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Buku-buku Manajemen StrategikBuku-buku Manajemen Strategik1 Strategic Management Pearce amp
Robinson2 Strategic Management Hill amp Jones3 Strategic Management A Hitt ireland
Hoskisson4 Managing the Strategy Process
Cakravarthy5 Concept of Strategic Management Fred
R David 6 Strategic Management Arnold C Hax7 Strategic Management Concept and
Casas Arthur Thompson8 Manajemen Strategik Suwarsono
The Nature and Value of Strategic
Management
(Hakekat dan Manfaat Manajemen Strategik)
The History of Strategic
Management
1048766 Basic Financial Management - to meet the budget
1048766 Forecast based planning ndash predict the future
1048766 Externally oriented planning ndash think strategically
1048766 Strategic management ndash create the future
Strategic ManagementStrategic Management
Is defined as the set of Is defined 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 companyrsquos objectives companyrsquos objectives
Dimensi- dimensi Keputusan StrategikDimensi- dimensi Keputusan Strategik
bull Membutuhkan keputusan Membutuhkan keputusan manajemen puncakmanajemen puncak
bull Membutuhkan alokasi sumber daya Membutuhkan alokasi sumber daya perusahaan dalam skala besarperusahaan dalam skala besar
bull Mempengaruhi kesejahteraan Mempengaruhi kesejahteraan perush dalam jangka panjangperush dalam jangka panjang
bull Berorientasi kemasa depanBerorientasi kemasa depanbull Mempunyai konsekuensi Mempunyai konsekuensi
multifungsional multibisnismultifungsional multibisnisbull Harus mempertimbangkan Harus mempertimbangkan
lingkungan eksternallingkungan eksternal
3 Tingkatan 3 Tingkatan Manajemen StrategikManajemen Strategik
Corporate Level (Dewan Direksi Presdir)Corporate Level (Dewan Direksi Presdir)
- Merumuskan visi dan misi perusahaan- Merumuskan visi dan misi perusahaan
- Analisis internal dan eksternal- Analisis internal dan eksternal
- Analisis pilihan-pilihan strategik- Analisis pilihan-pilihan strategik Business Level (Direktur Direks GM)Business Level (Direktur Direks GM)
- Menyusun rencana jangka panjang- Menyusun rencana jangka panjang
- Merumuskan Grand Strategy- Merumuskan Grand Strategy Functional Level (Manager)Functional Level (Manager)
- Menyusun rencana jangka pendek- Menyusun rencana jangka pendek
- Merumuskan strategi fungsional dan - Merumuskan strategi fungsional dan implementasiimplementasi
Manfaat Manajemen Manfaat Manajemen StrategikStrategik
Memperkuat kemampuan perusahaan Memperkuat kemampuan perusahaan mencegah masalahmencegah masalah
Formulasi keputusan berdasarkan Formulasi keputusan berdasarkan kelompok menghasilkan pilihan kelompok menghasilkan pilihan strategi terbaikstrategi terbaik
Mempertinggi motivasi SDMMempertinggi motivasi SDM Mengurangi tumpang tindih kegiatanMengurangi tumpang tindih kegiatan Penolakan terhadap perubahan Penolakan terhadap perubahan
berkurangberkurang
COMPANY MISSION
External EnviraonmentOperting Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strataegies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Posible
Strategic Management Model
Feed Back Feed Back
COMPONENT OF THE MANAGEMENT MODEL
1 Company mission (misi perusahaan)
2 Company profile (profil perusahaan)
3 External environment (lingkungan eksternal)
4 Strategic analysis and choice (analisis dan pilihan strategik)
5 Long-term objectives (sasaran jangka panjang)
6 Grand strategy (strategi umum)
7 Annual objectives (sasaran tahunan)
8 Functional strategies (strategi fungsional)
9 Policies (kebijakan)
10 Institutionalizing the strategy (melembagakan strategi)
11 Control and evaluation (pengendalian dan evaluasi)
pemecahan
Penyusunan kembalielemen- elemen
Optimalisasi lokal atau melihat pohon tidak hutannya
Perubahan atau pergantian bentuk
Berpikir strategikintuisiBerpikir sistem mekanik
Proses Berpikir
Bentukmasalah
3 (tiga) Bentuk Proses Berpikir
Copyright 2006 Fauzan Asmara amp Associates Inc
How The Process of Strategic Decision have
been made
Karunia Allah Kepada Manusia Sebagai Khalifah di muka bumi
Copyright 2006 Fauzan Asmara amp Associates Inc
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
The Nature and Value of Strategic
Management
(Hakekat dan Manfaat Manajemen Strategik)
The History of Strategic
Management
1048766 Basic Financial Management - to meet the budget
1048766 Forecast based planning ndash predict the future
1048766 Externally oriented planning ndash think strategically
1048766 Strategic management ndash create the future
Strategic ManagementStrategic Management
Is defined as the set of Is defined 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 companyrsquos objectives companyrsquos objectives
Dimensi- dimensi Keputusan StrategikDimensi- dimensi Keputusan Strategik
bull Membutuhkan keputusan Membutuhkan keputusan manajemen puncakmanajemen puncak
bull Membutuhkan alokasi sumber daya Membutuhkan alokasi sumber daya perusahaan dalam skala besarperusahaan dalam skala besar
bull Mempengaruhi kesejahteraan Mempengaruhi kesejahteraan perush dalam jangka panjangperush dalam jangka panjang
bull Berorientasi kemasa depanBerorientasi kemasa depanbull Mempunyai konsekuensi Mempunyai konsekuensi
multifungsional multibisnismultifungsional multibisnisbull Harus mempertimbangkan Harus mempertimbangkan
lingkungan eksternallingkungan eksternal
3 Tingkatan 3 Tingkatan Manajemen StrategikManajemen Strategik
Corporate Level (Dewan Direksi Presdir)Corporate Level (Dewan Direksi Presdir)
- Merumuskan visi dan misi perusahaan- Merumuskan visi dan misi perusahaan
- Analisis internal dan eksternal- Analisis internal dan eksternal
- Analisis pilihan-pilihan strategik- Analisis pilihan-pilihan strategik Business Level (Direktur Direks GM)Business Level (Direktur Direks GM)
- Menyusun rencana jangka panjang- Menyusun rencana jangka panjang
- Merumuskan Grand Strategy- Merumuskan Grand Strategy Functional Level (Manager)Functional Level (Manager)
- Menyusun rencana jangka pendek- Menyusun rencana jangka pendek
- Merumuskan strategi fungsional dan - Merumuskan strategi fungsional dan implementasiimplementasi
Manfaat Manajemen Manfaat Manajemen StrategikStrategik
Memperkuat kemampuan perusahaan Memperkuat kemampuan perusahaan mencegah masalahmencegah masalah
Formulasi keputusan berdasarkan Formulasi keputusan berdasarkan kelompok menghasilkan pilihan kelompok menghasilkan pilihan strategi terbaikstrategi terbaik
Mempertinggi motivasi SDMMempertinggi motivasi SDM Mengurangi tumpang tindih kegiatanMengurangi tumpang tindih kegiatan Penolakan terhadap perubahan Penolakan terhadap perubahan
berkurangberkurang
COMPANY MISSION
External EnviraonmentOperting Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strataegies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Posible
Strategic Management Model
Feed Back Feed Back
COMPONENT OF THE MANAGEMENT MODEL
1 Company mission (misi perusahaan)
2 Company profile (profil perusahaan)
3 External environment (lingkungan eksternal)
4 Strategic analysis and choice (analisis dan pilihan strategik)
5 Long-term objectives (sasaran jangka panjang)
6 Grand strategy (strategi umum)
7 Annual objectives (sasaran tahunan)
8 Functional strategies (strategi fungsional)
9 Policies (kebijakan)
10 Institutionalizing the strategy (melembagakan strategi)
11 Control and evaluation (pengendalian dan evaluasi)
pemecahan
Penyusunan kembalielemen- elemen
Optimalisasi lokal atau melihat pohon tidak hutannya
Perubahan atau pergantian bentuk
Berpikir strategikintuisiBerpikir sistem mekanik
Proses Berpikir
Bentukmasalah
3 (tiga) Bentuk Proses Berpikir
Copyright 2006 Fauzan Asmara amp Associates Inc
How The Process of Strategic Decision have
been made
Karunia Allah Kepada Manusia Sebagai Khalifah di muka bumi
Copyright 2006 Fauzan Asmara amp Associates Inc
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
The History of Strategic
Management
1048766 Basic Financial Management - to meet the budget
1048766 Forecast based planning ndash predict the future
1048766 Externally oriented planning ndash think strategically
1048766 Strategic management ndash create the future
Strategic ManagementStrategic Management
Is defined as the set of Is defined 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 companyrsquos objectives companyrsquos objectives
Dimensi- dimensi Keputusan StrategikDimensi- dimensi Keputusan Strategik
bull Membutuhkan keputusan Membutuhkan keputusan manajemen puncakmanajemen puncak
bull Membutuhkan alokasi sumber daya Membutuhkan alokasi sumber daya perusahaan dalam skala besarperusahaan dalam skala besar
bull Mempengaruhi kesejahteraan Mempengaruhi kesejahteraan perush dalam jangka panjangperush dalam jangka panjang
bull Berorientasi kemasa depanBerorientasi kemasa depanbull Mempunyai konsekuensi Mempunyai konsekuensi
multifungsional multibisnismultifungsional multibisnisbull Harus mempertimbangkan Harus mempertimbangkan
lingkungan eksternallingkungan eksternal
3 Tingkatan 3 Tingkatan Manajemen StrategikManajemen Strategik
Corporate Level (Dewan Direksi Presdir)Corporate Level (Dewan Direksi Presdir)
- Merumuskan visi dan misi perusahaan- Merumuskan visi dan misi perusahaan
- Analisis internal dan eksternal- Analisis internal dan eksternal
- Analisis pilihan-pilihan strategik- Analisis pilihan-pilihan strategik Business Level (Direktur Direks GM)Business Level (Direktur Direks GM)
- Menyusun rencana jangka panjang- Menyusun rencana jangka panjang
- Merumuskan Grand Strategy- Merumuskan Grand Strategy Functional Level (Manager)Functional Level (Manager)
- Menyusun rencana jangka pendek- Menyusun rencana jangka pendek
- Merumuskan strategi fungsional dan - Merumuskan strategi fungsional dan implementasiimplementasi
Manfaat Manajemen Manfaat Manajemen StrategikStrategik
Memperkuat kemampuan perusahaan Memperkuat kemampuan perusahaan mencegah masalahmencegah masalah
Formulasi keputusan berdasarkan Formulasi keputusan berdasarkan kelompok menghasilkan pilihan kelompok menghasilkan pilihan strategi terbaikstrategi terbaik
Mempertinggi motivasi SDMMempertinggi motivasi SDM Mengurangi tumpang tindih kegiatanMengurangi tumpang tindih kegiatan Penolakan terhadap perubahan Penolakan terhadap perubahan
berkurangberkurang
COMPANY MISSION
External EnviraonmentOperting Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strataegies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Posible
Strategic Management Model
Feed Back Feed Back
COMPONENT OF THE MANAGEMENT MODEL
1 Company mission (misi perusahaan)
2 Company profile (profil perusahaan)
3 External environment (lingkungan eksternal)
4 Strategic analysis and choice (analisis dan pilihan strategik)
5 Long-term objectives (sasaran jangka panjang)
6 Grand strategy (strategi umum)
7 Annual objectives (sasaran tahunan)
8 Functional strategies (strategi fungsional)
9 Policies (kebijakan)
10 Institutionalizing the strategy (melembagakan strategi)
11 Control and evaluation (pengendalian dan evaluasi)
pemecahan
Penyusunan kembalielemen- elemen
Optimalisasi lokal atau melihat pohon tidak hutannya
Perubahan atau pergantian bentuk
Berpikir strategikintuisiBerpikir sistem mekanik
Proses Berpikir
Bentukmasalah
3 (tiga) Bentuk Proses Berpikir
Copyright 2006 Fauzan Asmara amp Associates Inc
How The Process of Strategic Decision have
been made
Karunia Allah Kepada Manusia Sebagai Khalifah di muka bumi
Copyright 2006 Fauzan Asmara amp Associates Inc
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Strategic ManagementStrategic Management
Is defined as the set of Is defined 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 companyrsquos objectives companyrsquos objectives
Dimensi- dimensi Keputusan StrategikDimensi- dimensi Keputusan Strategik
bull Membutuhkan keputusan Membutuhkan keputusan manajemen puncakmanajemen puncak
bull Membutuhkan alokasi sumber daya Membutuhkan alokasi sumber daya perusahaan dalam skala besarperusahaan dalam skala besar
bull Mempengaruhi kesejahteraan Mempengaruhi kesejahteraan perush dalam jangka panjangperush dalam jangka panjang
bull Berorientasi kemasa depanBerorientasi kemasa depanbull Mempunyai konsekuensi Mempunyai konsekuensi
multifungsional multibisnismultifungsional multibisnisbull Harus mempertimbangkan Harus mempertimbangkan
lingkungan eksternallingkungan eksternal
3 Tingkatan 3 Tingkatan Manajemen StrategikManajemen Strategik
Corporate Level (Dewan Direksi Presdir)Corporate Level (Dewan Direksi Presdir)
- Merumuskan visi dan misi perusahaan- Merumuskan visi dan misi perusahaan
- Analisis internal dan eksternal- Analisis internal dan eksternal
- Analisis pilihan-pilihan strategik- Analisis pilihan-pilihan strategik Business Level (Direktur Direks GM)Business Level (Direktur Direks GM)
- Menyusun rencana jangka panjang- Menyusun rencana jangka panjang
- Merumuskan Grand Strategy- Merumuskan Grand Strategy Functional Level (Manager)Functional Level (Manager)
- Menyusun rencana jangka pendek- Menyusun rencana jangka pendek
- Merumuskan strategi fungsional dan - Merumuskan strategi fungsional dan implementasiimplementasi
Manfaat Manajemen Manfaat Manajemen StrategikStrategik
Memperkuat kemampuan perusahaan Memperkuat kemampuan perusahaan mencegah masalahmencegah masalah
Formulasi keputusan berdasarkan Formulasi keputusan berdasarkan kelompok menghasilkan pilihan kelompok menghasilkan pilihan strategi terbaikstrategi terbaik
Mempertinggi motivasi SDMMempertinggi motivasi SDM Mengurangi tumpang tindih kegiatanMengurangi tumpang tindih kegiatan Penolakan terhadap perubahan Penolakan terhadap perubahan
berkurangberkurang
COMPANY MISSION
External EnviraonmentOperting Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strataegies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Posible
Strategic Management Model
Feed Back Feed Back
COMPONENT OF THE MANAGEMENT MODEL
1 Company mission (misi perusahaan)
2 Company profile (profil perusahaan)
3 External environment (lingkungan eksternal)
4 Strategic analysis and choice (analisis dan pilihan strategik)
5 Long-term objectives (sasaran jangka panjang)
6 Grand strategy (strategi umum)
7 Annual objectives (sasaran tahunan)
8 Functional strategies (strategi fungsional)
9 Policies (kebijakan)
10 Institutionalizing the strategy (melembagakan strategi)
11 Control and evaluation (pengendalian dan evaluasi)
pemecahan
Penyusunan kembalielemen- elemen
Optimalisasi lokal atau melihat pohon tidak hutannya
Perubahan atau pergantian bentuk
Berpikir strategikintuisiBerpikir sistem mekanik
Proses Berpikir
Bentukmasalah
3 (tiga) Bentuk Proses Berpikir
Copyright 2006 Fauzan Asmara amp Associates Inc
How The Process of Strategic Decision have
been made
Karunia Allah Kepada Manusia Sebagai Khalifah di muka bumi
Copyright 2006 Fauzan Asmara amp Associates Inc
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Dimensi- dimensi Keputusan StrategikDimensi- dimensi Keputusan Strategik
bull Membutuhkan keputusan Membutuhkan keputusan manajemen puncakmanajemen puncak
bull Membutuhkan alokasi sumber daya Membutuhkan alokasi sumber daya perusahaan dalam skala besarperusahaan dalam skala besar
bull Mempengaruhi kesejahteraan Mempengaruhi kesejahteraan perush dalam jangka panjangperush dalam jangka panjang
bull Berorientasi kemasa depanBerorientasi kemasa depanbull Mempunyai konsekuensi Mempunyai konsekuensi
multifungsional multibisnismultifungsional multibisnisbull Harus mempertimbangkan Harus mempertimbangkan
lingkungan eksternallingkungan eksternal
3 Tingkatan 3 Tingkatan Manajemen StrategikManajemen Strategik
Corporate Level (Dewan Direksi Presdir)Corporate Level (Dewan Direksi Presdir)
- Merumuskan visi dan misi perusahaan- Merumuskan visi dan misi perusahaan
- Analisis internal dan eksternal- Analisis internal dan eksternal
- Analisis pilihan-pilihan strategik- Analisis pilihan-pilihan strategik Business Level (Direktur Direks GM)Business Level (Direktur Direks GM)
- Menyusun rencana jangka panjang- Menyusun rencana jangka panjang
- Merumuskan Grand Strategy- Merumuskan Grand Strategy Functional Level (Manager)Functional Level (Manager)
- Menyusun rencana jangka pendek- Menyusun rencana jangka pendek
- Merumuskan strategi fungsional dan - Merumuskan strategi fungsional dan implementasiimplementasi
Manfaat Manajemen Manfaat Manajemen StrategikStrategik
Memperkuat kemampuan perusahaan Memperkuat kemampuan perusahaan mencegah masalahmencegah masalah
Formulasi keputusan berdasarkan Formulasi keputusan berdasarkan kelompok menghasilkan pilihan kelompok menghasilkan pilihan strategi terbaikstrategi terbaik
Mempertinggi motivasi SDMMempertinggi motivasi SDM Mengurangi tumpang tindih kegiatanMengurangi tumpang tindih kegiatan Penolakan terhadap perubahan Penolakan terhadap perubahan
berkurangberkurang
COMPANY MISSION
External EnviraonmentOperting Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strataegies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Posible
Strategic Management Model
Feed Back Feed Back
COMPONENT OF THE MANAGEMENT MODEL
1 Company mission (misi perusahaan)
2 Company profile (profil perusahaan)
3 External environment (lingkungan eksternal)
4 Strategic analysis and choice (analisis dan pilihan strategik)
5 Long-term objectives (sasaran jangka panjang)
6 Grand strategy (strategi umum)
7 Annual objectives (sasaran tahunan)
8 Functional strategies (strategi fungsional)
9 Policies (kebijakan)
10 Institutionalizing the strategy (melembagakan strategi)
11 Control and evaluation (pengendalian dan evaluasi)
pemecahan
Penyusunan kembalielemen- elemen
Optimalisasi lokal atau melihat pohon tidak hutannya
Perubahan atau pergantian bentuk
Berpikir strategikintuisiBerpikir sistem mekanik
Proses Berpikir
Bentukmasalah
3 (tiga) Bentuk Proses Berpikir
Copyright 2006 Fauzan Asmara amp Associates Inc
How The Process of Strategic Decision have
been made
Karunia Allah Kepada Manusia Sebagai Khalifah di muka bumi
Copyright 2006 Fauzan Asmara amp Associates Inc
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
3 Tingkatan 3 Tingkatan Manajemen StrategikManajemen Strategik
Corporate Level (Dewan Direksi Presdir)Corporate Level (Dewan Direksi Presdir)
- Merumuskan visi dan misi perusahaan- Merumuskan visi dan misi perusahaan
- Analisis internal dan eksternal- Analisis internal dan eksternal
- Analisis pilihan-pilihan strategik- Analisis pilihan-pilihan strategik Business Level (Direktur Direks GM)Business Level (Direktur Direks GM)
- Menyusun rencana jangka panjang- Menyusun rencana jangka panjang
- Merumuskan Grand Strategy- Merumuskan Grand Strategy Functional Level (Manager)Functional Level (Manager)
- Menyusun rencana jangka pendek- Menyusun rencana jangka pendek
- Merumuskan strategi fungsional dan - Merumuskan strategi fungsional dan implementasiimplementasi
Manfaat Manajemen Manfaat Manajemen StrategikStrategik
Memperkuat kemampuan perusahaan Memperkuat kemampuan perusahaan mencegah masalahmencegah masalah
Formulasi keputusan berdasarkan Formulasi keputusan berdasarkan kelompok menghasilkan pilihan kelompok menghasilkan pilihan strategi terbaikstrategi terbaik
Mempertinggi motivasi SDMMempertinggi motivasi SDM Mengurangi tumpang tindih kegiatanMengurangi tumpang tindih kegiatan Penolakan terhadap perubahan Penolakan terhadap perubahan
berkurangberkurang
COMPANY MISSION
External EnviraonmentOperting Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strataegies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Posible
Strategic Management Model
Feed Back Feed Back
COMPONENT OF THE MANAGEMENT MODEL
1 Company mission (misi perusahaan)
2 Company profile (profil perusahaan)
3 External environment (lingkungan eksternal)
4 Strategic analysis and choice (analisis dan pilihan strategik)
5 Long-term objectives (sasaran jangka panjang)
6 Grand strategy (strategi umum)
7 Annual objectives (sasaran tahunan)
8 Functional strategies (strategi fungsional)
9 Policies (kebijakan)
10 Institutionalizing the strategy (melembagakan strategi)
11 Control and evaluation (pengendalian dan evaluasi)
pemecahan
Penyusunan kembalielemen- elemen
Optimalisasi lokal atau melihat pohon tidak hutannya
Perubahan atau pergantian bentuk
Berpikir strategikintuisiBerpikir sistem mekanik
Proses Berpikir
Bentukmasalah
3 (tiga) Bentuk Proses Berpikir
Copyright 2006 Fauzan Asmara amp Associates Inc
How The Process of Strategic Decision have
been made
Karunia Allah Kepada Manusia Sebagai Khalifah di muka bumi
Copyright 2006 Fauzan Asmara amp Associates Inc
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Manfaat Manajemen Manfaat Manajemen StrategikStrategik
Memperkuat kemampuan perusahaan Memperkuat kemampuan perusahaan mencegah masalahmencegah masalah
Formulasi keputusan berdasarkan Formulasi keputusan berdasarkan kelompok menghasilkan pilihan kelompok menghasilkan pilihan strategi terbaikstrategi terbaik
Mempertinggi motivasi SDMMempertinggi motivasi SDM Mengurangi tumpang tindih kegiatanMengurangi tumpang tindih kegiatan Penolakan terhadap perubahan Penolakan terhadap perubahan
berkurangberkurang
COMPANY MISSION
External EnviraonmentOperting Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strataegies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Posible
Strategic Management Model
Feed Back Feed Back
COMPONENT OF THE MANAGEMENT MODEL
1 Company mission (misi perusahaan)
2 Company profile (profil perusahaan)
3 External environment (lingkungan eksternal)
4 Strategic analysis and choice (analisis dan pilihan strategik)
5 Long-term objectives (sasaran jangka panjang)
6 Grand strategy (strategi umum)
7 Annual objectives (sasaran tahunan)
8 Functional strategies (strategi fungsional)
9 Policies (kebijakan)
10 Institutionalizing the strategy (melembagakan strategi)
11 Control and evaluation (pengendalian dan evaluasi)
pemecahan
Penyusunan kembalielemen- elemen
Optimalisasi lokal atau melihat pohon tidak hutannya
Perubahan atau pergantian bentuk
Berpikir strategikintuisiBerpikir sistem mekanik
Proses Berpikir
Bentukmasalah
3 (tiga) Bentuk Proses Berpikir
Copyright 2006 Fauzan Asmara amp Associates Inc
How The Process of Strategic Decision have
been made
Karunia Allah Kepada Manusia Sebagai Khalifah di muka bumi
Copyright 2006 Fauzan Asmara amp Associates Inc
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
COMPANY MISSION
External EnviraonmentOperting Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strataegies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Posible
Strategic Management Model
Feed Back Feed Back
COMPONENT OF THE MANAGEMENT MODEL
1 Company mission (misi perusahaan)
2 Company profile (profil perusahaan)
3 External environment (lingkungan eksternal)
4 Strategic analysis and choice (analisis dan pilihan strategik)
5 Long-term objectives (sasaran jangka panjang)
6 Grand strategy (strategi umum)
7 Annual objectives (sasaran tahunan)
8 Functional strategies (strategi fungsional)
9 Policies (kebijakan)
10 Institutionalizing the strategy (melembagakan strategi)
11 Control and evaluation (pengendalian dan evaluasi)
pemecahan
Penyusunan kembalielemen- elemen
Optimalisasi lokal atau melihat pohon tidak hutannya
Perubahan atau pergantian bentuk
Berpikir strategikintuisiBerpikir sistem mekanik
Proses Berpikir
Bentukmasalah
3 (tiga) Bentuk Proses Berpikir
Copyright 2006 Fauzan Asmara amp Associates Inc
How The Process of Strategic Decision have
been made
Karunia Allah Kepada Manusia Sebagai Khalifah di muka bumi
Copyright 2006 Fauzan Asmara amp Associates Inc
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
COMPONENT OF THE MANAGEMENT MODEL
1 Company mission (misi perusahaan)
2 Company profile (profil perusahaan)
3 External environment (lingkungan eksternal)
4 Strategic analysis and choice (analisis dan pilihan strategik)
5 Long-term objectives (sasaran jangka panjang)
6 Grand strategy (strategi umum)
7 Annual objectives (sasaran tahunan)
8 Functional strategies (strategi fungsional)
9 Policies (kebijakan)
10 Institutionalizing the strategy (melembagakan strategi)
11 Control and evaluation (pengendalian dan evaluasi)
pemecahan
Penyusunan kembalielemen- elemen
Optimalisasi lokal atau melihat pohon tidak hutannya
Perubahan atau pergantian bentuk
Berpikir strategikintuisiBerpikir sistem mekanik
Proses Berpikir
Bentukmasalah
3 (tiga) Bentuk Proses Berpikir
Copyright 2006 Fauzan Asmara amp Associates Inc
How The Process of Strategic Decision have
been made
Karunia Allah Kepada Manusia Sebagai Khalifah di muka bumi
Copyright 2006 Fauzan Asmara amp Associates Inc
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
pemecahan
Penyusunan kembalielemen- elemen
Optimalisasi lokal atau melihat pohon tidak hutannya
Perubahan atau pergantian bentuk
Berpikir strategikintuisiBerpikir sistem mekanik
Proses Berpikir
Bentukmasalah
3 (tiga) Bentuk Proses Berpikir
Copyright 2006 Fauzan Asmara amp Associates Inc
How The Process of Strategic Decision have
been made
Karunia Allah Kepada Manusia Sebagai Khalifah di muka bumi
Copyright 2006 Fauzan Asmara amp Associates Inc
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Copyright 2006 Fauzan Asmara amp Associates Inc
How The Process of Strategic Decision have
been made
Karunia Allah Kepada Manusia Sebagai Khalifah di muka bumi
Copyright 2006 Fauzan Asmara amp Associates Inc
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Karunia Allah Kepada Manusia Sebagai Khalifah di muka bumi
Copyright 2006 Fauzan Asmara amp Associates Inc
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
NEURONSPyotr Anokhin
Manusia memiliki ratusan milyar neuron Kepandaian tidak ditentukan volume otak tetapi
ditentukan oleh INTERCONECTION antar neuron atau CIRCUIT
Copyright 2006 Fauzan Asmara amp Associates Inc
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Orang pintar interconection otak rapat banyak dan jauh
Orang bodoh interconection otak renggang jarang dan pendek
Otak harus mengkonsumsi banyak ilmu agar sehat awet dan bugar
Neuron berkembang sejak bayi dalam kandungan
Setelah lahir berada pada tahap pematanganExposure stimulus perlu dirancang sejak
dini
Copyright 2005 Fauzan Asmara amp Associates Inc
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
4 LANGKAH MEMBACA untuk MEMICU DAYA
KREATIF(JORDAN AYAN)
bull BERJANJILAH untuk MEMBACA secara KREATIF SETIAP HARI
bull MEMBACA secara ldquoNGEMILrdquo (sedikit demi sedikit)
bull BACALAH SESUATU dari BERAGAM SUMBER BACAAN
bull TERAPKAN APA yang ANDA BACA dalam KEHIDUPAN SEHARI-HARI
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Pengaruh IQ hanya 5 - 20
Sisanya dipengaruhi oleh EQ dan SQ
Copyright 2006 Fauzan Asmara amp Associates Inc
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Brain Mapping
Neocortex Otak berfikir dan berbahasa
(alam sadar)
LimbicPusat emosi
AmigdalaGudang ingatan emosional
Pengendali alam sadarKabel pemicu syarafCopyright 2006 Fauzan Asmara amp
Associates Inc
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Alam Bawah Sadar menjalankan super program menghasilkan
out-put
bullSukses Bisnis
bullCitra Diri dan Perusahaan
bullNasib Perusahaan
Copyright 2006 Fauzan Asmara amp Associates Inc
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Gelombang Otak
Copyright 2006 Fauzan Asmara amp Associates Inc
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Hemisphere of Human Brain
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
KINERJA PUNCAK OTAK
Copyright 2006 Fauzan Asmara amp Associates Inc
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
BAGAIMANA MENGAKTIFKAN ALFA
bullMUSIC
bullARTISTIC
bullPANORAMIC PICTURE
bullRELIGIOUS RITUAL
bullGOOD ATMOSPHERE
bullJOKE amp FUN
bullLOVE
Copyright 2006 Fauzan Asmara amp Associates Inc
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Energy and EmotionRobert E Thayer
(California State University)
bull Tense ndash Energy
bull Calm ndash Energy
bull Tense ndash Tiredness
bull Calm - Tiredness
C = Calmness E = Energy T = Tension F = Fatigue
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Spiritual Quotient
Kemampuan memberi makna puncak spiritual (ultimate meaning)
bersumber dari suara hati ilahiah (fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita senantiasa berada di garis orbit- Nya
Spiritual Experience (Pare-line)
Osilasi 40 HerzCopyright 2005 Fauzan Asmara amp Associates Inc
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
SUARA HATI ILAHIAH dari Pusat OrbitPengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu
Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji
Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar
Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam keturunannya dari sulbinya dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata) ldquoBukankah Aku ini Tuhanmurdquo Mereka menjawab ldquoBetul (Engkau Tuhan kami) kami bersaksirdquo Al- Arsquoraaf 172
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Copyright 2005 Fauzan Asmara amp Associates Inc
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Rumus ZMP
Jika Anda ikhlas dan jernih (=0) maka Anda akan mendekati yang Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Bangkitkan ldquoRaksasa tidurrdquo dalam diri Anda
10 = ~
Copyright 2006 Fauzan Asmara amp Associates Inc
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
ESQ Processing System
Logika bekerja normal
Orientasi Materialisme
Orientasi Spiritualisme
Emosi tdk terkendali Emosi terkendali
Marah sedih cemas Tenang damai ikhlas
God Spot terbelenggu God Spot terbuka
Suara hati bekerjaSuara hati tertutup
Logika tdk bekerja normal
IQ EQ SQ terpisahSplit personality
IQ EQ SQ terintegrasi Personality Balance
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
4 tipe Manusia
Copyright 2006 Fauzan Asmara amp Associates Inc
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-32
Management Strategic
Comprehensive Strategic Model
The External EnvironmentOpportunities Threats
Industry Competition and Competitor Analysis
Internal AnalysisCompany Profile
Fauzan Asmara
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
COMPANY MISSION
External EnvironmentOperating Industry
And Multinational Analysis
COMPANY PROFILE
Strategic Analysis and Choice
Long ndash Term objectives Grand Strategies
Annual Objectives Functional Strategies Policies
Institutionalizing the Strategies
Control and Evaluation
Legend Major Impact Minor Impact
What is Desired
What is Possible
Strategic Management Model
Feed Back Feed Back
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-34
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
The External EnvironmentOpportunities Threats Industry
Competition and Competitor Analysis
Michael A HittR Duane Ireland
Robert E Hoskisson
Michael A HittR Duane Ireland
Robert E Hoskisson
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-35
PoliticalLegal
PoliticalLegal
EconomicEconomic
TechnologicalTechnological
GlobalGlobal
DemographicDemographicSocioculturalSociocultural
CompetitiveCompetitiveEnvironmentEnvironment
Industry Environment
Industry Environment
Components of the General EnvironmentComponents of the General Environment
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-36
Components of the General Environment
Components of the General Environment
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-37
External Environmental AnalysisExternal Environmental Analysis
ScanningScanning
MonitoringMonitoring
ForecastingForecasting
AssessingAssessing
Identifying early signals of environmental Identifying early signals of environmental changes and trendschanges and trends
Detecting meaning through ongoing observations Detecting meaning through ongoing observations of environmental changes and trendsof environmental changes and trends
Developing projections of anticipated outcomes Developing projections of anticipated outcomes based on monitored changes and trendsbased on monitored changes and trends
Determining the timing and importance of Determining the timing and importance of environmental changes and trends for firms environmental changes and trends for firms strategies and their managementstrategies and their management
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-38
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms
in Industry
Rivalry Among Competing Firms
in Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porterrsquos Five Forces Model of CompetitionPorterrsquos Five Forces Model of Competition
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Competitor AnalysisCompetitor Analysis
Identifying the companyrsquos competitor
Assessing competitorsrsquo objectives strategies
strengths and weaknesses and reaction
patterns
Selecting which competitors to attack or
avoid
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-40
The Internal Environment The Internal Environment Resources Capabilities and Resources Capabilities and
Core CompetenciesCore Competencies
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
Michael A HittMichael A HittR Duane IrelandR Duane Ireland
Robert E HoskissonRobert E Hoskisson
copy2000 South-Western College Publishingcopy2000 South-Western College Publishing
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-41
External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do
Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do
SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-42
SWOT Analysis
bull Strengths
bull Weaknesses
bull Opportunities
bull Threats
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-43
The purpose of SWOT Analysis
bull It is an easy-to-use tool for developing an overview of a companyrsquos strategic situationndash It forms a basis for matching your
companyrsquos strategy to its situation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-44
Strengths
bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability
bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-45
Weaknesses
bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage
bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-46
Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can
discover untapped potential or identify distinct competencies that helped you succeed in the past
bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-47
ResourcesResources
TangibleTangible IntangibleIntangible
CapabilitiesCapabilities
Teams of ResourcesTeams of Resources
Sources ofSources of
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Above-AverageAbove-AverageReturnsReturns
CompetitiveCompetitiveAdvantageAdvantage
Gained throughGained throughCore CompetenciesCore Competencies
DiscoveringDiscoveringCoreCore
CompetenciesCompetencies
Discovering Core Competencies
Discovering Core Competencies
Criteria ofSustainableAdvantages
ValuableRareCostly to ImitateNonsubstitutable
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch2-48
Core Competencies must be
NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships
What a firm Doesthat is Strategically Valuable
Core CompetenciesCore Competencies
ValuableValuable
RareRare
Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity
Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors
Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy
What good or service to offer What good or service to offer customerscustomers
How to manufacture or create the How to manufacture or create the good or servicegood or service
How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
The Central Role of The Central Role of CustomersCustomers
In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines
1 1 whowho it will serveit will serve
22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy
33howhow those needs will be those needs will be satisfied satisfied
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ProductProduct Quality Dimensions Quality Dimensions
Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)
Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance
deterioratesdeteriorates
Conformance Conformance Match with pre-established standardsMatch with pre-established standards
Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service
Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services
ServiceService Quality Dimensions Quality Dimensions
Timeliness Timeliness Performed in promised period of timePerformed in promised period of time
Courtesy Courtesy Performed cheerfullyPerformed cheerfully
Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences
Convenience Convenience Accessibility to customersAccessibility to customers
Completeness Completeness Fully serviced as requiredFully serviced as required
Accuracy Accuracy Performed correctly each timePerformed correctly each time
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Ch 5-53
Strategies in ActionStrategies in Action
Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies
Strategy ImplementationStrategy Implementation
Fauzan Asmara
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-54
Strategies in ActionStrategies in Action
Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)
Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-55
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-56
Strategies in ActionStrategies in Action
Nature of Long-Term Objectives Nature of Long-Term Objectives
Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-57
Grand StrategiesGrand Strategies
Vertical Integration StrategiesVertical Integration Strategies
bull Forward integrationbull Backward integrationbull Horizontal integration
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-58
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperoleh kepemilikan atau meningkatkan kendali atas distributor atau dealer
ExampleExample
bull General Motors mengakuisisi 10 persen saham dealer
Forward Forward IntegrationIntegration
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-60
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikian atau meningkatkan kendali atas pemasok
ExampleExample
bull Hotel membeli perusahaan biro perjalanan mebeletc
Backward Backward IntegrationIntegration
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-62
Grand StrategiesGrand Strategies
DefinedDefinedbull Mendapatkan
kepemilikan atau mengambil alih perusahaan pesaing
ExampleExample
bull Hotel Hilton membeli Hotel Promus
Horizontal Horizontal IntegrationIntegration
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-64
Grand StrategiesGrand Strategies
Intensive StrategiesIntensive Strategies
bull Market penetrationbull Market developmentbull Product development
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-65
Grand StrategiesGrand Strategies
DefinedDefinedbull Meningkatkan pangsa
pasar dengan produk dan jasa yang ada pada pasar yang ada dengan usaha-usaha pemasaran
ExampleExample
Unilever membelanjakan uang untuk iklan TV sebesar 12 Trilyun sepanjang tahun 2005
Market Market PenetrationPenetration
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-67
Grand StrategiesGrand Strategies
DefinedDefined
bull Memperkenalkan produk atau jasa yang ada pada daerah atau
pasar baru
ExampleExample
bull Fren pemain seluler CDMA sekarang mulai merambah ke Makasar dan palembang setelah Jawa Madura dan Bali
Market Market DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-69
Grand StrategiesGrand Strategies
DefinedDefined
bull Merubah atau memodifikasi produk perusahaan dan dijual
pada pasar yang sudah ada
ExampleExample
bull Apel mengembangkan Chip G4 yang memiliki
kecepatan 500 megahertz
Product Product DevelopmenDevelopmen
tt
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-71
Grand StrategiesGrand Strategies
Diversification StrategiesDiversification Strategies
bull Concentric diversificationbull Conglomerate diversification
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-72
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
masih berkaitan (pasar produk dan
teknologi)
ExampleExample
bull Sebuah bank membeli perusahaan asuransi
Concentric Concentric DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-74
Grand StrategiesGrand Strategies
DefinedDefined
bull Menambah produk atau jasa baru yang
tidak berkaitan
ExampleExample
bull PT Sampoerna mulai melirik bisnis properti
untuk kelangsungan hidup grup sampoerna
Conglomerate Conglomerate DiversificatiDiversificati
onon
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-76
Grand StrategiesGrand Strategies
Defensive StrategiesDefensive Strategies
bull Joint venturebull Retrenchment
bull Divestiturebull Liquidation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-77
DefinedDefinedbull Dua atau lebih
perusahaan mensposnori untuk
membentuk perusahaan baru terpisah dengan
tujuan yang sama
ExampleExample
bull Lucent Technologies and Philips Electronic NV
formed Philips Consumer Communications to make
and sell telephones
Joint VentureJoint Venture
Grand StrategiesGrand Strategies
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-79
Grand StrategiesGrand Strategies
DefinedDefinedbull Mengubah pengelompokan
melalui pengurangan biaya dan aset untuk
memperbaiki penjualan dan laba
yang menurun
ExampleExample
bull Perusahaan Perkebunan Negara merampingkan organisasi melakukan
rasionalisasi pengurangan perjalanan dinas dan fasilitas mewah untuk
menekan kerugian
RetrenchmenRetrenchmentt
Turn AroundTurn Around
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-81
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling a division or
part of an
organization
ExampleExample
bull Harcourt General the large US publisher is
selling its Neiman Marcus division
DivestitureDivestiture
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-83
Grand StrategiesGrand Strategies
DefinedDefinedbull Selling all of a companyrsquos assets in
parts for their
tangible worth
ExampleExample
bull Bank Summa menjual seluruh asetnya untuk menutup kewajibannya
LiquidationLiquidation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
Contoh SoalContoh Soal Toyota mendirikan AUTO 2000 untuk Toyota mendirikan AUTO 2000 untuk
mendukung penjualan dan jaringan service mendukung penjualan dan jaringan service di seluruh Indonesiadi seluruh Indonesia
Indofood mengakuisisi PT Bogasari untuk Indofood mengakuisisi PT Bogasari untuk menjamin kelancaran pasokan gandumnyamenjamin kelancaran pasokan gandumnya
SCTV mendirikan ScFm di SurabayaSCTV mendirikan ScFm di Surabaya Kartu kredit city Bank yang tadinya dijual ke Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke pengusaha sekarang juga merambah ke kalangan mahasiswakalangan mahasiswa
Indofood yang sudah memiliki produk Indofood yang sudah memiliki produk Indomie akhirnya juga mengakuisisi Sarimie Indomie akhirnya juga mengakuisisi Sarimie dan Supermiedan Supermie
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-86
Michael Porterrsquos Generic StrategiesMichael Porterrsquos Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
copy 2001 Prentice HallCh 5-87
Five Generic StrategiesFive Generic StrategiesCompetitive AdvantageCompetitive Advantage
Co
mp
etit
ive
Sco
pe
Co
mp
etit
ive
Sco
pe
CostCost UniquenessUniqueness
Bro
ad
Bro
ad
targ
etta
rget
Nar
row
N
arro
w
targ
etta
rget
Cost Cost LeadershipLeadership
DifferentiationDifferentiation
Focused Cost Focused Cost LeadershipLeadership
Focused Focused DifferentiationDifferentiation
Integrated CostIntegrated CostLeadershipLeadership
DifferentiationDifferentiation
