Documente Academic
Documente Profesional
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7
ninth edition
Strategic Management
STEPHEN P. ROBBINS MARY COULTER
Ade Chandra
Unlimited
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Strategi
8–2
Manajemen Strategik
8–3
•Model Bisnis
Adalah suatu desain strategik tentang
bagaimana suatu organisasi intensif untuk
mendapatkan keuntungan dari strateginya,
proses kerja dan aktivitas kerja.
Fokus atas 2 hal:
Penilaian pelanggan terhadap apa yang
perusahaan berikan.
Perusahaan membuat uang dari apa yang
mereka lakukan.
8–4
Alasan Manajemen Strategik Penting
1. Menghasilkan kinerja lebih tinggi organisasi.
2. Memenuhi apa yang diuji manajer dan
beradaptasi pada perubahan lingkungan
bisnis.
3. Mengkoordinasikan unit organisasi berbeda
dan membantu mereka fokus tujuan
organisasi.
4. Menyangkut proses membuat keputusan
manajerial.
Source: Based on F. David, Strategic Management, 11 ed. (Upper Saddle River, NJ: Prentice Hall, 2007), p.70.
© 2007 Prentice Hall, Inc. All rights reserved. 8–8
Proses Manajemen Strategik
• Langkah 3: Doing an internal analysis
Assessing organizational resources, capabilities, and activities:
Strengths create value for the customer and strengthen the
competitive position of the firm.
Weaknesses can place the firm at a competitive disadvantage.
Sources: “America’s Most Admired Companies,” Fortune, February 22, 2006, p. 65; “The 100 Best Companies
to Work For,” Fortune, January 11, 2006, p. 89; R. Alsop, “Ranking Corporate Reputations,” Wall Street
Journal, December 6, 2005, p. B1; and “The 100 Top Brands,” BusinessWeek, August 1, 2005, p. 90.
© 2007 Prentice Hall, Inc. All rights reserved. 8–10
Proses Manajemen Strategik
• Langkah 4: Formulating strategies
Develop and evaluate strategic alternatives
Select appropriate strategies for all levels in the
organization that provide relative advantage over
competitors
Match organizational strengths to environmental
opportunities
Correct weaknesses and guard against threats
• Integrasi Vertikal
Backward vertical integration: attempting to gain
control of inputs (become a self-supplier).
Forward vertical integration: attempting to gain control
of output through control of the distribution channel or
provide customer service activities (eliminating
intermediaries).
Source: Based on K. Shimizu and M. A. Hitt, “Strategic Flexibility: Organizational Preparedness to Reverse
Ineffective Strategic Decisions,” Academy of Management Executive, November 2004, pp. 44–59.
© 2007 Prentice Hall, Inc. All rights reserved. 8–31
How the Internet Has Changed Business
• The Internet allows businesses to:
Create knowledge bases that employees can tap into
anytime, anywhere.
Turn customers into collaborative partners who help
design, test, and launch new products.
Become virtually paperless in specific tasks such as
purchasing and filing expense reports.
Manage logistics in real time
Change the nature of work tasks throughout the
organization.
• Keuntungan • Kerugian
Reputasi untuk Menjadi Ketidakpastian Kadang
Pemimpin industri dan Melebihi Arah Teknologi
inovasi dan PasarRisiko Pesaing
Biaya dan Keuntungan Meniru Inovasi
Pembelajaran Risiko Strategi dan
Mengawasi Keterbatasan Keuangan
Sumber Daya dan Menjaga Tinggi Biaya
Pesaing dari Akses. Pengembangan
Kesempatan untuk
membangun hubungan
dan loyalitas dengan
pelanggan.