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Pertemuan 7 MANAJEMEN STRATEGI

Pertemuan 7 MANAJEMEN STRATEGI. Matakuliah : F0542/Manajemen Umum Tahun : 2005 Versi : 5. Learning Outcomes. Pada akhir pertemuan ini, diharapkan mahasiswa akan mampu :.

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Pertemuan 7 MANAJEMEN STRATEGI

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  1. Pertemuan 7MANAJEMEN STRATEGI Matakuliah : F0542/Manajemen Umum Tahun : 2005 Versi : 5

  2. Learning Outcomes Pada akhir pertemuan ini, diharapkan mahasiswa akan mampu : Mahasiswa dapat Menjelaskan tentang: Manajemen strategik (Strategic Management), proses manajemen strategik, tipe-tipe perencanaan dalam organisasi dan teknik perencanaan

  3. Outline Materi • Manajemen strategi • Pentingnya manajemen strategi • Apakah manajemen strategi itu? • Tujuan-tujuan dari manajemen strategi • Proses manajemen strategi • Tipe-tipe strategi organisasi • Strategi level fungsional

  4. 07 / 02 - 28 Pentingnya Strategic Management • Apakah Strategic Management? • A set of managerial decisions and actions that determines the long-run performance of an organization • Tujuan Strategic Management • involved in many decisions that managers make • companies with formal strategic management systems have higher financial returns than companies with no such system • important in profit and not-for-profit organizations

  5. 07 / 03 - 28 Proses Strategic Management

  6. 07 / 04 - 28 Proses Strategic Management 1. Identifikasi Misi Organisasi, Objektif dan Strategi • mission - statement of the purpose of an organization • important in profit and not-for-profit organizations • important to identify the goals currently in place and the strategies currently being pursued

  7. 07 / 05 - 28 Components of a Mission Statement

  8. 07 / 06 - 28 Proses Strategic Management 2. Analisis Lingkungan • successful strategies are aligned with the environment • examine both the specific and general environments to determine what trends and changes are occurring 3. Identifikasi Peluang dan Ancaman • opportunities - positive trends in the external environmental • threats - negative trends in the external environment

  9. 07 / 07 - 28 Proses Strategic Management 4.Analisa Sumber Daya (resources) dan Kapabilitas Organisasi • examine the inside of the organization • available resources and capabilities always constrain the organization in some way • core competence - a unique and exceptional capability or resource • the organization’s major value-creating, competitive weapon

  10. 07 / 08 - 28 Proses Strategic Management 5. Identifikasi Kekuatan dan Kelemahan • strengths - activities the organization does well or any unique resource • weaknesses - activities the organization does not do well or resources it needs but does not possess • organization’s culture has its strengths and weaknesses • strong culture - new employees easily identify the organization’s core competencies • may serve as a barrier to accepting change • influence managers’ preferences for certain strategies • SWOT analysis - analysis of the organization’s strengths, weaknesses, opportunities, and threats

  11. 07 / 09 - 28 Organization’s Resources/Abilities Organization’s Opportunities Opportunities in the Environment Identifying the Organization’s Opportunities

  12. 07 / 10 - 28 Proses Strategic Management 6. Formulasi Strategi • require strategies at the corporate, business, and functional levels of the organization • strategy formulation follows the decision-making process 7. Implementasi Strategi • a strategy is only as good as its implementation 8. Evaluasi Hasil • control process to determine the effectiveness of a strategy

  13. 07 / 11 - 28 Levels of Organizational Strategy

  14. 07 / 12 - 28 Tipe-tipe Strategi Organisasi • Corporate-Level Strategy • determines • what businesses a company should be in or wants to be in • the direction that the organization is going • the role that each business unit will play • Grand Strategy - Stability • no significant change is proposed • organization’s performance is satisfactory • environment appears to be stable and unchanging • few organizations today pursue this strategy

  15. 07 / 13 - 28 Tipe-tipe Strategi Organisasi • Corporate-Level Strategy (cont.) • Grand Strategy - Growth • seeks to increase the level of the organization’s operations • concentration - growth through direct expansion of organization’s own business operations • vertical integration • backward - become your own supplier • forward - become your own distributor • horizontal integration - grow by combining with other organizations in the same industry • needs approval by U.S. Federal Trade Commission

  16. 07 / 14 - 28 Tipe-tipe Strategi Organisasi • Corporate-Level Strategy (cont.) • Grand Strategy - Growth (cont.) • related diversification - grow by merging with or acquiring firms in different, but related, industries • “strategic fit” • unrelated diversification - grow by merging with or acquiring firms in different and unrelated industries

  17. 07 / 15 - 28 Tipe-tipe Strategi Organisasi • Corporate-Level Strategy (cont.) • Grand Strategy - Growth (cont.) • retrenchment - designed to address organizational weaknesses that are leading to performance declines • intended to: • stabilize operations • revitalize organizational resources and capabilities • prepare to compete once again

  18. 07 / 16 - 28 Valuable Strengths Corporate Growth Strategies Corporate Stability Strategies Firm Status Corporate Stability Strategies Corporate Retrenchment Strategies Critical Weaknesses Environmental Status Abundant Environmental Opportunities Critical Environmental Threats SWOT Analysis And Grand Strategies

  19. 07 / 17 - 28 Tipe-tipe Strategi Organisasi • Corporate-Level Strategy (cont.) • Corporate Portfolio Analysis - used when corporate strategy involves a number of business • Boston Consulting Group (BCG) matrix - provides a framework for understanding diverse businesses • helps managers establish priorities for making resource allocation decisions • businesses classified in terms of • market share • anticipated market growth

  20. 07 / 18 - 28 The BCG Matrix Market Share Low High Stars Question Marks High Anticipated Growth Rate Cash Cows Dogs Low

  21. 07 / 19 - 28 Tipe-tipe Strategi Organisasi • Corporate-Level Strategy (cont.) • BCG matrix (cont.) • strategic implications of the matrix • cash cows - “milk” • use cash to invest in stars and question marks • stars - require heavy investment • eventually will become cash cows • question marks - two strategies • invest to transform them into stars • divest • dogs - sold off or liquidated

  22. 07 / 20 - 28 Tipe-tipe Strategi Organisasi • Business-Level Strategy • determines how an organization should compete in each of its businesses • strategic business units - independent businesses that formulate their own strategies • Role of Competitive Advantage • competitive advantage - sets an organization apart by providing a distinct edge • comes from the organization’s core competencies • not every organization can transform core competencies into a competitive advantage • once created, must be able to sustain it

  23. 07 / 21 - 28 Tipe-tipe Strategi Organisasi • Business-Level Strategy (cont.) • Competitive Strategies • Michael Porter - industry analysis based on five competitive forces • Threat of new entrants - affected by barriers to entry • Threat of substitutes - affected by buyer loyalty and switching costs • Bargaining power of buyers - affected by number of customers, availability of substitute products

  24. 07 / 22 - 28 Tipe-tipe Strategi Organisasi • Business-Level Strategy (cont.) • Competitive Strategies (cont.) • Porter’s competitive forces analysis (cont.) • Bargaining power of suppliers - affected by degree of supplier concentration • Existing rivalry - affected by industry growth rate, demand for firm’s product or service, and product differences

  25. 07 / 23 - 28 New Entrants Threat of New Entrants Bargaining Power or Suppliers Industry Competitors Suppliers Buyers Current Rivalry Bargaining Power or Buyers Threat of Substitutes Substitutes Forces In The Industry Analysis

  26. 07 / 24 - 28 Tipe-tipe Strategi Organisasi • Business-Level Strategy (cont.) • Competitive strategies (cont.) • Porter’s three generic strategies • cost leadership - goal is to become the lowest-cost producer in the industry • tries to identify efficiencies in all operations • overhead kept to a minimum • product or service must be perceived to be of comparable quality to that offered by competitors

  27. 07 / 25 - 28 Tipe-tipe Strategi Organisasi • Business-Level Strategy (cont.) • Competitive strategies (cont.) • Porter’s three generic strategies (cont.) • differentiation- offer unique products that are widely valued by customers • sets the firm apart from competitors • differentiation based on quality, service, product design, brand image • customers must be willing to pay a price premium that exceeds the cost of differentiation

  28. 07 / 26 - 28 Tipe-tipe Strategi Organisasi • Business-Level Strategy (cont.) • Competitive strategies (cont.) • Porter’s three generic strategies (cont.) • focus- aims at a cost advantage or differentiation advantage in a narrow segment • no attempt to serve the broad market • feasibility of strategy depends on the size of the segment and the ability of the firm to support the cost of focusing

  29. 07 / 27 - 28 Requirements for Successfully Pursuing Porter’s Competitive Strategies

  30. 07 / 28 - 28 Tipe-tipe Strategi Organisasi • Functional-Level Strategy (cont.) • used to support the business-level strategy • creates an appropriate supporting role for each functional area of the organization • e.g., manufacturing, marketing, human resources

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