External Audit
- berfokus pada mengidentifikasi dan
mengevaluasi tren dan peristiwa di luar
kendali satu perusahaan
- mengungkapkan peluang dan ancaman
-
utama yang dihadapi organisasi
sehingga manajer dapat merumuskan
strategi untuk memanfaatkan peluang
dan menghindari atau mengurangi
dampak ancaman
- Purpose dari external audit:
a. Identifikasi key variables that
offer actionable responses 2. social, cultural, demographic, and
b. Perusahaan dapat bersikap environmental (SCDE) forces
offensive/defensive yang bisa - Shaping the way people live,
memaksimalkan opportunity & work, produce, consume
minimalin threats - Number of marriages, divorces,
births, deaths
- Banyak populasi berdasarkan
ras, umur, geografis
- Social media pervasiveness - Dari yang dulu gada, sekarang
banyak CTO dan CIO
5. competitive forces
- Determine competitor’s SWOT,
objectives, and strategies
4. Technological forces
- Teknologi yg baru-baru buat
analisis, print, robotik, AI
mampu mempengaruhi
planning decision perusahaan
Business analytics
● Teknik bisnis yang melibatkan penggunaan
perangkat lunak untuk mining data dalam
jumlah besar untuk membantu para
eksekutif membuat keputusan.
● Juga disebut: predictive analytics, machine
learning, or data mining.
Step 1 – Input :
- Summary basic info yang dibutuhkan
untuk formulasi strategi
- Tools : EFE, IFE, CPM
Step 2 – Matching Stage :
- Fokus ke menciptakan strategi yang
feasible dengan melihat aspek internal
dan eksternal.
- Tools : SWOT matrix, SPACE Matrix, BCG
Matrix, IE Matrix, Grand Strategy Matrix
Step 3 – Decision Stage :
- Menentukan strategi mana yang paling SPACE MATRIX ( strategic position and action
menarik secara objektif dalam seleksi evaluation)
strategi tersebut
- Tools : QSPM
Step :
1. Pilih variable yang define FP, CP, SP, IP
(dari tabel diatas)
2. Kasih penilaian numerik
FP dan IP → (+1 worst, +7 best)
SP dan CP → (-1 best, -7 worst) untuk
Aspek penting : 3. Hitung average score FP, CP, IP, SP
- Analisis internal dimension 4. Add two scores di X-axis and plot
→ lihat financial position (FP) dan resultant ke X. Add two score di Y-axis
competitive position (CP) dan plot resultant ke Y. Plot intersection
- Analisis external dimension ke new XY point
→ lihat stability position (SP) dan 5. Draw a directional vector from the
industry position (IP) origin of the SPACE Matrix through the
1. SP menunjukan profit dan new intersection point.
revenue firm dari industri yang → vector nunjukin tipe strategi yang
berubah-ubah. direkomendasi buat perusahaan
2. Kestabilan perusahaan (aggressive, competitive, defensive, dan
tergantung dari faktor eksternal conservative)
(technology, economy,
demographic, seasonality,etc)
3. Contoh : smartphone itu ga
stabil tapi growth industry
tinggi.
- Important determinants of an
organization overall strategic position
5. The relative attractiveness of alternative
strategies generated is unclear.
6. Key underlying internal and external
factors are not explicitly considered
Example :
Notes :
1. Dibandingkan dengan market
penetration as a good strategy, kita
bilangnya kayak Lebih baik di Indonesia
membuka sebanyak 100 cabang di
SPACE MATRIX Dominos Pizza
berbagai wilayah Pulau Sumatera.
Ada 3 faktor pertimbangan utama :
Conservative Quadrant : staying close to basic
1. the company’s $1.5 billion in long-term
competencies and not taking excessive risks.
debt
Defensive Quadrant : focus improve internal
2. intense competition within the fast-food
weakness and avoid external threats
industry
Competitive Quadrant : competitive strategies
3. offering products that are generally not
(backward, forward, horizontal integration,
a healthy food choice.
market penetration, market development, dkk)
Domino’s should consider adding a line of salads
to their menu to shift the SPACE vector into the
Limitation of SPACE MATRIX
Aggressive Quadrant (upper right); adding
salads would likely benefit Domino’s financially,
1. It is a snapshot in time
thus moving the SPACE point on the vertical
2. There are more than four dimensions
(y-axis) up.
that firms could/should be rated on.
3. The directional vector could fall directly
BCG MATRIX
on an axis, or could even go nowhere if
→ Often di multidivisional firm
the coordinate is (0,0)
→ When a firm’s divisions compete in different
4. Implications of the exact angle of the
industries, a separate strategy often must be
vector within a quadrant are unclear.
developed for each business (cth : indofood
compete di market mie instan, snack, susu, dkk.
BCG akan identifikasi mie instan masuk Limitation :
golongan mana, dsb) 1. Oversimplification (terlalu
→ nilai dari market share position dan industry disederhanakan cuma melihat bisnis
growth rate dari 4 klasifikasi saja)
2. Not easy to classified
3. Does not reflect if various divisions or
their industries are growing over time;
that is, the matrix has no temporal
qualities, but rather it is a snapshot of
an organization at a given point in time
Contoh :
Stars - Quadrant II
→ represent best long-run opportunities for
growth and profitability
I/E MATRIX
→ high market share and high industry growth
→ membagi organizations various division jadi 9
→ maintain substantial investment to maintain
bagian.
or strengthen their position (intinya udah bagus
→ pie chart represent sales contribution of
pol tinggal improve atau pertahanin)
each division (same as BCG)
Cash Cows - Quadrant III
Bedanya IE dan BCG :
→ high market share in a low industry growth
1. X dan y beda
→ generate cash excess of their needs
2. IE butuh informasi lebih banyak dari
→ strategi : maintain their position as long as
BCG
possible (dengan product diversification/
3. Strategic implications berbeda setiap
development)
matrix
4. IE punya 9 quadrant dan BCG hanya 4
Dogs - Quadrant IV
quadrant
→ low market share in low industry growth
→ weak both in external and internal
→ strategy : liquidated, divested, or trimmed
down through retrenchment (penghematan)
→ competitive position (x-axis), industry growth
(y-axis)
→ annual growth in sales exceeds 5% sudah
terhitung rapid growth
Quadrant 1
→ excellent strategic position, fokus ke current
markets and products (market penetration,
IE based on market development, product development)
- x-axis → IFE total weighted scored → ketika firm di quadrant 1 punya sumber daya
- y -axis → EFE total weighted scored yang berlebih, bisa melakukan backward,
forward, horizontal integration.
Ada 3 major region → saat firm berkomitmen penuh terhadap satu
1. Grow (kembangin) and build (bangun) jenis produk, diversifikasi yang terkait produk
(I,II,IV) tersebut bisa mengurangi resiko yang muncul
2. Hold (tahan) and maintain (jaga) ( III, V, karena lini produk yang sempit.
VII) → kalo perlu take risk secara agresif masih oke,
3. Harvest (panen) or divest (lepasin)(VI, bisa manfaatin peluang eksternal.
VIII, IX)
Contoh: Quadrant 2
→ butuh evaluasi approach yang sekarang di
market.
→ meskipun dia growing, tp ga bisa bersaing
dengan efektif
→ Jadi harus di evaluasi mana approach yang ga
efektif dan apa yang harus diubah untuk
improve.
→ horizontal integration is often a desirable
alternative
→ bisa juga melakukan divestiture or
liquidation to provide funds needed to acquire
Grand Strategy Matrix or buy back stock
Quadrant 3
→ bersaing di slow growth industries dan low
competitive position.
→ harus buru-buru berubah untuk avoid further
decline and possible liquidation.
→ retrenchment (pemangkasan biaya) harus
dilakukan pertama, lalu bisa shift resource ke
area lain. Kalo masih ga berhasil divestiture or
liquidation (dibubarkan aja)
Quadrant 4 Positive Features
→ strong competitive position in a slow growth 1. Strategy bisa di examine sequentially or
market. simultaneously (skali jalan ga balik atau
→ mampu dan punya kekuatan untuk launching bolak balik)
program yang berbeda-beda 2. Butuh ahli strategi untuk intergrasi
→ biasanya arus kas tinggi, biasa diversifikasi eksternal dan internal yang terkait.
bebas aja ga harus terkait perusahaan atau lini 3. Bisa digunakan oleh berbagai
produk tertentu. perusahaan dari skala kecil, large for
→ strategi yang tepat joint venture dengan profit, sampai non profit organization.
perusahaan lain. Limitation
1. Butuh penilaian yang benar-benar tepat
DECISION STAGE 2. It is only as good as the prerequisite
Quantitative Strategic Planning Matrix (QSPM) information and matching analyses on
Matrix which it is based
→ last step untuk mengambil keputusan dari Contoh
alternatif strategi tadi.
→ melihat secara objektif mana alternatif
strategi yang terbaik (using input dari stage 1
dan matching hasilnya di stage 2)
STEP :
1. List key factors dari eksternal dan
internal (strength, weakness,
opportunity, threat) yang ada
2. Assign weight to each factors
3. Identify alternative strategies yang
harus di consider
4. Determine attractiveness scores
5. Compute total attractiveness scores
6. Compute sum total attractiveness
scores.
Estimating Cost Associated With
Recommendations
→ intinya ada berbagai batasan (secara
moneter atau tidak) yang membuat perusahaan
hanya bisa memilih strategi tertentu saja
→ Maka dari itu butuh QSPM agar strategi yang
dipilih benar-benar yang efektif dan efisien
(karena umumnya juga pakar yang memberikan
penilaian)
Differentiation Strategies
→ Differentiation strategy should be pursued only
after a careful study of buyers’ needs and
preferences to determine the feasibility of
incorporating one or more differentiating features
into a unique product that features the desired
attributes (dilakukan setelah mempelajari buyer’s
need dan preferensi mereka untuk menggabungkan
satu atau beberapa fitur berbeda untuk suatu
produk)
Focus Strategies
→ Successful focus strategy depends on an industry
segment that is of sufficient size, has good growth
potential, and is not crucial to the success of other
major competitors
→ Most effective when consumers have distinctive
preferences