hubungan sistem pengendalian manajemen dan strategi bisnis
DESCRIPTION
“ the reason why firms succeed or fail is perhaps the central question in strategy”. -Porter, Wheelen & Hunger (1995)-. - PowerPoint PPT PresentationTRANSCRIPT
“the reason why firms succeed or fail is perhaps the central question
in strategy”.
-Porter, Wheelen & Hunger (1995)-
-Kaplan and Norton
• Strategy is choosing to perform activities differently from competitors so as provide an unique value proposition
Tanpa strategi, perusahaan seperti kapal tanpa kendali, berputar-putar dalam lingkaran. Seperti
pengemis tidak memiliki tempat yang ingin dituju.
Joel Ross and Michael K
Hubungan Sistem Pengendalian Manajemen dan Strategi Bisnis
Hubungan Satu Arah
Hubungan Dua arah
Hubungan Satu Arah
Sistem Pengendalian Manajemen
Strategi Bisnis
Hubungan Dua Arah
Sistem Pengendalian Manajemen
Strategi Bisnis
Jenis Strategi: Perspective 1
Jenis Strategi
Tingkat Organisasi
Pembagian Tugas
Tingkat OrganisasiGriffin,Ricky W;Ebert, Ronald J. Bisnis, Edisi Kedelapan, Jilid 1, Erlangga, Jakarta, 2006.
Tingkat Korporasi
Tingkat Bisnis
Tingkat Fungsional
Srategi Korporasi
Strategi Bisnis 3
Strategi Bisnis 2
Strategi Bisnis 1
Strategi R & D Strategi Produksi
Strategi Pemasaran
Strategi SDM Strategi Keuangan
• bisnis apa yang akan dilakukan•bagaimana sumber daya dialokasikan
• bagaimana cara bersaing
Tingkat OrganisasiSchendel dan Charles Hofer, Higgins (1985)
Enterprise Strategy
Tingkat Korporasi
Tingkat Bisnis
Tingkat Fungsional
Srategi Korporasi
Strategi Bisnis 3
Strategi Bisnis 2
Strategi Bisnis 1
Strategi functional ekonomi
Strategi functional manajemen
Strategi isu stratejik
memberi pelayanan yang baik terhadap tuntutan dan kebutuhan
masyarakat
keuangan, pemasaran, sumber daya, penelitian dan
pengembangan.
planning, organizing, implementating, controlling, staffing, leading, motivating, communicating,
decision making, representing, dan integrating.
mengontrol lingkungan
Pembagian Tugas
Strategi Generik
Strategi Utama
Strategi Fungsional
•Strategi Generik Porter•Strategi Generik Glueck•Strategi Generik Schermerhon
Strategi Generik Porter
Strategi Generik Glueck
Strategi Stabilitas (stability)
Tidak mendambah produk, efisiensi
Strategi Ekspansi (expansion)
Menambah produk
Strategi Penciutan (retrenchment)Pengurangan produk
Strategi Kombinasi (combination)
Strategi Generik Schermerhon
Strategi prospektor (prospector)
Strategi bertahan (defender).
Strategi penganalisis (Analyzer) Strategi reaktor
Jenis Strategi
Integration Strategies
Intensive Strategies
Diversification Strategies
Defensive Strategies
Strategi Generik Strategi Utama
Forward Integration Strategy
Strategi Integrasi ke belakang (Backward Integration Strategy)
Strategi Integrasi Horisontal (Horizontal Integration Strategy)
Strategi Penetrasi Pasar (Market Penetration Strategy)
Strategi Pengembangan Pasar (Market Development Strategy)
Strategi Pengembangan Produk (Product Development Strategy)
Strategi Diversifikasi Terpusat (Concentric Diversification Strategy)
Strategi Diversifikasi Horizontal (Horizontal Diversification Strategy)
Strategi Diversifikasi Konglomerasi (Conglomerate Diversification Strategy)
Strategi Penggabungan Usaha (Merger Strategy/Joint Venture)
Strategi Pengurangan/Penghematan (Retrenchment Strategy)
Strategi Pelepasan (Disvesture Strategy)
Strategi Likuidasi (Liquidation Strategy)
Strategi Kombinasi (Combination Strategy)
David, 1998; Porter 1980 dan 1985
Strategi FungsionalHunger dan Wheelen (2001:262)
Strategi Pemerolehan Sumber Daya dan Kapabilitas
Strategi Pemasaran
Strategi Finansial.
Strategi Penelitian dan Pengembangan ( Research & Development ).
Strategi Operasi/Produksi
Strategi Sumber Daya Manusia dan Fungsional Lainnya
Jenis Strategi: Perspective 2
Clasification of business strategies
• Cost Leadership Strategy• Differentiation Strategy• Focus Strategy– Focus-Low cost– Focus-Differentiation
• Hybrid (Combination) Strategy• No Definite Strategy
How to Implement the Stratgey?Using Balance Scorecard
Perumusan Strategi
Balance Score Card - Kaplan, Robert and David Norton, The Balanced Scorecard: Translating Strategy into Action
Balance ScoreCard”...... a set of measures that gives top managers a fast but comprehensive view of the business..... includes financial measures that tell the result of action already taken….. completments the financial measures with operational measures on customer satisfaction, internal process, and the organization’s innovation and improvement activites – operational measures that are drivers of future financial performance.
Kaplan, Robert and David Norton, The Balanced Scorecard: Translating Strategy into Action
Strategic Theme Strategic Objective Strategic Measurement Target Strategic Initiative
Financial
Growth above the market demand
Annual and sales growth Annual growth of 40% Wide distribution channel
throughout Indonesia, has already interested some partners, especially global pharmaceutical companies such as Pfizer and Astra Zeneca.
Customer
Serve them with a 'human touch Customer Satisfication
Customer Relationship Management
Give customer the highest priority in terms of providing service and handling customer complaints
Internal Business Process
Global Market Player Zero Defect achieve PICs Standards Setting up of our new manufacturing plant, in collaboration with an international reputable consultant
Learning & Growth
Leading Global Corporation Market Development
Local market (Papua, Ambon NTB and NTT) and Regional market (set up a branch in Myanmar, and export our products to Russia, Mongolia and other countries)
Planning to double our Sales Field Force to 400 people in anticipation of our targeted growth of 123% in 2008