Strategic
Management
Manajemen Strategi
Sejumlah keputusan dan tindakan yang
mengarah pada penyusunan suatu strategi yang
efektif untuk membantu mencapai sasaran
Organisasi.
Strategi: rencana yg disatukan, menyeluruh dan
terpadu yang mengaitkan keunggulan
perusahaan dengan tantangan lingkungan utk
mencapai tujuan
ARTI Penting Manajemen Strategis ?
Setuju
Menentang
Manajemen strategis (MS)
memungkinkan perusahaan
mengantisipasi kondisi yang selalu
berubah
Kondisi berubah dgn cepat shg para
manajer tdk dpt membuat perencanaan
yg sesuai, apalagi jangka panjang
MS menyediakan sasaran dan arah yg
jelas bagi karyawan
Sasaran kadang bias dan bersifat umum
Diskusi dan Penelitian dlm MS
berkembang pesat shg membantu
manajer membuat keputusan
Manajer kurang memperhatikan hasil
riset…
Bisnis yg melaksanakan manajemen
strategis lebih efektif
Banyak alasan utk sukses, banyak
perusahaan juga bisa efektif tanpa
perencanaan formal.
The global company’s challenge
As the economic spotlight shifts to developing markets, global companies need new
ways to manage their strategies, people, costs, and risks.
the ability to access new
customer markets, new
suppliers, and new
partners (+ Time BC)
skills, knowledge, and
experience within the
global workforce of their
companies represented
an invaluable asset
But as global companies
grow bigger and more
diverse, complexity costs
inevitably rise.
the volatility of:
Local growth, country risk, &
currency risk
https://www.mckinseyquarterly.com/The_global_companys_challenge_2979
Identifying and responding to trends
• applies distinctive tools and research to help organizations understand and exploit
global trends
• tracks hundreds of business, demographic, and economic trends across geographies
and industries
• identifying, prioritizing, and quantifying the impact of trends—both at the macro level
and at the industry level—and useful techniques for helping companies integrate them
into their business strategies
Managing uncertainty
offer a monthly review of
crisis and recovery indicators
Macroeconomic insights
HOLISTIK MODEL OF COMPETITIVENESS
from Macro to Micro level
National competitiveness
The porter diamond
Competition analysis
Porter five forces model
Firm competitiveness
Value chain analysis
http://www3.weforum.org/docs/WEF_GCR_Report_2011-12.pdf
Strategic Management
Process
Perencanaan Strategis
Membentuk
Visi Strategis
Menentukan
Tujuan
Strategis
Merumuskan
Strategi
Perusahaan
Implementasi
& Pelaksanaan
Strategi
Evaluasi &
Monitoring
SUSTAINABILITY COMPETITIVE
ADVANTAGE
Membentuk Visi Strategis
• “Apa visi untuk perusahaan - di bagian
Membentuk
visi strategis
mana seharusnya perusahaan menjadi
market leader?
• Apa yang harus difokuskan di masa depan :
teknologi – produk – pelanggan?
• Perusahaan seperti apa yang kita inginkan
dalam lima tahun kedepan?
The difference between a mission statement and a vision statement is that a
mission statement focuses on a company’s present state while a vision
statement focuses on a company’s future. However, some companies tend
to blend these statements.
Toyota
Our vision
Most respected and admired company.
Our mission
We deliver outstanding automotive products and services to
our customers, and enrich our community, partners and
environment.
Our four core values
• Customer first
• Respect for people
• International focus
• Continuous improvement and innovation.
Misi Perusahaan
• Apple: Apple is committed to bringing the best personal computing
experience to students, educators, creative professionals and consumers
around the world through its innovative hardware, software and Internet
offerings.
• Dell: Dell’s mission is to be the most successful computer company in the
world at delivering the best customer experience in markets we serve.
Mission of Coca-Cola
Coca-Cola’s mission is to maximize shareholder value over time.
It creates value by a strategy guided by six beliefs:
• Consumer demand drives everything it does.
• Brand Coca-Cola is the core of its business
• It will serve consumers a broad selection of nonalcoholic ready-to-drink
beverages
• It will do excellent job marketing
• It will think and act locally
• It will lead as a model corporate citizen.
How to Link
Strategic Vision
to Planning
Developing a Vision
Strategic Plan
Current Status
Measurement
Every successful large-scale change that I have seen has, as a part of it, a change vision.
A change vision is not the same thing as a corporate vision. Both are important, but
anyone who wants to successfully make a large-scale change in their organization needs
to understand how they’re different. (John kotter:2011)
http://www.forbes.com/sites/johnkotter/2011/06/07/how-to-create-a-powerful-vision-for-change/
Kodak Tragedy
The Kodak problem, on the surface, is that it did not move into the digital world
well enough and fast enough
Why?
The organization overflowed with
Complacency
is a feeling of contentment or self-satisfaction. It is dangerous, especially when
coupled with a lack of awareness of potential dangers
Kodak faced the technological discontinuities challenge
Culture problem
Innovation get stuck
http://www.forbes.com/sites/johnkotter/2012
/05/02/barriers-to-change-the-real-reasonbehind-the-kodak-downfall/
How can CEOs learn from Kodak’s
failure?
Historically, Kodak was built on a culture of innovation and change. It’s the type
of culture that’s full of passionate innovators, already naturally in tune to the
urgency surrounding changes in the market and technology.
One key to avoiding complacency is to ensure these innovators have a voice with
enough volume to be heard (and listened to) at the top. It’s these voices that can
continue to keep a sense of urgency in your organization.
If they are given the power to lead, they will continue to innovate, help keep a
culture of urgency and affect change.
In my Country? PT DIRGANTARA INDONESIA?...
or Other Cases?...possible to discuss in our class for next week….
Please send to my email:hanifmauludin@gmail.com
Penentuan Tujuan Strategis
Penentuan
Tujuan
Strategis
•
Mengkonversi laporan manajerial
dari visi strategis bisnis menjadi
target unjuk kerja yang spesifik dan
terukur
Sasaran Strategis dalam 4 Aspek Utama
Meningkatkan Profit
Improve
Cost Efficiency
Financial
Build High Performance
Services
Increase Revenue Growth
Maintain Loyal Customers
Enhance
Brand Image
Customer
Achieve Operational
Excellence
Drive Demand
through Customer Relation
Management
Manage Dramatic
Growth through
Innovation
Internal Process
Learning & Growth
Develop Strategic
Competencies
Build Learning
Culture
Implement Good
Information
Technology
Merumuskan Strategi Perusahaan
Strategi perusahaan berhubungan dengan
Merumuskan Isi
Strategi
bagaimana:
•
bagaimana menumbuhkan bisnis
•
bagaimana memuaskan pelanggan
•
bagaimana bersaing dengan rival
•
bagaimana merespon perubahan kondisi
pasar
•
bagaimana mengelola setiap bagian
fungsional dari bisnis dan mengembangkan
kapabilitas organisasi yang dibutuhkan
Implementasi dan Pelaksanaan Strategi
•
Implementasi
Strategi
Implementasi strategi
menyangkut pelaksanaan
program konkrit untuk
mewujudkan isi strategi
Mengevaluasi dan Memonitor Strategi
Monitoring
dan Evaluasi
Strategi
•
Pelaksanaan strategi dipantau melalui
key performance indicators yang
terukur
Strategy Hierarchy
Corporate
Strategy
Business
Strategies
Functional Strategies (R&D,
Marketing, Manufacturing, HR,
Finance, etc.
Operating Strategies (regions,
plants, departments within
functional areas)
Strategy hierarchy for
a diversified company
Hierarki Strategi
Visi Strategis Perusahaan
Tujuan Strategis
Perusahaan
Strategi Strategis
Perusahaan
Visi Strategis Level Bisnis
Tujuan Strategis Level
Bisnis
Strategi Level Bisnis
Visi Bidang
Fungsional
Tujuan Bidang Fungsional
Strategi Bidang Fungsional
Tujuan Unit Operasional
Strategi Unit Operasional
Visi Unit Operasional
WINNING STRATEGIES THROUGH VALUE CREATION
Competitive Strategy
Competitive
Advantage
VALUE
CREATION
sca
Competitive Strategy
Competitive
Advantage
Distinctive
Competencies
Generic Strategy
Organizational
Capabilities
Competitive Position
Business
Performance
Resource Available:
Tangibles, Intangibles, HR
Market Attractiveness
Resource Based Strategy
Market Based Strategy
Diskusi
Hanif Mauludin, Malang. 1973
Pendidikan
S1. Finance Management. ABM. 1997
S2. Business Policy. UB. 1999
S3. Doctoral Business Administration .UB. 2010
Feasibility Study & Entrepreneurship. Bank Indonesia. 2006
Mengajar
1. Business Statistic
2. Research Methodology
3. Marketing Management
4. Strategic Management
5. Feasibility Study & Entrepreneurship
Pengalaman lain
1. Marketing Division, 2000 - 2010
2. Editor Jurnal Penelitian Akuntansi-Bisnis & Manajemen, 2000 - sekarang
3. Unit Pengembangan Soft Skill Mahasiswa, 2004-sekarang
4. Kepala Bagian Kemahasiswaan STIE Malangkucecwara, 2011 - sekarang
Blog : www.kafebisnis2010.wordpress.com
FB: Hanif Mauludin
Hp : 08585575131