“the reason why firms succeed or
fail is perhaps the central question
in strategy”.
-Porter, Wheelen & Hunger (1995)-
-Kaplan and Norton
• Strategy is choosing to
perform activities
differently from
competitors so as provide
an unique value
proposition
Tanpa strategi, perusahaan seperti
kapal tanpa kendali, berputarputar dalam lingkaran. Seperti
pengemis tidak memiliki tempat
yang ingin dituju.
Joel Ross and Michael K
Hubungan Sistem Pengendalian
Manajemen dan Strategi Bisnis
Hubungan
Satu Arah
Hubungan
Dua arah
Hubungan Satu Arah
Sistem Pengendalian
Manajemen
Strategi Bisnis
Hubungan Dua Arah
Sistem Pengendalian
Manajemen
Strategi Bisnis
Jenis Strategi: Perspective 1
Jenis Strategi
Tingkat
Organisasi
Pembagian
Tugas
Tingkat Organisasi
Griffin,Ricky W;Ebert, Ronald J. Bisnis, Edisi Kedelapan, Jilid 1, Erlangga, Jakarta, 2006.
•bisnis apa yang akan dilakukan
•bagaimana sumber daya dialokasikan
Srategi
Korporasi
Tingkat Korporasi
Strategi
Bisnis 1
Tingkat Bisnis
Tingkat Fungsional
Strategi R & D
Strategi
Produksi
Strategi
Bisnis 2
Strategi
Pemasaran
•bagaimana cara bersaing
Strategi
Bisnis 3
Strategi SDM
Strategi
Keuangan
Tingkat Organisasi
Schendel dan Charles Hofer, Higgins (1985)
memberi pelayanan yang baik
terhadap tuntutan dan kebutuhan
masyarakat
Enterprise Strategy
Srategi
Korporasi
Tingkat Korporasi
Strategi
Bisnis 1
Tingkat Bisnis
Tingkat Fungsional
Strategi functional
ekonomi
keuangan, pemasaran,
sumber daya, penelitian dan
pengembangan.
Strategi
Bisnis 2
Strategi functional
manajemen
Strategi
Bisnis 3
Strategi isu
stratejik
planning, organizing, implementating, controlling,
staffing, leading, motivating, communicating,
decision making, representing, dan integrating.
mengontrol
lingkungan
Pembagian Tugas
•Strategi Generik Porter
•Strategi Generik Glueck
•Strategi Generik Schermerhon
Strategi Generik
Strategi Utama
Strategi Fungsional
Strategi Generik Porter
Strategi Generik Glueck
Strategi Stabilitas
(stability)
Tidak mendambah produk,
efisiensi
Strategi Penciutan
(retrenchment)
Pengurangan produk
Strategi Ekspansi
(expansion)
Menambah produk
Strategi Kombinasi
(combination)
Strategi Generik Schermerhon
Strategi prospektor
(prospector)
Strategi bertahan
(defender).
Strategi
penganalisis
(Analyzer)
Strategi reaktor
David, 1998; Porter 1980 dan 1985
Strategi Generik
Strategi Utama
Forward Integration Strategy
Integration Strategies
Strategi Integrasi ke belakang (Backward Integration Strategy)
Strategi Integrasi Horisontal (Horizontal Integration Strategy)
Strategi Penetrasi Pasar (Market Penetration Strategy)
Intensive Strategies
Strategi Pengembangan Pasar (Market Development Strategy)
Strategi Pengembangan Produk (Product Development Strategy)
Jenis Strategi
Strategi Diversifikasi Terpusat (Concentric Diversification Strategy)
Diversification
Strategies
Strategi Diversifikasi Horizontal (Horizontal Diversification Strategy)
Strategi Diversifikasi Konglomerasi (Conglomerate Diversification Strategy)
Strategi Penggabungan Usaha (Merger Strategy/Joint Venture)
Strategi Pengurangan/Penghematan (Retrenchment Strategy)
Defensive Strategies
Strategi Pelepasan (Disvesture Strategy)
Strategi Likuidasi (Liquidation Strategy)
Strategi Kombinasi (Combination Strategy)
Strategi Fungsional
Hunger dan Wheelen (2001:262)
Strategi Pemerolehan Sumber Daya dan Kapabilitas
Strategi Pemasaran
Strategi Finansial.
Strategi Penelitian dan Pengembangan ( Research & Development ).
Strategi Operasi/Produksi
Strategi Sumber Daya Manusia dan Fungsional Lainnya
Jenis Strategi: Perspective 2
Clasification of business strategies
• Cost Leadership Strategy
• Differentiation Strategy
• Focus Strategy
– Focus-Low cost
– Focus-Differentiation
• Hybrid (Combination) Strategy
• No Definite Strategy
How to Implement the Stratgey?
Using Balance Scorecard
Perumusan Strategi
Balance Score Card - Kaplan, Robert and David Norton, The Balanced
Scorecard: Translating Strategy into Action
Balance ScoreCard
”...... a set of measures that gives top managers a fast but
comprehensive view of the business..... includes financial measures
that tell the result of action already taken….. completments the
financial measures with operational measures on customer
satisfaction, internal process, and the organization’s innovation and
improvement activites – operational measures that are drivers of
future financial performance.
Kaplan, Robert and David Norton, The Balanced Scorecard:
Translating Strategy into Action
Strategic Theme
Strategic Objective
Strategic Measurement
Growth above the
market demand
Annual and sales
growth
Serve them with a
'human touch
Customer Satisfication
Global Market Player
Zero Defect
Target
Annual growth of 40%
Financial
Customer
Customer Relationship
Management
Wide distribution channel
throughout Indonesia, has already
interested some partners, especially
global pharmaceutical companies
such as Pfizer and Astra Zeneca.
Give customer the highest priority in
terms of providing service and
handling customer complaints
achieve PICs Standards
Setting up of our new manufacturing
plant, in collaboration with an
international reputable consultant
Internal Business
Process
Leading Global
Corporation
Learning & Growth
Strategic Initiative
Market Development
Local market (Papua,
Ambon NTB and NTT)
and Regional market (set
up a branch in Myanmar,
and export our products
to
Russia, Mongolia and
other countries)
Planning to double our Sales Field
Force to 400 people in anticipation
of our targeted growth of 123% in
2008