F0542 – Manajemen Umum
Matakuliah
Tahun
Versi
: F0542/Manajemen Umum
: 2005
:5
Pertemuan 7
MANAJEMEN STRATEGI
Edisi : 1
Revisi : 5
BINA NUSANTARA
Sept - 2005
F0542 – Manajemen Umum
Learning Outcomes
Pada akhir pertemuan ini, diharapkan mahasiswa
akan mampu :
Mahasiswa dapat Menjelaskan tentang: Manajemen
strategik (Strategic Management), proses manajemen
strategik, tipe-tipe perencanaan dalam organisasi dan
teknik perencanaan
BINA NUSANTARA
F0542 – Manajemen Umum
Outline Materi
Manajemen strategi
Pentingnya manajemen strategi
Apakah manajemen strategi itu?
Tujuan-tujuan dari manajemen strategi
Proses manajemen strategi
Tipe-tipe strategi organisasi
Strategi level fungsional
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 02 - 28
Pentingnya Strategic Management


Apakah Strategic Management?
– A set of managerial decisions and actions that
determines the long-run performance of an
organization
Tujuan Strategic Management
– involved in many decisions that managers make
– companies with formal strategic management
systems have higher financial returns than
companies with no such system
– important in profit and not-for-profit organizations
BINA NUSANTARA
F0542 – Manajemen Umum
Proses Strategic Management
BINA NUSANTARA
07 / 03 - 28
F0542 – Manajemen Umum
07 / 04 - 28
Proses Strategic Management
1. Identifikasi Misi Organisasi, Objektif dan
Strategi
 mission - statement of the purpose of an
organization
 important in profit and not-for-profit
organizations
 important to identify the goals currently in
place and the strategies currently being
pursued
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 05 - 28
Components of a Mission Statement
BINA NUSANTARA
F0542 – Manajemen Umum
Proses Strategic Management
07 / 06 - 28
2. Analisis Lingkungan
 successful strategies are aligned with the
environment
 examine both the specific and general
environments to determine what trends and
changes are occurring
3. Identifikasi Peluang dan Ancaman
 opportunities - positive trends in the external
environmental
 threats - negative trends in the external
environment
BINA NUSANTARA
F0542 – Manajemen Umum
Proses Strategic Management
07 / 07 - 28
4.Analisa Sumber Daya (resources) dan
Kapabilitas Organisasi
 examine the inside of the organization
 available resources and capabilities always
constrain the organization in some way
 core competence - a unique and exceptional
capability or resource
 the organization’s major value-creating,
competitive weapon
BINA NUSANTARA
F0542 – Manajemen Umum
Proses Strategic Management
07 / 08 - 28
5. Identifikasi Kekuatan dan Kelemahan




strengths - activities the organization does well or any
unique resource
weaknesses - activities the organization does not do well
or resources it needs but does not possess
organization’s culture has its strengths and weaknesses
 strong culture - new employees easily identify the
organization’s core competencies

may serve as a barrier to accepting change
 influence managers’ preferences for certain strategies
SWOT analysis - analysis of the organization’s strengths,
weaknesses, opportunities, and threats
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 09 - 28
Identifying the Organization’s Opportunities
Organization’s
Organization’s
Resources/Abilities Opportunities
BINA NUSANTARA
Opportunities in
the Environment
F0542 – Manajemen Umum
07 / 10 - 28
Proses Strategic Management
6. Formulasi Strategi
 require strategies at the corporate, business, and
functional levels of the organization
 strategy formulation follows the decision-making
process
7. Implementasi Strategi
 a strategy is only as good as its implementation
8. Evaluasi Hasil
 control process to determine the effectiveness of
a strategy
BINA NUSANTARA
F0542 – Manajemen Umum
Levels of Organizational Strategy
BINA NUSANTARA
07 / 11 - 28
F0542 – Manajemen Umum
07 / 12 - 28
Tipe-tipe Strategi Organisasi

Corporate-Level Strategy
– determines
 what businesses a company should be in or wants
to be in
 the direction that the organization is going
 the role that each business unit will play
– Grand Strategy - Stability
 no significant change is proposed
 organization’s performance is satisfactory
 environment appears to be stable and unchanging
 few organizations today pursue this strategy
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 13 - 28
Tipe-tipe Strategi Organisasi

Corporate-Level Strategy (cont.)
– Grand Strategy - Growth
 seeks to increase the level of the organization’s
operations
 concentration - growth through direct expansion of
organization’s own business operations
 vertical integration
 backward - become your own supplier
 forward - become your own distributor
 horizontal integration - grow by combining with other
organizations in the same industry
 needs approval by U.S. Federal Trade
Commission
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 14 - 28
Tipe-tipe Strategi Organisasi

Corporate-Level Strategy (cont.)
– Grand Strategy - Growth (cont.)
 related diversification - grow by merging
with or acquiring firms in different, but
related, industries
 “strategic fit”
 unrelated diversification - grow by merging
with or acquiring firms in different and
unrelated industries
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 15 - 28
Tipe-tipe Strategi Organisasi

Corporate-Level Strategy (cont.)
– Grand Strategy - Growth (cont.)
 retrenchment - designed to address
organizational weaknesses that are leading
to performance declines
 intended to:
 stabilize operations
 revitalize organizational resources
and capabilities
 prepare to compete once again
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 16 - 28
Critical
Weaknesses
Firm Status
Valuable
Strengths
SWOT Analysis And Grand Strategies
Corporate
Growth
Strategies
Corporate
Stability
Strategies
Corporate
Stability
Strategies
Corporate
Retrenchment
Strategies
Environmental Status
Abundant
Environmental
Opportunities
Critical
Environmental
Threats
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 17 - 28
Tipe-tipe Strategi Organisasi
 Corporate-Level
–
Strategy (cont.)
Corporate Portfolio Analysis - used when
corporate strategy involves a number of business
 Boston Consulting Group (BCG) matrix provides a framework for understanding
diverse businesses
 helps managers establish priorities for
making resource allocation decisions
 businesses classified in terms of
 market share
 anticipated market growth
BINA NUSANTARA
F0542 – Manajemen Umum
The BCG Matrix
Market Share
Low
High
High
Stars
Question
Marks
Cash
Cows
Dogs
Low
Anticipated
Growth
Rate
BINA NUSANTARA
07 / 18 - 28
F0542 – Manajemen Umum
Tipe-tipe Strategi Organisasi

Corporate-Level Strategy (cont.)
– BCG matrix (cont.)
 strategic implications of the matrix
 cash cows - “milk”
 use cash to invest in stars and question
marks
 stars - require heavy investment
 eventually will become cash cows
 question marks - two strategies
 invest to transform them into stars
 divest
 dogs - sold off or liquidated
BINA NUSANTARA
07 / 19 - 28
F0542 – Manajemen Umum
07 / 20 - 28
Tipe-tipe Strategi Organisasi

Business-Level Strategy
– determines how an organization should compete in each of
its businesses
– strategic business units - independent businesses that
formulate their own strategies
– Role of Competitive Advantage
 competitive advantage - sets an organization apart by
providing a distinct edge
 comes from the organization’s core competencies
 not every organization can transform core
competencies into a competitive advantage
 once created, must be able to sustain it
BINA NUSANTARA
F0542 – Manajemen Umum
Tipe-tipe Strategi Organisasi

07 / 21 - 28
Business-Level Strategy (cont.)
– Competitive Strategies
 Michael Porter - industry analysis based on five
competitive forces
 Threat of new entrants - affected by
barriers to entry
 Threat of substitutes - affected by buyer
loyalty and switching costs
 Bargaining power of buyers - affected by
number of customers, availability of
substitute products
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 22 - 28
Tipe-tipe Strategi Organisasi

Business-Level Strategy (cont.)
– Competitive Strategies (cont.)
 Porter’s competitive forces analysis (cont.)
 Bargaining power of suppliers affected by degree of supplier
concentration
 Existing rivalry - affected by industry
growth rate, demand for firm’s product
or service, and product differences
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 23 - 28
Forces In The Industry Analysis
New
Entrants
Bargaining
Power or
Suppliers
Threat of
New Entrants
Industry
Competitors
Suppliers
Current Rivalry
Threat of
Substitutes
Buyers
Bargaining
Power or
Buyers
Substitutes
BINA NUSANTARA
F0542 – Manajemen Umum
Tipe-tipe Strategi Organisasi
 Business-Level
–
07 / 24 - 28
Strategy (cont.)
Competitive strategies (cont.)
 Porter’s three generic strategies
 cost leadership - goal is to become the
lowest-cost producer in the industry
 tries to identify efficiencies in all
operations
 overhead kept to a minimum
 product or service must be perceived
to be of comparable quality to that
offered by competitors
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 25 - 28
Tipe-tipe Strategi Organisasi

Business-Level Strategy (cont.)
– Competitive strategies (cont.)
 Porter’s three generic strategies (cont.)
 differentiation - offer unique products that
are widely valued by customers
 sets the firm apart from competitors
 differentiation based on quality, service,
product design, brand image
 customers must be willing to pay a price
premium that exceeds the cost of
differentiation
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 26 - 28
Tipe-tipe Strategi Organisasi

Business-Level Strategy (cont.)
– Competitive strategies (cont.)
 Porter’s three generic strategies (cont.)
 focus - aims at a cost advantage or
differentiation advantage in a narrow
segment
 no attempt to serve the broad market
 feasibility of strategy depends on the
size of the segment and the ability of
the firm to support the cost of
focusing
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 27 - 28
Requirements for Successfully Pursuing
Porter’s Competitive Strategies
BINA NUSANTARA
F0542 – Manajemen Umum
07 / 28 - 28
Tipe-tipe Strategi Organisasi

Functional-Level Strategy (cont.)
– used to support the business-level strategy
– creates an appropriate supporting role for
each functional area of the organization
 e.g., manufacturing, marketing, human
resources
BINA NUSANTARA