strategi generik david

1. Fred R. David
Prentice Hall
Ch5-1
Strategies in ActionStrategies in Action
Even if you’re on the right track, you’ll get
run over if you just sit there.
-- Will Rogers

2. Fred R. David
Prentice Hall
Ch5-2
Long-Term ObjectivesLong-Term Objectives
Long-term objectives are necessary –Long-term objectives are necessary –
– CorporateCorporate
– DivisionalDivisional
– Functional levelsFunctional levels

3. Fred R. David
Prentice Hall
Ch5-3
Long-Term ObjectivesLong-Term Objectives
Objectives –Objectives –
– QuantifiableQuantifiable
– MeasurableMeasurable
– RealisticRealistic
– UnderstandableUnderstandable
– ChallengingChallenging
– HierarchicalHierarchical
– ObtainableObtainable
– CongruentCongruent
– Time-lineTime-line

4. Fred R. David
Prentice Hall
Ch5-4
Long-Term ObjectivesLong-Term Objectives
• The results expected from pursuingThe results expected from pursuing
certain strategiescertain strategies

5. Fred R. David
Prentice Hall
Ch 6-5
SWOT MatrixSWOT Matrix
WT Strategies
(Defensive)
Minimize weaknesses
and avoid threats
ST Strategies
(Diversification)
Use strengths to avoid
threats
Threats-T
List Threats
WO Strategies
(Turn-Around)
Overcome weaknesses
by taking advantage of
opportunities
SO Strategies
(Expansive)
Use strengths to take
advantage of opportunities
Opportunities-O
List Opportunities
Weaknesses-W
List Weaknesses
Strengths-S
List Strengths

6. MATRIKS IE Sel I, II dan IV 
Tumbuh dan
Kembangkan
> Strategi intensif:
penetrasi pasar,
pengembangan pasar,
dan pengembangan
produk.
> Strategi integratif :
integrasi kebelakang,
integrasi kedepan, dan
integrasi horisontal)
Sel III, V dan VII  Jaga
dan Pelihara
Penetrasi pasar dan
 Pengembangan
produk)
Sel VI, VIII dan IX  Tuai
dan Divestasi
IV
I II III
V VI
VII VIII IX

7. Fred R. David
Prentice Hall
Ch5-7
Integration StrategiesIntegration Strategies
Integration
Strategies
Forward Integration
Backward Integration
Horizontal Integration

8. Fred R. David
Prentice Hall
Ch5-8
Integration StrategiesIntegration Strategies
Integration strategies –Integration strategies –
– Allow a firm to gain control over:Allow a firm to gain control over:
• DistributorsDistributors
• SuppliersSuppliers
• competitorscompetitors

9. Fred R. David
Prentice Hall
Ch5-9
Integration StrategiesIntegration Strategies
Forward Integration –Forward Integration –
– Gaining ownership or increased controlGaining ownership or increased control
over distributors or retailersover distributors or retailers

10. Fred R. David
Prentice Hall
Ch5-10
Integration StrategiesIntegration Strategies
Guidelines for Forward Integration –Guidelines for Forward Integration –
 Present distributors are expensive, unreliable, or
incapable of meeting firm’s needs
 Availability of quality distributors is limited
 When firm competes in an industry that is expected
to grow markedly
 Organization has both capital and human resources
needed to manage new business of distribution
 Advantages of stable production are high
 Present distributors have high profit margins

11. Fred R. David
Prentice Hall
Ch5-11
Integration StrategiesIntegration Strategies
Backward Integration –Backward Integration –
– Seeking ownership or increasedSeeking ownership or increased
control of a firm’s supplierscontrol of a firm’s suppliers

12. Fred R. David
Prentice Hall
Ch5-12
Integration StrategiesIntegration Strategies
Guidelines for Backward Integration –Guidelines for Backward Integration –
 When present suppliers are expensive, unreliable,
or incapable of meeting needs
 Number of suppliers is small and number of
competitors large
 High growth in industry sector
 Firm has both capital and human resources to
manage new business
 Advantages of stable prices are important
 Present supplies have high profit margins

13. Fred R. David
Prentice Hall
Ch5-13
Integration StrategiesIntegration Strategies
Horizontal Integration –Horizontal Integration –
– Seeking ownership or increasedSeeking ownership or increased
control over competitorscontrol over competitors

14. Fred R. David
Prentice Hall
Ch5-14
Integration StrategiesIntegration Strategies
Guidelines for Horizontal Integration –Guidelines for Horizontal Integration –
 Firm can gain monopolistic characteristics without
being challenged by federal government
 Competes in growing industry
 Increased economies of scale provide major
competitive advantages
 Faltering due to lack of managerial expertise or
need for particular resources

15. Fred R. David
Prentice Hall
Ch5-15
Intensive StrategiesIntensive Strategies
Intensive
Strategies
Market Penetration
Market Development
Product Development

16. Fred R. David
Prentice Hall
Ch5-16
Intensive StrategiesIntensive Strategies
Intensive strategies –Intensive strategies –
– Require intensive efforts to improve aRequire intensive efforts to improve a
firm’s competitive position with existingfirm’s competitive position with existing
productsproducts

17. Fred R. David
Prentice Hall
Ch5-17
Intensive StrategiesIntensive Strategies
Market Penetration –Market Penetration –
– Seeking increased market share forSeeking increased market share for
present products or services in presentpresent products or services in present
markets through greater marketingmarkets through greater marketing
effortsefforts

18. Fred R. David
Prentice Hall
Ch5-18
Intensive StrategiesIntensive Strategies
Guidelines for Market Penetration –Guidelines for Market Penetration –
 Current markets not saturated
 Usage rate of present customers can be increased
significantly
 Market shares of competitors declining while total
industry sales increasing
 Increased economies of scale provide major
competitive advantages

19. Fred R. David
Prentice Hall
Ch5-19
Intensive StrategiesIntensive Strategies
Market Development –Market Development –
– Introducing present products orIntroducing present products or
services into new geographic areaservices into new geographic area

20. Fred R. David
Prentice Hall
Ch5-20
Intensive StrategiesIntensive Strategies
Guidelines for Market Development –Guidelines for Market Development –
 New channels of distribution that are reliable,
inexpensive, and good quality
 Firm is very successful at what it does
 Untapped or unsaturated markets
 Capital and human resources necessary to manage
expanded operations
 Excess production capacity
 Basic industry rapidly becoming global

21. Fred R. David
Prentice Hall
Ch5-21
Intensive StrategiesIntensive Strategies
Product Development –Product Development –
– Seeking increased sales by improvingSeeking increased sales by improving
present products or services orpresent products or services or
developing new onesdeveloping new ones

22. Fred R. David
Prentice Hall
Ch5-22
Intensive StrategiesIntensive Strategies
Guidelines for Product Development –Guidelines for Product Development –
 Products in maturity stage of life cycle
 Competes in industry characterized by rapid
technological developments
 Major competitors offer better-quality products at
comparable prices
 Compete in high-growth industry
 Strong research and development capabilities

23. Fred R. David
Prentice Hall
Ch5-23
Diversification StrategiesDiversification Strategies
Diversification
Strategies
Concentric
Diversification
Conglomerate
Diversification
Horizontal
Diversification

24. Fred R. David
Prentice Hall
Ch5-24
Diversification StrategiesDiversification Strategies
Diversification strategies –Diversification strategies –
– Becoming less popular asBecoming less popular as
organizations are finding it moreorganizations are finding it more
difficult to manage diverse businessdifficult to manage diverse business
activitiesactivities

25. Fred R. David
Prentice Hall
Ch5-25
Diversification StrategiesDiversification Strategies
Concentric Diversification –Concentric Diversification –
– Adding new, but related, products orAdding new, but related, products or
servicesservices

26. Fred R. David
Prentice Hall
Ch5-26
Diversification StrategiesDiversification Strategies
Guidelines for Concentric Diversification –Guidelines for Concentric Diversification –
 Competes in no- or slow-growth industry
 Adding new & related products increases sales of
current products
 New & related products offered at competitive prices
 Current products are in decline stage of the product
life cycle
 Strong management team

27. Fred R. David
Prentice Hall
Ch5-27
Diversification StrategiesDiversification Strategies
Conglomerate Diversification –Conglomerate Diversification –
– Adding new, unrelated products orAdding new, unrelated products or
servicesservices

28. Fred R. David
Prentice Hall
Ch5-28
Diversification StrategiesDiversification Strategies
Guidelines for Conglomerate Diversification –Guidelines for Conglomerate Diversification –
 Declining annual sales and profits
 Capital and managerial talent to compete
successfully in a new industry
 Financial synergy between the acquired and
acquiring firms
 Exiting markets for present products are saturated

29. Fred R. David
Prentice Hall
Ch5-29
Diversification StrategiesDiversification Strategies
Horizontal Diversification –Horizontal Diversification –
– Adding new, unrelated products orAdding new, unrelated products or
services for present customersservices for present customers

30. Fred R. David
Prentice Hall
Ch5-30
Diversification StrategiesDiversification Strategies
Guidelines for Horizontal Diversification –Guidelines for Horizontal Diversification –
 Revenues from current products/services would
increase significantly by adding the new unrelated
products
 Highly competitive and/or no-growth industry w/low
margins and returns
 Present distribution channels can be used to market
new products to current customers
 New products have counter cyclical sales patterns
compared to existing products

31. Fred R. David
Prentice Hall
Ch5-31
Defensive StrategiesDefensive Strategies
Defensive
Strategies
Retrenchment
Divestiture
Liquidation

32. Fred R. David
Prentice Hall
Ch5-32
Defensive StrategiesDefensive Strategies
Retrenchment –Retrenchment –
– Regrouping through cost and assetRegrouping through cost and asset
reduction to reverse declining salesreduction to reverse declining sales
and profitand profit
– Chapter 11 Bankruptcy (worst case)Chapter 11 Bankruptcy (worst case)
– [[Chapter 13 for Small businesses]

33. Fred R. David
Prentice Hall
Ch5-33
Defensive StrategiesDefensive Strategies
Guidelines for RetrenchmentGuidelines for Retrenchment ––
 Firm has failed to meet its objectives and goals
consistently over time but has distinctive
competencies
 Firm is one of the weaker competitors
 Inefficiency, low profitability, poor employee morale,
and pressure from stockholders to improve
performance.
 When an organization’s strategic managers have
failed
 Very quick growth to large organization where a
major internal reorganization is needed

34. Fred R. David
Prentice Hall
Ch5-34
Defensive StrategiesDefensive Strategies
Divestiture –Divestiture –
– Selling a division or part of anSelling a division or part of an
organizationorganization

35. Fred R. David
Prentice Hall
Ch5-35
Defensive StrategiesDefensive Strategies
Guidelines for Divestiture –Guidelines for Divestiture –
 When firm has pursued retrenchment but failed to
attain needed improvements
 When a division needs more resources than the firm
can provide
 When a division is responsible for the firm’s overall
poor performance
 When a division is a misfit with the organization
 When a large amount of cash is needed and cannot
be obtained from other sources.

36. Fred R. David
Prentice Hall
Ch5-36
Defensive StrategiesDefensive Strategies
Liquidation–Liquidation–
– Selling all of a company’s assets, inSelling all of a company’s assets, in
parts, for their tangible worthparts, for their tangible worth
– Chapter 7 Bankruptcy (entire firm sold)

37. Fred R. David
Prentice Hall
Ch5-37
Defensive StrategiesDefensive Strategies
Guidelines for LiquidationGuidelines for Liquidation ––
 When both retrenchment and divestiture have been
pursued unsuccessfully
 If the only alternative is bankruptcy, liquidation is an
orderly alternative
 When stockholders can minimize their losses by
selling the firm’s assets

38. Fred R. David
Prentice Hall
Ch5-38
Joint Venture/Partnering
Two or more companies form a temporary
partnership or consortium for purpose of
capitalizing on some opportunity.

39. Fred R. David
Prentice Hall
Ch5-39
Joint Venture/Partnering
Cooperative ArrangementsCooperative Arrangements ––
 Research and development partnerships
 Cross-distribution agreements
 Cross-licensing agreements
 Cross-manufacturing agreements
 Joint-bidding consortia

40. Fred R. David
Prentice Hall
Ch5-40
Joint Venture/Partnering
Problems Causing Joint Ventures to FailProblems Causing Joint Ventures to Fail ––
 Managers who must collaborate daily not involved in
forming or shaping the venture
 Venture may benefit the companies but not the
customers
 Venture not supported equally by both partners
 Venture may begin to compete with one of the
partners more so than the other

41. Fred R. David
Prentice Hall
Ch5-41
Joint Venture/Partnering
Guidelines for Joint VenturesGuidelines for Joint Ventures ––
 Combination of privately held and publicly held can be
synergistically combined
 Domestic forms joint venture with foreign firm, can obtain local
management to reduce certain risks
 Distinctive competencies of two or more firms are
complementary
 Overwhelming resources and risks where project is potentially
very profitable (e.g., Alaska pipeline)
 Two or more smaller firms have trouble competing with larger
firm
 A need exists to introduce a new technology quickly

42. Fred R. David
Prentice Hall
Ch5-42
Merger/AcquisitionMerger/Acquisition
• Merger - two organizations of about equal
size unite to form one enterprise
• Acquisition - large organization purchases a
smaller firm, or vice versa
• Takeover or Hostile Takeover - M or A is not
desired by both parties

43. Fred R. David
Prentice Hall
Ch5-43
Leveraged Buyout (LBO)Leveraged Buyout (LBO)
• Corporation’s shares are bought by the
company’s management or other private
investors using borrowed funds
• Organization becomes private or closely-held

44. Fred R. David
Prentice Hall
Ch5-44
BISNISBISNIS
BUKUBUKU

45. Fred R. David
Prentice Hall
Bisnis Buku Era GlobalisasiBisnis Buku Era Globalisasi
Bisnis Buku
Kebijakan Global
Bersaing
Teknologi
Perubahan
Bisnis teh
berubah

46. Fred R. David
Prentice Hall
Ch5-46
Percetakan
Penerbitan
PengecerDistributor
Penulis
• Manajer buku
• Investor buku
• Penyebar buku • Penjual buku
• Pemilik buku
BISNISBISNIS
BUKUBUKU
• Pembuat buku

47. Fred R. David
Prentice Hall
Ch5-47
Distribusi BukuDistribusi Buku
Penerbit Penerbit Penerbit Penerbit
Distributor
Agen
Pengecer
Konsumen
Agen
Pengecer
Konsumen
Pengecer
Konsumen Konsumen

48. Fred R. David
Prentice Hall
Ch5-48Toko buku
Telemarketing
Cybermarketing
DirectSelling
Pameran
Konter Buku
Persewaan
RETAILERRETAILER
•Penerbit
•Agen
•Toko buku