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ANALISIS STRATEGIS: MENENTUKAN POTENSI MASA MENDATANG MODUL 6 PERT. 19 S/D 21.

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Presentasi berjudul: "ANALISIS STRATEGIS: MENENTUKAN POTENSI MASA MENDATANG MODUL 6 PERT. 19 S/D 21."— Transcript presentasi:

1 ANALISIS STRATEGIS: MENENTUKAN POTENSI MASA MENDATANG MODUL 6 PERT. 19 S/D 21

2 MODUL 6 TIK – 6 Mahasiswa mampu memisahkan berbagai potensi masa mendatang [C4]

3 ANALISIS STRATEGIS: MENENTUKAN POTENSI MASA MENDATANG Konsep yang lebih menekankan dimensi kreativitas terhadap peluang eksternal IS/IT, lingkungan persaingan dan sistem nilai dari industri Membantu pembentukkan keterkaitan yang erat antara isu yang ada pada strategi bisnis dengan rasionalisasi alami investasi IS/IT di masa mendatang

4 ANALISIS STRATEGIS: MENENTUKAN POTENSI MASA MENDATANG

5 Pert. 19. Menyelaraskan strategi investasi bidang IS/IT dengan bisnis Lebih menekankan strategi eksternal yang mengge- rakkan strategi internal ketimbang sebaliknya. Development of business strategies can be carried out in a variety of ways, but, this is probably most effective if the organization is considered as a group of (strategic) business unit. The consideration based on: situation analysis and competitive assessment, evaluation of strategic options, and dynamic allocation of resources.

6 Pert. 19. Menyelaraskan strategi investasi bidang IS/IT dengan bisnis

7 This would include an assessment of the role of IS/IT in terms of its use in the industry, by competitors, suppliers and customers, as well as the effectiveness of its use within the business unit.

8 Pert. 19. Menyelaraskan strategi investasi bidang IS/IT dengan bisnis Particular relevance to the electronic commerce dimensions of the strategy, have been overlaid on the basic model in fig They attempt to show how generic e-comm options –improving the value proposition, mass customization, performance improvement and cost reduction-require combination to be addressed.

9 Pert. 19. Menyelaraskan strategi investasi bidang IS/IT dengan bisnis The experts have proved very useful in clarifying the business rationale for IS/IT investment strategic applications should relate readily to the dimension in which the organization seeks to excel in the next one to three years, with the objectives of gaining advantage in the market key operational application improvements are essential in any dimension if the systems are causing performance levels to fall below those essential to success.

10 Pert. 19. Menyelaraskan strategi investasi bidang IS/IT dengan high potential projects would normally be prototypes related to spesific strategic developments or evaluations of ideas relaevant to the other dimensions.

11 Pert. 19. Menyelaraskan strategi investasi bidang IS/IT dengan bisnis

12 Pert. 19. Analisis rantai nilai Pengertian menurut Porter: Every firm is a collection of activities that are performed to design, produce, market, deliver and support its products or services. All these activities can be represented using a value chain. Value chains can only be understood in the context of the business unit.

13 Pert. 19. Analisis rantai nilai Hubungannya dengan sistem yang besar The value chain of the business unit is only one part of a larger set of value adding activities in an industry. The value chain of any firm therefore needs to be understood as part of the larger system of related value chains-those of its suppliers, customers, and competitors before it can be optimized.

14 Pert. 19. Analisis rantai nilai Contoh: the considerable investment made by food retailers in Point Of Sales (POS) systems has changed the way information is passed to food manufacturers company and has dramatically changed the delivery service required from those manufacturers.


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