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7/30/2019 Kuliah 4-7 Manstra S1 MBTI-DT

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Integrity Entrepreneurship Best For Excellence

Strategic ManagementConcept and Process

Kuliah 4-7

Translating Vision, Mission and Corporate Strategy into Business and Functional Strategy

DODIE TRICAHYONO


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Crafting a Strategy

Strategy-makingmelibatkanentrepreneurship mencari peluang-peluang baru:

Untuk melakukan hal-hal baru atau

Untuk melakukan hal-hal eksisting dengan cara baru atau cara yanglebih baik

Strategizingmelibatkan:

Mencari tahu yang terjadi pada lingkungan

eksternal dan

Mengendalikan aktifitas-aktifitas perusahaan

ke arah yang baru yang ditentukan oleh perubahan-perubahan

kondisi pasar


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Activities Involved in Crafting a Strategy

Studyingmarket trends and actionsof competitors

Listeningto customers, anticipating their changing needs

Scrutinizingbusiness possibilitiesbased on new technology

Buildingfirms market position

via acquisitions or new products

Pursuingways to strengthenfirms competitive capabilities

Our strategywill be . . .


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Who Participates in Crafting a Companys

Strategy?

Chief executive officer - CEO

Senior corporate executives

Chief financial officer - CFO

Managers of business divisions andmajor product lines

Key VPs for production, marketing,

human resources, and other functional

departments

Every company managerhas astrategy-making,

strategy-executing roleranging from minor to major for the

area he or she heads!


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Strategizing: An Individual or Team Responsibility?

Teamssemakin banyak digunakan karena:

Menemukan solusi yang di-drive oleh pasar danpelanggan adalah keharusan

Isu-isu strategis adalah kompleks yang melintasi batas

area-area fungsional dan unit-unit departemen

Ide-ide yang berasal dari orang-orang

dengan latar belakang dan pengalaman

yang berbeda akan memperkuat

usaha strategizing

Orang-orang yang terlibat dalam

crafting the strategyakan juga terlibatdalam pelaksanaannya


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Development

Implementation

Development

Strategy

ImplementationStrategy

The work of seniormanagers and planners

The work of middlemanagers and their staff

Joint responsibility ofplanners and doers

Classical

strategy

Processualstrategy

Problems with the sequential approach


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Performexternal

audit

PerformInternal

audit

EstablishLong-termobjectives

Generate,evaluate,

selectstrategies

Inplementstrategies

ImplementFunctionalstrategies

DevelopVision &Mission

Measure &EvaluatePerform-

ance

The Strategic Management Model



Factors Shaping the

Choice of Company Strategy

Companys Strategic SituationCraft

the

strategy

External Factors

Internal Factors

Social,

political,

regulatory

and

community

factors

Competitive

conditions

and industry

attractiveness

Companyopportunities

and threats to

companys

well-being

Resource

strengths,

capabilities,

and

weaknesses

Influences of

key

executives

Shared values

and company

culture

Identify

and

evaluate

alternatives

Determinerelevance

of internal

and

external

factors



Untuk mengidentifikasikey opportunities and threats terhadap

bisnis

Untuk menguji major changes yang terjadi dalam

lingkungan eksternal yang akan mempengaruhi bisnisUntuk menganalisis aktifitas-aktifitas dalam struktur

industri, pasar, dan para pesaing

Untuk mengidentifikasi isu-isu kunci yang dihadapi

organisasi saat ini dan masa depan

Untuk menentukan theCritical Success Factors (CSFs)

yang dibutuhkan untuk beroperasi dalam lingkungan

tersebut

Objectives of External Analysis



Strategic Context

Manager

OrganizationalContext

Industry

Context

InternationalContext



TheOrganisation

SOCIAL

Societys attitude

Demography

Fashion

TECHNOLOGICAL

Quality

Types of productsPLC

POLITICAL

Legislation

Governmentpolicy

Europe

ECONOMIC

Unemployment

Interest rates

Europe

PEST Analysis



Competitiverivalry amongstexisting firms

Suppliers

Potentialnewentrants

Customers

Substituteproducts

Industry Analysis: Five Forces of Porter



Multinationalmajor

branders

Minornationalbranders

National

ownbranders

Nationalmajor

branders

Colmans, ABF Unilever, BSM,Nestl, Grand Met

United Biscuits,Unigate

Hillsdown,Booker

Strategic groups are clusters of firms in direct competition with each other

Marketing intensity (marketing costs as a % of sales)0

0

Geographiccoverag

e(%

ofEC)

Strategic Groups



Competitive intensity often varies according to:

Number & size of competitors

Nature of the product

Sellers control of price

Ease of entry into the market

Tujuan- dapat mempengaruhi perilaku di dalam

pasar dan dapat berdampak jangka panjang,misal, terhadap biaya dan harga

Sumberdaya- kekuatan dan kelemahan.

Kemungkinan strategy saat ini dan masa depan

menilai apa yang menjadi konsentrasi parapesaing dan implikasinya .

Budaya- asumsi-asumsi yang mendasaripendekatan dalam pengembangan strategi,

misalnya, kualitas.

Competitor Analysis



Siapa para pelanggan kita dan apayang menjadi kebutuhan mereka?

Segmentasi-segmen-segmen yangdapat disasar untuk memperolehkeuntungan lebih pada suatu kelompokkecil dari suatu pasar yang besar.

Mencapai SCA lewat pertautan yangerat antara keinginan pelanggan dansumberdaya dari organisasi.

Berkonsentrasi pada suatu bagianpasar yang kecil memungkinkanpenyebaran sumberdaya yang lebihefektif.

Customer Analysis



Size Potential for growth

Benefits sought by customers

Brand loyalty Existing and potential competition

Opportunities/threats

Analysis of Segments



Hypercompetition

Intense competitive rivalry

Advantages quickly created and

eroded

Quick response

Hard to sustain advantage

Creative destruction of advantage

Hypercompetitive Environment

Compression of product

life cycle

Weakening of entry

barriers

Alliances among firms

Business as war

Evidences

All actions are interactionsAll actions are relative

o Must take competitors actions into account

Must project long-term trends and actions

Dynamism

Cost and qualityTiming and know-how

Strongholds

Competitive Arena



18

Shifting From an Industry Focus to aResource Focus

THE

INDUSTRY

ENVIRONMENT

CompetitorsCustomersSuppliers

STRATEGYSTRATEGY

THE FIRM

Goals and Values

Resources andCapabilities

Structure andSystems

The Firm-Strategyinterface (RBV Model)

The Strategy-EnvironmentInterface (I-O Model)



The External Factor Evaluation (EFE) Matrix

KEY EXTERNAL FACTORS WEIGHT1) RATING2)WEIGHTED

SCORE3)

Opportunities

1.

2.

3.

...

Threats

1.

2.

3.

...

TOTAL

1) Bobot setiap faktor dalam sukses di industri: 0,0 (tidak penting) 1,0 (sangat penting).

Jumlah seluruh faktor adalah 1.

2) Respon strategi perusahaan terhadap faktor: 1,0 (buruk); 2,0 (rata-rata); 3,0 (di atas

rata-rata); 4,0 (superior).

3) Weight x rating



Analisis lingkungan eksternal harus dilakukan pada beberapa

tingkatan yang berbeda (societal trends, industry structure, strategicgroups, markets segments).

Analisis PEST menyoroti kecenderungan-kecenderungan umum yang

mempengaruhi seluruh industri.

Porters five forces menentukan kemampulabaan industri jangka

panjang dan penentu dari persaingan.

Analisis pesaing merupakan suatu alat pembanding yang berguna

sekaligus sebagai cara untuk mengurangi resiko akibat

penyimpangan strategis.

Segmen yang berbeda akan memberikan potensi profit yang berbedadan memerlukan bauran sumberdaya yang berbeda.

Beberapa industri telah mengalami yang namanya Hypercompetition.

Terjadi pergeseran pendekatan pemikiran strategis dari industry focuske resource-based focus.

Summary



Break 4


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The Aim of Resource Analysis

Mengevaluasi apa saja kekuatandan kelemahan suatu organisasi

Menilai jumlah dan kualitas sumberdaya yang

dimiliki

1)

Mengevaluasi bagaimana sumbedaya

digunakan untuk menambah nilai dari input

Menganalisis jika/bagaimana organisasi

mencapai keunggulan dibandingkan para

pesaingnya

1) The relevant resources do not have to be legally owned merely accessible to the firm, e.g. a keysupplier would be included, as would the state of the labour market.


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FINANCIAL

OPERATIONS INTANGIBLES

PEOPLE

The Resource Audit

COMPETITIVE

ADVANTAGE


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Strategic Issues in Each Resource Area

FINANCES

Sources of finance

Cost of capital(CAPM/WACC)

Optimal capital structure

Relationship betweenfinancial and strategicobjectives

OPERATIONS

Impact on competitive

advantage (quality, efficiency,response)

Technological change

Global competitiveness

INTANGIBLES

Brand strength

Knowledge base

Services

PEOPLE

Knowledge and technicalskills

Role of people in success ofcorporate strategy

Values and culture inchanging organisationstructure


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The Value Chain

Support activitiesPrimary activities

INBOUNDLOGISTICS OPERATIONS

OUTBOUNDLOGISTICS

MARKETINGAND SALES

SERVICE

FIRM INFRASTRUCTURE

HUMAN RESOURCE MANAGEMENT

TECHNOLOGY DEVELOPMENT

PROCUREMENT

M

A

R

G

IN

M

A

R

GI

N

Porter, M. E., (1985), Competitive Advantage, New York: Free Press


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The Value System

FirmValueChain

SupplierValue

Chains

ChannelValue

Chains

BuyerValue

Chains

FirmValueChain

FirmValueChain

Separate VCs of each SBU in a diversified firm.

Key

UPSTREAM DOWNSTREAM


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Value Chain Issues

Value adding activities tidak sama dengandepartemen-departemen fungsional tetapi merupakan

key processes.

Pertautan (linkages) untuk mencapai koordinasi danoptimisasi dan membuat imitasi dari keunggulan

menjadi sulit hubungan-hubungan ini sering kali

berupa hubungan soft elementseperti pertemanan(relationship), budaya dan tacit knowledge.

Value chains tidak dapat dibangun terpisah dari valuesystemyang lebih luas.


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Design of facilities and

systems

Supplier relationships

Economies of scale andscope

Experience curve

effects

Capacity utilisation

UNITCOST

CUMULATIVE OUTPUT

THE EXPERIENCE CURVE

Adding value via cost reduction


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Adding Value via Differentiation

Quality

Service levels

Innovation

Customer responsiveness


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The concept of core competencies (ccs) helps explain why some

firms consistently generate more successful products than others.

Definition:

Core competencies are the collective learning in the organisation,especially how to co-ordinate diverse production skills and integrate

multiple streams of technologies. (Prahalad & Hamel,1990)1

Key features include:

1. Prahalad and Hamel, The Core Competence of the Corporation, HBR, May/June 1990.

ccs provide potential access to a wide variety of markets

ccs make a significant contribution to perceived customerbenefits from final products

ccs should be hard for competitors to imitate

Core Competencies


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How do we compare?

Historical analysis - are we improving?

Industry averages - valid?

Best practice - against best in class

Benchmarking - what and who against?


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The Internal Factor Evaluation (IFE) Matrix

KEY INTERNAL FACTORS WEIGHT1) RATING2)WEIGHTED

SCORE3)

Internal Strengths

1.

2.

3.

...

Internal Weaknesses

1.

2.

3.

...

TOTAL

1) Bobot setiap faktor dalam sukses di industri: 0,0 (tidak penting) 1,0 (sangat penting).

Jumlah seluruh faktor harus 1.

2) Rating setiap faktor: 1 (major weakness); 2 (minor weakness); 3 (minor strength); 4

(major strength).

3) Weight x rating


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Summary

Isu kunci dalam analisis sumberdaya adalah untukmenentukan dampak dari sumberdaya pada competitiveadvantage

Terdapat empat sumberdaya kunci: Finances, People,Operations dan Intangibles.

Value chainadalah suatu model untuk mengevaluasidimana/bagaimana tambahan nilai diciptakan di dalam

organisasi dan membentuk competitive advantage.

Tambahan-nilai harus dioptimalkan melewati keseluruhanvalue systemtidak hanya di dalam value chainsuatuperusahaan saja.

Tujuan dari manajemen sumberdaya strategis adalahuntuk membangun sumberdaya inti (core resources)dan kompetensi inti (core competencies).


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Break 5


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Matching Stage

Dalam rangka membuat basis untuk

penyusunan long-term objectivesdanpemilihan strategi maka akan kita lakukan

proses matchingantara hasil analisiseksternal dan internal.

Tools Level of Strategy

SWOT Corporate, Business, Functional

BCG Corporate (multi business)

IE Matrix Corporate (multi business)

The Grand Strategy Matrix Corporate

QSPM Corporate, Business, Functional


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SWOT Matrix

Always leave blanks

Strengths-S1.2.3....

Weaknesses-W1.2.3....

Opportunities-O

1.2.

3.

...

SO Strategies

Use Strengths to take

advantage of

Opportunities

WO Strategies

Overcome Weaknesses

by taking advantage of

Opportunities

Threats-T

1.2.

3.

...

ST Strategies

Use Strengths to avoid

Threats

WT Strategies

Minimize Weaknesses

and avoid Threats

The Boston Consulting Group (BCG)


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Relative Market Share

Market

GrowthRate (%)

STARS QUESTION MARKS

CASH COWS DOGS

10X

4X

2X

1.5

X

1X

0.5

X

0.1

X

16

14

12

10

8

6

4

2

0

(SBU share/ market leaders share)

(Log scale)

Size of circleindicates revenueshare of SBU infirms portfolio.

The Boston Consulting Group (BCG)

Matrix


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Internal-External (IE) Matrix

I II III

IV V VI

VII VIII IX

The IFE total Weighted Scores

Strong

3.0 to 4.0

Average

2.0 to 2.99Weak

1.0 to 1.99

The

EFETotalWeig

hted

Scores

High

3.0 to 4.0

Medium

2.0 to 2.99

Low

1.0 to 1.99

Harvest or divestHold and maintain

Grow and build

50%25%

20

%

5%


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The Grand Strategy Matrix

Quadrant II1.Market development

2.Market penetration

3.Product development

4.Horizontal integration

5.Divestiture

6.aliquidation

Quadrant I1.Market

2.Market penetration

3. Product development

4.Forward integration

5.Backward integration

6.Horizontal integration7.Concentric diversification

Quadrant III1.Retrenchment

2.Cocentric diversification

3.Horizontal diversification4.Conglomerate

Diversification

5.Divestiture

6.Liquidation

Quadrant IV1.Concentric diversification

2.Horizontal diversification

3.Conglomarate diversification4.Joint ventures

RAPID MARKET GROWTH

SLOW MARKET GROWTH

WEAK

COMPETITIVE

POSTIO

NS

TRONG

COM

PETITIVE

POSTION


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The Quantitative Strategic Planning Matrix (QSPM)

KEY FACTORS WEIGHT

STRATEGIC CHOICES

STRATEGY 1 STRATEGY 2

AS TAS AS TASOpportunities

...

Threaths

...

1,0

Strengths

...

Weaknesses

...

1,0

SUM TOTAL ATRACTIVENESS SCORE

AS = Atractiveness Score (1=not atractive; 2= somewhat atractive; 3=reasonable atractive;4=highly atractive).

TAS = Total Atractiveness Score (WEIGHT x AS).

A Companys Strategy-Making Hierarchy


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A Company s Strategy Making Hierarchy

A Companys Strategy is Partly Planned and


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A Companys Strategy is Partly Planned and

Partly Reactive

ActualCompanyStrategy

CompanysExperiences,

Know-how,ResourceStrengths andWeaknesses,

andCompetitiveCapabilities

T k f C t St t


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Tasks of Corporate Strategy

Moves to achieve diversification

Actions to boost performanceof individual businesses

Capturing valuable cross-business synergiesto provide1 + 1 = 3 effects!

Establishing investment

prioritiesand steeringcorporate resourcesinto themost attractive businesses

Major Corporate-Level Strategic Management


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Major Corporate-Level Strategic Management

Responsibilities

MajorResponsibilities

Key Issues

Direction setting Establishment and communication of organizational mission, vision,

enterprise strategy, and long-term goals

Development of

corporate-level

strategy

Selection of broad approach to corporate-level strategy concentration,

vertical integration, diversification, international expansion.

Selection of resources and capabilities in which to build corporate-wide

distinctive competence

Selection of

businesses and

portfolio management

Management of the corporate portfolio.

Emphasis given to each business unitallocation of resources for capital

equipment, R&D. etc.

Selection of tactics for

diversification andgrowth

Choice among methods of diversificationinternal venturing, acquisitions,

joint venture

Management of

resources

Acquisition of resources or development of competencies leading to a SCA.

Development of business-level strategies and an appropriate management

structure for the corporation.

Development of an appropriate corporate structure.

A Company as a Portfolio of Distinctive


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A Company as a Portfolio of Distinctive

Competencies

Reconceptualize thecompany as a portfolio of

distinctive competenciesrather than a portfolio ofproducts

Consider how thosecompetencies might beleveraged to createopportunities in new

industries Existing vs. Future

competencies

Existing industries in whicha company competes vs.new industries

Source: Reprinted by permission of Harvard Business School Press. From Competing for the Future:Breakthrough Strategies for Seizing Control of Your Industry and Creating the Markets of Tomorrow byGary Hamel and C. K. Prahalad, Boston, MA. Copyright 1994 by Gary Hamel and C. K. Prahalad. All

rights reserved.

Competency Agenda

C & C S


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The Corporation & Corporate Strategy

Based on three questions:

Should we expand, cut back, orcontinue our operations

unchanged?

Should we concentrate our

activities within our currentindustry or should we diversify

into other industries?

If we want to grow and expand

nationally and/or globally,should we do so through

internal development orthrough

external acquisitions, mergers,

or strategic alliances?

What businesses are we in?

How did we get there?

Single Business

Product Line Expansion

Geographic Expansion/

Vertical Integration

DiversificationRelated / Unrelated


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Corporate Strategy for a Diversified Company

CorporateStrategy

Approach tocapital allocation

Narrow or broad-based diversification

Scope ofgeographicoperations

Moves to add newnew businesses

Moves to build positionsin new industries

Efforts to capturecross-businessstrategic fits

Moves to divestweak business units

Is diversificationrelated, unrelatedor a mix?

T k f B i St t


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Tasks of Business Strategy

Initiating approaches to produce

successful performancein a specificbusiness

Crafting competitive moves to buildsustainable competitive advantage

Developing competitively valuablecompetenciesand capabilities

Uniting strategic activitiesoffunctional

areas

Gaining approval of businessstrategiesby corporate-level officers anddirectors

Identifying the Components of a Single Business


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Identifying the Components of a Single-Business

Companys Strategy

Efforts to buildcompetitiveadvantage

Planned, proactive moves to outcompete rivals

Responses tochangingconditions

Scope ofgeographiccoverage

Collaborativepartnerships andstrategic alliances

R&D strategy

Supply chainmanagementstrategy

Manufacturingstrategy

Human

resources strategy

Finance strategy

BusinessStrategy

Marketing

strategy

Tasks of Functional Strategies


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Tasks of Functional Strategies

Game planfor a strategically-relevantfunction, activity, or business process

Detail how key activities

will be managed

Provide supportforbusiness strategy

Specify how functional objectivesare to be achieved

Tasks of Operating Strategies


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Tasks of Operating Strategies

Concern narrower strategiesformanaging grassroots activities and

strategically-relevant operating units

Add detailto businessand functional strategies

Delegationof responsibilityto frontline managers

U iti th C St t M ki Eff t


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Uniting the Companys Strategy-Making Effort

A firms strategy is really a collection of initiativesundertaken by managers at all levels in the organizational

hierarchy

All the various strategic initiatives must be unified into

a cohesive,company-wide action plan

Pieces ofstrategyshould fittogether like the pieces of a puzzle

Break 6


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Break 6

Generic Strategies & Other


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Generic Strategies & Other

Three Generic Porter: Cost Leadership,

Differentiation, & Focus

Hypercompetition-based Strategies: Cost &

Quality, Knowledge & knowhow; & Strongholds

Strategies for Growth: Strategy and lifecyclestages; Ansoffs strategies; strategies for market

leaders; strategies for challengers; strategies for

the pack.

Break 7


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Break 7


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