Sesson 3EVALUASI LINGKUNGAN EKSTERNAL PERUSAHAAN

POKOK BAHASANKomponen stratejik yang relevan terhadap lingkungan makro perusahaanBerpikir stratejik mengenai industri dan lingkungan kompetitif perusahaanDll

QUESTION 1: WHAT ARE THE STRATEGICALLY RELEVANT FACTORS IN THE MACRO-ENVIRONMENT?PESTEL Analysis : that comprises six principal components: political factors, economic conditions in the firms general environment (local, country, regional, worldwide), socio-cultural forces, technological factors, natural environmental factors (ecological: weather, climate change), and legal/regulatory conditions.

Components of the External Environmental AnalysisTable 2.2

The External Environment

General Environment (contd)The Economic SegmentInflation ratesInterest ratesTrade deficits or surplusesBudget deficits or surplusesPersonal savings rateBusiness savings ratesGross domestic product

General Environment (contd)The Sociocultural SegmentWomen in the workplaceWorkforce diversityAttitudes about quality of worklifeConcerns about environmentShifts in work and career preferencesShifts in product and service preferences

General Environment (contd)The Global SegmentProduct innovationsApplications of knowledgeFocus of private and government-supported R&D expendituresNew communication technologies

General Environment (contd)The Technological SegmentProduct innovationsApplications of knowledgeFocus of private and government-supported R&D expendituresNew communication technologies

General Environment (contd)The Political/Legal SegmentAntitrust lawsTaxation lawsDeregulation philosophiesLabor training lawsEducational philosophies and policies

General EnvironmentThe Demographic SegmentPopulation sizeAge structureGeographic distributionEthnic mixIncome distribution

CompetitorsSuppliersDistributorsCreditorsCustomersEmployeesCommunitiesManagersStockholdersLabor UnionsSpecial Interest GroupsProductsServicesKey External ForcesOpportunities&ThreatsKey External Forces & the Organization

Scanning the External EnvironmentSelection of strategic FactorsOpportunitiesThreats

Analysis of Societal EnvironmentEconomic, Sociocultural, Tecnological, Political-Legal FactorsMarketAnalysisCompetitorAnalysisCommunityAnalysisSupplierAnalysisGovernmentAnalysisInterest GroupAnalysis

Matching Company Strategy to Competitive ConditionsA companys strategy is increasingly effective the more it provides some insulation from competitive pressures, shifts the competitive battle in the companys favor, and positions firms to take advantage of attractive growth opportunities

QUESTION 2: HOW STRONG ARE THE INDUSTRYS COMPETITIVE FORCES?THE FIVE FORCES MODEL OF COMPETITION: A KEY ANALYTICAL TOOLCompetition from rival sellers,Competition from potential new entrants to the industry,Competition from producers of substitute products,Competition from supplier bargaining powerCompetition from customer bargaining powerIdentifying Rival Firms

The Five-Forces Model of CompetitionPotential development of substitute productsRivalry among competing firmsBargaining power of suppliersPotential entry of new competitorsBargaining power of consumers

OtherStakeholdersSuppliersBuyersSubstitutesPotentialEntrantsThreat ofNew EntrantsBargaining PowerOf BuyersThreat ofSubstitute ProductsOr servicesRelative PowerOf Unions, Goverments,etcBargaining PowerOf Suppliers

Competitive Forces

Strengths WeaknessesCapabilitiesOpportunitiesThreatsObjectivesStrategiesIdentifying Rival Firms

TOWS MATRIX

QUESTION 3: WHAT FACTORS ARE DRIVING INDUSTRY CHANGE, AND WHAT IMPACT WILL THEY HAVE?DRIVING FORCES are the mayor underlying causes of change in industry and competitive conditions

The Most Common Drivers of Industry ChangeChanges in the long-term industry growth rateIncreasing globalizationEmerging new internet capabilities and applicationsChanges in who buys the product and how they use itTechnological change and manufacturing process innovationProduct and marketing innovationEntry or exit mayor firmsDiffusion of technical know-how across companies and countriesChanges in cost and efficiencyReductions in uncertainty and business riskRegulatory influences and government policy changesChanging societal concerns, attitudes, and lifestyles.

QUESTION 4: HOW ARE INDUSTRY RIVALS POSITIONED IN THE MARKET?A STRATEGIC GROUP is a cluster of industry rivals that have similar competitive approaches and market positionsSTRATEGIC GROUP MAPPING is a technique for displaying the different market or competitive positions that rival firms occupy in the industry

OBJECTIVES: strategic and performance objectivesCAPABILITIES: key strengths and weaknessesASSUMPTIONS: held about itselt and the industryCURRENT STRATEGY: how the company is competing currently A Framework for Competitor Analysis

Competitor Analysis Components

QUESTION 6: WHAT ARE THE INDUSTRYS KEY FACTORS?KEY SUCCESS FACTORS are the strategy elements, product and service attributes, operational approaches , resources, and competitive capabilities that are essential to surviving and thriving in the industry. Correctly diagnosing an industrys KSFs raise a companys chances of crafting a sound strategy

STEPSOUTPUTTrend watchingIdentified trends and its potential impacts on company business (financial, customer, process, learning and growth)SWOT AnalysisPeluang, ancaman, kekuatan, dan keterbatasanEnvisioningReconfirmed or redefined mission, vision, core beliefs, and core valuesStrategy craftingChosen strategy

SWOT ANALYSISKegiatan: Identifikasi peluang (Opportunities)Identifikasi ancaman (Threats)Identifikasi kekuatan (Strengths)Identifikasi keterbatasan (Weaknesses)Keluaran:Peluang, ancaman, kekuatan, dan keterbatasan

Industry Matrix Key Success FactorsWeightCompany ARatingCompany A Weighted ScoreCompany BRating / Comments123451.00

Total Notes: 1. List opportunities and threats (510 each) in column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not Important) in Column 2 based on that factors probable impact on the companys strategic position. The total weights must sum to 1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the companys response to that factor. 4. Multiply each factors weight times its rating to obtain each factors weighted score in Column 4. 5. Use Column 5 (comments) for rationale used for each factor. 6. Add the weighted scores to obtain the total weighted score for the company in Column 4. This tells how well the company is responding to the strategic factors in its external environment.Source:T. L. Wheelen and J. D. Hunger, Synthesis of External Strategic Factors Analysis Summary (EFAS). Copyright 2012 by Wheelen and Hunger Associates. Reprinted by permission.

PERTANYAAN UNTUK REKONFIRMASI ATAU REDEFINISI MISI (1)Kebutuhan apa yang kita penuhi? Alasan keberadaan suatu bisnis adalah adanya kebutuhan yang dipenuhi. Dengan demikian jawaban atas pertanyaan ini merupakan alasan mengapa kita berada dalam bisnis tertentu (the reason for being). Sumber informasi untuk menjawab pertanyaan ini adalah berbagai peluang dan ancaman yang teridentifikasi dalam SWOT analysis.

PERTANYAAN UNTUK REKONFIRMASI ATAU REDEFINISI MISI (2)Siapakah customer kita? Customer adalah satu-satunya alasan mengapa bisnis memiliki kemampuan untuk mempertahankan kelangsungan hidupnya dan bertumbuh. Kebutuhan untuk terbang dengan kecepatan tinggi (dua kali kecepatan suara) menyebabkan bisnis penerbangan Concord lahir dan beroperasi. Namun, karena customer tidak mampu menanggung biaya penerbangan yang sangat tinggi, kelangsungan hidup perusahaan tersebut tidak dapat dipertahankan setelah beroperasi lebih dari 25 tahun. Bisnis penerbangan cepat tersebut berhenti karena tidak ada customer-nya. Sumber informasi untuk menjawab pertanyaan ini adalah berbagai peluang dan ancaman yang teridentifikasi dalam SWOT analysis dan studi kelayakan yang dibuat untuk menjajagi kemungkinan pemenuhan kebutuhan tersebut.

PERTANYAAN UNTUK REKONFIRMASI ATAU REDEFINISI MISI (3)Dalam bisnis apa kita berusaha? Berdasarkan jawaban atas pertanyaan pertama dan kedua tersebut di atas, dalam satu kalimat, digambarkan bisnis yang menjadi fokus perusahaan. Inilah pernyataan misi perusahaan. Sumber informasi untuk menjawab pertanyaan ini adalah studi kelayakan yang dibuat untuk menjajagi kemungkinan bisnis tersebut.

PERTANYAAN UNTUK REKONFIRMASI ATAU REDEFINISI MISI (4)Apa yang terbaik kita lakukan dalam bisnis tersebut? Jawaban atas pertanyaan ini menjelaskan kompetensi inti perusahaan yang dijadikan sebagai andalan dalam memenuhi kebutuhan customer. Indentifikasi kompetensi inti diperlukan untuk menopang daya saing perusahaan dalam memenuhi kebutuhan customer secara berkelanjutan. Dalam lingkungan kompetitif, bisnis pilihan yang menjadi fokus perusahaan harus didukung dengan kompetisi intikompetensi yang tidak mudah disaingi oleh pesaing, agar perusahaan memiliki kemampuan untuk mempertahankan kelangsungan hidupnya dan bertumbuh. Sumber informasi untuk menjawab pertanyaan ini adalah berbagai kekuatan dan keterbatasan yang teridentifikasi dalam SWOT analysis.

QUESTION 7: IS THE INDUSTRY OUTLOOK CONDUIVE TO GOOD PROFITABILITY??????????????

9-*End of Chapter and Thank You