THE BUSINESS ENVIRONMENT

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1.LINGKUNGAN BISNIS: PASAR DAN NON PASAR 2. LINGKUNGAN PASAR: Interaksi antara produsen dan konsumen di intitusi pasar dan bersifat sukarela 3. Top manajemen harus: (1) efektif beroperasi di lingkungan pasar; (2) efisien dan resposif, antisipatif dan adaptif dalam merespon konsumen. 4. Efektifitas manajemen dalam lingkungan pasar menentukan keberhasilan perusahaan
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Market Environment

Nonmarket environment
Market Environment Determines Significance of nonmarket Issues to the firm

Market Strategy

Manager

Non Market Strategy

Nonmarket environment shape business opportunities in the marketplace

Economics normative Prentice (positive, Hall, 2002

Disciplinary

base

Political science; ethics (positive, normative)

LINGKUNGAN NON PASAR

1. CAKUPAN: SOSIAL,POLITIK, BUDAYA DAN HUKUM 2. Interkasi antara produsen, konsumen, kelompok kepentingan dan pemerintah dan diintermediasi oleh institusi publik 3. Transasksi: sukarela dan tidak sukarela 4. Lingkungan non pasar semakin urgen dan menentukan kberhasilan perusahaan. 5. Isu non pasar: proteksi lingkungan, kesehatan, teknologi, regulasi dan deregulasi, kebijakan perdagangan internsional, aktifitas politik dan kelompok aktivis, media massa, CSR dan etika.
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1. 2.
3.

4.

PERANAN MANAJEMEN Memahami seluruh isu pasar dan non pasar Menterjemahkan seluruh isu menjadi keputusan manajemen Memformulasikan dan mengimplementasikan strategi pasar dan non pasar. Implementasi strategi non pasar: (1) partisipasi aktif manager dalam institusi publik; (2) membangun komunikasi yang efektif dengan media dan kelompok kepentingan, (3) aktifitas lobi dengan top manajemen publik,(4) partisipasi dalam koalisi dan asosiasi.
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lanjutan
5. Keberhasilan manajemen sangat ditentukan oleh kemampuan untuk menganalisis isu pasar dan non pasar dan pendekatan dalam memformulasikan strategi

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KARAKTERISTIK LINGKUNGAN NON PASAR 1. ISSUES 2. INTERESTS 3. INSTITUTIONS 4. INFORMATION PERUBAHAN LINGKUNGAN NON PASAR: 1. Perkembangan ITC 2. Pemahaman baru 3. Perubahan institusi 4. Aktifitas kelompok kepentingan 5. Kepedulian moral
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Organisasi Publik

KPE Organisasi Swasta STRONG SOCIETY STRONG STATE STRONG LEADERSHIP Organisasi Nirlaba

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Transformasi Indonesia

Indonesia seperti biasanya SISTEM EKONOMI MAKRO

Indonesia Baru Bersih Transparan Profesional

Korupsi Kolusi Nepotisme

PROSES INVESTASI

Inefesiensi Ketidakpastian Tidak transparan

TRANSFORMASI Politik Sosial Budaya Hukum

Efesiensi Dijamin Keterbukaan

PROSES INVESTASI

Tidak Adil Perlakuan Captive Market

Tingkatan Sama Pasar Bebas Daya Saing

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Indeks Korupsi Birokrasi di Indonesia dan Negara Lain

Negara Jepang Singapura Hongkong Malaysia Taiwan Korea Filipina Thailand Indonesia

Indeks Efisiensi Korupsi 8,25 8,22 8,52 7,38 6,85 5,30 2,92 5,18 2,15

Indeks Aturan Indeks Sistem Hukum Yudisial 8,98 8,57 8,22 6,78 8,52 5,35 2,73 6,25 3,98 10,00 10,00 10,00 9,00 6,75 6,00 4,75 3,25 2,50

Sumber: Laessens, Djanko, dan Lang (1999) dan La Porta et.al. (1998 dan 1999). Catatan: 1 indeks terburuk dan 10 terbaik.

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Pola, Instrumen dan Sumber Korupsi

Sumber/ Instrumen
Partonase Politik

Kekuatan Kelompok Tertentu

Korupsi Terorganisir dan Sistematik: o Pemerintah dikontrol kaum elit o Eksploitasi kepentingan ekonomi o Monopoli berbasis patronase

Hegemoni Kaum Elit

Kolusi dan Nepotisme o Batasan yang kabur antara negara dan masyarakat o Tingkah laku orang kaya baru o Spiral hiperkorupsi dan kronisme Manipulasi dan Penyuapan o Menilap pendapatan pemerintah o Menghindar biaya pemerintah o Membayar lebih, bocor, mencuri

Penyalahgunaan Mafia dan Factionalisme Kekuasaan o Manipulasi akses

o Eksploitasi kesempatan ekonomi o Ancaman korupsi berantai

Sumber: Lihat Arifin dan Rachbini (2001).

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INTEGRATED STRATEGY
Integrated Strategy

Business Strategy
Guides a Firm in its market and non market environment and consists of market component and non market component.

Market Strategy: Concerted pattern of actions taken in the market environment to create value by improving the economic performance of a firm, as in the case in which a firm dicide to enter a country that has open market.
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Non Market Strategy: A concerted pattern of actions taken in non market environment to create value by improving overall performance, as in the case in which a firms work through international trade law to open a foreign market.

For a business strategy to be effective these two components must be integrated and tailored to the firms market and non market environment as well as to its competiveness. Focus on the pursuit of opportunity and advantage in the face of market and non market competition.

With the objective of achieving superior performance.

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Market (Competitive) analysis

Nonmareket Analysis

Management Market Strategy

Integrated Strategy
Implementation Positioning

Nonmarket

Market Environment
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Nonmarket environment

The External Environment

General Environment
Suppliers Customers

The Organization Public Pressure Groups

Competitors

Specific Specific Environment Environment

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The Environment
Defining the External Environment
External environment - forces and institutions outside the organization that may affect organizational performance Specific environment - includes those constituencies that have a direct and immediate impact on managers decisions and actions directly relevant to goal achievement is unique to each organization, including: customers - absorb organizations output suppliers - provide material and equipment competitors pressure groups - special-interest groups
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The Environment (cont.)

External environment (cont.) General environment - includes the broad conditions that may affect organizations Economic conditions - interest rates, changes in disposable income, and stage of the business cycle Legal conditions - federal, state, and local regulation substantial expense entailed to meet regulations limit choices available to organizations Political conditions - general stability of country attitudes of governmental officials toward business
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EXHIBIT 3.6: SELECTED U.S. LEGISLATION AFFECTING BUSINESS

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The Environment (cont.)

External environment (cont.) General environment (cont.) Sociocultural conditions - expectations of society values, customs, and tastes Demographic conditions - trends in the physical characteristics of a population e.g., baby boomers influential because of their numbers e.g., digital or net generation - immersion and acceptance of computers

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The Environment (cont.)

External environment (cont.) General environment (cont.) Technological conditions - most rapidly changing aspect of the general environment changing the ways that organizations are structured information is the basis of important competitive advantages Global conditions - increasing number of global competitors and consumer markets major factor affecting organizations
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The Environment (cont.)

How the Environment Affects Managers
Assessing environmental uncertainty - determined by: degree of unpredictable change dynamic - frequent change stable - minimal change environmental complexity the number of components in the environment amount of information available or required about those components managers attempt to minimize uncertainty
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EXHIBIT 3.7: ENVIRONMENTAL UNCERTAINTY MATRIX

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3-22

The Environment (cont.)

Stakeholder Relationship Management Who are stakeholders? any constituencies that are affected by the organizations decisions and actions include internal and external groups can influence the organization

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3-23

The Environment (cont.)

Stakeholder Relationship Management (cont.) Why is stakeholder relationship management important? the more secure the relationship, the more influence managers will have over organizational outcomes its the right thing to do

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EXHIBIT 3.8: ORGANIZATIONAL STAKEHOLDERS

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The Environment (cont.)

Stakeholder Relationship Management (cont.)
How can these relationships be managed? four steps identify the stakeholders determine real and potential concerns of each stakeholder group determine whether stakeholder is critical determine specific approach to manage the relationship approach to a stakeholder group based on the importance of the group and the degree of environmental uncertainty
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EXHIBIT 3.9: MANAGING STAKEHOLDER RELATIONSHIPS

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Marketing Mix
Product
Marketing Mix
Cust. Solution

Place
Convenience

Price
Customer Cost

Promotion
Communication

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BUSINESS NEWS PARADIGM

CUSTOMER / PUBLIC
FRONT-LINE PEOPLE
C U S T O M E R

MIDLE MANAGEMENT

TOP MANAGEMENT

C U S T O M E R

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