Matakuliah
Tahun
: J0562 / Management
: 2010
Strategic Management
Pertemuan 05 (Fifth Meeting)
Learning Outcome
Student should be able to prove the importance
of the strategic management implementation
by the organization to anticipate changes -> C3
Learning Outline
• The Importance of Strategic Management
• The Strategic Management Process
• Types of Organizational Strategic
• Strategic Management in Today’s
Environment
1. The Important of Strategic
Management
a. What is Strategic Management
b. Why Is Strategic Management Important
1) It can make a difference in how well an
organizations performs
2) The organizations of all types and sizes
face continually changing situations
3) The nature of the organizations
4) It’s involved in many of the decisions
that managers make
2. The Strategic Management Process
Step 1: Identifying the Organization’s Current
Mission, Goal, and Strategies
Step 2: Doing an External Analysis
Step 3: Doing an Internal Analysis
Step 4: Formulating Strategies
Step 5: Implementing Strategies
Step 6: Evaluating Results
The Strategic Management Process
External
Analysis:
•Opportunities
•Threats
Identify the
organization’s
Formulate Implement
current mission,
SWOT Analysis Strategies Strategies
goals, and
strategies
Internal
Analysis:
•Strengths
Evaluate
•Weaknesses
Results
3. Types of Organizational Strategies
Corporate
Business
Multibusiness
Corporation
Strategic
Strategic
Strategic
Business Unit 1 Business Unit 2 Business Unit 3
Func
Manufac
Human
Marketing
Finance
tional R & D
turing
Resources
a. Corporate Strategy
1)
2)
3)
4)
Growth
Stability
Renewal
Corporate
Portfolio Analysis
RP
The BCG Matrix
High
Market share
Anticipated
Growth
Rate
High
Low
Low
Stars
Question
Marks
Cash
Cows
Dogs
b. Business (or Competitive) Strategy
1)
2)
3)
4)
The role of Competitive Advantage
Quality as a Competitive Advantage
Sustaining Competitive Advantage
Competitive Strategy
Five competitive forces in industry:
a) Threats of new entrants
b) Threats of substitutes
c) Bargaining power of buyers
d) Bargaining power of suppliers
e) Current rivalry
Forces in the Industry Analysis
Threats of
New Entrants
Suppliers
Bargaining
Power of
Suppliers
New
Entrants
Bargaining
Power of
Buyers
Intensity of
Buyers
Rivalry Among
Current
Competitors
Threats of
substitutes
Substitutes
Three generic competitive
strategies:
a) Cost leadership
b) Differentiation
c) Focus
c. Functional Strategy
4. Strategic Management in Today’s
Environment
a. Strategic Flexibility
b. New Directions in Organizational
Strategies
1) e-Business Strategies
2) Customer Service Strategies
3) Innovation Strategies