Evaluating a Company’s

External Environment
Disampaikan oleh :
Disampaikan pada
Pertemuan 3 Kuliah MM UGM
DR. Mahelan Prabantarikso
Jakarta, 27 Agustus 2022
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What Does the Strategy-Making, Strategy-Executing Process Entail?

Thomson et.al. (2022)

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Lesson Map

Strategic
Chapter 1 & 2

Inputs
Strategic Intent
Strategic Vision

Strategic Actions

Strategy Formulation Strategy Implementation Ch 10 - 12

Chapter 3
Feedback

External Chapter 5 Chapter 6 Corporate Structure &

Environment Business Level competitive Governance Design
Chapter 4 Strategy position Organisation
Internal
Environment Chapter 7
International Strategy Strategic
Strategic
Leadership Control
Chapter 8 Chapter 9
Corporate Strategy Ethics, CSR
Outcomes
Strategic

EVALUASI KINERJA
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A framework of strategic management.

Sumber : Anthony Henry, 2020

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This Chapter Will Help You Understand:

External Environment
1. How to recognize the factors in a company’s broad macro-environment that may
have strategic significance.
2. How to use analytic tools to diagnose the competitive conditions in a company’s
industry.
3. How to map the market positions of key groups of industry rivals.
4. How to determine whether an industry’s outlook presents a company with
sufficiently attractive opportunities for growth and profitability.
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Learning Outcomes – 2 Items

1. Environment Analysis

2. External Environment Analysis

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FIGURE 3.1 From Analyzing the Company’s Situation to Choosing a Strategy

• Chapter 3 External Environment

• Chapter 4 Internal Environment

Access the text alternative for these images.
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PENGERTIAN… Mengapa Lingkungan Perlu di Analisis…

• Lingkungan : 1. Agar pembuat strategi dapat mengantisipasi
Faktor Faktor yang berada diluar setiap kesempatan dan membantu
jangkauan perusahaan yang dapat mengembangkan system pemecahan sedini
menimbulkan suatu peluang dan mungkin terhadap faktor-faktor lingkungan
ancaman, kekuatan dan kelemahan yang dianggap mengancam tujuan
perusahaan.
• Analisis Lingkungan : 2. Untuk dapat mengefektifkan proses
manajemen strategi.
Suatu Proses yang digunakan perencana-
perencana strategi untuk memantau 3. Membantu manajer dalam meramalkan
lingkungan dalam menentukan Peluang dampak lingkungan terhadap perkembangan
dan Ancaman atau Kekuatan dan perusahaan.
Kelemahan.
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FIGURE 3.2
The Components of a Company’s Macro- Environment

Thomson et.al. (2022)

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ANALISA LINGKUNGAN EKSTERNAL

PESTEL melakukan analisa dengan menggolongkan askpek eksternal ke dalam 6 golongan sesuai dengan sumbernya sehingga lebih
mudah dipahami.

PESTEL

Politik Ekonomi Sosial Teknologi Lingkungan Legal

(Environment)
Selera (appetite) Kondisi ekonomi Kondisi sosial Tingkat penggunaan Kondisi lingkungan Regulasi berlaku
pemerintah yang dapat mempengaruhi kemasyarakatan teknologi dapat dan cuaca dapat dapat mempengaruhi
dapat mempengaruhi kinerja finansial dapat mempengaruhi mempengaruhi mempengaruhi operasional dan fokus
operasional perusahaan. operasional operasional operasional dan usaha perusahaan.
perusahaan. Contoh: perusahaan. perusahaan. industri fokus Contoh:
Contoh: ▪ Pendapatan Contoh: Contoh: ekspansi perusahaan. ▪ Kebijakan LTV dan
▪ UMR masyarakat (PDRB) ▪ Budaya (a.l. ▪ Penetrasi internet/ Contoh: perbankan lainnya.
▪ Alokasi anggaran ▪ Inflasi patrilinial/ /telepon/TV/ radio ▪ Musim ▪ Peraturan pajak
pemerintah ▪ Sektor ekonomi matrilinial) ▪ Tingkat pendidikan tanam/panen ▪ UMR
▪ Fokus/ kebijakan mana yang ▪ Strata sosial ▪ Resistensi ▪ Musim hujan/ ▪ Perijinan usaha
pembangunan ekspansi (tumbuh) masyarakat (elite teknologi kering ▪ Perda iklan/
setempat atau kontraksi vs non elite) ▪ Kebijakan zonasi/ promosi
(turun) ▪ Susunan demografi tata ruang ▪ Perda-perda
▪ Kontribusi bank kependudukan ▪ Kerawanan lainnya
(Market Share). bencana/ penyakit
endemis

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Model Ekonomi Industri

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Struktur Pasar (1/3)

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Struktur Pasar (2/3)
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Analisis Perusahaan dalam Struktur Pasar …

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Lingkungan eksternal dinamis – TREN PENETRASI PLATFORM KE FINANCIAL SERVICES

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Lingkungan eksternal dinamis – TREN PERUSAHAAN FINANCIAL Global

Disrupsi teknologi mempengaruhi prospek industri keuangan
BERAWAL DARI PERUSAHAAN ASURANSI, PING AN TUMBUH SECARA AGRESIF DENGAN
MEMBANGUN EKOSISTEM DIGITAL DI SELURUH “ESSENTIAL LIVING SCENARIOS”

1. TOA : The One Account. Ping an’s platform that integrated user’s financial account, life services, and
Sumber :
related information in one place
McKinsey Indonesia, Digital Ecosystem
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Proses Analisis Lingkungan Eksternal Perusahaan…
scanning
▪ mengidentifikasi sejak
awal sinyal sinyal
perubahan dan trend
lingkungan
▪ sangat penting terutama pada
lingkungan yang tidak stabil
▪ penggunaan sistem
berbasis komputer
dan internet untuk
membantu proses
▪ contoh: philip morris
international secara terus
menerus memantau
kebijakan tiap tiap negara.
monitoring Forecasting assessing
▪ mengamati perubahan ▪ menyiapkan proyeksi dan ▪ mengukur
lingkungan untuk melihat antisipasi berdasarkan berapa lama dan
apakah ada kecenderungan perubahan dan trend yang dampak dari
penting yang muncul berhasil dimonitor perubahan
lingkungan dan
▪ kemampuan ▪ contoh : berapa trend yang telah
perusahaan untuk banyak waktu yang diidentifikasi
mendeteksi makna akan dibutuhkan
dalam berbagai sebelum perubahan ▪ menafsirkan dari data yang
peristiwa dan trend kebijakan perpajakan terkumpul apakahperubahan
lingkungan mempengaruhi pola lingkungan menimbulkan
pembelian konsumen peluang atauancaman bagi
organisasi
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Analisis Lingkungan Bisnis

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Assessing the Company’s Industry and Competitive Environment

• Thinking strategically about the competitive environment requires
managers to use some well validated concepts and analytical tools.
• Five forces framework
• The value net
• Driving forces
• Strategic groups
• Competitor analysis
• Key success factors
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FIVE FORCES FRAMEWORK

FIGURE 3.3
The Five Forces Model
of Competition: A Key
Penentu Keberhasilan Perusahaan…
Analytical Tool
• Daya Tarik Industri :
• Potensial Profit
• Intensitas Persaingan
• Posisi Persaingan

Maka diperlukan Analisis Industri…

Mencari Posisi Bersaing Dalam Industri Agar
Dapat: Bertahan Terhadap Tekanan Persaingan,
Atau Mempengaruhi Dan Mengubahnya
• Sources: Adapted from M.E. Porter,
“How Competitive Forces Shape
Menjadi Faktor Yang Menguntungkan
Strategy,” Harvard Business Review 57,
no. 2 (1979), pp.137-145; M.E. Porter,
“The Five Competitive Forces That Shape
Strategy,” Harvard Business Review 86,
no 1 (2008), pp. 80-86.
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Using the Five-forces Model of Competition

Thomson et.al. (2016)

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FIGURE 3.4 Factors Affecting the Strength of Rivalry

Menghadapi Kekuatan Yang

Mempengaruhi Persaingan :
• Segmentasi
• Differensiasi
• Penurunan Biaya
• Pemanfaatan Kapasitas

Thomson et.al. (2022)

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FIGURE 3.5 Factors Affecting the Threat of Entry

Menghadapi Kekuatan Yang

Mempengaruhi Persaingan :
• Loyalitas Pelanggan
• Menutup distribusi
• Menghalangi proses belajar
• Sub segmentasi

Thomson et.al. (2016)

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FIGURE 3.6 Factors Affecting Competition from Substitute Products

Menghadapi Kekuatan Yang

Mempengaruhi Persaingan :
• Inovasi
• Biaya / Kinerja

Thomson et.al. (2016)

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FIGURE 3.7 Factors Affecting the Bargaining Power of Suppliers

Menghadapi Kekuatan Yang

Mempengaruhi Persaingan :
• Integrasi ke hulu
• Penyederhanaan/Standarisasi
• Pemanfaatan Teknologi

Thomson et.al. (2022)

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FIGURE 3.8 Factors Affecting the Bargaining Power of Buyers

Menghadapi Kekuatan Yang

Mempengaruhi Persaingan :
• Pelanggan profitable
• Pelanggan tidak peka harga
• Diferensiasi
• Design-in

Thomson et.al. (2016)

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Industry Forces and Profit Potential

Competitive Environment
Industry Forces Unfavorable Favorable

Profit Potential
Barriers to Entry Low -- -- -- -- -- -- -- High
Barriers to Exit High Low
Customer Buyer Power High Low
Supplier Selling Power High Low
Product Substitutes Many None
Competitive Rivalry Intense None

Unfavorable Favorable
Competitive Environment

FAKTOR YANG MENJADI KUNCI KEBERHASILAN DALAM BERSAING DALAM INDUSTRI,

YAITU DALAM MEMPERKUAT DAYA TAWAR ATAU DAYA TANGKAL TERHADAP
TEKANAN DARI LUAR
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Limitation of Porter’s Five Forces
Some criticisms of Porter’s five forces, such as the concept of complements by Adam Brandenburger and Barry
Nalebuff, can be seen as an attempt to expand and improve the framework

1. The five forces framework assumes a zero-sum game; that is, competitors can only succeed at the
expense of other players in the industry.
2. The five forces framework is a static analysis which assumes relatively stable markets
3. organizations may develop an intended or deliberate strategy, but unexpected changes in the
environment may force them to abandon that strategy.
4. Why are there only five forces? Some have argued that other forces, in addition to the five forces, are
required. For example, the government has been put forward as one possible candidate.
5. A revision of the five forces is required which brings us closer to a dynamic theory of strategy.

Sumber : Anthony Henry, 2020

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FIGURE 3.9
The Value Net
Complementors and the Value Net
• How the value net differs from the five forces
• Focuses on the interactions of industry
participants with a particular (focal)
company
• Defines the category of competitors to
include the focal firm’s direct competitors,
industry rivals, the sellers of substitute
products, and potential entrants
• Introduces a new category of industry
participant—complementors—producers of
products that enhance the value of the
focal firm’s products when they are used
together

Thomson et.al. (2022)

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Industry Dynamics and the Forces Driving Change

• Driving forces analysis has three steps.

• Identifying what the driving forces are
• Assessing whether the drivers of change are
acting to make the industry more or less attractive
• Determining what strategy changes are needed to
prepare for the impact of the driving forces

Thomson et.al. (2022)

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Strategic Group Analysis Illustration Capsule 3.1 Comparative Market Positions of Selected
Companies in the Casual Dining Industry: A Strategic Group Map
Strategic group Example
• Consists of those industry
members with similar
competitive approaches and
positions in the market
• Having comparable product-
line breadth
• Emphasizing the same
distribution channels
• Depending on identical
technological approaches
• Offering the same product
attributes to buyers
• Offering similar services and
technical assistance

Thomson et.al. (2022) • Footnote: Circles are drawn roughly proportional to the sizes of the chains, based on revenues.
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A map of strategic groups within the world automobile industry

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Competitor Analysis FIGURE 3.10

• Competitive intelligence The SOAR Framework for Competitor Analysis
• Information about rivals that is useful
in anticipating their next strategic
moves
• Signals of the likelihood of strategic
moves
• Rivals under pressure to improve
financial performance
• Rivals seeking to increase market
standing
• Public statements of rivals’ intentions
• Profiles developed by competitive
intelligence units

Thomson et.al. (2016)

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Key Success Factors
• Key success factors (KSFs):
• Are the strategy elements,
product and service attributes,
operational approaches,
resources, and competitive
capabilities that are necessary for
competitive success by any and
all firms in an industry.
• These vary from industry to
industry, and over time within
the same industry, and in
importance as drivers of change
and competitive conditions
change.
Identification of Key Success Factors
• What crucial product attributes and
service characteristics do buyers of the
industry’s product consider when
choosing among competing brands of
sellers?
• Given the nature of competitive rivalry
prevailing in the marketplace, what
resources and competitive capabilities
must a firm have to be competitively
successful?
• What shortcomings are almost certain to
put a firm at a significant competitive
disadvantage?
Thomson et.al. (2016)
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External Factor Analysis

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Kuesioner External Factor Analysis Strategy untuk mengetahui Opportunity

Faktor Nilai Bobot Rating Score

Strategis
Income per 4 4/12=0.33 4 4 x 0.33=1,32
kapita meningkat
Pemerintah 4
memberi subsidi
Pesaing Utama 4
meninggalkan
pasar

Total 12
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Kuesioner External Factor Analysis Strategy untuk mengetahui Threat

Faktor Nilai Bobot Rating Score
Strategis
Depresiasi rupiah 4 4/10=0.4 4 4 x 0.4=1,6
terhadap US
Dollar
Pemerintah 3
menetapkan tight
money policy
Muncul barang 3
subtitusi

Total 10
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Evaluasi Faktor Eksternal (EFE)
PERI- NILAI YANG
FAKTOR-FAKTOR EKSTERNAL KUNCI BOBOT DI BOBOT
NGKAT
PELUANG
1. Pasar global praktis belum digarap pasar tembakau tanpaasap 0,15 1 0,15
2. Permintaan naik karena larangan merokok di tempat umum 0,05 3 0,15
3. Pertumbuhan iklan di internet yang meroket 0,05 1 0,05
4. Pinkerton adalah pemimpin dalam pasar tembakau 0,15 4 0,60
5. Tekanan sosial lebih besar untuk berhenti merokok 0,10 3 0,30
ANCAMAN
1. Peraturan yang merugikan industri tembakau 0,10 2 0,20
2. Pembatasan produksi tembakau 0,05 3 0,15
3. Pasar tembakau tanpa asap terkonsentrasi di wilayah tenggara 0,05 2 0,10
Amerika Serikat
4. Pemaparan media yang buruk dari FDA 0,20 2 0,40
5. Pemerintahan Clinton 0,20 1 0,20

JUMLAH 1,00 2,10

“Insanity is doing the same thing over and over:
expecting different results”
Albert Einstein