This book belongs to :

My Handphone number:
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Corporate Planning perlu Strategi
Opening : pertempuran Thermopylae 480 SM
• Konon 300 prajurit Sparta berhasil menahan
200.000 pasukan elit Persia selama 3 hari.
• Memang pada akhirnya sang Raja Leonidas
gugur juga bersama 300 prajurit setianya.
• Namun pertempuran ini sangat
menarik ditinjau dari sisi strategi.
• Pasukan Sparta yang berjumlah kecil mampu
memanfaatkan keunggulan geografisnya –
yakni celah sempit – untuk menahan
gelombang serangan Persia yang berjumlah
besar.
• Walau berjumlah banyak,
keunggulan ini menjadi tak
ada artinya saat melewati
celah sempit tersebut.
• Dengan strategi yang tepat, si kecil bisa
mengalahkan si besar. David bisa mengalahkan
Goliath.
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The Importance of Strategy

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Asal - usul

• Kata strategi berasal dari bahasa

Yunani – Strategos – yang berarti
sang jenderal perang.
• Jadi arti awal strategi adalah
bagaimana cara memenangkan
perang.
• Memang mulanya dipakai di dunia
militer. Mulai dari era Sun Tze,
Clausewitz, Napoleon bahkan
hingga kini masih digunakan.
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Sun Tzu – 500 BC
already taught us:

• If you know the enemy and

know yourself, you need not fear the
result of a hundred battles.
• If you know yourself but not the enemy,
for every victory gained you will also
suffer a defeat / loss
• If you know neither the enemy nor
yourself, you will succumb / surrender in
every battle.
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Militer ke Bisnis
• Mengingat lingkungan bisnis hampir mirip dengan
dunia pertempuran, maka mulai banyak istilah
strategi militer seperti: defense, attack, guerrilla,
flangking dan lainnya akhirnya dipakai juga di dunia
bisnis.
• Maka keluarlah kalimat seperti:
– menaklukkan pasar,
– menelikung pesaing,
– membombardir benak konsumen,
– menembak target pasar tertentu,
– membaca strategi lawan dan seterusnya.
• Semua kalimat ini diturunkan dari bahasa militer.
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Contoh penerapan strategi militer ke bisnis?

• Telkomsel di awal kemunculannya. Saat itu sudah ada pemain
raksasa yang menjadi pemimpin di pasar GSM. Nah Telkomsel
menggunakan strategi “desa mengepung kota”. Awalnya
digunakan untuk perang gerilya, akhirnya menjadi strategi
bisnis yang terbukti ampuh.
• Toyota Dyna juga menggunakan strategi flanking saat
berhadapan dengan Mitsubishi Tiga Berlian di 1990an. Jangan
menyerang langsung, tetapi serang dari samping!
• Kalau merasa kuat, boleh langsung menyerang frontal, namun
jika gagal ya langsung hancur lebur seperti Sampo Dimension
yang keok saat melawan Rejoice.
• Kalau perusahaan anda kecil, gunakan strategi gerilya. Yang
adem ayem memakainya adalah handphone Cross. Di Jawa
Timur, Cross menguasai pangsa pasar 35 persen. Di Jawa
Tengah sekitar 30 persen. Total nasional, sekitar 20 persen.
Inilah cara si kecil agar tetap exist melawan si besar.
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Key Success Factors in Organization

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Di tingkat
Makro :
Perubahan
selalu terjadi
:
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POLITIK
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EKONOMI
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SOCIAL LIFE
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SOCIAL LIFE
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TEKNOLOGI
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TEKNOLOGI – CRYPTO CURRENCIES
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TEKNOLOGI – DIGITAL OR DIE
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TEKNOLOGI – DIGITAL OR DIE
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TEKNOLOGI – DIGITAL OR DIE
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Pesaing datang dari industri yang berbeda

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Pesaing datang
dari industri
yang berbeda
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2 . Perubahan Di tingkat negara.
Haruskah kita diam ?
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Di tingkat perusahaan:
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Di tingkat pribadi
Kompetensi apa yang harus anda miliki ?
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Di tingkat pribadi
Anda juga harus berubah !
Ingat :
5 pilar Kepemimpinan Modern
Zenger Folkman
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Perubahan selalu terjadi…

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Steps
1. Kiat berpikir stratejik (Strategy Management)
2. Kiat berpikir Operasional
3. Kiat membaca laporan keuangan
4. Mempertajam strategy Marketing
5. Mengefisienkan proses bisnis
6. Manager Leader
7. Memimpin perubahan
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Kiat berpikir Strategic Thinking and Orientation

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The Strategic Planning Process

Competitive Advantage
Definition: the ability to create more economic value
than competitors

External
Analysis
Vision Strategic Strategy
Road Map Control
Mission Choice Implementation
& Target Internal
Analysis

• all other elements of the strategic management

process are aimed at achieving competitive advantage
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1 of 7: Vision statement

Contains 3 vital components: e.g.: Cigna

1. Stretch goal : To be in top
quartile in
profitability .
2. Definition of niche: To be a specialist
3. Time Horizon : in 5 years
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Wells Fargo:
• To have one million online customers by the
end of the decade

University of Leeds:
• By 2015, our distinctive ability to integrate
world class research, scholarship and
education will help secured us a place
among the top 50 universities in the world

US Space Program:
• Before this decade is out, landing a man on
the moon and returning him safely to the
earth.
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Latihan
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Missions vs. Strategic Visions

• A mission statement • A strategic vision

focuses on current concerns a firm’s
business activities -- future business path --
“who we are and what
“where we are going”
we do”
Terhadap:
– Pelanggan – Stretch goal
– Karyawan – Definition of niche
– Pemegang Saham
– Time Horizon
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Apa yang perlu diperbaiki ?

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Values : Contoh Astra dan Garuda

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2 of 7: Road Map dan Target

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3 of 7: External factors

A. Global Forces (PEST)

B. Competitors – Customer and 5 Forces Model

What the firm might do

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Perlu perhatian 3 hal

48
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A. PEST Analysis
Politic/Legal Economic Social Technology

•Pemilihan •Krisis Eropa • Demographic •Internet

Umum Profile BlackBerry
•Perubahan •Gap antara Tablet
peraturan Kaya dan •Facebook
Miskin •Twitter
•Middle Class

Implication
• Peluang • Peluang • Peluang • Peluang
• Ancaman • Ancaman • Ancaman • Ancaman
• Netral • Netral • Netral • Netral
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Analisa Industry / 5 Forces

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B. The attractiveness of this market

Porter’s Five Forces
Threat of New Entrants
Barriers to entry: Competitive Advantage
 Economies of scale (including shared resources)
 Product differentiation (proprietary) Lower Cost Differentiation
 Capital requirements
Cost
 Switching costs Differentiation
Broad Leadership
 Access to distribution channels Competitive
 Cost disadvantages independent of scale Scope
 Government policy Cost Differentiation
Narrow Focus Focus
 Expected reaction of incumbent

Bargaining Power of Suppliers Intensity of Rivalry Bargaining Power of Buyers

A supplier group is powerful when:
 It is dominated by a few companies and is more
concentrated than the industry it sells to.
 There are no substitute products.
 The industry is not an important customer.
 Its products are important to the industry.
 Products are differentiated or suppliers have built
up switching costs.
 It poses a credible threat of forward integration.
Intense rivalry results from:
 Numerous or equally balanced competitors
 Slow industry growth
 High fixed or storage costs
 Lack of differentiation or switching costs
 Capacity augmented in large increments
 Diverse competitors
 High strategic stakes
 High exit barriers
A buyer group is powerful when:
 It is concentrated or purchases large volumes relative
to seller sales.
 The products represent a significant fraction of the
buyers’ costs or purchases.
 The products are standard or undifferentiated.
 It faces few switching costs.
 It earns low profits.
 It poses a credible threat of backward integration.
 The bought product is unimportant.
 It has full information.

Pressure from Substitute

Exit Barriers Products
 Search for products that can perform the same  Take offensive or defensive actions to create a
L H function. defensible position against the forces:
 Assess buyers’ propensity to substitute.  Positioning the firm so its capabilities provide the
Low, best defence
Low, risky Focus on those that:
stable
L returns  Are improving their price performance trade-off  Influencing the balance of forces through strategic
Entry returns
Barriers compared with the industries products. moves
High,
H High, risky  Require low switching costs.  Anticipating shifts in the factors underlying the
stable
returns forces and responding to them
returns  Are produced by industries earning high profits.
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1. Service Level
2. Comprehensive Service Government Compliance
3. Wide networking Competitive Price
4. Competitive Price Process Excellent
Friendly Environment
By developing of :
High Technology
1. People Excellence
2. Process Excellence Integrated IT
3. Integrated IT System

1. Process Excellence
2. People Excellence
3. Integrated IT System
4. Service Level
5. Wide Network
6. Competitive Price
7. Comprehensive Service
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Analisa Internal

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4 of 7: Resource-based View (RBV)  Core Competency

What the firm can do
• How to meet IKSF ? Improve capabilities that :
1. Valuable (when they enable a firm to conceive or implement
strategies that improve its efficiency or effectiveness)
2. Rare (valuable firm resources possessed by large numbers of
competing firms cannot be sources of either a competitive
advantage or a sustainable competitive advantage)
3. Imperfectly Imitable (because of {a combination of} three
reasons: unique historical conditions, causally ambiguous, social
complex)
4. Non-Substitutable (there must not be strategically equivalent
valuable resources/capabilities that are themselves either not
rare or imitable)
5. Exploitable by the organization (whether a firm is organized to
exploit its VRINE’s resources/capabilities)
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Latihan mengisi Business Model Generation Canvas
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Internal Factor : Value Chain

Wei
N ghte
O IKSF d Company RIVAL1 RIVAL2 RIVAL3
Grade Gx Grade Gx Grade Gx Grade Gx
(W) (G) W (G) W (G) W (G) W

100
Total %

Rank # : Rank # : Rank # : Rank # :

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5 of 7: Strategy Choice
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Discussion: Most Desirable…..?

Existing New
products products

Existing
1. Market 3. Product
markets penetration development
Strategy Map

New 2. Market
markets development 4. Diversification
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Red Ocean Strategy: Value Disciplines

Apple powerful Product Leadership

products, premium (best product)
pricing, limited range

Still
Doing
Acer super lean well in HP well-balanced
cost structure, 2012 portfolio, mass
aggressive pricing customization

Operational Excellence Customer Intimacy

(low cost producer) (best total solution)

Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
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Red Ocean Strategy vs Blue Ocean Strategy
• Bersaing pada market space
yang sama
• Mengalahkan kompetitor
yang sudah ada
• Ekploitasi demand yang
sudah ada
• Mengikuti Value-Cost trade-
off
• Aliansi sistem dan aktifitas
pada differensiasi atau low
cost
• Menciptakan market space
yang baru
• Kompetitor sudah tidak
relevan lagi
• Menciptakan dan
menangkap demand baru
• Memecahkan value-cost
trade- off
• Aliansi sistem dan aktifitas
mengejar differensiasi baru
dan lowcost
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Blue Ocean Strategy

Modern Strategy Thinking

Growth Focus
• Start with customer needs
• Look beyond traditional
markets, industries and Value Identification
competitors
• Create multi-horizon • Understand what the
portfolio customer values
• Develop growth platforms • Prioritize initiatives Value Creation
for “market mining” • Select and develop
Consumer Market growth option
Value

Need Trends • Align operating model to Effective Execution

deliver value and fair
value Concept Execution
Growth Platform Eliminate Reduce Raise Create
• Venture Launch
Costs
• Organizational alignment
• Funding / Resource
Allocation
• Measurements
Value • Accountability
Innovation
Sustainable Growth
Structure
Value
• Infrastructure
• Culture
• Alliance Management
• M&A
Source: C. Kim, R. Mauborgne, Harvard Business Review (1997).
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Bagaimana menemukan BISNIS BARU
Disarankan Benchmarking dengan Strategy Canvas:

Eliminate/ non Valuable Reduce Raise Create

hi
CKSF CKSF
Competitor A
Your COMPANY
BLUE OCEAN
offering level

Competitor B

lo
B D H J
Price F

A C E G I K
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6 of 7 : Strategy Execution
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Strategy Map
Improve Shareholder Value
Financial Productivity Strategy Shareholder Value Revenue Growth Strategy
ROCE
Perspective:
the drivers of Improve Cost Create Value from
Increase Asset Enhance Customer
shareholder Structure Utilization Value New Products &
Services
value  Customer
 Cost per Unit  Asset Turnover  New Revenue
Profitability Sources

Market and Account Share  Customer Acquisition  Customer Retention  Customer Satisfaction
Customer Product Leader
Perspective: Customer Solutions
the
Customer Value Proposition Low Total Cost
differentiating
Product/Service Attributes Relationship Image
value
proposition Price Quality Time Function Service Relations Brand

Internal
Operations Theme Customer Innovation Theme Regulatory and
Perspective: Management Society Theme
how value is Theme (Processes that (Processes that
Create New
created and (Processes that Produce (Processes that
Products and
Improve the
and Deliver Products Enhance Customer Environment
sustained & Services) Value) Services) and
Communities)

Learning & Growth

Human, Information, and Organizational Capital
Perspective: role for
intangible assets – Strategic Strategic Climate for
people, systems, Competencies Technologies Action
climate and culture
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People respond to INCENTIVE  Bonus

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7 of 7 : Control
•Maximize Shareholder
Value
•Financial

•Meet or Exceed •Manage Investment

Commitments Base

•Customer
Satisfaction
and Loyalty
•Customer

•Service •Competitive
Quality Price
•Reputation,
Brand and
Trust

•Develop, Acquire •Profitably

•Favorably Positioned for Acquire, Retain
•Internal Processes

•Reliability and and Retain Success in a Competitive

Cost Excellence Profitable Supply Environment and Manage
Positions Customers

•Legend
• Above target
•Priority on Safety •Effectively • On Track (within limits)
and Environmental Manage Risks • Significantly below target
Excellence
• Data Not Available
•Priority On Safety
•Learning & Growth

•Develop, •Promote •Live Co •Regulatory

Acquire and Innovation and •Promote Values and
Retain Best Practices Diversity (common Legislative
Needed Skills Sharing version) Compliance
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Steps
1. Kiat berpikir Stratejik (Strategy Management)
2. Kiat berpikir Operasional
3. Kiat membaca laporan keuangan
4. Mempertajam strategy Marketing
5. Mengefisienkan proses bisnis
6. Manager Leader
7. Memimpin perubahan
88

Caranya