3
Pembimbing:
BERIKAN PERNYATAAN:
Visi menunjukkan kemana arah perusahaan di masa
depan.
Misi menyatakan bisnis apa yang dilakukan dan
mengapa melakukan hal tersebut. Setidaknya
menjawab apa yang dilakukan, untuk siapa dan
manfaat yang ditawarkan oleh BP tsb.
Nilai-nilai perusahaan dinyatakan sespesifik
mungkin.
(Visi-Misi bisa merujuk pada sumber: David & David, 2015 dan/atau Miller, 1998,
Ch.2: The Hierarchy of Strategic intent)
2. Tujuan dan Sasaran perusahaan
(Tujuan dan Sasaran bisa merujuk pada sumber: Miller, 1998, Ch.2:
The Hierarchy of Strategic intent)
3. MODEL BISNIS
Dengan memakai Model Kanvas (Osterwalder &
Pigneur, 2010) bisnis yang akan dijalankan digam-
barkan dengan spesifik melalui ke-9 unsur yang
menentukan eksisnya bisnis itu.
Ke-9 unsur itu terutama menjawab pertanyaan:
nilai apa yang ditawarkan dan dihargai oleh
pelanggan (pembeli dan pemasok), bagaimana
mempertahankan eksistensi bisnis ini di pasar
dan dari mana laba diperoleh?
Business Model Canvas
(Osterwalder & Pigneur, 2010)
3
7
1 2
6
8 4
9 5
PADA PRINSIPNYA:
Untuk menjawab nilai apa yang ditawarkan dan dihargai
oleh pelanggan, bagaimana mempertahankan eksistensi
di pasar dan dari mana laba diperoleh
MENUNTUT DIMILIKINYA
PERNYATAAN DEFINISI BISNIS
PERNYATAAN DEFINISI BISNIS:
STRATEGIC ADVANTAGE
Uniqueness Perceived
by the Customer Low Cost Position
STRATEGIC TARGET
OVERALL
Industrywide DIFFERENTIATION COST LEADERSHIP
(OCL)
Particular LV FOCUS
Segment
Differentiation Cost
Only
POTENTIAL
ENTRANTS
Threat of
new entrants
INDUSTRY
COMPETITORS
Bargaining power Bargaining power
of suppliers of buyers
SUPPLIERS BUYERS
Rivalry Among
Existing Firms
Threat of
substitute products
or services
SUBSTITUTES
Kelompok Stratejik,
Harga (tinggi-rendah)
GM
Ford
OCL Toyota
Daimler/Chrysler
Firm Infrastructure
Technology Development
Procurement
PRIMARY ACTIVITIES
Source: Porter, 1985
MODEL VALUE CHAIN Primary Activities
and Factors for Assessment
* Soundness of * Productivity of * Timeliness and * Effectiveness of * Means to solicit customer
materials and equipment com- efficiency of delivery market research input for product
inventory control pared to that of of finished goods to identify customer improvements
systems key competitors and services segments and needs
* Promptness of atten-
* Efficiency of raw * Appropriate auto- * Efficiency of finished * Innovation in sales tion to customer
material ware- mation of produc- goods warehousing promotion and complaints
housing activities tion processes activities advertising
* Appropriateness
* Effectiveness of * Evaluation of alternate of warranty and
production control distribution channels guarantee policies
systems to improve
quality and reduce * Motivation and com- * Quality of
costs petence of sales force customer edu-
cation and
* Efficiency of plant * Development of an training
layout and work- image of quality and
flow design a favorable reputation * Ability to
provide
* Extent of brand loyalty replacement
among customers parts and
services
* Extent of market
dominance within the
market segment or
overall market
* Effectiveness of procedures for recruiting training and promoting all levels of employees
* Appropriateness of reward systems for motivating and challenging employees
* A work environment that minimizes absenteeism and keeps turnover at desirable levels
* Relations with trade unions
* Active participation by managers and technical personnel in professional organizations
* Levels of employee motivation and job satisfaction HUMAN RESOURCE MANAGEMENT
* Success of research and development activities in leading to product and process innovations
* Quality of working relationships between R & D personnel and other departments
* Timeliness of technology development activities in meeting critical deadlines
* Quality of laboratories and other facilities
* Qualification and experience of laboratory technicians and scientists
* Ability of work environment to encourage creativity and innovation TECHNOLOGY DEVELOPMENT
Control/Evaluation Execution
* evaluate production * develop field
facilities and test before
start up of production
10 9
Source: Stabel & Fjeldstad, 1998
MODEL VALUE NETWORK
Firm Infrastructure
Human Resource Management
* reconfigure branch office
Technology Development infrastructure
* design new services * expand communication network
* program service routines * set standards
Procurement
Network promotion & contract management
* sell services Service provisioning
* evaluate risk
* deposit
* contract Infrastructure operation
* withdraw
* monitor contracts
* transfer funds * operate branch offices
* terminate contracts
* maintain account * operate ATMs
balances * operate IT systems
* calculate interest * maintain liquidity
* link w. correspondent
banks/central bank
David, F.R. And F.R. David 2015. Strategic Management: Concepts and Cases.
15 edition. Pearson International.
Porter, M.E. 1980. Competitive Strategy: Techniques for analyzing industries and
competitors. New York: The Free Press.
Cover Muka yang berisi Judul, Nama & No. Mhs, dst
Ringkasan Eksekutif (Executive Summary)
Daftar Isi, Daftar Tabel, Daftar Gambar, Daftar Lampiran
Bab 1, Bab 2, Bab 3 (dari hasil Tugas Perbaikan #2 Panel
Bimbingan 1.1, 1.2 dan 1.3)
Daftar Pustaka
Daftar Lampiran yang berisi lembar-lembar Lampiran