Ch5-1

STRATEGIC ALTERNATIVE
 Ch5-2
Chapter Outline

A. Integration Strategies

B. Generic Strategies

C. Intensive Strategies
 A. Integration Strategies
Ch5-3

Forward Integration
Vertical
Integration Backward Integration
Strategies
Horizontal Integration

Fred R. David
Prentice Hall
 Integration Strategies Ch5-4

FORWARD INTEGRATION –

• Upaya meningkatkan
keberhasilan penjualan dengan
menjalin integrasi ke depan
[pemasar]
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Prentice Hall
 Integration Strategies Ch5-5

Backward Integration –

Upaya meningkatkan keberhasilan

perolehan bahan baku dengan
menjalin integrasi ke belakang
[pemasok]

Fred R. David
Prentice Hall
 Integration Strategies Ch5-6

HORIZONTAL INTEGRATION –

• Upaya meningkatkan
keberhasilan perusahaan
dengan menyesuaikan dan
mengendalikan kompetitor
Fred R. David
Prentice Hall
 Ch5-
B. GENERIC STRATEGIES 7
Michael Porter’s
1. Cost Leadership Strategies

2. Differentiation Strategies

3. Focus Strategies

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Prentice Hall
 Ch5-
8

Fred R. David
Prentice Hall
 Generic Strategies Ch5-9

DIFFERENTIATION STRATEGIES –

 Greater product flexibility

 Greater compatibility
 Lower costs
 Improved service
 Greater convenience
 More features

Fred R. David
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A. DIFFERENTATION STRATEGIE :
 Pada dasarnya strategi ini menitik beratkan
pelanggan sebagai perhatian utama. Memfokuskan
bagaimana membangun persepsi keunggulan
bersaing : kualitas, desain, teknologi, jaringan
distribusi maupun pelayanan.
 Persh dapat menetapkan harga yang tinggi,
namun harus dituntut MENCIPTAKAN
PRODUK YANG BERBEDA/UNIK/KHAS
SEHINGGA TAMPIL ‘BEDA”.
 Keberbedaan inilah yang akan mau dibayar
mahal oleh konsumen, yang akan menjadi suatu
persepsi/image tersendiri bagi konsumen.
B. COST LEADERSHIP STRATEGIE

 Strategi ini lebih memperhitungkan para

pesaing daripada pelanggan.
 Memfokuskan pada harga jual yang lebih
murah dengan jalan efisiensi biaya produksi.
 Lebih suka menghindari R&D dan promosi
yang tinggi.
 Lebih sering menerapkan konsep pemasaran
3 N : NIRU, NITTENI, NAMBAHI.
C. STRATEGI FOKUS / FOCUS STRATEGIC

Strategi Ini Dipakai Oleh Bisnis Yang

Menghindarkan Diri Dari Konfrontasi Langsung
Dengan Para Pesaingnya , Yaitu Dengan Cara
Mengkonsentrasikan Diri Dari Pada Pasar Yang
Lebih Kecil (Niches).
Prinsip Dasarnya Adalah Menggunakan Strategi
Kepemimpinan Biaya Menyeluruh (Low Cost)
Atau Diferensiasi Untuk Melayani Pasar
Tertentu Dengan Lebih Baik Dari Pesaing.
C. Intensive Strategies Ch5-13

Intensive strategies –

• Require intensive efforts to improve a

firm’s competitive position with existing
products

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Prentice Hall
 Ch5-
14
Market Penetration

Market Development
Intensive
Strategies Product
Development
Diversification

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 Ch5-
15

Fred R. David
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 Intensive Strategies
Ch5-16

Market Penetration –

• Seeking increased market share for present

products or services in present markets
through greater marketing efforts

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 Intensive Strategies
Ch5-17
Market Development –

• Introducing present products or services

into new geographic area

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 Intensive Strategies
Ch5-18
Product Development –

• Seeking increased sales by improving

present products or services or developing
new ones

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 Diversification Strategies
Ch5-19

Concentric
Diversification
Diversification
Conglomerate
Strategies
Diversification

Horizontal Diversification

Fred R. David
Prentice Hall
Strategi Diversifikasi Konsentris (Concentric
Diversification Strategy) Ch5-
Dijalankan dengan menambah produk baru yang masih 20
terkait dengan produk yang ada saat ini baik keterkaitan
dalam kesamaan teknologi, pemanfaatan fasilitas bersama,
ataupunjaringan pemasaran yang sama. Pedoman
keberhasilan strategi diversifikasi konsentris adalah :
-Bersaing dalam industri yang tidak atau rendah
pertumbuhannya
-Adanya produk baru yang terkait dengan produk yang ada
saat ini dapat menaikkan penjualan produk yang ada
-Produk baru ditawarkan pada harga yang kompetitif
-Produk yang ada saat ini berada pada tahap penurunan
dalam daur hidup produk Memiliki tim manajemen yang
kuat.
Fred R. David
Prentice Hall
 Contoh diversifikasi konsentris Ch5-
(Concentric
Diversification Strategy) : 21
- Perusahaan mobil seperti Suzuki dan Honda juga
memproduksi sepeda motor.

- Kelompok usaha Kompas Gramedia masuk ke bisnis

penerbitan (Elexmedia Komputindo), toko buku
(Gramedia) dan penyiaran (Radio Sonora dan TV7).

Fred R. David
Prentice Hall
Strategi Diversifikasi Horizontal (Horizontal
Diversification Strategy)
Strategi diversifikasi horizontal adalah strategi
menambah atau menciptakan produk baru yang tidak
terkait dengan produk saat ini kepada pelanggan saat
ini. Dasarnya adalah, bahwa perusahaan sudah sangat
familiar dengan pelanggannya saat ini dan pelanggan
saat ini sangat loyal dengan merk/brand
perusahaan. Pedoman yang akan menjamin
keberhasilan strategi diversifikasi horizontal adalah :
-Tambahan produk baru akan meningkatkan revenue
secara signifikan.
- Tingkat kompetisi yang tajam dalam industri yang tidak
tumbuh, margin dan return rendah.
-Saluran
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dimanfaatkan.
 Ch5-23

Contoh diversifikasi horizontal (Horizontal Diversification Strategy) :

PT. Garuda Indonesia Airways memiliki jaringan hotel di Indonesia yaitu PT.
Aerowisata.

Kelompok Usaha Kompas membuka bisnis jasa konsultansi perjalanan (travel

biro) yang khusus ditujukan bagi pelanggan Koran dan Majalah Kelompok
Kompas – Gramedia.

Fred R. David
Prentice Hall
 Ch5-24
Strategi Diversifikasi Konglomerasi (Conglomerate
Diversification Strategy)
Penambahan produk baru dan dipasarkan pada pasar baru yang
tak terkait dengan yang ada saat ini. Ide dasar strategi ini
terutama pertimbangan
profit.

Contoh diversifikasi konglomerasi (Conglomerate Diversification

Strategy) :
- PT. Bank Lippo, Tbk sebagai cikal bakal Group Lippo
memutuskan untuk bergerak di sektor properti seperti Lippo
Karawaci, Lippo Cikarang, dan Lippo Development.
- PT. Maspion Indonesia memiliki PT. Bank Maspion
Indonesia, Maspion Securities, dan Maspion Money Changer.

Fred R. David
Prentice Hall
 Diversification Strategies
Ch5-25

Diversification strategies –

• Becoming less popular as organizations

are finding it more difficult to manage
diverse business activities

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Prentice Hall
 Diversification Strategies
Ch5-26

Concentric Diversification –

• Adding new, but related, products or

services

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 Diversification Strategies
Ch5-27
Guidelines for Concentric Diversification –

 Competes in no- or slow-growth industry

 Adding new & related products increases sales of
current products
 New & related products offered at competitive
prices
 Current products are in decline stage of the
product life cycle
 Strong management team

Fred R. David
Prentice Hall
 Diversification Strategies
Ch5-28

Conglomerate Diversification –

• Adding new, unrelated products or

services

Fred R. David
Prentice Hall
 Diversification Strategies
Ch5-29

Guidelines for Conglomerate Diversification –

 Declining annual sales and profits

 Capital and managerial talent to compete
successfully in a new industry
 Financial synergy between the acquired and
acquiring firms
 Exiting markets for present products are saturated

Fred R. David
Prentice Hall
 Diversification Strategies
Ch5-30

Horizontal Diversification –

• Adding new, unrelated products or

services for present customers

Fred R. David
Prentice Hall
 Diversification Strategies
Ch5-31
Guidelines for Horizontal Diversification –

 Revenues from current products/services would

increase significantly by adding the new unrelated
products
 Highly competitive and/or no-growth industry
w/low margins and returns
 Present distribution channels can be used to market
new products to current customers
 New products have counter cyclical sales patterns
compared to existing products
Fred R. David
Prentice Hall
 Defensive Strategies Ch5-
32

Retrenchment
Defensive
Divestiture
Strategies
Liquidation

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Prentice Hall
 Defensive Strategies Ch5-
33
Retrenchment –

• Regrouping through cost and asset

reduction to reverse declining sales
and profit

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Prentice Hall
 Defensive Strategies Ch5-
34
Divestiture –

• Selling a division or part of an

organization

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Prentice Hall
 Defensive Strategies Ch5-
Liquidation– 35
• Selling all of a company’s assets, in
parts, for their tangible worth

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Prentice Hall
 Means for Achieving Strategies Ch5-
36
Joint Venture/Partnering –

 Two or more companies form a temporary

partnership or consortium for purpose of
capitalizing on some opportunity.

Fred R. David
Prentice Hall
 Means for Achieving Strategies Ch5-
37
Cooperative Arrangements –

 Research and development partnerships

 Cross-distribution agreements
 Cross-licensing agreements
 Cross-manufacturing agreements
 Joint-bidding consortia

Fred R. David
Prentice Hall
 Means for Achieving Strategies Ch5-
Problems Causing Joint Ventures to Fail –
38
 Managers who must collaborate daily not involved
in forming or shaping the venture
 Venture may benefit the companies but not the
customers
 Venture not supported equally by both partners
 Venture may begin to compete with one of the
partners more so than the other

Fred R. David
Prentice Hall
 Means for Achieving Strategies Ch5-
Guidelines for Joint Ventures –
39
 Combination of privately held and publicly held can be
synergistically combined
 Domestic forms joint venture with foreign firm, can obtain
local management to reduce certain risks
 Distinctive competencies of two or more firms are
complementary
 Overwhelming resources and risks where project is potentially
very profitable (e.g., Alaska pipeline)
 Two or more smaller firms have trouble competing with larger
firm
 A need exists to introduce a new technology quickly

Fred R. David
Prentice Hall
Recent Mergers

Acquiring Firm Acquired Firm

Hewlett-Packard Compaq Comuter
Ebay HomesDirect
PepsiCo Quaker Oats
Sara Lee Earthgrains Company
Phillips Petroleum Conoco
Devon Anderson Exploration
AMR TWA
Tellabs Ocular Networks

Fred R. David
Prentice Hall
Ch5-40
 Key Terms
Ch5-
41
• Acquisition
• Backward Integration
• Combination Strategy
• Concentric Diversification
• Conglomerate Diversification
• Cooperative Arrangements
• Cost Leadership

Fred R. David
Prentice Hall
 Key Terms
Ch5-
42
• Differentiation
• Diversification Strategies
• Divestiture
• Focus
• Forward Integration
• Franchising
• Generic Strategies

Fred R. David
Prentice Hall
 Key Terms
Ch5-
43
• Horizontal Diversification
• Horizontal Integration
• Integration Strategies
• Intensive Strategies
• Joint Venture
• Liquidation
• Long-Term Objectives

Fred R. David
Prentice Hall
 Key Terms
Ch5-
44
• Market Development
• Market Penetration
• Merger
• Outsourcing
• Product Development
• Retrenchment
• Takeover
• Vertical Integration

Fred R. David
Prentice Hall
 Ch5-
45

Fred R. David
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