STRATEGIC

MANAGEMENT &
STRATEGIC
COMPETITIVENESS

Authored by:
Marta Szabo White. Ph.D
Georgia State University
 THE STRATEGIC MANAGEMENT
PROCESS

■ FIRST: Lingkungan eksternal dan internal organisasi

dianalisis untuk menentukan sumber daya, kapabilitas, dan
kompetensi inti sumber input strategis
■ NEXT: visi dan misi dikembangkan, strategi
dirumuskan

■ THEN: strategi diimplementasikan dengan tujuan

mencapai daya saing strategis dan di atas rata-rata
pengembalian
■ DYNAMIC PROCESS: kondisi pasar dan
industri yang terus berubah harus sesuai dengan masukan
strategis yang terus berkembang

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© 2012 South-Western, Cengage Learning, Inc. All rights reserved.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved.
 THE COMPETITIVE LANDSCAPE
■ GLOBALIZATION - munculnya ekonomi global
■ TECHNOLOGY - perubahan teknologi yang cepat

■ INDUSTRY BOUNDARIES BLURRING

■ EXAMPLES - jaringan komputer dan telekomunikasi
telah mengaburkan batas-batas industri hiburan
■ MSNBC is co-owned by NBC Universal and Microsoft
■ General Electric owns 49 percent of NBC Universal and
Comcast owns the remaining 51 percent
■ STRATEGIC MANAGEMENT PROCESS – penggunaan
yang efektif dari proses manajemen strategis mengurangi
kemungkinan kegagalan bagi perusahaan karena mereka
menghadapi kondisi lanskap kompetitif saat ini

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 THE COMPETITIVE LANDSCAPE
■ HYPERCOMPETITION – ditandai dengan
■ Ketidakstabilan dan perubahan pasar
■ Persaingan yang meningkat dengan cepat
■ Penantang atau pesaing yang agresif
■ Manuver strategis untuk membangun
keunggulan penggerak utama
■ Technology industries
■ TWO DRIVERS
- GLOBALIZATION
- TECHNOLOGY
■ Strategic flexibility - important tool

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 THE COMPETITIVE LANDSCAPE
THE GLOBAL ECONOMY

■Barang, jasa, orang, keterampilan, dan ide bergerak

bebas melintasi batas geografis

■ Peluang baru dan tantangan

■ Kompetisi semakin luas dan complex

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 Model Berbasis Sumber Daya Pengembalian
di atas rata-rata -AVERAGE RETURNS

Kemampuan atau kapasitas untuk melakukan tugas atau

kegiatan secara integratif

KEY WORD: INTEGRATIVE

Kemampuan berkembang dari waktu ke waktu dan harus
dikelola secara dinamis dalam mengejar pengembalian di atas
rata-rata.

Core competencies adalah sumber daya dan

kemampuan yang berfungsi sebagai sumber keunggulan
kompetitif
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 THE RESOURCE-BASED MODEL
OF ABOVE-AVERAGE RETURNS
Ketika 4 kriteria dibawah ini terpenuhi, sumber daya dan
kapabilitas akan menjadi kompetensi inti

• Mereka berharga ketika mereka memungkinkan

VALUABLE (bernilai) perusahaan untuk mengambil keuntungan dari
peluang atau menetralisir ancaman.

• They are rare when possessed by few, if any,

RARE (langka) current and potential competitors.

COSTLY TO • Sumber daya mahal untuk ditiru ketika

perusahaan lain tidak dapat memperolehnya
IMITATE (sulit utk ditiru) atau berada pada kerugian biaya

NON- • They are nonsubstitutable when they have no

SUBSTITUTABLE structural equivalents (padanan struktural)
(tdk ada substitusi)
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2-7 PERUMUSAN STRATEGI

External
Analysis
- opportunities
- threats
Vision Mission Goals Strategic
- what it
Choice
-Where we - reason for
are going being hopes to - ways to
achieve fulfill goals
and mission
Internal
Analysis
- strengths
- weaknesses

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 VISION

• Vision is gambaran tentang apa yang diinginkan

perusahaan dan, secara luas, apa yang ingin dicapai
pada akhirnya
• A vision statement is pernyataan singkat dan ringkas
sehingga mudah diingat

• Mengartikuliasikan deskripsi ideal organisasi dan

memberikan bentuk masa depan yang diinginkan

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 VISION

Examples:
Our vision is to be the world’s best quick service
restaurant. (McDonald’s)

To make the automobile accessible to every American.

(membuat mobil dapat diakses oleh setiap orang
america)
(Ford Motor Company’s vision when established by
Henry Ford)

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 VISI UNP
• Menjadi Universitas Unggul dan
Bermartabat Internasional.

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 VISION

Examples:
Our vision is to be the world’s best quick
service restaurant. (McDonald’s)

To make the automobile accessible to

every American.
(Ford Motor Company’s vision when
established by Henry Ford)

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 MISI ORGANISASI
• RUMUSAN MISI MELUKISKAN “MAKSUD, KEGIATAN UTAMA
YANG DILAKUKAN DAN NILAI-NILAI DALAM ORGANISASI”
(ALLISON, 2005)
• PERNYATAAN MISI MENJAWAB PERTANYAAN “APAKAH
KEGIATAN UTAMA ORGANISASI KITA”? YANG
MEMBEDAKANNYA DENGAN ORGANISASI LAINNYA (DAVID,
2005)
• MISI MENJELASKAN “WHO WE ARE AND WHAT WE DO”?
(THOMPSON, 2005)
• MISI MEMBERITAHUKAN “SIAPA KITA DAN APA YANG KITA
LAKUKAN” (D. HUNGER, 2003).
• Mission is a sets out why the organization exists and what
it should be doing (Charles W. L. Hill)

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 VISI UNP
• Melaksanakan pendidikan dan pembelajaran berkualitas
internasional
• Melaksanakan riset berbasis inovasi dan publikasi global
• Melaksanakan pengabdian pada masyarakat untuk
mencegah masalah dan berkontribusi bagi
pembangunan bangsa Indonesia
• Menerapkan tata Kelola World Class University
• Melaksanakan kerjasama internasional yang
terimplementasikan dengan baik

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 MISSION

• The vision is the foundation for the firm’s

mission.

• The firm’s mission is more concrete than its vision.

• A mission specifies the business or businesses in

which the firm intends to compete and the customers
it intends to serve.

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 MISSION
Examples:
Be the best employer for our people in each
community around the world and deliver operational
excellence to our customers in each of our
restaurants. (McDonald’s)

Our mission is to be recognized by our customers as

the leader in applications engineering. We always
focus on the activities customers desire; we are
highly motivated and strive to advance our technical
knowledge in the areas of material, part design, and
fabrication technology. (LNP, a GE Plastics
Company)
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 MISSION
Examples:

Misi kami adalah untuk diakui oleh pelanggan

kami sebagai pemimpin dalam rekayasa aplikasi.
Kami selalu fokus pada aktivitas yang diinginkan
pelanggan; kami sangat termotivasi dan berusaha
untuk memajukan pengetahuan teknis kami di
bidang material, desain suku cadang, dan teknologi
fabrikasi. (LNP, Perusahaan Plastik GE)

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 VISION, MISSION AND ETHICS

Probabilitaspembentukan misi yang efektif meningkat

ketika karyawan memiliki pemahaman yang kuat tentang
standar etika yang memandu perilaku mereka

Business • Memutuskan ingin

ethics ●VISION menjadi apa perusahaan

are a
vital • Memutuskan siapa yang
part
of:
●MISSION ingin dilayani dan
bagaimana ingin
melayani individu dan
kelompok mereka

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 CLASSIFICATION OF STAKEHOLDERS

FIGURE 1.4

The Three
Stakeholder
Groups

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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
 Click toTHE
CONVERTING edit Master
VISION ANDtitle style
MISSION INTO
SPECIFIC PERFORMANCE TARGETS

Specific

Characteristics
Quantifiable Challenging
of Well-Stated
(Measurable) (Motivating)
Objectives

Deadline for
Achievement

Jump to Appendix 2 long image description

© McGraw-Hill
 KEBUTUHAN
TUJUAN JANGKA PENDEK DAN JANGKA PANJANG

• Tujuan Jangka Pendek:

• •Memusatkan perhatian pada peningkatan
kinerja triwulanan dan tahunan untuk memenuhi
harapan pemegang saham jangka pendek.
•
•Tujuan Jangka Panjang:
• •Memaksakan pertimbangan tentang apa yang
harus dilakukan sekarang untuk mencapai
kinerja jangka panjang yang optimal.
• •Berdiri sebagai penghalang untuk fokus yang
tidak semestinya pada hasil jangka pendek.
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 CORE CONCEPTS (5 OF 8)
Financial objectives (tujuan keuangan)
berhubungan dengan target kinerja keuangan
yang telah ditetapkan manajemen untuk dicapai
organisasi.

Strategic objectives (tujuan strategis)

berhubungan dengan hasil target yang
menunjukkan perusahaan memperkuat posisi
pasar, posisi kompetitif, dan prospek bisnis masa
depan.

© McGraw-Hill
 WHAT KINDS OF OBJECTIVES TO
SET
• Strategic Objectives
• Financial Objectives
• •Apakah tujuan
• Komunikasikan tujuan
perusahaan terkait
manajemen puncak
dengan posisi
untuk kinerja
pemasaran dan posisi
keuangan.
kompetitif.
• •Difokuskan secara • •Difokuskan secara
internal pada operasi
eksternal pada
dan aktivitas
persaingan vis-à-vis
perusahaan.
(saling berhadapan/tidak
saling memihak) pesaing
perusahaan.
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 STATED OBJECTIVES FROM LARGE US COMPANIES

7-28
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 EXTERNAL ANALYSIS

• Identify strategic opportunities and

threats in the operating environment.

Competition

Macroenvironment National

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 INTERNAL ANALYSIS
• Identifikasi kekuatan (strengths)
• Kuantitas dan kualitas sumberdaya yang dimiliki
• Kompetensi pembeda
• Identifikasi kelemahan
(weaknesses)
• Rantai Aktivitas organisasi
• Kekurangan Sumberdaya
• Kelemahan Manajerial dan
organisasional

©2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.