STRATEGIC MANAGEMENT

Pertemuan ke-1
Karakteristik Manajemen Strategi
Team Teaching Manajemen Strategi
2016
 Fakultas Ekonomi dan Bisnis
School Economics and Business Referensi
Telkom University

 Fred R David, Strategic Management Concepts and cases, 14th Edition,

Pearson, 2013
 Arthur A. Thomson / Margaret A. Peteraf / John E. Gamble / A. J.
Strickland III, Crafting and Executing Strategy, 18th Edition, McGraw
Hill, 2012

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 Fakultas Ekonomi dan Bisnis
School Economics and Business What is a Strategy ?
Telkom University

The history of strategic planning began in the military, The word strategy comes from the Greek
“Strategos” it is combine of Stratos (the army) and ago (to lead)

Strategy is the science of planning and directing large-scale military operation, of maneuvering
force into the most advantageous position prior to actual engagement with the enemy.

Both Business and Military is to gain “Competitive Advantage”, they try to use their own strength
to exploit competitor’s weaknesses.

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 Fakultas Ekonomi dan Bisnis
School Economics and Business Six Dimension of Strategy
Telkom University

1. Strategy as a Coherent, Unifying, and Integrative Patterns of Decisions.

2. Strategy as a means of Establishing an Organization’s Purpose in terms of its Long Term Objectives.

3. Strategy as a Definition of a Firm’s Competitive Domain

4. Strategy as a Response to External Opportunity and Threats, and to Internal Strength and Weaknesses as a Means of
Achieving Competitive Advantage.

5. Strategy as a Logical System for Differentiating Managerial Task at Corporate, Business, and Functional Level.

6. Strategy as a Definition of the Economic and Noneconomic Contribution the Firm Intend to Make to its Stakeholders

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 Fakultas Ekonomi dan Bisnis
School Economics and Business What is a Business Strategy ?
Telkom University

 A strategy is unified, comprehensive, and integrated plan.

 Relates the strategic advantage of the firm to the challenges of the environment.
 It is designed to ensure that the objective of the enterprise are achieved through
proper execution by the organization.
 Business Strategy is formulated, implemented, and evaluated with an
assumption of Competition.

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 Fakultas Ekonomi dan Bisnis
School Economics and Business “Notable Quotes”
Telkom University

Without a strategy, an organization is like a ship without a rudder, going around in circle. It is like a
tramp, it has no place to go. (Joel Ross and Michael Kami)

The formulation of strategy can develop competitive advantage only to the extent that the process
can give meaning to workers in the trenches. (David Hurst)

Most of us fear change, Even when our mind say change is normal, our stomachs quiver at the
prospect. But for strategists and manager today, there is no choice but to change. (Robert
Waterman, JR)

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 Fakultas Ekonomi dan Bisnis
School Economics and Business Defining Strategic Management
Telkom University

Strategic Management can be defined as the art and science of formulating, implementing, and evaluating
cross-functional decision that enable an organization to achieve its objectives.

It implies, strategic management focuses on integrating management, marketing, finance/accounting,

production/operation, research and development and computer information system.

The term Strategic Management is used synonymously with the term Strategic Planning

Some time Strategic Management is used to refer : strategy formulation, implementation and evaluation.
Strategic planning referring only strategy formulation.

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 Fakultas Ekonomi dan Bisnis
School Economics and Business Stages of Strategic Management
Telkom University

Strategic management process consist of 3 stages : strategy formulation,

strategy implementation and strategy evaluation.

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 Fakultas Ekonomi dan Bisnis
School Economics and Business Benefits of Strategic Management
Telkom University

Financial Benefit
Non Financial Benefit

Greater
Enhanced Deeper/improved Commitment RESULT
Communication Understanding
a. To achieve objectives All managers and
a. Of others views employees on a
Dialogue b. To implement
b. Of what the firm is doing mission to help the firm
Participation / plann ing and why
strategies succeed
c. To work hard

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 Fakultas Ekonomi dan Bisnis
School Economics and Business Risks of Strategic Management
Telkom University

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Time that managers spend may

have negative impact on
operational responsibility

The formulators should be

intimately involved in its
implementation

Strategic managers must be

trained to anticipate and respond
to disappointment of
participating subordinates

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 1. Lack of knowledge or experiences in strategic
planning
2. Poor reward structure
3. Firefighting
4. Waste of time
5. Too expensive
Why Some Firms Do Not 6. Laziness
Strategic Planning 7. Content with success
8. Fear of failure
9. Overconfidence
10. Prior bad experience
11. Self-interest
12. Fear of the unknown
13. Hones difference of opinion
14. Suspicion

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 Fakultas Ekonomi dan Bisnis
School Economics and Business Pitfall of Strategic Planning
• Using strategic planning to gain control over
decision and resources
• Doing strategic planning only to satisfy
accreditation or regulatory requirement
• Too hastily moving from mission development to
strategy formulation
• Failing to communicate the plan to employees,
who continue working in the dark
• Top manager making many intuitive decision that
conflict with the formal plan
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• Top managers not actively supporting the strategic
planning
• Failing to use plans as a standard for measuring
perf’
• Delegating planning to “planner” rather than
involving all manager
• Failing to involve key employees in all phases of
planning
• Failing to create a collaborative climate supportive
of change
• Viewing planning as unnecessary or unimportant
• Being so formal in planning that flexibility and
creativity are stifled
Creating the great business leaders
 Fakultas Ekonomi dan Bisnis
School Economics and Business Guidelines of Strategic Planning

Should be : Should not be :

• People more than paper process • Bureaucratic mechanism
• A learning process for all • Ritualistic, stilted, or orchestrated
• Word supported by number rather than number • Too formal, predictable, or rigid
supported by word
• Contain jargon, or arcane planning language
• Simple and non rutine
• Formal system of control
• Vary assignment, team –membership meeting
• Disregard qualitative information
format, even calendar
• Controlled by “technician”
• Challenge the assumption
• Welcome bad news
Do not pursue too many strategies at once
• Welcome open mindset
Continually strengthen the “good ethics is good
business” policy

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 Fakultas Ekonomi dan Bisnis
School Economics and Business Key Terms

• Competitive Advantage
• Strategist
• Vision & Mission Statement
• Key Terms in • External Opportunities & Threats
Strategic • Internal Strength & Weaknesses
Management
• Long-term Objective
• Strategies
• Annual Objective
• Policies

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Soal Manajemen Strategi
1. Pernyataan di bawah ini adalah beberapa dimensi dari strategi, kecuali:
a. Strategi sebagai pola keputusan yang koheren, mempersatukan, dan mengintegrasikan.
b. Strategi sebagai sarana untuk menetapkan tujuan organisasi.
c. Strategi sebagai sarana untuk membangun komunikasi dengan mitra.
d. Strategi sebagai respons terhadap perubahan lingkungan strategik untuk mencapai keunggulan bersaing.

2. Pilih pernyataan yang tidak tepat untuk menggambarkan pengertian strategi bisnis:
a. Strategi bisnis merupakan rencana bisnis yang menyeluruh dan terpadu.
b. Strategi bisnis dirancang untuk menjamin tercapainya tujuan perusahaan.
c. Strategi bisnis dikelola dengan asumsi persaingan.
d. Strategi bisnis tidak terkait dengan perubahan lingkungan internal perusahaan.
3. Pilih urutan proses yang tepat dari pengelolaan strategi berkut
a. Formulasi – Implementasi – Evaluasi
b. Analisis – Formulasi – Evaluasi
c. Analisis - Sintesis – Implementasi
d. Implementasi – Formulasi - Evaluasi
4. Pernyataan berikut adalah manfaat dari manajemen strategi, kecuali:
a. Mendorong komitmen seluruh anggota organisasi untuk mencapai tujuan organisasi.
b. Meningkatkan pemahaman karyawan tentang apa yang sedang dilakukan oleh perusahaan.
c. Mengendurkan niat pesaing masuk dalam industri.
d. Meningkatkan komunikasi dua arah antara anggota dan pimpinan organisasinya.
5. Formulasi strategi tidak mencakup:
a. Pengembangan Visi dan Misi
b. Pengembangan dan pemilihan strategi
c. Menetapkan tujuan jangka panjang
d. a, b, dan c semuanya salah
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 Fakultas Ekonomi dan Bisnis
School Economics and Business Strategic Management Model
Telkom University .

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Strategy Formulation
Perform External
Strategy Implementation
Audit
Strategy Evaluation

Implement
Generate, Implement Measure,
Develop Vision & Establish Long-term Strategies Mkt,
Evaluate, Choose Strategies Mgt’ Evaluate
Mission Statement Objective Fin, R&D, Performance
Strategies Issues
Prod/Op, MIS

Perform Internal
Audit

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 Fakultas Ekonomi dan Bisnis
School Economics and Business A Company’s Strategy-Making Hierarchy
Telkom University

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Corporate Strategy
The companywide game plan for
managing a set of business

Business Strategy
• How to strengthen market position and build competitive advantage.
• Actions to build competitive capabilities

Functional-Area Strategies
• Add relevant detail to the how of overall business strategy
• Provide a game plan for managing a particular activity in ways that support the overall business

Operating Strategies Within Each Business

• Add details and completeness to business and functional strategy
• Provide a game plan for managing specific lower-echelon activities with strategic significance

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 Fakultas Ekonomi dan Bisnis
School Economics and Business Corporate Strategy Relationship in Single Business
Telkom University

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Top Management
Corporate Strategy
Middle &
Supervisory
Management

Production – Financial Personal – Labor

Marketing Operation Accounting R & D Policies
Policies & Plan Management Policies and relation Policies
Policies & Plans
& Plans and Plans
Policies & Plans Plans

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Soal Manajemen Strategi
6. Formulasi strategi mencakup:
a. Pengembangan Visi dan Misi
b. Analisis lingkungan eksternal dan internal
c. Menetapkan tujuan jangka panjang.
d. a, b, dan c semuanya benar.

7. Hirarhi pembuatan strategi pada korporasi multi bisnis berturut-turut:

a. Strategi bisnis- strategi korporat –strategi fungsional – strategi operasi
b. Strategi korporat – strategi bisnis- strategi fungsional – strategi operasi
c. Strategi korporat –strategi fungsional – strategi bisnis- strategi operasi
d. Strategi bisnis– strategi korporat-– strategi operasi - strategi fungsional

8.

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 Fakultas Ekonomi dan Bisnis
School Economics and Business Corporate Strategy Relationship in Multi Business
Telkom University

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Corporate
Corporate Strategy Management

SBU Top Management

SBU-1 SBU-2 SBU-3
Strategy Strategy Strategy

Middle &
Supervisory
Management

Production – Financial Personal – Labor

Marketing Operation Accounting R & D Policies
Policies & Plan Management Policies and relation Policies
Policies & Plans
& Plans and Plans
Policies & Plans Plans

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Tugas Kelompok
1. Tetapkan adrress milis kelas, digunakan untuk komunikasi dengan dosen antara lain penyampaian materi
kuliah dari dosen kepada mahasiswa, pengumpulan tugas dari mahasiswa kepada dosen, dan komunikasi
lainnya. Adress email dosen : 087821682826. “imtromadhan@gmail.com
2. Tetapkan seorang ketua kelas.
3. Satu kelas dibagi dalam kelompok setiap kelompok 5 mahasiswa.
4. Setiap kelompok akan mendapatkan Case yang harus dianalisis.
5. Sesuai dengan pembagian kelompok dan Case, lakukan identifikasi secara garis besar tentang perusahaan
6. Tugas dikumpulkan paling lambat hari ini pkl 19.00, dikirim ke loker dosen. Penamaan file tugas : tugas1-B-
kel2

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 Fakultas Ekonomi dan Bisnis
School Economics and Business

1. Aneka Tambang (Persero) Tbk 15. Astra International Tbk

2. PT Tiphone Mobile Indonesia Tbk 16. Indofood CBP Sukses Makmur Tbk
3. Medco Energi Internasional Tbk 17. MNC Sky Vision Tbk
4. Tigaraksa Satria Tbk COWELL 18. Tempo Inti Media Tbk
DEVELOPMENT Tbk
5. Agung Podomoro Land Tbk 19. Ciputra Development Tbk
6. Hero Supermarket Tbk 20. ALAM SUTERA REALTY Tbk
7. Mustika Ratu Tbk 21. Indocement Tunggal Prakarsa Tbk
8. PT Telekomunikasi Indonesia (Persero) Tbk 22. Metrodata Electronics Tbk
9. Alkindo Naratama Tbk 23. Trikomsel Oke Tbk
10. PT Bank MNC Internasional Tbk. 24. PT Dwi Aneka Jaya Kemasindo Tbk.
11. Indosat Tbk 25. PT Blue Bird Tbk
12. Plaza Indonesia Realty Tbk 26. Jasa Marga Tbk
13. Ultra Jaya Milk Industry Tbk 27. Nippon Indosari Corpindo Tbk
14. Intiland Development Tbk 28. Waskita Karya (Persero) Tbk Elnusa Tbk

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Tugas Kelompok
1. Masing masing kelompok mempelajari buku wajib chapter 2 “The Business Vision and Mission
dan bagian awal chapter 3 tentang audit faktor eksternal.
2. Membuat ringkasan atau summary dari chapter 2 dan sebagian chapter 3
3. Pertemuan berikutnya masing masing kelompok secara acak menjelaskan di depan kelas.
4. Diharapkan setiap mahasiswa berpartisipasi aktif karena akan berkontribusi pada nilai tugas.

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Pembagian Case

Kelompok Case Perusahaan

1 United Continental Holding, Inc 2011
2 E* Trade Financial Corp. 2011
3 Starbucks Corporation 2011
4 Merryland Amusement Park 2009
5 Yahoo! Inc. 2009
6 Wal-mart Stores Inc. 2009
7 Dell, Inc. 2011
8 Apple Inc. 2011

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 Fakultas Ekonomi dan Bisnis
School Economics and Business

Telkom University

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