Buku-buku Manajemen StrategikBuku-buku Manajemen Strategik1.
Strategic Management, Pearce & Robinson2. Strategic Management,
Hill & Jones3. Strategic Management, . Hitt ! irelan"!
Hoskisson#. Managing t$e Strateg% Process, &akra'art$%(.
&once)t o* Strategic Management, +re" R. ,a'i" -. Strategic
Management, rnol" &. Ha./. Strategic Management, &once)t
an" &asas, rt$ur 0$om)son1. Manajemen Strategik, Su2arsonoThe
Nature and Value of Strategic Management(Hakekat dan Manfaat
Manajemen Strategik)The History of Strategic Management Basic
Financial Management - to meet the budget, Forecast based
planningpredict the future, !"ternall# oriented planningthink
strategicall#, Strategic managementcreate the future$ Strategic
ManagementStrategic ManagementIs defned as the set of Is defned as
the set of decisions and actions that decisions and actions that
result in the formulation and result in the formulation and
implementation of strategic implementation of strategic designed to
achieve a designed to achieve a companys objectives companys
objectives ,imensi- "imensi 3e)utusan Strategik,imensi- "imensi
3e)utusan Strategik4Membutu$kan ke)utusan Membutu$kan ke)utusan
manajemen )uncak.manajemen )uncak.4Membutu$kan alokasi sumber "a%a
Membutu$kan alokasi sumber "a%a )erusa$aan "alam skala
besar.)erusa$aan "alam skala besar.4Mem)engaru$i keseja$teraan
)erus$ Mem)engaru$i keseja$teraan )erus$ "alam jangka )anjang"alam
jangka )anjang4Berorientasi kemasa "e)anBerorientasi kemasa
"e)an4Mem)un%ai konsekuensi Mem)un%ai konsekuensi multi*ungsional5
multibisnismulti*ungsional5 multibisnis4Harus mem)ertimbangkan
Harus mem)ertimbangkan lingkungan eksternallingkungan eksternal3
0ingkatan 3 0ingkatan Manajemen StrategikManajemen
Strategik&or)orate 6e'el 7,e2an ,ireksi, Pres"ir8&or)orate
6e'el 7,e2an ,ireksi, Pres"ir8
- Merumuskan 'isi "an misi )erusa$aan- Merumuskan 'isi "an misi
)erusa$aan
- nalisis internal "an eksternal- nalisis internal "an
eksternal- nalisis )ili$an-)ili$an strategik- nalisis
)ili$an-)ili$an strategikBusiness 6e'el 7,irektur, ,ireks,
9M8Business 6e'el 7,irektur, ,ireks, 9M8- Men%usun rencana jangka
)anjang- Men%usun rencana jangka )anjang- Merumuskan 9ran"
Strateg%- Merumuskan 9ran" Strateg%+unctional 6e'el
7Manager8+unctional 6e'el 7Manager8- Men%usun rencana jangka
)en"ek- Men%usun rencana jangka )en"ek- Merumuskan strategi
*ungsional "an - Merumuskan strategi *ungsional "an
im)lementasiim)lementasiMan*aat Manajemen Man*aat Manajemen
StrategikStrategikMem)erkuat kemam)uan )erusa$aan Mem)erkuat
kemam)uan )erusa$aan mencega$ masala$mencega$ masala$+ormulasi
ke)utusan ber"asarkan +ormulasi ke)utusan ber"asarkan kelom)ok
meng$asilkan )ili$an strategi kelom)ok meng$asilkan )ili$an
strategi terbaikterbaikMem)ertinggi moti'asi S,MMem)ertinggi
moti'asi S,MMengurangi tum)ang tin"i$ kegiatanMengurangi tum)ang
tin"i$ kegiatanPenolakan ter$a"a) )eruba$an Penolakan ter$a"a)
)eruba$an berkurangberkurang%&M'()* M+SS+&)!"ternal
!n,iraonment&perting +ndustr#(nd Multinational
(nal#sis%&M'()* '-&F+.!Strategic (nal#sis and
%hoice.ong/erm objecti,es 0rand Strategies(nnual &bjecti,es
Functional Strataegies'olicies+nstitutionali1ing the
Strategies%ontrol and !,aluation.egend2 Major +mpact Minor
+mpact3hat is 4esired53hat is 'osibleStrategic Management ModelFeed
Back Feed Back &:MP:;an smara & ssociates, ?nc.Orang pintar
% inter&one&tion otak rapat! banyak dan 'auh.Orang bodoh%
inter&one&tion otak renggang! 'arang dan pendek.Otak harus
mengkonsumsi banyak ilmu agar sehat! a(et dan bugar. ;euron
berkembang sejak ba%i "alam kan"ungan Setela$ la$ir bera"a )a"a
ta$a) )ematanganan smara & ssociates, ?nc.4 LANGKAH MEMBACA
untuk MEMC! "A#A K$EAT%(JORDAN AYAN))*ER+AN+",A- untuk MEM*A$A
se&ara KREA#". SE#"AP -AR")MEM*A$A se&ara /N0EM",1 2sedikit
demi sedikit3)*A$A,A- SESUA#U dari *ERA0AM SUM*ER *A$AAN)#ERAPKAN
APA yang AN4A *A$A dalam KE-"4UPAN SE-AR"5-AR"Pengaruh "6 hanya 7 5
89:Sisanya dipengaruhi oleh E6 dan S6 &o)%rig$t2==-,+au>an
smara & ssociates, ?nc.*rain MappingNeocortex Otak berfikir dan
berbahasa(alam sadar) LimbicPusat emosiAmigdalaGudang ingatan
emosionalPengendali alam sadarKabel pemicu syaraf&o)%rig$t,
2==-,+au>an smara & ssociates, ?nc.Alam *a(ah Sadar
men'alankan super program! menghasilkan out5put %)Sukses *isnis
)$itra 4iri dan Perusahaan)Nasib Perusahaan&o)%rig$t,
2==-,+au>an smara & ssociates, ?nc.0elombang
Otak&o)%rig$t2==-,+au>an smara & ssociates,
?nc.-emisphere of -uman *rainK"NER+A PUN$AK O#AK&o)%rig$t,
2==-,+au>an smara & ssociates, ?nc.*A0A"MANA MEN0AK#".KAN
A,.A)MUS"$)AR#"S#"$)PANORAM"$ P"$#URE)RE,"0"OUS R"#UA, )0OO4
A#MOSP-ERE)+OKE ; .UN),Oan smara & ssociates, ?nc.Energy and
EmotionRobert E. #hayer2$alifornia State Uniersity3)#ense =
Energy)$alm = Energy )#ense = #iredness )$alm 5 #iredness! almness"
# ! #nergy" $ ! $ension" % ! %atigueSpiritual 6uotientKemampuan
memberi makna pun&ak spiritual 2ultimate meaning3 bersumber
dari suara hati ilahiah 2fitrah3 dan men'adikan #uhan sebagai pusat
orbit dan kita senantiasa berada di garis orbit5 Nya.S)iritual
&o)%rig$t, 2==(,+au>an smara & ssociates, ?nc.SUARA
-A#"",A-"A- dari Pusat OrbitPengasih sesama*erhati 'ernihMenguasai
diri$inta 4amaiKe'u'uranKreatifPemaafMurah
hatiEmpatiOb'ektif*erilmuAdilMensyukuri*ersikap mulia*erhati
lapangKebenaranKomitmenKonsistenMandiri"noatif*ersikap
terpu'iMemiliki skillEner'ikSelalu MenghargaiSinergis"khlasPemberi
manfaat"nspiratorEstetisPendelegasiSabar4an 2ingatlah3 ketika
#uhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya! dan
Allah mengambil kesaksian terhadap 'i(a mereka 2seraya berkata3%
/*ukankah Aku ini #uhanmu>1. Mereka men'a(ab% /*etul 2Engkau
#uhan kami3 kami bersaksi.1 Al5 A?raaf @A8&o)%rig$t,
2==(,+au>an smara & ssociates, ?nc.Rumus BMP+ika Anda ikhlas
dan 'ernih 2C93 maka Anda akan mendekati yang Maha #ak #erhingga
yaitu #uhanBersi$kan "iri n"a "ari Belenggu7Aero Min"
Process8Bangkitkan BRaksasa ti"urC "alam "iri n"a15= D
E&o)%rig$t, 2==-,+au>an smara & ssociates, ?nc.ES6
Pro&essing System,ogikabeker'a normalOrientasi
MaterialismeOrientasi SpiritualismeEmosi tdk terkendali
EmositerkendaliMarah! sedih! &emas#enang! damai! ikhlas0od Spot
terbelenggu0od Spot terbukaSuara hati beker'a Suara hati
tertutup,ogika tdk beker'a normal"6! E6! S6 terpisahSplit
personality"6! E6! S6 terintegrasi Personality *alan&eD tipe
Manusia&o)%rig$t, 2==-,+au>an smara & ssociates,
?nc.&$2-32Management StrategicComprehensive Strategic ModelThe
E&ternal En'ironment()**ortunitie+, Threat+, ndu+tr-
Com*etition, and Com*etitor Anal-+i+nternal Anal-+i+.Com*an-
/ro0leFauzan Asmara %&M'()* M+SS+&)!"ternal
!n,ironment&perating +ndustr#(nd Multinational
(nal#sis%&M'()* '-&F+.!Strategic (nal#sis and
%hoice.ong/erm objecti,es 0rand Strategies(nnual &bjecti,es
Functional Strategies'olicies+nstitutionali1ing the
Strategies%ontrol and !,aluation.egend2 Major +mpact Minor
+mpact3hat is 4esired53hat is 'ossibleStrategic Management
ModelFeed Back Feed Back &$2-3#The E&ternal
En'ironment()**ortunitie+, Threat+, ndu+tr- Com*etition, and
Com*etitor Anal-+i+Michael A1 Hitt$1 "uane reland$o2ert E1
Ho+ki++on&$2-3(Political/LegalEconomicTechnologicalGlobalDemographicSocioculturalCompetitive
CompetitiveEnvironment EnvironmentIndustry EnvironmentComponents o
the General Environment&$2-3-Com*onent+ of the General
En'ironment&$2-3/External Environmental AnalysisScanning
ScanningMonitoring MonitoringForecasting ForecastingAssessing
Assessing"dentifying early signals of enironmental"dentifying early
signals of enironmental &hanges and trends &hanges and
trends4ete&ting meaning through ongoing
obserations4ete&ting meaning through ongoing obserations of
enironmental &hanges and trends of enironmental &hanges and
trends4eeloping pro'e&tions of anti&ipated
out&omes4eeloping pro'e&tions of anti&ipated
out&omes based on monitored &hanges and trends based on
monitored &hanges and trends4etermining the timing and
importan&e of4etermining the timing and importan&e of
enironmental &hanges and trends for firmsEenironmental
&hanges and trends for firmsE strategies and their management
strategies and their management&$2-31Threat of Su2+titute
/roduct+0$reat o* ;e2 ational units5 677= /rentice Hall&$.
(-((Strategie+ in ActionStrategie+ in Action;ature o* 6ong-0erm
:bjecti'es ;ature o* 6ong-0erm :bjecti'es:bjecti'es are associate"
2it$ a time line an" state" in termsK49ro2t$ in assets49ro2t$ in
sales4ProItabilit%4Market s$are4HR,4?ncreasing
&a)abilit%4Social res)onsibilit%5 677= /rentice Hall&$.
(-(-Strategie+ in ActionStrategie+ in Action;ature o* 6ong-0erm
:bjecti'es ;ature o* 6ong-0erm :bjecti'es :bjecti'es are t$e basis
*orK4,esigning jobs4:rgani>ing acti'ities4Pro'i"ing
"irection4:rgani>ational s%nerg%4Stan"ar"s *or e'aluation5 677=
/rentice Hall&$. (-(/Grand Strategie+Grand Strategie+Nertical
?ntegration StrategiesNertical ?ntegration Strategies4+or2ar"
integration4Back2ar" integration4Hori>ontal integration5 677=
/rentice Hall&$. (-(1Grand Strategie+Grand
Strategie+,eIne",eIne"4Mem)erole$ ke)emilikan atau meningkatkan
ken"ali atas "istributor atau "ealer
