Evaluating a Company’s

Resources, Capabilities, and

Competitiveness
Disampaikan oleh :
Disampaikan pada
Pertemuan 4 Kuliah MM UGM
DR. Mahelan Prabantarikso
Jakarta, 27 Agustus 2022
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What Does the Strategy-Making, Strategy-Executing Process Entail?

Thomson et.al. (2016)

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Lesson Map

Strategic
Chapter 1 & 2

Inputs
Strategic Intent
Strategic Vision

Strategic Actions

Strategy Formulation Strategy Implementation Ch 10 - 12

Chapter 3
Feedback

External Chapter 5 Chapter 6 Corporate Structure &

Environment Business Level competitive Governance Design
Chapter 4 Strategy position Organisation
Internal
Environment Chapter 7
International Strategy Strategic
Strategic
Leadership Control
Chapter 8 Chapter 9
Corporate Strategy Ethics, CSR
Outcomes
Strategic

EVALUASI KINERJA
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This Chapter Will Help You Understand:

Internal Analysis
1. How to assess the company’s strengths and weaknesses in light of market opportunities
and external threats.
2. Why a company’s resources and capabilities are critical in gaining a competitive edge
over rivals.
3. How value chain activities affect a company’s cost structure and customer value
proposition.
4. How a comprehensive evaluation of a firm’s competitive situation can assist managers in
making critical decisions about their next strategic moves.
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Learning Outcomes – 2 Items

1. Internal Environment Analysis

2. Strategic Formulation
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A framework of strategic management.

Sumber : Anthony Henry, 2020

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Definisi Analisis Lingkungan Internal
Analisis Lingkungan Internal
merupakan suatu proses untuk
menemukan aspek-aspek
internal/variabel internal
perusahaan yang diperlukan dalam
menghadapi lingkungan eksternalnya
dan mengevaluasinya pakah berada
dalam posisi yang kuat atau lemah
Terdiri dari beberapa langkah :
• Identifikasi variabel internal
• Evaluasi dan penilaian variabel
internal
• Menyusun ringkasan hasil analisis
6 Pertanyaan dalam analisis Faktor Lingkungan Internal…
• QUESTION 1:
How Well Is the Company’s Present Strategy Working?
• QUESTION 2:
What Are the Company’s Strengths and Weaknesses in Relation to the
Market Opportunities and External Threats?
• QUESTION 3:
What Are the Company’s Most Important Resources and Capabilities,
and Will They Give the Company a Lasting Competitive Advantage?
• QUESTION 4:
How Do Value Chain Activities Impact a Company’s Cost Structure and
Its Customer Value Proposition?
• QUESTION 5:
Is the Company Competitively Stronger or Weaker Than Key Rivals?
• QUESTION 6:
What Strategic Issues and Problems Merit Front-Burner Managerial
Attention?
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Teknik Analisis

• SWOT
• Value Chain
• Strategic Cost
• Competitive Strength Assessment

Tehnik-tehnik ini merupakan basic strategic management tools untuk mengetahui

kekuatan sumber daya perusahaan dan kelemahannya, peluang pasar terbaiknya,
ancaman dari luar terhadap masa depan profitabilitasnya dan kemampuan bersaing
terhadap lawan.
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QUESTION 1: How Well Is the Company’s Present Strategy Working

The three best indicators FIGURE 4.1 Identifying the Components of a Single-Business Company’s Strategy
of how well a company’s
strategy is working are:
1. Whether it is
achieving its stated
financial and strategic
objectives
2. Whether its financial
performance is above
the industry average
3. Whether it is gaining
customers and
gaining market share
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Pendekatan keuangan
• mengetahui kelemahan dan kekuatan perusahaan dengan menggunakan analisis rasio pokok keuangan
seperti likuiditas, solvabilitas, profitabilitas, aktifitas, sumber dan penggunaan dana, serta struktur
modal.
Specific Indicators of Strategic Success
Profitability Ratios How Calculated What It Shows

Sales and earnings growth trends Gross profit margin Sales revenues − Cost of goods sold Shows the percentage of
Sales revenues revenues available to cover
operating expenses and yield a
profit.
Stock price trends
Operating profit margin Sales revenues − Operating expenses Shows the profitability of current
(or return on sales) Sales revenues operations without regard to
Company’s overall financial strength or interest charges and income
taxes. Earnings before interest
Operating income
and taxes is known as EBIT in
Sales revenues financial and business
Customer retention rate accounting.
Net profit margin (or Profits after taxes Shows after-tax profits per
dollar of sales.
Rate of new customers acquired net return on sales) Sales revenues
Total return on assets Profits after taxes + Interest A measure of the return on total
Total assets investment in the enterprise.
Evidence of improvement in internal processes Interest is added to after-tax
profits to form the numerator,
defect rate, order fulfillment, delivery times, days of inventory, and employee since total assets are financed
productivity by creditors as well as by
stockholders.
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QUESTION 2:
What Are the Company’s Strengths and Weaknesses in Relation to the Market Opportunities
and External Threats?

SWOT analysis is a tool for identifying situational reasons underlying a firm’s

performance.
• Internal strengths (the basis for strategy)
• Internal weaknesses (deficient capabilities)
• Market opportunities (strategic objectives)
• External threats (strategic defenses)
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Identifying a Company’s Internal Strengths
• A competence is an activity that a firm has
learned to perform with proficiency and at
an acceptable cost—a true capability, in
other words.
• A core competence is an activity that a
firm performs proficiently and that is also
central to its strategy and competitive
success.
• A distinctive competence is a
competitively important activity that a firm
performs better than its rivals—it
represents a competitively superior
internal strength.
Identifying a Company’s Internal Weaknesses
A weakness
• Is something a firm lacks or does poorly (in
comparison to others) or a condition that puts it at
a competitive disadvantage in the marketplace
Types of weaknesses
• Inferior or unproven skills, expertise, or intellectual
capital in competitively important areas of the
business
• Deficiencies in physical, organizational, or
intangible assets
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Identifying a Company’s Market
Opportunities
Characteristics of market opportunities
• Newly emerging and fast-changing
markets may represent “golden
opportunities” but are often hidden
in “fog of the future.”
• Opportunities can evolve in mature
markets.
• Opportunities with market factors
aligned with the firm’s strengths
offer the most potential for the firm
to gain competitive advantage.
Identifying External Threats
• Types of threats
• Normal course-of-business
• Sudden-death (survival)
• Considering threats
• Identify threats to the firm’s future
prospects
• Evaluate strategic actions to be taken
to neutralize or lessen impact
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TABLE 4.2
What to Look for in Identifying a Company’s Strengths, Weaknesses, Opportunities,
and Threats (1/4)

Weaknesses and Competitive

Strengths and Competitive Assets
Deficiencies
• Ample financial resources to grow the • No distinctive core competencies
business
• Strong brand-name image or company • Lack of attention to customer needs
reputation
• Cost advantages over rivals • Weak balance sheet, too much debt

• Attractive customer base • Higher costs than competitors

• Proprietary technology, superior • Too narrow a product line relative to rivals

technological skills, important patents
• Strong bargaining power over suppliers • Weak brand image or reputation
or buyers
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What to Look for in Identifying a Company’s Strengths, Weaknesses, Opportunities, and

Threats (2/4)

Strengths and Competitive Assets Weaknesses and Competitive

(continued) Deficiencies (continued)
• Superior product quality • Lack of adequate distribution capability

• Wide geographic coverage or strong • Lack of management depth

global distribution capability
• Alliances or joint ventures that
provide access to valuable
technology competencies, or
attractive geographic markets
• A plague of internal operating problems
or obsolete facilities
• Too much underutilized plan capacity
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TABLE 4.2
What to Look for in Identifying a Company’s Strengths, Weaknesses, Opportunities, and Threats (3/4)

Market Opportunities External Threats

• Meet sharply rising buyer demand for the • Increasing intensity of competition
industry’s product

• Serve additional customer groups or • Slowdowns in market growth

market segments
• Expand into new geographic markets
• Expand the company’s product line to
meet a broader range of customer needs
• Enter new product lines or new
businesses
• Likely entry of potent new
competitions
• Growing bargaining power of
customers or suppliers
• A shift in buyer needs and tastes
away from the industry’s product

• Take advantage of failing trade barriers in • Adverse demographic changes

attractive foreign markets that threaten to curtail demand for
the industry’s product
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TABLE 4.2
What to Look for in Identifying a Company’s Strengths, Weaknesses, Opportunities, and
Threats (4/4)
Market Opportunities (continued)
• Take advantage of an adverse change
in the fortunes of rival firms
• Acquire rival firms or companies with
attractive technological expertise or
competencies
• Take advantage of emerging
technological developments to
innovate
• Enter into alliances or other
cooperative ventures
External Threats (continued)
• Adverse economic conditions that
threaten critical suppliers or
distributors
• Changes in technology—particularly
disruptive technology that can
undermine the company’s distinctive
competencies
• Restrictive foreign trade policies
• Costly new regulatory requirements
• Tight credit conditions
• Rising prices on energy or other key
inputs
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FIGURE 4.2
The Steps Involved in SWOT Analysis: Identify the Four Components of SWOT, Draw Conclusions,
Translate Implications into Strategic Actions
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QUESTION 3:
What Are the Company’s Most Important Resources and Capabilities, and Will They Give the Company a
Lasting Competitive Advantage?

Competitive assets Identifying the Company’s Resources and Capabilities

• Resources and capabilities
• They determine
competitiveness and the
ability to succeed in the
marketplace.
• A firm’s strategy depends
on these to develop
sustainable competitive
advantage over its rivals.
A resource
A productive input or competitive asset that is
owned or controlled by a firm (e.g., a fleet of oil
tankers)
A capability
The capacity of a firm to perform some activity
proficiently (e.g., superior skills in marketing)
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TABLE 4.3 Types of Company Resources (1 of 2)

Tangible resources

• Physical resources: land and real estate; manufacturing plants, equipment, or

distribution facilities; the locations of stores, plants, or distribution centers,
including the overall pattern of their physical locations; ownership of or access
rights to natural resources (such as mineral deposits)

• Financial resources: cash and cash equivalents; marketable securities; other

financial assets such as a company’s credit rating and borrowing capacity

• Technological assets: patents, copyrights, production technology, innovation

technologies, technological processes

• Organizational resources: IT and communication systems (satellites, servers,

workstations, etc.); other planning, coordination, and control systems; the
company’s organizational design and reporting structure
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TABLE 4.3 Types of Company Resources (2 of 2)

Intangible resources
• Human assets and intellectual capital: the education, experience, knowledge, and talent
of the workforce, cumulative learning, and tacit knowledge of employees; collective learning
embedded in the organization, the intellectual capital and know-how of specialized teams
and work groups; the knowledge of key personnel concerning important business functions;
managerial talent and leadership skill; the creativity and innovativeness of certain personnel

• Brands, company image, and reputational assets: brand names, trademarks, product or
company image, buyer loyalty and goodwill; company reputation for quality, service, and
reliability; reputation with suppliers and partners for fair dealing

• Relationships: alliances, joint ventures, or partnerships that provide access to

technologies, specialized know-how, or geographic markets; networks of dealers or
distributors; the trust established with various partners

• Company culture and incentive system: the norms of behavior, business principles, and
ingrained beliefs within the company; the attachment of personnel to the company’s ideals;
the compensation system and the motivation level of company personnel
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CREATIVE INNOVATION ???

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ELEGANT INNOVATION WITH HEALTHY ECOSYSTEM

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QUESTION 4:
How Do Value Chain Activities Impact a Company’s Cost Structure and Its Customer Value
Proposition?
The Concept of a Company Value Chain
Signs of a firm’s competitive
strength The value chain
• Its prices and costs are in line • Identifies the primary activities and related support
with rivals. activities that create customer value
• Its customer-value • Identifies the inner workings of the firm's customer
value proposition and business model
proposition is competitive
and cost effective. • Permits a deep look at the firm’s cost structure and
its ability to profitably offer low prices
• Its bundled capabilities are
• Reveals the emphasis that a firm places on activities
yielding a sustainable
that enhance differentiation and support higher
competitive advantage. prices
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FIGURE 4.3 A Representative Company Value Chain

Source: Based on the discussion in Michael E. Porter, Competitive Advantage (New York: Free Press, 1985), pp. 37-
43.
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Change in the model for production and consumption of data

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Sources of Big Data

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Harnessing big data can boost top- and bottom- line result
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GO-JEK / GRAB BIKE

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QUESTION 5:
Is the Company Competitively Stronger or Weaker Than Key Rivals?
Assessing overall competitive
strength
• How does the firm rank relative to
competitors on each of the
important factors that determine
market success?
• Does the firm have a net
competitive advantage or
disadvantage versus major
competitors?
Steps in the Competitive Strength Assessment Process
1. Make a list of the industry’s key success factors and
measures of competitive strength or weakness.
2. Assign weights to each competitive strength measure based
on its perceived importance.
3. Score competitors on each competitive strength measure
and multiply by each measure by its corresponding weight.
4. Sum the weighted strength ratings on each factor to get an
overall measure of competitive strength for each firm.
5. Use overall strength ratings to draw conclusions about the
firm’s net competitive advantage or disadvantage and to
take specific note of areas of strength and weakness.
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TABLE 4.4 A Representative Weighted Competitive Strength Assessment

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QUESTION 6:
What Strategic Issues and Problems Merit Front-Burner Managerial Attention?

• Which and how serious are the strategic issues that managers
must address—and resolve—for the firm to be more financially
and competitively successful in the years ahead.

• A good strategy must contain ways to deal with all the strategic
issues and obstacles that stand in the way of the firm’s financial
and competitive success in the years ahead
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Strategic Priority “How To” Issues
• How to meet challenges of new foreign
competitors
• How to combat the price discounting of
rivals
• How to both reduce high costs and prepare
for price reductions
• How to sustain growth as buyer demand
slows
• How to adapt to the changing
demographics of the firm’s customer base
Strategic Priority “Should We” Issues
• Expand rapidly or cautiously into foreign
markets?
• Reposition the firm to move to a different
strategic group?
• Counter increasing buyer interest in substitute
products?
• Expand the firm’s product line?
• Correct the firm’s competitive deficiencies by
acquiring a rival firm with the missing strengths?
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Learning Outcomes – 2 Items

1. Internal Environment Analysis

2. Strategic Formulation
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Contoh Kondisi perusahaan strategy advantage profile (sap)

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Kuesioner Internal Factor Analysis Strategy untuk mengetahui Strenght

Faktor Strategis Nilai Bobot Rating Score

Mampu memproduksi 4 4/10=0.4 3 3 x 0.4=1, 2
barang berkualias tinggi
Salesman handal 4
Rasio-rasui keuangan sehat 2

Total 10
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Kuesioner Internal Factor Analysis Strategy untuk mengetahui Weaknessess

Faktor Strategis Nilai Bobot Rating Score
Unit penelitian 2 2/8=0.25 3 4 x 0.4=1,6
pasar lemah
Loyalitas karyawan 4
rendah
Struktur Organisasi 2
terlalu luas

Total 8
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Definisi dan Hubungan Lingkungan Internal & Lingkungan Eksternal
LINGKUNGAN
INTERNAL
Adalah kondisi bisnis suatu entitas itu
sendiri.
Aspek-aspek lingkungan internal antara
lain:
1. Kinerja Finansial
2. Produk/Jasa yang dihasilkan
3. Proses Produksi Barang/Jasa
termasuk pemasaran
4. Sumber Daya dan Pengelolaannya,
baik berupa aset fisik, fasilitas kerja,
maupun sumber daya manusia
5. Budaya & Struktur Organisasi
6. Value & Supply Chain
hubungan saling mempengaruhi
1. Aspek lingkungan eskternal cenderung lebih
mempengaruhi aspek lingkungan internal entitas.
2. Aspek internal dapat mempengaruhi aspek eksternal
hanya pada saat entitas bisnis mempunyai kekuatan
untuk mendikte pasar, seperti kekuatan monopoli
atau ukuran yang dominan. Contoh: Google dan
Pertamina.
3. Contoh dari pengaruh linkungan eksternal kepada
lingkungan internal adalah sbb.:
▪ Aspek Legal berupa regulasi terkait UMR akan
mempengaruhi biaya produksi untuk perusahaan
padat karya.
▪ Aspek teknologi berupa kemajuan teknologi
informasi mempengaruhi permintaan jasa
transporatasi.
▪ Aspek politik berupa sentimen partai politik akan
mempengaruhi regulasi terkait sektor tertentu
(contoh industri terkait pangan).
LINGKUNGAN
EKSTERNAL
Adalah kondisi dinamis lingkungan tempat
beroperasinya suatu bisnis yang berpengaruh
terhadap kemajuannya.
Aspek eksternal dapat dikelompokkan dalam
grup sesuai dengan analisa yang digunakan,
seperti:
1. PESTEL Analysis
Sesuai namanya, faktor eksternal dibagi ke
dalam faktor politik, ekonomi, sosial,
teknologi, lingkungan (environment), dan
hukum (legal).
2. Porter’s 5 Forces
Dalam anaslisa ini, faktor eksternal dibagi ke
dalam 5 pelaku yang mempengaruhi suatu
industri yaitu peers, suppliers, buyers, new
players, dan substitutes.
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DIAGRAM S W O T

• Pada kuadran I ( S O Strategi ) strategi umum

yang dapat dilakukan oleh perusahaan adalah
O menggunakan kekuatan perusahaan untuk
mengambil setiap keunggulan pada kesempatan
II I yang ada.
STABILITY EXPANSION
Mendukung Strategi
Rasionalisasi
Mendukung Strategi
Ofensif
• Pada kuadran II ( W O Strategi ) perusahaan
2.8
dapat membuat keunggulan pada kesempatan
W
sebagi acuan untuk memfokuskan kegiatan
S dengan menghindari kelemahan.
2.1

III IV • Pada kuadran III ( W T Strategi ) Meminimumkan

RETRENCHMENT COMBINATION
Mendukung Strategi Mendukung Strategi
segala kelemahan untuk menghadapi setiap
Defensif Diversifikasi ancaman.
• Pada kuadran IV ( S T Strategi ) Menjadikan setiap
T kekuatan untuk menghadapi setiap ancaman
dengan menciptakan diversifikasi untuk
menciptakan peluang
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Corporate Directional Strategies

Sumber : Strategic Management & Business Policy 11th Edition Thomas L. Wheelen, J. David Hunger, 2008.
“Selamat Belajar, Salam Sehat & Tetap Semangat”