Review Manajemen Strategik Wheelen & Hunger, Modified Gregory G. Dess G. T. Lumpkin Marilyn L. Taylor, Modified
• Apa yang saudara pahami ttg. Manajemen Strategik ? • Pentingkah setiap organisasi memiliki Visi dan Misi ? Mengapa Demikian ? • Lingkungan apa saja yang mempengaruhi Organisasi ? • Apa aktivitas utama dalam pembuatan keputusan strategik ? • Apa yang saudara ketahui ttg matrik SWOT dan matrik portofolio ? • Bagaimana ‘Porter’s 5-Force Model’ mempengaruhi keputusan strategik perusahaan ? • Perlukah Struktur organisasi dalam organisasi ? Mengapa demikian ? • Apa yang saudar ketahui ttg. etika dalam implementasi strategi organisasi ? • Bagaimana tahapan implementasi strategik dalam organisasi ? • Bagaimana proses Evaluasi dan Control dilaksanakan dalam organisasi ?
Strategic Management • Strategic management is the study of why some firms outperform others – How to compete in order to create competitive advantages in the marketplace – How to create competitive advantages in the market place • Unique and valuable • Difficult for competitors to copy or substitute
BEBERAPA KECENDERUNGAN UMUM DALAM MANAJEMEN STRATEGI ( Prosentase Tanggapan Responden ) Butir Kecenderungan
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Kesadaran akan kegunanaan Perencanaan Strategik
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Keterlibatan Manajer Lini dalam Perencanaan Strategik
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Waktu yang disediakan eksekutif kepala dalam Perencanaan Strategik
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Penerimaan hasil Perencanaan Strategik oleh manajemen puncak
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Keterlibatan Dewan Direksi dalam Perencanaan Strategik
A. Sumber Daya Yang disediakan untuk Perencanaan Strategik •
Ancaman terhadap kelangsungan Perencanaan Srategik
Meningkat
Tetap
Menurun
82 %
10.2 %
7.8 %
75.2 %
21.4 %
3.4 %
78.7 %
17.8 %
3.5 %
74 %
20.6 %
5.4 %
51.4 %
47 5 %
1.6 %
62.9 %
23.9 %
13.2 %
12 %
47 %
41 %
13.3 %
45.1 %
41.5 %
Jarak antara CEO dan Kepala Perencanaan
Sumber : V. Ramanujam, J.C. Camillus, dan N. Venkatraman, “Trend in Strategic Planning, “ in Strategik Planning and Mnagement handbook, ed. W.R. King and D.I. Cleland ( new York : Van Nostrand Reinhold, 1987 ), hal. 614.
GAMBARAN VISI PERUSAHAAN “Alice” in Wonder Land
Dalam perjalanannya, Alice tertesesat di hutan, dan menghadapi beberapa pilihan jalan yang harus dilalui. Untunglah ia bertemu sahabatnya, seekor keledai. Bertanyalah ia kepada sahabatnya tersebut : Alice : “ Sahabatku, tolong tunjukkan kepada saya jalan mana yang harus saya ambil agar tidak tersesat lagi ? “ Si keledai : “ Sebelum saya tunjukkan jalan, maukah Alice memberitahukan akan pergi kemana ? “ Alice : “ Itulah masalahnya, Saya tidak tahu mau pergi kemana ….“ Si keledai : “ Jika engkau tidak tahu mau kemana, maka jalan mana saja yang akan kamu pilih tidak akan membuat engkau tersesat. Toh Alice tidak mempunyai tujuan / tempat yang hendak dituju… “ VISI : Suatu keinginan perusahaan terhadap keadaan di masa datang yang diinginkan/dicita-citakan oleh seluruh personel perusahaan dari jenjang yang paling atas sampai yang paaling bawah ( sampai pesuruh sekalipun )
1. Environmental Scanning
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Outcomes from External and Internal Environmental Analyses
Examine opportunities and threats
Examine unique resources, capabilities, and competencies (sustainable competitive advantage)
Issues Priority Matrix
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Basic Model of Strategic Management Four Basic Elements
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Strategic Decision Making Model
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Strategic Decision Making, Cont.
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STRATEGIC FORMULATION (The TOWS Matrix help you generate STRATEGY alternatives by Matching S-W-O-T)
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Portfolio Management Key Each circle represents one of the firm’s business units Size of circle represents the relative size of the business unit in terms of revenue
Industry Analysis Porter’s 5-Forces Model, Modified
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How Do Each of The Following Determine Intensity of Rivalry Amongst Incumbents? • Industry Growth - does more growth lead to more or less rivalry? • Fixed Costs as % of Total Costs - if fixed costs are a high % of total will rivalry be high or low?
• • • • •
Over-capacity - does over-capacity raise or lower rivalry? Differentiated Products - ??? Brand Identity - ???? Switching Costs for Customers -??? Corporate Stakes -??
How Do Each of The Following Determine Intensity of Rivalry Amongst Incumbents? • •
• • • • •
Industry Growth -rapid industry growth reduces intensity of rivalry Fixed Costs as % of Total Costs -if fixed costs are a large % of the total, firms cannot afford to have reduced sales or lose sales to rivals. They will respond aggressively if sales are threatened Intermittent Over-capacity - if the industry has over-capacity, rivalry will be more intense as losses are threatened in those times Differentiated Products - reduce intensity of rivalry as each firm has its own ‘niche’ with some protection from others through customer loyalty Brand Identity - same point Switching Costs for Customers -higher switching costs, less intense rivalry Corporate Stakes - if corporate survival depends on this industry, more intense rivalry
How Do Each of The Following Determine Threat of Entry? • • • • • • • • •
Economies of Scale Product differentiation and brand loyalty Capital requirements Switching Costs for Customers Absolute Cost Advantages/Proprietary Technology Proprietary Learning Effects Access to distribution channels Threat of retaliation Government policy
How Do Each of The Following Determine Threat of Entry? •
• • • • • • • •
Economies of Scale -more scale economies, less threat of entry. If entrant cannot quickly get large market share, he will have a major cost disadvantage. Incumbent can threaten to increase output and cut price. Product differentiation and brand loyalty - if incumbents have differentiated and branded products this will reduce the threat Capital requirements - high requirements reduce threat of entry Switching Costs for Customers -higher switching costs, less threat of entry Absolute Cost Advantages/Proprietary Technology - reduce threat Proprietary Learning Effects -reduce threat Access to distribution channels - if incumbent firms control the distribution channels, threat of entry is less Threat of retaliation - will reduce the threat of entry Government policy - may provide entry barriers
How Do Each of The Following Determine the Threat from Substitutes? •
Price and Performance of Substitutes. -if there are close substitutes which perform well at a low price, the threat is high.
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Switching Costs for Customers -higher switching costs, less threat from substitutes
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Buyers Propensity to Substitute - high propensity will increase the threat from substitutes – e.g if product is expensive and important to buyers, if buyers are professionals putting effort in to finding the best buy, threat will be HIGH – if product is not expensive and buyers are householders with no great interest in the product, threat will be LOW
How Do Each of The Following Determine Power of Buyers? •
Price Sensitivity – Purchases from this industry as a % of buyers’ total purchases. IF THIS IS LARGE, BUYERS WILL BE PRICE SENSITIVE – Product differences and brand identity REDUCE PRICE SENSITIVITY – If this industry’s product is necessary to maintain quality of purchasers’ PRODUCT PRICE SENSITIVITY WILL BE LOW – If customers are losing money or have poor profits, PRICE SENSITIVITY WILL BE HIGH – Purchasing decision-makers’ incentives. If purchasers have incentives to keep costs down, they will be more price-sensitive
Some Real-World Price Elasticities of Demand Good or Service Elastic Demand Metals Electrical engineering products Mechanical engineering products Furniture Motor vehicles Instrument engineering products Professional services Transportation services Inelastic Demand Gas, electricity, and water Oil Chemicals Beverages (all types) Clothing Tobacco Banking and insurance services Housing services Agricultural and fish products Books, magazines, and newspapers Food
Elasticity 1.52 1.30 1.30 1.26 1.14 1.10 1.09 1.03 0.92 0.91 0.89 0.78 0.64 0.61 0.56 0.55 0.42 0.34 0.12
Price Elasticities in 20 Countries
Some Real-World Income Elasticities of Demand Elastic Demand Airline Travel Movies Foreign Travel Electricity Restaurant meals Local buses and trains Haircutting Cars Inelastic Demand Tobacco Alcoholic beverages Furniture Clothing Newspapers and magazines Telephone Food
5.82 3.41 3.08 1.94 1.61 1.38 1.36 1.07 0.86 0.62 0.53 0.51 0.38 0.32 0.14
Income Elasticities in 15 Countries
How Do Each of The Following Determine Power of Buyers? •
Bargaining Leverage – – – – –
Buyer Concentration and Buyer Volume Buyer Switching Costs Buyers’ Information Threat of Backward Integration from Buyers Existence of substitutes
How Do Each of The Following Determine Power of Suppliers? • • • • • • • •
Differentiation of Inputs. -if firms in this industry need differentiated inputs from suppliers their power will be high Switching Costs for Transferring to Other Suppliers -higher switching costs, more power for suppliers Availability of Substitutes - more availability, lower power of suppliers Supplier concentration - fewer suppliers, more supplier power Suppliers’ dependence on volume - more dependence, less supplier power Cost as % of this industry’s costs - a high % will give less supplier power Impact of suppliers’ inputs on this industry’s quality - high impact gives supplier more power Threat of forward integration by suppliers - more threat, more supplier power
Example A:The Feedstock Industry •
This is a chemical industry, using very large and expensive plant to produce a basic raw material for making plastics. – INTENSITY OF RIVALRY -very high fixed costs, no brand identity or product differentiation mean high rivalry, but one firm is a clear leader, owning the lowest-cost technology. RIVALRY KEPT IN CHECK BY LEADERSHIP – THREAT OF ENTRY - huge scale economies, patented technology, limited sources of inputs, strong learning effects, powerful threat of retaliation VERY LOW THREAT – THREAT OF SUBSTITUTES - product has hundreds of end uses. LOW THREAT – POWER OF BUYERS - buyers are price-sensitive in some segments but have little leverage LOW POWER – POWER OF SUPPLIERS - the supplier of gas has a lot of power, but needs to sell the huge amounts purchased by the feedstock producer POWER BALANCE
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OVERALL? A HIGHLY ATTRACTIVE INDUSTRY, WHICH CONTRIBUTES A LARGE PROPORTION OF THE TOTAL PROFITS OF THE LEADING FIRM
Example B:The Touring Caravan Industry •
This is a small-scale, craft-based industry, producing caravans to be towed behind cars for recreation – INTENSITY OF RIVALRY -low growth, intermittent over-capacity, high storage costs, high corporate stakes. VERY INTENSE RIVALRY – THREAT OF ENTRY - little capital needed, no scale economies, no proprietary technology , anyone can set up in this industry - VERY HIGH THREAT – THREAT OF SUBSTITUTES - tents or motor caravancs. LOW THREAT – POWER OF BUYERS - buyers are price-sensitive and can turn to the second-hand market PRICE SENSITIVE BUT LOW LEVERAGE – POWER OF SUPPLIERS - many alternative suppliers available LIMITED POWER
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OVERALL? VERY INTENSE RIVALRY AND HIGH THREAT OF ENTRY MAKE THIS A VERY UNATTRACTIVE INDUSTRY MANY BANKRUPTCIES, COMPANIES HAVE NOT BEEN ATTRACTIVE TO CONGLOMERATES
Strengths and Weaknesses of the 5-forces approach? • Strengths – sound theoretical basis – allows systematic analysis • Weaknesses – how to measure and weight the many different components which determine each of the forces? – It is only possible to make an unambiguous judgment on the strength of a force if all the indicators ‘point’ in the same direction. If indicators contradict each other, how to balance them?
Basic Organizational Structures
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Organizational Life Cycle
Organization Life Cycle: Describes how organization grows, develop and eventually declines Impact of each stage on strategy and structure
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The World Automobile Industry: Strategic Groups
Adapted from Exhibit 2.8 The World Automobile Industry: Strategic Groups
Carroll’s Four Responsibilities
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Evaluation and Control
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