PERUBAHAN PELANGGAN
LINGKUNGAN PEGANG
BISNIS KENDALI
DAMPAK PERSAINGAN SENGIT
MEMICU PENINGKATAN
MANFAAT YANG
MANFAAT KEPADA DIRASAKAN
PELANGGAN PELANGGAN
BISNIS MEMILIKI
NILAI DI MATA
PELANGGANNYA
MEMICU
PERSAINGAN PENURUNAN HARGA YANG
DUBAYAR
SENGIT HARGA PELANGGAN
LABA
BISNIS
MEMICU PENINGKATAN
BIAYA
BIAYA KARENA UPAYA
MENGHASILKAN
MEMBERI MANFAAT PRODUK DAN JASA
KEPADA PELANGGAN
Gordon Walker
PERUBAHAN LINGKUNGAN
PEMASARAN
PEMASARAN LINGKUNGAN BISNIS LAMA LINGKUNGAN BISNIS BARU
PRODUK TIDAK
PRODUK MEMILIKI
BANYAK BERVARIASI
PRODUK BANYAK VARIASI DAN
DAN MEMILIKI UMUR
BERUMUR PENDEK
YANG PANJANG
R BUSINESS ASSESMENT
A
N BUSINESS GUARD
ADMINISTRATOR
RENDAH TINGKAT PERSAINGAN TINGGI
Porter’s VALUE CHAIN
INFRASTRUKTUR PERUSAHAAN
PENDUKUNG
PENGEMBANGAN TEKNOLOGI
PEMASARAN
INBOUND OUTBOUND
OPERASI DAN LAYANAN
LOGISTIK LOGISTIK PENJUALAN
AKTIVITAS UTAMA
VALUE CHAIN ANALYSIS
Example of value chain
MENINGKATKAN
NILAI KEPADA
PELANGGAN
SUMBER DAYA
AKTIVITAS DALAM YANG
ORGANISASI DIKONSUMSI
OLEH AKTIVITAS
KURANG ATAU
TIDAK
MENINGKATKAN
NILAI KEPADA
PELANGGAN
14
COMPETITIVE STRATEGY
PREMIUM
PRICE
DIFFERENTIATION
STRATEGY A
BLIND STRATEGY B
C
PRODUCTIVITY
AND INOVATION
EFFICIENCY
COST LEADERSHIP D
STRATEGY
E BLIND STRATEGY
F
ECONOMIC
PRICE
COMPETITIVE STRATEGY
• Sumber: Blocher Cost Management: A Cost Leadership
Strategic Emphasis 8th ed Differentiation
Strategic target Broad cross section of the market Focused section of the market
Basis of Lowest cost in the industry Unique product or service
competitive
Advantage
Product line Limited selection Wide variety, differentiating
Features
Production Lowest possible cost with high Innovation in differentiating
emphasis quality Products
and essential product features
Marketing Low price Premium price and innovative,
emphasis differentiating features
Typically very large manufacturers, especially strong for product lines for
service firms, and retailers, which the perception of quality and
image is important, as in cosmetics,
jewelry, and automobiles
Examples such as Texas Instruments, Walmart, Tiffany, Bentley,
and Southwest Airlines Rolex, Whirlpool, and BMW
? Garuda
POTENSI
PERUSAHAAN
BARU
PERUSAHAAN KEKUATAN
KEKUATAN
PELANGGAN
PEMASOK
INTENSITAS
PERSAINGAN
KEBERADAAN BISNIS
BARU YANG BISA
MENGGANTIKAN
BISNIS LAMA
Porter’s Five Force Strategy
• Barriers to entry: Do certain factors, such as capital requirements, economies
of scale, product differentiation, and access to selected distribution channels,
protect the firm from newcomers? Do other factors, including the cost of
buyer switching or government regulations and licensing restrictions, restrict
competition?
• Intensity of rivalry among competitors can be caused by high entry barrier,
specialized assets, rapid product innovation etc.
• Pressure from substitute products: Will the presence of readily substitutable
products increase the intensity level of the firm’s competition?
• Bargaining power of customers: The greater the bargaining power of the
firm’s customers, the greater the level of competition facing the firm. The
bargaining power of customers is likely higher if switching costs are relatively
low and if the products are not differentiated.
• Bargaining power of suppliers: The greater the bargaining power of a firm’s
suppliers, the greater the overall level of competition facing the firm. The
bargaining power of suppliers is higher when a few large firms dominate the
group of suppliers and when these suppliers have other good outlets for their
products.
Sumber: Blocher Cost Management: A Strategic Emphasis 8th ed
The Five Forces Model of Competition
3-19
ALAT UNTUK MENGURANGI “WASTE”
JUST IN TIME
• Meminimalkan persediaan dan sumber daya yang digunakan
• Membeli dan memproduksi barang sesuai dengan jumlah yang dibutuhkan
pelanggan
• kelompok (batch) produk yang diproduksi dalam jumlah kecil sehingga
mampu menjaga kualitas
KANBAN
• Cara untuk melibatkan setiap orang dalam penerapan Lean Management
ZERO DEFECTS
• Menuntut setiap orang bertindak benar pada saat pertama menghasilkan
produk sehingga tidak memerlukan tindakan berikutnya untuk memperbaiki
atau menyempurnakan
Kanban (看板), also spelled kamban, and literally meaning
"signboard" or "billboard", is a concept related to lean and just-in-
time (JIT) production. According to Taiichi Ohno, the man credited
with developing Just-in-time, kanban is one means through which
JIT is achieved.
Kanban is not an inventory control system. Rather, it is a scheduling
system that tells you what to produce, when to produce it, and
how much to produce.
The need to maintain a high rate of improvements led Toyota to
devise the kanban system. Kanban became an effective tool to
support the running of the production system as a whole. In
addition, it proved to be an excellent way for promoting
improvements because reducing the number of kanban in
circulation highlighted problem areas.
PRODUCT LIFE CYCLE
PENDAPATAN
LABA
BIAYA
WAKTU
Life Cycle Costing
BIAYA SEPANJANG UMUR PRODUK
Marketing
R&D Customer
Design Manufacturing and
Service
Distribution
Design decisions account for much of total product life cycle costs
24
Value Chain Showing Upstream and
Downstream Linkages for a Manufacturer
Marketing &
Manufacturing
Poor Rush, Small Distribution
Quality Orders
Poor Improper
Quality training,
Service & installation
Warranty
TARGET COSTING
TARGET HARGA JUAL – TARGET LABA = TARGET BIAYA
TARGET
HARGA JUAL
- TARGET LABA
GUNAKAN
VALUE
ENGINERING TARGET BIAYA
KAIZEN
TIDAK YA PRODUKSI COSTING PRODUKSI
AWAL LANJUTAN
TOTAL QUALITY MANAGEMENT
PENINGKATAN
KUALITAS
MENIGKATKAN
MENIGKATKAN
MENURUNKAN BIAYA POTENSI
PANGSA PASAR
KENAIKAN HARGA
MENINGKATKAN LABA
TERIMAKASIH
Watch your Watch your
character, it thoughts,
becomes your they become
destiny words
Watch your
Watch your habits,
words, they
they become your
become
character
actions
Watch your
actions, they
become habits
FRANK OUTLAW