Corporate Portfolio Management Hadi Paramu Manajemen Stratejik 12/5/2018 Hadi Paramu Manajemen Strategik

Analytical Frameworks SWOT Portfolio Framework  mengkaitkan dua dimensi: competitive status of the corporation’s business unit (Strengths dan Weaknesses) dan kondisi external environment (Opportunity dan Threats). Original BCG Framework  matriks BCG (market’s growth rate dan market share pada sumbu-sumbunya) General Electric Framework  kategorisasi bisnis menurut industry attractiveness dan business unit strengths 12/5/2018 Hadi Paramu Manajemen Strategik

SWOT Portfolio Framework Competitive Status of Company Business Units Strong Average Weak State of the External Environment Abundant Environment opportunities Compartment A Compartment D Compartment G Moderate Environment opportunities and threats Compartment B Compartment E Compartment H Critical Environment threats Compartment C Compartment F Compartment I 12/5/2018 Hadi Paramu Manajemen Strategik

Competitive Status of Company Business Units Strong Average Weak State of the External Environment Abundant Environment opportunities Compartment A Internal Growth, Vertical Intergration of related business, Mergers, Horizontal Integration Compartment D Mergers, Horizontal Integration, Strategic Alliances Compartment G Turnarround, Divestment 12/5/2018 Hadi Paramu Manajemen Strategik

Competitive Status of Company Business Units Strong Average Weak State of the External Environment Moderate Environment opportunities and threats Compartment B Vertical Intergration of related business, Mergers, Horizontal Integration Compartment E Stability, Mergers, Horizontal Integration, Strategic Alliances, Divestment Compartment H Turnarround, Divestment 12/5/2018 Hadi Paramu Manajemen Strategik

Competitive Status of Company Business Units Strong Average Weak State of the External Environment Critical Environment threats Compartment C Horizontal related diversification, horisontal unrelated diversification, vertical integration of unrelated business, Divestment Compartment F Divestment, Horizontal related diversification, horizontal unrelated diversification, stability Compartment I Liquidation 12/5/2018 Hadi Paramu Manajemen Strategik

Original BCG Framework Percentage of Market Growth Rate High Stars Question Marks Low Cash Cows Dogs Relative Market Share 12/5/2018 Hadi Paramu Manajemen Strategik

Penjelasan Kuadran BCG Matrix Stars Menguasai porsi besar dari pertumbuhan pasar yang tinggi (i.e. pertumbuhan 10% atau lebih) Membutuhkan dukungan dana yang besar untuk mempertahankan diri Question Mark Menguasai porsi rendah dari pertumbuhan pasar yang tinggi Jika mampu meningkatkan market share, unit bisnis akan menjadi Stars  butuh dukungan dana Jika tidak, unit bisnis akan menjadi dog 12/5/2018 Hadi Paramu Manajemen Strategik

Penjelasan Kuadran BCG Matrix Cash Cows Menguasai porsi besar dari pasar yang bertumbuh rendah (kurang dari 10% per tahun) Mesin uang untuk mendukung Stars dan Question Mark Dog Menguasai porsi yang kecil dari pasar yang bertumbuh rendah (dan bahkan cenderung declining) Merupakan bisnis marginal 12/5/2018 Hadi Paramu Manajemen Strategik

Empat Strategi Terkait BCG Memperluas Market Share Dilakukan pada Question Mark Dilakukan dengan menurunkan harga (hingga mungkin perusahaan rugi dalam jangka pendek) untuk mendapatkan market share signifikan Mempertahankan Market Share Cocok untuk Cash Cow Market share dipertahankan dan cash yang dihasilkan digunakan untuk mendukung Stars & Question Mark. 12/5/2018 Hadi Paramu Manajemen Strategik

Empat Strategi Terkait BCG Memanen (Harvest) Mendapatkan sebanyak mungkin cash dari bisnis yang cenderung mengalamai penurunan market share. Bisnis yang dipanen: dog, question mark yang tidak menjanjikan, dan cash cow yang relatif lemah Divestasi Mendisvestasi bisnis yang tidak menjanjikan: dog dan question mark yang lemah Cash yang diperoleh akan digunakan untuk mengembangkan Stars dan Question Mark yang berpotensi menjadi Star. 12/5/2018 Hadi Paramu Manajemen Strategik

General Electric Framework Business Strenghts Strong Weak High Low Industry Attractiveness Successful business units Average business units Unsuccessful business units 12/5/2018 Hadi Paramu Manajemen Strategik

Beberapa Kriteria dalam GE Industry Attractiveness Business Unit Strenght Annual industry growth rate Cyclicality of the industry Historical profitability of the industry Macroenvironmental opportunity & constraint Overall industry size Seasionality of the industry Intensity of competition Industry predisposition to unionization Rate of innovation in the industry Market share Firm profitability Per unit cost of operation Process R&D performance Product quality Managerial and personnel talent Market share growth Operation capacity Technological know how Product R&D performance Brand reputation 12/5/2018 Hadi Paramu Manajemen Strategik