Pengenalan Strategi. Pertemuan Pertama. What is Strategic Decision?

Transkripsi

1 Pengenalan Strategi Pertemuan Pertama What is Strategic Decision? A Decision for Long term Future Attainments. It is not routine activity, but it does certainly able to assure the future success. It is a change decision. The real change is change the paradigm: the way we see the (future) world. If you see the same future, you do not lead, you just manage the routines. Your decisions should be unprecedented ones. Needs top management commitments. 1

2 Long-Range Planning Vs Strategic Planning (Florence Green, Strategic Planning: Blueprints for Success, California Association of Nonprofit, 1994) Long Range Planning The future is predictable. Current trend would be continued and extended. Planning is a periodical processes. Referring to the most possible future and more focused on mapping to what have happened and knowing why. Questioning: In what business we are Strategic Planning The future is unpredictable. Hoping new trend, change, and surprised. Planning is a continuous processes. Taking into account several possible futures, and give emphasis to strategic development with organizational environment assessments. Questioning: In what business we should be? Do we do what it should be? Perencanaan strategis : Menciptakan masa datang. Top-down -- Bottom-up Membimbing perilaku manajemen Berfokus pada customer eksternal lebih dulu Efektivitas Penekanan pada proses Proaktif Perencanaan lain : Memperpanjang masa kini (biasanya lebih pendek dp perencanaan strategis) Bottom-up / staff-generated Tidak membimbing perilaku manajemen Berfokus pada customer internal dulu Efisiensi Penekanan pada rencana Reaktif 2

3 Kategori Perusahaan Empat Kategori Perusahaan Dalam Melihat Masa Depan a. Perusahaan yang sukses dimasa lalu dan mengagung-agungkan masa lalu. b. Perusahaan yang hidup di masa kini dan cukup sukses. c. Perusahaan yang mempersiapkan diri untuk masa depan dan mempromosikan diri mereka menghadapi waktu berbeda. d. Perusahaan yang menciptakan masa depan dengan merubah segala kemungkinan, peluang hasil yang bisa diproses, bahkan kondisi lingkungan (alam). (Harper C. Stephen) Forward-Focused Organization. Strategy: What We Do for The Future Now Values Missioning VISION Reflection Now Forecasting Strategy = What we do for the future now Past Now Future 3

4 Strategic Management Development: A History Strategic Management A Brief History Early Period: Study of General Management First Revolution: The Porter Framework 4

5 Alternative Models of Superior Returns 1 Industrial Organization Model The External Environment An Attractive Industry Strategy Formulation Assets and Skills Strategy Implementation Superior Returns Competing is Boxing 5

6 Strategic Management A Brief History Early Period: Study of General Management First Revolution: The Porter Framework Limits of Porter framework Market power versus efficiency. Industry versus firm effects. The cost of entering attractive industries. Central conclusion: It is not possible to evaluate the attractiveness of an industry independent of the resources a firm brings to that industry. Strategic Management (cont) Early Period: Study of General Management First Revolution: The Porter Framework Second Revolution: Resource-based Theory (RBT) Wernerfelt (1984) Rumelt (1984) Barney (1986a; 1986b; 1988; 1991) 6

7 Alternative Models of Superior Returns 2 Resource-Based Model Resources Capability Competitive Advantage An Attractive Industry Strategy Implementation Superior Returns Competing is Racing 7

8 Opportunity rarely knocks on your door. Knock rather on opportunity's door if you ardently wish to enter. B. C. Forbes, , Scottish-born Financial Journalist and Author Ardently (full-heartedly, passionately) Comparing RBT and Porter Porter Framework 1. Unit of analysis: Industry 2. Unit of accrual: The firm 3. Within industry/group, firms homogeneous 4. Industry structure: Oligopoly or monopoly 5. Primary strategic implications: Barriers to entry and collusion RBT 1. Unit of analysis: Resource 2. Unit of accrual: The firm 3. Within industry/group, firms may be heterogeneous 4. Industry structure: Globally competitive 5. Primary strategic implications: Efficiently meet customer needs 8

9 Alternative Models of Superior Returns Strategic Fit Strategic Stretch Industrial Organization Resource-Based Model Model The External Environment An Attractive Industry Strategy Formulation Assets and Skills Strategy Implementation Superior Returns Resources Capability Competitive Advantage An Attractive Industry Strategy Implementation Superior Returns 1 2 ASPEK Bagaimana Perusahaan membangun COMPETITIVE ADVANTAGE Bagaimana MEMPERTAHANKAN BAGIAN PASAR (MARKET SHARE) FIT Fit to Stretch 2 Mengoreksi Positioning Produk menghadapi perubahanperubahan yang terjadi di pasar Mencari celah pasar / pasar baru dan mempertahankannya. STRETCH Perbedaan Competency dibangun agar menciptakan sesuatu yang berbeda sehingga bisa tercipta kebutuhan baru di pasar Merubah cara / arti berbisnis (rule of the game) di pasar. 3 Bagaimana usahausaha yang dilakukan dalam MENGURANGI RESIKO? Menambah porfolio produk / bisnis Membangun portfolio Competencies 4 DUKUNGAN INVESTMENT yang diusahakan / yang sering disetujui Investasi untuk bersaing di pasar yang berubah dan menambah divisi / subdivisi Investasi untuk meningkatkan dan menambah Competencies. 9