What Is

Strategic
Management?
 STRATEGIC MANAGEMENT
(MANAJEMEN STRATEJIK)

Strategic management can be

defined as the art and science of
formulating, implementing, and
evaluating cross-functional
decisions that enable an
organization to achieve its
objectives.
( Fred R. David )
 STRATEGIC MANAGEMENT
(MANAJEMEN STRATEJIK)

Strategic management focuses on

integrating management, marketing,
finance/accounting, production/
operations, research and
development, and computer
information systems to achieve
organization success.
( Fred R. David )
Strategic Management
achieves a firm’s success
through integration ––

Management Marketing

Finance/Accounting Production/Operations

Research & Development M IS

Fred R. David
 PROSES MANAJEMEN STRATEJIK
Proses manajemen stratejik merupakan satu paket
komitmen, keputusan, dan langkah yang diharapkan
bagi sebuah perusahaan untuk mencapai tingkat daya
saing dan menghasilkan laba di atas rata-rata.
Daya saing strategis dapat dicapai apabila sebuah
perusahaan dengan baik merumuskan serta
menerapkan strategi pencipta nilai (create value).
Apabila perusahaan lain (pesaing) tidak menerapkan
strateginya secara berkesinambungan, atau tidak
mampu meniru keunggulan strategi tersebut, maka
merusahaan memiliki “Keunggulan bersaing yang
berkesinambungan (sustainable competitive
advantage)”
Kompetensi inti (core competencies)
merupakan sumber daya dan kemampuan yang
merupakan sumber keunggulan bersaing
terhadap pesaingnya.
Sumber daya adalah input bagi proses
produksi , seperti barang modal, kemampuan
para pekerja, hak paten, keuangan, dan
manajer berbakat,
Kemampuan adalah kapasitas sekumpulan
sumber daya untuk secara integratif
melakukan suatu aktivitas.
(Hitt, Ireland, Hoskisson)
Strategic intent adalah pendayagunaan sumber
daya internal, kemampuan serta kompetensi
inti perusahaan untuk melakukan apa yang
semula dianggap sebagai tujuan yang tidak
dapat dicapai dalam lingkungan yang bersaing.
Strategic intent merupakan upaya untuk
memenangkan pertarungan bersaing serta
berusaha untuk mendapatkan kepemimpinan
global.
Strategic intent terjadi saat seluruh pekerja dan
isi perusahaan (sumber daya) berusaha untuk
memenuhi kriteria kinerja tertentu.
(Hitt, Ireland, Hoskisson)
 STAGES OF
STRATEGIC
MANAGEMENT
Strategy Formulation

Vision & Mission

External Opportunities & Threats

Internal Strengths & Weaknesses

Long-Term Objectives

Alternative Strategies

Strategy Selection

Fred R. David
Strategy Implementation

Annual Objectives

Policies

Employee Motivation

Resource Allocation

Fred R. David
Strategy Evaluation

Internal Review

External Review

Performance Metrics

Corrective Actions

Fred R. David
KEY TERM IN
STRATEGIC
MANAGEMENT
 KEY TERM IN STRATEGIC
MANAGEMENT

Strategists:
Strategists are the individuals who are
most responsible for the success or
failure of an organization.
Strategists have various job title: such
as chief executive officer, president,
owner, executive director, rector,
dean, or entrepreneur.
 KEY TERM IN STRATEGIC
MANAGEMENT
Vision and Mission Statement:
Develop a vision statement that
answer the question, “What do we
want to become?”
Mission statement are enduring
statements of purpose that distinguish
one business from other similar firms.
The basic question, “What is our
business?”
 KEY TERM IN STRATEGIC
MANAGEMENT
External opportunities and Threats:
External opportunities and external
threats refer to economic, social,
cultural, demographic, environmental,
political, legal, governmental,
technological, and competitive trend
and events that could significantly
benefit or harm an organization in the
future.
 KEY TERM IN STRATEGIC
MANAGEMENT
Internal strengths and weaknesses:
Internal strengths and internal
weaknesses are an organization
controllable activities that are
performed especially well or poorly.
They arise in the management,
marketing, finance/accounting,
production/operation, research and
development, and management
information system activities of a
business
 KEY TERM IN STRATEGIC
MANAGEMENT

Long term objectives:

Objective can be defined as specific
result that an organization seeks to
achieve in pursuing its basic mission.
Long term means more than one year.
Objective should be challenging,
measurable, consistent, reasonable,
and clear.
 KEY TERM IN STRATEGIC
MANAGEMENT

Strategies:
Strategies are the means by which
long-term objective will be achieved.
Strategies are future-oriented.
Strategies have multifunctional or multi
divisional consequences and require
consideration of both the external and
internal factors facing the firm.
 KEY TERM IN STRATEGIC
MANAGEMENT

Annual objectives:
Annual objectives are short-term
milestone that organization must
achieve to reach long-term objectives.
Like long-term objectives, annual
objective should be challenging,
measurable, consistent, reasonable,
and clear.
 KEY TERM IN STRATEGIC
MANAGEMENT

Policies:
Policies include guidelines, rules, and
procedures established to support
efforts to achieve stated objectives.
Policies are guides to decision making
and address repetitive or recurring
situations.
 STRATEGIC MANAGEMENT MODEL

Perform
external
audit

Implement
Develop Generate Implement strategies
vision and Establish evaluate strategies marketing, Measure and
mission long-term and select manageme finance, evaluate
objectives strategies nt –issues accounting, performance
statement R & D, MIS

Perform
internal
audit

Strategy formulation Strategy implementation Strategy evaluation

Fred R. David
The Strategic Management Process

Hitt. Ireland. Hoskisson.

BENEFITS OF STRATEGIC MANAGEMENT

Financial benefits:
Research indicate that
organization using strategic
management concepts are
more profitable and successful
than those that do not.
BENEFITS OF STRATEGIC MANAGEMENT

Non-financial benefits:
Strategic management offers other
tangible benefits, such as an enhanced
awareness of external threats, an
improved understanding of competitors’
strategies, increase employee
productivity, reduce resistance to
change, and a clearer understanding of
performance-reward relationships.
The Business
Vision
 THE BUSINESS VISION

Vision is the art of seeing things

invisible.
(Jonathan Swift)

A vision describe aspirations for the

future, without specifying the means
necessary to achieve those desired
ends.
(Tregoe, 1990)
 THE BUSINESS VISION

A vision is a form of nonspecific

guidance normally provided to an
organization by its CEO.
It describes where the company is
going, in the most general, conceptual
term, but it must also provide
emotional direction.
(Tichy and De Vanna)
 THE BUSINESS VISION
Vision must be inspiring to be
effective: they also must be clear and
challenging.
Most visions of business leaders and
business organizations are aimed to
develop the ability to compete in the
marketplace. The vision lead to the
statement of mission.
(Peters)
 THE BUSINESS VISION
A vision statement should answer the
basic question,
“What do we want to become?”.
A clear vision provides the foundation
for developing a comprehensive
mission statement.
(Fred R. David)
Vision

“What do we want to become?”

Fred R. David
 THE BUSINESS VISION

Visions must be communicated,

often, to very large numbers of
people.
Communication a vision takes place
in two ways:
1. Through mission statement
2. Through persuasive leadership
Vision

Clear Business
Vision

Comprehensive
Mission Statement

Fred R. David
 THE BUSINESS VISION

Visi perusahaan dapat memfokuskan,

mengarahkan,memotivasi,
mempersatukan, dan bahkan
merangsang bisnis untuk mencapai
kinerja yang unggul. Tugas penyusun
strategi adalah mengidentifikasi dan
memproyeksikan sebuah visi yang jelas.
(John Keane)
 CONTOH VISI
Tyson Food: Menjadi pilihan pertama di
dunia untuk solusi protein disamping
memaksimalkan nilai pemegang saham.(bagus)
General Motor: Menjadi pemimpin dunia
dalam produk transportasi dan jasa yang
terkait dengannya. (bagus)
Dell: Menciptakan suatu budaya
perusahaan di mana kelestarian
lingkungan menjadi hakikat ke dua. (tidak jelas)
 CONTOH VISI
Universitas Airlangga: Menjadi universitas
yang mandiri, inovatif, terkemuka di
tingkat nasional dan internasional,
pelopor pengembanganh ilmu
pengetahuan, teknologi, dan humaniora
berdasarka moral agama.
Fakultas Ekonomi dan Bisnis Unair:
Menjadi fakultas ekonomi dan bisnis
berkelas dunia, inovatif dan mandiri
berdasarkan moral agama.
The Business
Mission
 THE BUSINESS MISSION

A business organization’s mission

is viewed as the broadly stated
definition of basic business scope
and operations that distinguishes
it from other organizations of a
similar type.
( Pearce II )
 THE BUSINESS MISSION

Drucker says that asking the

question,
“What is our business ?”
is synonymous with asking the
question,
“What is our mission?”.
Mission Statements

“What is our business?”

Fred R. David
 THE BUSINESS MISSION

The mission statement is the

declaration of an organization’s
“reason for being.”

The company mission is a broadly

framed but enduring statement of
a firm’s intent.
 THE BUSINESS MISSION

A clear mission statement is

essential for effectively
establishing objectives and
formulating strategies.
An organization can define its
mission in term of its products or
services, the market or customers.
 FORMULATING A MISSION

Involve as many managers as possible in

the process of developing a mission
statement, because through involvement,
people become committed to an
organization.
During the process of developing a mission
statement, some organization use
discussion groups of managers to develop
and modify the mission statement.
 FORMULATING A MISSION
The process of defining the company
mission for a specific business can
perhaps be best understood by thinking
about the business at its inception.
As the business grows or is forced by
competitive pressures to alter its product-
market-technology, redefining the company
mission my be necessary.
(Pearce II & Robinson)
COMPONENT OF A MISSION STATEMENT

Customer
Products or services
Geographically
Technology
Concern for survival
Philosophy
Self-concept
Concern for public image
Concern for employees
Pernyataan misi yang baik
menunjukkan adanya perhatian
relatif bahwa suatu organisasi akan
mengerahkan usahanya untuk
memenuhi tuntutan sebagai
pemangku kepentingan.

Pernyataan misi yang jelas menjadi

dasar bagi penciptaan dan
pemilahan opsi strategis.
Setiap organisasi memiliki maksud
dan tujuan yang unik. Keunikan
tersebut harus tercermin dalam Visi
dan Misi.

Pernyataan visi dan misi yang

dirancang dengan baik, sangat
penting untuk merumuskan,
menerapkan, dan mengevaluasi
strategi.
 IMPORTANCE OF VISION AND MISSION
STATEMENT

William R. King and David L. Cleland:

1. To ensure unanimity of purpose within the
organization
2. To provide a basis or standard for allocating
organization’s resources
3. To establish a general tone or organizational climate.
4. To serve as a vocal point for individuals to identify
with the organization purpose and direction, and to
deter those who cannot participating further in the
organization’s activities
 IMPORTANCE OF VISION AND MISSION
STATEMENT

William R. King and David L. Cleland:

5. To facilitate the translation of objectives into a
work structure involving the assignment of
tasks to responsible elements within the
organization.
6. To specify organizational purpose and then to
translate these purposes into objectives in
such a way that cost, time, and performance
parameters can be assessed and controlled.
 Organization
Philosophy and
Policy
 ORGANIZATION PHILOSOPHY

An organization philosophy represents

the values, believes, commitments,
and aspirations of the company.
The philosophy serves as a guide for
the behavior of its employees as well
as how the organization conduct its
business. It reflects the culture of the
enterprise.
 ORGANIZATION PHILOSOPHY

An organization philosophy set fort

the values and beliefs of the
organization that guide the
behavior of its members in all
aspects of business activities.
 ORGANIZATION POLICY

The term policy refers to specific

guidelines, methods, procedures,
rules, forms, and administrative
practices that are established to
support and encourage work
toward stated goals.
 ORGANIZATION POLICY

Policy can be viewed as

instruments for strategy
implementation
Policies set boundaries,
constraints, and limitation that can
be taken to reward and sanction
behavior.
 ORGANIZATION POLICY

Policies clarify what can and

can not be done in pursuit of
an organization’s goal and
objective.
BERSAMBUNG