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Pendahuluan (introduction) 3
Peta manajemen strategi (road map strategic management) 4
Alat kontrol dan evaluasi (controlling tools) 5
Step 1 Asesmen lingkungan external (environment profile) 6
Lingkungan makro (external) 8
Lingkungan industri (external) 12
Asesmen lingkungan internal (company profile ) 14
Berdasarkan fungsional 15
Berdasarkan value chain 17
Berdasarkan comparative - competitive advantage 18
Step 2 Skening posisi perusahaan (scanning company’s position in d’ market) 19
Alat skening posisi perusahaan (scanning tools) 20
Swot Matrix 22
BCG Matrix 28
MC Kinsey Matrix 32
Product Life Cycle Stage 40
Step 3 Skening faktor – faktor yang beresiko (risk factors scanning) 45
MANAJEMEN STRATEJIK/UMAR SAID 2012 2
TITTLE SLIDE NUMBER
Step 3 Skening faktor – faktor yang beresiko (risk factors scanning) 45
MANFAAT
1. Sebagai alat komunikasi antara manajemen dengan pemilik perusahaan dan
karyawan serta pihak lain yang berkepentingan mengenai tujuan perusahaan
2. Sebagai alat motivasi bagi manajemen dan seluruh karyawan untuk mencapai tujuan
perusahaan dan karyawan
3. Sebagai alat kontrol bagi manajemen, shareholder atau pihak lain yang
berkepentingan
MANAJEMEN STRATEJIK/UMAR SAID 2012 4
ROAD MAP STRATEGIC MANAGEMENT
BUSINESS ENVIRONMENT
1 2 3 4 5 6
Scanning Scanning Scanning Vision/
Future
Current Strategy Action
state Internal/ company main risk Mission
formula plan
desired
External position factors formula state
1. Strategy is a road map or guide by which an organization moves from a current state
of affairs to a future desired state 3)
2. The road map strategic formulation consist of 6 steps :
1) Business environment assessment (external and internal)
2) Scanning company position in the market
3) Scanning the main risk factors
4) Vision and mission formulation (cascade to strategic formulation)
5) Strategy formulation (cascade to action plan)
6) Action plan (do and control)
MANAJEMEN STRATEJIK/UMAR SAID 2012 5
CONTROLLING AND EVALUATING TOOLS
1) Balance scorecard (BSC)
2) Four Disciplines of Execution (4DX)
3) Six sigma (6 S)
BSC STRATEGIC OBJECTIVE LAG ACHIEVEMENT INISTIATIVES STRATEGIC LEAD ACHIEVEMENT
(SASARAN) INDICATOR (PROGRAM KERJA) INDICATOR
(KPI) (KPI)
TERCAPAINYA FR Y TO X MELAKSANAKAN FR Y TO X
FINANCIAL
National
Industry
Company
1) Sumber daya Melimpah dan menjadi andalan Biaya modal dan tehnologi
alam tunggal PDB nya, maka negara mudah besar, karena barang modal
terjadi resesi, karena hanya harus di impor dengan mata
bergantung expor uang negara asal
2) Sumber daya Banyak, kurang pendidikan dan Biaya tenaga kerja murah,
manusia pengalaman, penggangguran tinggi, perusahaan punya
terjadi migrasi dari desa ke kota keunggulan komparatif
3) Modal domestik Modal milik publik kecil, bunga bank Pasar tidak tumbuh,
tinggi, inflasi tinggi, daya beli rendah penjualan stagnan, daya tarik
labanya turun
4) Cadangan devisa Jumlahnya kecil, karena nilai import > Biaya (pajak) export kecil,
export, beban hutang negara semakin peluang expor besar, karna
besar, mata uang rupiah terdepresiasi harga lebih bersaing di pasar
export
5) Infra struktur Sarana transfortasi, komunikasi, Biaya operasi/ distribusi dan
listrik, airport, pelabuhan, masih pemeliharaan menjadi tinggi
langka
Kemajuan tehnologi Berkembang, umur produk /jasa Biaya usaha semakin efisien
menjadi lebih pendek Penganguran tinggi
3 Lingkungan politik
1) Ideologi Sosialis/nasionalis, subsidi Perusahaan punya
besar (listrik, bbm, pajak) keunggulan komparatif
Kapitalis, sesuai dengan Biaya tenaga kerja, listrik dan
mekanisme pasar BBM sesuai harga pasar
2) Stabilitas politik Umur pemerintahan pendek, Biaya asuransi menjadi tinggi
kudeta, inflasi/ bunga bank tinggi Biaya usaha tinggi
3) Kemamdirian Belum mandiri / menjadi kaki Dapat digunakan oleh
lembaga politik tangan pemerintah, terjadi perusahaan untuk membunuh
(partai,buruh, agama) sentralisasi kekuasaan pesaingnya
4) Hubungan Kondusif dengan Amerika, Tumbuh peluang bisnis baru
internasional Jepang, German
5) Peran pemerintah Kondusif dalam menentukan Tumbuh peluang bisnis baru
regulasi, suku bunga dll
Threat of substitute
Yang dimaksud dengan lingkungan internal adalah lingkungan internal perusahaan yang
berada dalam kendali perusahaan, yang dapat diidentifikasi melalui 7) :
1. Pendekatan fungsional :
1) Fungsi produksi
2) Fungsi pemasaran
3) Fungsi keuangan
4) Fungsi sumber daya manusia
5) R and D
2. Pendekatan rantai nilai (value chain), ditinjau dari berbagai kegiatan mulai dari
penguasaan sumber bahan baku, proses produksi, distribusi sampai pelayanan purna
jual (after sales servicice)
3. Pendekatan keunggulan bersaing (competitive advantages) *
4. Pendekatan profit impact marketing strategy (PIMS) *
5. Pendekatan 7 S (strategy, structure org, system, staff, skills, style and share of value)*
MANAJEMEN STRATEJIK/UMAR SAID 2012 15
(1) PENDEKATAN FUNGSIONAL
No Jenis fungsi kegiatan Jika kondisinya Maka implikasi thd daya
1 Fungsi Produksi saing perusahaan
1) Likuiditas (acid test ratio) > 100 % atau > 1 kali Tinggi
2) Utility asset (Tato) Tinggi (> 12 kali per tahun) Tinggi
3) Solvabilitas Tinggi (< 1) Tinggi
4) Profitabiltas Tinggi (> dari bunga Tinggi
bank/rata2 industri)
4 Fungsi SDM
1) Kualitas/kuantitas sdm Baik sekali/ sesuai dengan Tinggi, biaya lebih
(kemampuan/jumlah) kebutuhanperusahaan efisien
2) Produktivitas karyawan per > dari rata2 industri Tinggi, biaya lebih
bulan atau tahun efisien
5 Fungsi R and D
1) Inovasi produk baru Tinggi (2 produk/th) Tinggi, peluang pasar
momopoli semakin besar
2) Inovasi model produk lama Tinggi Idem
(kemasan, warna, rasa)
MANAJEMEN STRATEJIK/UMAR SAID 2012 17
(2) PENDEKATAN VALUE CHAIN
No Jenis value chain Jika kondisinya Maka implikasi thd daya saing
1 Pengadaan bahan baku perusahaan
1) Skala ekonomis biaya > besar dari pesaing Biaya lebih efisien, peluang
produksi pasar lebih besar
2) Skala ekonomis biaya > besar dari pesaing Biaya lebih efisien, peluang
distribusi pasar lebih besar
2 Differentiation
1) Produknya unique (biaya Tinggi (> 50 % x total Tinggi, biaya lebih efisien,
< harga premium) produk/jasa) peluang pasar lebih besar
2) Distribusinya unique Tinggi (> 50 % x total Tinggi, biaya lebih efisien,
(biaya < harga premium) cara distribusi) peluang pasar lebih besar
3) Pelayanannya unique Tinggi (> 50 % x total Tinggi, biaya lebih efisien,
(biaya < harga premium) cara pelayanan) peluang pasar lebih besar
3 Focus
1) Produknya terproteksi Tinggi Tinggi,peluang pasar lebih besar
dari produk pengganti
2) Konsumen tidak punya Tinggi Tinggi,peluang pasar lebih besar
banyak pilihan)
MANAJEMEN STRATEJIK/UMAR SAID 2012 19
2 SCANNING COMPANY’S POSITION (STEP 2)
1. Where are you ?
2. Where are you going ?
3. How are you going to get there ?
Perceived environmental change refers to the alteration in the pattern of events and
relationships occurring in the company's outside environment to adjust to the new
conditions. Strategic change refers to the alteration of the company's action in order to
create new conditions or adapt to new conditions (Aguilar, F.J. (1967) Scanning the
Business Environment. New York: McMillan)
Scaning company’s position adalah suatu cara untuk menganalisis posisi perusahaan di
suatu pasar industri berdasarkan unsur – unsur kekuatan dan kelemahan yang
dimilikinya serta peluang dan ancaman yang terdapat pada lingkungan usahanya
Tujuannya :
Untuk mengetahui posisi perusahaan yang ada pada saat ini (current state of affairs) di
suatu pasar industri, mengetahui faktor – faktor dari internal dan external yang memiliki
resiko tinggi terhadap pencapaian tujuan perusahaan serta membuat strategi untuk dimasa
yang akan datang (future desired state).
MANAJEMEN STRATEJIK/UMAR SAID 2012 20
1) SCANNING COMPANY’S POSITION TOOLS
The scanning’s tools company’s position is called by strategic planning tools, such as :
1. SWOT Matrix
2. BCG Matrix
3. Mc Kinsey Matrix
4. PLC Stages
COMPARATION BETWEEN THE TOOLS
No Method Used for Evaluate base on Quadrant/cell/stage symbol
1 SWOT Corporate External vs internal I II III IV
factors
2 BCG 1) Corporate Industry growth vs Question Star Cash Dog
2) Brands relative market share mark cow
3) SBU
4) Portfolio
product
3 MC Business unit Market attractiveness II I III IV
KINSEY vs business strength
4 PLC Product Sales, cost and profit Intro Growth Mature Decline
vs time
MANAJEMEN STRATEJIK/UMAR SAID 2012 21
(1) SWOT ANALYSIS
Organizational strategies are the means through which companies accomplish their missions and goals.
Successful strategies address four elements of the company operates :
1. the company's strengths
2. its weaknesses
3. the opportunities in its competitive environment,
4. and the threats in its competitive environment.
This set of four elements : strengths, weaknesses, opportunities, and threats, when used by a firm to gain
competitive advantage, is often referred to as a SWOT analysis. SWOT was developed by Ken
Andrews in the early 1970s 8)
Kekuatan
(strenght)
2 1
Peluang Ancaman
(opportunity) (threat)
3 4
Kelemahan
(weakness)
S
KWADRAN 2 100 KWADRAN 1
0 100
O 100 T
X %
2) Tarik garis pada sumbu vertikal sesuai dengan angka pertumbuhan pasarnya,
dan garis pada sumbu horizontal sesuai dengan angka relatif pangsa pasarnya
3) Pertemuan titik dari kedua garis tersebut menggambarkan posisi perusahaan
MANAJEMEN STRATEJIK/UMAR SAID 2012 31
(3) MC KINSEY MATRIK
BUSINESS STRENGTH
High I II III
INDUSTRY
Medium II III IV
Low III IV
In consulting engagements with General Electric in the 1970's, McKinsey & Company
developed a nine-cell portfolio matrix as a tool for screening GE's large portfolio of
strategic business units. This strategic planning method used to evaluate between the 10) :
1. Market attractiveness (external factors)
2. Business strength ( internal factors)
Indikator daya tarik industri Bobot menurut para ahli Σ Bobot Bobot Rata 2
Umar Amir Amar
Pertumbuhan pasar 5 5 4 14 14/45 = 0.31
Ukuran pasar 4 4 5 13 13/45 = 0.29
Daya tarik laba 2 3 3 8 8/45 = 0.17
Situasi persaingan 3 2 1 6 6/45 = 0.13
Syarat lingkungan 1 1 2 4 4/45 = 0.09
Σ = 45
BUSINESS STRENGTH
The idea of a product life cycle (PLC) was introduced by Theodore Levitt in his Harvard Business
Review article entitled “Exploit the Product Life Cycle” which was published in November of 1965.
Product life cycle is based upon the biological life cycle and starts with introduction of the product
(introductory stage) which is followed by growth and maturity stages and eventually decline stage of
brands or product lines. This strategic planning method used to evaluate between the 11) :
1. Sales, cost and profit (internal factors) and
2. Time
1. Menghitung tingkat pertumbuhan penjualan produk, biaya investasi, iklan dan laba
setiap periode tertentu (misalnya tahun)
2. Tarik garis pada sumbu vertikal sesuai dengan angka penjualan, biaya dan laba, dan
garis pada sumbu horizontal sesuai dengan periode (tahun)
3. Pertemuan titik dari kedua garis tersebut menggambarkan posisi stage produk
SALES, COST, PROFIT
INTRODUCTION
MATURITY
GROWTH
DECLINE
Revenue
Profit
Cost
0
-1
1 2 3 4 5 6 7 8 9 N
TAHUN
Assessment of risk
Once risks have been identified, they must then be assessed as to their potential severity
of impact (usually in terms of financial losses) and to the probability of occurrence
(usually in terms of time, event occurs less a year, once a year, more than a year, etc). The
formula can also be re-written in terms of a Composite Risk Index, as follows 13) :
2 External
1) Pertumbuhan pasar
2) Jumlah pesaing
3) Jumlah pemasok
4) Produk pengganti
5) Pemain baru
Contoh , kriteria impact dan probability:
1) High impact > 1 miliar
2) Medium impact > 500 juta – 1 miliar
3) Low impact < 500 juta
4) High probability > 1 tahun
5) Medium probability > 6 bulan – 12 bulan
6) Low probability < 6 bulan
MANAJEMEN STRATEJIK/UMAR SAID 2012 46
RISK PROFILE PT. XYZ
HIGH
MEDIUM
IMPACT
LOW
PROBABILITY
1) What do you do ?
2) How do you do ?
3) For whom do you do ?
Warren Bennis, a noted writer on leadership, says : "To choose a direction, an executive
must have developed a mental image of the possible and desirable future state of the
organization. This image, which we call a vision, may be as vague as a dream or as
precise as a goal or a mission statement."
Where do we wish to arrive, and when ?,“ your management team will develop a set of
quantified objectives. And when developing objectives for your organization, you've got
six categories to consider 20) :
1. Financial (profit, return on investment, asset utility)
2. Marketing/Sales (revenue, market share, market size)
3. Products/Services (differentiation)
4. Operations (excellence, low cost)
5. Human Resources (productivity, competency)
6. Community (company social responsibility)
MANAJEMEN STRATEJIK/UMAR SAID 2012 57
3) STRATEGIC LEVEL
Shareholders
Corporate strategy
(what business you should be in)
Functional strategy
(how facilitate corporate and
business unit strategy)
Action plan is a cascade of strategy consist of a series activities that must be taken to
achieve an objective or goal, with five majors elements and specific task 22) :
1. What is the goal or objectives
2. What kind of its indicators (KPI)
3. What kind of the activities or task
4. Who is responsible running the activities or task
5. When will it be done (time horizon)
The balanced scorecard suggests we view 4 critical perspectives of our business 23) :
1. Learning & growth : includes training, learning, corporate culture and attitudes, self
growth. Individuals are the main repository of knowledge of an organization and the
critical resource.
2. Internal business process : Metrics based on internal business processes allow
management to monitor how well the business is running and weather its
products/services are well accepted by clients
3. Customer : Indicators on customer satisfaction and tools to improve and monitor
customer relations are critical
4. Financial : Timely and accurate financial data is still a key to manage the business.
30 %
CUSTOMER
15 %
INTERNAL
PROCESS
15 %
GROWTH
LEARN &
Writing down your goals turns them into a plan, Not a Dream
What is the 4DX ? 4DX is an operating system for achieving the goals that you must achieve.
There are 4 discipline of execution as follow :
1. Discipline 1 Focus, (know the important goals) means :
1) Narrowing the number of goals to accomplish (no more than 2 - 3 wigs)
2) Clearly measureable result must be achieved (from X to Y by when)
2. Discipline 2 Act on the lead measure (know the ways), means :
1) Defines the leveraged actions (activities/task) that will achieve the goal
2) Apply the activities to drive lead measures, as leverage lag measures (goal)
3) Tracking lead measure every week and reported to the team
3. Discipline 3 Compelling the scoreboard, (know the KPI) means :
1) A compelling scoreboard tells the team where they are and where they should be
2) Ensure everyone knows the score, whether they are winning or loosing
4. Discipline 4 Create a Accountability (know responsibility) , means :
1) Report on last week’s activities
2) Review the scoreboard progress
3) Clear the path next activities and make new commitment, driving toward the63goal
MANAJEMEN STRATEJIK/UMAR SAID 2012
TABLE FORM 4 DX
WORK COMPASS
YEAR/MONTH/WEEK PERIOD : ………………………………
WIGS AND MEASURE (SASARAN), HARUS ADA FROM Y TO X BY WHEN
………………………………………………………………………………………………..
THIS WEEK’S FOCUS
WHAT ARE THE OBJECTIVE I MUST ACCOMPLISH THIS WEEK TO MOVE THE SCOREBOARD
OBJECTIVE = PROGRAM KERJA (1) FROM Y TO X BY WHEN
TASK (ACTIVITY)
TASK
TASK
OBJECTIVE (2)
TASK
TASK
TASK
OBJECTIVE (3)
TASK
TASK
TASK
MANAJEMEN STRATEJIK/UMAR SAID 2012 64
TEAM COMMITMENT …………………………………………………………..
(1) KEEPING AN ACTION PLAN RUNNING
How to keep an action plan running well ? To keep an action plan running well,
everybody align to anybody dependently as follow 25) :
1. Everybody should know their action plan
1) Know the objective or goal
2) Know the way to achieve
3) Know the KPI’s objective or goal
4) Know the responsibility
2. Everybody can’t achieve their objective or goal whit out anybody help
3. Everybody should align their action plan to anybody
4. Everybody should have a commitment to help anybody action plan achievement
So, where is true? Depends what organization you stay. But usually, government organizational in Indonesia adopts vision
first then mission. Nothing’s wrong here, however vision and mission have to aligned.