Strategi dan Daya Saing Dengan Memanfaatkan TI

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1 Strategi dan Daya Saing Dengan Memanfaatkan TI
Sesi 8 Strategi dan Daya Saing Dengan Memanfaatkan TI

2 Tujuan Mengindentifikasi strategi dasar kompetisi dan menjelaskan bagaimana Teknologi Informasi dapat bermanfaat bagi bisnis Mengidentifikasi beberapa strategi penggunaan Teknologi Informasi untuk E-bisnis dan E-commerce, dan memberikan contoh bagaimana TI dapat memberikan keuntungan daya saing bagi perusahaan Memberikan contoh bahwa pengembangan proses bisnis dipengaruhi oleh strategi dari teknologi E-bisnis 2001 McGraw-Hill Companies

3 Tujuan Mengidentifikasikan nilai bisnis dari penggunaan teknologi E-bisnis untuk keseluruhan kualitas manajemen, untuk menjadi kompetitor yang kuat, atau untuk membentuk perusahaan virtual Menjelaskan bahwa pengetahuan di bidang sistem manajemen dapat membantu keuntungan strategi Mengidentifikasi dan mengevaluasi beberapa faktor yang dapat membantu sebuah perusahaan menunjang keuntungan dari strategi berkompetisi 2001 McGraw-Hill Companies

4 Lingkungan Kompetisi Ancaman dari pendatang baru Dari Suplier
Persaingan antara kompetitor yang ada Kekuatan menawar Dari konsumen Dari Suplier Ancaman dari Produk pengganti A firm can survive in the long run if it successfully develops strategies to confront five generic competitive forces that operate in the firm's relevant environment. What are some of these competitive forces? Threat of New Entrants. Many threats to long-term survival come from companies that do not yet exist or have a presence in a given industry or market. The threat of new entrants forces top management to monitor the trends, especially in technology, that might give rise to new competitors. Teaching Tip: This is especially true as the effects of globalization increase the likelihood that previously "domestic only" competition will encounter new international competitors. Bargaining Power of Suppliers. Suppliers with access to key or limited resources, or who dominate their industries, may exert undue influence on the firm. Many firms seek to reduce their dependence on a single firm to limit the suppliers' bargaining power. Rivalry Among Existing Firms. In mature industries, existing competitors are not much of a threat: typically each firm has found its "niche". However, changes in management, ownership, or "the rules of the game" can give rise to serious threats to long-term survival from existing firms. Teaching Tip: For example, the airline industry faces serious threats from airlines operating in bankruptcy, who do not pay on the debts while slashing fares against those healthy airlines who do pay on debt. Bargaining Power of Customers. Customers can grow large and powerful as a result of their market share. For example, Wal-Mart is the largest customer for consumer package goods and often dictates terms to the makers of those goods -- even a giant like Procter & Gamble. Threat of Substitutes. To the extent that customers can use different products to fulfill the same need, the threat of substitutes exists. Teaching Tips This slide relates to the material on p. 50. 2001 McGraw-Hill Companies

5 Framework Kompetisi Porter’s Five Forces
SUPPLIER Kekuatan menawar supplier Kompetitor Industri Ancaman pengganti Pendatang Baru Ancaman Pendatang Baru Pengganti Persaingan antar perusahaan Kekuatan menawar pembeli Pembeli 2001 McGraw-Hill Companies 7

6 Contoh: motor (honda) Kompetitor: Yamaha, suzuki, Kawazaki
Pendatang baru: kanzen (motor china), motor india Pengganti: sepeda, mobil, dll Suplier: Home Industri, Pabrik : spare part mesin/body/accessories - import, lokal Pembeli: Masyarakat (transportasi sehari2)

7 Contoh: Telkomsel (Tel Sel)
Kompetitor: Satelindo, Ratelindo (Esia) Pendatang baru: 3 Pengganti: HT, Internet, Telepon rumah, tel umum, wartel Suplier: jaringan, peralatan-siemen, voucher isi ulang, kartu prabayar, pascabayar , aksesoris (case) Pembeli: masyarakat berbagai lapisan

8 Ancaman Pengganti Tekanan kompetisi dari produsen pengganti tergantung: Keinginan pembeli terhadap pengganti Karakteristik harga dari pengganti 2001 McGraw-Hill Companies 8

9 Ancaman Pendatang Baru
Ancaman pendatang baru tergantung dari tingginya hambatan untuk masuk. Sumber dasar hambatan untuk masuk adalah: Kebutuhan Capital Skala Ekonomi Keuntungan biaya Absolute Perbedaan Produk Akses kepada saluran distribusi Hambatan hukum dan peraturan Balas dendam 2001 McGraw-Hill Companies 9

10 Persaingan Antar Perusahaan
Kompetisi harga dalam kompetisi tergantung dari: Konsentrasi (distribusi jumlah dan ukuran perusahaan Keragaman Kompetitor (perbedaan tujuan, struktur biaya, dll) Perbedaan Produk Kelebihan kapasitas dan hambatan keluar Kondisi biaya Skala ekonomi Rasio dari fixed terhadap variabel cost 2001 McGraw-Hill Companies 10

11 Kekuatan Menawar Pembeli
Sensitivitas harga pembeli Kekuatan Menawar secara relatif Bagaimana perbedaan barang yang dibeli ? Bagimana ketatnya Kompetisi diantara pembeli? Bagaimana pentingnya Kualitas barang terhadap Keinginan pembeli? Ukuran dan konsentrasi dari pembeli terhadap penjual Informasi pembeli Kemampuan melakukan integrasi 2001 McGraw-Hill Companies 12

12 Aplikasi Analisa Five - Forces
Peramalan Keuntungan Industri Keuntungan yg jelek di masa lalu merupakan indikasi keuntungan yang jelek di masa depan Bila kita dapat memprediksi perubahan di dalam struktur industri kita dapat memperkirakan pengaruh kompetisi dan keuntungan Strategi untuk meningkatkan keuntungan industri Apakah struktur variabel mempengaruhi keuntungan ? Mana yang dapat diubah oleh individu atau strategi gabungan ? 2001 McGraw-Hill Companies 14

13 Porter’s Generic Competitive Strategies
Keuntungan kompetisi berasal dari 1 dari 2 sumber: : Memiliki biaya yang murah di industri Memiliki perbedaan yang nyata dengan pesaing lainnya Faktor penting lainnya adalah jangkauan dari produk tersebut di pasar Gabungan dari faktor ini dapat berupa: Cost leadership strategy (or low-cost strategy) Differentiation strategy Focus strategy

14 Competitive Strategy Cost Leadership Differentiation Focus (Cost)
Advantage Porter Generic Competitive Strategies Low Costs Product-Service Differences Broad Narrow Cost Leadership Differentiation Competitive Market Scope Focus (Cost) Focus (Differentiation)

15 Dasar Strategi Kompetisi
Strategi Perbedaan Strategi Penemuan Baru Strategi Pertumbuhan Strategi Kerjasama Strategi Harga Companies may counter the competitive forces they face with one or more of five competitive strategies: Cost Leadership Strategies. This involves becoming a low-cost producer of products and services in the industry. Such firms can also help their suppliers or customers reduce costs. Differentiation Strategies. This involves making the products of the firm distinct from those of the competition in the marketplace. Differentiation variables valued by the market reduce the threat of substitution. Innovation Strategies. This involves finding new ways of doing business. This may involve developing new products, entry into new markets or radical change in business processes for production or distribution. Growth Strategies. This involves significantly expanding a company's capacity to produce goods and services, expanding into global markets, diversifying into new products or services, or integrating into related products and services. Alliance Strategies. This involves forming new business relationships or new ways of doing business with existing suppliers, customers, consultants, or even competitors. Such linkages may include mergers, acquisitions, joint ventures, or "virtual companies" (the pooling of resources on a per project basis). Teaching Tips This slide relates to the material on pp 2001 McGraw-Hill Companies

16 Strategi Penggunaan Teknologi Informasi
Meningkatkan Proses Bisnis Memperkenalkan Memelihara Hubungan dengan Konsumen dan suplier Menggunakan TI untuk Mengurangi Biaya Menggunakan TI untuk meningkatkan kualitas hubungan bisnis dengan konsumen dan suplier Menggunakan TI untuk membuat produk atau layanan baru Efisiensi Membuat Kemungkinan Bisnis Baru Menjaga hubungan Dengan konsumen Strategi Manfaat TI Hasil How can IT be used strategically? Improving Business Processes. IT can help make a firm’s operational processes substantially more efficient and its managerial processes much more effective. Besides reducing costs, improvements to business processes can help improve quality and customer service, and promote development of innovative products. Promote Business Innovation. IT can be used to develop unique products and services, or processes. This in turn can create new business opportunities and enable a firm to expand into new markets or into new segments of existing markets. Locking in Customers and Suppliers. IT can also allow a business to lock in customers and suppliers by using technology to build valuable new relationships with them. This can deter both customers and suppliers from abandoning a firm for its competitors or convince a supplier or firm into accepting less-profitable relationships. Creating Switching Costs. IT can be used to build switching costs into relationships between a firm and its customers or suppliers by providing mutually beneficial services that make it costly for a customer or firm to switch to a competitor. Teaching Tips This slide relates to material on pp Incorporate the real world examples provided in the text in discussion. 2001 McGraw-Hill Companies

17 Strategi Penggunaan Teknologi Informasi
Meningkatkan Hambatan Untuk masuk Membangun Dasar strategi TI informasi Meningkatkan nilai investasi yang berguna untuk berkompetisi Menggunakan TI untuk menyediakan informasi yang mendukung strategi kompetisi perusahaan investasi dalam sumber daya SI untuk meningkatkan strategi Pangsa pasar Membuat Kemungkinan Bisnis baru Mendorong Kerjasama Antar organisasi Strategi Manfaat Hasil Raising Barrier to Entry. By increasing the amount of investment or complexity of the technology required to compete in an industry, a firm can erect barriers that would discourage or delay other companies from entering a market. Leveraging a Strategic IT Platform. Investing in IT enables a firm to build a strategic IT platform that allows it to take advantage of strategic opportunities and develop new products and services that would not be possible without strong IT capability. Developing a Strategic Information Base. IT can allow firms to develop a strategic information base that can be used to support the firm’s competitive strategies. Teaching Tips This slide relates to material on pp Incorporate the real world examples provided in the text in discussion. 2001 McGraw-Hill Companies

18 Source : Michael E. Porter
A Value System Supplier value chains Firm value chain Channel value chains Buyer value chains 2-18 Source : Michael E. Porter 2001 McGraw-Hill Companies

19 Kordinasi Administrasi & Layanan Pendukung Pengembangan Teknologi
Value Chain Kordinasi Administrasi & Layanan Pendukung Sumber Daya Manusia Pengembangan Teknologi Pengadaan Inbound Logistik Operasi Outbound Pemasaran Dan Penjualan Layanan Konsumen Kompetisi Keuntungan The Value Chain Concept, developed by Michael Porter, is useful for helping you to decide when and how to apply the strategic capabilities of IT. The Concept views a firm as a series, or chain, of basic activities that add value to a firm’s products and services, and thus add a margin of value to the firm. In this way some activities are seen as primary processes, while others are seen as support processes that provide direction and support for the specialized work of primary activities. Thus, the framework highlights where competitive strategies can best be applied in a business. For each activity, the role of strategic information systems (SIS) can contribute significantly to that activity’s contribution to the value chain. For example: Administrative Coordination & Support Services. The key role of SIS here is in enterprise communication and collaboration. Human Resources Management. SIS role: Career development Intranet for employees. Technology Development. SIS role: Computer-Aided Design Extranets with partners. Procurement of Resources. SIS role: E-Commerce Extranet with suppliers. Primary Activities. These activities directly contribute to the transformation process of the organization. Inbound Logistics. SIS role: Automated Warehousing, JIT. Operations. SIS role: Computer-Aided Manufacturing. Outbound Logistics. SIS role: Online Data Entry. Marketing and Sales. SIS role: Interactive Targeted Marketing. Customer Service. SIS role: Customer Relationship Management. Teaching Tips This slide corresponds to Figure 2.9 on p. 61 and relates to the material on p. 59. 2001 McGraw-Hill Companies

20 Value Chain Internet Penjualan Pendukung dan Research Dan distribusi
Pasar dan produksi Penjualan Dan distribusi Pendukung dan Umpan balik Dari konsumen Data dari hasil research pasar dan mendapatkan keluhan dari konsumen Sarana untuk mendapatkan komplain konsumen on line Segera memecahkan masalah konsumen Biaya distribusi rendah Mencapai konsumen baru Titik kontak yang banyak Meningkatkan efisiensi Kesempatan Membuat Bisnis baru Mempertahankan Hubungan dengan Konsumen yang potensial Kemampuan Internet Keuntungan Terhadap perusahaan Untuk Mendapatkan keuntungan The Value Chain Model can also be used to strategically position a company’s Internet-based applications to gain competitive advantage. The Internet Value Chain Model shown outlines several ways that a company’s Internet connections with its customers could provide business benefits and opportunities for competitive advantage. The model suggests that company-managed newsgroups and chat rooms can be used to support market research, product development and direct sales. Likewise a company’s Internet-enabled connection with its suppliers can be used to support online shipping and scheduling. Multimedia catalogs can also be used to support E-Commerce. All together the model indicates how Internet technologies might be applied to help a firm gain competitive advantage in the marketplace. Teaching Tips This slide relates to the material on pp 2001 McGraw-Hill Companies

21 Kedudukan Strategi dari Teknologi Internet
Kepadatan Pasar global Website E-Commerce Layanan nilai tambah TI Perubahan produk dan layanan E-Business; Meluasnya Intranet dan Extranet Biaya dan peningkatan Efisiensi , sistem Chatting Peningkatan Kemampuan Bisnis Secara efektif Intranet dan Extranet Strategi Solusi Rendah Tinggi Customer Competition Connectivity E-Business Processes Connectivity Pendorong Internal Pendorong External For Internet technologies to be used strategically applications must be correctly positioned. The strategic positioning matrix shown can be used to help a company optimize the strategic impact of Internet Technologies. The matrix recognizes two major drivers: Internal Drivers. The amount of connectivity, collaboration and use of IT within a firm. External Drivers. The amount of connectivity, collaboration and use of IT by customers, suppliers, business partners, and competitors. Cost and Efficiency Improvements. When there is a low amount of connectivity, collaboration and use of IT within the company and by customers and competitors, a firm should focus on improving efficiency and lowering costs by using Internet technologies to enhance communications between the company and its customers and suppliers. Performance Improvement in Business Effectiveness. When there is a high amount of internal connectivity, but external connectivity by customers and competitors is still low, a firm should focus on using Internet technologies like intranets and extranets to make major improvements in business effectiveness. Global Market Penetration. When there is a high degree of connectivity by customers and competitors and low internal connectivity, a firm should focus on developing Internet-based applications to optimize interactions with customers and build market share. Product and Service Transformation. When a company and its customers, suppliers, and competitors are extensively networked, Internet technologies should be used to develop and deploy products and services that strategically reposition it in the marketplace. Teaching Tips This slide corresponds to Figure 2.4 on p. 52 and relates to material on pp 2001 McGraw-Hill Companies

22 Fokus Konsumen E-Bisnis
Dapat memesan melalui para distributor Transaksi Database Menghubungkan Pegawai dan para Konsumen dapat Memeriksa status Data pemesanan dan Pengiriman Memesan secara langsung Membentuk Komunitas Konsumen, Pegawai dan Mitra kerja Pegawai dapat Mengetahui data Secara keseluruhan There are other key strategies enabled by IT that can be used to enable a business to become successful and to maintain their success. These will be discussed on the next slides. A key strategy for becoming a successful E-Business is to maximize customer value. This strategic focus on customer value recognizes that quality rather than price becomes the primary determinant in a customer’s perception of value. A Customer-Focused E-Business, then, is one that uses Internet technologies to keep customer loyal by anticipating their future needs, responding to concerns, and providing top quality customer service. As the slide indicates, such technologies like intranets, the Internet, and extranet websites create new channels for interactive communications within a company, with customers, and with suppliers, business partners, and others in the external business environment. Thereby, encouraging cross-functional collaboration with customers in product development, marketing, delivery, service and technical support. A successful Customer-Focused E-Business attempts to ‘own’ the customer's total business experience through such approaches as: Letting the customer place orders directly, and through distribution partners Building a customer database that captures customers' preferences and profitability, and allowing all employees access to a complete view of each customer. Teaching Tip: Encourage your students to describe the characteristics of a profitable customer. What makes a particular customer valuable to a specific business? Letting customers check order, history and delivery status Nurturing an online community of customers, employees, and business partners. Teaching Tips This slide corresponds to Figure 2.10 on p. 61 and relates to the material on pp 2001 McGraw-Hill Companies

23 Building Customer Value
Place Orders Directly Customer Orders Through Partners Customer Database by Preferences & Profitability Internet Intranets Extranets Transaction Database Customer Database Customers Linked With Distribution Employee View of Customer is Complete Web Personal- ization Builds Loyalty Customers Check Own History PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK A successful Customer-Focused e-business attempts to ‘own’ the customer's total business experience through such approaches as: Letting the customer place orders directly, and through distribution partners Building a customer database that captures customers' preferences and profitability, and allowing all employees access to a complete view of each customer. Letting customers check order, history and delivery status Nurturing an online community of customers, employees, and business partners. Intranets Extranets Intranets Internet Build a Web Community of Customers, etc. 2001 McGraw-Hill Companies

24 Business Reengineering and Quality Management
Peningkatan Kualitas Bisnis Rekayasa Bisnis Definisi Sasaran Potensi Kembali Modal Resiko Apa yg berubah ? Primary Enablers Meningkatkan proses Bisnis yang ada Secara radikal mendisain sistem Bisnis Proses apa saja Proses strategi Bisnis Peningkatan 10%-50% Peningkatan kelipatan10 Rendah Tinggi Pekerjaan yg sama – Lebih efsien Pemotongan Kerja; Pekerjaan baru; Perubahan kerja TI dan penyederhanaan pekerjaan TI dan perubahan organisasi One of the most important competitive strategies today is business process reengineering (BPR) most often simply called reengineering. Reengineering is more than automating business processes to make modest improvements in the efficiency of business operations. Reengineering is a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, speed, and service. BPR combines a strategy of promoting business innovation with a strategy of making major improvements to business processes so that a company can become a much stronger and more successful competitor in the marketplace. However, while many companies have reported impressive gains, many others have failed to achieve the major improvements they sought through reengineering projects. Business quality improvement is a less dramatic approach to enhancing business success. One important strategic thrust in this area is called Total Quality Management (TQM). TQM emphasizes quality improvement that focuses on the customer requirements and expectations of products and services. This may involve many features and attributes, such as performance, reliability, durability, responsiveness etc. TQM uses a variety of tools and methods to provide: More appealing, less-variable quality of products or services Quicker less-variable turnaround from design to production and distribution Greater flexibility in adjusting to customer buying habits and preferences Lower costs through rework reductions, and non-value-adding waste elimination. Teaching Tips This slide corresponds to Figure 2.16 on p. 68 and relates to the material on pp 2001 McGraw-Hill Companies

25 Order Management Process
C O N F I G U R A T I O N C O L L E C T I O N S C O M M I T M E N T P R O S A L C H E C K I N G D E L I V E R Y B I L L I N G C R E D I T Business Processes PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Describe the stages in the order management process relating them to the respective business functions. Emphasize how IT can enhance each of the steps using real world examples. SALES Business Functions MANUFACTURING FINANCE LOGISTICS 2001 McGraw-Hill Companies

26 AV NET MARSHALL: The Customer- Focused Agile Competitor
Leverage the Impact of People and IS Resources Now Keterjangkauan Waktu pengiriman Waktu untuk mencapai Pasar bagi konsumen Antisipasi Kebutuhan yg akan datang Penyesuaian Conformance Biaya Transaksi Value-added Services Memberikan Pelanggan solusi Terhadap masalah Bekerja sama dengan Mitra bisnis dan kompetitor Perfect Free Mengatur Perubahan Besar Agility in competitive performance is the ability of a business to prosper in rapidly changing, continually fragmenting global markets for high-quality, high-performance, customer-configured products and services. Agile companies depend heavily on information technology to support and manage business processes. The four fundamental strategies of agile competition are: Enrich Customers. Agile companies enrich customers with solutions to their problems. Long term value-added products and services succeed when they solve problems based on customer needs. As conditions change, the agile competitor establishes a relationship based on the ability and willingness to change to meet new customer problem situations. Cooperate. Agile companies cooperate to enhance competitiveness. This means internal cooperation and, where necessary, cooperation with competitors in order to bring products and services to market more quickly. Organize. Agile companies organize to master change and uncertainty. This is a key component of agile competition because it seeks development of the anticipation and rapid response to changing conditions, not an attempt to stifle change itself. Leverage People and Information. Agile companies leverage the impact of people and information by nurturing an entrepreneurial spirit and providing incentives to employees to exercise responsibility, adaptability, and innovation. The Free.Perfect.Now model developed by AVNET Marshall embodies these principles into a succinct model for serving its customers in the most agile and responsive way. Free Dimension. Emphasizes that most customers want the lower cost for value received, but are willing to pay more for a value-added service. Perfect Dimension. Emphasizes that products and services should not only be defect free, but should be enhanced by customization, added features and should further anticipate future customer needs. Now Dimension. Emphasizes that customers want 24x7 accessibility to products and services, short delivery times, and consideration of the time-to-market for their own products. Teaching Tips This slide corresponds to Figure 2.22 on p.74 and relates to the material on pp 2001 McGraw-Hill Companies

27 The Virtual Company Interenterprise IS
Alliance - Subcontractors Boundary of a Firm Alliance - Major Supplier Customer Response and Order- Fulfillment Teams Intranets Alliance - Major Customer Extranets PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Describe the virtual company and its boundaries with its external partners. Show how intranets are used to collaborate internally and extranets with outside entities. Note color coding of internal components and how they work together in cross-functional teams for problem solving. Manufacturing Teams Alliance - Small Suppliers Alliance - Complementary Services Cross-Functional Teams Engineering Teams 2001 McGraw-Hill Companies

28 Perusahaan Virtual Tanpa Batas Teknologi Excellence Berdasarkan
Kepercayaan Kemampuan Beradaptasi Kesempatan Enam Karakter Perusahaan Virtual A Virtual Company (also called a virtual corporation or virtual organization) is an organization that uses information technology to link people, assets, and ideas. People and corporations are forming virtual companies in order to take advantage of strategic opportunities that require time, people competencies and information technologies resources that may not exist within a single company. By making strategic alliances with other companies and quickly forming a virtual company of all-star partners, the virtual company is best able to assemble the components needed to provide a world-class solution for customers and capture the opportunity. To succeed the virtual company must possess six characteristics: Adaptability: Able to adapt to a diverse, fast-changing business environment. Virtual companies must further reduce concept-to-cash time through sharing. Opportunism: Created, operated, and dissolved to exploit business opportunities when they appear. They must gain access to new markets and share market or customer loyalty, while increasing facilities and market coverage. Excellence: Possess all-star, world-class excellence in the core competencies that are needed. These competencies must be seamlessly linked through the use of Internet technologies. Technology: Provide world-class information technology and other required technologies in all customer solutions. They must migrate from selling products to selling solutions. Borderless: Easily and transparently synthesize the competencies and resources of business partners into integrated customer solutions. Trust-Based: Members are trustworthy and display mutual trust in their business relationships. They must be willing to share infrastructures and risks. Teaching Tips This slide relates to the material on pp 2001 McGraw-Hill Companies

29 Knowledge Management Enterprise Intelligence Information
Creation, Sharing, and Management PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK Graphic above demonstrates the steps in knowledge creation in the development of enterprise intelligence. Document Management 2001 McGraw-Hill Companies

30 Knowledge Management Systems
Solution Knowledge Development Engineers Technical Support Staff Product Managers Other Vendors Customers Internet Intranet Knowledge Management has become one of the major strategic uses of information technology. Knowledge Management Systems (KMS) are systems that are used to manage organizational learning and business know-how. The goal of knowledge management systems is to help knowledge workers create, organize, and make available important business knowledge, whenever, and wherever its needed. Such knowledge may include explicit knowledge like reference works, formulas, and processes, or tacit knowledge like “best practices”, and fixes. Internet and intranet technologies, along with such other technologies like GroupWare, data mining, and online discussion groups are used by KMS to collect, edit, evaluate and disseminate knowledge within the organization. Knowledge management systems are sometimes called adaptive learning systems, because they create cycles of organizational learning called adaptive learning loops, which allow the knowledge company to continually build and integrate knowledge into business processes, products, and services. Thereby, helping the company to become a more innovative, agile provider of goods and services. Teaching Tips This slide corresponds to Figure 2.25 on p.78 and relates to the material on pp 2001 McGraw-Hill Companies

31 Faktor Kunci Untuk Mencapai Sukses
Strategi dan Tindakan Manajemen Faktor Dasar Luas wilayah Lingkup Geographi Kemampuan Produk Organisasi Bentuk Sumber Teknologi Sumber pengetahuan Mengantisipasi pasar Creating switching costs Mengembangkan pengetahuan Mengembangkan strategi respon Memanajeman resiko Lingkungan Perusahaan Sustained success in using information technology strategically depends upon three sets of factors: The Environment. A major factor of the environment is the structure of the industry. Competitive restrictions and unique situations are environmental factors that involve political and regulatory restrictions all the way to wide-open competition. Foundation Factors. Unique industry position, alliances, assets, technological resources, and expertise are foundation factors that can give a company a competitive edge in a market. Management Actions and Strategies. Management alone is responsible for the successful development and implementation of plans. It must have the vision and planning abilities necessary to adapt information technology to the specific needs of the company in its particular situation. Teaching Tips This slide corresponds to Figure 2.26 on p.79 and relates to the material on pp Kinerja 2001 McGraw-Hill Companies

32 Mengidentifikasi Faktor Sukses kunci melalui Model Keuntungan: Industri Penerbangan
Keuntungan = hasil x Load factor - Unit Cost Pendapatan hasil RPMs Expenses ASMs RPMs ASMs ASMs = x - Kekuatan kompetis pada jalur penerbangan Dapat merespon thd perubahan pasar % perjalanan bisnis Pencapaian keuntungan perbedaan Harga yg kompetitif. Effisiensi pada perencanaan jalur Fleksibilitas dan dapat merespon Loyalitas Konsumen Kebutuhan bertemu konsumen Tingkat gaji. Efisiensi bahan bakar pesawat Produtifitas pegawai Load factor. Biaya Administrasi ASM = Available Seat Miles RPM = Revenue Passenger Miles 2001 McGraw-Hill Companies 18

33 Kesimpulan Sistem Informasi dapat mempegaruhi strategi bisnis
Internet, intranet, extranet, dan teknologi lain yang menggunakan Internet dapat digunakan secara strategis untuk mendukung keuntungan kompetisi Kunci sukses penggunaan teknologi Internet adalah mengembangkan E-Bisnis dengan fokus strategi pelayanan pada konsumen 2001 McGraw-Hill Companies

34 Kesimpulan (lanjutan)
Teknologi Informasi merupakan faktor yang penting dalam pengoperasian bisnis, dengan membuat perubahan yang dramatis dalam proses bisnis yang meningkatkan efisiensi dan efektifitas Teknologi Informasi dapat digunakan secara strategis untuk meningkatkan kinerja kualitas bisnis. Perusahaan dapat menggunakan Teknologi Informasi untuk membantu menjadi perusahaan yang kuat, yang dapat merespon secara cepat terhadap perubahan lingkungan 2001 McGraw-Hill Companies

35 Kesimpulan (lanjutan)
Membentuk perusahaan virtual telah menjadi strategi kompetisi yang penting dalam pasar global yang dinamis Kesuksesan strategi Sistem Informasi tidak mudah untuk dikembangkan dan dilaksanakan. Diperlukan perubahan besar dalam pengoperasian bisnis 2001 McGraw-Hill Companies