MANAJEMEN STRATEGI:

by : Rudy Wawolumaja

Universitas Kristen Maranatha

KONSEP DASAR &

5 PROSES MANAJEMEN

STRATEGI

SESSION 1

Rudy Wawolumaja / Universitas Kristen Maranatha

“Without a strategy the

organization is like a ship without

a rudder, going around in

circles.”

Joel Ross and Michael Kami“Quote”

Berpikir Strategis :

The Three Big Strategic Questions1. Where are we now -- what is our situation?

2. Where do we want to go?

– Business(es) we want to be in and market positions we want to stake out

– Buyer needs and groups we want to serve

– Outcomes we want to achieve

3. How will we get there?

What Is Strategy?

• Langkah –langkah bersaing dan pendekatan bisnis

yang dilakukan manajemen dalam menjalankan

perusahaan.

• Management’s “game plan” untuk

– Memuaskan pelanggan

– Memposisikan perusahaan dalam pasar yang dipilih.

– Mencapai kinerja bisnis yang prima

Konsep

Defining a Company’s Business

• Definisi bisnis yang baik mencakup 3 faktor :

– Customer needs -- WHAT is being satisfied

– Customer groups -- WHO is being satisfied

– Technologies used and functions performed -- HOW customer needs are satisfied

Strategy Is Both Planned and Reactive to Changing

Circumstances

Actual

Strategy

Planned (or

Intended)

Strategy

Adaptive

Reactions

Penyusunan

Program

&

Anggaran

Penetapan

Sasaran &

Way To Achieve

Perumusan

Strategi

Implementasi

& Ekseskusi

Strategi

Pemantauan

& Evaluasi

Improve/

Change

Revise as

Needed

Revise as

Needed

Improve/

Change

Recycle

as Needed

Proses 1 Proses 2 Proses 3 Proses 4 Proses5

Lima Proses Manajemen Strategi

Perumusan Strategi

• Mulai dgn pemikiran strategis tentang:

– Bisnis Masa Depan Organisasi

– Kemana Organisasi akan dibawa

• Tugas pada proses ini :

– Create a roadmap of a company’s future

– Decide what future business position to stake out

– Provide long-term direction

– Give the firm a strong identity

Proses ke 1 Manajemen Strategi

Perumusan Strategi• 5 Keluaran Perumusan Strategi :

1. Analisis Lingkungan Makro dan Industri yang

akan dimasuki organisasi dimasa depan.

2. Misi organisasi

3. Visi Organisasi

4. Keyakinan dasar dan nilai dasar organisasi.

5. Strategi untuk mewujudkan visi dan tujuan

organisasi.

Missions vs. Strategic Visions• Pernyataan missi

fokus pada aktifitas

bisnis masa kini

– Bisnis organisasi

yang dijalankan

sekarang.

– Kebutuhan pelanggan

yang sekarang

dilayani.

• Visi strategis berkaitan

dengan alur bisnis

organisasi dimasa

mendatang.– Akan menjadi seperti apa,

organisasi dimasa depan.

– Kebutuhan pelanggan yang

akan dipenuhi dimasa

mendatang.

Examples: Mission and

Vision Statements

McDonald’s Corporation

McDonald’s vision is to dominate the global

foodservice industry. Global dominance means

setting the performance standard for customer

satisfaction while increasing market share and

profitability through our Convenience,

Value, and Execution Strategies.

Examples: Mission and

Vision Statements

Microsoft Corporation

One vision drives everything we do: A

computer on every desk and in every home

using great software as an empowering

tool.

Mission &Vision Statements

BADAN PENDIDIKAN KRISTEN PENABUR

(BPK- PENABUR)

Visi :

Menjadi lembaga pendidikan Kristen yang mengutamakan mutu penyelenggaraan pendidikan, untuk menghasilkan lulusan yang beriman dan andal, dengan memanfaatkan

perkembangan ilmu pengetahuan dan teknologi, serta memberi peluang pengembangan bagi guru dan karyawan

terbaiknya.

Misi :

Memberikan pendidikan bermutu kepada siswa agar mandiri, berguna dan siap melayani, serta memberikan

peluang kepada guru dan karyawan untuk mengembangkan diri, dengan didasari nilai-nilai iman

Kristiani.

Mission &Vision Statements

UNIVERSITAS KRISTEN MARANATHA

Visi :

Menjadi Perguruan Tinggi yang mandiri dan berdaya cipta serta mampu mengisi dan mengembangkan ilmu

pengetahuan, teknologi dan seni abad ke 21 berdasarkan kasih dan keteladanan Yesus Kristus.

Misi :

Mengembangkan cedekiawan yang handal, suasana yang kondusif dan nilai-nilai hidup yang Kristiani sebagai

upaya pengembangan ilmu pengetahuan, teknologi dan seni dalam penyelenggaraan Tridharma Perguruan

Tinggi Kristen Maranatha.

Pilihan Strategi• Grand Strategy - Corporate Strategy, pilihan utk :

– Strategi Pertumbuhan (Growth strategy)

– Strategi stabilitas (stability strategy)

– Strategi Pengurangan (retrenchment strategy)

• Business strategy – Competitive strategy, pilihan

mengejar keunggulan bersaing melalui• Broad Low cost

• Broad Differentiation atau Product superiority

• Focused low-cost

• Focused differentiation

• Unique organizational capabilities

Penetapan Sasaran

• Menetapkan SASARAN (OBJECTIVES):

– Merubah visi menjadi target kinerja yg spesifik

– Menetapkan tonggak/yardsticks utk menelusuri

kinerja

– Mendorong organisasi untuk menjadi inventive &

focused

Process ke 2 Manajemen Strategi

Sasaran (Objectives) :

Keluaran difokuskan utk meningkatkan kinerja keuangan

organisasi

Keluaran difokuskan untuk

meningkatkan daya saing

dan posisi bisnis jangka

panjang organisasi.

Financial Objectives Strategic Objectives

$

Jenis Sasaran (Balanced Score Cards)

Kinerja dari perspektif :

KEUANGAN

Kinerja dari perspektif :

•CUSTOMER

•PROSES INTERN

•PROSES PEMBELAJARAN & PERTUMBUHAN

Financial Objectives Strategic Objectives

$

Balanced Score Cards

Perspektif Keuangan Perspektif Customer

$

Perspektif Proses

Intern

Perspektif

Pembelajaran

& Pertumbuhan

Examples: Financial Objectives

• Grow earnings per share 15% annually

• Boost annual return on investment (or EVA) from 15%

to 20%

• Increase annual dividends per share

to stockholders by 5% each year

• Strive for stock price appreciation

equal to or above the S&P 500 average

• Maintain a positive cash flow

• Achieve and maintain a AA bond rating

Examples: Strategic Objectives

• Increase firm’s market share

• Overtake key rivals on quality or customer service or product performance

• Attain lower overall costs than rivals

• Boost firm’s reputation with customers

• Attain stronger foothold in international markets

• Achieve technological superiority

• Become leader in new product introductions

• Capture attractive growth opportunities

Crafting a Strategy – Menetapkan

“Way to Achieve”

• Strategy involves determining whether to

– Concentrate on a single business or several

businesses (diversification)

– Cater to a broad range of customers or focus on a

particular niche

– Develop a wide or narrow product line

– Pursue a competitive advantage based on

• Low cost or

• Product superiority or

• Unique organizational capabilities

• Involves deciding how to

– Respond to changing buyer preferences

– Outcompete rivals

– Respond to new market conditions

– Grow the business over the long-term

– Achieve performance targets

Our strategy

will be . . .

Crafting a Strategy

Strategy Is Both Planned and Reactive to Changing

Circumstances

Actual

Strategy

Planned (or

Intended)

Strategy

Adaptive

Reactions

The Hows That Define a Firm's Strategy

• How to grow the business

• How to please customers

• How to outcompete rivals

• How to respond to changing market conditions

• How to manage each functional piece of the

business and develop needed organizational

capabilities

• How to achieve strategic and financial objectives

Strategy is HOWto . . .

Understanding Company Strategy --What to Look For

Pattern

of Actions

That Define

Strategy

Actions to Strengthen

Resources & Capabilities

DiversificationResponses to

Changing Conditions

Offensive Moves

to Gain Edge

Changes in

Product Line,

Quality, or Service

Geographic

CoverageForward or

Backward Integration,

Collaboration

How Functional

Activities Are

Managed

Defensive Moves

Pursuing New

Opportunities

Strategy Example: McDonald’s

• Strategic priorities

– Continued growth

– Providing exceptional customer care

– Remaining an efficient and quality producer

– Offering high value and good-tasting

products

– Effectively marketing McDonald’s brand on

a global scale

Core Elements of

McDonald’s Strategy• Add 2500 restaurants annually

• Promote frequent customer visits via attractive menu items, low-price specials, and Extra Value Meals

• Be highly selective in granting franchises

• Locate on sites offering convenience to customers and profitable growth potential

• Focus on limited menu and consistent quality

• Careful attention to store efficiency

• Extensive advertising and use of Mc prefix

• Hire courteous personnel; pay an equitable wage; provide good training

Crafting Strategy Is anExercise in Entrepreneurship

• Strategy-making is a market-driven and

customer-driven activity that involves

– Risk-taking and venturesomeness

– Innovation and business creativity

– Keen eye for spotting market

opportunities

– Keen observation of customer needs

– Choosing among alternatives

Characteristics of

Entrepreneurial Managers

• Boldly pursue new strategic opportunities

• Emphasize out-innovating the competition

• Lead the way to improve firm performance

• Willing to be a first-mover and take risks

• Respond quickly and opportunistically to

new developments

• Devise trail blazing strategies

Why Do Strategies Evolve?• There is always an ongoing need

to react to

– Shifting market conditions

– Fresh moves of competitors

– New technologies

– Evolving customer preferences

– Political and regulatory changes

– New windows of opportunity

– The crisis of the moment

What Is a Strategic Plan?

Where firm is headed --

Strategic vision and

business mission

Action approaches to achieve

targeted results -- A

comprehensive strategy

Short and long term

performance targets --Strategic

and financial objectives

Penyusunan Program & Anggaran

• Proses ini lebih memperinci target/goal yang

SMART : S - Specific

M - Measureable

A - Actionable

R - Realistic

T - Time – Bound

Dan juga program dan langkah untuk mencapai

target di rinci berikut anggarannya.

Proses ke 3 Managemen Strategi

Hoshin Plan

CEO

Hoshin Plan

OBJECTIVE

STRATEGY/

TACTIC OBJECTIVE

STRATEGY/

TACTIC

Mgr

Hoshin PlanIndividual

Implementation

OBJECTIVE

STRATEGY/

TACTIC

………

Objective Target/

Goal

Strategy/

Tactic

Performance

Measures

………..

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SI UKM-2010

SFLK UKM-2010

disiapkan oleh: Herianto Wibowo - UK Maranatha – 06.2001.

Objective Target/

Goal

Strategy/

Tactic

Performanc

e Measures

………..

Grow

…………

.

+3 PS.

D3

Mandarin

Teknologi

Informasi

… …….

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Th.2002

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Tactic

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e Measures

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SI UKM-2010

SFLK UKM-

2010

What Is a Strategic Plan?

Where firm is headed --

Strategic vision and

business mission

Action approaches to achieve

targeted results -- A

comprehensive strategy

Short and long term

performance targets --Strategic

and financial objectives

Implementing Strategy

• Creating fits between way things

are done and what it takes for

effective strategy execution

• Getting the organization to

execute strategy proficiently and

efficiently

• Producing excellent results in a

timely manner

Proses ke 4 Managemen Strategi

Strategy implementation is an

internal, operations-driven activity

involving organizing, budgeting,

motivating, culture-building,

supervising, and leading to

“make the strategy work”

as intended!

Strategy Implementation

What Does Strategy Implementation

Include?• Building a capable organization

• Allocating resources to strategy-critical activities

• Establishing strategy-supportive policies

• Motivating people to pursue objectives

• Tying rewards to achievement of results

• Creating a strategy-supportive corporate culture

• Installing needed information, communication, and

operating systems

• Instituting best practices for continuous improvement

• Exerting strategic leadership

Evaluating Performance

• The tasks of strategy are not a

one-time only exercise

– Times and conditions change

– Events unfold

– Better ways to do things emerge

– New managers with different

ideas take over

The Fifth Task of Strategic Management

Evaluating Performance

• Corrective adjustments

– Alter long-term direction

– Redefine the business

– Raise or lower performance objectives

– Modify the strategy

– Improve strategy execution

Characteristics of the

Strategic Management Process

• Need to perform tasks never goes away

• Boundaries among tasks are blurry

• Strategizing is not isolated from other managerial activities

• Time required comes in lumps and spurts

• The big challenge is to get the best strategy-supportive performance from employees, perfect current strategy, and improve strategy execution

Who Performs the Five

Strategic Management Tasks?

• Senior Corporate

Level Executives

• Subsidiary Business

Unit Managers

• Functional Area

Managers

• Operating

Managers

Strategizing: An Individual

or Group Responsibility?

• Teams are increasingly used because

– Strategic issues cut across departmental lines

– Ideas of people with different backgrounds can be

tapped into

– More people will have an ownership stake in the

strategy

Role of Strategic Planners

• Gather necessary information

• Provide support in revising strategic plans

• Coordinate review and approval process

• Crystallize strategic issues to be addressed

• Conduct studies of industry and competitive

conditions

• Establish an annual review cycle

• Develop strategy performance assessments

Why Planners Should Not

Be Strategy Makers

• Managers may toss tough decisions to

planners

• Planners know less about company’s

situation

• Difficult to fix accountability for poor

results

• Managers have no “buy in” to strategy

• Strategic planning may be viewed as an

unproductive “bureaucratic” activity

Strategic Management Principle

Strategy-making is a job for

line managers, not a staff of

planners -- doers should be the

strategy-makers!

Strategic Role of a

Board of Directors• Continuously audit validity of a company’s long-

term direction and strategy

• Evaluate strategic leadership skills of the CEO

and candidates to succeed the CEO

Strategic Management Principle

A board of director’s role in the

strategic management process is to

critically appraise and ultimately

approve strategic action plans, but

rarely, if ever, to develop the details!

Benefits of Strategic Approach to

Managing• Guides entire firm regarding “what it is we are

trying to do and to achieve”

• Lowers management’s threshold to change

• Provides basis for evaluating competing budget requests

• Unifies numerous strategy-related decisions

• Creates a proactive atmosphere

• Enhances long-range performance

Recap of Important Terms

A view of an organization’s future direction and business

course; a guiding concept for what the organization is trying

to do and to become.

Represents management’s customized answer to the

question “what is our business and what will it be.” A

mission statement broadly outlines the organization’s future

direction and serves as a guiding concept for what the

organization is to do and to become.

Strategic Vision

Organization Mission

Recap of Important Terms

Organization’s targets for achievement; both short and

long range objectives are needed.

Financial performance targets a company wants to

achieve.

Targets relating to strengthening a company’s overall

market position and competitive viability.

Performance Objectives

Financial Objectives

Strategic Objectives

Recap of Important Terms

Achievement levels to be reached within the next three to

five years.

Near-term performance targets; they establish the pace for

achieving the long-range objectives.

Long-Range Objectives

Short-Range Objectives

Recap of Important Terms

Managerial action plan for achieving organizational

objectives; strategy is mirrored in the pattern of moves

and approaches devised by management to produce the

desired performance. Strategy is the how of pursuing an

organization’s mission and reaching target objectives.

Statement outlining an organization’s mission and future

direction, near-term and long-term performance targets,

and strategy, in light of organization’s external and

internal situation.

Strategy

Strategic Plan

Recap of Important Terms

Includes the full range of managerial

activities associated with putting the chosen

strategy into place, supervising its pursuit,

and achieving the targeted results.

Strategy Implementation