Fakultas Ekonomika dan Bisnis
Universitas Gadjah Mada
Yogyakarta
Silabus
Manajemen Strategik
Semester II 2003/2004
Dosen:
Kantor:
Telepon:
e-mail:
Amin Wibowo, SE, MBA
Gedung Magister Sains Lt. 2
580726
pascaeko@indosat.net.id
DESKRIPSI DAN OBYEKTIF:
Tidak seperti matakuliah bisnis lain yang berkonsentrasi secara terbatas pada
fungsi tertentu atau bagian tertentu dari bisnis-akuntasi, keuangan, pemasaran, produksi,
sumberdaya manusia, atau sistim informasi- manajemen strategik merupakan matakuliah
“big picture”. Matakuliah ini meliputi “the whole spectrum of business and
management”. Pusat perhatian manajemen strategik ada pada “total enterprise”lingkungan perusahaan beroperasi, kondisi internal dan prospek kesuksesannya.
Selama perkuliahan berlangsung, mahasiswa belajar “the foremost issue in
running a business enterprise”: Apa dan apa yang dengan bagus dilakukan manajer,
untuk menjadikan perusahaan pada posisi pemenang dalam permainan business? Jawaban
yang muncul dan menjadi thema matakuliah ini adalah “good strategy-making and good
strategy-execution are always the most reliable signs of good management”. Tugas dari
matakuliah ini adalah untuk mengeskplorasi mengapa “good strategic management leads
to good business performance” dan untuk menyiapkan mahasiswa dalam mempelajari
metode “crafting a well-conceived strategy and executing it competently”.
Mahasiswa diminta untuk membuktikan, menanyakan dan mengevaluasi semua
aspek internal dan eksternal perusahaan, mengevaluasi kemampuan perusahaan untuk
berhadapan dengan rivalnya, dan mengasah keterampilan dalam memformulasikan serta
mengeksekusi strategi perusahaan. Lebih dari itu, mahasiswa juga belajar untuk
mengembangkan “power of managerial judgment” pada level manajemen puncak.
Tujuan lain dari matakuliah manajemen strategik adalah membantu mahasiswa
mensinthesis matakuliah-matakuliah sebelumnya, dan sekaligus mengintegrasikan dalam
satu matakuliah yang menarik dan menantang. Diyakini inilah pertama kali mahasiswa
merangkai “business puzzle” dan mengelolanya dalam “strategic harmony” untuk
memenangkan persaingan.
PERSYARATAN KELAS:
Kehadiran di kelas dan partisipasi. Kehadiran pada semua sesi diharapkan, khususnya
pada saat diskusi kasus. Ketidakhadiran adalah masalah serius dan mahasiswa seharusnya
tidak berusaha untuk tidak memenuhi aturan fakultas. Karena partisipasi dalam diskusi
kasus mencakup 25% nilai mahasiswa, maka mahasiswa disyaratkan untuk menjadi
peserta aktif dan menyumbang pendapat yang bermakna atas kasus yang sedang
didiskusikan. Nilai partisipasi dalam diskusi kasus akan mahasiswa peroleh melalui
kontribusi yang konsisten pada diskusi. Tanggung jawab untuk membuat proses belajar
sukses ada pada mahasiswa.
Halaman 1
Fakultas Ekonomika dan Bisnis
Universitas Gadjah Mada
Yogyakarta
Presentasi Lisan dan Penulisan Laporan Kasus. Kelompok-kelompok akan dibentuk
dengan tujuan untuk menganalisis kasus. Setiap kelompok (4-5 orang) akan mempunyai
kesempatan untuk mempresentasikan analisis kasus, dan wajib menyerahkan executive
summary (kurang lebih 4-5 halaman) dan lampirannya (jumlah halaman bebas) untuk
setiap kasus. Laporan ini dikumpulkan pada hari kasus didiskusikan dan harus di tangan
dosen pada awal sesi. Kelompok yang gagal mengumpulkan laporan tepat waktu akan
memperoleh nilai maksimum C.
Ujian. Ujian Mid-term dan Final akan diadakan untuk menguji kemampuan mahasiswa
dalam hal pengetahuan, pemahaman, dan kemampuan untuk mengaplikasikan materi
kuliah dalam masalah manajerial.
PENILAIAN:
Ujian mid-term
Ujian final
Kasus
Partisipasi
25%
25%
25%
25%
BUKU TEKS:
Hill, C.W.L., & Jones, G.R.. 2001. Strategic Management: An Integrated Approach. 5th
edition, Boston, MA: Houghton Mifflin Company (HJ).
KASUS:
Analisis kasus merupakan hal yang pokok dalam manajemen strategik ini. Manajer
diyakini tidak dapat menuntaskan permasalahan organisasi dengan mengandalkan buku
teks semata. Tidak ada buku teks yang mampu memberikan jawaban atas keperluan
mereka dalam menangangi problema bisnis. Sebagai gantinya, pandangan luas dan
pengalaman adalah kunci keberhasilan manajer. Analisis kasus dijadikan sarana untuk
membangun pandangan dan pengalaman praktikal. Kurang lengkapnya data dalam
analisis kasus memang direncanakan, sebagai cerminan bahwa dalam pengambilan
keputusan manajer menghadapi kendala tidak sempurnanya informasi. Kenyataannya,
memang manajer membuat keputusan dengan hanya menyandarkan informasi yang
tersedia (bukan informasi yang tersempurna). Mahasiswa biasanya mengajukan
complaint atas ketidaklengkapan informasi ini.
Selama perkuliahan ini berjalan, mahasiswa dihadapkan pada beberapa kasus yang
didisain untuk mengilustrasikan terori yang dikembangkan oleh para ahli manajemen
strategik. Mahasiswa diharapkan memberikan kontribusi positif dan melakukan persiapan
yang serius dalam studi kasus dan diskusinya.
Halaman 2
Fakultas Ekonomika dan Bisnis
Universitas Gadjah Mada
Yogyakarta
SKEDUL PERKULIAHAN
Minggu
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Topik
Introduction and Overview and The Strategic Management
Process
Stakeholders and the Corporate Mission
External Analysis: The Identification of Industry Opportunities
and Threats
Internal Analysis: Resources, Capabilities, Competencies, and
Competitive Advantage
Case Discussion #1
Building Competitive Advantage Through Functional-Level
Strategy
Business-Level Strategy
Case Discussion #2
Case Discussion #3
Competitive Strategy and the Industry Environment
Strategy in Global Environment
Case Discussion #4
Corporate Strategy: Vertical Integration, Diversification, and
Strategic Alliances
Corporate Development: Building and Restructuring the
Corporation
Case Discussion #5
Case Discussion #6
Designing Organizational Structure and Strategic Control
System
Matching Structure and Control to Strategy
Implementing Strategic Change
Halaman 3
Materials
Sylabi
Ch. 1
Ch.2
Ch.3
Ch. 4
Ch.5
Ch.6
Ch.7
Ch.8
Ch. 9
Ch. 10
Ch. 11 &
12
Ch. 13 &
14
Fakultas Ekonomika dan Bisnis
Universitas Gadjah Mada
Yogyakarta
INTERNET EXERCISE
Mengingat data base perusahaan Indonesia sangat tidak mudah untuk diperoleh maka
mahasiswa dapat memanfaatkan resources fakultas yang berupa Pusat Pelayanan
Komputer sebagai wahana peningkatan kemampuan olah kasus. Mahasiswa dapat
memilih satu dari 10 internet exercise yang telah disiapkan.
EXERCISE 1
What is Marriott’s Business-Level Strategy?
This exercise looks at the activities of the Marriott hotel group. Go to Marriott
http://www.marriott.com and look at the home page of this well-known company.
Investigate the company, its activities and its mission statement but, in particular, click on
Marriott at a Glance http://www.marriott.com/glance.asp, and examine its different
activities.
1. What business-level strategy(ies) is Marriott pursuing?
2. Why is Marriott pursuing these strategies?
3. What functional-level strategies does Marriott need to develop to support its
business-level strategies?
4. What stage of the industry life cycle is the hotel industry in?
5. What competitive strategies does Marriott need to pursue to achieve a competitive
advantage?
EXERCISE 2
Wireless Cable and the Cable Television Industry
This exercise looks at attempts of "line of sight" wireless cable companies like Heartland
and Wireless One, and their suppliers like Pacific monoliths to establish a niche in the
television cable market. First, go the websites of Wireless One and (http://www.wirelessone.com/) and Heartland (http://www.heartland-wireless.com/) two of the largest wireless
cable companies to learn about the wireless cable business. In particular look at
Heartland’s analysis of its business and strategy
(http://www.heartlandwireless.com/investors/strategic.html) and
(http://www.heartlandwireless.com/products/index.html).
1. What are the main competitive forces in the television cable environment?
2. What niche or segment of the television cable market are Heartland and Wireless
One competing in? What is their business-level strategy?
3. How successful do you think these wireless cable companies will be in
establishing a significant presence in the cable television industry?
Halaman 4
Fakultas Ekonomika dan Bisnis
Universitas Gadjah Mada
Yogyakarta
EXERCISE 3
Competition Between Nike and Reebok
This exercise looks at the competitive battle that has been taking place between Nike and
Reebok. Take a look at the website of Nike (http://www.nikebiz.com/) search the
website, examine its products and mission and be sure to click on its history
http://www.nikebiz.com/story/chrono.html) and its CEO Philip Knight’s message to
shareholders (http://www.nikebiz.com/invest/letter_ar.html). Then, take a look at
Reebok’s website (http://www.reebok.com/corp/), and in particular its section for
students which discusses its organization and strategy
(http://www.reebok.com/corp/student.html). Also, do some research on these companies
such as by searching Fortune’s website at (http://www.pathfinder.com/fortune/) or
BusinessWeek’s website at http://bwarchive.businessweek.com) and go to the library to
find copies of relevant articles.
1. What are the similarities and differences between the companies generic businesslevel strategies?
2. What competitive strategies are both companies using to support their businesslevel strategies?
3. Why has Nike been more successful than Reebok? Do you expect this to continue
into the future?
EXERCISE 4
What is Sara Lee’s Strategy?
This exercise requires you to take a close look at Sara Lee’s business and corporate-level
strategies. Explore Sara Lee’s website (http://www.saralee.com/homepage.html). And in
particular closely study Sara Lee’s history at (http://www.saralee.com/history) and its
timeline.
1. How has Sara Lee’s corporate-level strategy evolved over time?
2. How does Sara Lee’s corporate-level strategy support its business-level strategy?
3. Look at Sara Lee’s recent annual reports, search for recent articles on Sara Lee, and
decide how successful Sara Lee’s strategies are today.
EXERCISE 5
Avon’s Global Strategy
This exercise takes a close look at the way Avon has been developing its strategies to
take advantage of the opportunities provided by technological developments like the
internet and a huge global marketplace. Explore Avon’s website http://www.avon.com/,
and in particular click on
Halaman 5
Fakultas Ekonomika dan Bisnis
Universitas Gadjah Mada
Yogyakarta
http://www.avon.com/about/financial/company/background.html, and look at each of the
content areas here.
1. Chart the development of Avon’s functional- and business- level strategies over
time. What are the main elements of its strategies?
2. What are Avon’s current domestic competitive strategies?
3. What are Avon’s current global competitive strategies?
EXERCISE 6
VIACOM: What is its Corporate Level Strategy?
This exercise asks you to study the underlying rationale behind Viacom’s choice of
businesses. Go to Viacom’s web site (http://www.viacom.com), and in particular study
the different businesses that Viacom is in (http://www.viacom.com/online.tin) Study
these different businesses, and then go to (http://www.viacom.com/business.tin)to see
how Viacom organizes these businesses into divisions, click on each of these businesses
and analyze their activities.
Next, explore Viacom’s website, look at facts and figures, management, recent press
releases, and in particular, read CEO Sumner Redstone’s speech about Viacom’s global
activities (http://www.viacom.com/forbes.tin).
1. What are Viacom’s corporate-level strategies?
2. Why is Viacom pursuing these strategies?
3. Search the web for recent news about Viacom to find out how successful Viacom
has been in creating value from these strategies.
4. Would you buy stock in Viacom at this time?
EXERCISE 7
Mergers and Acquisitions at WorldCom
This exercise examines the merger and acquisitions activities of telecommunications
giant WorldCom which just took over MCI. Take a look at WorldCom’s website
(http://www.wcom.com/home.shtml).
Be sure to look at WorldCom’s CEO Bernard Ebbers, letter to shareholders,
(http://www.wcom.com/investor_relations/annual_reports/1996/ar19962-6.shtml)
its timeline, and read some of its recent press releases
(http://www.wcom.com/home.shtml/about_the_company/press_releases/current_release).
1. What is WorldCom’s business-level strategy(ies)?
2. What is WorldCom’s corporate-level strategy(ies)?
3. How does WorldCom’s merger and acquisition activities support its business- and
corporate-level strategies?
Halaman 6
Fakultas Ekonomika dan Bisnis
Universitas Gadjah Mada
Yogyakarta
4. How do you think WorldCom’s strategies will develop over the next decade?
EXERCISE 8
Xerox’s Strategic Alliances
This exercise looks at the linkages that Xerox has formed with other high tech
companies. Go to Xerox, the document company’s website (http://www.xerox.com),
click on About Xerox, click on facts, and read about this companies products, and the
way it is organized. Then, make your way to the page that discusses Xerox’s strategic
alliances (http://www.xerox.com/factbook/1997/alliance.htm). Study, the nature of the
alliances, click on the links to Xerox’s partners to see what products they provide that
have value to Xerox and answer following questions.
1. How does Xerox’s choice of strategic alliances support its functional-level
strategies?
2. How does Xerox’s choice of strategic alliances support its business-level
strategies?
3. How does Xerox’s choice of strategic alliances support its corporate-level
strategies?
4. What kinds of risks does Xerox face in establishing and managing its alliances?
EXERCISE 9
Bertelsmann’s Strategy and Structure
This exercise asks you to take a look at the global media operations of the German
company, Bertelsmann. Explore Bertelsmann’s website
(http://www.bertelsmann.de/english, look at its annual report, and in particular, click on
Bertelsmann "At a Glance" (http://www.bertelsmann.de/english/portrait/blick.html), and
then click on its activities and corporate concept.
(http://www.bertelsmann.de/english/portrait/unternehmenskonzeption.html)
1. What is Bertelsmann’s corporate–level strategy?
2. What kind of organizational structure does Bertelsmann’s use?
3. What advantages and disadvantages does this structure have for managing its
strategy?
EXERCISE 10
Control and Culture at Hewlett-Packard
This exercise takes a look at the culture of one of the most successful high tech
companies in the U.S., Hewlett-Packard. (http://www.hp.com/) Explore HewlettPackard’s website. In particular, click on the sections contained in "About HewlettPackard" (http://www.hp.com/abouthp), and especially on the section about the "HewlettPackard Way" (http://www.hp.com/abouthp/hpway.html)
Halaman 7
Fakultas Ekonomika dan Bisnis
Universitas Gadjah Mada
Yogyakarta
1. What are the main elements of the Hewlett-Packard Way?
2. How does the Hewlett-Packard Way help create an organizational culture that can
help it to achieve its objectives?
In what ways does the Hewlett-Packard Way create a competitive advantage for the
company?
Halaman 8