Anda di halaman 1dari 23

PPAk FEB UB

MANAJEMEN STRATEJIK
DAN
KEPEMIMPINAN

11

Deskripsi
Tujuan yang ingin dicapai dari mata ujian ini adalah agar peserta ujian
memiliki kompetensi sebagai berikut:
1. Memahami dan menganalisis lingkungan eksternal untuk
mengidentifikasi tantangan dan peluang bisnis korporat.
2. Memahami dan menganalisis lingkungan internal korporat untuk
mengidentifikasi keunggulan dan kelemahan korporat.
3. Mengevaluasi struktur dan proses bisnis organisasi dalam
memfasilitasi implementasi strategi.
4. Mengevaluasi dan memberi masukan strategi dan keputusan
bisnis serta implementasinya.
5. Memahami konsep kepemimpinan dan peranan kepemimpinan
dalam formulasi dan implementasi strategi.

12

Materi Kuliah
1.

2.

3.

4.

Pengantar Manajemen Stratejik dan


Kepemimpinan
Menyusun arah Dasar Perusahaan: Visi dan
Misi, Tujuan dan Strategi
Mengevaluasi Lingkungan Eksternal
Perusahaan
Mengevaluasi Sumberdaya, Kapabilitas dan
PerusahaanDaya saing

13

Materi Kuliah Lanjutan


5. Lima Strategi Kompetetif Generik
6. Memperkuat Daya Saing Perusahaan
7. Strtagi Untuk Bersaing di Pasar Internasional
8. UTS
9. Strategi Perusahaan : Difersifikasi daan
Perusahaan Bisnis
10. Etika, CSR, Kelanggengan Lingkungan
Sekitar dan Strategi
11. Membangun Organisasi yang Mampu
Mengimplementasikan dengan Baik Strategi
Perusahaan
14

12. Mengelola Operasional Internal


13. Kepemimpinan dan Budaya Korporat
14. Kepemimpinan Stratejik
15. Perubahan Stratejik dan Organisasi
16. UAS

15

KASUS

Tatap Muka 2 Whole Foods Market in


2008: Vision, Core Values, and Strategy
(Arthur A. Thompson, The University of
Alabama)
Tatap Muka 3 Competition in Energy Drinks,
Sports Drinks, and Vitamin-Enhanced
Beverages (John E. Gamble, University of
South Alabama)

16

Sumber Bacaan

Thompson dkk. Crafting and Executing


Strategy, The Quest for Competetive
Advantage. Concepts and Cases, Global
Edition.
Anthony E. Henry (2011). Understanding
Strategic Management. Oxford University
Press, 2nd edition. (AH)
Robert Kreitner and Angelo Kinicki (2010).
Organizational Behavior. Mc Graw-Hill,
9thedition. (KK)
17

KASUS

Tatap Muka 4 Panera Bread Company


(Arthur A. Thompson, The University of
Alabama)
Tatap Muka 5 Nintendos Strategy in 2009:
The Ongoing Battle with Microsoft and Sony
(Lou Marino & Sally Sarrett, The University of
Alabama)
Tatap Muka 6 Loblaw Companies Limited:
Prepating for Wal-Mart Supercenters (Kenneth
G. Hardy & Veronika Papyrina, University of
Western Ontario)

18

KASUS

Tatap Muka 7 Corona Beer: Challenges of


International Expansion (Ashok Som, ESSEC
Business School)
Tatap Muka 8 Pepsi Cos Diversification
Strategy in 2008 (John E Gamble, University of
South Alabama)
Tatap Muka 9 Detecting Unethical Practices
at Suppliers Factories: The Monitoring and
Compliance Challenges (Arthur A. Thompson,
The University of Alabama)
19

KASUS

Tatap Muka 10 Robin Hood (Joseph Lampel,


New York University)
Tatap Muka 12 Southwest Airlines in 2008:
Culture, Values, and Operating Practices
(Arthur A. Thompson & John E. Gamble,
University of South Alabama)

110

CHAPTER 1

WHAT IS STRATEGY
AND WHY IS IT IMPORTANT?
STUDENT VERSION

WHAT DO WE MEAN BY STRATEGY?

What is our present situation?

Where do we want to go from here?

Business environment and industry conditions


Firms financial and competitive capabilities
Creating a vision for the firms future direction

How are we going to get there?

Crafting an action plan for heading the firm in the


intended direction, staking out a market position,
attracting customers, achieving the targeted financial
and market performance, and getting the firm
where it wants to go is its strategy.
112

WHAT IS STRATEGY ABOUT?

Strategy is all about How:

How to attract and please customers.

How to compete against rivals.

How to position the firm in the marketplace.

How best to respond to changing economic


and market conditions.

How to capitalize on attractive opportunities


to grow the business.

How to achieve the firms performance targets.

113

WHY BOTHER WITH STRATEGY?

A firm needs a strategy to specify what


actions are going to be taken:

To improve its financial performance.


To strengthen its competitive position.
To gain a sustainable competitive advantage
over its market rivals.

A creative, distinctive strategy:

Helps produce above-average profits.


Increases competitive pressures on rivals.

114

STRATEGY AND COMPETITORS

Strategy is about competing differently


from rivals

Doing what they dont do or doing it better!

Doing what they cant do!

Doing things in ways that attract customers


and set a firm apart from its rivals.

Doing things in a manner calculated to


produce a competitive edge over rivals.

115

STRATEGY AND THE QUEST FOR


COMPETITIVE ADVANTAGE

Competitive Advantage

Require meeting customer needs either more


effectively (with products or services that customers
value more highly) or more efficiently (by providing
products or services at lower cost).

Sustainable Competitive Advantage

Requires giving buyers lasting reasons to prefer a


firms products or services over those of its
competitors.

116

STRATEGIC APPROACHES

Building a competitive advantage by:

Striving to become the industrys low-cost provider


(efficiency).

Outcompeting rivals on differentiating features


(effectiveness).

Offering the lowest (best) prices for differentiated


goods (best-cost provider).

Focusing on better serving a niche markets needs


(efficiency and\or effectiveness).

117

GAINING SUSTAINABLE
COMPETITIVE ADVANTAGE

How to create a sustainable competitive


advantage:

Develop valuable expertise and competitive


capabilities over the long-term that rivals cannot
readily copy, match or best.

Put the constant quest for sustainable competitive


advantage at center stage in crafting your strategy.

118

WHY A COMPANYS STRATEGY


EVOLVES OVER TIME

Managers modify strategy in response to:

Changing market conditions

Advancing technology

Fresh moves of competitors

Shifting buyer needs

Emerging market opportunities

New ideas for improving the strategy

119

THE EVOLVING NATURE


OF A FIRMS STRATEGY

Realized (current) strategy is a blend of:

Proactive (deliberate) strategy elements that


include both continued and new initiatives.

Reactive (emergent) strategy elements that are


required due to unanticipated competitive
developments and fresh market conditions.

120

THE RELATIONSHIP BETWEEN


A FIRMS STRATEGY AND
ITS BUSINESS MODEL
Realized
Strategy

$$$?

Business
Model

Competitive
Initiatives

Value
Proposition

Business
Approaches

Profit Formula

121

IS OUR STRATEGY A WINNER?


The Strategic
Fit Test

The Competitive
Advantage Test

Winning
Strategy

The Performance
Test

122

WHY CRAFTING AND EXECUTING


STRATEGY ARE IMPORTANT TASKS

Strategy provides:

A prescription for doing business.


A road map to competitive advantage.
A game plan for pleasing customers.
A formula for attaining long-term standout
marketplace performance.

Good Strategy + Good Strategy Execution =


Good Management
123