Matakuliah : J0134/ Manajemen Strategik Tahun : 2006

Presentasi berjudul: "Matakuliah : J0134/ Manajemen Strategik Tahun : 2006"— Transcript presentasi:

1 Matakuliah : J0134/ Manajemen Strategik Tahun : 2006
MODEL FORMULASI STRATEGI Tahap Pencocokan dan Tahap Keputusan Pertemuan 18

2 SPACE Matrix (Strategic Position Action Evaluation)
Dimensi Internal: FS (financial strength); CA (competitive advantage) Dimensi eksternal:ES (environmental stability); IS (Industry strength) Posisi Kuadran: Agresif: Memanfaatkan peluang Mengatasi kelemahan Menghindari ancaman Strategi: intensif, integrasi, diversifikasi Konservatif: Berusaha mempertahan kompetensi inti Tdk mau ambil risiko yg berlebihan Strategi: intensif, diversifikasi konsentris Posisi Kuadran: Defensive: Fokus pd perbaikan kelemahan Menghindari ancaman Strategi: defensif, diversifikasi konsentris Kompetitif: Potensi industri msh cukup menjanjikan Lingkungan relative kurang stabil Strategi: intensif, integrasi, JV

3 External Strategic Position Internal Strategic Position
SPACE Factors Environmental Stability (ES): Technological changes; Rate of inflation; Demand variability; Price range of competing products; Barriers to entry; Competitive pressure; Price elasticity of demand; Ease of exit from market; Risk involved in business Industry Strength (IS): Growth potential; Profit potential; Financial stability; Technological know-how; Resource utilization; Ease of entry into market; Productivity; capacity utilization Financial Strength (FS): Return on investment; Leverage; Liquidity; Working capital; Cash flow Competitive Advantage CA: Market share; Product quality; PLC; Customer loyalty; Competition’s capacity utilization;Technological know-how Control over suppliers & distributors External Strategic Position Internal Strategic Position

4 FS Conservative Aggressive CA Defensive Competitive ES
SPACE Matrix FS Conservative Aggressive +6 +5 +4 +3 +2 +1 CA -6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6 -1 -2 -3 -4 Defensive -5 Competitive -6 ES

5 FS: Rating - rasio permodalan bank 7,23%; batas min 6% 1 - ROA –0,77, rata-rata industri +0,7 1 - Net income turun 9% dr thn lalu 3 - Revenue naik 7% 9 IS: - deregulasi atas kebebasan produk&geografi 4 - deregulasi atas persaingan industri perbankan 2 - hokum tentang akuisisi antar bank 4 10 ES: - inflasi tinggi & instabilitas politik Negara berkembang -4 - perkembangan industri customer kunci turun -5 - deregulasi perbankan, instabilitas seluruh industri -4 -13 CA: - layanan data processing - berbagai level bank&lemb nonblank semakin kompetitif -5 - bank memiliki basis nasabah yg besar -2 -9 Rata-rata FS = 9/4 = 2,25 ES = -13/3 = - 4,33 IS = 10/3 = 3,33 CA = -9/3 = -3 Sumbu x = CA + IS = ,33 = +0,33;Sumbu y = FS + ES = 2,25 -4,33 = -2,08

6 BCG Matrix Penting bagi persh yg multi divisional Portfolio bisnis
Divisi bersaing pd industri yg berbeda Focus pd relatif marketshare dan pertumbuhan industri Relative market share position: Ratio of a division’s own market share in an industry to the market share held by the largest rival firm in that industry Ada 4 kuadran yg menunjukkan posisi dr unit bisnis/divisi: Question mark, tanda Tanya: market share (MS) relative rendah, bersaing pd industri yg pertumb tinggi. Strategi: invest (strategi intensif) atau divest Stars, bintang: MS relative besar, pertumb industri tinggi. Posisi bagus dlm jangka panjang yg menjamin pertumbuhan dan profitabilitas. Perlu strategi invest (intensif, integrasi) utk memperkuat poisisi & mendominasi pasar Cash cow, sapi perah:MS relative besar, pertumb industri rendah, Pasar sdh mulai jenuh. Kas yg dihasilkan melebihi kebutuhan. Tujuan: mempertahankan posisi selama mungkin atau memanen hasil. Strategi: maintain (pengemb. Produk, diversifikasi konsentris), harvest (retrenchment, divestasi) Dog, anjing: MS relative rendah & pertumb industri rendah. Posisi internal & eksternal lemah. Strategi: maintain, jika perlu tgg jwb social dg strategi retrenchment, divestasi jika masih ada peminat, atau likuidasi

7 Relative Market Share Position Industry Sales Growth Rate
BCG Matrix Relative Market Share Position High 1.0 Medium .50 Low 0.0 Dogs IV Cash Cows III Question Marks I Stars II Industry Sales Growth Rate High +20 Medium Low -20

8 The BCG Portfolio Matrix
18% 16% 10% 22% 2% 4% 6% 8% 20% 14% 12% Business Growth Rate Stars Cash Cows Dogs Question Marks Relative Market Share

9 IE Matrix Mirip dgn matriks BCG, sesuai utk evaluasi portfolio bisnis
Dimensi: total skor IFE dan total skor EFE Ada 9 sel kemungkinan divisi/unit bisnis yg dibagi dlm 3 daerah utama yg membutuhkan strategi berbeda Grow & build, tumbuh & kembangkan, utk sel 1,2 4. strategi: intensif dan integrasi Hold & maintain, jaga & pertahankan, utk sel 3,5,7. strategi: penetrasi pasar &pengemb produk Harvest/divest, panen/jual, utk sel 6,8,9

10 IE Matrix 1 2 3 4 5 6 7 8 9 Skor IFE Kuat Rata-rata Lemah 4 3 2 1
Tinggi 3 Sedang 2 Rendah 1 1 2 3 4 5 6 7 8 9 Skor EFE

11 Grand Strategy Matrix Merupakan matriks yg popular dlm formulasi strategi Dimensi: posisi kompetitif dan pertumb. pasar Ada 4 kuadran: Kuadran 1: posisi stratejik yg bagus, konsentrasi pd pasar/industri saat ini, ambil risiko secara agresif jk perlu, strategi: intensif, integrasi, diversifikasi konsentris Kuadran 2:evaluasi kondisi saat ini, perbaiki daya saing, strategi:intensif, integrasi horizontal, divestasi, likuidasi Kuadran 3:bersaing pd industri yg pertumb lemah, posisi kompetitif lemah, perlu perubahan drastic secara cepat, pengurangan cost&asset, strategi: defensive, diversifikasi Kuadran 4: posisi kompetitif kuat, pertumb industri lambat, cash flow kuat, strategi: diversifikasi, JV

12 Grand Strategy Matrix RAPID MARKET GROWTH Quadrant II
Market development Market penetration Product development Horizontal integration Divestiture Liquidation Quadrant I Market development Market penetration Product development Forward integration Backward integration Horizontal integration Concentric diversification WEAK COMPETITIVE POSITION STRONG COMPETITIVE POSITION Quadrant III Retrenchment Concentric diversification Horizontal diversification Conglomerate diversification Liquidation Quadrant IV Concentric diversification Horizontal diversification Conglomerate diversification Joint ventures SLOW MARKET GROWTH

13 Decision Stage

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