2. 2
TAHAP PERENCANAAN STRATEGI
Tahap 1: Masukan
Tahap 2: Pencocokan
Tahap 3: Keputusan
1. Evaluasi Visi-Misi
2. Analisis Faktor Eksternal
3. Analisis Faktor Internal
4. Analisis Profil Kompetitif
1. Matriks TOWS
2. Matriks SPACE
3. Matriks BCG/Posisi Pasar Rel.
4. Matriks I/E
5. Matriks Grand Strategy
1. Matriks QSPM
2. Teknik PHA
3. Skenario
3. 3
T1.1: Evaluasi Visi-Misi
Karakteristik Visi Yang Baik Menjawab:
1. Keberhasilan yang akan dicapai.
2. Hal yang paling menjadi fokus.
3. Masa depan yang diinginkan.
4. Menyerasikan organisasi & waktu.
5. Bersifat ambisius.
Karakteristik Misi Yang Efektif:
1. Pelanggan.
2. Produk.
3. Pasar.
4. Teknologi.
5. Perhatian pada sustainability, growth & profitability
6. Falsafah.
7. Konsep diri.
8. Perhatian pada citra publik.
9. Perhatian pada karyawan
4. 4
T1.2: Analisis Faktor Eksternal
Lingkungan
Jauh/Umum
Lingkungan
Industri
Lingkungan
Dekat/Operasional
Organisasi
6. 6
Economic Factors
• Prime interest rates
• Inflation rates
• Trends in the growth of the gross
national product
• Unemployment rates
• Globalization of the economy
• Outsourcing
7. 7
Social Factors
Present in the external environment:
Beliefs & Values
Attitudes & Opinions
Lifestyles
Developed from:
Cultural conditioning
Ecological conditioning
Demographic makeup
Religion
Education
Ethnic conditioning.
8. 8
Political Factors
Political constraints on firms:
• Fair-trade Decisions
• Antitrust Laws
• Tax Programs
• Minimum Wage Legislation
• Pollution and Pricing Policies
• Administrative jawboning
9. 9
Technological Factors
Technological forecasting helps protect and improve
the profitability of firms in growing industries.
It alerts strategic managers to
impending challenges and
promising opportunities.
The key to beneficial forecasting of technological
advancement lies in accurately predicting future
technological capabilities and their probable impacts.
10. 10
Ecological Factors
Ecology refers to the relationships among human
beings and other living things and the air, soil, and
water that supports them.
Threats to our life-supporting ecology caused
principally by human activities in an industrial society
are commonly referred to as pollution
Loss of habitat and biodiversity
Environmental legislation
Eco-efficiency
11. 11
International Environment
Monitoring the international environment
involves assessing each non-domestic
market on the same factors that are
used in a domestic assessment.
While the importance of factors will differ, the same set
of considerations can be used for each country.
Economic, political, legal, and social factors are used
to assess international environments.
One complication to this process is that the interplay
among international markets must be considered.
13. 13
Industry Environment
Industry Defined
A group of firms producing products that are close
substitutes
Firms that influence one another
Includes a rich mix of competitive strategies
that companies use in pursuing strategic
competitiveness and above-average returns
16. 16
Threat of New Entrants: Barriers to
Entry
Economies of scale
Product differentiation
Capital requirements
Switching costs
Access to distribution channels
Cost disadvantages independent of scale
Government policy
Expected retaliation
17. 17
Barriers to Entry
Economies of Scale
Marginal improvements in efficiency that a firm
experiences as it incrementally increases its size
Advantages and disadvantages of large-
scale and small-scale entry
18. 18
Barriers to Entry (cont’d)
Product
differentiation
Unique products
Customer loyalty
Products at
competitive prices
Capital
Requirements
Physical facilities
Inventories
Marketing activities
Availability of capital
19. 19
Barriers to Entry (cont’d)
Switching Costs
One-time costs customers incur when they buy
from a different supplier
New equipment
Retraining employees
Psychic costs of ending a relationship
20. 20
Barriers to Entry (cont’d)
Access to Distribution Channels
Stocking or shelf space
Price breaks
Cooperative advertising allowances
Cost Disadvantages Independent of Scale
Proprietary product technology
Favorable access to raw materials
Desirable locations
21. 21
Barriers to Entry (cont’d)
Cost disadvantages independent of scale
Proprietary product technology
Favorable access to raw materials
Desirable locations
Government policy
Licensing and permit requirements
Deregulation of industries
22. 22
Barriers to Entry (cont’d)
Expected retaliation
Responses by existing competitors may depend
on a firm’s present stake in the industry (available
business options)
23. 23
Bargaining Power of Suppliers
Supplier power increases when:
Suppliers are large and few in
number
Suitable substitute products are
not available
Individual buyers are not large
customers of suppliers and there are many of
them
Suppliers’ goods are critical to buyers’
marketplace success
Suppliers’ products create high switching costs.
Suppliers pose a threat to integrate forward into
buyers’ industry
24. 24
Bargaining Power of Buyers
Buyer power increase when:
Buyers are large and few in
number
Buyers purchase a large portion of an industry’s
total output
Buyers’ purchases are a significant portion of a
supplier’s annual revenues
Buyers can switch to another product without
incurring high switching costs
Buyers pose threat to integrate backward into the
sellers’ industry
25. 25
Threat of Substitute Products
The threat of substitute products
increases when:
Buyers face few switching costs
The substitute product’s price is
lower
Substitute product’s quality and performance are
equal to or greater than the existing product
Differentiated industry products that are valued by
customers reduce this threat
26. 26
Intensity of Rivalry Among Competitors
Industry rivalry increases when:
There are numerous or equally
balanced competitors
Industry growth slows or
declines
There are high fixed costs or high
storage costs
There is a lack of differentiation opportunities or
low switching costs
When the strategic stakes are high
When high exit barriers prevent competitors
from leaving the industry
27. 27
Low entry barriers
Interpreting Industry Analyses
Unattractive
Industry
Suppliers and buyers
have strong positions
Strong threats from
substitute products
Intense rivalry
among competitors
Low profit potential
30. 30
Operating Environment
Also called competitive or task environment
Includes competitor positions and customer profiling
based on the following factors:
Geographic
Demographic
Psychographic
Buyer Behavior
Also includes suppliers & creditors and HRM
Lingkungan
Dekat/Operasional
(Operating Env.)
31. 31
Analisis Faktor
Lingkungan Eksternal
Lihat Contoh dalam Halaman 3.32 (Nugraha, 2009)
LANGKAH (No Urut Langkah = Kolom):
1. Identifikasi faktor eksternal kunci. Bedakan
aspek Peluang dan Ancaman.
2. Berikan bobot untuk setiap faktor (total
maks. 1)
3. Berikan peringkat untuk setiap faktor
dengan skala 4 s.d 1 (4=sangat besar; 3=di
atas rata-rata; 2=rata-rata; 1=kecil).
4. Kalikan bobot (kolom 2) dengan peringkat
(kolom 3). Jumlahkan hasil keseluruhannya.
32. 32
T1.3: Analisis Faktor Internal
Model Analisis Faktor Lingkungan Internal:
1. Value Creation Model
2. Value Chain Model
34. 34
WINNING STRATEGIES THROUGH VALUE CREATION
Competitive Strategy Competitive Strategy
Competitive
Advantage
Competitive
Advantage
Distinctive
Competencies Generic Strategy
Organizational
Capabilities
Competitive Position
Resource Available:
Tangibles, Intangibles, HR
Market Attractiveness
Resource Based Strategy Market Based Strategy
35. 35
Core
Activities
Entrepreneurship
Business domain . Strategic direction . Product(s)
Primary
Activities
Activities
Base
Support
Activities
Inbound
Logistics Operations Outbound
Logistics
Marketing
&
Sales
Service
Procurement
Human Resource Management
Management Information System
R & D
Managerial Infrastructure
Managerial Resources
Technology System/Techno-economic
Paradigm
Margin
Margin
36. 36
Analisis Faktor
Lingkungan Internal
Lihat Contoh dalam Halaman 4.28 (Nugraha, 2009)
LANGKAH (No Urut Langkah = Kolom):
1. Identifikasi faktor eksternal kunci. Bedakan
aspek Kekuatan dan Kelemahan.
2. Berikan bobot untuk setiap faktor (total
maks. 1)
3. Berikan peringkat untuk setiap faktor
dengan skala 5 s.d 1 (5=sangat baik;
4=baik; 3=rata-rata; 2=di bawah rata-rata;
1=sangat buruk).
4. Kalikan bobot (kolom 2) dengan peringkat
(kolom 3). Jumlahkan hasil keseluruhannya.
37. 37
T1.4: Analisis Profil Kompetitif
Analisis Profil Kompetitif digunakan untuk mengetahui posisi relatif
organisasi dibandingkan dengan organisasi pesaing. Analisis ini
memberikan informasi bagi organisasi mengenai seberapa besar
kekuatan pesaing.
38. 38
Analisis Profil
Kompetitif
LANGKAH (No Urut Langkah = Kolom):
1. Identifikasi faktor-faktor kunci persaingan
untuk dibandingkan dengan pesaing.
2. Berikan bobot untuk setiap faktor (total
maks. 1)
3. Berikan peringkat untuk setiap faktor
dengan skala 1 s.d 4
1=jika organisasi kondisinya sangat lemah
dibandingkan dengan pesaing;
2=jika organisasi kondisinya sedikit lebih
lemah dibandingkan dengan pesaing
3=jika organisasi kondisinya sedikit lebih
kuat dibandingkan dengan pesaing;
4=jika organisasi kondisinya sangat kuat
dibandingkan dengan pesaing.
4. Kalikan bobot (kolom 2) dengan peringkat
(kolom 3). Jumlahkan hasil keseluruhannya.
40. 40
Strategi Alternatif:
1. Integrasi ke Depan
2. Integrasi ke Belakang
3. Integrasi Horizontal
4. Penetrasi Pasar
5. Pengembangan Pasar
6. Pengembangan Produk
7. Diversifikasi Konsentrik
8. Diversifikasi Konglomerat
9. Diversifikasi Horizontal
10.Rasionalisasi Biaya
11.Divestasi
12.Likudasi
Strategi Integrasi
Strategi Intensif
Strategi Diversifikasi
Strategi Defensif
41. 41
STRATEGI DEFINISI CONTOH
Integrasi ke Depan
Memiliki/meningkatkan kendali atas
distributor/pengecer
Coca cola (produksi → gerai)
Integrasi ke Belakang
Memiliki/meningkatkan kendali atas
pemasok
Martha T (produksi ← petani)
Kecaap Bangu (idem)
Integrasi Horizontal
Memiliki/meningkatkan kendali atas
pesaing
Bogasari (pasar terigu &
turunannya)
Penetrasi Pasar
Mencari pangsa lebih besar utk produk yg
sdh ada melalui pemasaran yg gencar
Rokok putih (A-Mild)
Pariwisata Malysia (Truly Asia)
Pengembangan Pasar
Memperkenalkan produk yg sdh ada ke
wilayah geografis baru
UT (Indonesia – Manca Negara)
Pengembangn Produk
Meningkatkan penjualan dgn memperbaiki
produk yg ada atau membuat baru
Telkom (Mbah Surip, lagu Tak
Gendong)
Nokia (HP → Notebook)
Klinik
Penerbangan Indonesia
42. 42
STRATEGI DEFINISI CONTOH
Diversifikasi
Konsentrik
Menambah produk baru tapi masih terkait Hotel (full day & hourly)
Diversifikasi
Konglomerat
Menambah produk baru, tidak terkait dan
untuk pelanggan baru
Rumah Sakit, Real Estate
Diversifikasi
Horizontal
Menambah produk baru, tidak terkait dan
untuk pelanggan yang sudah ada
Superindo (mart)
Rasionalisasi Biaya
Meresturkturisasi dg cara mengurangi
biaya & aset
Goro
Divestasi
Menjual suatu divisi atau bagian dari suatu
organisasi
Tyco Int’l menjual divisi plastik
Likuidasi Menjual semua aset organisasi Bank2 Krismon
43. 43
Strategi Generik
1. Cost Leadership
2. Differentiation
3. Focus
Menekankan pd pembuatan produk standar dengan biaya per unit
rendah untuk konsumen yang peka terhadap perubahan harga.
Bertujuan untuk membuat produk & menyediakan jasa yang dianggap
unik di seluruh industri & ditujukan kpd konsumen yang relatif tidak
terlalu peduli pada perubahan harga.
Membuat produk & jasa yang memenuhi keperluan sejumlah
kelompok kecil konsumen.
44. 44
STRATEGI GENERIK
KETRAMPILAN & SUMBER
DAYA YG DISYARATKAN
PERSYARATAN UMUM
ORGANISASIONAL
Cost Leadership Investasi Modal Bertahan &
Akses pada Modal
Ketrampilan Teknik Proses
Pengawasan Insentif Tenaker
Produk Yg Dirancang utk
Kemudahan Pembuatan
Sistem Distribusi Rendah
Pengendalian Biaya Ketat
Laporan Pengawasan Sering & Rinci
Tanggungjawab Organisasi
Terstruktur
Insentif pada Pemenuhan Target
Diferensiasi Kemampuan Pemasaran Kuat
Keahlian Teknik Produk
Kemampuan Kuat R&D
Kerja sama Kuat dg Saluran
Distribusi
Koordinasi Kuat antar Fungsi
Pengukuran Subyektif & Insentif
daripada Ukuran Kuantitatif
Fasilitas Menarik Tenaker
Fokus Kombinasi Diferensiasi dg Target
Strategis Tertentu
Kombinasi Diferensiasi dg Target
Strategis Tertentu
Persyaratan untuk Strategi Bersaing Generik
45. 45
T2.1: Matriks TOWS
KEKUATAN (S)
1….
2….
10…
KELEMAHAN (W)
1….
2….
10…
PELUANG (O)
1….
2….
10…
STRATEGI SO
Gunakan
kekuatan untuk
memanfaatkan
peluang
STRATEGI WO
Atasi kelemahan
dengan
memanfaatkan
peluang
ANCAMAN (T)
1….
2….
10…
STRATEGI ST
Gunakan
kekuatan untuk
menghindari
ancaman
STRATEGI WT
Minimalkan
kelemahan dgn
menghindari
ancaman
46. 46
T2.2: Matriks SPACE (Strategic Position & Action Evaluation)
FS
ES
CA IS
1 2 3 4 5 6-6 -5 -4 -3 -2 -1
47. 47
DimensiDimensi
FS = Financial Strength
CA = Competitive Advantage
ES = Environtmental Strength
IS = Industry Strenght
Kriteria Penilaian untuk Setiap Faktor dalam setiap DimensiKriteria Penilaian untuk Setiap Faktor dalam setiap Dimensi:
1 = Terburuk; 6 = Terbaik
-1 = Terbaik; -6 = Terburuk
Rumus:Rumus:
Koordinat Sumbu X= ES + IS
Sumbu Y= CA + FS
48. 48
T2.2: Matriks SPACE (Strategic Position & Action Evaluation)
Konservatif Agresif
Defensif Bersaing
FS
ES
CA IS
1 2 3 4 5 6-6 -5 -4 -3 -2 -1
• Penetrasi Pasar
• Pengembangan Pasar
• Pengembangan Produk
• Diversifikasi Produk
• Strategi Intensif
• Strategi Integrasi
• Strategi Diversifikasi
• Rasionalisasi
• Divestasi
• Likuidasi
• Strategi Integrasi
• Intensif
49. 49
Market Share
Industry
Sales
Growth
Rate
High Low
High
STAR ?
Low
CASH COW DOGS
1,0 0,5 0,0
20
0
-20
T2.3: Matriks BCG
Strategi Divisi
? = Strategi Intensif
STAR = Semua Strategi, kec. Defensif
CASH COW = Diversifikasi Konsentrik
DOGS = Strategi Defensif
50. 50
T2.4: Matriks I/E
NILAI IFE
NILAI
EFE
Kuat Sedang Lemah
Tinggi I II III
Sedang IV V VI
Rendah VII VIII IX
4 3 2 1
3
2
1
Tumbuh &
Membangun
Pertahankan
& Pelihara
Panen atau
Divestasi
51. 51
T2.5: Matriks Grand Strategy
Kuadaran I:
@ Strategi Insentif
@ Strategi Integrasi
+ Diversifikasi Konsentris
PERTUMBUHAN PASAR CEPAT
PERTUMBUHAN PASAR LAMBAT
POSISI
BERSAING
LEMAH
POSISI
BERSAING
KUAT
Kuadaran II:
@ Strategi Insentif
+ Integrasi Horizontal
+ Divestasi
+ Likuidasi
Kuadaran IV:
@ Strategi Diversifikasi
+ Usaha Patungan
Kuadaran III:
@ Strategi Diversifikasi
+ Rasionalisasi
+ Divestasi
+ Likuidasi
52. 52
T3.1: Matriks QSPM (Quantitative Strategic Planning Matrix)
FAKTOR2
KUNCI
BOBOT
Strategi 1 Strategi 2
AS TAS AS TAS
Peluang:
1…
2…
5…
Ancaman:
1…
2…
3…
Kekuatan:
1…
2…
3…
Kelemahan:
1…
2…
3…
Total 1
AS = Nilai Daya Tarik; TAS = Total Nilai Daya Tarik
1 = Tidak Menarik; 2 = Agak Menarik; 3 = Wajar Menarik; 4 = Sangat Menarik
53. 53
Penerapan AHP sbg Alat Manajemen Strategik
Open University plans to develop organization strategy. Few factors are
believed will affect the organization strategy, namely:
1) Purchasing power for post graduate declines.
2) Skilled labors are more needed.
3) The best of brand name & campus location.
4) High competition in D3 program
Which strategy should be choose among these alternative, namely:
1) Cost Leadership
2) Focus
3) Differentiation
55. 55
T3.3: Skenario
"Scenario planning is a discipline for
rediscovering the original
entrepreneurial power of creative
foresight in contexts of accelerated
change, greater complexity, and
genuine uncertainty"
Pierre Wack, Royal Dutch/Shell, 1984
56. 56
“The phonograph … is not of any commercial value”
~ Thomas Alva Edison, 1880.
“Havier-than-air flying machines are impossible”
~ Lord Kevlin, mathematician, physicist, 1895.
“Who the hell wants to hear actors talk?”
~ Harry Warner, Warner Bros, 1927.
“A severe depresssion like that of 1920-1921 is outside the range of probability”
~ The Harvard Economic Society, 1929.
“I think there is a world warket for about five computers”
~ Thomas Watson, chairman of IBM, 1943.
“There is no reason for any individual to have a computer in their home”
~ Ken Olson, president of Digital Equip. Corp., 1977.
(Maani, 2000)
Contoh Kegagalan Permalan
58. 58
Identifikasi isu pokok / kebijakan
Key forces dalam lingkungan lokal
Driving forces
Menilai urutan dari asepk pentingnya dan ketidakpastian
Menetapkan logika skenario
Mengkaji skenario terpilih
Implikasi strategi
Memilih indikator utama
Masukan bagi skebario dari konsultan
Menyetujui rencana implementasi
Publikasi skenario
