2012_StraM_02

Iegmubetter

1

Environmental Scanning and Industry Analysis

Iegmubetter______________________________ Creative-Productive-Efficient 2

Perspective

Characteristics of strategic decisions: Rare Unusual and typically have no precedent to follow

Consequential Commit substantial resources and demand a deal

of people commitment Directive Set precedent for lesser decisions and future

action


Perspective

In God we trust; All others bring data

Jangan terjebak retorika dalam analisis!


Basic Concepts

Environmental Scanning: Gathering

Information

Strategy Formulation:

Developing Long-range Plans

Strategy Implementation: Putting Strategy

into Action

Evaluation & Control:

Monitoring Performance

Feedback/Learning: Make correction as needed


Internal Environment

Structure, culture,

resources

Task Environment (Industry)

Communities

Environmental Variables

Trade Associations

Competitors

Employees/ union

SuppliersShareholders

Governments

Special interest groups

Customers

Creditors

Societal Environment

Socio

-cultu

ral Fo

rces Economic Forces

Tech

nolog

ical

Force

sPolitical-Legal Forces


Societal Environment

Economic forces Regulate the exchange of materials, money, energy, and

information Technological forces Generate problem-solving inventions

Political-legal forces Allocate power and provide constraining and protecting laws

and regulations Socio-cultural forces Regulate the values, mores, and customs of society


Important variables in societal environment Economic GDP trends Interest rates Money supply Inflation rates Unemployment levels Wage/price controls Devaluation/revaluation Energy availability and cost Disposable and discretionary

income Currency markets

Technological Total government spending

for R&D Total industry spending for

R&D Focus of technological

efforts Patent protection New products New developments in

technological transfer from lab to marketplace


Important variables in societal environment

Economic ...

Technological Productivity improvements Internet availability Telecommunication

infrastructure Computer hacking activity


Important variables in societal environment Political-Legal Antitrust regulation Environmental protection

laws Tax laws Special incentives Foreign trade regulations Attitudes toward foreign

companies Laws on hiring and

promotion Stability of government Outsourcing regulation Foreign sweat shops

Socio-cultural Lifestyle changes Career expectations Consumer activism Rate of family formation Growth rate of population Age distribution of

population Regional shifts in population Life expectancies Birthrates Pension plans Health care Level of education


Important variables in international societal environments

Economic Economic development Per capita income Climate GDP trends Monetary and fiscal

policies Unemployment levels Currency convertibility Wage levels

Economic... Nature of competition Membership in regional

economic associations, e.g. EU, ASEAN, NAFTA

Membership in World Trade Organization (WTO)

Outsourcing capability



Technological Regulation on technology

transfer Energy availability/cost Natural resource

availability Transportation network Skill level of workforce Patent-trademark

protection

Technological... Internet availability Telecommunication

infrastructure Computer hacking

technology



Political-Legal Form of government Political ideology Tax laws Stability of government Government attitude

toward foreign companies Regulations on foreign

ownership of assets Strength of opposition

groups

Political-Legal... Trade regulations Protectionist sentiment Foreign policies Terrorist activity Legal system


Scanning External EnvironmentAnalysis of societal environment

Economic, Socio-cultural, Technological, Political-Legal Factors

Market Analysis

Community Analysis

Competitor Analysis

Supplier Analysis

Government AnalysisInterest Group Analysis Selection of Strategic

Factors - Opportunities - Threats


Identifying External Strategic Factors (Issues Priority Matrix)

High Priority

High Priority

Medium Priority

High Priority

Medium Priority

Low Priority

Medium Priority

Low Priority

Low Priority

High Medium Low

Hig

hM

ediu

mLo

wProbable Impact on Corporation

Prob

abili

ty o

f Occ

urre

nce


Industry Analysis Porters Approach

Industry Competitors

Rivalry Among Existing Firms

Potential Entrants

Buyers

Substitutes

Suppliers

Others Stakeholders

Threat of new entrants

Bargaining power of buyers

Threat of substitute products or services

Bargaining power of suppliers

Relative power of unions,

governments, special interest

groups, etc.

Forces Driving Industry Competition


Threat of New Entrants Barrier to Entry

Economic of scale Product differentiation Capital requirements Switching costs Access to distribution channels Government policy Cost disadvantages independent of size


Strategic Groups (pursue similar strategies with similar resources)

Mapping Strategic Groups in the US Restaurant Chain Industry

Limited menu Product-line Breadth Full menu

Pric

e

Low

High

Taco Bell McDonalds Burger King

Arbys

KFC Pizza Hut

Long John Silver

Red Lobster Olive Garden

ChiChis

Shoneys Dennys

Country Kitchen


Strategic Types

Defenders Focus on improving the efficiency of their existing

operations Prospectors Focus on product innovation and market opportunities

Analyzers Operate in at least two different product-market areas

Reactors Lack a consistent strategy-structure-culture relationship. responses to environmental pressures


Value Discipline TriadBest Product

Best Total Cost Best Total Solution

Operational Excellence Customer Intimacy

Product Leadership

Product differentiation

Customer responsiveOperational competence

Iegmubetter

20

Internal Scanning: Organizational Analysis

Subagyo


Review

Environmental Scanning: Gathering

Information

Strategy Formulation:

Developing Long-range Plans

Strategy Implementation: Putting Strategy

into Action

Evaluation & Control:

Monitoring Performance

Feedback/Learning: Make correction as needed

External (Opportunities, Threats)

Internal (Strengths, Weaknesses)


Internal: Strengths and Weaknesses

Structure: Chain of command

Culture: Beliefs Expectations Values

Resources: Assets Skills Competencies Knowledge


Beberapa Istilah Resources Organizations assets (physical and non physical assets)

Capabilities Corporations ability to exploit its resources (turning input into

output) Competency A cross-functional integration and coordination of capabilities

Core Competency Avon: expertise in door-to-door selling FedEx: application of information technology to all its operation

Distinctive competencies When core competencies are superior to those of the competition. Toyota: Efficiency, General Electric: Management development


VRIO framework (to evaluate a firms competencies)

Value: Does it provide customer value and competitive advantage?

Rareness: Do other competitors possess it?

Imitability: Is it costly for others to imitate?

Organization: Is the firm organized to exploit the resource?

Jika semua jawaban Yes untuk suatu kompetensi: Strength (distinctive competence)


Evaluasi S-W: Resources, Capabilities, and Competencies

Membandingkan kinerja masing-masing item dengan: Kinerja masa lalu Kinerja kompetitor utama Kinerja rata-rata industri

Jika hasilnya berbeda secara signifikan: Faktor strategis


Resource-Based approach to strategy analysis

1. Identify and classify the firms resources in terms of strengths and weaknesses

2. Combine the firms strengths into specific capabilities and core competencies

3. Appraise the profit potential of these capabilities and competencies in terms of their potential for sustainable competitive advantage and the ability to harvest the profits resulting from their use.

4. Select the strategy that best exploits the firms capabilities and competencies relative to external opportunities.

5. Identify resource gaps and invest in upgrading weaknesses


Kunci Kelanggengan Keunggulan

Durability Laju penurunan keunggulan New technology bisa mempercepat (Keahlian

pencetakan foto, digusur teknik digital) Imitability Kemudahan ditiru kompetitor Penggunaan reverse engineering mempercepat

peniruan Isu konvergensi teknologi


Blue Ocean Strategy

VIValue

Innovatio

COST

VALUE

Kunci: Keluar dari Comfort Zone

Era I: Price = Cost + Profit Era II: Profit = Price Cost Era III: Sukses = Quality (VI) = q c d s m e


Knowledge

Explicit knowledge Relatively easy to learn and imitate by others Easily articulated and communicated

Tacit knowledge Not easily communicated because it is deeply

rooted in employee experience or in corporations culture.

More valuable and sustainable Others can understand what they do, but they

cant do it (Michael Dell)


Continuum of Resource Sustainability

Slow-Cycle Resources -Strongly shielded -Patents, brand name

Standard-Cycle Resources -Standardized mass production -Economics of scale -Complicated processes

Fast-Cycle Resources -Easily duplicated -Idea driven

High (Hard to imitate)

Low (Easy to imitate)

Level of Resource Sustainability


A Corporations Value Chain

Profit Margin

Firm Infrastructure (general management, accounting, finance, strategic planning)

Human Resource Management (recruiting, training, development )

Technology Development (R&D, product and process improvement)

Procurement (purchasing of raw materials, machines, supplies)

Inbound Logistics

(raw materials handling and warehousing)

Operations (machining, assembling,

testing) !!

Outbound Logistics

(warehousing & distribution

of finished product)

Marketing & Sales

(advertising, promotion,

pricing, channel

relations)

Service (Installation, repair, parts)

!!

Primary Activities

Sup

port

Act

iviti

es


Corporate value-chain analysis Examine each product lines value chain in terms of

the various activities involved in producing that product or service. Mana strengths? mana weaknesses?

Examine the linkages within each product lines value chain. Misal QC dengan marketing

Examine the potential synergies among the value chains of different product lines or business units. Kadang makin besar, makin ekonomis (low fixed cost), join

parts.


Corporate Culture Collection of beliefs, expectations, and values

learned and shared by a corporations members. Fungsinya dalam organisasi Conveys a sense of identity for employees Helps generate employee commitment to something greater

than themselves Adds to the stability of the organization as a social system Serves as a frame of reference for employees to use to

make sense of organizational activities and to use as a guide for appropriate behavior


Tugas Lakukan riset berbasis internet terhadap sebuah

perusahaan dan susun laporan (maksimum 15 halaman) yang menjawab:

1. Core competencies apa yang dimiliki perusahaan tersebut? 2. Kompetensi mana yang merupakan distinctive

competencies? 3. Apakah perusahaan tersebut mempunyai keunggulan

kompetitif? Petunjuk: Gunakan Tabel 4-5 dan 5-2 buku T.L. Wheelen and

J.D. Hunger, 2006, Strategic Management and Business Policy, 10th Ed., Pearson Education International, New Jersey.

Laporan dikumpulkan dan dipresentasikan selasa depan!

2012_StraM_02

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