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Certified Strategy Execution Professional

(CSEP)

STRATEGY ANALYSIS
and
STRATEGY FORMULATION
August 7, 2009
JW Marriott Hotel
Surabaya
Speaker :
Mr. Adhie Adriansyah
Management Consultant
GML Performance Consulting ( Asia )

WORKSHOP
O S O FACILITATOR
C
O
Adhie Adriansyah
Management Consultant of GML Performance Consulting,
Graduated
G d t d from
f
Economic
E
i Faculty
F
lt in
i M
Managementt Study,
St d Prof.DR.
P f DR
Moestopo University, Jakarta.
Extensive experience in Consulting Industry,
Industry for more 11 years
years,
especially for Strategic Management & Business Process Management.
Extensive experience with Productivity Improvement Project
Project, Strategic
Service Initiative project, Business Process Improvement Project,
Strategic Planning, Balanced Scorecard and Change Management

COURSE OUTLINE
2 Strategy Analysis
2.
3. Strategy Formulation
1. Need for SPFO
4.
5
5.
6.
7.

1.
Strategy
Development

13. Strategy Review


14. Review with
QPR Automation

5.

2.

Monitor,
Monitor
Learn &
Adapt

11. Operational
Improvement
M th d l
Methodology
12. Effective Planning &
Organizing

Strategy Mapping
Measures & Target
Initiative Management
Integrating Enterprise Risk
Management

Strategy
Mapping

Leadership
Commitment
in Becoming
an SPFO

4.

3.

Operational
Planning

Organization
Alignment

8 Vertical & Horiontal


8.
Alignment
9. Individual Alignment
10. Change Management

STRATEGY ANALYSIS &


STRATEGY FORMULATION
Course Agenda

9 Myth about Strategic Planning


9 Blueprint
p
of Strategic
g
Management
g
process
9 External Analysis (STEP & Porters Five
Forces)
9 Internal Analysis
9 Various tools in strategy and product
analysis
9 SWOT Analysis
y
9 Multi-Product Strategy (BCG Matrix)
9 Multi-Business Strategy (GE Matrix)
9 Growth Strategy
4

Ten Dangerous Myths About


St t i Planning
Strategic
Pl
i

Myth
y #1: We dont need a strategic
g plan!
p
The truth is that every organization needs some form of plan to guide its
actions during turbulent market conditions or it will simply respond to, and be
controlled by, events outside the firm. It is just too easy to drift off course in a
chaotic tactical environment.
environment
Myth #2: Strategic planning can only be done at a resort.
Strategic planning is serious and shouldnt be equated with a
vacation. Everyone can play golf on their own time. All you need for a
productive
d ti process iis a meeting
ti room att a llocall h
hotel
t l or conference
f
center.
t
Myth #3: It interferes with our real jobs.
Strategic planning is arguably the most important part of your job because it
can dete
ca
determine
e the
t e effectiveness
e ect e ess of
o all
a the
t e rest
est of
o your
you efforts.
e o ts
Myth #4: We can do it without any help.
It is extremely difficult to both participate in and facilitate the same
meeting. There is an almost irresistible urge to problem solve on detailed
i
issues
and
d th
therefore
f
llose ttrack
k off the
th bi
big picture.
i t
Myth #5: Planning will predict the future.
Planning can reduce risk, but not eliminate it. It is easy to forget that any plan
p
of how the future will
is a set of actions based on an assumption
unfold. Exploring alternative futures, and the actions needed under those
conditions, improves your ability to respond to whatever happens.
5

Ten Dangerous Myths About


St t i Planning
Strategic
Pl
i

Myth
y #6: Planning
g is done when the retreat is over.
Planning is a process, not an event. If it is not a continued, integral component of
the management of your firm, it is indeed a waste of time.
Myth #7: The plan is a binder on a shelf.
Documentation is necessary but the real benefit of a good plan is the mental
framework for problem solving that it provides to employees. A strategic plan is
really a way of thinking about the business, and it should change the way
everyone goes about their job.
Myth #8: The plan will automatically produce results.
Without frequent, systematic oversight and review by you and the management
team, there will be little implementation and the plan reduced to just a set of
words.
o ds
Myth #9: If the CEO says it, it will happen.
Actual execution of any plan only takes place when employees change their
behavior to comply with the requirements of the plan. To implement the plan,
employees
l
mustt understand
d t d it and
db
be willing
illi tto make
k th
the necessary changes
h
tto
how they go about their individual jobs.
Myth #10: The plan is too confidential to be shared with regular
p y
employees.
See Myth #9. Even the best strategic plan will never produce the desired results if
the people who have to implement it dont know what it is.
6

Strategic Management Defined

Art & science of formulating,


implementing, and evaluating,
cross-functional decisions that
enable an organization to achieve its
objectives

STRATEGY
Sekumpulan aktivitas yang dipilih oleh
suatu perusahaan dalam rangka
menghasilkan nilai-nilai pelanggan yang
spesifik serta berbeda atau lebih baik
dibandingkan dengan pesaing.

Mengapa ada beberapa perusahaan memiliki kinerja


lebih baik dibandingkan yang lain???

What is Strategic Planning?


Process to establish priorities on what you will
accomplish
p
in the future
Forces you to make choices on what you will do
and what you will not do
Pulls the entire organization together around a
single game plan for execution
Broad outline on where resources will get
allocated

Why
Wh do
d Strategic
St t i Planning?
Pl
i ?
If you fail to plan, then you plan to fail be
proactive about the future
Strategic planning helps improves performance
Counter excessive inward and short-term
thinking
Solve major issues at a macro level
Communicate
C
i t to
t everyone what
h t is
i mostt important
i
t t

10

A Good Strategic Plan should


Address critical performance issues
Create the right balance between what the
organization is capable of doing vs.
vs what the
organization would like to do
Cover a sufficient time period to close the
performance gap
Visionary convey a desired future end state
Flexible allow and accommodate change
Guide decision making at lower levels operational,
tactical individual
tactical,

11

STRATEGY DEVELOPMENT
PROCESS

12

STRATEGY DEVELOPMENT
BLUEPRINT
Makro
a o

External
Analysis
Threats and
opportunities
t iti
in environment
Key success
factors

Industry
y
Stakeholder
Expectation

Vision
Mission

Internal
Analysis
Strengths
g
and
weaknesses
k
off
organization
Distinctive
competences

Creation of strategy
by top management
Social
responsibility

Top management
values
Evaluation and
choice of strategy
Implementation
of strategy

13

INGREDIENTS OF
SUCCESSFUL STRATEGY
They are directed toward unambiguous long-term
goals
They are based on insightful understanding of the
external environment
They are based on intimate self-knowledge of the
organization and its internal capabilities
They are implemented with commitment and
coordination of entire organization efforts
(Robert M.
M Grant,
Grant Author of Contemporary Strategy Analysis)
14

BUSINESS SCOPE

It should cover:
Vision and Mission of the organization
Time frame of strategic plan
Description of its products
Description
p
about its customers

15

EXAMPLE BUSINESS SCOPE


1. Visi & Misi Bank XYZ
Menjadi bank No. 3 terbesar di Indonesia dengan standar
Internasional dengan menyediakan produk dan pelayanan yang
inovatif, berkualitas, dan terpercaya kepada pelanggan
pelanggan.. Visi dan
misi ini dibuat untuk dicapai dalam kurun waktu 3 tahun mendatang,
2005.

Kredit:
Consumer: - XYZ KPR, untuk Kredit Pemilikan Rumah
- XYZ KPA, untuk Kredit Pemilikan Apartemen
- XYZ KPM, untuk Kredit Pemilikan Mobil
- Kredit Executive, untuk keperluan konsumtif seperti wisuda, wisata,
pernikahan,
ik h dan
d sebagainya,
b i
dengan
d
persyaratan mudah
d h
Retail:- KUK (Kredit Usaha Kecil), untuk usaha kecil, batas plafon max Rp.250 juta
- Kredit Usaha, untuk usaha menengah, batas plafon Rp. 251 999 juta

2. Lingkup Strategic Plan


Lingkup strategic plan mencakup korporasi secara keseluruhan dan
pengoperasiannya di seluruh cabang di Indonesia. Termasuk di
dalamnya, seluruh layanan produk dan jasa yang ditawarkan kepada
masyarakat. Jangka waktu pencapaian rencana strategis ini untuk 3 tahun
mendatang, dari Agustus 2002 s.d. Desember 2005. Batasan geografi
yang akan dianalisa juga terbatas di pasar Indonesia yang juga merasakan
d
dampak
kd
darii keadaan
k d
Internasional.
I t
i
l

Commercial:
1 milyar
1.

Tabel 1. Sumber Pendanaan


2001
31%
11%
58%

Tabungan
Giro
Deposito

3. Produk

2002 (YTD)
29%
16%
55%

Tabel 2. Distribusi Penyaluran Kredit

Bank XYZ menawarkan produk dan jasa utama layaknya perbankan,


funding dan lending. Produknya terdiri dari:
Tabungan:
- XYZ Saving, tabungan harian yang dapat diambil setiap saat dan tidak
ada saldo minimum.
- XYZ Executive, tabungan harian dan dapat diambil setiap saat, namun
saldo minimum Rp.500.000,p
, dan diberikan bunga
g progresif
p g
tergantung
g
g
dari jumlah dana tersimpan.
Giro:
- XYZ Giro, untuk transaksi yang
pemindahbukuannya dengan cek atau giro.

Kredit Commercial, untuk usaha menengah ke atas, batas plafon min. Rp.

pengambilannya

Deposito Berjangka:
- Berjangka 1 bulan, 3 bulan, 6 bulan, dan 1 tahun.
Jika dicairkan sebelum tenggang waktu yang telah disepakati, akan
dikenakan pinalti 3% dari saldo dan bunga.

atau

XYZ KPR
XYZ KPA
XYZ KPM
Kredit Eksekutif
KUK
Kredit Usaha
Kredit Commercial

2001
63%
16%
6%
4%
8%
3%
0%

2002 (YTD)
60%
14%
7%
5%
10%
4
0%

1.4. Customer
Fokus Bank XYZ terutama kepada consumer banking, masyarakat umum untuk tujuan
konsumsi. Usaha Bank XYZ mulai merambah pada pasar retail, pengusaha kecil dan
menengah, untuk tujuan investasi dan pengembangan usaha melalui kredit retail dan
k
komersial.
i l

16

EXTERNAL ANALYSIS

External
Analysis

17

External
Analysis

MACRO
Social

Economy
INDUSTRY
New entrants

Demographic
hi

Suppliers

Internal
Rivalry

Customers Politic/
Legal
g

Substitutes

Technological
18

ANALYZING THE MACRO


MACRO--ENVIRONMENT
(STEP)
Internet
Innovations
New research breakthroughs

POLITIC & LEGAL

TECHNOLOGY

Political stability (e.g. changes in UUD)


Government regulation/legislation
Legal reformation
Public security
Local Autonomy
MACRO-ENVIRONMENT
Employment policy

ECONOMIC

Economic growth
Interest rates
Inflation rates
Taxation rates
Exchange rates
Consumer confidence
Labor issues

Life style
Culture
Religion
Education
Health awareness
Ages and gender

SOCIAL/
DEMOGRAPHIC

19

EXAMPLE:
MACRO ANALYSIS
1.3. Sosial dan Budaya
Gaya hidup eksekutif muda dan remaja yang lebih konsumtif, mendorong
pertumbuhan pasar consumer yang lebih baik. Misalnya, meningkatnya masyarakat
yang menggunakan credit card untuk mempermudah konsumsi mereka. Guna
menjawab
j
b permintaan
i
pasar ini,
i i bank-bank
b k b k pun memberanikan
b
ik diri
di i menyetujui
j i kredit
k di
hanya dengan bukti kartu pelajar atau KTP, tanpa bukti pendapatan bulanan dari
perusahaan. Dampak yang mungkin timbul adalah resiko bad-debt karena tidak ada
data yang jelas mengenai sumber dana untuk membayar kredit kembali.
Implikasi:
Opportunities

Probability of
Occurrence
1 2 3 4 5

Meningkatnya permintaan credit card dari


k l
kalangan
muda
d

Threat
Meningkatnya tingkat kejahatan manipulasi data
untuk mendapatkan kredit dengan syarat yang
mudah (bad-debt meningkat).

20

PORTERs FIVE FORCES:


INDUSTRY ANALYSIS
Industry
yg
growth rate
High fixed cost
Intermittent overcapacity
Product differences
Brand identity
Switching costs
Informational complexity
Concentration and balance
Diversity of competitors

Potential
Entrants

INDUSTRY
COMPETITORS

Suppliers
See the reverse of Customers
The importance of
substitutes depends:
Relative price/performance
of substitutes
Switching costs
B
Buyer
propensity
it to
t
substitute

Economic of scale
Proprietary product differences
Brand identity
Capital requirements
Access to distribution
Government policy
Expected retaliation

Customers
Rivalry among
existing firms

Substitutes

Switching cost of buyers


Presence of substitutes
Industry concentration relative to
buyer concentration
Importance of volume to buyers
Impact of outputs on buyer costs
or buyer differentiation
Buyer profitability
D i i M
Decision
Makers
k iincentives
ti

21

Industry Analysis
The PORTERS
PORTERS Five
Five--Forces Model of
Competition
Potential entry of
new competitors

Bargaining power
off suppliers
li

Rivalry among
competing firms

Bargaining power
off consumers

Potential development
of substitute products
22

ANALISA LINGKUNGAN INDUSTRI

PENDATANG BARU
POTENSIAL

PEMASOK

PERSAINGAN
DALAM
INDUSTRI

PEMBELI

PRODUK
SUBTITUSI
23

EXAMPLE:
INDUSTRY ANALYSIS
2.1. Entry Barrier
Pada industri perbankan terdapat beberapa hal yang dapat menjadi penghalang
b i pesaing-pesaing
bagi
i
i baru
b
untuk
t k masukk ke
k dalam
d l industri
i d t i ini.
i i Adapun
Ad
faktor
f kt
penghambat tersebut adalah :
Economy of Scale: Pada industri perbankan, skala ekonomi merupakan faktor yang
dapat menjadi penghambat bagi para pendatang baru untuk dapat bersaing dengan
bank-bank papan atas (market leader) karena mereka sudah mempunyai Skala
Ekonomi yang besar di industri perbankan yaitu memiliki banyak cabang yang
tersebar di Indonesia, tingkat perputaran modal mencapai puluhan milyar hingga
trilyunan rupiah, jaringan antar cabang yang luas dan terorganisasi dengan baik.
Namun bank-bank baru tersebut masih dapat bersaing dengan bank di papan
menengah ke bawah yang skala ekonominya tidak terlalu besar.

Potential
Entrants

+
High Supplier Power
Suppliers

Product Differentiation: Oleh karena nature of the business, bank memiliki jenis
jasa yang hampir sama: lending dan funding, namun masing-masing bank melabel
product mereka supaya lebih menarik minat nasabah. Namun, perbedaan yang
tidak signifikan dari fitur produk dan jasa yang ditawarkan menunjukkan bahwa
hambatan bagi pendatang baru masuk ke industri ini tidaklah terlalu tinggi.
Capital Requirements: Sejak krisis, modal yang diwajibkan untuk mendirikan
suatu bank semakin tinggi. Bagi investor, jumlah modal yang semakin tinggi
menyulitkan mereka untuk masuk ke industri ini. Dana investasi untuk dapat
berkembang, berkompetisi meraih pangsa pasar, dan investasi teknologi, yang
dibutuhkan tidaklah sedikit. Untuk itu, sulit bagi pendatang baru tanpa modal
berkecimpung dalam industri ini.

High Barriers to Entry

Low Customer Power


Industry
Competitors

Customers

X
High Rivalry

Substitutes

Many Substitutes

Decreases market attractiveness

Increases market attractiveness

Gambar 5. Porters Five Forces Industri Perbankan Indonesia

Peraturan pemerintah: Peraturan pemerintah sejak krisis ekonomi semakin ketat


bagi pendirian bank baru. Selain jumlah modal, maka pemilik dan calon direksi
bank tersebut harus melalui proses fit dan proper test dari BI serta tidak sedang
terlibat kasus hukum dan melakukan tindakan tercela. Keterbatasan ini
menyebabkan industri ini tidak menarik bagi pendatang baru.
Berdasarkan empat faktor entry barrier yang dianalisa, tiga di antaranya
menunjukkan bahwa tidaklah mudah bagi pendatang baru memasuki
industri perbankan dan bersaing dengan bank-bank yang ada.

24

DETERMINE THE INDUSTRY


KEY SUCCESS FACTORS (KSF)
What does organization need to perform well in
order to have a sustainable competitive
advantage
d
t
???

Industri Key Success

Factor menjadi panduan


KEY SUCCESS
FACTORS

dalam pemilihan strategy


setelah analisa SWOT &
TOWS

25

EXAMPLE:
INDUSTRY KEY SUCCESS FACTOR
Analisa makro dan industri di atas memberikan informasi Key Success Factors
yang dibutuhkan oleh sebuah bank untuk tetap exist dan berkompetisi dengan
pesaing yang ada, antara lain:
4.1 Tingkat Kesehatan & Reputasi
Sejak krisis ekonomi dan kejadian likuidasi bank-bank, BI semakin ketat dalam
memberikan keleluasaan bank-bank pemerintah dan swasta dalam usahanya.
A dit dan
Audit
d
k t l semakin
kontrol
ki ketat
k t t dan
d
peninjauan
i j
ti k t kesehatan
tingkat
k
h t
b k
bank
dilakukan secara berkala. Bank yang sehat dan reputasi yang jauh dari terpaan
kasus, isu negatif, dan dimiliki oleh orang/pihak berpengalaman, sangat
berpengaruh bagi masyarakat dalam menentukan pilihan atas suatu bank.
4.2 Jaringan
Cabang dan ATM yang tersebar di berbagai daerah, memudahkan
masyarakat melakukan transaksi. Aliansi dengan bank-bank yang lain,
departemen store, supermarket, restoran, dan lain sebagainya membantu
pengguna jasa memanfaatkan fasilitas yang digunakan.
4.3 Infrastruktur dan Teknologi
Sistem informasi yang dapat diandalkan, cepat dalam proses, dan up
d t d memampukan
dated
k bank
b k meningkatkan
i k tk pelayanan
l
k
kepada
d nasabah,
b h
kepuasan meningkat, memberikan dampak positif atas pencapaian hasil
yang optima

26

EXAMPLE:
INDUSTRY KEY SUCCESS FACTOR ( Lanjutan )
4 4 Capital yang kuat
4.4.
Sumber dana yang kuat dari investor memperbesar tingkat
kepercayaan masyarakat atas suatu bank. CAR (Capital Adequacy
Ratio) merupakan unsur penting yang diperhatikan BI dalam menilai
kinerja dan kelayakan operasi suatu bank untuk periode tertentu. Hal
ini akan sangat berpengaruh pada penilaian masyarakat atas bank
tersebut.
4.5. Product Innovation
Oleh karena tututan masyarakat akan layanan produk dan jasa,
bank-bank berkompetisi melahirkan produk-produk inovatif bagi
masyarakat.
k t Bukan
B k
sekadar
k d
simpan-pinjam,
i
i j
namun
j
juga
i
investasi
t i
reksadana, call deposit, back to back, dan lain sebagainya. Semakin
bervariasi dan banyak kemudahan yang ditawarkan suatu bank dan
dapat dinikmati oleh masyarakat,
masyarakat semakin besar kesempatan bank
tersebut exist di pasar.
4.6. Marketing Activity
Melewati masa krisis memaksa pemerintah melikuidasi bank
bank-bank
bank yang
tidak sehat sehingga sebagian masyarakat pun turut merasakan pahitnya
kejadian ini. Akibatnya, banyak dari masyarakat belum berani kembali
menempatkan dananya ke bank-bank lokal meskipun penjaminan sudah
diberikan Citra yang buruk ini harus dibangkitkan kembali oleh setiap
diberikan.
bank guna meningkatkan keyakinan masyarakat akan kesehatan
operasinya.
27

INTERNAL ANALYSIS

Internal
Analysis

28

CAPABILITIES
2 Types:
1. Need to exist in the g
game ((capabilities)
p
)
2. Need to be ahead of the game (strategic capabilities)
Criteria for strategic capabilities:
- It is valuable to customers
- It is superior to competitors
- It is difficult to imitate of replicate

Distinctive
Competencies

29

MEASURING STRATEGIC
CAPABILITIES
1 = Less than competitors , 3 = Equal to competitors , 5 = Better than competitors

Function

Current Capabilities

30

CREATION OF STRATEGY

31

SWOT ANALYSIS
Internal
WEAKNESSES (W)
Limitation or deficiency in
resource, skills and
capabilities relative to
competitors

Resource, skill or other


advantage relative to
competitors.

OPPORTUNITIES (O)
Existing & potential
external opportunities

Barrie
er

Su
upport

STRENGTHS (S)

THREATS (T)
Existing & potential
external threats

External
32

EXAMPLE: SWOT ANALYSIS


Internal
STRENGTHS

WEAKNESSES

Memiliki Sales Force/ Customer Service team


Konservatif
Good Corporate Governance

Produk yang kurang inovatif


Sales force/customer service kurang
agresif
Sistem training
gy
yang
g belum optimal
p

Supp
port

THREATS

Pertumbuhan
P
t b h ekonomi
k
i yang moderat
d t
Tingkat konsumsi masyarakat meningkat
Peningkatan permintaan kredit usaha kecil
dan menengah

Suku bunga yang fluktuatif


Nilai tukar USD/Rph yang fluktuatif
Stabilitas politik yang belum menentu
Banyak produk substitusi

Barrier

OPPORTUNITIES

External

33

TOWS MATRIX

STRENGTHS (S)

OPPORTUNITIES (O)

THREATS ((T))

WEAKNESSES (W)

SO STRATEGY

WO STRATEGY

Using strengths to take


advantage of the
opportunities

To minimize weaknesses in
order to take advantage of
the opportunities

ST STRATEGY

WT STRATEGY

Using strengths to deal with


The external environmental
threats

To minimize both
weaknesses and external
threats

34

EXAMPLE: TOWS ANALYSIS


STRENGTHS
Memiliki Sales Force/

Customer Service team


Konservatif
Good
G dC
Corporate G
Governance

OPPORTUNITIES

Pertumbuhan ekonomi yang


moderat
Tingkat konsumsi
masyarakat meningkat
P i k t permintaan
Peningkatan
i t
kredit usaha kecil &
menengah

WEAKNESSES
Produk yang kurang inovatif
Sales force/customer service

kurang agresif
Sistem
Si
training
i i yang belum
b l
optimal
i l

SO STRATEGIES

WO STRATEGIES

Sales force team yang ada perlu

Permintaan kredit sudah ada dan mulai

dikerahkan untuk mulai aktif


menjangkau masyarakat yang
tingkat ekonominya sudah
membaik (terbukti dari
konsumtif level meningkat
Untuk promosi ke pasar retail,
gunakan promosi good corporate
governance untuk meningkatkan
keyakinan pasar atas kemampuan
B k XYZ
Bank

meningkat, perlu diimbangi dengan


melahirkan produk yang lebih inovatf
Perlu diberikan training selling skills
kepada sales force/ customer service
supaya lebih agresif menjual dengan
efektif di pasar konsumer dan retail

THREATS
Suku bunga yang fluktuatif
Nilai tukar USD/Rph yang

ST STRATEGIES
Gaya manajemen yang

konservatif tetap dipertahankan


guna antisipasi gerakan
USD/Rph dan suku bunga yang
masih fluktuatif

fluktuatif

Stabilitas politik yang belum

menentu
Banyak
B
k produk
d k substitusi
b tit i

WT STRATEGIES
Departemen R&D akan di-challenge

untuk melahirkan produk baru paling


tidak XX setiap tahun/ 2 tahun.

35

MATCHING KEY FACTORS TO FORMULATE


ALTERNATIVE STRATEGIES
Key Internal Factor

Key External Factor

Excess working capital


(strength)

20% annual g
growth in
the cell phone industry
(opportunity)

Insufficient capacity
(weakness)

Exit of two major


foreign competitors
from the industry
((opportunity)
y)

Strong R&D (strength)

Poor employee morale


(weakness)

Resultant Strategy

Acquire Cellfone, Inc.

Pursue horizontal
integration by buying
competitor's facilities

Decreasing numbers
=
of young adults (threat)
Strong union activity
(threat)

Develop new products for


older adults
Develop a new employee
benefits package

36

PRIORITIZING YOUR TOWS


STRATEGIC CHOICES

37

ANALISA SWOT:
SWOT:
STRENGTH AND WEAKNESS
STRENGTHS

Weight

Score

Total

1. Financial capital

25

100

2. Production Core competencies

25

100

3. Distribution Network

20

80

4. Brand Equity

20

80

5. Relationship Management with Users

10

3.5

35

TOTAL

100

395

WEAKNESSES

Weight

Score

Total

1. Innovation capability

40

3.5

140

2. Supplier support

40

3.5

140

3. Working environment

20

3.5

70

TOTAL

100

Weight:
Higher percentage,
higher importance.
Score (Strengths):
4 = Very Strong
3 = Strong
2 = Slightly strong
1 = Average in the
industry
Score
(Weaknesses):
4 = Very weak
3 = Weak
2 = Slightly weak
1 = Comparably
weak in the industry

350
38

ANALISA SWOT:
SWOT:
OPPORTUNITY AND THREAT
Opportunities

Weight

Score

Total

1. High growth market segment

15

60

2. Availability of banking capital

25

100

3. Needs for information

20

60

4. Deregulated industry

20

60

5 T
5.
Technology
h l
d
driving
i i covergency

20

60

TOTAL

100

Threats

Weight

Score

Total

1. Many existing players in the industry

30

90

2 Product substitutions
2.

20

60

3. Reduced buying power

20

40

4. Increasing fuel cost driving increasing


COGS

30

90

TOTAL

100

340

Weight:
Higher percentage,
hi h iimportance.
higher
t
Score
(Opportunities):
4=V
Very hi
high
h
3 = High
2 = Possible
1 = Low
Score (Threats):
4 = Very high
3 = High
2=P
Possible
ibl
1 = Low

280
39

STRATEGY ANALYSIS
TOWS MAPPING
100

O
Pertumbuhan

Stabilisasi
Memperbaiki kelemahan internal agar
peluang dapat dimanfaatkan secara
optimal

Mengoptimalkan kekuatan untuk menangkap


peluang yang ada

80

60

SW = 45
OT = 60

40

20

-100

0
-80

-60

-40

-20

20

40

60

80

S
100

-20

-40

Diversifikasi
Bertahan
Menjaga cash flow agar tetap positif dgn
berbagai cara dan setelah itu mengambil
keputusan untuk
divestasi,, likuidasi,, atau mencari bisnis

-60

-80

Mencari pasar/bisnis baru (niche), melakukan


aliansi/joint venture, membuat konglomerasi
(akuisisi) dengan memanf aatkan kekuatan
yang ada dan menghindari ancaman thd bisnis
sekarang
g

-100

T
40

ANALYZING MULTIPRODUCT
STRATEGY

41

BCG MATRIX

In
ndustry Sales G
Growth Rate

High
2.0
High
+20

High relative market share and


high growth rate
Best long-run opportunities for
growth & p
g
profitability
y
Substantial investment to
maintain or strengthen dominant
position

Medium

Integration strategies,
strategies intensive
strategies, joint ventures
High relative market share, competes
in low-growth
low growth industry
Generate cash in excess of their
needs

Milked for other purposes

Maintain strong position as long as


possible

Low
-20

Low
0.0

Medium
1.0

Product development, intensive

Low relative market share


compete in high-growth industry
Cash needs are high
Case generation is low
Decision to strengthen (intensive
strategies) or divest

Low relative market share &


compete in
i slow
l
or no market
k
growth
Weak internal & external
position
Liquidation, divestiture,
retrenchment

diversification

Relative Market Share Position


Ratio of a divisions own market share in an industry to
the market share held by the largest rival firm in that industry

42

BOSTON CONSULTING GROUP


GROWTH/SHARE MATRIX

Tip Top Products


Sunblest
Hyfibe
Wholemeal
White Stuff
Multi Grain
G
Multi Grain 9 Grain
Spicy Fruit Loaf
Raisin Loaf

Market
Largest Competitors
Share
Products
9.20% Buttercup Super Sandwich
M k
Maker
2.50% Uncle Tobys Energy White
2.40% Helgas Wholemeal
4.22% Buttercup Wonder White
3 20% Buttercup Molenberg
3.20%
2.20%
0.80% Sunicrust Fruit Loaf
1.02% Sunicrust Raisin Loaf
Tip Tip Products
Sunblest
White Stuff
Hyfibe
Wholemeal
Multi Grain
Multi Grain 9 Grain
Spicy Fruit Loaf
Raisin Loaf

Market
Share
7.00%

BCG Ratio for


Relative Market Share
1.31

2.40%
2.20%
8.55%
3 00%
3.00%
3.33%
0.75%
1.40%

1.04
1.09
0.49
1.06
0.66
1.07
0.72

Product Categories Market Growth Rate


White Bread

0.8%

High Fiber
Wholemeal
Grain Bread

3.2%
2.1%
3.3%

Fruit Loaf

1.7%
43

BOSTON CONSULTING GROUP


GROWTH/SHARE MATRIX

RELATIVE MARKET SHARE

2
M
A
R
K
E
T
G
R
O
W
T
H
R
A
T
E

STARS

0
QUESTION MARKS

5%
CASH COWS
Multi GrainA
HyfibeA
WholemealA

0%

Spicy Fruit LoafA


SunblestA

DOGS
Multi 9 Grain A

ARaisin Loaf
A White Stuff
44

ANALYZING MULTI
MULTI--BUSINESS
STRATEGY

45

GE ATTRACTIVENESS MATRIX:

IND
DUSTRY
ATTRA
ACTIVEN
NESS

CO O
CORPORATE
ANALYSIS
S S OF
O
BUSINESS PORTFOLIO

High

Med

L
Low

Low

Med

High

BUSINESS STRENGTH

1 = Invest.
2 = Careful
3 = Harvest/
Divest

46

GROWTH REINVENTION
STRATEGY

47

GROWTH STRATEGY
Sales
Desired sales

Desired sales
Diversification growth

Strategic-planning gap

Integrative growth
Intensive growth

Projected sales

Current portfolio

Time (years)
0

10

Intensive growth:

perusahaan mencoba menggali peluang untuk mencapai pertumbuhan dari bisnis yang
sudah ada

Integrative growth:

perusahaan mencoba menggali peluang untuk membangun bisnis baru atau


mengakuisisi bisnis yang berhubungan dengan bisnis yang sudah ada

Diversification growth: perusahaan mencoba menggali peluang untuk menambah bisnis yang menarik yang
tidak berhubungan dengan bisnis yang ada

Sumber: Philip Kotler, Marketing Management, hal.84


48

FOUR STRATEGY FOR INTENSIVE GROWTH


Current Products
1. Market penetration strategy

Current
Markets

Mendorong
M
d
pelanggan
l
untuk membeli lebih banyak
Mengakuisisi pelanggan
pesaing
Meyakinkan
y
p
pembeli baru

New Products

3. Product development
p
strategy

Fitur baru
Kualitas yang berbeda
dll

2. Market development strategy

New
Markets

Identifikasi pelanggan
potensial
Mencari jaringan distribusi
baru
Menjual di lokasi baru atau
luar negeri

(Intensive diversification
strategy)
Contoh: Apple menjual Ipod

Sumber: Philip Kotler, Marketing Management, hal.84


49

IMPACT OF STRATEGY ON SHAREHOLDER VALUES:


TOP TEN INTANGIBLE ASSETS CONSIDERED BY FINANCIAL ANALYSTS

Variable

Rank

Execution of corporate
p
strategy
gy

Management credibility

Quality of corporate strategy

Innovation
Ability to attract and retain talented people

4
5

Market share

Management expertise

Alignment of compensation with shareholders


shareholders interests
Research leadership

Quality of major business processes

10

Source: J.Low & T. Siesfield, Measures That Matter (Boston: Ernst & Young, 1998)

50

Do
Do your work with your whole heart and you will
succeed-there is so little competition!
Elbert Hubbard (1856
(1856-1915)
1915)

51