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Pengembangan Strategi SI/TI. Konteks Strategi SI/TI (Sullivan, 1985) Opportunistic Traditional Complex Backbone Low High Infusion-degree of dependence.

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Presentasi berjudul: "Pengembangan Strategi SI/TI. Konteks Strategi SI/TI (Sullivan, 1985) Opportunistic Traditional Complex Backbone Low High Infusion-degree of dependence."— Transcript presentasi:

1 Pengembangan Strategi SI/TI

2 Konteks Strategi SI/TI (Sullivan, 1985) Opportunistic Traditional Complex Backbone Low High Infusion-degree of dependence of IS/IT of the business External competitive pressures: increasing the criticality of IS/IT to the business Diffusion: degree of decentrali- zation of IS/IT control in the organization Internal organization pressures: demanding further distribution of IS/IT control

3 Low Diffusion / Low Infusion Kontrol sumber daya TI higly centralized SI tidak critical terhadap bisnis Menggunakan TI hanya untuk meningkatkan efisiensi Low diffusion/high infusion Higly Centralized dan SI critical terhadap bisnis

4 High diffusion/low infusion Largely Decentralized dan SI tidak critical terhadap bisnis High diffusion/high infusion Largely Decentralized dan SI critical terhadap bisnis (bisnis tergantung dengan sistem)

5 Definisi Strategi Bisnis Definition of business strategy:An integrated set of actions aimed at increasing the long- term well-being and strength of the organization relative to its competitors The definition of business strategy is a long term plan of action designed to achieve a particular goal or set of goals or objectivesgoals or objectives

6 Teknik untuk mengembangkan Strategi Bisnis: Competitive Forces in Industry (Porter, 1980) Threat of new entrants Bargaining power of suppliers Rivalry among existing competitors Threat of substitute product Bargaining power of buyers

7 Strategi Kompetitif Generik Low Cost Differen- tiation Competitive Advantage

8 Implikasi Strategi Bisnis Kompetitif terhadap Strategi IS/IT Bagaimana IS/IT mempengaruhi nilai produk atau service dan siklusnya? – Buat produk baru atau bisnis baru – Mengupayakan produk untuk didesain atau dikirimkan lebih cepat – Mengupayakan fitur tambahan atau servis untuk meningkatkan nilai produk

9 Bagaimana SI/TI mempengaruhi permintaan produk dan servis, segmen lebih efektif, perluasan secara geografis, atau membukan saluran distribusi baru untuk mencapai pasar?

10 – Memungkinkan untuk mencapai pelanggan yang lebih sesuai – Memungkinkan untuk menyesuaikan produk/servis yang berbeda kepada pelanggan yang sesuai – Memungkinkan produk/servis untuk didistribusikan dengan cara yang baru ke pelanggan – Memungkinkan untuk lebih dekat ke pasar dibandingkan melalui perantara

11 Contoh bagaimana IS/IT mempengaruhi competitive forces di industri penerbangan How can IS/IT build barriers to new entry? By increasing IT entry cost for reservation systems. By tying in distribution channels (travel agencies). How can IS/IT build in switching costs for customer? By linking purchasing and remittance systems to reduce overheads of customer. Discount/volume packages to discourage piecemeal purchase. How can IS/IT change the basis of competition? Lower costs: optimize yield per aircraft. Differentiate service:reconfiguring aircraft due to demand. Niche/focus service into high yield sectors (business travel) How can IS/IT change the balance of power in supplier/customer relationship? Agent is constantly aware of seat availability of competing airlines. Airline can readily promote unsold capacity via chosen agents. How can IS/IT generate new products/services? Integrated travel package to high mileage business customers—by passing agencies. New routes/schedule to cater for demand.


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