Pertemuan 3 Strat Mgmnt
1.1. Industry Boundaries • What is an industry? – Collection of firms whose products (or services) are perfect or near perfect substitutes • Similarity of products/services is key
• Importance of industry boundaries – Helps managers understand arena of competition • Enables identification of competitors • Helps managers identify key success factors • Provides basis to evaluate firm goals
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1.1. Industry Boundaries • Problems with industry definition – Industries evolve • Structure and firms change over time
– At what level of aggregation? • For example, beer vs. craft beer segment
– Industries emerge from industries • For example, electronics industry of 60’s is now multiple industries -- TV, VCR, computers
– Domestic versus global in scope
1.1. Industry Boundaries Question : What industry is BMW in ?
world auto industry ? European auto industry ? world luxury car industry ? world sports car industry ?
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1.1. Industry Boundaries • An industry is a group of companies offering products or services that are close substitutes for each other • Key criterion: SUBSTITUTABILITY – On the demand side: are buyers willing to substitute between types of cars (across countries) ? – On the supply side: are manufacturers able to switch production between types of cars (across countries) ?
• Drawing Industry Boundaries: Identifying the Relevant Market
The Spectrum of Industry Structures Perfect Perfect Competition Competition
Oligopoly Oligopoly
Duopoly Duopoly
Monopoly Monopoly
Concentration Concentration
Many Manyfirms firms
AAfew fewfirms firms
Two Twofirms firms
One Onefirm firm
Entry Entryand andExit Exit Barriers Barriers
No Nobarriers barriers
Product Homogeneous Product Homogeneous Differentiation Product Differentiation Product Information Information
Perfect Perfect Information Informationflow flow
Significant Significantbarriers barriers
High Highbarriers barriers
Potential Potentialfor forproduct productdifferentiation differentiation
Imperfect Imperfectavailability availabilityof ofinformation information
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The Spectrum of Industry Structures
Fragmented Many firms, no dominant firm
Few firms, shared dominance (oligopoly)
Consolidated One firm or one dominant firm (monopoly)
1.2. Stages of the Industry Life Cycle
Demand
Maturity Shakeout
•Demand takes off •prices fall •barriers to entry low •Growth slows •rivalry low •rivalry increases •Growth slow •buyers unsure •excess capacity •high prices Growth •price drops •barriers about •firms exit •knowledge, standard setting
Embryonic
Decline
•No new demand •barriers to entry high •rivalry increases •prices down •cost cutting •industry consolidation •usually oligopolies
•Demand falls •rivalry increases •price cuts •exit barriers are key
Time
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PERUBAHAN LINGKUNGAN PENTING AKHIR-AKHIR INI
SOSIAL • Hak Asasi Wanita • Kesadaran Lingkungan dan Kesehatan • Urbanisasi dan Perkembangan Kota POLITIK • Kekuasaan Militer yang Dipertanyakan • Calon Pimpinan yang Konservatif (jujur) • Otonomi Daerah dan Kekuasaan Pusat •
EKONOMI Deregulasi Perbankan dan Perekonomian • Lonjakan Inflasi dan Moneter • Bahan Bakar Minyak dan Alternatifnya Teknologi Perkembangan Komputer • Satelit Telekomunikasi Round the Clock komunikasi Dunia •
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ANALISIS INDUSTRI & PERSAINGAN Politik Ekonomi Teknologi Ancaman Pendatang Baru Ekonomi Teknologi Politik
Kekuatan Tawar Pemasok
Kekuatan Persaingan dalam Pasar Mikro
Tawar
Sosial/Budaya Ekonomi Tek Pol
Pembeli
Ancaman Produk Subtitusi
Teknologi Politik Ekonomi
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Rockart defined CSFs as: • "The limited number of areas in which results, if they are satisfactory, will ensure successful competitive performance for the organization. • They are the few key areas where things must go right for the business to flourish. If results in these areas are not adequate, the organization's efforts for the period will be less than desired."
• He also concluded that CSFs are “areas of activity that should receive constant and careful attention from management.”
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Types of Critical Success Factor There are four basic types of CSF's: • Industry CSF's resulting from specific industry characteristics; • Strategy CSF's resulting from the chosen competitive strategy of the business; • Environmental CSF's resulting from economic or technological changes; and • Temporal CSF's resulting from internal organizational needs and changes. (ini yang sering disebut KSF).
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External factor evaluation matrix Factor Weight Reaction Score 0,04 0,39 0,08 0,12 0,07 0,30 0,07 0,03 0,36 0,05 0,15 1,66
2 3 2 2 1 1 1 1 2 1 3
0,02 0,13 0,04 0,06 0,07 0,30 0,07 0,03 0,18 0,05 0,05
Prices of raw material Modernisation Taxes Buying power Foreign capital Mkg. strategy Distribution system Imports New markets Change of taste Demand for quality Total weighted score
Menetukan Prioritas Faktor Strategi
3 1 3 4 5
5 4 4 8 1
8 0 0 0 9
9 10 11 12 13 14 1 0 1 8
14
7 3 2 5 4
13
6 3 3 6 3
12
X X
X X X X X X X
11
X
X X X X X X X
TOTAL X
10
5. Teknologi
4. Ukuran/Pertumbuhan 4 1 2 3 6
X
9. Citra Perusahaan
2 1 6 7 2
X
8. Kemampuan Pelayanan
1 0 2 2 7
X X
7. Kebutuhan Konsumen
Vertikal (kotak kosong) Horizontal (X) Total Urutan Ranking
X
6. Sumber Daya Manusia
1. Produk yang ditaw arkan 2. Kebutuhan Pasar 3. Return/Laba 4. Ukuran/Pertumbuhan 5. Teknologi 6. Sumber Daya Manusia 7. Kebutuhan Konsumen 8. Kemampuan Pelayanan 9. Citra Perusahaan 10 11 12 13 14
3. Return/Laba
2. Kebutuhan Pasar
1. Produk yang ditaw arkan
.
2 6 3 2 4 3 2 0 0
1 2 3 4 5 6 7 8 9 10 11 12 13 14
1. Teknologi 2. Kebutuhan Pasar 3. Sumber Daya Manusia 4. Kebutuhan Pelanggan 5. Return/Laba 6. Ukuran/Pertumbuhan 7. Produk Yang Ditaw arkan8. Citra Perusahaan 9. Kemampuan Pelayanan
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