MENSTRAT STL UTS O Business (evel Strategy Ccowperitive) © Horrzomal Gstrategi komvente eq oreWantara ~ Kontrol alas kompenitor Gnerger, akulsisi, bimnis dengan indus 9. Sama take over) Gta. di Indofocd ada strateyi isms *! —— ~ kondsi Comapering, companies mle Instan dan juga hecap? an The waustry TB grwing Economies of Scale are increasing, © Comerete Covet Strate Ccommary wide) Resources allow expansion G srategi yo diameil ¥f mengrtacan comp. adv. dan bisnis yo bereeda? Disertification e di several Industri don products market 7 Perusahaan memprodursi bermacam? > produ Corporte Level Strategist > 9 Peru dpernantan 4 5 (The scope of IMdusrries ond markers e Amtenranon Strareoy 2. Bamn manajer mampu membeli , ackward Membuar, dan menjual bedigerem 2 | business 4a sesvai ton stil § strenghs, Firm — Horigontat = bow (evel > | Singse Business e Forward ® 20S" revenue ) Pomtnat Bosiness +> Forward Intenration of) 70-25" [, revere dv Siage bus. me _ Mensuasai tontrol atas dlctniusi ~ Modena to -Hgh Level Fe Pasa, bahkan bite punya @h,__ Related conteraaned > aerivurve senairi GO) cae, de sage bites den ~DilakWEaN befen meraca Penyaluran DENTS Lonnea qnatih keAuioungan pd Ss Produk be pasar sering 4érkendala Produk» tetnolegi , atau dasmnousi . < “udah deh bra punya dittriberor (A) Peiated Linked serdar aga". O-o . ~ Very High (evel <9 Bactward 470% reverse dri dominos J) = Mengontrot suppilér , bahtan memilak, ® bousiness . contoh ~ supple gendivi & pen -Doarum, Poiytron, BCA - ~ Kondisi ¥9 ccot: keke high surplier = Transgroup > demand 4 comp. punta resources dan kompetens usCooperative Strategy ee Acausiton + Patrucwring Gra. Perusanaan vekerta sama unruk mencapai 9 Merger + 21 teil perusahaan menggatune- tuzan wercama + mencitracan nila 4 cust S@vuyvvuvve ran operastoncl merera mad btmi ban dan mencarai postsi qa lebih bak dari th Bel, Momndii ompentor - +) Apulsist + | penisahaan Hut membel eax pansang ¢ blasanya hanya pid- tertenru Fomtral atac perusahoan (sin. in Sunertie leh Indefood © Strategic Aliance Ls untue Meningkattan market power. Straiegi Fooperatif dgn menagabungean ms? resources 4 capabili eS Uf mencipratan ~ Memitiki Kemarpuan wensval \eoih keunggulan bertaing 7) tinggi dan komrentor ~ Upuran perusthaan, resources , dan » Behaviours + saling menquntunatan 2 Cavability vga menambah Kemanpuan —~ Actively solving, problems 2 Perusahaan YF weromperisi = Being 4rustwortht = Berusaha mengcombine resources 5 oppapiite > fer °l create Value 2 Verieat Related > 3 Twe Strategic Alliances > |. Joint Venture = Perusahaan? bekera sama - Menantasi hambatan masule mendptaran reruahaan vary 4 e-Banten may wat awk Caerah Equity Stemegic Allance + sama ser Joi — > Sendis 4¢ bacena ada atvran pemerinta, Venture 4aPi hanya seberar Reasons for Strategic Alliances 9 ~ Due Diligence + evaivart tamet pervahan ©. Slow Cycle Marker Uesenatan tevangan , Perbedaan bdoyn, ~ “I mendptkan arses te resmcied marked Payae, Radatan yn diperuran ~ Biein franchlw di new market 4 ~ Mansi ary steno Cay, mau werent & Restructuring + strategi membenahi an stendocds a easar ) Sruetur Bsnit [ kevangantya. Biasanya 4 dilazuean FeRva saan abuisi dan 4erdarat perubahan ting internal 4 exs - 4 | Dewnsiaing 2. Downsceping 2 3. leverage Burours )y1@ ’ GO Cg gm ( 2. Fast Gale Market ~ Menrercepar development of new goods = 6 manue Pasar bart = Maintain martes Wadershir ~ Membentut industry tech. standards ~ Share riey BED exrenses > Mengatasi kendarpastian? . @. Standard Cyde ~ Gain marker Power (reduce industry capacity ) = Gain access to complementary resources ~ Mengatasi hambaran Perdagangan. ~ learn jexmie bisnis ban . Complementary strategtc Alliances Werheal : in dieeerent stages of valve hain th. outsourang, Horizontal in the came sage Kadang suut dimatnrain tarena mereka asinya rival. ° Corporate Level Cooperative Srategies Aibanding (usiness level * Broader IA scope (Von (vas) , more complex, more costly. © Internakonal Cooverative Strategies + Cross border srrateatc Alliances + See ratsne \ headquarters di different nations , host parine® knows focal market and customs, > Newere Cooperate Strmegy bore Perusanaan Setusus yf memivennie muttite partnerships 40 acheve shaved ovychves + state nitonce Networe ~ long term reimnonshies > Muncut di industh 49 anatang ; Permintaan konsan § dan bs Apreditsi ~ Networe dibangun untur menaersplotrasi Perekonomian (scale (score) vg tersedia di antara perucahoan * D.dmname Aliance Neworr ~ teenotogi vergerat dan cepat, leading #0 chert product ue cycles. Competitive Rises of Cooperative Strat 7 Partner" mau untunanya ay et opportuntstcaty ) = Penyaiahgunaan kompetensi rartner ~ Partner gagal atas tomitmen 2 Monaging Risks G. Compentve 120ks + inadequere (ide memada ) CoOtracds 1 salon Sangra tas tompetensi, Salah memangaatran comPlemantary: resources mereka , holding alliance Partner's cpecitic investments hostage s GL Risk ad Asset Nmagement Approaches detatled conmacts 4 management, developing ‘rusting retanonships ¥ BI. Desired Ovjepme = crenhing valeTniewmatonal Strateat | [Beiemaronat strateay,| ‘The Goval Compertiveness Index Coc) L menunguvean negara mana si 4g me- nant vi foreign Investor the Theory 1D. Meraantiism (aiad (e-18) ~ Moser exonom ) Negara diarggap makmur verdacarkan Fekayoan yq dimivkinya ; btasanya emas ©) Untue meningratkannya , dovernment Policies should Promote ecpocts. $ Ascourage imports (Positive balance ‘of trade) . i Aosolvte Advamage = KeRKA negara dengan INPUT <9 sama det memeridutsi barang yo Imthny Ibn besa das negara tain. ~~ frau KeHEA BISA MEmproduicsi MAMIah barang 49 sama namun don input 49 tbh dikit dibanding Negara tin. ~ Terspestausasi (3) cmpararve Advantage Gl Porter's Dramond Rem srr e8Y anti Demond a *s condcnons See Sorrering tegurtres » Trade Restrictions kenara? = Naronal defense = Embargo (santsi ¥ negara 49 melanegar) = Protect fant /dying \ndustry rekersaan dim negeri dari TKA 49 morah = Dumping + Jvat barang di War regen lebih murah dried harga dalam neaes ash 6 = Substdi + Kontriust finansial ari remeron +7 Globansasi + tmptkati vf preausen = offer access +0 new markers -ide* baru, cumber dana = memungrinean adonyo moviltas faxctor Progutsi ~ ado tevemmaran baru - 1 Pasar Globasesi * selera dan preferensi encumen di veroagai negara mula menyaty dim svat norma global > Invemarional Business players = multinational CorPoranon > has dwect Investment dbread in multiPe coutries.. = Stealt ousiness 4 Entrepreneurs (uMEM) = Born Global Form + adopts global perspective 2 The compennve — Presure #0 feceat aman rede |_Srareor | cons “Home [anon tendenten “Seesure gor ocal adaptation” 3 > y 2 2 ) 2 “sy Beweein= tome Repticaon Strategy L qpteaty cemrratise ereduct develermens functions in their home country « th. Microsott Multidomesnc Strategy \y strategi acesvatan den neeara dimaa dia berada. pengambilan teratusan 4l desentrausasi Global Strategy | eaten &Pengumblon Ke prasan terentravsasi . Produk gan jaca sama. Beruraha ¥f reduce cost. ch. Dell comp. k Transnational strareyy 2 Uneuk masuk Fe infernaticnal Marker > exporting = Ucensing / Franchising iin Mf menggunakan inrangibte Property Craren, mereK, dit) = Joint venture, strategic alliances ~ Foreran Direct Investment | Strasegic Comtro! —————— 7 aha melacak strategi 9 sedang diimpumentasi, mendetersi masalah, dan melatutan penyesvaian 3k dibutunkan . Untuk tau 1). APakah Ka verada di arah 49 wenar/ sesvai 2 +» Kinerja Kita bagaimana 2 1) Special AlBrv control ., % tive = Premise Conteol Mengecer SCF sistemans 4 berrelansuten aparah premis 49 gigunaran msh bertaky / ndak celama strateni asp diimplementasiéan 4 environment 4 industry Factors Strategi¢ Surveitiance memonitor a broad range of events 49 kemungkinan bisa mempengaruhi Strateai. Ch -kampanye poli & moonk Kersa at wencaina Perimeangan ulang strategi Karena Keyadian mendadat (sd¥ Fendoge) ~ perlv aga crisis teams 4 consngency tans \mplementanon Control menilai apakah overall strategy Pertu divbah . Tee + Monitoring strategic Thrusts Mengecek taharan awal don 44. Straregi blasanya derkait cumver APavah vangnya cuvur? 2. Milestone Reviews dicek di setae tahap celesat Go atav wo go? Lansur / Waar? Karena verkaitan dgn sirategi bst.“Twa xelola Corporate Governance | | Corporate Governance | = hubongan antar cakehol ders Perusahaan * managerial Oreocrunism (biasanea antara pemivié dan top level) la mencavi KEPEningan pribadi dengan s e e untuk + rasa perralah (ticle /menieu) 9 = menenrvean & Konerel ardh strategi menghatanqi mawiimausasi kevavoon = @ agar laoily Ofextt Pemegang faham e » Internal governance Mechanism » Corporate Governance pillars o « ownershie concentration 5 rcoutabiity > = Saham bye dimiUki “I pemegang saham — Manasemen berranggung swe indwidu don Investor insttusi kepada —» dewon -«~ —» shareholders. a = Pemegang sum mayoritas (\arge block Fairness shareholders) punga insentit 4g kvae Meundungi hax sharehoiders ) “I memant au monagemen @ Transparency ) 4 isa daver kursi dewan 34. goygq, __MeMasRean pengungrapan cemva hal = Hnand al ingntest tidak bisa apt eves venting Scr Hepat Waktu 4 aHUTAT ) @ snaerenderce 2.Board of Diceutors (ewan) Procedur dlteraeean ¥/ menghindah bonslik ) Kumpulon ora %@ mem preientasivan kepentingan ) owner inrerests , memoniter dan menkontrol yr. level ¢ vecurves 9B Pihak yang interests hya hes diveniin: = mengarahkan urvion ergeniasi ‘9 Covital Marker Stareholders ) = porish & reward managers Ls Sharevol der. + keuntungan. = melindungi pemilk dari oportunisme Fovvs dari tata Leola (governance) ) manayenal °C kontrol FePUMEAN tanayenat @ 2) Product Marker Stareholders 3. Executive Compenianod Le Customers, suppliers, communities e@ Menggunokan gasi, onus, dan insentif Ferusahoan memenshi Eebviuhannya ge? ( SL menqatskon manoger & charehoider 5) Omarinahonal Stakeheldecs e inrereses. be meiayyane Kepentingan selunth e Stans holes 4. Marxet for Corporave Concro! Rei / rare over undervalued Lorporatten, NIUE improve strateaic compennvenesshes reremitixan = ownershiv ¢ Comral Sane T+ Concentrated owne ching Comrot = __ Fendi: conmétery own & control penwahaan 2 Ditused ownership )_banvax remegang shm Kec 4 gar Puna Fonte to dominan 2. Separanon of cunerthie } Centeo! = Kevemivean apegang wyx pemegane chm real, kota vonqrol servonsentrasi di S__rretesionat manarer : =) 9 Family ownership = Heeanqaton pata: * concentraned out con.” = dan itd bisa der insennt 49 lebih bait bg Perusahaan YI yk. yg. > string 134 Fone Femiuhan manayer 49 Kurang berrvautas cannon eit wonvesy ~ ° State ownerthie COUN / soEs) = sefing mnasaiah insenst 4 Finerha bur D+ $67 120R,, wama negara rermasur Earyawon adalah pemiik © - 6 de facto dimiuiFg dikendauiean ~ Sempaga pemerintah [Aaency theory | Jansen and MedKing WORE) * fvbung an tontrak antara the Princiea (remiv® perysohoon) dan he agent (menerima orertias com manager) +! mela- Furan bore wewenang rengambitan nerunyan = kedua Pihak sring beda obyeetves shg ingentif bs digunavan YI redirect the agent behaviour @©eeoaeccc The Principal - Agent Probie Share pelders + Prt " Coreorate ofricers ° Power, preshag, weatth Ly Muncul Agency Costs Monitoring Costs «Bonding Corts + Residval Lot dn #he principle (ayn Kors ons) ¥/ me monitor manajer (agent) Vieva wo dikewartan */ bana princ pet 9 Principal ~ Principal Contlicts Konelie amare controiting shareholders don minority shorensiders . ~ Expropriation hmemperéava pemegana shm pengendal gn mengerbantan pemeging sh min? = Tunneling 1 penvatahqunaan sumer daya Perusahaan “! Prbadi /elompok ~ Relted Transactions cara nutum dimana controling owners menyval aset perusahoon Ke Pervsahaan tain <9 mereea miliKi dyn harga di buh harga pasarBCG Matrix, la identity pacisi msg? bisnts /produy nya i pasar (memiGti tb dari t eisnis) Harter Grown me 2°% 1a Reiasve Marker Oem ee pm share Yo industry attracaveness — extemat Variawel Cousiness environment > X= market share Wta dibanding market share tain , menuryurkan kuat lemahnya borsnis. Teh bv 1th tema, an pesairg’ — art pesaing 1 Bee Matix menekankan pd cath inlows dan cash outflows sya inditator kesehatan Perusahaan 208, ot YH caswinsiow nai oa) fle) High Ssreegvcoee 40m ute ak MOO2 Tow Question Mark = Peivong pasar Higa ~ Sayangnya si bisnis unt galisa manfaa- ing peluang bunis sha market share nya teal + Perw ada suniean dana an besar = URE ini PURYA Pelang unre Aub arena rasar vewme)enuh @ee@eeeeedt Stars ~ Ponya Feluana UImnis 49 bagut Karena beroperait di growing monet = Bisa mengentrel marker here 49 Anggi = Cash inglow 9 besa digunakan untae Finance imestments Cash cow" 448" . = Deserves a successful business unit moreet share besar dan beroperasi di pacar 49 Udh gak fumbuh ly. = Cash inflow singgi dan tak butwh lagi investari +f cash outflow = Ada Cash curPUAS untuE membtayai Investasi unet oO Lain. Dogs + = eroperasi 4i pasar 4% tidak [9 tumbuh dan at the Same Kme cma punya marker share 49 ect = SePanjang unit bisnis Kdak pura dana lebih , Unit WISNIs ini bisa diverta- hanFan. Apila sebauenya yaxoh futur aya. ©) Market Growth Rate Year N = Pensyalan industri year N— Pensvatan industri year Ney a Pensvalan industri year W_, » Relaive Market Share = Pensealan year Fenyualan compenter year N| [ae Matrix] dau atseout Jyga mniernal -External (iE) | ama et 8Ce mat, Kecuall > butuh tbh banyak informasi mengenai divisi = Implitast strates ¥/ ms? marries bernedas uareet Attractiveness awn | (ZA17 weit) [77 ww | poxiness + "rosition strong medion weak © Grow /invest «© Hanest /oivest 8 Hold / protect + Indikater strategic wusiness unit Cae) + = mareer chore = Financtal Resoueces 9 eT 4 ~ salesforce = Managerial competen, ‘ CRITE OF BCG CeCe LLL LBL HOH OOO8 ~ Marresing {D. Keadaon bsrls environment Komple ~ RAD fw rengururan cuma dn 2varobel = Manufacrucing B cama ado 4 Se1 aya , gimana 49 ada i + ai eengahs?? = Distrioynen ; 3), Asumnsi hanya hubstinear saya Misa! market share t cash Ingiow T ») Indikator market attractiveness (4) * S possi evat 4 Pah gy celal demieian ga. ~ mareet sine Gat semva rervsohoan 4a carat lowrya = Maree’ rout race ~ comperivive serucur? ~ earriers #0 entry ~ Technetog y 3 = Pouitical $ legal issues > £ = jaftation | at balance widu ina sage State - se eoeooccogel