warehouse clerk’s terminal

1. MINGGU KE-3

2. RENCANA PERKULIAHAN
MINGGU TOPIK BAHASAN TEXTBOOK
1 Introduction
1.1. Penjelasan Kontrak Perkuliahan
1.2. Strategic Management Essentials FRD – HIH
1.3. Business Globalization FRD – HIH
2
Culture, environment,
and Type of Strategy
2.1. Ethics, Social Responsibility, and
Sustainability FRD – HIH
2.2. Type of Strategy FRD – HIH
3
Strategic Inputs and
Formulation
3.1. Vision and Mission FRD – HIH
3.2. The Internal Audit FRD – HIH
3.3. The External Audit FRD – HIH
4
Strategy Formulation
and Implementation
4.1. Strategy generation and Selection FRD – HIH
4.2. Strategy Implementation FRD – HIH
5
Strategy execution
and Monitoring
5.1. Strategy Execution FRD – HIH
5.2. Strategy Monitoring FRD – HIH
6
Value Innovation
Strategy
6.0. Diskusi tentang Blue Ocean Strategy KM-BOS
7
Balanced Scorecard
and Strategy Maps
7.1. Diskusi tentang Balanced Scorecard KN – BSC
7.2. Diskusi tentang Strategy Maps KN – SM
UTS

3. STRATEGIC MANAGEMENT MODEL
Strategy evaluation
Type of
Strategies
The
Internal
audit
The
External
audit
Vision
and
Mission
Analysis
Strategy
Generation
and
Selection
Strategy
Implementa
tion
Strategy
Execution
Strategy
Monitoring
Strategy formulation Strategy implementation
Fred R. David
Outside – USA Strategic Planning
Ethics, Social Responsibility, and Sustainability

4. The Business
Vision

5. THE BUSINESS VISION
Vision is the art of seeing things
invisible.
(Jonathan Swift)
A vision describe aspirations for the
future, without specifying the means
necessary to achieve those desired
ends.
(Tregoe, 1990)

6. THE BUSINESS VISION
A vision is a form of nonspecific
guidance normally provided to an
organization by its CEO.
It describes where the company is
going, in the most general, conceptual
term, but it must also provide
emotional direction.
(Tichy and De Vanna)

7. THE BUSINESS VISION
A vision statement should answer the
basic question,
“What do we want to become?”.
A clear vision provides the foundation
for developing a comprehensive
mission statement.
(Fred R. David)

8. THE BUSINESS VISION
Visions must be communicated,
often, to very large numbers of
people.
Communication a vision takes place
in two ways:
1. Through mission statement
2. Through persuasive leadership

9. CONTOH VISI
Tyson Food: Menjadi pilihan pertama di
dunia untuk solusi protein disamping
memaksimalkan nilai pemegang saham.(bagus)
General Motor: Menjadi pemimpin dunia
dalam produk transportasi dan jasa yang
terkait dengannya. (bagus)
Dell: Menciptakan suatu budaya
perusahaan di mana kelestarian
lingkungan menjadi hakikat ke dua.(kurang jelas)

10. CONTOH VISI
Universitas Airlangga: Menjadi universitas
yang mandiri, inovatif, terkemuka di
tingkat nasional dan internasional,
pelopor pengembangan ilmu
pengetahuan, teknologi, dan humaniora
berdasarkan moral agama.
Fakultas Ekonomi dan Bisnis Unair:
Menjadi fakultas ekonomi dan bisnis
berkelas dunia, inovatif dan mandiri
berdasarkan moral agama.

11. The Business
Mission

12. THE BUSINESS MISSION
A business organization’s mission
is viewed as the broadly stated
definition of basic business scope
and operations that distinguishes
it from other organizations of a
similar type.
( Pearce II )

13. THE BUSINESS MISSION
Drucker says that asking the
question,
“What is our business ?”
is synonymous with asking the
question,
“What is our mission?”.

14. THE MISSION STATEMENT
The mission statement is the
declaration of an organization’s
“reason for being.”
The company mission is a broadly
framed but enduring statement of
a firm’s intent.

15. A clear mission statement is
essential for effectively
establishing objectives and
formulating strategies.
An organization can define its
mission in term of its products or
services, the market or customers.
THE MISSION STATEMENT

16. FORMULATING A MISSION
Involve as many managers as possible in
the process of developing a mission
statement, because through involvement,
people become committed to an
organization.
The process of defining the company
mission for a specific business can
perhaps be best understood by thinking
about the business at its inception.

17. IMPORTANCE OF VISION AND MISSION STATEMENT
William R. King and David L. Cleland:
1. To ensure unanimity of purpose within the organization
2. To provide a basis or standard for allocating organization’s
resources
3. To establish a general tone or organizational climate.
4. To serve as a vocal point for individuals to identify with the
organization purpose and direction, and to deter those who
cannot participating further in the organization’s activities
5. To facilitate the translation of objectives into a work structure
involving the assignment of tasks to responsible elements
within the organization.
6. To specify organizational purpose and then to translate these
purposes into objectives in such a way that cost, time, and
performance parameters can be assessed and controlled.

18. Pernyataan misi yang baik
menunjukkan adanya perhatian relatif
bahwa suatu organisasi akan
mengerahkan usahanya untuk
memenuhi tuntutan sebagai pemangku
kepentingan.
Pernyataan visi dan misi yang dirancang
dengan baik, sangat penting untuk
merumuskan, menerapkan, dan
mengevaluasi strategi.

19. Organization
Philosophy and
Policy

20. ORGANIZATION PHILOSOPHY
An organization philosophy represents
the values, believes, commitments,
and aspirations of the company.
The philosophy serves as a guide for
the behavior of its employees as well
as how the organization conduct its
business. It reflects the culture of the
enterprise.

21. ORGANIZATION PHILOSOPHY
An organization philosophy set fort
the values and beliefs of the
organization that guide the
behavior of its members in all
aspects of business activities.

22. ORGANIZATION POLICY
The term policy refers to specific
guidelines, methods, procedures,
rules, forms, and administrative
practices that are established to
support and encourage work
toward stated goals.

23. ORGANIZATION POLICY
Policies clarify what can and
can not be done in pursuit of
an organization’s goal and
objective.

24. THE BUSINESS
ENVIRONMENT

25. THE BUSINESS ENVIRONMENT
Internal environment:
Management
Functional
External environment:
General
Competitive / Industry

26. INTERNAL
AUDIT
(ANALYSIS)

27. INTERNAL FACTORS
The resources-based view (RBV) approach
to competitive advantage contends that
internal resources are more important for a
firm than external factors in echieving and
sustaining competitive advantage.
The basic premise of the RBV is that the mix,
type, amount, and nature of a firm’s internal
resources should be considered first and
foremost in devising strategies that can lead
to sustainable competitive advantage.

28. RESOURCES: Tangible, Intangible
CAPABILITIES: Teams of Resources
CORE COMPETENCIES: Source of
Competitive Advantage
SUSTAINABLE COMPETITIVE
ADVANTAGE: Gained through core
competencies
STRATEGIC COMPETITIVENESS:
Above average return
The source of
The source of
The foundation for
The pathway to
KOMPONEN ANALISIS INTERNAL

29. RESOURCES
Resources are inputs into a firm’s
production process such as capital
equipment, the skill of individual
employees, patents, finance, and talented
managers.
Tangible resources
Intangible resources

30. CAPABILITIES
Capabilities represent the firm’s capacity to
deploy resources that have been purposely
integrated to achieve a desired end state.
The primary base for the firm’s capabilities
are the skills and knowledge of its employees.
Capabilities are often developed in specific
functional area (manufacturing, R&D,
marketing, etc.) or in a part (advertising) of a
functional area (marketing).

31. CORE COMPETENCIES
Core competencies are the essence of what
makes an organization unique in its ability to
provide value to customers over a long period
of time.
Core competencies differ for every
organization, but the realities of the new
competitive landscape may demand that every
organization seek to develop innovation as a
core competence.

32. INTERNAL ANALYSIS
TRADITIONAL APPROACHES
SWOT ANALYSIS
FUNCTIONAL ANALYSIS
MORE RECENTLY APPROACH
VALUE CHAIN ANALYSIS

33. SWOT
ANALYSIS

34. SWOT ANALYSIS
SWOT Analysis based on the
assumption that an effective
strategy derives from a sound “fit”
between a firm’s internal capabilities
(strength and weaknesses) and its
external situation (opportunities and
threats).

35. SWOT analysis can be used in many ways
to aid strategy analysis.
What one manager sees as an opportunity,
another may see as a potential threat.
A strength to one manager may be a
weakness to another.
Different assessments may reflect
underlying power considerations within the
firm or differing factual perspective.

36. External
Environmental
Change
Change in
industry
Characteristics
New
Opportunities
and Threats
Key
Success
Factors
Resources
and
Skill
Strengths
and
Weaknesses
Formulate,
Implement,
and Control
Mission
Philosophy
Policies
Objectives
Strategy
Of
Organization
FRAMEWORK OF
SWOT ANALYSIS

37. FUNCTIONAL
ANALYSIS

38. FUNCTIONAL ANALYSIS
Kebanyakan perusahaan mengatur operasi
mereka pada tingkat tertentu sepanjang garis
fungsional untuk mendapatkan produk atau
jasa yang dijual, diproduksi, disampaikan,
dibiayai, dan dipertanggungjawabkan.
Pengaturan tersebut dilakukan, karena hal
tersebut cukup beralasan bahwa pencermatan
terhadap masing-masing fungsi berfungsi
sebagai sesuatu yang menarik, fokus yang
relevan secara strategis untuk analisis internal.

39. FUNCTIONAL ANALYSIS
Pada prinsipnya bahwa: Analisis fungsional
menganalisis fungsi-fungsi yang ada di
dalam organisasi/perusahaan, yakni:
Manajemen, Pemasaran, Produksi/operasi,
Keuangan/akuntansi, Penelitian dan
Pengembangan, Sistem Informasi

40. FUNCTIONAL ANALYSIS
Most firm organize their operations at some
level along functional lines to get their
products or services sold, produced,
delivered, financed, and accounted.
It stands to reason that close scrutiny of
each of these functions serves as a
compelling, strategically relevant focus for
internal analysis.

41. VALUE CHAIN
ANALYSIS

42. VALUE CHAIN ANALYSIS
Value chain analysis is based on the
assumption that a business basic
purpose is to create value for users
of its products or services.
In value analysis, managers divide the
activities of their firm into sets of
separate activities that add value.

43. VALUE CHAIN ANALYSIS
Primary activities: are those involved
in the physical creation of the product,
marketing and transfer to the buyer,
and after sales support.
Support activities: assist the primary
activities by providing infrastructure or
inputs that allow them to take place on
an ongoing basis.

44. THE VALUE CHAIN
(Michael E. Porter)
Support
Activities
Primary
Activities
Firm Infrastructure
Human Resources Management
Technology Development
Procurement
Inbound
Logistics
Operation Outbound
Logistics
Sales
and
Marketing
Service
Added
Value
Margin
Margin

45. INTERNAL FACTORS EVALUATION
(IFE) MATRIX
Key Internal Factors Weight Rating Score
Strengths
1. ......................................................
2. ......................................................
3. ......................................................
4. ......................................................
5. ......................................................
6. ......................................................
0.10
0.08
0.12
0.10
0.07
0.08
4
3
3
4
3
4
0.40
0.24
0.36
0.40
0.21
0.28
Weaknesses
1. ......................................................
2. ......................................................
3. ......................................................
4. ......................................................
5. ......................................................
0.08
0.09
0.10
0.11
0.07
3
2
2
1
2
0.24
0.18
0.20
0.11
0.14
Total 1.00 2.76

46. EXTERNAL
AUDIT
(ANALYSIS)

47. LINGKUNGAN EKSTERNAL
Lingkungan Umum
Mencakup elemen dalam masyarakat luas yang
dapat mempengaruhi suatu industri dan
perusahaan perusahaan di dalamnya.
Lingkungan Bersaing / Industri
Merupakan sekelompok faktor – ancaman
masuknya pendatang baru, pemasok, pembeli,
produk pengganti, dan intensitas persaingan
antar pesaing- yang mempengaruhi suatu
perusahaan.
(Hitt, Ireland, Hoskisson)

48. LINGKUNGAN EKSTERNAL
Lingkungan Industri
Ancaman Pesaing baru
Kekuatan Pemasok
Kekuatan Pembeli
Produk Pengganti
Intensitas Persaingan
Lingkungan Umum
Demografis
Politis/Hukum Sosial Budaya
Ekonomis
Teknologi

49. EXTERNAL AUDIT
The purpose of an external audit is to
develop a finite list of opportunities
that could benefit a firm and threats
that should be avoided.
The external audit is aimed at
identifying key variables that offer
actionable responses.

50. Peluang (opportunities) adalah kondisi
dalam lingkungan umum yang dapat
membantu perusahaan mencapai
daya saing strategis.
Ancaman (threat) adalah kondisi
dalam lingkungan umum yang dapat
mengganggu usaha perusahaan
dalam mencapai daya saing
strategisnya.

51. Relation between External Forces and an organization
Economic forces
Social, cultural forces
Demographic,
environmental forces
Political, legal,
governmental forces
Technological forces
Competitive forces
Competitors
Suppliers
Distributors
Creditors
Customers
Governments
Stockholders
Managers
Employees
Trade associations
Natural environment
Others
An Organization
opportunities and
threats

52. KEY EXTERNAL FORCES
Economic forces
Social, cultural forces
Demographic, environmental forces
Political, legal, governmental forces
Technological forces
Competitive forces

53. Economic forces
Economic factors have a direct impact on the
potential attractiveness of various strategies.
Interest rate rise, funds needed for capital
expansion become more costly or unavailable.
Rupiah’s rise against dollar, ……………….
………………………………………………..
Tax rate falls, ……………………………..
……………………………………………….

54. Social, cultural, demographic,
environmental forces
Social, cultural, demographic, environmental
changes have a majors impact upon virtually all
products, services, market, and customers.
Social, cultural, demographic, environmental trends
are shaping the way of live, produce, and consume.
New trends are creating a different type of consumer
and, consequently, a need for different products,
different services, and different strategies.

55. Political, legal, and
governmental forces
State, local, and foreign governments
are major regulators, deregulators,
subsidizers, employers, and
customers of organization.
Political, legal, and governmental
factors, therefore, can represent key
opportunities or threats for both small
and large organization

56. Technological forces
Revolutionary technological changes and
discoveries are having a dramatic impact or
organization.
Technological advancements can dramatically
affect organization’s products, services, supplier,
markets distributors ………….…
Technological forces represent major
opportunities and threats that must be
considered in formulating strategies.

57. COMPETITIVE FORCES
An important part of an external audit is
identifying rival firms and determining their
strengths, weaknesses, capabilities,
opportunities, threats, objectives, and
strategies.
Collecting and evaluating information on
competitors is essential for successful
strategy formulation.

58. COOPERATION AMONG COMPETITORS
For collaboration between competitors to
succeed, both firms must contribute
something distinctive, such as technology,
distribution, basic research, or
manufacturing capacity.
But major risk in that unintended transfers
of importance skill or technology may occur
at organization levels below where the deal
was signed.

59. COMPETITIVE ANALYSIS
Objectives:
To identify current and potential
competitors.
To identify potential moves by competitors.
To help the firm devise effective
competitive strategies.

60. IDENTIFY COMPETITORS
How do other firms define the scope of
their market?
How similar are the benefits the customers
derive from the products and services that
other firms offer?
How committed are other firms to the
industry?

61. MODEL OF
COMPETITION

62. RIVALRY
AMONG
COMPETING
FIRTMS
POTENTIAL ENTRY OF
NEW COMPETITORS
BURGAINING POWER
OF CONSUMERS
POTENTIAL DEVELOPMENT
OF SUBSTITUTE PRODUCE
BURGAINING POWER
OF SUPPLIERS
The Porter’s Five-Forces Model of Competition

63. Rivalry Among Competing Firms
The intensity of rivalry among competing firms
tend to increase as the number of competitors
increases, as competitors become more equal
in size and capability, as demand for the
industry’s products declines, and as price
cutting becomes common.
As rivalry among competing firms intensifies,
industry profits decline. In some cases to the
point where an industry become inherently
unattractive.

64. Intensity of Rivalry Among Competitors
Numerous or equally balanced
competitors
Slow industry growth
High fix or storage costs
Lack of differentiation or low switching
costs
Diverse competitors
High strategic stakes
High exit barriers

65. Rivalry Among Competing Firms
Rivalry also increases when:
 Consumers can switch brand easily.
 Barriers to leaving the market are high.
 Fixed costs are high.
 The product is perishable
 Rival firms are diverse in strategies.
 Mergers and acquisitions are common in the
ndustry.

66. BARIERS TO ENTRY
Economies of Scale
Product Differentiation
Capital Requirements
Switching Costs
Access to Distribution Channels
Cost Disadvantages Independent of Scale
Government Policy

67. Bargaining Power of Suppliers
 It is dominated by a few large companies and is more
concentrated than the industry to which it sells.
 Satisfactory substitute products are not available to
industry firms.
 Industry firms are not a significant customer for the
supplier group
 Supplier’s goods are critical to buyer’ marketplace
success
 The effectiveness of supplier’s products has created
high switching costs for industry firms.
 Supplier are a credible threat to integrate forward into
the buyers’ industry .

68. Bargaining Power of Buyers
 They purchase a large portion of an
industry’s total output
 The product being purchased from an
industry accounts for a significant
portion of the buyers’ costs
 They could switch to another product at
little
 The industry’s products are
undifferentiated or standardize

69. Threat of Substitute Products
Substitute products are different goods or
services that can perform similar or the
same functions as the focal product.
The threat of substitute products is strong
when: customer face few, substitute
product’s price is lower, quality and
performance capabilities are equal to or
greater than the industry’s product.

70. EXTERNAL FACTORS EVALUATION
(EFE) MATRIX
Key Internal Factors Weight Rating Score
Opportunities
1. ......................................................
2. ......................................................
3. ......................................................
4. ......................................................
5. ......................................................
6. ......................................................
0.12
0.08
0.10
0.10
0.07
0.08
3
4
3
4
4
3
0.36
0.32
0.30
0.40
0.28
0.24
Threats
1. ......................................................
2. ......................................................
3. ......................................................
4. ......................................................
5. ......................................................
0.10
0.09
0.08
0.10
0.08
2
2
3
1
2
0.20
0.18
0.24
0.10
0.16
Total 1.00 2.78

71. Outcomes from External and
Internal Environment Analyses
By studying the
external
environment,
firms identify:
What they
might choose
to do
By studying the
internal
environment,
firms determine:
What they
can do

72. TUGAS
BUAT RINGKASAN
MATERI PERKULIAHAN
DALAM BENTUK WORD
DIKUMPULKAN PADA
SAAT UTS

73. BERSAMBUNG