VISI, MISI

&
INSTRUMEN STRATEGI

Ronnie Rivany
Departemen Administrasi & Kebijakan Kesehatan
Fakultas Kesehatan Masyarakat
Universitas Indonesia
STRATEGIC PLANNING APPROACH
PHASE I
PHASE II
PHASE III
 INTERNAL VARIABEL

• Hill & Jones, 1986 • Duncan, 1995

– Manufacturing – Organizational Culture
– Marketing – General Management
– Materials Subsystem
Management – Clinical Subsystem
– Research & – Administrative Support
Development Subsystem
– Human Resources – Finance Subsystem
– Information Systems – Marketing Subsystem
– Financial – Physical Facilities
Resources Subsystem
– Information Subsystem
 EXTERNAL VARIABEL
• Hill & Jones, 1986
– Macro • Duncan, 1995
• Technology – General
• Social – Health Care
• Demographic • Technological
• Political & Legal • Social
• Global • Regulatory
– Micro • Political
• Competitor • Economics
• Supplier • Competitive
• Buyer
• Substitute
 Variabel Lingkungan Eksternal Menurut Beberapa Pustaka

Hill & Jones Cravens Rao & Rao Duncan Pearce & Robinson Husein Umar
(1987) (1991) (1995) (1996) (1997) (2001)

Macro Environment: External environment : External environment : General Environment: Lingkungan Jauh: Lingkungan Jauh :
1. Demography 1. Political Trends 1. Government regulation Health Care Envi. : 1. Ekonomi 1. Politik
2. Global 2. Technology 2. Technology 1. Regulatory 2. Social 2. Ekonomi
3. Political 3. Customer 3. Demand Trends 2. Primary Providers 3. Politik 3. Sosial
4. Social 4. Competitor 4. Competitor/ 3. Secondary Providers 4. Teknologi 4. Teknologi
5. Economic 5. Supplier Competitive environment 4. Providers 5. Ekologi
6. Market 5. Industry Structure Representatif Lingk. Industri: Lingk. Industry :
Micro/Industry Segmentation 6. Market segmentation 5. Technological 1. Masuknya 1. Pendatang Baru
Environment : 7. Economic 6. Individual/Patients Pendatang Baru 2. Kekuatan
1. Competitors 7. Social 2. Pemasok yang Pesaing
2. Suppliers 8. Political kuat 3. Produk
3. Substitutes 9. Economic 3. Pembeli kuat Pengganti
4. Costumers 10. Competitive 4. Produk Substitusi 4. Kekuatan
5. Persaingan sesama Pembeli
industri 5. Kekuatan
Lingk.Operasional : Pemasok
1. Posisi bersaing 6. Stakeholders
2. Profil pelanggan
3. Penyandang
dana
4. Pelanggan
5. Epidemilogi
 Variabel Lingkungan Internal Menurut Beberapa Pustaka
Hill & Jones Cravens Rao & Rao Duncan Pearce & Robinson Husein Umar
(1987) (1991) (1995) (1996) (1997) (2001)

1. Manufacturing 1. Marketing 1. Product factors 1. Organizational 1. Pemasaran 1. Pemasaran

2. Marketing 2. Product 2. Production culture 2. Keuangan 2. Keuangan
3. Management 3. Quality 3. Marketing & 2. General Management 3. Produksi, 3. Kegiatan
4. R & D 4. Technology distribution Sub System operasi, teknik Produksi-operasi
5. Human resources 5. Personnel 4. Capital structure a. Clinical sub system 4. SDM 4. SDM
6. Information 6. Fasilities 5. R & D and b. Finance 5. Manajemen 5. Sistem
System 7. Finance Engineering c. Physical Facilities Mutu Informasi
7. Company 8. R&D 6. Corporate d. Information 6. Sistem Informasi manajemen.
Infrastucture Resources & personnel e. Marketing 7. Organisasi dan
8. Finance f. Adm. support manajemen umum
Resource
 INSTRUMEN

• SWOT Analysis …….TOWS Matrix

• Critical Success Factors ……Internal
External (IE) Matrix
• The Product Life Cycle
• Boston Consulting Group (BCG) Portfolio
Analysis
• Strategic Position and Action Evaluation
(SPACE) Matrix
• Balance Score Card (BSC)
ANALISA SWOT
JAKARTA EYE CENTER

INTERNAL 2001 2002 2003 S W

1 VISI DAN MISI
Bertaraf Internasional x
Peningkatan Penelitian x
Menuju RS Pendidikan x
2 ORGANISASI DAN MANAJEMEN
Ada struktur organisasi dan berfungsi x
Job Desc. x
Ada rencana kerja dan Anggaran tahunan x
Reward & Punishment x
Sarana dan prasarana x
Lahan parkir x
3 KEUANGAN
Forecast x
Neraca Rugi Laba x
SHU Surplus x
Cash Flow x
4 SDM
Ada dokter suspesialis x
Perawat mahir mata x
Dokter spesialis Internis x
Dokter lulusan Luar Negeri x
5 SIM
Komputer terintegrasi (LAN) x
Internet bagi pasien yang menunggu x
6 LITBANG
ADA DIVISI R & D x
S = 19 W=1
ANALISA SWOT
JAKARTA EYE CENTER

EKSTERNAL 2001 2002 2003 O T

1 KEBIJAKAN
Kebijakan Pemerintah Penanggulangan
Buta Katarak x
2 DEMOGRAFI
Penyakit Degenaratif Katarak meningkat
pada usia lebih dari 40 tahun x
Meningkatnya insiden Katarak
berhubungan dengan penyakit
Degeneratif lain x
3 GEOGRAFI
Lokasi strategis x
Lalu lintas macet sekitar RS x
Akses mudah dicapai x
4 SOSIAL - EKONOMI

Pelanggan ekonomi menengah ke atas x

5 PENDIDIKAN
Tingkat pendidikan pelanggan dan
keluarga tinggi x
6 SUPPLIER
Kerja sama dengan supplier baik x
7 PESAING

Makin banyak klinik spesialis mata baru x

8 TEKNOLOGI
Makin pesatnya berkembang teknologi
opthalmologi x
O=9 T= 2
 MATRIKS TOWS

List Internal List Internal

Strengths Weaknesses
1.produksi/operasi 1.organisasi & SDM
2.pemasaran 2.keuangan
3.sistem informasi

List External 4 2
Opportunities Future Quadrant Internal Fix-it Quadrant
a Related Divers. a Retrenchement
1.politik
b Vertical Integ. b Enhancement
2.sosial c Market Develop. c Market Develop.
3.teknologi d Product Develop. d Product Develo.p
4.pelanggan e Market Penetration e Vertical Integration
5.pemasok f Related Divers.

List External Threats 3 1

1.ekonomi External Fix-it Quadrant Survival Quadrant
a Related Divers. a Unrelated Divers.
2.pesaing
b Unrelated Divers. b Divestire
3.substitusi c Market Develop. c Liquidation
d Product Develop. d Harvesting
e Enhancement e Retrechment
f Status Quo
 I N T E R N A L F A C T O R E V A L U A T I O N (IFE)

NO FAKTOR KRITIS BOBOT RATE NILAI BOBOT

KEKUATAN (STRENGHTS)
1 Fasilitas Fisik : memadai untuk RS. Swasta 0,05 2 0,1
2 Visi & Misi JEC : jelas 0,05 3 0,15
3 Organisasi dan Manajemen : efisien dan efektif 0,1 3 0,3
4 SDM : Profesionalisme dan Kompetensi 0,15 4 0,6
5 Keuangan : Profit Oriented 0,15 3 0,45
6 Sistem Informasi : Internet bagi pasien yang menunggu & PH 0,1 4 0,4
7 Pemasaran : Continous Soft Marketing 0,1 3 0,3
8 Produk layanan khusus lengkap bervariasi 0,2 4 0,8
KELEMAHAN (WEAKNESSES)
1 Lahan parkir : terbatas 0,1 2 0,2
1 3,3
 EXTERNAL FACTOR E V A L U A T I O N (EFE)

NO FAKTOR KRITIS BOBOT RATE NILAI BOBOT

PELUANG / PENDUKUNG
1 Geografi: akses 0,1 3 0,3
2 Demografi: usia 0,15 3 0,45
3 Tingkat pendidikan: yang semakin meningkat 0,1 3 0,3
4 Ekonomi : pendapatan semakin meningkat 0,15 3 0,45
5 Kebijakan pemerintah 0,05 2 0,1
6 Pelanggan 0,1 3 0,3
7 Perkembangan teknologi ophthalmologi meningkat pesat 0,15 3 0,45
4 0
ANCAMAN / HAMBATAN
1 Pesaing: meningkatkan jumlah layanan mata 0,1 3 0,3
2 Era globalisasi 0,1 3 0,3
1 2,95
 I - E MATRIX
T O T A L I F E

PERTUMBUHAN PERTUMBUHAN
INTEGRASI INTEGRASI PENCIUTAN
T O

VERTIKAL HORIZONTAL TURN AROUND

3.1
3
T
A

PERTUMBUHAN
INTEGRASI
L

STABILITAS
HORIZONTAL PENCIUTAN
NON PROFIT DIVESTMENT
STRATEGI

2
E
F

PERTUMBUHAN PERTUMBUHAN
E

DIVERSIFIKASI DIVERSIFIKASI LIKUIDASI

KONSENTRIS KONSENTRIS

1
 SPACE MATRIX
• SPACE Analisis merupakan salah satu
alternatif untuk membuat perencanaan
strategi berdasarkan 4 dimensi, yaitu
• Industry Strenght
• Environmental Stability
• Competitive Advantage
• Financial Strength
 STRATEGIC POSITION AND ACTION EVALUATION FACTORS
Factors Determining Environmental Stability
1 Technological changes 0
2 Rate of inflation 3
3 Demand variability 1
4 Price range of competing (product/services) 6
5 Barriers to entry into market 1
6 competitive pressure 5
7 price elasticity of demand 5
Average 3
Average - 6 = -3

Critical Factors : many technological changes

 STRATEGIC POSITION AND ACTION EVALUATION FACTORS
Factors Determining Industry Strength
1 Growth potential 6
2 Profit potential 5
3 Financial stability 3
4 Technological know-how 5
5 Resource utilization 5
6 Capital intensity 2
7 Ease of entry into market 1
8 Productivity, capacity utilization 5
9 Other : Flexibility, adaptibility 5
Average 4,1
Critical factors : Good growth and profit potential
STRATEGIC POSITION AND ACTION EVALUATION FACTORS
Factors Determining Competitive Advantage
1 Market share 6
2 Product quality 6
3 Product life cycle 2
4 Produc replacement cycle 5
5 Customer / patient loyality 5
6 Competition's capacity utilization 6
7 Technological know-how 6
8 Vertical integration 5
Average 5,1
Average - 6 = -0,9

Product service quality very good, few of competitive

 STRATEGIC POSITION AND ACTION EVALUATION FACTORS
Factors Determining Financial Strength
1 Return on investment 5
2 Leverage 1
3 Liquidity 4
4 Capital required/capital available 3
5 Cash flow 5
6 Ease of exit from market 1
7 Risk involved in business 1
8 Other : Inventory turnover 5
Average 3,1
Critical factor : very liquid
Space profil for special hospital

Financial Strenght

AGRESIVE
CONSERVATIVE 3,1

Industry Strenght
Compettitve Advantage
-0,9 4,1

DEFENSIVE -3,0 COMPETITIVE

Enviromental Stability
 SPACE MATRIKS IE MATRIKS

AGGRESSIVE PERTUMBUHAN
INTEGRASI VERTIKAL
Related Diversification
Penetration

Market Development Market Development

Product Development Product Development

Vertical Integration
 KERANGKA KONSEP DAN DEFINISI
OPERASIONAL

Perspektif
•Keuangan
•Pelanggan Kinerja Manajemen
Unit Rawat Jalan
•Proses Bisnis
Internal
•Pembelajaran dan
Pertumbuhan

Analisis situasi
 “ INTERNAL ANALYSIS “
PERENCANAAN STRATEGIS

Ronnie Rivany
Departemen Administrasi & Kebijakan Kesehatan
FKMUI