STRATEGIC HUMAN

RESOURCES
Modul ke:
MANAGEMENT

02
Examining the Internal Environment
“ Resources, Capabilities, and Activities”
Exploring the External Environment
“Macro and Industry Dynamics:
Fakultas
Dr. Irfan Noviandy Aulia, S.E., M.M.,CHRP
Ekonomi dan
Bisnis
Program Studi
Magister
Manajemen

www.mercubuana.ac.id
 Leading Strategically Through Effective

The Roles that leaders play

Formal Authority and Status
Interpersonal Roles:
• Figurehead Informational Roles:
• Liasion • Monitor
• Leader • Disseminator
• Spokesperson

Decisional Roles :
• Entepreneur
• Disturbance handler
• Resources allocator
• Negotiator
The Imprint of Strategic Leadership

• Vision is simple statement or understanding of

what the firm will be in teh future
• Mission is declaration of what a firm is and
what it stands for-its fundamental values and
purpose
Strategy
Vision and Mission Strategic Goals and The coordinated
• Fundamental Objectives means by which an
organization pursues
purpose • Specific targets its goals and
objectives. Consists of
• Values • Measurable five elements: arenas,

• View of future outcomes vehicles,

differentiators, staging
, and economic logic
Resources, Capabilities and Activities

Resources
Competitive
advantage/disadvantage

Strategic
Strategy
Leadership

Performance
Capability
 The Value Chain
Financing, legal support, accounting
Firm Infrastructure
Recruiting, training, incentive system, employee
Human Resources feedback

Technology
Experiment with new styles, Web site Return
fabrics, develop new product
Development Customer research
prototypes Procedures

Contract with another companies

Procrument
Monitor and quality control

Pricing
Promotions
Advertising
Product Information and reviews
Securing new account
Return Items
Customer feedback
The External Environment of The Organization

The
Organization

Strategic Group

Industry Macro Environment

Environment 1. Political
2. Economics
3. Sociocultural
4. Technological
5. Environment
6. Legal
 Factors in Globalization
1. Homogeneous customer needs
• Markets 2. Global customer needs
3. Global channels
4. Transferable marketing approaches
1. Large scale and scope economics
2. Learning and experience
3. Sourcing efficiencies
• Costs 4. Favorable logistics
5. Arbitrage opportunities
6. High R&D cost

• Governments 1. Favorable trade policies

2. Common technological standards
3. Common manufacturing and
marketing regulations

1. Interdependent countries
• Competition 2. Global competitors
The five Forces of Industry Structure
Threat of Substitutes
1.Switching costs
2.Buyer inclination to subtitute
3.Price –performance tradeoff of substitutes
4.Variety of substitutes
5.Necessity of product of service
The five Forces of Industry Structure
Threat of New Entrants (and entry barriers)
1. Absolute cost advantages
2. Proprietary learning curve
3. Access to inputs
4. Government policy
5. Economics of scale
6. Capital requirment
7. Brand Identity
8. Switching costs
9. Access to distribution
10.Expected retalliation
11.Proprietary products
The five Forces of Industry Structure

Complementors
1. Number of complements
2. Relative value added
3. Barriers to complement entry
4. Difficulty of engaging complements
5. Buyer perception of complements
6. Complement exclusivity
The five Forces of Industry Structure

Supplier Power
1. Supplier concentration
2. Importance of volume to supplier
3. Differentiation of inputs
4. Impact of inputs on costs or differentiation
5. Swiching costs of firms in the industry
6. Presence of subtitute inputs
7. Threat of toward integration
8. Cost relative to total purchases in industry
The five Forces of Industry Structure

Degree of Rivalry
1. Exit barriers
2. Industry concentration
3. Fixed costs/value added
4. Industry growth
5. Intermittent overcapacity
6. Product differences
7. Switching costs
8. Barnd Identity
9. Diversity of rivals
10. Corporate stakes
The five Forces of Industry Structure

Buyer Power (Channel and End Consumer )

1. Buyer concentration
2. Importance of volume to customer
3. Differentiation of inputs
4. Impact of outputs on cost or differentiation
5. Switching costs of customers
6. Precence of subtitute inputs
7. Threat of backward integration
8. Cost relative to total purchases in industry
 References

• Mason A. Carpenter and Wm. Gerard Sanders.

(2009). Perspective Concepts and Cases
Second Edition, Strategic Management A
dynamic. New Jersy. Pearson International
Edition.
 Terima Kasih
Dr. Irfan Noviandy Aulia, S.E., M.M.,CHRP