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Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
Agar bisa sukses …..harus tahu
• Faktor‐faktor penyebab perusahaan
SUKSES VS GAGAL
Berdasarkan RISET dari : • Perusahaan BESAR dan kecil
• Ratusan hingga ribuan perusahaan• Rentang waktu 15 ‐ 100 tahun
• Melalui Journals , Buku berbasis Riset , Observasi , In depth Interview
Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
Perusahaan yang sukses
Perusahaan andakah yang berikutnya ?
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Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
Sun Tzu – 500 BC
• If you know the enemy and know yourself, you need not fear the result of a hundred battles.
• If you know yourself but not the enemy, for every victory gained you will also suffer a defeat / loss
• If you know neither the enemy nor yourself, you will succumb / surrender in every battle.
Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
Bag 1 : FAKTOR PENYEBAB PERUSAHAAN SUKSES
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Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
Others will follow
Value chain
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Value chain
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Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
Journals : mengapa perusahaan sukses
Building blocks of competitive advantage :
1. Efficiency (A Priddle , 2001)
2. Quality ( D Garvin , 1987 )
3. Innovation ( W Chan Kim , 1997 )
4. Customer responsiveness ( VA Zeithaml, 1988)
Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
Bag 2: FAKTOR PENYEBAB PERUSAHAAN GAGAL
JANGAN SAMPAI HAL INI TERJADI PADA PERUSAHAAN ANDA !
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Value chain
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Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
Journals: Why do companies fail ?
1. Inertia (Hannah et al 1984) difficult to change esp: bureaucracy
• Companies find it difficult to change their strategies and structures to adapt to changing competitive conditions . Eg: IBM’s mainframes ( lay‐offs 100.000 employees as a result of microprocessors )
2. Prior strategic commitments ( Ghemawat , 1991)
• IBM had made major investments in the mainframe computer business. When market shifted, IBM was stuck with significant resources that were specialized to that particular business
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Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
3. The Icarus paradox ( Miller , 1990)
• His ability to fly – caused his death .
• Many companies so dazzled by their early success, become so specialized and inner directed that it loses sight of market realities.
Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
There are 4 major categories :
1. Craftsmen : Texas Instruments and DEC
• So obsessed w/ engineering details lost sight of market realities
2.Builders : ITT
• So enchanted with diversification, continued to diversify beyond the point at which it was profitable to do so
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Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
3. Pioneers : Wang Labs • So enamored of their own originally brilliant innovations that they continued to search for additional brilliant innovations. They ended up producing novel but completely useless products
• 4. Salesman : P & G and Chrysler • So convinced of their ability to sell anything that they paid scant attention to product development and manufacturing excellence. As a result they spawned a proliferation of bland, inferior products
Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
Other observation as a consultant
• Pertamina Geo‐Thermal
• BP Migas
• Chevron
• Nuqul Group – Jordan
• Banpu – Thailand
• Indo Tambang
• Indocement
• Garuda Indonesia
• Bank Permata
• dll
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Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
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Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
Summary : Ibaratnya mobil , perusahaan juga butuh speedometer
DREAM 6 C
C…Strategy
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Mendulang sukses – menghindari kejatuhan
NOW PROCESS TARGET Kondisi perusahaan saat ini Yang harus dilakukan agar bisa mencapai
KESUKSESAN
Faktor-faktor penyebab SUKSES
KONTRIBUSI DIVISI ANDA ( DALAM ANGKA ) COMPANY HARDWARE STRATEGY
FOCUS : Hedgehog Concept: Simpel, memahami “one big thing” and stick to it. Perusahaan pembanding cenderung seperti foxes — mencoba mengetahui banyak hal, namun lack consistency. Focus on narrow segment & deep - NOT BROAD. Specialization in product and know-how w/ GLOBAL selling and marketing . Closeness to customer . Value driven NOT price driven ( avoid PRICE WAR )
Blue Ocean Creation - Value Innovation
Terlalu mengandalkan kompetensi sehingga membatasi pandangan perusahaan
Obsesi volume ( peningkatan biaya dan penciutan laba) meningkatkan ketidakseimbangan . Akuisisi masal / roll up yang hendak mencapai skala eknonomi, berakhir dengan skala disekonomi . Akuisisi untuk konsolidasi , saat membeli asset , juga membeli masalah . Ketidakdisiplinan untuk mendapatkan lebih (rakus) . Melakukan aktivitas merger & akuisisi secara membabi buta hanya untuk mengejar kebesaran yang sifatnya tidak sustainable
Rabun jauh persaingan ( hanya melihat kompetisi)
Value chain
SupportActivities
Primary Activities
ProfitMargin
Firm Infrastructure(general management, accounting, finance, strategic planning)
Human Resource Management(recruiting, training, development)
Technology Development(R&D, product and process improvement)
Procurement(purchasing of raw materials, machines, supplies)
InboundLogistics(rawmaterialshandling andwarehousing)
Operations(machining,assembling,testing)
OutboundLogistics(warehousinganddistributionof finishedproduct)
Marketingand Sales(advertising,promotion,pricing,channelrelations)
Service(installation,repair, parts)
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Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
Jika TIDAK: …
TITANIC
Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
Today :
• Next Topic:
• How to run an autopilot business
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Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com
ANY QUESTIONS …..?
If you need Business Research and Advisories, contact us:
• Email : danielbusinessdoctor @gmail.com
• HP: 0819‐0830‐9519
• www.konsultasibisnis.com
You’ll never walk alone in business
Daniel“Mr Strategy “
Saputro0819‐0830‐9519
www.konsultasibisnis.com