Corporate & Business Unit strategy

Semester Genap 23-24

(Pertemuan 1)

Lecturer : Dr Nurul Hermina SE.MM

OUTLINE
● WHY STRATEGY IS IMPORTANT.. ?

● WHAT IS STRATEGY ?

● CIRCLE OF STRATEGIC DECISION

Why Strategy Is Important?
Lingkungan yang sulit?
Why Building Strategy?

Business
Environment

Company Fitting
Capabilites
STRATEGI BOLA
VICTORY FROM WHO…….?
“Without a strategy the organization is like
a ship without a rudder.”

Hope Is not a
strategy” -Rick Page
 SU
THE A N TZU
RT OF
WAR !

The one who figures on victory at

headquarters before even doing battle is the
one who has the most strategic factors in his
side. The one who figures on inability to
prevail at headquarters before doing battle is
the one with the least strategic factors on his
side. Obsreving matter in this way, I can see
who will win and who will lose
 Why Is Strategy Important?

● A compelling need exists for managers to proactively shape how a

firm’s business will be conducted  Penting untuk para manajer
secara proaktif bagaimana bisnis perusahaan akan
dilaksanakan.

● A strategy-focused firm is more likely to be a strong bottom-line

performer than one that views strategy as secondary  Perusahaan
dengan berorientasi pada strategi akan mempunyai kapabilitas
yang lebih kuat dibandingkan dengan perusahaan yang tidak
memprioritaskan strategi
 What is Strategy?

Organization strategy is the match

between its internal capabilities and
external environments
 WHAT IS STRATEGY?
● Rumusan perencanaan komprehensif
tentang bagaimana perusahaan akan
mencapai misi dan tujuannya.

● Rencana berskala besar bertujuan ke

masa depan untuk berinteraksi dengan
kondisi persaingan demi mencapai
tujuan perusahaan,
 Strategic Management
Process
ANALYSIS DECISION ACTION PERFORMANCE
Strategy
Strategic Situation Formulation Strategy Strategy Evaluation
Analysis (Perencanaan/
Implementation and Control
(Analisis Lingkungan) Formulasi (Evaluasi Dan
Strategi) (Implementasi
Strategi) pengendalian
Strategi)

DIMANA POSISI SEKARANG ? APA YANG

DIINGINKAN ? BAGAIMANA MEYAKINKAN
BAGAIMANA SEMUA BERJALAN BAIK ?
MENCAPAINYA?
Strategic Management Process

ANALYSIS DECISION ACTION PERFORMANCE

Strategic Situation Strategy Strategy Strategy Evaluation

Analysis Formulation Implementation and Control
(SSA) (SF) (SI) (SEC)

Analisis Lingkungan
Eksternal (ALE)

Evaluasi dan
Visi & Misi Perumusan Implementasi
Pengendalian
Perusahaan Strategi Strategi
Strategi

Analisis Lingkungan
Internal (ALI)
 ANALYSIS

THE CIRCLE VISION

OF MISSION

STRATEGIC
DECISION
STRATEGIC
IMPLEMENTATION
DECISION

THREE STAGES, THREE QUESTIONS

THE CIRCLE
OF
STRATEGIC
DECISION
 THE CIRCLE OF STRATEGIC DECISION
ANALYSIS
Analisis adalah upaya untuk memahami di
mana posisi organisasi berada, dalam
kaitannya dengan kekuatan lingkungan
internal dan lingkungan eksternal ,
termasuk mengidentifikasi peluang dan
mengantisipasi tren.
IMPLEMENTATION
Implementasi strategi merupakan suatu
proses bagaimanana strategi perusahaan
dilaksanakan melalui suatu aksi, terkait
produktifitas sumber daya dan pengelolaan
perubahan
DECISION
Penetapan strategi ditetapkan melalui suatu proses
keputusan ,bagaimana memilih strategi yang
tepat,unik dan fit dengan lingkungan bisnis
perusahaan, dari opsi-opsi strategi yang ada.
LEARNING
Proses berkelanjutan di mana organisasi dapat
belajar dan menjadi lebih baik dalam strategi
pengambilan keputusan, melalui memperbaiki
kesalahan dan solusi baru.
STRATEGIC ANALYSIS
Where we are, where to compete ?
 ANALYZING THE MACRO-ENVIRONMENT
(PESTEL)
• Internet
• Innovations
• New research breakthroughs
POLITIC & LEGAL
TECHNOLOGY

• Political stability (e.g. changes in UUD)

• Government regulation/legislation • Life style

• Legal reformation • Culture
• Public security • Religion
• Local Autonomy
MACRO-ENVIRONMENT • Education
• Employment policy • Health awareness
• Ages and gender

ECONOMIC SOCIAL/
• Economic growth
• Interest rates DEMOGRAPHIC
• Inflation rates
• Taxation rates
• Exchange rates
• Consumer confidence
19 • Labor issues
 External Analysis
MACRO

Social Economy

INDUSTRY

New entrants

Internal Customers Politic/

Suppliers
Demo-graphic Rivalry Legal

Substitutes

Technological
20
 Adapting to Change – Key Strategic
Management Questions

● What kind of business should we

become?
● Are we in the right fields
● Are there new competitors
● What strategies should we pursue?
● How are our customers changing?
Does industry
attractiveness
matter? Why
or why not?
Industry Attractivenes

● An attractive industry offers

more profit opportunity
● Assessment of industry
attractiveness can be
undertaken using Porter’s Five
Forces
 PORTER’s FIVE FORCES:
INDUSTRY ANALYSIS
• Industry growth rate • Economic of scale
• High fixed cost Potential • Proprietary product differences
• Intermittent overcapacity
• Product differences Entrants • Brand identity
• Brand identity • Capital requirements
• Switching costs • Access to distribution
• Informational complexity • Government policy
• Concentration and balance INDUSTRY • Expected retaliation
• Diversity of competitors COMPETITORS

Suppliers Customers

Rivalry among
• Switching cost of buyers
existing firms • Presence of substitutes
• The importance of
• Industry concentration relative to
substitutes depends:
buyer concentration
• Relative
• Importance of volume to buyers
price/performance of
• Impact of outputs on buyer costs
substitutes Substitutes • or buyer differentiation
• Switching costs
• Buyer profitability
• Buyer propensity to
• Decision Makers’ incentives
substitute
 ANALISA LINGKUNGAN INTERNAL (ALI)
● Analisis lingkungan internal merupakan analisa kapabilitas perusahaan
dalam mengeksploitasi sumber dayanya melalui kekuatan dan kelemahan
nya yang dimiliki perusahaan.

● ALI bertujuan untuk menemukenali kekuatan dan kelemahan pada

perusahaan.

● Perusahaann juga harus dapat mengidentifikasi kompetensi inti perusahaan

yang membedakan dengan pesaingnya.
 INTERNAL ANALYSIS
 Management Principles/Functional ;
 Marketing
 Finance
 HRM(Human Resources Management)
 Operation
 MIS (Management Information System)

 Value Chain (VCA)

 TIROCA ( Tangible, Intangible, Organization Capability)

STRATEGIC
DECISION
What Desicion
To Take ?
 2 3 4 5

BCG
1

Tinggi 5

? (Question Mark)
Strategi Star
4
pertumbuhan atau
penundaan Strategi Pertumbuhan
3,6

Skor
EFAS 3

2
Dogs Cash Cows
Strategi penciutan Strategi Pertumbuhan
Rendah 1

3,3
Rendah Tinggi
Skor IFAS
 The Industry Attractiveness – Business Strength Matrix
The Industry Attractiveness

High Medium Low

High Investment and Growth Selective Growth Selectivity

Selective Growth Selectivity

Medium Harvest /
Divest
Business Strength

Harvest / Harvest /
Low Selectivity Divest Divest
 LEVELING STRATEGY

StrategyLevel Goal & Strategy

Maximizethev alue of firm Through Business Portfolio

Corporate
•GrowthStrategy
Strategy
•StabilityStrategy
Focus:thefirm
•RetrenchmentStrategy

Gain the superior financial performance through

Business Product portfolio by building competitive advantage
Strategy •CompetitiveStrategy
Focus:SBUs •CooperativeStrategy
•ComparativeStrategy

Consolidated functional area to optimized capability

Functional To create customer value
Strategy •Financial
Focus: •Marketing
functionalarea •Operation&Production
•HumanResource&Organization
STRATEGY
IMPLEMENTATION
How to implement?
 STRATEGY IMPLEMENTATION
Putting strategy into action

 Who Implement Strategy ??  How is strategy To Be

 What must be done?? Implemented??
 Structure Follow
 Program
Strategy
 Budget  Functional
 Procedure  Divisional
 Matrix
 Reengineering
 Leading & Culture
Implementasi Strategi
Membangun organisasi Menghubungkan budget
yang cakap dengan strategi

Mendesain sistem Menetapkan peraturan dan

penghargaan yang prosedur yang mendukung
mendukung strategi Effective strategi

Menciptakan kultur Strategy Memulai praktek dan

perusahaan yang Execution komitmen terbaik untuk
mendukung strategi perbaikan secara kontinyu

Menggunakan Meninstall sistem informasi

kepemimpinan strategis untuk mendukung
pelaksanaan strategi

Faktor Pengembangan Faktor Sistem

HR & Organisasi
 INDICATOR MEASUREMENT
Yesterday
Financial Perspective
BALANCED “To Succeed financially,
SCORECARD: how should we appear to our
FOUR shareholders?”
PERSPECTIVES

Customer Perspective Internal Business Process

VISION &
Perspective
“To achieve our vision, STRATEGY
how should we appear to “To satisfy our shareholders,
our customers?” and customers, what
business processes must we
Today excel at?”

Learning & Growth Today

Perspective
“To achieve our vision, how
will we sustain our ability to
change and improve?”
Future
Source: Adapted from Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System”
THE CIRCLE OF STRATEGIC DECISION
(SUMMARY)
THANKS FOR LISTENING …….

ANY QUESTION ????

Alhamdulillah
Thank You
 2 3 4 5

BCG
1

Tinggi 5

? (Question Mark)
Strategi Star
4
pertumbuhan atau
penundaan Strategi Pertumbuhan
3,6

Skor
EFAS 3

2
Dogs Cash Cows
Strategi penciutan Strategi Pertumbuhan
Rendah 1

3,3
Rendah Tinggi
Skor IFAS
 The Industry Attractiveness – Business Strength Matrix
The Industry Attractiveness

High Medium Low

High Investment and Growth Selective Growth Selectivity

Selective Growth Selectivity

Medium Harvest /
Divest
Business Strength

Harvest / Harvest /
Low Selectivity Divest Divest

Pankaj Ghemawat 11
 General Electric’s Business Screen
Winners
A Winners C
B
High Question Marks
D

Winners
Industry Attractiveness

E
Average Businesses
F
Medium
Losers

Losers H
G
Low Profit
Producers

Losers

Strong Average Weak

Business Strength / Competitive Position

 Definisi level Strategi
Definisi Strategi Korporasi (Corporate Strategi) : Arah perusahaan secara
keseluruhan dan manajemen usahanya

Definisi Strategi Bisnis (Business Strategy) : menekankan pada perbaikan posisi

kompetitif dari produk perusahaan atau unitnya

Definisi Strategi Fungsional (Functional Strategy) : memaksimalkan

produktifitas sumber daya yang dimiliki
 STRATEGI KORPORASI
( CORPORATE STRATEGY)
 KEY QUESTIONS

● Haruskah perusahaan melakukan ekspansi,penciutan atau tidak mengubah

operasi perusahaannya.

● Haruskah perusahaan memusatkan kegiatan hanya dalam industri yang

sekarang atau berekspansi ke industri lainnya.

● Apabila perusahaan ingin tumbuh dan berkembang haruskah perusahaan

melakukannya melalui pengembangan internal atau akuisisi eksternal,merger
atau usaha patungan.