Karakteristik Manajemen Strategi Team Teaching Manajemen Strategi

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1 Karakteristik Manajemen Strategi Team Teaching Manajemen Strategi
STRATEGIC MANAGEMENT Pertemuan ke-1 Karakteristik Manajemen Strategi Team Teaching Manajemen Strategi 2016

2 Referensi Fred R David, Strategic Management Concepts and cases, 14th Edition, Pearson, 2013 Arthur A. Thomson / Margaret A. Peteraf / John E. Gamble / A. J. Strickland III, Crafting and Executing Strategy, 18th Edition, McGraw Hill, 2012

3 What is a Strategy ? The history of strategic planning began in the military, The word strategy comes from the Greek “Strategos” it is combine of Stratos (the army) and ago (to lead) Strategy is the science of planning and directing large-scale military operation, of maneuvering force into the most advantageous position prior to actual engagement with the enemy. Both Business and Military is to gain “Competitive Advantage”, they try to use their own strength to exploit competitor’s weaknesses.

4 Six Dimension of Strategy
Strategy as a Coherent, Unifying, and Integrative Patterns of Decisions. Strategy as a means of Establishing an Organization’s Purpose in terms of its Long Term Objectives. Strategy as a Definition of a Firm’s Competitive Domain Strategy as a Response to External Opportunity and Threats, and to Internal Strength and Weaknesses as a Means of Achieving Competitive Advantage. Strategy as a Logical System for Differentiating Managerial Task at Corporate, Business, and Functional Level. Strategy as a Definition of the Economic and Noneconomic Contribution the Firm Intend to Make to its Stakeholders

5 What is a Business Strategy ?
A strategy is unified, comprehensive, and integrated plan. Relates the strategic advantage of the firm to the challenges of the environment. It is designed to ensure that the objective of the enterprise are achieved through proper execution by the organization. Business Strategy is formulated, implemented, and evaluated with an assumption of Competition.

6 “Notable Quotes” Without a strategy, an organization is like a ship without a rudder, going around in circle. It is like a tramp, it has no place to go. (Joel Ross and Michael Kami) The formulation of strategy can develop competitive advantage only to the extent that the process can give meaning to workers in the trenches. (David Hurst) Most of us fear change, Even when our mind say change is normal, our stomachs quiver at the prospect. But for strategists and manager today, there is no choice but to change. (Robert Waterman, JR)

7 Defining Strategic Management
Strategic Management can be defined as the art and science of formulating, implementing, and evaluating cross-functional decision that enable an organization to achieve its objectives. It implies, strategic management focuses on integrating management, marketing, finance/accounting, production/operation, research and development and computer information system. The term Strategic Management is used synonymously with the term Strategic Planning Some time Strategic Management is used to refer : strategy formulation, implementation and evaluation. Strategic planning referring only strategy formulation.

8 Stages of Strategic Management
Strategic management process consist of 3 stages : strategy formulation, strategy implementation and strategy evaluation.

9 Benefits of Strategic Management
Enhanced Communication Dialogue Participation Deeper/improved Understanding a. Of others views b. Of what the firm is doing / plann ing and why Greater Commitment a. To achieve objectives b. To implement strategies c. To work hard RESULT All managers and employees on a mission to help the firm succeed Financial Benefit Non Financial Benefit

10 Risks of Strategic Management
Time that managers spend may have negative impact on operational responsibility The formulators should be intimately involved in its implementation Strategic managers must be trained to anticipate and respond to disappointment of participating subordinates

11 Why Some Firms Do Not Strategic Planning
Lack of knowledge or experiences in strategic planning Poor reward structure Firefighting Waste of time Too expensive Laziness Content with success Fear of failure Overconfidence Prior bad experience Self-interest Fear of the unknown Hones difference of opinion Suspicion Why Some Firms Do Not Strategic Planning

12 Pitfall of Strategic Planning
Using strategic planning to gain control over decision and resources Doing strategic planning only to satisfy accreditation or regulatory requirement Too hastily moving from mission development to strategy formulation Failing to communicate the plan to employees, who continue working in the dark Top manager making many intuitive decision that conflict with the formal plan Top managers not actively supporting the strategic planning Failing to use plans as a standard for measuring perf’ Delegating planning to “planner” rather than involving all manager Failing to involve key employees in all phases of planning Failing to create a collaborative climate supportive of change Viewing planning as unnecessary or unimportant Being so formal in planning that flexibility and creativity are stifled

13 Guidelines of Strategic Planning
Should be : People more than paper process A learning process for all Word supported by number rather than number supported by word Simple and non rutine Vary assignment, team –membership meeting format, even calendar Challenge the assumption Welcome bad news Welcome open mindset Should not be : Bureaucratic mechanism Ritualistic, stilted, or orchestrated Too formal, predictable, or rigid Contain jargon, or arcane planning language Formal system of control Disregard qualitative information Controlled by “technician” Do not pursue too many strategies at once Continually strengthen the “good ethics is good business” policy

14 Competitive Advantage Strategist Vision & Mission Statement
Key Terms Key Terms in Strategic Management Competitive Advantage Strategist Vision & Mission Statement External Opportunities & Threats Internal Strength & Weaknesses Long-term Objective Strategies Annual Objective Policies

15 Soal Manajemen Strategi
Pernyataan di bawah ini adalah beberapa dimensi dari strategi, kecuali: Strategi sebagai pola keputusan yang koheren, mempersatukan, dan mengintegrasikan. Strategi sebagai sarana untuk menetapkan tujuan organisasi. Strategi sebagai sarana untuk membangun komunikasi dengan mitra. Strategi sebagai respons terhadap perubahan lingkungan strategik untuk mencapai keunggulan bersaing. Pilih pernyataan yang tidak tepat untuk menggambarkan pengertian strategi bisnis: Strategi bisnis merupakan rencana bisnis yang menyeluruh dan terpadu. Strategi bisnis dirancang untuk menjamin tercapainya tujuan perusahaan. Strategi bisnis dikelola dengan asumsi persaingan. Strategi bisnis tidak terkait dengan perubahan lingkungan internal perusahaan. Pilih urutan proses yang tepat dari pengelolaan strategi berkut Formulasi – Implementasi – Evaluasi Analisis – Formulasi – Evaluasi Analisis - Sintesis – Implementasi Implementasi – Formulasi - Evaluasi Pernyataan berikut adalah manfaat dari manajemen strategi, kecuali: Mendorong komitmen seluruh anggota organisasi untuk mencapai tujuan organisasi. Meningkatkan pemahaman karyawan tentang apa yang sedang dilakukan oleh perusahaan. Mengendurkan niat pesaing masuk dalam industri. Meningkatkan komunikasi dua arah antara anggota dan pimpinan organisasinya. Formulasi strategi tidak mencakup: Pengembangan Visi dan Misi Pengembangan dan pemilihan strategi Menetapkan tujuan jangka panjang a, b, dan c semuanya salah

16 Strategic Management Model
. Perform External Audit Strategy Formulation Strategy Implementation Strategy Evaluation Implement Strategies Mkt, Fin, R&D, Prod/Op, MIS Generate, Evaluate, Choose Strategies Develop Vision & Mission Statement Establish Long-term Objective Implement Strategies Mgt’ Issues Measure, Evaluate Performance Perform Internal Audit

17 A Company’s Strategy-Making Hierarchy
Corporate Strategy The companywide game plan for managing a set of business Business Strategy How to strengthen market position and build competitive advantage. Actions to build competitive capabilities Functional-Area Strategies Add relevant detail to the how of overall business strategy Provide a game plan for managing a particular activity in ways that support the overall business Operating Strategies Within Each Business Add details and completeness to business and functional strategy Provide a game plan for managing specific lower-echelon activities with strategic significance

18 Corporate Strategy Relationship in Single Business
Top Management Middle & Supervisory Management Marketing Policies & Plan Production – Operation Management Policies & Plans Financial Policies and Plans Personal – Labor relation Policies & Plans Accounting Policies & Plans R & D Policies and Plans

19 Soal Manajemen Strategi
Formulasi strategi mencakup: Pengembangan Visi dan Misi Analisis lingkungan eksternal dan internal Menetapkan tujuan jangka panjang. a, b, dan c semuanya benar. Hirarhi pembuatan strategi pada korporasi multi bisnis berturut-turut: Strategi bisnis- strategi korporat –strategi fungsional – strategi operasi Strategi korporat – strategi bisnis- strategi fungsional – strategi operasi Strategi korporat –strategi fungsional – strategi bisnis- strategi operasi Strategi bisnis– strategi korporat-– strategi operasi - strategi fungsional

20 Corporate Strategy Relationship in Multi Business
Corporate Management SBU-1 Strategy SBU-2 Strategy SBU-3 Strategy SBU Top Management Middle & Supervisory Management Marketing Policies & Plan Production – Operation Management Policies & Plans Financial Policies and Plans Personal – Labor relation Policies & Plans Accounting Policies & Plans R & D Policies and Plans

21 Tugas Kelompok Tetapkan adrress milis kelas, digunakan untuk komunikasi dengan dosen antara lain penyampaian materi kuliah dari dosen kepada mahasiswa, pengumpulan tugas dari mahasiswa kepada dosen, dan komunikasi lainnya. Adress dosen : Tetapkan seorang ketua kelas. Satu kelas dibagi dalam kelompok setiap kelompok 5 mahasiswa. Setiap kelompok akan mendapatkan Case yang harus dianalisis. Sesuai dengan pembagian kelompok dan Case, lakukan identifikasi secara garis besar tentang perusahaan Tugas dikumpulkan paling lambat hari ini pkl 19.00, dikirim ke loker dosen. Penamaan file tugas : tugas1-B- kel2

22 Astra International Tbk Indofood CBP Sukses Makmur Tbk
Aneka Tambang (Persero) Tbk PT Tiphone Mobile Indonesia Tbk Medco Energi Internasional Tbk Tigaraksa Satria Tbk COWELL DEVELOPMENT Tbk Agung Podomoro Land Tbk Hero Supermarket Tbk Mustika Ratu Tbk PT Telekomunikasi Indonesia (Persero) Tbk Alkindo Naratama Tbk PT Bank MNC Internasional Tbk. Indosat Tbk Plaza Indonesia Realty Tbk Ultra Jaya Milk Industry Tbk Intiland Development Tbk Astra International Tbk Indofood CBP Sukses Makmur Tbk MNC Sky Vision Tbk Tempo Inti Media Tbk Ciputra Development Tbk ALAM SUTERA REALTY Tbk Indocement Tunggal Prakarsa Tbk Metrodata Electronics Tbk Trikomsel Oke Tbk PT Dwi Aneka Jaya Kemasindo Tbk. PT Blue Bird Tbk Jasa Marga Tbk Nippon Indosari Corpindo Tbk Waskita Karya (Persero) Tbk Elnusa Tbk

23 Tugas Kelompok Masing masing kelompok mempelajari buku wajib chapter 2 “The Business Vision and Mission dan bagian awal chapter 3 tentang audit faktor eksternal. Membuat ringkasan atau summary dari chapter 2 dan sebagian chapter 3 Pertemuan berikutnya masing masing kelompok secara acak menjelaskan di depan kelas. Diharapkan setiap mahasiswa berpartisipasi aktif karena akan berkontribusi pada nilai tugas.

24 Pembagian Case Kelompok Case Perusahaan 1
United Continental Holding, Inc 2011 2 E* Trade Financial Corp. 2011 3 Starbucks Corporation 2011 4 Merryland Amusement Park 2009 5 Yahoo! Inc 6 Wal-mart Stores Inc 7 Dell, Inc 8 Apple Inc

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