Pengenalan Strategi Pertemuan Pertama
What is Strategic Decision? • A Decision for Long term Future Attainments. • It is not routine activity, but it does certainly able to assure the future success. • It is a change decision. – The real change is change the paradigm: the way we see the (future) world. – If you see the same future, you do not lead, you just manage the routines. – Your decisions should be unprecedented ones.
• Needs top management commitments.
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Long-Range Planning Vs Strategic Planning
(Florence
Green, Strategic Planning: Blueprints for Success, California Association of Nonprofit, 1994)
Long Range Planning
Strategic Planning
• The future is predictable. • Current trend would be continued and extended. • Planning is a periodical processes. • Referring to the most possible future and more focused on mapping to what have happened and knowing why. • Questioning: “In what business we are”
• The future is unpredictable. • Hoping new trend, change, and surprised. • Planning is a continuous processes. • Taking into account several possible futures, and give emphasis to strategic development with organizational environment assessments. • Questioning: “In what business we should be? Do we do what it should be?”
Perencanaan lain :
Perencanaan strategis : • Menciptakan masa datang. • Top-down -- Bottom-up • Membimbing perilaku manajemen • Berfokus pada customer eksternal lebih dulu
• Memperpanjang masa kini (biasanya lebih pendek dp perencanaan strategis) • Bottom-up / staff-generated •
Tidak membimbing perilaku manajemen • Berfokus pada customer internal dulu
• Efektivitas
• Efisiensi
• Penekanan pada proses
• Penekanan pada rencana
• Proaktif
• Reaktif
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Kategori Perusahaan Empat Kategori Perusahaan Dalam Melihat Masa Depan
a. b. c.
d.
Perusahaan yang sukses dimasa lalu dan mengagung-agungkan masa lalu. Perusahaan yang hidup di masa kini dan cukup sukses. Perusahaan yang mempersiapkan diri untuk masa depan dan mempromosikan diri mereka menghadapi waktu berbeda. Perusahaan yang menciptakan masa depan dengan merubah segala kemungkinan, peluang hasil yang bisa diproses, bahkan kondisi lingkungan (alam).
(Harper C. Stephen) Forward-Focused Organization.
Values
Missioning
VISION
Reflection
Strategy: What We Do for The Future Now
Now
Forecasting Strategy = What we do for the future now
Past
Now
Future
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Strategic Management Development: A History
Strategic Management A Brief History • Early Period: Study of General Management • First Revolution: The Porter Framework
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Alternative Models of Superior Returns 1 Industrial Organization Model The External Environment An Attractive Industry Strategy Formulation Assets and Skills Strategy Implementation Superior Returns
Competing is Boxing
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Strategic Management A Brief History • Early Period: Study of General Management • First Revolution: The Porter Framework – Limits of Porter framework • Market power versus efficiency. • Industry versus firm effects. • The cost of entering “attractive” industries.
– Central conclusion: It is not possible to evaluate the attractiveness of an industry independent of the resources a firm brings to that industry.
Strategic Management (cont) • Early Period: Study of General Management • First Revolution: The Porter Framework • Second Revolution: Resource-based Theory (RBT) – Wernerfelt (1984) – Rumelt (1984) – Barney (1986a; 1986b; 1988; 1991)
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Alternative Models of Superior Returns 2 Resource-Based Model Resources Capability Competitive Advantage An Attractive Industry Strategy Implementation Superior Returns
Competing is Racing
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• Opportunity rarely knocks on your door. Knock rather on opportunity's door if you ardently wish to enter. – B. C. Forbes, 1880-1954, Scottish-born Financial Journalist and Author Ardently (full-heartedly, passionately)
Comparing RBT and Porter Porter Framework
RBT
1. Unit of analysis: Industry 2. Unit of accrual: The firm 3. Within industry/group, firms homogeneous 4. Industry structure: Oligopoly or monopoly 5. Primary strategic implications: Barriers to entry and collusion
1. Unit of analysis: Resource 2. Unit of accrual: The firm 3. Within industry/group, firms may be heterogeneous 4. Industry structure: Globally competitive 5. Primary strategic implications: Efficiently meet customer needs
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Alternative Models Superior Returns Strategic of Strategic Fit
Stretch
Industrial Organization Model
Resource-Based Model
The External Environment
Resources
An Attractive Industry
Capability
Strategy Formulation
Competitive Advantage
Assets and Skills
An Attractive Industry
Strategy Implementation
Strategy Implementation
Superior Returns
Superior Returns
ASPEK
FIT
STRETCH
Fit to Stretch 2
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Bagaimana Perusahaan membangun COMPETITIVE ADVANTAGE
Mengoreksi Positioning Produk menghadapi perubahanperubahan yang terjadi di pasar
????
Perbedaan Competency dibangun agar menciptakan sesuatu yang berbeda sehingga bisa tercipta kebutuhan baru di pasar
????
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Bagaimana MEMPERTAHANKAN BAGIAN PASAR (MARKET SHARE)
Mencari celah pasar / pasar baru dan mempertahankannya.
????
Merubah cara / arti berbisnis (rule of the game) di pasar.
????
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Bagaimana usahausaha yang dilakukan dalam MENGURANGI RESIKO?
Menambah porfolio produk / bisnis
????
Membangun portfolio Competencies
????
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DUKUNGAN INVESTMENT yang diusahakan / yang sering disetujui
Investasi untuk bersaing di pasar yang berubah dan menambah divisi / subdivisi
????
Investasi untuk meningkatkan dan menambah Competencies.
????
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