Chapter 4

The Internal Assessment

Strategic Manajemen:
Concepts & Cases
Fred David
(modifikasi)
M. Irhas Effendi

MIE -- s12016

Ch 4 -1

Comprehensive Strategic Management Model

External
Audit

Chapter 3

Vision
&
Mission
Statements

Straegic
In Action
Long-Term
Objectives

Generate,
Evaluate,
Select
Strategies

Implement
Strategies:
Mgmt Issues

Implement
Strategies:
Marketing,
Fin/Acct,
R&D, CIS

Measure &
Evaluate
Performance

Chapter 5

Chapter 6

Chapter 7

Chapter 8

Chapter 9

Chapter 2
Internal
Audit

Chapter 4

MIE -- s12016
Ch. 5-2

Pokok Pembahasan
Hakekat dari Audit Internal

The Resource-Based View (RBV)

Integrasi antara Strategi & budaya

MIE -- s12016

Ch 4 -3

Pokok Pembahasan(contd)
Manajemen

Pemasaran

Analisis Peluang

MIE -- s12016

Ch 4 -4

Pokok Pembahasan(contd)
Finance/Accounting

Produksi / Operasional

Research & Development

MIE -- s12016

Ch 4 -5

Pokok Pembahasan(contd)

Sistem Informasi Manajemen

Matirks Internal Factor Evaluation (IFE)

MIE -- s12016

Ch 4 -6

Pendekatan Analisis Lingkungan Internal

Fungsional
The Resource-Based View
(RBV)
Value Chain
7s McKensey
PIMS

MIE -- s12016
7

Sifat dari audit internal

Area Fungsional Bisnis

-- Kekuatan (Strengths)
-- Kelemahan (Weaknesses)

MIE -- s12016

Ch 4 -8

Sifat dari Audit Internal

Dasar Bagi Sasaran & Strategi

Kekuatan & Kelemahanan Internal

Peluang & Ancaman Eksternal
Pernyataan Misi yang jelas

MIE -- s12016

Ch 4 -9

Key Internal Forces

Area Fungsional Bisnis
Keterkaitan Organisasi
Setiap divisi memiliki Kekuatan & Kelemahan

MIE -- s12016

Ch 4 -10

Key Internal Forces

Distinctive Competencies :
Kekuatan Perusahaan tidak dengan
mudah ditiru atau diimitasi oleh pesaing

MIE -- s12016

Ch 4 -11

Key Internal Forces

Distinctive Competencies :
Membangun keunggulan kompetitif
dengan memanfaatkan keuntungan dari
kompetensi berbeda

MIE -- s12016

Ch 4 -12

Key Internal Forces

Distinctive Competencies :
Strategi didesain untuk menutupi
kelemahan perusahaan dan
memaksimalkan kekuatan

MIE -- s12016

Ch 4 -13

Competencies vs. Core Competencies vs.

Distinctive Competencies

A competence is the product of organizational

learning and experience and represents real
proficiency in performing an internal activity

A core competence is a well-performed

internal activity central (not peripheral or incidental) to
a companys competitiveness
and profitability

A distinctive competence is a competitively

valuable activity a company performs better than
its rivals

MIE -- s12016

Ch 4 -14

Audit Internal
Proses Paralel dari Audit internal

Sumber Informasi:
Manajemen

Pemasaran
Finance/accounting
Produksi/operasional
Research & Development
Sistem Informasi Manajemen

MIE -- s12016

Ch 4 -15

Audit Internal

Keterlibatan dalam pelaksanaan audit

internal manajemen strategi
menyediakan sarana bagi pemahaman
tentang sifat dan efek antar area
fungsional bisnis perusahaan

MIE -- s12016

Ch 4 -16

Audit Internal
Kunci Kesuksesan Organisasi
Koordinasi & Pemahaman antar manajer
dari seluruh area fungsional

MIE -- s12016

Ch 4 -17

Audit Internal
Hubungan Fungsional
Jumlah & Kompleksitas naik secara relatif
terhadap ukuran organisasi

MIE -- s12016

Ch 4 -18

Audit Internal
Analisis Rasio Keuangan
Kompleksitas hubungan antar area fungsi
bisnis

MIE -- s12016

Ch 4 -19

Resource Based View (RBV)

Pendekatan Keunggulan Kompetitif

Sumberdaya Internal dianggap lebih

penting dibandingkan dengan faktor
Eksternal

MIE -- s12016

Ch 4 -20

Discovering Core Competencies

Competitive
Advantage
Gained through
Core Competencies
Strategic
Competitiveness

Core
Competencies

Discovering
Core
Competencies

Above-Average
Returns

Sources of
Competitive
Advantage
Capabilities
Teams of
Resources

Value
Chain
Analysis

Criteria of
Sustainable
Advantages

Resources
* Tangible
* Intangible

*
*
*
*

Valuable
Rare
Costly to Imitate
Nonsubstitutable

* Outsource

MIE -- s12016
21

Resource Based View (RBV)

3 Meliputi semua kategori

1. Sumberdaya fisik (Lokasi gedung,

mesin, dll)
2. Sumberdaya Manusia (Pengetahuan,
keterampilan, pengalaman dll)

3. Sumberdaya Organisasi (struktur,

system dll)
MIE -- s12016

Ch 4 -22

Resource Based View (RBV)

Agar bernilai sumberdaya memiliki
Indikator Empiris

Unik (Jarang Ada)

Sulit untuk ditiru
Tidak Mudah disubtitusikan

MIE -- s12016

Ch 4 -23

Integrasi Strategi & Budaya

Budaya Organisasi

Pola pengembangan perilaku sebuah

organisasi diarahkan sebagai pelajaran
menghadapi permasalahan adaptasi
eksternal dan integrasi internal...dengan
mempertimbangkan kecocokan anggota baru

MIE -- s12016

Ch 4 -24

Integrasi Strategi & Budaya

Budaya Organisasi

Resistensi Perubahan
Mungkin memunculkan:
Kekuatan / Strength

Kelemahan / Weakness

MIE -- s12016

Ch 4 -25

Integrasi Strategi & Budaya

Values
Beliefs

Legends

Heroes

Symbols

MIE -- s12016

Cultural
Products

Myths

Rites

Rituals

Ch 4 -26

Integrasi Strategi & Budaya

Budaya organisasi dapat
menghambat manajemen strategi

Kesalahan Eksternal dapat merubaha

kepercayaan yang dipegang
Tendensi Alami untuk Menjaga
Pelatihan ketika waktu strategi diubah

MIE -- s12016

Ch 4 -27

Manajemen
Fungsi Manajemen

1. Planning
2. Organizing
3. Motivating
4. Staffing

5. Controlling

MIE -- s12016

Ch 4 -28

Manajemen
Function

Stage When Most

Important

Planning

Strategy Formulation

Organizing

Strategy Implementation

Motivating

Strategy Implementation

Staffing

Strategy Implementation

Controlling

Strategy Evaluation

MIE -- s12016

Ch 4 -29

Manajemen
Planning

Awal dari proses manajemen

Jempbatan masa sekarang dengan
masa depan
Peningkatan kemungkinan pencapain
hasil yang diinginkan

MIE -- s12016

Ch 4 -30

Manajemen

Peramalan
Penekanan Tujuan

Planning

Pemikiran Stratgi
Pembangunan Kebijakan
Penyusunan Sasaran

MIE -- s12016

Ch 4 -31

Manajemen
Organizing

Mengkoordinasi pendapai hasil

Mengambarkan tugas dan hubungan

otoritas
Departemenisasi

Pendelegasian Wewenang
MIE -- s12016

Ch 4 -32

Manajemen

Organizing

MIE -- s12016

Desain organisasi
Spesialisasi Pekerjaan
Deskripsi Pekerjaan
Spesifikasi Jabatan
Rentan Kendali
Unit Kerja
Koordinasi
Desain Pekerjaan
Analisis Pekerjaan

Ch 4 -33

Manajemen
Motivating

Mempengaruhi pencapaian tujuan

yang spesifik
Kompenen Komunikasi utama

MIE -- s12016

Ch 4 -34

Manajemen

Motivating

MIE -- s12016

Kepemimpinan
Komunikasi
Kerja Kelompok
Job enrichment
Job satisfaction
Pemenuhan Kebutuhan
Perubahan Organisasional
Moral

Ch 4 -35

Manajemen
Staffing

Manajemen Personalia

Manajemen Sumberdaya Manusia

MIE -- s12016

Ch 4 -36

Manajemen

Staffing

MIE -- s12016

Upah & gaji admin.

Employee benefits
Interview
Mempekerjakan
Discharging
Pelatihan
Pengembangan
Manajemen
Affirmative Action
EEO
Hubungan Pekerja
Ch 4 -37

Manajemen
Controlling

Membangun standar kinerja

Memastikan operasi penyesuaian diri

untuk merencanakan operasi
Taking corrective actions

MIE -- s12016

Ch 4 -38

Manajemen

Controlling

MIE -- s12016

Kualitas
Keuangan
Penjualan
Persediaan
Expense
Analysis of variance
Penghargaan
Sanksi

Ch 4 -39

Manajemen Audit Checklist

Apakah perusahaan menggunakan
konsep manajemen strategi?
Apakah tujuan dan sasaran dapat
diukur? Dikomunikasikan dengan baik?
Apakah perencanaan manajer disetiap
level efektif?

MIE -- s12016

Ch 4 -40

Manajemen Audit Checklist

Apakah manajer mendelegasikan
dengan baik?
Apakah struktur organisasi sudah
sesuai?
Apakah deskripsi kerja jelas?
Apakah spesifikasi kerja jelas?
Apakah moral karyawan baik?

MIE -- s12016

Ch 4 -41

Manajemen Audit Checklist

Apakah tingkat absensi karyawan
rendah?
Apakah turnover karyawan rendah?
Apakah mekanisme penghargaan
efektif?
Apakah mekanisme kontrol organisasi
efektif?

MIE -- s12016

Ch 4 -42

Marketing
Kebutuhan/keinginan Customer akan
Products/Services

1. Mendefinisi
2. Mengantisipasi
3. Menciptakan
4. Memenuhi

MIE -- s12016

Ch 4 -43

Marketing
Marketing Functions
1. Customer analysis
2. Selling products/services
3. Product & service planning
4. Pricing
5. Distribution
6. Marketing research
7. Opportunity analysis
MIE -- s12016

Ch 4 -44

Marketing
Survey Pelanggan
Informasi Pelanggan
Customer
Analysis

Market positioning
strategies
Profil Pelanggan
Market segmentation
strategies

MIE -- s12016

Ch 4 -45

Marketing

Selling
Products/Services

MIE -- s12016

Advertising
Penjualan
Promotion
Publikasi
Sales force Manajemen
Hubungan pelanggan
Hubungan dengan dealer

Ch 4 -46

Marketing

Planning
Product/Service

MIE -- s12016

Test marketing
Brand positioning
Devising warrantees
Packaging
Product features/options
Product style
Quality

Ch 4 -47

Marketing

Pricing

MIE -- s12016

Forward integration
Discounts
Credit terms
Condition of sale
Markups
Costs
Unit pricing

Ch 4 -48

Marketing

Distribution

MIE -- s12016

Warehousing
Channels
Coverage
Retail site locations
Sales territories
Inventory levels
Transportation

Ch 4 -49

Marketing

Marketing Research

MIE -- s12016

Data collection
Data input
Data analysis
Support business functions

Ch 4 -50

Marketing

Assessing costs
Assessing benefits
Opportunity
Analysis

Assessing risks
Cost/benefit/risk analysis

MIE -- s12016

Ch 4 -51

Marketing
Analisis Peluang
1. Apakah segmentasi pasar efektif?
2. Apakah posisi organisasi lebih baik dari
pesaing?

3. Pernahkah pangsa pasar perusahaan

meningkat?
4. Apakah saluran distribusi dapat
diandalkan & biaya efektif?
5. Apakah penjualan efektif?
MIE -- s12016

Ch 4 -52

Marketing
Analisis Peluang
6. Apakah perusahaan melakukan riset
pasar?
7. Apakah kualitas produk dan pelayanan
pelanggan baik?
8. Apakah harga produk/jasa perusahaan
sesuai?
9. Apakah perusahaan telah effektif dalam
strategi promosi, advertising, &
publikasi?
MIE -- s12016

Ch 4 -53

Marketing
Opportunity Analysis

10. Apakah sudah efektif perencanaan

pemasaran & penganggaran?

11. Apakah manajer pemasaran memiliki

pengalaman dan pelatihan?

MIE -- s12016

Ch 4 -54

Finance/Accounting

Menentukan faktor Kekuatan dan

Kelemahan Keuangan untuk
formulasi strategi

MIE -- s12016

Ch 4 -55

Finance/Accounting
Finance/Accounting Functions

1. Investment decision (Capital budgeting)

2. Financing decision
3. Dividend decision

MIE -- s12016

Ch 4 -56

Basic Financial Ratios

Firms ability to meet its

short-term obligations
Liquidity Ratios

Ratios
Current ratio
Quick (or acid test) ratio

MIE -- s12016

Ch 4 -57

Basic Financial Ratios

Extent of debt financing

Ratios
Leverage Ratios

Debt-to-total assets
Debt-to-equity
Long-term debt-to-equity
Times-interest earned

MIE -- s12016

Ch 4 -58

Basic Financial Ratios

Effective use of firms

resources
Activity Ratios

Ratios
Inventory-turnover
Fixed assets turnover
Total assets turnover
Accounts receivable turnover
Average collection period

MIE -- s12016

Ch 4 -59

Basic Financial Ratios

Effectiveness shown by
returns on sales &
investment
Profitability Ratios

Ratios
Gross profit margin
Operating profit margin
Net profit margin
Return on total assets (ROA)

MIE -- s12016

Ch 4 -60

Basic Financial Ratios

Effectiveness shown by
returns on sales &
investment
Profitability Ratios
(contd)

Ratios
Return on stockholders equity
(ROE)
Earnings per share
Price-earnings ratio

MIE -- s12016

Ch 4 -61

Basic Financial Ratios

Firms ability to maintain

economic position
Growth Ratios

Ratios
Sales
Net income
Earnings per share
Dividends per share

MIE -- s12016

Ch 4 -62

Finance/Accounting Audit
Dimana indikasi kekuatan dan
kelemahan perusahaan melalui analisis
rasio keuangan?
Dapatkah perusahaan meningkatkan
modal jangka pendek seperti yang
dibutuhkan?
Dapatkah perusahaan meningkatkan
modal jangka panjang sesuai yang
dibutuhkan melalui debt dan/atau
equity?
MIE -- s12016

Ch 4 -63

Finance/Accounting Audit
Does the firm have sufficient working
capital?
Are capital budgeting procedures
effective?
Are dividend payout policies reasonable?
Are the firms financial managers
experienced & well trained?

MIE -- s12016

Ch 4 -64

Production/Operations
Production/Operations Functions
Process
Capacity
Inventory
Workforce
Quality

MIE -- s12016

Ch 4 -65

Production/Operations

Process

MIE -- s12016

Facility design
Technology selection
Facility layout
Process flow analysis
Facility location
Line balancing
Process control

Ch 4 -66

Production/Operations

Capacity

MIE -- s12016

Forecasting
Facilities planning
Aggregate planning
Scheduling
Capacity planning
Queuing analysis

Ch 4 -67

Production/Operations

Inventory

MIE -- s12016

Raw materials
Work in process
Finished goods
Materials handling

Ch 4 -68

Production/Operations

Workforce

MIE -- s12016

Job design
Work measurement
Job enrichment
Work standards
Motivation techniques

Ch 4 -69

Production/Operations

Quality

MIE -- s12016

Quality control
Sampling
Testing
Quality assurance
Cost Control

Ch 4 -70

Production/Operations Audit
Are suppliers of materials, parts, etc.
reliable and reasonable?
Are facilities, equipment & machinery in
good condition?
Are inventory-control policies and
procedures effective?

MIE -- s12016

Ch 4 -71

Production/Operations Audit
Are quality-control policies & procedures
effective?
Are facilities, resources, and markets
strategically located?
Does the firm have technological
competencies?

MIE -- s12016

Ch 4 -72

Research & Development

Research & Development Functions
Development of new products before
competitors

Improving product quality

Improving manufacturing processes to
reduce costs

MIE -- s12016

Ch 4 -73

Research & Development

Financing as many
projects as possible
use percent-of-sales
method
R&D Budgets

Budgeting relative to
competitors
How many successful
new products are
needed

MIE -- s12016

Ch 4 -74

Research & Development Audit

Are the R&D facilities adequate?
If R&D is outsourced, is it cost effective?
Are the R&D personnel well qualified?
Are R&D resources allocated effectively?

MIE -- s12016

Ch 4 -75

Research & Development Audit

Are MIS and computer systems
adequate?
Is communication between R&D & other
organizational units effective?
Are present products technologically
competitive?

MIE -- s12016

Ch 4 -76

Manajemen Information
Systems
Purpose
Improve performance of an enterprise by
improving the quality of managerial
decisions.

MIE -- s12016

Ch 4 -77

Manajemen Information
Systems

Information Systems
CIO/CTO
Security
User-friendly
E-commerce

MIE -- s12016

Ch 4 -78

Manajemen Information Systems

Audit
Do managers use the information system
to make decisions?
Is there a CIO or Director of information
systems position in the firm?
Is data updated regularly?

MIE -- s12016

Ch 4 -79

Manajemen Information Systems

Audit
Do managers from all functional areas
contribute input to the information system?
Are there effective passwords for entry
into the firms information system?
Are strategists of the firm familiar with the
information systems of rival firms?

MIE -- s12016

Ch 4 -80

Manajemen Information Systems

Audit
Is the information system user-friendly?
Do all users understand the competitive
advantages that information can provide?
Are computer training workshops provided
for users?
Is the firms system being improved?

MIE -- s12016

Ch 4 -81

IFE Gateway Computers (2003)

Weight

Rating

Wtd
Score

1. Several new senior executive with worldclass skills and leadership experience

0.05

0.40

2. Continuous decline in operating costs

and cost of goods sold

0.05

0.15

3. Well-known brand name

0.05

0.15

4. Consumer Reports (Sept 2002)

recommended Gateway 500X as #1

0.10

0.40

5. As a direct seller, Gateway holds high

brand recognition

0.05

0.15

Key Internal Factors

Strengths

MIE -- s12016

Ch 4 -82

IFE Gateway Computers (2003)

Weight

Rating

Wtd
Score

6. Gateway is diversifying into non-PC

products

0.10

0.30

7. Good relationship with its suppliers.

0.05

0.20

8. Economies of scale, the 6th largest PC

maker I the world

0.05

0.20

9. Gateway retails stores excellent

0.05

0.15

Key Internal Factors

Strengths (contd)

MIE -- s12016

Ch 4 -83

IFE Gateway Computers (2003)

Weight

Rating

Wtd
Score

1. High operating expense (22% of revenue

vs. 10% for Dell)

0.05

0.15

2. Almost no budget for R&D vs. Dells 18%

of revenue

0.10

0.05

3. Low return on assets ratio

0.025

0.10

4. No niche market

0.025

0.05

Key Internal Factors

Weaknesses

MIE -- s12016

Ch 4 -84

IFE Gateway Computers (2003)

Weight

Rating

Wtd
Score

5. Shortage of cash due to successive

losses

0.10

0.20

6. Limited number Gateway stores

0.05

0.10

7. Weak performance in overseas market

0.10

0.20

TOTAL

1.00

Key Internal Factors

Weaknesses (contd)

MIE -- s12016

2.85

Ch 4 -85

For Review (Chapter 4)

Key Terms & Concepts
Activity Ratios

Cost/Benefit Analysis

Capital Budgeting

Cultural Products

Communication

Distinctive Competencies

Controlling

Distribution

MIE -- s12016

Ch 4 -86

For Review (Chapter 4)

Key Terms & Concepts
Dividend Decision

Functions of
Finance/Accounting

Empirical Indicators

Functions of Manajemen

Financial Ratio Analysis

Functions of Marketing

Financing Decision

Functions of Production/
Operations

MIE -- s12016

Ch 4 -87

For Review (Chapter 4)

Key Terms & Concepts
Growth Ratios

Investment Decision

Human Resource
Manajemen

Leverage Ratios

Audit Internal

Liquidity Ratios

Internal Factor Evaluation

(IFE) Matrix

Manajemen Information
Systems

MIE -- s12016

Ch 4 -88

For Review (Chapter 4)

Key Terms & Concepts
Motivating

Personnel Manajemen

Opportunity Analysis

Planning

Organizational Culture

Pricing

Organizing

Product & Service

Planning

MIE -- s12016

Ch 4 -89

For Review (Chapter 4)

Key Terms & Concepts
Production/Operations
Functions

Selling

Profitability Ratios

Staffing

Research & Development

Synergy

Resource Based View

(RBV)

Test Marketing

MIE -- s12016

Ch 4 -90

For Review (Chapter 4)

Key Terms & Concepts
Value Chain Analysis
(VCA)

MIE -- s12016

Ch 4 -91