MANAJEMEN STRATEGI (sessi 3) TI-021 Rudy Wawolumaja
SESSION 3 ANALISIS LINGKUNGAN EKSTERNAL DAN INTERNAL Rudy Wawolumaja / Universitas Kristen Maranatha
“Analysis is the critical starting point of strategic thinking.” Kenichi Ohmae “Quote”
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 1998
Company Situation Analysis: The Key Questions 1. Berapa baik present strategy ?
2. Apa saja strengths, weaknesses sumberdaya dan opportunities and threats? 3. Apakah harga (prices) dan biaya (costs) competitive? 4. Bagaimana posisi bersaing perusahaan terhadap pesaing? 5. Apakah issue strategis yang dihadapi perusahaan?
1. 2. 3. 4. 5. 6. 7. 8.
9.
Indikator kunci berapa baik strategi yang dimiliki Trend in market share Trend in profit margins Trend in net profits, return on investment Trend in sales growth Credit ranking Trend in stock price and stockholder value Image and reputation with customers Leadership role(s) -- technology, quality, etc. Competitive advantages or disadvantages
Apakah Analisis Situasi ? 1.
Berfokus pada 2 pertimbangan 1.
LINGKUNGAN EXTERNAL atau MACRO-dari Organisasi
2.
Kondisi Industri dan persaingan.
LINGKUNGAN INTERNAL atau MICRO-dari Organisasi
Kompetensi, kemampuan, kekuatan dan kelemahan sumberdaya, dan daya saing yg dimiliki organisasi
Segmen Lingkungan Umum Ekonomi
Demografis
Sosiokultural Lingkungan industri (5)
Lingkungan Kompetitif Politik/ Hukum
Global
Teknologi 7
ANALISIS LINGKUNGAN BISNIS
Deskripsi & Prediksi
Lingkungan Ekonomi Lingkungan Politik Lingkungan Hukum Lingkungan SosialBudaya Lingkungan Teknologi Lingkungan Global
Implikasi
Antisipasi Strategis
Peluang dan Ancaman
Prospek Perusahaan
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Question : What is Competition Like & How Strong Are the Competitive Forces? Objective 1. To identify
2.
1.
Main sources of forces
competitive
2.
Strength of these forces
Key analytical tool
Five Forces Model of Competition
Analisa struktural dari Industri Dalam ruang lingkup domestik maupun internasional, sifat dari persaingan dibentuk dari lima kekuatan kompetitif
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Five Forces Model of Competition Substitute Products (of firms in other industries)
Suppliers of Key Inputs
Rivalry Among Competing Sellers
Potential New Entrants
Buyers
Analyzing the Five Competitive Forces: How to Do It 1.
2. 3.
Assess strength of each competitive force (Strong? Moderate? Weak? ) 1. Rivalry among competitors 2. Substitute products 3. Potential entry 4. Bargaining power of suppliers 5. Bargaining power of buyers Explain how each force acts to create competitive pressure Decide whether overall competition is brutal, fierce, strong, normal/moderate, or weak
Rivalitas Antar Pesaing dalam industri yang sama Rivalitas yang kuat sering terjadi dengan jalan: Menjaga posisi stratejik Menggunakan kompetisi harga Melancarkan perang iklan Meningkatkan jaminan/pelayanan pelanggan Membuat perkenalan produk baru Terjadi ketika perusahaan tertekan/melihat peluang Persaingan harga sering memperburuk keseluruhan industri Perang iklan dapat meningkatkan permintaan total industri, tapi dapat menjadi sangat mahal bagi pesaing yang lebih kecil
13
Rivalitas Antar Kompetitor yang Ada Persaingan yang sangat tajam bisa terjadi ketika:
Banyak kompetitor yang seimbang Pertumbuhan Industri lambat Biaya tetap yang tinggi Biaya penyimpanan tinggi
Kurang diferensiasi atau switching costs Penambahan kapasitas yang besar Pesaing yang beraneka macam
Resiko Stratejik yang tinggi Halangan keluar yang tinggi
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What Causes Rivalry to Be Stronger? 1. 2.
3. 4.
5. 6.
7. 8.
Lots of firms, more equal in size and capability Slow market growth Industry conditions tempt some firms to go on the offensive to boost volume and market share Customers have low costs in switching brands One or more firms initiates moves to bolster their standing at expense of rivals A successful strategic move carries a big payoff Costs more to get out of business than to stay in Firms have diverse strategies, corporate priorities, resources, and countries of origin
Tantangan dari Pendatang Baru Skala Ekonomis (biaya murah) Diferensiasi (keunikan) Produk
Persyaratan Modal Halangan Masuk (barrier to entry)
Switching Costs (biaya beralih produk atau perusahaan lain) Akses ke Jalur Distribusi
Cost Disadvantages Independent of Scale (keunggulan biaya selain skala ekonomis: lokasi, subsidi, Kebijakan Pemerintah: lisensi, bahan baku) tata niaga Expected Retaliation: reaksi pesaing yang diantisipasi 16
Kekuatan Tawar Pembeli Pembeli bisa menjadi kuat jika:
Pembeli bersaing • Pembeli mempunyai pangsa dengan industri yang besar dalam total produksi pemasok dengan: industri • Produk tidak didiferensiasi * Menawar dgn harga rendah (tidak ada standardisasi produk) * Menekankan kualitas • Pembeli hanya menghadapi yang tinggi switching costs yang kecil
17
Tantangan dari Produk Pengganti Kunci untuk mengevaluasi produk pengganti: Produk substitusi di luar suatu industri dengan fungsi yang sama
Produk dengan harga/kinerja yang lebih baik dibanding produk industri saat ini
Contoh: Sistem keamanan elektronik vs penjaga keamanan Teh vs kopi 18
Kekuatan Tawar Pemasok Pemasok menjadi sangat kuat jika:
Pemasok menggunakan kekuatannya dalam industri dengan cara: *Mengancam menaikkan harga atau menurunkan kuantitas Pemasok yang kuat dapat menekan profitabilitas industri jika perusahaan tidak mampu mengatasi kenaikan biaya
Industri pemasok didominasi hanya oleh sedikit perusahaan Produk pemasok hanya memiliki sedikit pengganti/substitutes
Pembeli bukan merupakan pelanggan yang penting bagi si pemasok Produk si pemasok merupakan input yang penting bagi produk pembeli Produk pemasok didiferensiasikan Produk pemasok memiliki “switching costs” yang tinggi Pemasok memiliki ancaman integrasi ke depan yang kuat
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Efek Halangan Masuk & Halangan Keluar Terhadap Keuntungan Industri Halangan Keluar Rendah
Rendah
Returns Stabil & rendah
Tinggi
Rendah, Returns beresiko
Halangan Masuk
Tinggi
Returns Tinggi & Stabil
Tinggi, Returns beresiko 20
Analisis Pesaing Tindak lanjut analisis industri adalah analisis yang efektif mengenai Pesaing (Competitors) Lingkungan Industri
Lingkungan Kompetitif
21
BERPIKIR STRATEGIS UNTUK BERSAING
Kehnichi Ohmae dalam The Mind of Strategist Customers? – Enlightened: punya visi ke depan, menekankan:
– – – –
Company: strength, weakness Competitor Customer Plus Change (Hermawan Kartajaya)
Change drivers:
– – –
Teknologi Ekonomi: pemerintah, industri Pasar: – aturan main int’l – globalisasi vs lokalisasi – struktur
– –
–
berpendidikan & bisa mempengaruhi orang lain Informationalised: punya banyak pilihan Empowered: punya kekuatan untuk merealisasikan pengambilan keputusan yang diambilnya Jadi, perlu memuaskan konsumen dalam: – need: teori Maslow – want: berubah dari waktu ke waktu (dari koteka hingga branded clothes) – expectation
22
Competitor Analysis •
Successful strategists take great pains in scouting competitors –
Understanding their strategies
–
Watching their actions
–
Evaluating their vulnerability to driving forces and competitive pressures
–
Sizing up their resource strengths and weaknesses and their capabilities
–
Trying to anticipate rivals’ next moves
Predicting Moves of Rivals •
Predicting rivals’ next moves involves –
Analyzing their current competitive positions
–
Examining public pronouncements about what it will take to be successful in industry
–
Gathering information from grapevine about current activities and potential changes
–
Studying past actions and leadership
–
Determining who has flexibility to make major strategic changes and who is locked into pursuing same basic strategy
Identifikasi External Threats 1. 2. 3. 4. 5. 6. 7. 8. 9.
Munculnya teknologi lebih murah/baik Produk lebih baik yg di introduksi pesaing Tekanan persaingan yang menguat (5 forces) Peraturan/perundangan yg tidak menguntungka Naiknya suku bunga Potential of a hostile takeover Perubahan demographic yg tidak menguntungkan Perubahan kurs mata uang asing Perubahan politik / Political upheaval
ANALISIS Lingkungan Internal (STRENGTH & WEAKNESS) Sumber Daya, Kapabilitas dan Kompetensi Inti
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•
•
Question : What Are the Firm’s Strengths, Weaknesses, Opportunities and Threats ? S W O T represents the first letter in – S trengths S W – W eaknesses – O pportunities O T – T hreats Strategy-making must be well-matched to both – A firm’s resource strengths and weaknesses – A firm’s best market opportunities and external threats to its well-being
Identifikasi Strengths 1.
A strength adalah segala sesuatu yang dimiliki perusahaan yang memperkuat posisi dalam bersaing 1. 2. 3. 4. 5. 6. 7. 8.
Kompetensi dan/atau know-how physical assets human assets organizational assets intangible assets Important competitive capabilities Atribut lain yang menempatkan posisi perusahaan lebih baik/unggul Alliansi & kerjasama (cooperative ventures)
Identifikasi Weaknesses 1.
Weakness adalah segala sesuatu yang menempatkan perusahaan pada posisi tidak menguntungkan (disadvantage) dalam persaingan.
2.
Resource weaknesses meliputi 1.
Kelemahan dlm know-how or expertise or competencies
2.
Lemahnya asset physical, organizational, atau intangible
Competencies vs. Core Competencies vs. Distinctive Competencies •
kompetensi adalah kemampuan dasar/minimum untuk menjalankan aktifitas internal suatu perusahaan.
•
kompetensi inti (core competence) kompetensi yang central, bukan peripheral, dalam strategy, competitiveness, and profitability.
•
A distinctive competence is a competitively valuable activity that a company performs better than its rivals.
Types of Core Competencies 1. 2. 3. 4. 5. 6.
7. 8. 9.
Skills in manufacturing a high quality product System to fill customer orders accurately and swiftly Fast development of new products Better after-sale service capability Superior know-how in selecting good retail locations Innovativeness in developing popular product features Merchandising and product display skills Expertise in an important technology Expertise in integrating multiple technologies to create whole families of new products
A Distinctive Competence -- A Competitively Superior Resource 1.
2.
A distinctive competence adalah kompetensi yang signifikan yang dimiliki perusahaan sehingga perusahaan performs better dibandingkan kompetitornya A distinctive competence merepresentasikan kekuatan sumberdaya yang superior dibanding pesaing
#1
Examples: Distinctive Competencies •
Sharp Corporation –
•
Toyota, Honda, Nissan –
•
Low-cost, high-quality manufacturing capability and short design-to-market cycles
Intel –
•
Expertise in flat-panel display technology
Ability to design and manufacture ever more powerful microprocessors for PCs
Motorola –
Defect-free manufacture (six-sigma quality) of cell phones
Question : Apakah harga dan biaya produk cukup bersaing? Key analytical tools 1.
Strategic cost analysis
2.
Value chain analysis
3.
Benchmarking
Kenapa Biaya Perusahaan Pesaing Berbeda? Biaya antar perusahaan berbeda karena perbedaan pada: 1. Harga yang dibayar untuk raw materials, component parts, energi, dan bahan 2. Teknologi dan usia plant & equipment 3. Economies of scale and experience curve effects 4. Upah and tingkat productivitas 5. Biaya Marketing, promotion, and administration 6. Inbound and outbound shipping costs 7. Biaya distribusi
Principle of Competitive Markets Makin tinggi biaya yang dikeluarkan suatu perusahaan dibandingkan pesaingnya, makin rentan posisi persaingannya!
What Is Strategic Cost Analysis? 1.
Focuses on a firm’s costs relative to its rivals
2.
Compares a firm’s costs activity by activity against costs of key rivals
3.
1.
From raw materials purchase to
2.
Price paid by ultimate customer
Pinpoints which internal activities source of cost advantage disadvantage
are a or
Konsep Rantai Nilai (Value Chain) •
Identifikasi aktifitas proses bisnis seperti disain, produksi, marketing, logistik, dan penunjang lainnya.
•
Terdiri dari dua jenis aktifitas (kegiatan) – Primary activities (aktifitas utama) – Support activities (aktifitas penunjang)
A Typical Company Value Chain Primary Activities and Costs
Inbound Logistics
Operations
Outbound Logistics
Sales and Marketing
Service
Profit Margin
Product R&D, Technology, Systems Development
Human Resources Management General Administration
Support Activities and Costs
The Value Chain System Upstream Value Chains
Activities, Costs, & Margins of Suppliers
A Company’s Own Value Chain
Internally Performed Activities, Costs, & Margins
Downstream Value Chains
Activities, Costs, & Margins of Forward Channel Allies & Strategic Partners
Buyer/User Value Chains
The Value Chain System 1. 2.
3.
Mendapatkan informasi cost competitiveness perusahaan dibanding pesaing pada setiap aktifitas rantai nilai Informasi Suppliers’ value chains relevant karena 1. Costs, quality, and performance yang dihasilkan supplier mempengaruhi kinerja biaya produk kita. Forward channel allies’ value chains relevant karena 1. Forward channel allies’ biaya dan margin adalah bagian dari harga yang dibayar end user 2. Kinerja aktifitasnya berdampak pada kepuasan end user.
Example: Key Value Chain Activities PULP & PAPER INDUSTRY Timber farming
Logging Pulp mills Papermaking
Printing & publishing
Activity-Based Costing: A Key Tool in Strategic Cost Analysis •
Activity-based accounting systems adalah sistem akunting yang tepat untuk mang analisis biaya strategis.
Traditional Cost Accounting vs. Activity-Based Costing Traditional Cost Accounting Categories in Department Budget
Wages & Salaries Employee Benefits Supplies Travel Depreciation Other Fixed Charges Miscellaneous Operating Expenses
Departmental Activities Using Activity-Based Cost Accounting
$350,000 115,000 6,500 2,400 17,000 124,000 25,520
$640,150
Evaluate Suppliers Process Purchase Orders Expedite Deliveries Expedite Internal Process Check Item Quality Check Deliveries Against Purchase Orders Resolve Problems Internal Administration
$135,750 82,100 23,500 15,840 94,300 48,450 110,000 130,210 $640,150
Benchmarking the Costs of Key Value Chain Activities Fokus pada perbandingan antara-company utk tahu how well kinerja activitas seperti 1. 2. 3.
4. 5. 6. 7. 8.
Purchase of materials Payment of suppliers Management of inventories
Training of employees Processing of payrolls Getting new products to market Performance of quality control Filling and shipping of customer orders
Apa yang menentukan suatu perusahaan bersaing dalam biaya? Cost competitiveness suatu perusahaan bergantung pada bagaimana perusahaan tersebut mengelola value chain relative terhadap competitors • Tiga area berkontribusi pada perbedaan biaya: 1. Aktifitas Suppliers’ 2. internal activities perusahaan 3. Forward channel activities •
Activities, Costs, & Margins of Suppliers
Internally Performed Activities, Costs, & Margins
Activities, Costs, & Margins of Forward Channel Allies & Strategic Partners
Buyer/User Value Chains
Correcting Supplier-Related Cost Disadvantages: The Options 1.
Negosiasi dengan suppliers utk dapat harga lbh baik/murah
2.
Work with suppliers agar mereka dapat menurunkan biaya
3.
Melakukan Integrasi kehulu
4.
Beralih ke produk bhn baku substitusi lebih murah
5.
Melakukan cost savings di area lain pada value chain
Correcting Internal Cost Disadvantages: The Options • • • • • •
Melakukan Reengineer agar aktifitas high-cost dihilangkan Melakukan “Non Value Added Activity Ellimination” (Novaceli). Relokakasi tempat yg aktifitas high-cost kelokasi geografis yang lower-cost Sub kontrak - See if high-cost activities can be performed cheaper by outside vendors/suppliers Invest dalam cost-saving technology Sederhanakan product design
Question : How Strong Is the Company’s Competitive Position? 1. 2. 3. 4.
Apakah posisi perusahaan diharapkan akan membaik atau memburuk bila present strategy dilanjutkan Bagaimana peringkat perusahaan relative thdp pesaing penting pada KSF industri Apakah posisi competitive advantage or disadvantage langgeng. Kemampuan perusahaan untuk mempertahankan posisinya menghadapi 1. Industry driving forces 2. Competitive pressures 3. Anticipated moves of rivals
Assessing a Company’s Competitive Strength versus Key Rivals 1. List industry key success factors and other relevant measures of competitive strength 2. Rate firm and key rivals on each factor using rating scale of 1 - 10 (1 = weak; 10 = strong) 3. Decide whether to use a weighted or unweighted rating system 4. Sum individual ratings to get overall measure of competitive strength for each rival 5. Determine whether the firm enjoys a competitive advantage or suffers from competitive disadvantage
An Unweighted Competitive Strength Assessment KSF/Strength Measure
ABC Co.
Rival 1
Rival 2
Rival 3
Rival 4
Quality/product performance
8
5
10
1
6
Reputation/image
8
7
10
1
6
Manufacturing capability
2
10
4
5
1
Technological skills
10
1
7
3
8
Dealer network/distribution
9
4
10
5
1
New product innovation
9
4
10
5
1
Financial resources
5
10
7
3
1
Relative cost position
5
10
3
1
4
Customer service capability
5
7
10
1
4
61
58
71
25
32
Overall strength rating
Rating Scale: 1 = Very weak; 10 = Very strong
A Weighted Competitive Strength Assessment KSF/Strength Measure
Weight
ABC Co.
Rival 1
Rival 2
Rival 3
Rival 4
Quality/product performance
0.10
8/0.80
5/0.50
10/1.00
1/0.10
6/0.60
Reputation/image
0.10
8/0.80
7/0.70
10/1.00
1/0.10
6/0.60
Manufacturing capability
0.10
2/0.20
10/1.00
4/0.40
5/0.50
1/0.10
Technological skills
0.05
10/0.50
1/0.05
7/0.35
3/0.15
8/0.40
Dealer network/distribution
0.05
9/0.45
4/0.20
10/0.50
5/0.25
1/0.05
New product innovation
0.05
9/0.45
4/0.20
10/0.50
5/0.25
1/0.05
Financial resources
0.10
5/0.50
10/1.00
7/0.70
3/0.30
1/0.10
Relative cost position
0.35
5/1.75
10/3.50
3/1.05
1/0.35
4/1.40
Customer service capability
0.15
5/0.75
7/1.05
10/1.50
1/0.15
4/1.60
Sum of weights
1.00 6.20
8.20
7.00
2.10
2.90
Overall strength rating
Rating Scale: 1 = Very weak; 10 = Very strong
Question : Strategic Issues Apa yang perlu di Address? 1. 2.
•
Point-point apa yang perlu dikuatirkan -“worry list”? Berpikir strategis tentang 1.
Plus – minus perusahaan di industri dan situasi persaingan
2.
Strengths dan weaknesses dan attractiveness dalam posisi bersaing
A “good” strategy must address each and every strategic issue!
Identifying the Strategic Issues •
Apakah present strategy sudah tepat?
•
Apakah strategi well-matched thdp industry’s key success factors?
•
Apakah perusahaan rentan terhadap serangan pesaing?
•
Dimana titik strong/weak pada present strategy?
Stating the Issues Clearly and Precisely •
•
A well-stated issue involves such phrases as – “What should be done about …….?” – “How to …….?” – “Whether to …….?” – “Should we …….?” Issues raise questions about – What actions need to be considered – What to think about doing
