ANALISIS STRATEGIS: MENENTUKAN
POTENSI MASA MENDATANG
MODUL 6
PERT. 19 S/D 21
MODUL 6
• TIK – 6
Mahasiswa mampu memisahkan berbagai potensi
masa mendatang [C4]
ANALISIS STRATEGIS: MENENTUKAN
POTENSI MASA MENDATANG
• Konsep yang lebih menekankan dimensi kreativitas
terhadap peluang eksternal IS/IT, lingkungan
persaingan dan sistem nilai dari industri
• Membantu pembentukkan keterkaitan yang erat
antara isu yang ada pada strategi bisnis dengan
rasionalisasi alami investasi IS/IT di masa mendatang
ANALISIS STRATEGIS: MENENTUKAN
POTENSI MASA MENDATANG
IT-enabled
business
re-engineering
?
Product and
sevice
Competitiv e
innov ation
pressures
?
?
Market and
supply chain
opportunities
?
Industry
changes
?
Etc.
ST RAT EGIC
HIGH POT ENT IAL
Inv estments in IS/IT
applications which
are critical to
sustaining f uture
business strategy
Inv estments in IS/IT
applications on which
the organization
currently depends f or
success
KEY OPERAT IONAL
Inv estments in IS/IT
applications which
may be important in
achiev ing f uture
success
Inv estments in IS/IT
applications which
are v aluable but not
critical to success
SUPPORT
Figure.5.1.Developing the application portfolio from a strategic perspective
Pert. 19. Menyelaraskan strategi investasi
bidang IS/IT dengan bisnis
• Lebih menekankan strategi eksternal yang menggerakkan strategi internal ketimbang sebaliknya.
Development of business strategies can be carried out
in a variety of ways, but, this is probably most
effective if the organization is considered as a group
of (strategic) business unit.
The consideration based on: situation analysis and
competitive assessment, evaluation of strategic
options, and dynamic allocation of resources.
Pert. 19. Menyelaraskan strategi investasi
bidang IS/IT dengan bisnis
Customer intimacy
PROSPERITY
SUCCESS
SURVIVAL
Operational
excellence
Product
leadership
Figure.5.2.Advantage and disadvantage-dimensions of competensy (source:after
M. Treacy and F.Wiersma
, The Discipline of market Leaders: Choose Y our Customers,
Narrow Y our Focus, Dominate Y our Market ,HarperCollins, London, 1995.)
Pert. 19. Menyelaraskan strategi investasi
bidang IS/IT dengan bisnis
This would include an assessment of the role of IS/IT
in terms of its use in the industry, by competitors,
suppliers and customers, as well as the effectiveness
of its use within the business unit.
Pert. 19. Menyelaraskan strategi investasi
bidang IS/IT dengan bisnis
Particular relevance to the electronic commerce
dimensions of the strategy, have been overlaid on the
basic model in fig. 5.3. They attempt to show how
generic e-comm options –improving the value
proposition, mass customization, performance
improvement and cost reduction-require combination
to be addressed.
Pert. 19. Menyelaraskan strategi investasi
bidang IS/IT dengan bisnis
• The experts have proved very useful in clarifying the
business rationale for IS/IT investment plans.
@ strategic applications should relate readily to the
dimension in which the organization seeks to excel in
the next one to three years, with the objectives of
gaining advantage in the market place.
@ key operational application improvements are
essential in any dimension if the systems are causing
performance levels to fall below those essential to
success.
Pert. 19. Menyelaraskan strategi investasi
bidang IS/IT dengan bisnis
@ high potential projects would normally be prototypes
related to spesific strategic developments or
evaluations of ideas relaevant to the other
dimensions.
Pert. 19. Menyelaraskan strategi investasi
bidang IS/IT dengan bisnis
How can e-commerce change/
enable new relationships with
our target segments?
Customer intimacy
How can e-commerce improv e
customers’ knowledge of us and
v ice v ersa and how does it
change their expectation?
PROSPERITY
‘PROCESS
CUSTOMIZATION’
SUCCESS
‘VALUE
PROPOSTION’
SURVIVAL
What new processes are
needed to accommodate ecommerce successf ully ?
How can we increase the
actual and perceiv ed v alue
of our products/serv ices v ia
e-commerce
Operational
excellence
How can e-commerce change
the costs/speed/quality ot our
processes?
Product
leadership
‘PERFORMANCE
EFFECTIVENESS’
How can we bring e-commerce
products and sev ices to market
succesf ully ?
Figure.5.3.Ecommerce and the dimensions of competence
Pert. 19. Analisis rantai nilai
• Pengertian menurut Porter:
Every firm is a collection of activities that are performed
to design, produce, market, deliver and support its
products or services. All these activities can be
represented using a value chain. Value chains can only
be understood in the context of the business unit.
Pert. 19. Analisis rantai nilai
• Hubungannya dengan sistem yang besar
The value chain of the business unit is only one part of
a larger set of value adding activities in an industry.
The value chain of any firm therefore needs to be
understood as part of the larger system of related value
chains-those of its suppliers, customers, and
competitors before it can be optimized.
Pert. 19. Analisis rantai nilai
• Contoh:
the considerable investment made by food retailers in
Point Of Sales (POS) systems has changed the way
information is passed to food manufacturers company
and has dramatically changed the delivery service
required from those manufacturers.