bisnis policy.pdf

7/28/2019 bisnis policy.pdf

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! Strategi Bisnis adalah rencana tindakan yangdibangun oleh bisnis untuk menggambarkanbagaimana mereka berkompetisi pada industriyang dipilih.

" How to compete day-to-day

" SMART at BCA

! Strategi bisnis menjelaskan secara gamblangtentang nilai yang akan dibawa kepadakonsumen.

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! Firms choose from five, generic, business-levelstrategies

" Cost leadership/ kepemimpinan biaya" Differentiation/ diferensiasi" Focused cost leadership" Focused differentiation" Integrated cost leadership/differentiation

Dimensi pokok : keunggulan bersaing & lingkuppersaingan

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! Kapabilitas bisnis untuk menghasilkan produkterstandar pada harga yang rendah daripadapesaing, atau menawarkan produk yang unikyang berbeda dari pesaing.

" Examples: Procter & Gambles Tide and Porsches911 Carrera

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! By standardized products, adalah produk yangdapat dipergunakan secara luas dan memilikipermintaan yang tinggi." E.g. automotive tires

! Unique products, adalah produk yangmemiliki perbedaan dari produk standar." E.g. Nissan Skyline 350Z

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! an action plan the firm develops to producegoods or services at the lowest cost

" Price its product lower than competitors" Gain a larger share of its target market

! Firms using a cost leadership strategycommonly have economies of scale because ofthe large quantities of standardized productsproduced.

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! Competitors find it extremely difficult tocompete against the cost leader on the basis ofprice." Reduce profit margins" Less capital to invest to improve operational

efficiency

" Rivals compete across markets including productmarkets and geographic markets

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! Customers exercise power under severalconditions

" Purchasing a large quantity of the cost leadersoutput

"E.g. Wal-Mart

" Cost leaders independence occurs by selling to alarge number of buyers

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! A supplier can exercise power over the costleader if it provides a significant amount of akey input to the cost leaders productionprocess

! Firms dependent on key natural resources toproduce their products when sources of supplyare limited may have to pay higher prices

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! cost leaders ability to continuously drive itscosts lower and lower while still satisfyingcustomers needs makes it difficult for potentialentrants

! A product substitute is a product that canreplace the focal product

! The successfully positioned cost leadercommonly responds to product substitutes byreducing the purchase price of its product

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! Competitors innovations may enable them toproduce their good or service at a cost that islower than that of the cost leader

! Concentrating too much on reducing costs mayeventually find the cost leader offering aproduct at low prices to customers who are lessinclined to purchase it

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! An action plan the firm develops to producegoods or services that customers perceive asbeing unique in ways that are important tothem:

" Physical sources: product durability, ease of repair" Psychological differentiation: perceptions of quality,

courtesy of salespeople

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! Serves customers who want to buy a good orservice that is different from the good orservice purchased by an industrys averagecustomer

" Different tastes," Responsive customer service" Product design" Alternative distribution methods, and" Customer loyalty programs

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! Emphasizes Innovation! Continuously introduces new and unique

products that provide value

! Firms want to develop core competencies inone or more of the primary and supportactivities

! The more unique value created for customers,the more successful

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! Firms using the differentiation strategy doeverything they can to increase the loyalty oftheir customers by providing them greaterbenefits than do rivals.

! Firms using the differentiation strategycontinuously stress the uniqueness of theirproducts to customers (often through

advertising campaigns) to reduce customerssensitivity to price

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! The firm using the differentiation strategytypically pays a premium price for the rawmaterials used to make its product

! Customer loyalty and the need to providecustomers with more value than an existingfirms product provides to them are strongchallenges for potential rivals

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! Firms also try to establish barriers to entry toreduce the number of potential entrants

" E.g. Patents

! Perceived unique value is difficult to replace,even when a product substitute has a betterperformance-to-price ratio that favorssubstitution

" E.g. Customer loyalty

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! Customers may decide that the price they arepaying for a products differentiated features istoo high.

! The source of differentiation being provided bythe firm may cease to create value for the targetcustomers.

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! The customer may conclude that the cost of thedifferentiation isnt acceptable

! Differentiated products run the risk of beingsomewhat effectively counterfeited allowingcustomers to question why they should pay ahigher price for the real thing

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! An action plan the firm develops to producegoods or services that serve the needs of aspecific market segment

! Firms using the focus strategy intend to servethe needs of a narrow customer segment betterthan their needs can be met by the firmtargeting its products to the broad market

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! The focused cost leadership strategy is anaction plan the firm develops to produce goodsor services for a narrow market segment at thelowest cost

! The focused differentiation strategy is an actionplan the firm develops to produce goods orservices that a narrow group of customers

perceive as being unique in ways that areimportant to them

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! To successfully use either focus strategy, a firmmust perform many of the value chainsprimary and support activities in ways thatenable it to create more value than competitorscan create for a narrow group of targetcustomers

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! A competitor may learn how to outfocus thefocusing firm

! A company serving the broad target marketmay decide that the target market being servedby the focusing firm is attractive

! The needs of the narrow target customer maychange and become similar to those of thebroad market

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! An action plan the firm develops to producegoods or services, with strong emphasis onboth differentiation and low cost" Broad or narrow target market" Firms must develop flexibility to provide service to

both kinds of markets

! The possibility of being neither fish nor fowlis the main risk of using the integrated costleadership/differentiation strategy

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! Matching the right structure with the chosenstrategy enhances firm performance.

" Simple Structure" Functional Structure" Multidivisional Structure

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! Firms implementing the cost leadershipstrategy use a functional structure with highlycentralized authority in the corporate staff

! Jobs are highly specialized and organized intohomogenous subgroups and highly formalizedrules and procedures are established

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! The operations function is emphasized in thisstructure to ensure that the firms product isbeing produced at low costs

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! The functional structure used by firmsimplementing the differentiation strategydiffers from the one used by firmsimplementing the cost leadership strategy

" R&D and marketing functions are more important" Authority is decentralized in this structure so

employees closest to the customer can decide how toappropriately differentiate the firms products

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! When firms following a focus strategy haveonly a single product line and operate in asingle geographic market, a simple structure iseffective for implementing the strategy

! A focused cost leadership strategy centralizedfunctional structure emphasizing efficiency

! A focused differentiation strategy - functionaldecentralized structure encouraging crossfunctional interaction to create innovation

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! An integrated cost leadership/differentiationstrategy is difficult to implement

" Decisions must be partly centralized and partlydecentralized

"Jobs are semispecialized

" Some formal rules and procedures are needed" efficient processes maintain lower costs" The ability to change is also important in order to

develop and maintain differentiated goods orservices

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! The firm must continuously evaluate itsbusiness level strategy and change it as neededto create more value for customers or bring thefirm back on course

" E.g. Hershey" E.g. Sam Walton & his customers

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! The Pareto principle, or the 80/20 rule, can be appliedto the analysis of customers targeted and served by acompany

! At a given point in time, many companies find that80% of the profit is derived from 20% of the customers

! This knowledge can help inform the viability of aparticular business-level strategy for each particularsegment

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Documents

bisnis policy.pdf