ANALYSIS
Dosen : Drs. HA. ROMADLON, MM, CTP
Telkom University
Telkom University
1.
Tangible Assets, are the easiest to identify and often found on a firms balance sheet. They
include production facilities, raw materials, financial resources, real estate and computers.
Tangible assets are the physical and financial means a company uses to provide value to its
customers.
2.
Intangible Assets, are not assets that you can touch or see, they are very often critical in
creating competitive advantage like brand name, company reputation, organizational morale,
technical knowledge, patent & trade mark and accumulated experiences
3.
Organizational Capabilities, are not specific inputs like tangible and intangibles assets,
they are skill-the ability and ways of combining assets, people and process to transform inputs
to outputs.
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1.
Competitive superiority : Does the resources help fulfill a customers need better than
competitors ?
2.
3.
b.
Path-dependent resource
c.
Causal ambiguity
d.
Economic deterrence
4.
5.
6.
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1. Marketing
2. Financial and
Accounting
3. Production,
Operation, Technical
Cont
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4. Personal
5. Quality Management
Management personal
Employees skill and morale
Labor relation costs compared to those of industry and competitors
Efficiency and effectiveness, etc and other 5 resources
Relationship with suppliers and customers
Internal practices to enhance quality of products and services
Procedures for monitoring of quality.
6. Information System
Timelines and accuracy of information about sales, operations, cash, and supplier
Relevance of information for tactical decision
Information to manage quality issues : Customer services
Ability of people to use the information that is provided
7. Organization and
General Management
Organization structure
Firms image and prestige
Firms record in achieving objectives
Organization of communication sysem
Overall organization control system
Organization climate, organization culture
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Function
Description
Planning
Planning consist of all managerial activities to preparing for the future . Specific task include forecasting,
establishing objective, devising strategy, developing policies and setting goals
Strategy Formulation
Organizing
Organizing include all managerial activities that result in a structure of task and authority relationship. Specific
areas include organization design , job specialization, job description, job specification, span of control, unity of
command, coordination, job design, and job analysis.
Strategy Implementation
Motivating
Motivating involves efforts directed toward shaping human behavior. Specific topics include leadership,
communication, work group, behavior mo dification, delegation of authority, jog enrichment, job satisfaction,
needs ful- fillment , organizational change, employee morale and managerial morale
Staffing
Staffing activities are centered of personal and human resource management. Include wage and salary
administration, employee benefit, in- terviewing, hiring, firing, training, development, employee safety,
affirmative action, etc
Strategy Implementation
Controlling
Controlling refers to all those management activities directed toward ensure that actual result are consistent
with plan results. Key areas of concern include quality, financial control, sales control, inventory control,
expense control, analysis of variance, rewards and sanction
Strategy Evaluation
Strategy Implementation
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Function
Description
Process
Process decision concern the design of the physical production system. Specific decision include choice of technology, facilities
layout, process flow analysis, facility location, line balancing, process control, and transportation.
Capacity
Capacity decision concern determination of optimal output levels for the organization-not too much and not too little. Specific
decision include forecasting, facilities planning, aggregate planning, scheduling, capacity planning, and queuing analysis.
Inventory
Inventory decision involve managing the level of raw material, work-in-process, and finished good. Specific decision include what to
order, when to order, how much to order, and materials handling.
Workforce
Workforce decision are concerned with managing the skilled, unskilled, clerical, and managerial employees. Specific decision include
job design, work measurement, job enrichment, work standard, and motivation technique.
Quality
Quality decision are aimed at ensuring that high-quality good and services are produced. Specific decision include quality control,
sampling, testing, quality assurance, and cost control
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Value Chain
Support Activities
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General Administration
Human Resource Management
Research, Technology and System Development
Inbound
Logistic
Outbound
Logistic
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Marketing
And Sales
Primary Activities
Procurement
Service
Primary Activities
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Inbound Logistic : Fuel, energy, raw materials, parts component, merchandise, consumable items from vendors, suppliers.
Operation : converting inputs into final product from (production, assembly, packaging, equipment maintenance, facilities,
operation, quality assurance, environmental protection).
Outbound Logistic : physical distributing product to buyers (finish good warehousing, order processing, order picking and
packing, shipping, delivery vehicles
Marketing and Sales : sales force, advertising and promotion, market research, dealer and distributor support.
Service : providing assistance to buyers (installation, spare parts, maintenance and repair, technical assistance, buyers inquiry,
complain.
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Support Activities
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Company
performs
activities in its
value chain
Competencies and
capabilities gradually
emerge in certain
competitively
important value chain
activities
Company proficiency in
performing one or two
value chain activities
rises to the level of a
core competence
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Company proficiency in
performing a core
competence
continuous to build and
evolve in to a
distinctive competence
Company gains a
basis for sustainable
competitive
advantage
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Internal Area
Marketing
R&D
- No R & D performed
Operations
Corporate Resources
Finance
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low debt
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1.
List
key internal factors, use a total of 10-20 internal factors, list strength first and then
weaknesses
2.
Assign a weight that range from 0,00 (not important) to 1,00 (all-important), internal strength
or weaknesses that have greatest effect on org performance should be assigned highest
weight
3.
Assign 1-4 rating to each factor to indicate that factor represent a major weakness (rating=1), a
minor weakness (rating=2), a minor strength (rating=3), a major strength (rating=4). Rating is
company based, weighting is Industry based
4.
Multiply each factor to determine score, and sum the score to determine total score of the
organization.
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Strength
1.
2.
3.
4.
0,10
0,15
0,10
0,15
3
4
3
3
0,30
0,60
0,30
0,45
0,10
0,15
0,10
0,15
3
4
3
3
0,30
0,60
0,30
0,45
Weaknesses
1.
2.
3.
4.
Total
1,00
3,30
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SWOT Analysis
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Numerous
environmental
opportunities
Critical internal
weaknesses
Cell 4 : Support a defensive strategy
Major environmental
threat
18
Tugas-4
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