MANAJEMEN STRATEGI: by : Rudy Wawolumaja Universitas Kristen Maranatha
SESSION 1 KONSEP DASAR & 5 PROSES MANAJEMEN STRATEGI Rudy Wawolumaja / Universitas Kristen Maranatha
“Without a strategy the organization is like a ship without a rudder, going around in circles.” Joel Ross and Michael Kami “Quote”
Berpikir Strategis : The Three Big Strategic Questions 1. Where are we now -- what is our situation?
2. Where do we want to go? – Business(es) we want to be in and market positions we want to stake out – Buyer needs and groups we want to serve – Outcomes we want to achieve
3. How will we get there?
What Is Strategy? Konsep • Langkah –langkah bersaing dan pendekatan bisnis yang dilakukan manajemen dalam menjalankan perusahaan. • Management’s “game plan” untuk – Memuaskan pelanggan – Memposisikan perusahaan dalam pasar yang dipilih. – Mencapai kinerja bisnis yang prima
Defining a Company’s Business •
Definisi bisnis yang baik mencakup 3 faktor : –
Customer needs -- WHAT is being satisfied
–
Customer groups -- WHO is satisfied
–
Technologies used and functions performed -- HOW customer needs are satisfied
being
Strategy Is Both Planned and Reactive to Changing Planned (or Circumstances Intended) Strategy
Actual Strategy
Adaptive Reactions
Lima Proses Manajemen Strategi Proses 1 Perumusan Strategi
Revise as Needed
Proses 2
Proses 3
Proses 4 Proses5
Penetapan Sasaran & Way To Achieve
Penyusunan Program & Anggaran
Implementasi & Ekseskusi Strategi
Revise as Needed
Improve/ Change
Improve/ Change
Pemantauan & Evaluasi
Recycle as Needed
Perumusan Strategi Proses ke 1 Manajemen Strategi
• Mulai dgn pemikiran strategis tentang: – Bisnis Masa Depan Organisasi – Kemana Organisasi akan dibawa
• Tugas pada proses ini : – – – –
Create a roadmap of a company’s future Decide what future business position to stake out Provide long-term direction Give the firm a strong identity
Perumusan Strategi •
5 Keluaran Perumusan Strategi : 1. 2. 3. 4. 5.
Analisis Lingkungan Makro dan Industri yang akan dimasuki organisasi dimasa depan. Misi organisasi Visi Organisasi Keyakinan dasar dan nilai dasar organisasi. Strategi untuk mewujudkan visi dan tujuan organisasi.
Missions vs. Strategic Visions •
Pernyataan missi fokus pada aktifitas bisnis masa kini –
–
Bisnis organisasi yang dijalankan sekarang. Kebutuhan pelanggan yang sekarang dilayani.
•
Visi strategis berkaitan dengan alur bisnis organisasi dimasa mendatang. – –
Akan menjadi seperti apa, organisasi dimasa depan. Kebutuhan pelanggan yang akan dipenuhi dimasa mendatang.
Examples: Mission and Vision Statements McDonald’s Corporation McDonald’s vision is to dominate the global foodservice industry. Global dominance means setting the performance standard for customer satisfaction while increasing market share and profitability through our Convenience, Value, and Execution Strategies.
Examples: Mission and Vision Statements Microsoft Corporation One vision drives everything we do: A computer on every desk and in every home using great software as an empowering tool.
Mission &Vision Statements BADAN PENDIDIKAN KRISTEN PENABUR (BPK- PENABUR) Visi :
Menjadi lembaga pendidikan Kristen yang mengutamakan mutu penyelenggaraan pendidikan, untuk menghasilkan lulusan yang beriman dan andal, dengan memanfaatkan perkembangan ilmu pengetahuan dan teknologi, serta memberi peluang pengembangan bagi guru dan karyawan terbaiknya. Misi : Memberikan pendidikan bermutu kepada siswa agar mandiri, berguna dan siap melayani, serta memberikan peluang kepada guru dan karyawan untuk mengembangkan diri, dengan didasari nilai-nilai iman Kristiani.
Mission &Vision Statements UNIVERSITAS KRISTEN MARANATHA Visi :
Menjadi Perguruan Tinggi yang mandiri dan berdaya cipta serta mampu mengisi dan mengembangkan ilmu pengetahuan, teknologi dan seni abad ke 21 berdasarkan kasih dan keteladanan Yesus Kristus. Misi : Mengembangkan cedekiawan yang handal, suasana yang kondusif dan nilai-nilai hidup yang Kristiani sebagai upaya pengembangan ilmu pengetahuan, teknologi dan seni dalam penyelenggaraan Tridharma Perguruan Tinggi Kristen Maranatha.
Pilihan Strategi •
Grand Strategy - Corporate Strategy, pilihan utk : –
Strategi Pertumbuhan (Growth strategy) – Strategi stabilitas (stability strategy) – Strategi Pengurangan (retrenchment strategy) •
Business strategy – Competitive strategy, pilihan mengejar keunggulan bersaing melalui • • • • •
Broad Low cost Broad Differentiation atau Product superiority Focused low-cost Focused differentiation Unique organizational capabilities
Penetapan Sasaran Process ke 2 Manajemen Strategi •
Menetapkan SASARAN (OBJECTIVES): –
Merubah visi menjadi target kinerja yg spesifik
–
Menetapkan tonggak/yardsticks utk menelusuri
kinerja –
Mendorong organisasi untuk menjadi inventive & focused
Sasaran (Objectives) : Financial Objectives Keluaran difokuskan utk meningkatkan kinerja keuangan organisasi
$
Strategic Objectives Keluaran difokuskan untuk meningkatkan daya saing dan posisi bisnis jangka panjang organisasi.
Jenis Sasaran (Balanced Score Cards) Financial Objectives
Strategic Objectives
Kinerja dari perspektif :
Kinerja dari perspektif :
KEUANGAN $
•CUSTOMER •PROSES INTERN •PROSES PEMBELAJARAN & PERTUMBUHAN
Balanced Score Cards Perspektif Keuangan Perspektif Proses Intern
$
Perspektif Customer Perspektif Pembelajaran & Pertumbuhan
Examples: Financial Objectives •
Grow earnings per share 15% annually
•
Boost annual return on investment (or EVA) from 15% to 20%
•
Increase annual dividends per share to stockholders by 5% each year
•
Strive for stock price appreciation equal to or above the S&P 500 average
•
Maintain a positive cash flow
•
Achieve and maintain a AA bond rating
Examples: Strategic Objectives • Increase firm’s market share • Overtake key rivals on quality or customer service or product performance • Attain lower overall costs than rivals • Boost firm’s reputation with customers • Attain stronger foothold in international markets • Achieve technological superiority • Become leader in new product introductions • Capture attractive growth opportunities
Crafting a Strategy – Menetapkan
“Way to Achieve” •
Strategy involves determining whether to – –
– –
Concentrate on a single business or several businesses (diversification) Cater to a broad range of customers or focus on a particular niche Develop a wide or narrow product line Pursue a competitive advantage based on •
Low cost or • Product superiority or • Unique organizational capabilities
Crafting a Strategy •
Involves deciding how to – – – – –
Respond to changing buyer preferences Outcompete rivals Respond to new market conditions Grow the business over the long-term Achieve performance targets
Our strategy will be . . .
Strategy Is Both Planned and Reactive to Changing Planned (or Circumstances Intended) Strategy
Actual Strategy
Adaptive Reactions
The Hows That Define a Firm's Strategy • • • •
•
•
How to grow the business Strategy How to please customers is HOW to . . . How to outcompete rivals How to respond to changing market conditions How to manage each functional piece of the business and develop needed organizational capabilities How to achieve strategic and financial objectives
Understanding Company Strategy -What to Look For Diversification Actions to Strengthen Resources & Capabilities How Functional Activities Are Managed
Defensive Moves
Pattern of Actions That Define Strategy
Pursuing New Opportunities Forward or Backward Integration, Collaboration
Responses to Changing Conditions Offensive Moves to Gain Edge
Changes in Product Line, Quality, or Service Geographic Coverage
Strategy Example: McDonald’s •
Strategic priorities –
Continued growth
–
Providing exceptional customer care
–
Remaining an efficient and quality producer
–
Offering high value and good-tasting products
–
Effectively marketing McDonald’s brand on a global scale
Core Elements of McDonald’s Strategy • • • • • • • •
Add 2500 restaurants annually Promote frequent customer visits via attractive menu items, low-price specials, and Extra Value Meals Be highly selective in granting franchises Locate on sites offering convenience to customers and profitable growth potential Focus on limited menu and consistent quality Careful attention to store efficiency Extensive advertising and use of Mc prefix Hire courteous personnel; pay an equitable wage; provide good training
Crafting Strategy Is an Exercise in Entrepreneurship •
Strategy-making is a market-driven and customer-driven activity that involves –
Risk-taking and venturesomeness
–
Innovation and business creativity
–
Keen eye for spotting market opportunities
–
Keen observation of customer needs
–
Choosing among alternatives
Characteristics of Entrepreneurial Managers •
Boldly pursue new strategic opportunities
•
Emphasize out-innovating the competition
•
Lead the way to improve firm performance
•
Willing to be a first-mover and take risks
•
Respond quickly and opportunistically new developments
•
Devise trail blazing strategies
to
Why Do Strategies Evolve? •
There is always an ongoing need to react to – – – –
– –
–
Shifting market conditions Fresh moves of competitors New technologies Evolving customer preferences Political and regulatory changes New windows of opportunity The crisis of the moment
What Is a Strategic Plan? Where firm is headed -Strategic vision and business mission Short and long term performance targets --Strategic and financial objectives Action approaches to achieve targeted results -- A comprehensive strategy
Proses ke 3 Managemen Strategi
Penyusunan Program & Anggaran •
Proses ini lebih memperinci target/goal yang SMART : S - Specific M - Measureable A - Actionable R - Realistic T - Time – Bound Dan juga program dan langkah untuk mencapai target di rinci berikut anggarannya.
Hoshin Plan CEO Hoshin Plan OBJECTIVE
STRATEGY/ TACTIC
Mgr Hoshin Plan OBJECTIVE STRATEGY/ TACTIC
Individual Implementation OBJECTIVE ……… STRATEGY/ TACTIC
SI UKM-2010 Objective
Target/ Goal
Strategy/ Tactic
Performance
Measures
……….. ……….. ………. ……….. ………… ……….. ………. ……….. ………… ……….. ……….. ……….. .
SFLK UKM-2010 Objective
Target/ Strategy/ Performanc Goal Tactic e Measures ……….. ……….. ………. ……….. ………… ……….. ………. ……….. ………… ……….. ……….. ……….. .
SI UKM-2010 Objective
SFLK UKM2010
Target/ Goal
Strategy/ Tactic ……….. D3 Mandarin Grow +3 PS. Teknologi ………… Informasi . … ……. ………. Objective Target/ Strategy/ ……….. Goal Tactic ……….. ……….. ………. ………… ……….. ………. ………… ……….. ……….. .
disiapkan oleh: Herianto Wibowo - UK Maranatha – 06.2001.
Performanc e Measures Th.2002 ……….. ………..
Performanc e Measures ……….. ……….. ………..
What Is a Strategic Plan? Where firm is headed -Strategic vision and business mission Short and long term performance targets --Strategic and financial objectives Action approaches to achieve targeted results -- A comprehensive strategy
Implementing Strategy Proses ke 4 Managemen Strategi
•
Creating fits between way things are done and what it takes for effective strategy execution
•
Getting the organization to execute strategy proficiently and efficiently
•
Producing excellent results in a timely manner
Strategy Implementation Strategy implementation is an internal, operations-driven activity involving organizing, budgeting, motivating, culture-building, supervising, and leading to “make the strategy work” as intended!
• • • • • • •
What Does Strategy Implementation Include?
Building a capable organization Allocating resources to strategy-critical activities Establishing strategy-supportive policies Motivating people to pursue objectives Tying rewards to achievement of results Creating a strategy-supportive corporate culture Installing needed information, communication, and operating systems • Instituting best practices for continuous improvement • Exerting strategic leadership
Evaluating Performance The Fifth Task of Strategic Management
•
The tasks of strategy are not a one-time only exercise –
Times and conditions change
–
Events unfold
–
Better ways to do things emerge
–
New managers with different ideas take over
Evaluating Performance •
Corrective adjustments –
Alter long-term direction
–
Redefine the business
–
Raise or lower performance objectives
–
Modify the strategy
–
Improve strategy execution
Characteristics of the Strategic Management Process • Need to perform tasks never goes away • Boundaries among tasks are blurry • Strategizing is not isolated from other managerial activities • Time required comes in lumps and spurts • The big challenge is to get the best strategysupportive performance from employees, perfect current strategy, and improve strategy execution
Who Performs the Five Strategic Management Tasks? •
Senior Corporate Level Executives
•
Subsidiary Business Unit Managers
•
Functional Area Managers
•
Operating Managers
Strategizing: An Individual or Group Responsibility? •
Teams are increasingly used because –
Strategic issues cut across departmental lines
–
Ideas of people with different backgrounds can be tapped into
–
More people will have an ownership stake in the strategy
Role of Strategic Planners •
Gather necessary information • Provide support in revising strategic plans • Coordinate review and approval process • Crystallize strategic issues to be addressed • Conduct studies of industry and competitive conditions • Establish an annual review cycle • Develop strategy performance assessments
Why Planners Should Not Be Strategy Makers •
Managers may toss tough planners
•
Planners know less about situation
•
Difficult to fix accountability for results
•
Managers have no “buy in” to strategy
•
Strategic planning may be viewed as an unproductive “bureaucratic” activity
decisions to company’s poor
Strategic Management Principle Strategy-making is a job for line managers, not a staff of planners -- doers should be the
strategy-makers!
Strategic Role of a Board of Directors •
Continuously audit validity of a company’s longterm direction and strategy
•
Evaluate strategic leadership skills of the CEO and candidates to succeed the CEO
Strategic Management Principle A board of director’s role in the strategic management process is to
critically appraise and ultimately approve strategic action plans, but rarely, if ever, to develop the details!
Benefits of Strategic Approach to Managing • Guides entire firm regarding “what it is we are trying to do and to achieve” • Lowers management’s threshold to change
• Provides basis for evaluating competing budget requests • Unifies numerous strategy-related decisions • Creates a proactive atmosphere
• Enhances long-range performance
Recap of Important Terms Strategic Vision A view of an organization’s future direction and business course; a guiding concept for what the organization is trying to do and to become.
Organization Mission Represents management’s customized answer to the question “what is our business and what will it be.” A mission statement broadly outlines the organization’s future direction and serves as a guiding concept for what the organization is to do and to become.
Recap of Important Terms Performance Objectives Organization’s targets for achievement; both short and long range objectives are needed.
Financial Objectives Financial performance targets a company wants to achieve.
Strategic Objectives Targets relating to strengthening a company’s overall market position and competitive viability.
Recap of Important Terms Long-Range Objectives Achievement levels to be reached within the next three to five years.
Short-Range Objectives Near-term performance targets; they establish the pace for achieving the long-range objectives.
Recap of Important Terms Strategy Managerial action plan for achieving organizational objectives; strategy is mirrored in the pattern of moves and approaches devised by management to produce the desired performance. Strategy is the how of pursuing an organization’s mission and reaching target objectives.
Strategic Plan Statement outlining an organization’s mission and future direction, near-term and long-term performance targets, and strategy, in light of organization’s external and internal situation.
Recap of Important Terms Strategy Implementation
Includes the full range of managerial activities associated with putting the chosen strategy into place, supervising its pursuit, and achieving the targeted results.
