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Sumaryadi - J. Ganef PahSekolah Tinggi Pariwisata Bandung
STRATEGIC MANAGEMENTSTRATEGIC PLAN
=BUSINESS PLAN
McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.STRATEGIC MANAGEMENT
McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.STRATEGIC MANAGEMENT
Strategic Management for Travel and Tourism, Nigel Evans, David Campbell, George Stonehouse, Butterworth-Heinemann, 2003Strategic Management: Creating Competitive Advantage, Gregory G. Dess, G. T. Lumpkin, Marilyn L. TaylorStrategic Management and Business Policy, Thomas L Wheelen, J. David Hunger, Pearson-Prentice Hall, 2004Strategic Management in Tourism, L. Moutinho, CABI, 2000Strategic Management for Public Sectors, WhitetakerSistem Manajemen Stategik Berbasis Balance Scorecard, 2005, UPP AMP YPKN, YogyakartaSeven Steps to a Successful Business Plan, AL Coke, Amacom, 2003Business Plan, Teknik Membuat Perencanaan Bisnis dan Studi Kasus, Freddy Rangkuti, Gramedia, 2005Havard Business Review (journal)Etc.
Strategic Management: sumaryadi (sui)j ganef pah (jag)
References
Dosen : JAG, SUIAturan mainSetiap mahasiswa harus memiliki buku referensi wajibSetiap mahasiswa yang mengikuti kuliah harus menyiapkan diri, mempelajari materi sesuai dengan ditetapkanModel kuliah : lebih banyak diskusi aplikatif, sindikasi, studi kasusMateri/bahan kuliah : akan diberikan di awal dalam bentuk hardcopy dan softcopy
PUSAT PENELITIAN DAN PENGABDIAN KEPADA MASYARAKATSEKOLAH TINGGI PARIWISATA BANDUNG
STRATEGYSTRATEGIC MANAGEMENTSTRATEGIC PLANNINGSTRATEGIC PLANBUSINESS PLANFUNCTIONAL PLAN
CORPORATESTRATEGIC BUSINESS UNIT
KEY WORD
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SATUAN ACARA PENGAJARAN (SAP)
PENGANTAR, ATURAN MAINGAMBARAN UMUM SEBUAH PERUSAHAAN (CORPORATE,
STRATEGIC BUSINESS UNIT)PENGERTIAN STRATEGI, ELEMEN STRATEGI DAN RUANG
LINGKUP MANAJEMEN STRATEGISMANAJEMEN STRATEGIS DAN PERENCANAAN BISNIS
(BUSINESS PLAN)KEUNGGULAN KOMPETITIF
TINGKATAN RENCANA STRATEGISCAKUPAN PERENCANAAN BISNIS
BERBAGAI TIPE RENCANA (RENCANA STRATEGIK, RENCANA OPERASIONAL, RENCANA ORGANISASI, RENCANA SUMBER
DAYA, DAN RENCANA KONTINGENSI)BUDAYA PERUSAHAAN (CORPORATE CULTURE)
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SATUAN ACARA PENGAJARAN (SAP)
PERUMUSAN VISI DAN MISI PERUSAHAANPERUMUSAN TUJUAN DAN SASARAN PERUSAHAAN
ANALISIS LINGKUNGAN BISNIS (INTERNAL DAN EKSTERNAL)PENGEMBANGAN DAN PILIHAN STRATEGIKPENGEMBANGAN RENCANA OPERASIONALPENGEMBANGAN RENCANA ORGANISASIPENGEMBANGAN RENCANA SUMBER DAYAPENGEMBANGAN RENCANA PEMASARAN
PERENCANAAN KONTINGENSI
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VISIONKuala Lumpur : A World-Class CityMalaysia Vision 2000 : Malaysia as a fully develop country economically, socially, politically and spirituallySeoul : to become a business hub in north asiaShanghai’s 2020 vision : becoming an international economic, trade, finance and shipping centreSingapore IT 2000 : Intelligent Island Singapore develops into an intelligent island that will be one of the first countries in the world with an advanced nationwide information infrastructure interconnecting computer’s in nearly every home, school and workplace
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MISSION
Walt-Disney : to make people happyProvinsi Gorontalo : Membangun Gorontalo yang Mandiri, Produktif dan religiusManado : Mewujudkan lingkungan perkotaan yang menyenangkan dimana setiap orang dapat mewujudkan potensi dan impiannyaSragen Regency : Mewujudkan rakyat yang unggul, produktif dan sejahtera
Examples of Corporate Mission
SINGAPORE AIRLINES is engaged in air
transportation and related businesses. It operates world-wide as the flag carrier of the Republic of Singapore,
aiming to provide services of the highest quality at reasonable prices for customers and a profit for the
company
MARRIOTT’S Mission Statement: We are committed to being the best lodging and food service company in the world, by treating employees in ways that create extraordinary customer service and shareholder value
McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.STRATEGIC MANAGEMENT
McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.STRATEGIC MANAGEMENT
Chapter 1Strategic Management:
Creating Competitive Advantage
Strategic Management: creating competitive advantages
Gregory G. DessG. T. Lumpkin
Marilyn L. TaylorNigel Evans
David CampbellGeorge Stonehouse
SumaryadiJ. Ganef Pah
Joni S. Iskandar
Part 1: Strategic Analysis
“Without a strategy the organization is like a ship without a rudder, going
around in circles.”~Joel Ross and Michael
Kami~
Thinking Strategically:The 3 Big Strategic Questions
1. Where are we now?2. Where do we want to go?Business(es) to be in and marketpositions to stake outBuyer needs and groups to serveOutcomes to achieve
3. How will we get there?
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Strategic Management Concepts
Adapted from Exhibit 1.1 Strategic Management Concepts
What is strategy?
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Strategic Management Concepts
Adapted from Exhibit 1.1 Strategic Management Concepts
Definition: Strategy is the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and allocation of resources necessary for carrying out these goals (Chandler, 1962)Three components of strategydetermination of long-term goals adoption of courses of actionallocation of resources
What is Strategy?A combination of
competitive moves and business approaches used by
managers to run the company.
Management’s “game plan” toStake out a market positionAttract and please customersCompete successfullyConduct operationsAchieve organizational objectives
What Is Strategy?By definition:
Strategies are means to ends, and these ends concern the purpose and objectives of the organization.
They are the things that businesses do, the paths they follow, and the decisions they take, in order to achieve certain points or level of success.
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Strategic Management
Strategic management is the study of why some firms outperform othersHow to compete in order to create competitive advantages in the marketplaceHow to create competitive advantages in the market placeUnique and valuableDifficult for competitors to copy or substitute
Strategic ManagementBy definition:
A process which organization need to determine the purposes, objectives and desired levels of attainment.Decide on actions for achieving the objective in a given or appropriate timescale, and frequently in changing environmentImplement the action, assess progress and result.Whenever necessary do the modification.
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Strategic Management Concepts
Adapted from Exhibit 1.1 Strategic Management Concepts
Definition: Strategic management consists of the analysis, decisions, and actions an organization undertakes in order to create and sustain competitive advantages.Key attributes of strategic managementDirects the organization toward overall goals and objectives.Includes multiple stakeholders in decision makingNeeds to incorporate short-term and long-term perspectivesRecognizes trade-offs between efficiency and effectiveness
Strategic PlanningBy definition:
Concerned with developing the:PlanProjects and Initiatives which will allow the strategic intent to be translated into operational achievement.
What is strategic intent?
Strategic Thinking It concerned with:
ChallengingEvaluating andShaping
the strategy in order to ensure that the
enterprise is optimally positioned in terms of its:MarketCompetitors andOther environmental factors.
© Rosnafisah SulaimanJuly 2006
Striving for Competitive Advantage
Central thrust of a company’s strategy involves
moves to strengthen a company’s
Long-term competitive position andFinancial performance
Key components of strategyOffensive movesDefensive moves
What separates a powerful strategy from anordinary one is management’s ability to forge a series of
moves, both in the marketplace and internally, thatproduce sustainable competitive advantage!
The links between resources, competences, & competitive advantages
The sources of competitive advantage lie in combining the superior application of competences (skills) and the deployment of superior resources (assets) in creating value for consumers.
DAFTAR RIWAYAT HIDUP
N a m a : J. GANEF PAHTempat / tanggal lahir : Bandung, 1 November
Pekerjaan : Kepala Pusat Penelitian dan Pengabdian Kepada Masyarakat (Center for Research and Community Services)
Sekolah Tinggi Pariwisata BandungKomunikasi : HP : +62 8122054434/ +62 818420720
E-mail : [email protected] ; [email protected]@stp-bandung.ac.id
PENDIDIKAN :Magister Teknik, Institut Teknologi Bandung
PENGALAMAN KERJA & ORGANISASI :2005-skrg Kepala Pusata Penelitian & Pengabdian Kepada Masyarakat STP Bandung
2000 – 2005 Sekretaris Jurusan Manajemen Kepariwisataan, STP Bandung.2004-skrg Pengajar pada Program Pascasarjana Pariwisata, STP Bandung.
1997-skrg Peneliti bidang Kepariwisataan, STP Bandung1998 – 2005 Dosen LB di Univesitas Padjadjaran Bandung dan STTI Bandung
2007 – skrg Dosen LB di Universitas Pendidikan Indonesia2008 – skrg Dosen LB di Fakultas Pariwisata, Universitas Pancasila
2007 – skrg Ketua DPW HILDIKTIPARI Jawa Barat
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ResourcesFinancial resources – money for capital investment and working capital. Souces include shareholders, banks, bondholders, etcHuman resources – appropriately skilled employees to add value in operations and to support those that add value (e.g. supporting employees in marketing, accounting, personnel, etc). Source includes the labour marketsPhysical (tangible) and operational resourcesIntellectual (intangible) resources
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Strategic Management
Analysis Strategic goals (vision, mission, strategic objectives)Internal and external environment of the firmStrategic decisionsWhat industries should we compete in?How should we compete in those industries?ActionsAllocate necessary resourcesDesign the organization to bring intended strategies to reality
CORPORATE
SUB BUSINESS UNIT (SBU) SUB BUSINESS UNIT (SBU)
PRODUCTION MARKETINGHUMANRESOURCES FINANCIAL
Corporate Level
Business Level
Functional Level
Corporate Plan Return on Asset Return on Investment
Business Plan Profit
Marketing Plan Occupancy Market Share Revenue
COMPANY STRATEGIC PLANS
ROOMS, FB, Minor
Figure 1.4: A Company’s Strategy-Making Hierarchy
Corporate Strategy
Functional Strategies
Operating Strategies
Two-Way Influence
Corporate-Level Managers
Business-Level Managers
OperatingManagers
Functional Managers
Two-Way Influence
Two-Way Influence
Business Strategy
Levels of Strategy-Makingin a Diversified Company
Business Strategy
Two-Way Influence
Functional Strategies
Operating Strategies
Business-Level Managers
OperatingManagers
Functional Managers
Two-Way Influence
Levels of Strategy-Making in a Single-Business Company
Strategy DivisionsIt can be divided into:
Corporate strategyBusiness strategyFunctional strategyOperational strategy
Moves to achieve diversification
Actions to boost performance of individual businessesCapturing valuable cross-
business synergies to provide 1 + 1 = 3 effects!
Establishing investment
priorities and steering corporate resources into the
most attractive businesses
Tasks of Corporate Strategy
Initiating approaches to produce successful performance in a specific businessCrafting competitive moves to build sustainable competitive advantageDeveloping competitively valuable competencies and capabilitiesUniting strategic activities of functional areasGaining approval of business strategies by corporate-level officers
Tasks of Business Strategy
Game plan for a strategically-
relevant function, activity, or
business processDetail how key
activities will be managed
Provide support for business strategy
Specify how functional
objectives are to be achieved
Tasks of Functional Strategies
Concern narrower strategies for
managing grassroots
activities and strategically-
relevant operating units
Add detail to business
and functional strategies
Tasks of Operating Strategies
A firm’s strategy is a collection of initiatives
implemented by managers at all
organizational levels Separate levels of strategy must be unified into a
cohesive, company-wide action plan
Pieces of strategy should fit together like the pieces of a
puzzle
Uniting the Company’sStrategy-Making Effort
Tests of a Winning Strategy
GOODNESS OF FIT TESTHow well is strategy matchedto firm’s situation?
COMPETITIVE ADVANTAGE TESTDoes strategy lead to sustainablecompetitive advantage?
PERFORMANCE TESTDoes strategy boost firm performance?
Figure 1.3: The Strategy-Making, Strategy-Executing
Process
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Strategic Management Process
INTERNAL ANALYSIS
EXTERNAL ANALYSIS
Internal Strength & Weaknesses
External Opportunities &
Threaths
Identification of the key strategic issues
Evaluation of options and selection of strategy
Implementation and management of the chosen strategy
Contin
ual fe
edback
Cont
inual
feedba
ck
A schematic of the strategic process
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Strategic Management Process
Adapted from Exhibit 1.2 Realized Strategy and Intended Strategy: Usually Not the SameSource:H. Mintzberg and J. A. Waters, “Of Strategies, Deliberate and Emergent,” Strategic Management Journal 6 (1985), pp. 257-72.
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Level of strategic decision-making
Strategic, tactical and operational decisions within organization differ from each other in terms of :Focus;The level in the organization;Scope;Time horizon;Degree of certainty or uncertaintycomplexity
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Level of strategic decision-making
Strategic level
Tactical level
Operational level
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Comparing strategic, tactical and operational decisions
STRATEGIC TACTICAL OPERATIONALFocus of Decision
Achieving sustainable competitive advantage
Implementation of strategy
Day-to=day operations
Level of decision-making
Senior management, board of directors
Head of business unit or functional area
Supervisory
Scope Whole organization
Business unit or functional area (e.g. marketing)
Department
Time horizon Long-term (years)
Medium-term (months to years)
Short-term (days, weeks, month)
Certainty/uncertainty
High uncertainty
Some uncertainty High certainty
Complexity Highly complex Moderate complex Comparative complex
Examples Decision to launch new product, enter new market, investment decision, etc
Decision to advertise, alter price, etc
Decision to re-order stock, scheduling of jobs
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Strategic Analysis
Starting point in the strategic management processPrecedes effective formulation and implementation of strategies
Exhibit 1.3 The Strategic Management Process
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Strategic Analysis (cont.)
Clear goals and objectives permit effective allocation of resourcesHierarchy of goalsVisionMissionStrategic objectives
Adapted from Exhibit 1.3 The Strategic Management Process
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Strategic Analysis (cont.)
ManagersScan the environmentAnalyze competitorsGeneral environmentIndustry environment
Adapted from Exhibit 1.3 The Strategic Management Process
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Strategic Analysis (cont.)
Frameworks for analyzing a firm’s internal environmentStrengthsWeaknessesAnalyzing strengths can uncover potential sources of competitive advantageAdapted from Exhibit 1.3 The Strategic Management Process
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Strategic Analysis (cont.)
Intellectual assets are drivers ofCompetitive advantagesWealth creationNetworks and relationships amongEmployeesCustomersSuppliersAlliance partners
Adapted from Exhibit 1.3 The Strategic Management Process
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Strategic Formulation
Successful firms develop bases for competitive advantageCost leadershipDifferentiationFocusing on narrow or industry-wide market segmentsSustainabilityIndustry life cycle
Adapted from Exhibit 1.3 The Strategic Management Process
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Strategic Formulation (cont.)
Firm’s portfolio or group of businessesWhat business(es) should we be in?How can we create synergies among the businesses?DiversificationRelatedUnrelated
Adapted from Exhibit 1.3 The Strategic Management Process
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Strategic Formulation (cont.)
Appropriate entry strategiesSustain competitive advantage in global markets
Adapted from Exhibit 1.3 The Strategic Management Process
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Strategic Formulation (cont.)
Digital technologies change the way business is conductedAdded valueImpact on performanceDigital technologies can enhanceCost leadershipDifferentiation Adapted from Exhibit 1.3 The Strategic Management Process
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Strategic Implementation
Informational controlMonitor and scan the environmentRespond effectively to threats and opportunitiesBehavioral controlEffective corporate governanceInterests of managers and owners of the firm
Adapted from Exhibit 1.3 The Strategic Management Process
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Strategic Implementation (cont.)
Organizational structure and designOrganizational boundariesFlexible PermeableStrategic Alliances
Adapted from Exhibit 1.3 The Strategic Management Process
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Strategic Implementation (cont.)
Develop organization that is committed toExcellence Ethical behaviorLearning organization responsive toRapid and unpredictable change in today’s competitive environmentsAdapted from Exhibit 1.3 The Strategic Management Process
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Strategic Implementation (cont.)
Corporate entrepreneurship and innovationNew opportunitiesEnhance innovative capacityAutonomous entrepreneurial behaviorProduct champions
Adapted from Exhibit 1.3 The Strategic Management Process
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Strategic Implementation (cont.)
New ventures and small businessesMajor engine of economic growthRecognize viable opportunitiesEntrepreneurial leadership skills
Adapted from Exhibit 1.3 The Strategic Management Process
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Corporate Governance and Stakeholder Management
Corporate governance: the relationship among various participants in determining the direction and performance of corporationsShareholdersManagement (led by the CEO)Board of directors
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Corporate Governance and Stakeholder Management
Board of directorsElected represent- atives of the ownersEnsure interests and motives of man- agement are aligned with those of the ownersEffective and engaged board of directorsShareholder activismProper managerial rewards and incentives
Exhibit 1.4 The Key Elements of Corporate Governance
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Stakeholder Management
Two views of stakeholder managementZero sumStakeholders compete for attention and resources of the organizationGain of one is a loss to the otherSymbiosisStakeholders are dependent upon each otherMutual benefits
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Social Responsibility
Social responsibility: the expectation that businesses or individuals will strive to improve the overall welfare of societyManagers must take active steps to make society betterSocially responsible behavior changes over timeTriple bottom line
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Strategic Management Perspective
Integrative view of the organizationAssess how functional areas and activities “fit together” to achieve goals and objectivesAll managers and employees must take and integrative, strategic perspective of issues facing the organization
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Strategic Management Perspective
Key driving forces increasing the need for strategic perspective and involvementGlobalizationTechnologyIntellectual capital
These forces are InterrelatedAccelerating the rate of change and uncertainty
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Enhancing Employee Involvement
Have significant profit and loss responsibility
Local Line Leaders
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Enhancing Employee Involvement
Champion and guide ideasCreate a learning infrastructureEstablish a domain for taking action
Executive Leaders
Local Line Leaders
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Internal Networkers
Enhancing Employee Involvement
Have little positional power and formal authorityGenerate their power through the conviction and clarity of their ideas
Local Line Leaders
Executive Leaders
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Hierarchy of Goals
Coherence in Strategic Direction
Company visionMassively inspiringOverarchingLong-termDriven by and evokes passionFundamental statement of the organization’sValuesAspirationGoals
Company vision
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Hierarchy of Goals
Company vision
Coherence in Strategic Direction
Mission statementsPurpose of the companyBasis of competition and competitive advantagesMore specific than visionFocused on the means by which the firm will compete
Mission statements
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Hierarchy of Goals
Company vision
Mission statements
Coherence in Strategic Direction
Strategic objectivesOperationalize the mission statementProvide guidance on how the organization can fulfill or move toward the “higher goals”More specificCover a more well-defined time frame
Strategic objectives
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Coherence in Strategic Direction
MeasurableSpecificAppropriateRealisticTimely ChallengingResolve conflicts that ariseYardstick for rewards and incentives
Strategic objectives
Hierarchy of Goals
Company vision
Mission statements
Strategic objectives
