CHAPTER 4: TIPE-TIPE STRATEGI GRAND STRATEGY

Grand Strategy Tipe Strategi Generic Strategy

Grand Strategi Integration Intensive Defensive Diversification Forward Backward Horizontal Market Penetration Intensive Market Develop Product Develop Concentric Diversification Horizontal Conglomerate Joint Venture Retrenchment Defensive Divesture Liquidation

INTEGRATION STRATEGY 1. BACKWARD INTEGRATION Mendapat kepemilikan atau kontrol supplier Strategi digunakan: Jumlah pemasok sedikit, pesaing banyak Pasokan bahan baku cepat dan tepat Menekan biaya perolehan bahan baku 2. FOREWARD INTEGRATION Mendapat kepemilikan atau kontrol distributor Jalur distribusi yang ada mahal dan tidak dapat mendistribusikan dengan cepat Punya kemampuan modal kuat dan manajemen yang baik

3. HORIZONTAL INTEGRATION Mendapat kepemilikan/kontrol pesaing Strategi digunakan: Perusahaan bersifat dominan Bersaing di industri yg terus berkembang Modal + SD yg kuat untuk ekspansi

INTENSIVE STRATEGY 1. MARKET PENETRATION Seeking increased market share for present products or services in present markets through greater marketing effort Menjual current product pada current market via aggressive marketing Strategi digunakan ketika: Ada hubungan yg signifikan antara biaya pemasaran dengan penjualan Market share pesaing turun sedangkan total penjualan industri meningkat Pasar belum jenuh

2. MARKET DEVELOPMENT Mejual current product pada new market Strategi digunakan: Jaringan distribusi tersedia, berkualitas dan tidak mahal Perusahaan memiliki kelebihan kapasitas produksi Muncul pasar baru atau pasar belum jenuh

3. PRODUCT DEVELOPMENT Mengembangkan new product (feature, mutu, design, packaging, dll) pada current market Strategi digunakan: produk berhasil+pd tahap maturity pesaing menawarkan produk lebih baik & harga lebih murah Memiliki kemampuan R&D

DIVERSIFICATION STRATEGY Mengembangkan new product pada new market 1. Concentric Diversification Menambah new product yang saling berhubungan untuk pasar yg sama (pemasaran/teknolgi terkait) Strategi digunakan: industri yg tumbuh lambat produk dgn harga bersaing

2. HORIZONTAL DIVERSIFICATION Menambah new product yang tidak berhubungan dengan tujuan memuaskan pelanggan yang sama (pemasaran terkait, teknologi tidak terkait) Strategi digunakan: New product akan meningkatkan penerimaan dari produk lama Persaingan ketat Jaringan distribusi yang ada dapat digunakan untuk memasarkan produk baru

3. CONGLOMERATE DIVERSIFICATION Tambah produk baru yang tidak berhubungan untuk pasar yang berbeda (teknologi, produk, pemasaran tidak terkait) Strategi digunakan: industri mengalami penurunan dalam penjualan dan profit pasar jenuh punya modal kuat dan manajemen yang baik

DEFENSIVE STRATEGY 1. Joint Venture Two or more sponsoring firms forming a separate organization for cooperative purposes. 2. Retrenchment Regrouping through cost and asset reduction to reserve declining sales and profit 3. Divestiture Selling a division or part of an organization 4. Liquidation Selling all of company’s asset 5. Combination Combination two or more strategies simultaneously

Alternative Strategy : Defined and Exemplified Definition Example Forward Integration Gaining ownership or increased control over distributors or retailers. BMW Int’l buys Astra-BMW to be BMW Indonesia Backward Integration Seeking ownership or increased control of a firm’s suppliers Garuda Indonesia acquires Horizontal Integration Seeking ownership or increased control over competitors. Hyundai acquires KIA Automotives Market Penetration Seeking increased market share for present products or services through greater marketing effort P&G spending heavily on advertising to increase market share Market Development Introducing present products or services into new geographic area Korean Automotive Producers expand into Indonesia Product Development Seeking increased sales by improving present products or services or developing a new ones Toyota Astra Motor offered Camry

Alternative Strategy : Defined and Exemplified Definition Example Concentric Diversification Adding new, but related, product or services Media Indonesia acquires Metro TV. Horizontal Diversification Adding new, unrelated products or services for present customers MCI, the phone company, adds consulting and paging. Conglomerate Diversification Adding new, unrelated products or services Westinghouse Electric acquires CBS Entertainment. Joint Venture Two or more sponsoring firms forming a separate organization for cooperative purposes Ford Motor Co. and Song Cong Diesel in Vietnam build an auto assembly plant near Hanoi Retrenchment Regrouping through cost and asset reduction to reverse declining sales and profits Glazo Wellman is restructuring its U.S. operation, cutting 1.000 jobs. Divestiture Selling a division or part of an organization Teneco sells its Case Construction Corp. Liquidation Selling all of company’s assets. Ribol sells all its assets and ceases business.

GENERIC STRATEGY DIFFERENTIATION GENERIC OVER ALL COST STRATEGY LEADERSHIP F O C U S

DIFFERENTIATION Strategi membangun keunggulan dan keunikan dalam bisnis Sumber differensiasi, antara lain:  performance  services  quality  design  technology

Persyaratan: Keterampilan & Sumber Daya Umum (Kreatifitas, inovasi, R&D, Marketing, dll) Persyaratan Organisasi Umum:  Koordinasi bidang R&D dgn Pemasaran  Rekrut SDM yang kreatif

Memusatkan pada satu segmen terpilih 2. FOCUS Memusatkan pada satu segmen terpilih Strategy: services excellence 3. LOW COST LEADERSHIP Fokus pada low price Strategi: Design produk sederhana & standarisasi komponen Cari bahan baku yang murah Inovasi baru pada proses produksi Network marketing yang low cost Kurangi biaya overhead

Persyaratan: Keterampilan & Sumber Daya Umum Supervisi SDM yg ketat, keterampilan rekayasa proses produksi, distribusi berbiaya rendah Persyaratan Organisasi Umum Pengendalian biaya ketat, tertib administrasi laporan, insentif berdasarkan target

RESIKO COMPETITIVE ADVANTAGE Defferensiasi jika pesaing meniru differensiasi menjadi kurang penting Low cost leadership pesaing meniru teknologi berubah Fokus Segmen tidak lagi menarik Pesaing menguasai segmen