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Kiat mengukur daya tarik industri


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Jika sudah berjibaku namun hasilnya begitu-begitu saja, jangan-jangan industri yang anda tekuni memang sudah tidak SEXY lagi :) Bagaimana mendeteksinya? Hub 0819 - 0830 - 9519 untuk Training dan Consulting

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Kiat mengukur daya tarik industri

  1. 1. 1 1 Selamat Datang di: Transformasi Organisasi Menuju Profesionalisme Kiat mengukur daya tarik industri
  2. 2. 2 2 Daniel Saputro ‐ Bio Sketch  Pengalaman 21 tahun dalam perbaikan kinerja  perusahaan seperti Astra, Bank  Indonesia, Bank BTN, Nuqul Group  (Yordania) dan Banpu (Thailand). Untuk Family Business, beliau membantu  suksesi dan transformasi menuju   perusahaan yang lebih professional.  Dengan 2 cara utama :  1. Great Strategy and Business Model 2. Excellent People – Process ‐ Culture agar menjadi AutoPilot Business.  Kliennya tersebar di Jakarta, Surabaya,  Bandung, Medan, Jogja, Pekan Baru,  Solo, Lampung, Banjarmasin dan Malang.  Andakah yang berikutnya…? .
  3. 3. 3 3 Mengapa dibutuhkan ? • Jika “tanah” nya sudah tidak subur, maka diperlukan lebih banyak usaha untuk tumbuh
  4. 4. 4 4 The attractiveness of this market Pressure from Substitute Products Bargaining Power of BuyersBargaining Power of Suppliers Threat of New Entrants Intensity of Rivalry Low, stable returns Low, risky returns High, stable returns High, risky returns Exit Barriers Entry Barriers L H L H Cost Leadership Differentiation Cost Focus Differentiation Focus Competitive Advantage Competitive Scope Broad Narrow Lower Cost Differentiation A supplier group is powerful when: It is dominated by a few companies and is more concentrated than the industry it sells to. There are no substitute products. The industry is not an important customer. Its products are important to the industry. Products are differentiated or suppliers have built up switching costs. It poses a credible threat of forward integration. Barriers to entry: Economies of scale (including shared resources) Product differentiation (proprietary) Capital requirements Switching costs Access to distribution channels Cost disadvantages independent of scale Government policy Expected reaction of incumbent Intense rivalry results from: Numerous or equally balanced competitors Slow industry growth High fixed or storage costs Lack of differentiation or switching costs Capacity augmented in large increments Diverse competitors High strategic stakes High exit barriers A buyer group is powerful when: It is concentrated or purchases large volumes relative to seller sales. The products represent a significant fraction of the buyers’ costs or purchases. The products are standard or undifferentiated. It faces few switching costs. It earns low profits. It poses a credible threat of backward integration. The bought product is unimportant. It has full information. Search for products that can perform the same function. Assess buyers’ propensity to substitute. Focus on those that: Are improving their price performance trade-off compared with the industries products. Require low switching costs. Are produced by industries earning high profits. Take offensive or defensive actions to create a defensible position against the forces: Positioning the firm so its capabilities provide the best defence Influencing the balance of forces through strategic moves Anticipating shifts in the factors underlying the forces and responding to them
  5. 5. 5 5 Contoh di industri otomotif
  6. 6. 6 6 5 FORCES Analysis No What causes Rivalry to stronger ? Data Low Rivalry 1 2 3 4 5 High Rivalry 1 Number of Equal Firms in size & Capability SMALL C/ F LARGE 2 Market/Industry Growth FAST F C SLOW 3 Industry Condition (Industry Life Cycle) FAVORABL E C/ F UNFAVOR ABLE 4 Offensive to Boost Volume & Market Share LOW C F HIGH 5 New Product Introduction LOW C F HIGH 6 Customer’s Switching Cost LARGE C F SMALL 7 Firm’s Exit Cost LOW C/ F HIGH 8 Strategic Stakes (Principal) of Firm LOW C F HIGH 9 Diversity of Competitors LOW C F HIGH 10 Powerful Players Attacking NONE C F MANY VALUE F = Future C = Current
  7. 7. 7 7 5 FORCES Analysis No Buyers are strong competitive force when : Data Lower Power 1 2 3 4 5 Higher Power 1 Larger & Purchase a Sizable Percentage of Product LOW C F HIGH 2 Buy in Volume Quantizes SMALL C F BIG 3 Standardized of Industry’s Product NONE C/ F MANY 4 Switching Cost to Other Brand HIGH C F LOW 5 Number of Seller SMALL C F LARGE 6 Price of Product EXPENSIVE C F CHEAP 7 Backward Integration LOW C F HIGH VALUE F = Future C = Current
  8. 8. 8 8 5 FORCES Analysis No Possibility of new entrance are strong competitive force when : Data Low Possibili ty 1 2 3 4 5 Higher Possibil ity 1 Economic of Scale of Industry BIG C/ F SMALL 2 Access to Specialized Technology LOW C F HIGH 3 Experience Curve Effect LONG C F SHORT 4 Strong Brand Preference & Customer Loyalty HIGH F C LOW 5 Capital/Resources Requirement LARGE F C SMALL 6 Cost Disadvantages Independent of Size HIGH C/ F LOW 7 Access to Distribution Channel HARD C/ F EASY 8 Regulator Policies, Tariff, Trade Restriction in Industry MANY C/ F NONE 9 New Comer’s Entry Effort LOW C F HIGH 10 Sizable Pool of Entry Candidates Exist SMALL C F BIG 11 New Comer Can Expect to Earn Attractive Profit HARD C/ F EASY VALUE F = Future C = Current
  9. 9. 9 9 No Possibility of subtitutes are strong competitive force when Data Low Possibil ity 1 2 3 4 5 High Possib ility 1 Readily Available LOW C /F HIGH 2 Attractive Price EXPENSIV E C F CHEAP 3 Believed to Have Comparable or Better Performance Features BAD C /F GOOD 4 Customers Switching Cost LOW C /F HIGH VALUE 5 FORCES Analysis F = Future C = Current
  10. 10. 10 10 5 FORCES Analysis No Supplier strong competitive force when Data Low Power 1 2 3 4 5 Higher Power 1 Number of Supplier for Providing Material LARGE F C SMALL 2 Switching Cost to Other Supplier LOW C F HIGH 3 Reputation of Supplier LOW C F HIGH 4 Quantities of Component Supplied SMALL C F LARGE 5 Substitutes of Component MANY F C NONE 6 Price / Cost of Production in Supplier HIGH C /F LOW VALUE F = Future C = Current
  11. 11. 11 11 Low High Rivalry 1 2 3 4 5 Rivalry 1 Number of equal firms in size & capability Small C/F Large 2 Market / industry growth Fast F C Slow 3 Industry conditions Favourable C/F Unfavour. 4 Offensive to boost volume & market share Low C F High 5 New product introduction Small C F Large 6 Customer's switching cost Large C F Small 7 Firm's exit cost Low C/F High 8 Strategic stakes (principal) of firm Low C F High 9 Diversity of competitors Low C F High 10 Powerfull players attacking None C F Many Low High Power 1 2 3 4 5 Power 1 Large & purchase a sizable percentage of product Low C F High 2 Buy in volume quantities Small C F Big 3 Backward integration Low C/F High 4 Standardized of industry's product None C F Many 5 Switching cost to other brand High C F Low 6 Number of seller Small C F Large 7 Price of product Expensive C F Cheap Low High Power 1 2 3 4 5 Power 1 Number of supplier for providing material Large F C Small 2 Switching cost to other supplier Low C F High 3 Reputation of supplier Low C F High 4 Quantities of component supplied Small C F Large 5 Subtitutes of component Many F C None 6 Price / cost of production in supplier High C/F Low Low High Possibility 1 2 3 4 5 Possibility 1 Economics of scale of industry Big C/F Small 2 Access to specialized technology Low C F High 3 Experience curve effects Long C F Short 4 Strong brand preference & customer loyalty High F C Low 5 Capital / resouces requirement Large F C Small 6 Cost disadvantages independent of size High C/F Low 7 Access to distribution channel Low C/F High 8 Regulatory policies, tarrif, trade restrictions in industry Many C/F None 9 New comer's entry efforts Low C F High 10 Sizable pool of entry candidates exists Small C F Big 11 New comer can expect to earn attractive profits Hard C/F Easy Low High Possibility 1 2 3 4 5 Possibility 1 Readily Available Low C/F High 2 Attractive price Expensive C F Cheap 3 Believed to have comparable or better performance features Bad C/F Good 4 Customers switching cost Low C/F High C: Current; F: Future Possibility of subtitutes are a strong competitive force when: Values Rivalry NO What Causes Rivalry to be Stronger? Values Subtitutes NO Buyer NO Buyers are a strong competitive force when: Values Supplier NO Supplier are a strong competitive force when: Values NewEntrants NO Possibility of new entrance are a strong competitive force when: Values Forces ORGANIZE Rivalry : Moderate to  High More international &  local players compete in  LSP Bargaining Power of  Buyer : Moderate to  High Potential to outsource  by buyers Bargaining Power of  Supplier: Moderate Reputation  Enhancement  New Entrants:  Moderate  Capital Intensive and  Advance IT requirements  Substitute: Moderate  Less Substitute Competitive Environment  is Moderate, but in the  future will be high Implication  to  company  strategy that company must  excellent in : 1. Service Level 2. Comprehensive Service 3. Wide networking 4. Competitive Price By developing of : 1. People Excellence 2. Process Excellence 3. Integrated IT System  Logistic Industry will be still  attractive, prospective &  favorable IKSF
  12. 12. 12 12 1.Service Level 2.Comprehensive Service 3.Wide networking 4.Competitive Price By developing of : 1.People Excellence 2.Process Excellence 3.Integrated IT System Government Compliance Competitive Price Process Excellent Friendly Environment High Technology Integrated IT 1. Process Excellence 2. People Excellence 3. Integrated IT System 4. Service Level 5. Wide Network 6. Competitive Price 7. Comprehensive Service
  13. 13. 13 13 Sudahkan anda mengukur daya tarik industri ? • Ingat: • Kondisi Industri akan menentukan Industri Key Success Factor Disclaimer: data-data diatas diambil dari berbagai sumber. Penulis adalah penenun, bukan pembuat benang
  14. 14. 14 14 Thank you and Good Luck My profile: WhatsApp:      0819‐0830‐9519 untuk Training & Consulting