Penyusunan Strategi dan Implementasi - WordPress.com

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Components. – Model of Strategic Management Process. – Models of Strategy Formation. ○ Managerial Tools to Implement Strategic. Plans. Topics: Chapter 8  ...
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Penyusunan Strategi dan Implementasi

Strategic Planning z

Strategic planning has taken on new importance in today’s world of globalization, deregulation, advancing technology, and changing demographics, and lifestyles Manager’s Challenge: Nintendo

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Strategy Formulation and Implementation z

Strategic Management – – – –

z

Definition Components Model of Strategic Management Process Models of Strategy Formation

Managerial Tools to Implement Strategic Plans

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Topics: Chapter 8

Thinking Strategically z ) ) ) )

Answers to the following define an overall direction for the organization's grand strategy Where is the organization now? Where does the organization want to be? What changes are among competitors? What courses of action will help us achieve our goals?

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Strategic Management z

Set of decisions and actions used to implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals

z

Responsibility = top managers & chief executive

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Strategic Management Managers ask such questions as... n o p q

What changes and trends are occurring? Who are our customers? What products or services should we offer? How can we offer these products or services most efficiently?

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Grand Strategy z z

General plan of major action to achieve long-term goals Falls into three general categories A separate grand 1. Growth strategy can be 2. Stability defined for global 3. Retrenchment operations Ethical Dilemma: A Great Deal for Whom?

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Grand Strategy: Growth z

Growth can be promoted internally by investing in expansion or externally by acquiring additional business divisions -

Internal growth = can include development of new or changed products External growth = typically involves diversification – businesses related to current product lines or into new areas

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Grand Strategy: Stability z

Stability, sometimes called a pause strategy, means that the organization wants –

to remain the same size or



to grow slowly and in a controlled fashion

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Grand Strategy: Retrenchment z

Retrenchment = the organization goes through a period of forced decline by either shrinking current business units or selling off or liquidating entire businesses

z

Liquidation = selling off a business nit for the cash value of the assets, thus terminating its existence

z

Divestiture = involves selling off of businesses that no longer seem central to the corporation

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Global Corporate Strategies High

Need for Global Integration

Globalization Strategy

Low

• Treats world as a single global market • Standardizes global products/advertising strategies

Export Strategy •Domestically focused •Exports a few domestically produced products to selected countries

Low

Transnational Strategy • Seeks to balance global efficiencies and local responsiveness • Combines standardization and customization for product/advertising strategies

Multi-domestic Strategy • Handles markets independently for each country • Adapts product/advertising to local tastes and needs

Need for National Responsiveness

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High

Global Strategy z

z z

Globalization = product design and advertising strategies are standardized around the world Multi-domestic = adapt product and promotion for each country Transnational = combine global coordination with flexibility to meet specific needs in various countries

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Purpose of Strategy The plan of action that prescribes resource allocation and other activities for dealing with the environment, achieving a competitive advantage, that help the organization attain its goals Strategies focus on: ● Core competencies ● Developing synergy ● Creating value for customers z

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Three Levels of Strategy in Organizations Corporate-Level Strategy: What business are we in?

Corporation

Business-Level Strategy: How do we compete? Textiles Unit

Chemicals Unit

Auto Parts Unit

Functional-Level Strategy: How do we support the business-level strategy? Finance

R&D

Manufacturing

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Marketing

Strategic Management Process Scan External Environment – National, Global Evaluate Current Mission, Goals, Strategies Scan Internal Environment – Core Competence, Synergy, Value Creation

Identify Strategic Factors – Opportunities, Threats

SWOT

Define new Mission Goals, Grand Strategy

Identify Strategic Factors – Strengths, Weaknesses

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Formulate Strategy – Corporate, Business, Functional

Implement Strategy via Changes in: Leadership culture, Structure, HR, Information & control systems

Strategy Formulation vs. Implementation z

Strategy Formulation = stage of strategic management that involves planning and decision making that lead to the establishment of the organization’s goals and of a specific strategic plan

z

Strategy Implementation = stage of strategic management that involves the use of managerial and organizational tools to direct resources toward achieving strategic outcomes Experiential Exercise: Developing Strategy for a Small Business

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Checklist for Analyzing Organizational Strengths and Weaknesses Management and Organization

Marketing

Human Resources

Management quality Staff quality Degree of centralization

Distribution channels Market share

Employee experience, education

Advertising efficiency

Union status

Organization charts

Customer satisfaction

Turnover, absenteeism

Planning, information, control systems

Product quality Service reputation

Work satisfaction

Sales force turnover Finance Profit margin

Production

Grievances Research and Development Basic applied research

Debt-equity ratio

Plant location Machinery obsolescence

Inventory ratio

Purchasing system

Return on investment

Quality control

Laboratory capabilities Research programs New-product innovations

Credit rating

Productivity/efficiency

Technology innovations

Sources: Based on Howard H. Stevenson, “ Defining Corporate Strengths and Weaknesses,” Sloan Management Review 17 (spring 1976), 51-68; and M.L.Kastens, Long-Range Planning for Your Business (New York: American Management Association, 1976). Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 17

Portfolio Strategy BCG Matrix z

Mix of business units and product lines that fit together in a logical way to provide synergy and competitive advantage

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Five Forces Affecting Industry Competition •Internet reduces barriers to entry

Potential New Entrants

Internet blurs differences among competitors in an industry

Threat of Substitute Products •Internet expands market size, but creates new substitution threats

•Internet tends to increase the bargaining power of suppliers

Bargaining Power of Buyers

Rivalry among Competitors

•Internet shifts greater power to end consumers

Bargaining Power of Suppliers

Source: Based on Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: Free Press, 1980). Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 19

Competitive Edge Through Competitive Strategies z

Differentiation = attempt to distinguish products or services from that of competitors

z

Cost leadership = aggressively seeks efficient facilities, pursues cost reductions, and uses tight cost controls to produce products more efficiently than competitors

z

Focus = concentrates on a specific regional market or buyer group Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.

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Continuum of Partnership Strategies Organizational Combination

Acquisitions

Degree of Collaboration

Mergers

Strategic Alliances

Joint Ventures

Strategic Business Partnering

Preferred Supplier Arrangements Low

Degree of Collaboration Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 21

High

Implementing Strategy Tools z z z z

Leadership Structural design Information and control systems Human resources

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Tools for Putting Strategy into Action

Environment Organization

Leadership „ Persuasion „ Motivation „ Culture/values

Strategy

Structural Design „ Organization Chart „ Teams „ Centralization „Decentralization, „ Facilities, task design

Human Resources „ Recruitment/selection „ Transfers/promotions „ Training „ Layoffs/recalls

Performance

Information and Control Systems „ Pay, reward system „ Budget allocations „ Information systems „ Rules/procedures Source: Adapted from Jay R. Galbraith and Robert K. Kazanjian, strategy Implementation: Structure, Systems and Process, 2d ed. (St. Paul, Minn.: West, 1986), 115, Used with permission. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 23