PPAk FEB UB

MANAJEMEN STRATEJIK
DAN
KEPEMIMPINAN

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 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.

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 Materi Kuliah

1. Pengantar Manajemen Stratejik dan

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

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 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
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12. Mengelola Operasional Internal
13. Kepemimpinan dan Budaya Korporat
14. Kepemimpinan Stratejik
15. Perubahan Stratejik dan Organisasi
16. UAS

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 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)

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 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)

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 KASUS

 Tatap Muka 4 Panera Bread Company

(Arthur A. Thompson, The University of
Alabama)
 Tatap Muka 5 Nintendo’s 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) 1–8
 KASUS

 Tatap Muka 7 Corona Beer: Challenges of

International Expansion (Ashok Som, ESSEC
Business School)
 Tatap Muka 8 Pepsi Co’s 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)
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 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)

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CHAPTER 1

WHAT IS STRATEGY
AND WHY IS IT IMPORTANT?
STUDENT VERSION
 WHAT DO WE MEAN BY STRATEGY?
 What is our present situation?
● Business environment and industry conditions
● Firm’s financial and competitive capabilities
 Where do we want to go from here?
● Creating a vision for the firm’s 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.

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 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 firm’s performance targets.

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 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.

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 STRATEGY AND COMPETITORS
 Strategy is about competing differently
from rivals—
● Doing what they don’t do or doing it better!
● Doing what they can’t 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.

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 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
firm’s products or services over those of its
competitors.

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 STRATEGIC APPROACHES
 Building a competitive advantage by:
● Striving to become the industry’s 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 market’s needs
(efficiency and\or effectiveness).

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 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.

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 WHY A COMPANY’S 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

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 THE EVOLVING NATURE
OF A FIRM’S 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.

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THE RELATIONSHIP BETWEEN
A FIRM’S STRATEGY AND
ITS BUSINESS MODEL

Realized Business
Strategy $$$? Model
Competitive Value
Initiatives Proposition

Business
Profit Formula
Approaches

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 IS OUR STRATEGY A WINNER?

The Strategic
Fit Test

The Competitive Winning The Performance

Advantage Test Test
Strategy

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 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

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