Review Strategik 15

1. Review
Review
Manajemen Strategik
Manajemen Strategik
Wheelen & Hunger, Modified
Gregory G. Dess
G. T. Lumpkin
Marilyn L. Taylor, Modified

2. • 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 ?

3. 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

4. BEBERAPA KECENDERUNGAN UMUM DALAM MANAJEMEN STRATEGI
( Prosentase Tanggapan Responden )
Butir Kecenderungan Meningkat Tetap Menurun
• Kesadaran akan kegunanaan Perencanaan Strategik
• Keterlibatan Manajer Lini dalam Perencanaan Strategik
• Waktu yang disediakan eksekutif kepala dalam Perencanaan Strategik
• Penerimaan hasil Perencanaan Strategik oleh manajemen puncak
• Keterlibatan Dewan Direksi dalam Perencanaan Strategik
A. Sumber Daya Yang disediakan untuk Perencanaan Strategik
• Ancaman terhadap kelangsungan Perencanaan Srategik
 Jarak antara CEO dan Kepala Perencanaan
82 %
75.2 %
78.7 %
74 %
51.4 %
62.9 %
12 %
13.3 %
10.2 %
21.4 %
17.8 %
20.6 %
47 5 %
23.9 %
47 %
45.1 %
7.8 %
3.4 %
3.5 %
5.4 %
1.6 %
13.2 %
41 %
41.5 %
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.

5. 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 )

6. 6
1. Environmental Scanning

7. Outcomes from External and Internal
Environmental Analyses
Examine opportunities
and threats
Examine unique
resources, capabilities,
and competencies
(sustainable competitive
advantage)

8. 8
Issues Priority Matrix

9. 9
Basic Model of
Strategic Management
Four Basic Elements

10. 10
Strategic Decision Making Model

11. 11
Strategic Decision Making, Cont.

12. 12
STRATEGIC FORMULATION
(The TOWS Matrix help you generate STRATEGY
alternatives by Matching S-W-O-T)

13. 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

14. 14
Industry Analysis
Porter’s 5-Forces Model, Modified

15. 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 -??

16. 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

17. 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

18. 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

19. 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.
• Switching Costs for Customers -higher switching costs, less threat from
substitutes
• 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

20. 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

21. Some Real-World
Price Elasticities of Demand
Good or Service Elasticity
Elastic Demand
Metals 1.52
Electrical engineering products 1.30
Mechanical engineering products 1.30
Furniture 1.26
Motor vehicles 1.14
Instrument engineering products 1.10
Professional services 1.09
Transportation services 1.03
Inelastic Demand
Gas, electricity, and water 0.92
Oil 0.91
Chemicals 0.89
Beverages (all types) 0.78
Clothing 0.64
Tobacco 0.61
Banking and insurance services 0.56
Housing services 0.55
Agricultural and fish products 0.42
Books, magazines, and newspapers 0.34
Food 0.12

22. Price Elasticities in 20 Countries

23. Some Real-World Income
Elasticities of Demand
Elastic Demand
Airline Travel 5.82
Movies 3.41
Foreign Travel 3.08
Electricity 1.94
Restaurant meals 1.61
Local buses and trains 1.38
Haircutting 1.36
Cars 1.07
Inelastic Demand
Tobacco 0.86
Alcoholic beverages 0.62
Furniture 0.53
Clothing 0.51
Newspapers and magazines 0.38
Telephone 0.32
Food 0.14

24. Income Elasticities in
15 Countries

25. 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

26. 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

27. 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
• OVERALL? A HIGHLY ATTRACTIVE INDUSTRY, WHICH
CONTRIBUTES A LARGE PROPORTION OF THE TOTAL PROFITS
OF THE LEADING FIRM

28. 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
• OVERALL? VERY INTENSE RIVALRY AND HIGH THREAT OF
ENTRY MAKE THIS A VERY UNATTRACTIVE INDUSTRY
• MANY BANKRUPTCIES, COMPANIES HAVE NOT BEEN
ATTRACTIVE TO CONGLOMERATES

29. 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?

30. 30
Basic Organizational Structures

31. 31
Organizational Life Cycle
Organization Life Cycle:
Describes how organization grows, develop and
eventually declines
Impact of each stage on strategy and structure

32. The World Automobile Industry:
Strategic Groups
Adapted from Exhibit 2.8 The World Automobile Industry: Strategic Groups

33. 33
Carroll’s Four Responsibilities
Carroll’s Four Responsibilities

34. 34
Evaluation and Control