strategic Management: Competitiveness and Globalization, 6th ed., Thomson, South Western. • David, F.R. (2007). Strategic Management: Concept and cases. 11th edition. Pearson Prentice Hall. • Pearce II, J.A. & Robinson, Jr., R.B. (2007). Strategic Management: Formulation, Implementation, and control, New York, NY: McGraw-Hill/Irwin. • Thompson, A.A. & Strickland, A.J. (2004). Strategic Management. Concept and Cases. 9th ed. Irwin. • Lynch (2006) Corporate strategy, 4th ed. • Johnson, Scholes, & Whittington (2005) Exploring corporate strategy: text and cases, 7th ed.
• Strategi Bisnis – Evaluasi dan memilih strategi – Kelangsungan competitive advantage
• Implementasi – Tujuan jangka pendek – Teknik implementasi – Isu personalia
• Balanced Score Card
The Strategic Management Process
Decisions
Strategi: Keluaran yang Diharapkan Strategic Competitiveness
Involves the full set of:
Commitments
Buku Bacaan
Dicapai pada saat perusahaan berhasil memformulasi & mengimplementasi value-creating strategy.
Actions
which are required for firms to achieve:
Strategic Competitiveness Sustained Competitive Advantage Above-Average Returns
Sustained Competitive Advantage Terjadi pada saat perusahaan mengembangkan strategi yang pesaing tidak secara bersamaan mengimplementasikannya. Memberikan keuntungan diatas keuntungan rata2 perusahaan lain sejenis (jenis produk & komsumen yang sama)
Above-Average Returns Returns yang diperoleh investor yang melebihi dari harapannya bila diinvestasikan pada bidang lain dengan resiko bisnis yang sama.
Why we need Business Strategy Rapidly changing technologies, Global market, Fiercely competition environment, Nearly identical products due to common components and technology used High customer expectation Better education and more demanding customer
Strategi: Beberapa definisi Risk An investor’s uncertainty about the economic gains or losses resulting from a particular investment.
Average returns Returns equal to what an investor expects from other investments with similar amount of risk.
Strategic management process The full set of commitments, decisions and actions required for a firm to achieve strategic competitiveness and earn above average returns.
21st Century Values Flexibility Speed to market Innovation Integration Handling challenges from constantly changing conditions Hypercompetition
The Strategic Management Process
Strategic Objectives & Inputs
Strategic Competitiveness
Ch. Strategic 1: Strat. The External Mgmt. Management & Com- Environment petitiveness Strat. Mgmt . The Internal Environment & Performance
Strategic Mission & Strategic Intent
Strategy Implementation Strategic Leadership
Org. Renewal & Innovation
Org. Structure & Controls Corporate Governance
Strategic
ÅActionsÆ
Strategy Formulation Bus.-Level Strategy
Corp.-Level Strategy International Strategy
Competitive Dynamics
Acquisition & Restructuring
Cooperative Strategy
Systems View of Business Process INPUTS - FINANCIAL - HUMAN - MATERIAL - INFORMATION - TECHNOLOGY
EXTERNAL ENVIRONMENT
TRANSFORMATION PROCESS LABOR’S EFFORTS
Business Process: Different Perspective Firm Level National Level Regional and Global Level
INTERNAL ENVIRONMENT
MANAGEMENT TECHNOLOGY OPERATIONS OUTPUTS PRODUCTS/SERVICES FINANCIAL CONSEQUENCES HUMAN CONSEQUENCES
External Factors Affecting Business Process Competition Globalisation
Technology
Unions Laws
FIRM Regulations Economy Demographics Reorganisations Acquisitions
THREE LEVEL CHARACTERISATION Level 1: Process Level Level 2: Operations Level Level 3: Strategic Level Each level consists of several elements.
Level 3
Strategic Level Research and Development
Finance
Level 2
Operations Level Accounting
Legal
Level 1
SUPPLIERS
Partnerships
Process Level
Inputs
Processes
Outputs
Human Resource
Environmental
Marketing
New Technologies
Socio/Political
What is Strategy?
Planning
CUSTOMERS
An integrated and coordinated set of commitments & actions designed to exploit core competencies and gain a competitive advantage.
New Markets
Three Level Characterisation of Business Process
What is Strategy? “A unified, comprehensive, and integrated plan designed to ensure that the basic objectives of the enterprise are achieved.” (Glueck, 1980) “The pattern or plan that integrates an organization’s major goals, policies, and action sequences into a cohesive whole.” (Quinn, 1980) “A pattern of resource allocation that enables firms to maintain or improve their performance. “A good strategy… neutralizes threats and exploits opportunities while capitalizing on strengths and avoiding or fixing weaknesses.” (Barney, 1997)
Mengapa satu organisasi lebih sukses daripada yang lainnya? Strategi: suatu set tindakan yang terintegrasi yang dilakukan oleh manajemen untuk meningkatkan kinerja perusahaan. Kepemimpinan Strategi • Kemampuan mengelola secara efektif proses perencanaan strategi
Formulasi Strategi • Menentukan pilihan strategi
Implementasi Strategi • Menerapkan strategi yang telah dirancang secara efektif dan efisien
Competitive Advantage Results when a company’s strategies lead to superior performance compared to competitors
Superior Performance dan Competitive Advantage Superior Performance
Faktor Yang Menentukan Shareholder Value
• Suatu perusahaan memiliki kinerja yang lebih baik daripada perusahaan lain untuk jenis & kelas industri yang sejenis • Memaksimumkan shareholder value adalah tujuan akhir dari keuntungan perusahaan.
ROIC (Profitability) = Return On Invested Capital •
ROIC
Net profit
= Capital invested =
Net income after tax Equity + Debt to creditors
Competitive Advantage • Suatu perusahaan memiliki faktor-faktor yang lebih unggul atau menguntungkan daripada perusahaan lain untuk jenis, kelas serta konsumen yang sejenis
Sustainable Competitive Advantage Jika strategi perusahaan mampu menjaga keuntungannya selama beberapa tahun.
Untuk meningkatkan shareholder value, manajer harus mejalankan strategi yang dpt meningkatkan keuntungan perusahaan
Company’s Business Model
Strategic Managers
Model Manajemen: Menentukan bagaimana strategi agar perusahaan memperoleh keuntungan dan unggul Business model mencakup bagaimana perusahaan: • Proses pengiriman ke pasar • Tentukan konsumen • Kelola aktivitas pendukung • Definisikan produk yang ditawarkan proses • Ciptakan nilai tambah bagi • Tetapkan sumber daya konsumen • Bagaimana memperoleh & • Tetapkan target mempertahankan konsumen & bagaimana keuntungan mempertahankan • Pengembangkan usaha • Proses produksi
Manajer tingkat Korporasi • Merencanakan strategi perusahaan secara menyeluruh
General Managers • Bertanggung jawab pada keseluruhan unit bisnis atau divisi pada perusahaan
Functional Managers • Bertanggung jawab terhadap tugas atau pekerjaan spesifik a.l.: marketing, operations, accounting, human resources
Alternative Models of Superior Returns Industrial Organization Model
O
ResourceBased Model
The External Environment
Resources
An Attractive Industry
Capabilities
Strategy Formulation
Competitive Advantage
Assets and Skills
An Attractive Industry
Strategy Implementation
Strategy Implementation
Superior Returns
Superior Returns
Mission of FedEx FedEx is committed to our People-Service-Profit philosophy. We will produce outstanding financial returns by providing total reliable, competitively superior, global air-ground transportation of high priority goods and documents that require rapid, time-certain delivery. Equally important, positive control of each package will be maintained using real time electronic tracking and tracing systems. A complete record of each shipment and delivery will be presented with our request for payment. We will be helpful, courteous, and professional to each other and the public. We will strive to have a completely satisfied customer at the end of each transaction.
Mission Mission - where are you going? – Organization’ Organization’s purpose for being – Provides boundaries & focus – Answers ‘What do we provide society?’ society?’ © 1995 Corel Corp.
Sample Mission - Merck The mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of return
Mission of the Hard Rock Café To spread the spirit of Rock ‘n’ Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.
Factors Affecting Mission Philosophy & Values Profitability & Growth
Environment Mission Customers
Public Image Benefit to Society
Mission/Strategy Mission - where you are going Strategy - how you are going to get there; an action plan
Strategy Action plan to achieve mission Shows how mission will be achieved Company has a business strategy Functional areas have strategies
© 1995 Corel Corp.
Company Mission
Valuable
Business Strategy
Rare
Functional Functional Area Area Strategies Marketing Decisions
Operations Decisions
Costly to Imitate Organized to be Exploited
Fin./Acct. Decisions
Resources and Capabilities
Four Attributes of Resources and Capabilities (Competitive Advantage)
Strategy Process
allow firm to neutralize threats or exploit opportunities in its external environment possessed by few, if any, current and potential competitors when other firms either can’t obtain them or must obtain at a much higher cost supported by the appropriate structure, controls, and rewards
**
an
Core Competencies
Resources and capabilities
are the basis for a firm’s:
that meet these four criteria become a source of:
Rare Costly to Imitate Organized to be Exploited
Resources and Capabilities
Valuable
Competitive advantage
Core Core Competencies Competencies
Strategic competitiveness
Core Core Competencies Competencies
Ability to earn above-average returns **
an
**
an
Indonesia: Global Competitiveness Index
Indonesia among other Asian Countries Country Singapore
Rank (2008 – 2009)
Score (2008 – 2009)
Indonesia: Global Competitiveness Index
Rank (2007 – 2008)
Rank (2006 – 2007)
5
5.53
7
8
Korea
13
5.28
11
23
Malaysia
21
5.10
21
19
Thailand
34
4.70
28
28
China
30
4.57
34
35
India
50
4.33
48
42
Indonesia
55
4.24
54
54
Vietnam
70
4.04
68
64
Philippines
71
3.99
71
75
Cambodia
109
3.48
110
106
Timor Leste
129
3.20
127
120
The most problematic factors for doing business in Indonesia
GDP: Asian Countries Country
GDP
Population (millions)
GDP (US$ billion)
per Capita (US$)
4.4
161.3
35,162.90
Korea
48.1
957.1
19,750.80
Malaysia
26.2
186.5
6,947.60
Singapore
Thailand
65.3
245.7
3,736.80
1,331.40
3,250.80
2,460.80
Indonesia
228.1
432.9
1,924.70
Philippines
85.9
144.1
1,624.70
China
India
1,135.60
1,098.90
977.7
Vietnam
86.4
70
818.1
Cambodia
14.6
8.6
600
1.1
0.5
440.5
Timor Leste
Kemudahan dalam melakukan Investasi Indonesia
Malaysia
Philipina
Singapura
Thailand
Vietnam
Ease of Doing Business
135
25
126
1
18
104
Starting Business
161
71
108
11
28
97
Dealing With Lisence
131
137
113
8
3
25
Employing Workers
140
38
118
3
46
104
Registering Property
120
66
98
12
18
34
Getting Kredit
83
3
101
7
33
83
Protecting Investors
60
4
151
2
33
170
Paying Taxes
133
49
106
8
57
120
Trading Across Borders
60
46
63
4
103
75
Enforcing Contracts
145
81
59
23
44
94
Closing Business
136
51
147
2
38
116
Sectoral growth rate
Real GDP growth: tradables (%)
(2000 base year, year-on-year growth rate, %)
Tradable
2005
2006
2007
Q1-08
Q2-08
Q3-08
Q4-08
2008
3.51
3.22
3.37
2.98
2.86
3.28
2.89
2.98
Agriculture
2.72
3.36
3.43
6.32
4.8
3.43
4.74
4.77
Mining & Quarrying
3.20
1.70
2.02
-1.65
-0.45
2.11
2.07
0.51
Manufacturing
4.60
4.59
4.67
4.28
4.23
4.31
1.85
3.66
Non-Tradable
7.79
7.73
9.33
9.96
10.12
9.62
8.30
9.47
Electricity, Gas & Water
6.30
5.76
10.33
12.35
11.77
10.41
9.34
10.92
Construction
7.54
8.34
8.61
8.01
8.12
7.57
5.67
7.31
Trade, Hotel & Rest.
8.30
6.42
8.41
6.87
8.11
8.42
5.55
7.23
Transport & Comm.
12.76
14.23
14.04
18.33
17.32
15.53
15.82
16.69
Finance
6.70
5.47
7.99
8.34
8.66
8.6
7.42
8.24
Services
5.16
6.16
6.60
5.85
6.74
7.19
6.01
6.45
Non Oil & Gas GDP
6.57
6.11
6.87
6.74
6.86
6.90
5.60
6.52
GDP
5.69
5.50
6.28
6.25
6.42
6.40
5.18
6.06
Source: BPS.
Source: Badan Pusat Statistik.
2004 2.82%
2005 2.72%
2006 3.36%
2007 3.43%
2008 4.77%
Share* 14.4%
a. Farm Food Crops b. Non Food Crops c. Others 2. Mining and Quarrying a. Oil & Gas b. Non Oil & Gas c. Quarrying 3. Manufacturing Industries a. Oil & Gas b. Non Oil & Gas * Food, Bev. & Tobacco * Textile, Leath & Footw * Wood & Forest Prod. * Paper & Printing * Fertilizer, Chem.& Rubber * Cement/Non-Metal Quarry * Iron & Steel * Transport/Machine Equip.
2.89% 0.40% 3.39% -4.48% -4.32% -7.96% 7.46% 6.38% -1.95% 7.51% 1.39% 4.06% -2.07% 7.61% 9.01% 9.53% -2.61% 17.67%
2.60% 2.48% 2.18% 3.20% -1.77% 12.24% 7.69% 4.60% -5.67% 5.86% 2.75% 1.31% -0.92% 2.39% 8.77% 3.81% -3.7% 12.38%
2.98% 3.79% 2.47% 1.70% -1.07% 4.84% 8.33% 4.59% -1.66% 5.27% 7.21% 1.23% -0.66% 2.09% 4.48% 0.53% 4.73% 7.55%
3.35% 4.40% 2.22% 2.02% -1.14% 5.48% 8.60% 4.67% -0.06% 5.15% 5.05% -3.68% -1.74% 5.79% 5.69% 3.4% 1.69% 9.73%
5.91% 3.84% 2.77% 0.51% 0.46% -1.53% 7.27% 3.66% -0.33% 4.05% 2.34% -3.64% 3.45% -1.48% 4.46% -1.49% -2.05% 9.79%
7.02% 2.14% 1.74% 10.97% 5.76% 3.94% 1.26% 27.87% 4.89% 22.98% 6.99% 2.12% 1.48% 1.05% 3.11% 0.81% 0.59% 6.66%
Source: Badan Pusat Statistik.
Real GDP growth: non-tradables (%) 4. Utilities 5. Constructions 6. Trade, Hotel & Rest. a. Wholesale & Retail b. Hotel c. Restaurant 7. Transport & Comm. a. Transport * Railways * Road * Air Transport b. Communication 8. Finance a. Banks b. Non Bank Financial 9. Services Non Oil & Gas GDP Real GDP
1. Agriculture
2004 5.3% 7.49% 5.7% 5.52% 7.93% 6.08% 13.38% 8.76% -0.92% 4.99% 30.07% 22.88% 7.66% 6.02% 9.24% 5.38% 5.97% 5.03%
2005 6.3% 7.54% 8.3% 8.82% 6.23% 5.88% 12.76% 6.25% -2.98% 4.84% 10.42% 24.58% 6.7% 4.5% 8.35% 5.16% 6.57% 5.69%
2006 5.76% 8.34% 6.42% 6.6% 5.18% 5.75% 14.23% 6.61% 6.44% 4.93% 10.65% 26.03% 5.47% 1.55% 7.15% 6.16% 6.11% 5.5%
2007 10.33% 8.61% 8.41% 8.78% 5.37% 7.08% 14.04% 2.82% 1.28% 3.71% 8.02% 28.74% 7.99% 7.96% 8.14% 6.6% 6.87% 6.28%
2008** 10.92% 7.31% 7.23% 7.49% 4.07% 6.58% 16.69% 2.71% 14.31% 4.93% 5.32% 31.32% 8.24% 7.41% 9.03% 6.45% 6.52% 6.06%
Share** 0.82% 8.46% 13.97% 11.14% 0.38% 2.45% 6.31% 3.46% 0.03% 2.03% 0.4% 2.85% 7.43% 2.53% 0.48% 9.77% 89.35% 100.0%
Global Competitiveness – How they rank The rankings are calculated from both publicly available data and the Executive Opinion Survey, a comprehensive annual survey conducted by the World Economic Forum together with its network of Partner Institutes (leading research institutes and business organizations) in the countries covered by the Report. This year, over 11,000 business leaders were polled in a record 131 countries.
Global Competitiveness - Profile • Switzerland remains among the best performers in the Global Competitiveness Index, at second position overall. The country is characterized by an excellent capacity for innovation and a very sophisticated business culture. culture. Endowed with toptop-notch scientific research institutions and high spending on research and development as well as strong collaboration between the academic and business sectors ensures that much of its basic research is translated into useful products and processes on the market, buttressed by strong intellectual property protection. protection.
Global Competitiveness - Profile Within Asia and the Pacific, the highest ranked country is Singapore, at seventh place. Singapore draws its greatest competitive advantages from the efficiency of its goods, labour and financial markets where in each pillar it ranks among the top three in the world.
Global Competitiveness - Profile Within Latin America and the Caribbean, Chile ranks 26th, assessed as the most competitive economy in the region. Macroeconomic stability has been instrumental in freeing up resources that have been invested in areas such as upgrading infrastructure, improving the educational system. The liberalization process is also a strength resulting in a well-functioning factor markets. Chile also boasts one of the most developed and sophisticated financial markets
Global Competitiveness - Profile China ranks 34th. The country draws its key competitive advantage from its significant domestic and foreign market size allowing the country’s companies to benefit from significant economies of scale. Macroeconomic stability is another source of strength, with manageable government debt, high national savings and low inflation, although the government has started to run budget deficits. China’s competitive performance reveals, however, the need to address weaknesses particularly in three areas: financial markets, higher education and training, and the quality of public and private institutions.
Global Competitiveness - Profile India, at 48th place, also derives substantial advantage from its market size, where it ranks third in domestic market size and fourth in foreign market size; as well as gaining competitive advantage from the sophistication of its businesses and its innovative potential.
The Global Economy
Global Competitiveness - Profile Brazil ranks 72nd. The country has made notable improvements in recent years towards sounder public finances, with reduced levels of public indebtedness. Brazil has a number of important competitive advantages, such as the large size of the domestic market, its relative prowess in absorbing and adapting technology from abroad and leveraging ICT and, especially, its degree of business sophistication and capacity to generate endogenous innovation. However, the overall debt level remains high by international standards, contributing to a low national savings rate and high interest rates.
The World Economic is Changing
One in which goods, services, people, skills, and ideas move freely across geographic borders Oct 2006
Oct 2008
Mar 2007
Jan 2009
Mar 2008
Feb 2009
Apr 2008
Mar 2009
