Manajemen Strategis

Strategi dalam Aksi

Tujuan Jangka Panjang

Tujuan --

 Quantifiable (dapat dicapai)

 Measurable (terukur)
 Realistis
 Understandable (dapat dimengerti)
 Challenging (menantang)
Tujuan Jangka Panjang

Tujuan --

 Hierarchical (berjenjang)
 Obtainable (tersedia)
 Congruent (sesuai)
 Time-line (batas waktu)
Sifat Tujuan Jangka Panjang

 Tujuan
 memberikan arahan
 bantuan dalam evaluasi
 menetapkan prioritas
 mengurangi ketidakpastian
 meminimalkan konflik
 membantu alokasi sumber daya dan desain
pekerjaan

5-4
Tujuan Jangka Panjang

Berbagai macam Penilaian Kinerja

oleh tingkatan Organisasi
Tingkatan Dasar utk bonus tahunan
Organisasi
75% pada tujuan jangka panjang
Perusahaan
25% pada tujuan tahunan
50% pada tujuan jangka panjang
Divisi
50% pada tujuan tahunan
25% pada tujuan jangka panjang
Fungsi
75% pada tujuan tahunan
Tidak Mengelola berdasarkan Tujuan

Mengelola dengan
Ekstrapolasi
Mengelola dengan Krisis
Mengelola menurut
Subjek
Mengelola dengan
Harapan
5-6
Tujuan Keuangan vs. Tujuan
Strategik
Tujuan Keuangan
 Pertumbuhan pendapatan
 Pertumbuhan gaji
 Dividen yang lebih tinggi
 Margin keuntungan yang lebih tinggi
 Higher earnings per share
 cash flow yang meningkat
Balanced Scorecard

Robert Kaplan & David Norton --

 Evaluasi strategi & tehnik kontrol

 Keseimbangan perhitungan keuangan dengan
perhitungan non-keuangan
 Keseimbangan tujuan shareholder dengan
tujuan konsumen & operasional
Tipe Strategi
Tingkat
Perusahaan Besar Perusahaan

Tingkat Divisi

Tingkat Fungsional

Tingkat Operasional
Tipe Strategi

Integrasi
kedepan

Strategi Integrasi
Integrasi kebelakang
Vertical

Integrasi
Horizontal
Alternative Strategies Defined and
Exemplified

5-11
Alternative Strategies Defined and
Exemplified

5-12
Tipe Strategi

Penetrasi
Pasar

Strategi Pertumbuhan
Intensif Pasar

Pertumbuhan
Produk
Tipe Strategi

Diversifikasi
berhubungan

Strategi
Diversifikasi

Diversifikasi
Tdk berhubungan
Tipe Strategi

Pengurangan

Strategi Divestiture
Bertahan

Liquidasi
Contoh Tahun 2003

Integrasi Budget Rent-a-Car membuka

Kedepan toko rental mobil di Wal-Mart

Integrasi Hotels, Inc. Membeli produsen

Kebelakang mebel

Integrasi Federated Department Stores

mengakuisisi May Department
Horisontal Stores
Contoh Tahun 2003

Market Coca-Cola jutaan dolar untuk

Penetration mengiklankan Coca-Cola Zero

Bank of America membeli 9%

Market
saham China Construction
Development Bank

Advanced Medical Optics

menggunakan akuisisi untuk
Product
mendapatkan semua aspek
Development medis perawatan kesehatan
mata
Contoh Tahun 2003
UPS mengakuisi Overnite untuk
Diversifikasi mendiversifikasi paket
Berhubungan bisnisnya menjadi bisnis
angkutan truk
Diversifikasi Tupperware Corp. Telah mema-
suki dan mengembangkan
Tidak bisnis kulit dan kecantikan
Berhubungan melalui BeautiControl

Pengurangan Viacom menjual aset non-utama

Contoh Tahun 2003

Goodyear Tire & Rubber Co.

Divestiture menjual bisnis perusahaan
karet di Amerika Utara pada
Titan International
Perusahaan manufaktur mobil
besar terakhir di Inggris, MG
Liquidasi Rover Group Ltd., dilikuidasi
tahun 2005 dan dan merumah-
kan 5,000 karyawan
Strategi Generik Michael Porter’s

Strategi Kepemimpinan Harga

(Low-Cost & Best-Value)

Strategi Diverensiasi

Strategi Fokus
(Low-Cost Focus &
Best-Value Focus)
Michael Porter’s Five
Generic Strategies
 Cost leadership
 emphasizes producing standardized products at a
very low per-unit cost for consumers who are
price-sensitive

5-22
Michael Porter’s Five
Generic Strategies
 Type 1  Type 2
 low-cost strategy that  best-value strategy that
offers products or offers products or
services to a wide services to a wide
range of customers at range of customers at
the lowest price the best price-value
available on the market available on the market

5-23
Michael Porter’s Five
Generic Strategies
 Differentiation
 strategy aimed at producing products and
services considered unique industry-wide and
directed at consumers who are relatively price-
insensitive

5-24
Michael Porter’s Five
Generic Strategies
 Type 4  Type 5
 low-cost focus strategy
that offers products or
services to a niche
group of customers at
the lowest price
available on the market
 best-value focus
strategy that offers
products or services to
a small range of
customers at the best
price-value available
on the market
5-25
Cost Leadership Strategies

 To employ a cost leadership strategy

successfully, a firm must ensure that its total
costs across its overall value chain are lower
than competitors’ total costs

5-26
Cost Leadership Strategies

Two ways:
1.Perform value chain activities more efficiently
than rivals and control the factors that drive the
costs of value chain activities
2.Revamp the firm’s overall value chain to
eliminate or bypass some cost-producing
activities

5-27
Cost Leadership Guidelines

 When price competition among rival sellers is

especially vigorous
 When there are few ways to achieve product
differentiation that have value to buyers
 When most buyers use the product in the same
ways
 When buyers incur low costs in switching their
purchases from one seller to another

5-28
Differentiation Strategies

 Differentiation strategy should be pursued

only after a careful study of buyers’ needs
and preferences to determine the feasibility of
incorporating one or more differentiating
features into a unique product that features
the desired attributes

5-29
Differentiation

 When there are many ways to differentiate

the product
 When buyer needs and uses are diverse
 When few rival firms are following a similar
differentiation approach
 When technological change is fast paced

5-30
Focus Strategies

 Successful focus strategy depends on an

industry segment that is of sufficient size, has
good growth potential, and is not crucial to
the success of other major competitors
 Most effective when consumers have
distinctive preferences

5-31
Focus Strategy Guidelines

 When the target market niche is large, profitable,

and growing
 When industry leaders do not consider the niche
to be crucial to their own success
 When the industry has many different niches
and segments
 When few, if any, other rivals are attempting to
specialize in the same target segment

5-32
Contoh Merger akhir-akhir ini
Acquiring Firm Acquired Firm
IBM Ascential Software
Philip Morris PT Hanjaya Mandala
Samp
U.S. Steel National Steel Corp
Oracle PeopleSoft
OSIM Int’l Ltd Brookstone
Adobe Systems Macromedia
US Airways American West
United Parcel Service Overnight Corp.
Keuntungan perusahaan segera
bergerak

 Keuntungan suatu perusahaan mungkin

didapatkan dengan memasuki pasar baru
atau mengembangkan produk atau jasa
baru lebih dahulu dari pada perusahaan
lawan.
Outsourcing
Business-process outsourcing
(BPO)

 Perusahaan mengambil alih operasi

fungsional dari perusahaan lain