Pertemuan 7 Manajemen Strategik

© 2001 Prentice HallCh. 6-1

Strategic ManagementConcepts & Cases

8th edition

Fred R. David

Chapter 6:Strategy Analysis &

ChoicePowerPoint Slides By:

DR.H. Zulkarnain, SE, MM

Rendra Wasnury, SE. MIB

UNIVERSITAS RIAU


Comprehensive Strategic Management ModelComprehensive Strategic Management Model

Vision &

Mission Statements

Chapter 2

ExternalAudit

Chapter 3

InternalAudit

Chapter 4

Strategies In

Action

Chapter 5

Strategy Analysis

&Choice

Chapter 6

ImplementStrategies:

Mgmt Issues

Chapter 7

ImplementStrategies:Marketing,Fin/Acct,R&D, CISChapter 8

Measure &Evaluate

Performance

Chapter 9


Analisis dan Pilihan Analisis dan Pilihan StrategiStrategi

Strategi, tujuan, dan misi perusahaan saat ini digabungkan dengan informasi audit internal dan eksternal, memberikan dasar untuk menghasilkan dan evaluasi alternatif strtegi yang layak



Strategic Analysis and Choice:

• Menghasilakan alternative satrategi• Mengevaluasi alternatife strtegi• Memilih strtegi alternative untuk

tindakan



Menghasilkan dan memilih Strategi Membuat beberapa set up alternative

strategi yang paling baik Untuk mengetahui set up ini dapat

dilihat:• Manfaat• Kerugian• Trade-off• Biaya• Keuntungan



Menghasilkan dan memilih Strategi

Melibatkan banyak personal • Mewakili setiap department/function

perusahaan• Menghasilkan kesempatan untuk dapat

mengerti arah perusahaan• Menghasilkan alat to membangun

komitmen dalam rangka mencapai tujuan organisasi



Generating & Selecting Strategies

Evaluasi setiap alternative strategi• Internal dan external audit informasi• Misi perusahaan • Di dokumentasikan• Rangking menurut ke unggulannya


Kerangka Kerja Analitis untuk Perumusan-Strategi

Stage 1: Tahap InputStage 1: Tahap Input

Stage 2: Tahap PencocokanStage 2: Tahap Pencocokan

Stage 3: Tahap KeputusanStage 3: Tahap Keputusan



Stage 1: Tahap InputStage 1: Tahap Input

ExternalFactor

EvaluationMatrix (EFE)

CompetitiveProfile

Matrix (CPM)

InternalFactor

EvaluationMatrix (IFE)



Stage 2: Tahap PencocokanStage 2: Tahap Pencocokan

ThreatsOpportunitiesWeaknesses

Strengths(SWOT)

StrategicPosition &

Action Evaluation(SPACE)

BostonConsulting

Group Matrix(BCG)

Internal-ExternalMatrix

(IE)

GrandStrategyMatrix


Strategy-Formulation Analytical Framework

Stage 3: Tahap KeputusanStage 3: Tahap Keputusan

Quantitative StrategicPlanning Matrix

(QSPM)



Stage 1: Tahap Input

Menghasilkan Dasar Info. Untuk tahap 2 dan 3

• External Factor Evaluation Matrix (EFE)• Internal Factor Evaluation Matrix (IFE)• Competitive Profile Matrix



Stage 2: Tahap Pencocokan

Strategi dikateristikan oleh perusahaan yang cocok dengan :• Sumber-sumber Internal dan skill• Kesempatan dan resiko yang ada

pada external faktor


Penyesuaian Faktor KunciPenyesuaian Faktor Kunci

Resultant StrategyKey External Factor

Key Internal Factor

Mengembangkan paket kompensasi baru bagi karyawan

=

Aktivitas serikat kerja yang kuat (threat)

+Rendahnya moral karyawan (weakness)

Mengembangkan produk baru bagi dewasa yang sudah tua

=

Menurunya jumlah penduduk dewasa muda usia (threat)

+Keahlian Litbang yang kuat (strength)

Menjalakan integrasi horizontal dengan membeli fasilitas milik pesaing

=

Keluarnya dua pesaing utama dr Industri(opportunity)

+Kapasitas yang tidak mencukupi (weakness)

Mengakuisisi Cellfone.inc

=

Pertumbuhan tahunan industri telepon seluler 20%/th (opportunity)

+Kelebihan kapasitas kerja (strength)


Empat Tipe StrategiEmpat Tipe Strategi

WT Strategies

ST Strategies

WO Strategies

SO Strategies


Strengths(SWOT)


SOSO Strategies Strategies

SO Strategies

Menggunakan kekuatan internal

perusahaan untuk

memanfaatkan peluang eksternal


Strengths(TOWS)


WOWO Strategies Strategies

WO Strategies

Untuk memperbaiki kelemahan

internal perusahaan

dengan memanfaatka

n peluang eksternal


Strengths(SWOT)


STST Strategies Strategies

ST Strategies

Menggunakan kekuatan

perusahaan untuk

meghindari atau

mengurangi pengaruh dari

ancaman eksternal.


Strengths(SWOT)


WTWT Strategies Strategies

WT Strategies

Taktik defensif yang

diarahkan pada

penguranggan kelemahaan internal dan menghidari ancaman eksternal.


Strengths(SWOT)



The SWOT Matrix

• Tulis peluang eksternal kunci perusahaan • Tulis ancaman eksternal kunci perusahaan• Tulis kekuatan internal kunci perusahaan• Tulis kelemahan internal kunci perusahaan


Strategy Analysis & Strategy Analysis & ChoiceChoice

The TOWS Matrix

• Cocokan kekuatan internal dengan peluang eksternal dan catat hasil strategi SO dalam sel yang ditentukan

• Cocokan kelemahan internal dengan peluang eksternal dan catat hasil strategi WO dalam sel yang ditentukan

• Cocokan kekuatan internal dengan ancaman eksternal dan catat hasil strategi ST dalam sel yang ditentukan

• Cocokan Kelemahan internal dengan ancaman eksternal dan catat hasil strategi WT dalam sel yang ditentukan


TOWS MatrixTOWS Matrix

WT Strategies

Minimize weaknesses and

avoid threats

ST Strategies

Use strengths to avoid threats

Threats-T

List Threats

WO Strategies

Overcome weaknesses by

taking advantage of opportunities

SO Strategies

Use strengths to take advantage of opportunities

Opportunities-O

List Opportunities

Weaknesses-W

List Weaknesses

Strengths-S

List Strengths

Leave Blank



Strategic Position & Action Evaluation Matrix (SPACE)

• Four quadrant framework • Determines appropriate strategies

Aggressive Conservative Defensive Competitive




• Two Internal Dimensions Financial Strength [FS] Competitive Advantage [CA]

• Two External Dimensions Environmental Stability [ES] Industry Strength [IS]




Overall Strategic position determined by:

• Financial Strength [FS]• Competitive Advantage [CA]• Environmental Stability [ES]• Industry Strength [IS]




Developing the SPACE Matrix:• EFE Matrix• IFE Matrix• Financial Strength• Competitive Advantage• Environmental Stability• Industry Strength



The SPACE Matrix

• Select variables to define FS, CA, ES, & IS• Assign numerical ranking from +1 (worst)

to +6 (best) for FS and IS; Assign numerical ranking from –1 (best) to –6 (worst) for ES and CA.

• Compute average score for FS, CA, ES, & IS



The SPACE Matrix

• Plot the average scores on the Matrix• Add the two scores on the x-axis and

plot point on X. Add the scores on the y-axis and plot Y. Plot the intersection of the new xy point.

• Draw a directional vector from origin through the new intersection point.


SPACE FactorsSPACE Factors

Environmental Stability (ES)

Technological changesRate of inflationDemand variabilityPrice range of competing productsBarriers to entryCompetitive pressurePrice elasticity of demand

Financial Strength (FS)Return on investmentLeverageLiquidityWorking capitalCash flowEase of exit from marketRisk involved in business

External Strategic Position

Internal Strategic Position


SPACE FactorsSPACE Factors

Industry Strength (IS)Growth potentialProfit potentialFinancial stabilityTechnological know-howResource utilizationCapital intensifyEase of entry into marketProductivity, capacity utilization

Competitive Advantage CA

Market shareProduct qualityProduct life cycleCustomer loyaltyCompetition’s capacity utilizationTechnological know-howControl over suppliers & distributors

External Strategic Position

Internal Strategic Position


SPACE MatrixSPACE MatrixFS

+6

+1

+5+4+3

+2

-6

-5

-4

-3

-2

-1-6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6

ES

CA IS

Conservative Aggressive

Defensive Competitive



Boston Consulting Group Matrix(BCG)

• Enhances multidivisional firms’ efforts to formulate strategies

• Autonomous divisions (or profit centers) constitute the business portfolio

• Firm’s divisions may compete in different industries requiring separate strategy




• Graphically portrays differences among divisions

• Focuses on market share position and industry growth rate

• Manage business portfolio through relative market share position and industry growth rate




• Relative market share position defined:

Ratio of a division’s own market share in a particular industry to the market share held by the largest rival firm in that industry.


BCG MatrixBCG Matrix

DogsDogs

IVIVCash CowsCash Cows

IIIIII

Question MarksQuestion Marks

IIStarsStars

IIII

Relative Market Share PositionHigh1.0

Medium.50

Low0.0

Ind

ust

ry S

ales

Gro

wth

Rat

e

High+20

Low-20

Medium0



BCG Matrix

• Question Marks • Stars• Cash Cows• Dogs



BCG Matrix

• Question Marks Low relative market share position

yet compete in high-growth industry. Cash needs are high Case generation is low

Decision to strengthen (intensive strategies) or divest



BCG Matrix• Stars

High relative market share and high industry growth rate. Best long-run opportunities for growth

and profitabilitySubstantial investment to maintain or

strengthen dominant position Integration strategies, intensive

strategies, joint ventures



BCG Matrix• Cash Cows

High relative market share position, but compete in low-growth industry Generate cash in excess of their needs Milked for other purposes

Maintain strong position as long as possible Product development, concentric

diversification If becomes weak—retrenchment or divestiture



BCG Matrix

• DogsLow relative market share position

and compete in slow or no market growth Weak internal and external position

Decision to liquidate, divest, retrenchment



Grand Strategy Matrix

• Popular tool for formulating alternative strategies

• Based on two evaluative dimensions Competitive position Market growth


Grand Strategy Grand Strategy MatrixMatrix

Quadrant IV• Concentric

diversification• Horizontal

diversification• Conglomerate

diversification• Joint ventures

Quadrant III• Retrenchment• Concentric

diversification• Horizontal

diversification• Conglomerate

diversification• Liquidation

Quadrant I• Market development• Market penetration• Product development• Forward integration• Backward integration• Horizontal integration• Concentric

diversification

Quadrant II• Market development• Market penetration• Product development• Horizontal integration• Divestiture• Liquidation

RAPID MARKET GROWTH

SLOW MARKET GROWTH

WEAK COMPETITIVE

POSITION

STRONGCOMPETITIVE

POSITION




• Quadrant I Excellent strategic position Concentration on current markets and

products Take risks aggressively when necessary




• Quadrant II Evaluate present approach seriously How to change to improve competitiveness Rapid market growth requires intensive

strategy




• Quadrant III Compete in slow-growth industries Weak competitive position Drastic changes quickly Cost and asset reduction indicated

(retrenchment)




• Quadrant IV Strong competitive position Slow-growth industry Diversification indicated to more promising

growth areas



Quantitative Strategic Planning Matrix (QSPM)

• Comprises Stage 3 of the analytical framework

• Analytical technique designed to determine the relative attractiveness of feasible alternative actions.

• Uses input from Stage 1 and Stage 2



Quantitative Strategic Planning Matrix (QSPM)

• Tool for objective evaluation of alternative strategies

• Based on identified external and internal crucial success factors

• Requires good intuitive judgment


QSPMQSPM

Key Internal FactorsManagementMarketingFinance/AccountingProduction/OperationsResearch and DevelopmentComputer Information Systems

Strategy 3Strategy 2

Strategy 1

WeightKey External FactorsEconomyPolitical/Legal/GovernmentalSocial/Cultural/Demographic/EnvironmentalTechnologicalCompetitive

Strategic Alternatives


Strategy Analysis & Strategy Analysis & ChoiceChoiceQSPM

• List the firm’s key external opportunities & threats; list the firm’s key internal strengths and weaknesses

• Assign weights to each external and internal critical success factor



• Examine the Stage 2 (matching) matrices and identify alternative strategies that the organization should consider implementing

• Determine the Attractiveness Scores (AS)



• Compute the total Attractiveness Scores

• Compute the Sum Total Attractiveness Score



QSPMPositives:• Sets of strategies examined

simultaneously or sequentially• Requires the integration of

pertinent external and internal factors in the decision-making process



Limitations:• Requires intuitive judgments

and educated assumptions• Only as good as the

prerequisite inputs


Key Terms & ConceptsKey Terms & Concepts

• Aggressive quadrant• Attractiveness

Scores (AS)• Board of Directors• Boston Consulting

Group (BCG) Matrix• Business portfolio• Cash cows• Champions• Competitive

Advantage (CA)

• Competitive quadrant• Conservative quadrant• Culture• Decision stage• Defensive quadrant• Directional vector• Dogs• Environmental Stability

(ES)• Financial Strength (FS)



• Grand Strategy Matrix• Halo error• Industry Strength (IS)• Input stage• Internal-External (IE)

Matrix• Long-term objectives• Matching• Matching stage• Quantitative Strategic

Planning Matrix (QSPM)

• Question marks• Relative market share

position• SO strategies• ST strategies• Stars• Strategic Position and

Action Evaluation (SPACE) Matrix

• Strategy-formulation framework



• Sum total attractiveness scores

• Threats-Opportunities-Weaknesses-Strengths (TOWS) Matrix

• Total Attractiveness Scores (TAS)

• WO strategies• WT strategies

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Pertemuan 7 Manajemen Strategik