BASIC CONCEPTS OF

STRATEGIC MANAGEMENT
PERTEMUAN 1
MANAJEMEN STRATEGIK
DUDUNG ABDURRAHMAN
DEFINISI
• Set of managerial decisions and actions that
determines the long-run performance of
corporation
• It includes environmental scanning (both
external and internal), strategy formulation,
strategy implementation, and evaluation and
control
• The study of SM emphasizes the monitoring
and evaluating of external opportunities and
threats in light of a corporation’s strengths and
weaknesses
• Originally called business policy
PHASES OF STRATEGIC
MANAGEMENT
STRATEGIC
MANAGEMENT

EXTERNALLY ORIENTED
(STRATEGIC) PLANNING

FORECAST-BASED
PLANNING

BASIC FINANCIAL
PLANNING
BENEFITS OF STRATEGIC
MANAGEMENT
• CLEARER SENSE OF STRATEGIC
VISION FOR THE FIRM
• SHARPER FOCUS ON WHAT IS
STRATEGICALLY IMPORTANT
• IMPROVED UNDERSTANDING OF A
RAPIDLY CHANGING ENVIRONMENT
CHALLENGES TO STRATEGIC
MANAGEMENT
• GLOBALIZATION
• ELECTRONIC COMMERCE
Competitive Landscape

Dynamics of strategic
maneuvering among
global and innovative
combatants

Price-quality
positioning, new know-
how, first mover
Hypercompetitive Protect or invade
environments established product or
Fundamental nature of geographic markets
competition is changing
Competitive Landscape

Goods, services, people,

Emergence of skills, and ideas move
global economy freely across geographic
borders

Spread of economic
innovations around the
world
Hypercompetitive Political and cultural
environments adjustments are
Fundamental nature of required
competition is changing
Competitive Landscape

Increasing rate of
Emergence of technological change and
global economy diffusion
Rapid technological The information age
change
Increasing knowledge
intensity
Hypercompetitive
environments
Fundamental nature of
competition is changing
 MODEL MANAJEMEN STRATEGIS

Environmental Strategy Strategy Evaluation

Scanning: Formulation: Implementation: & Control:
Gathering Information Developing long-range Plans Putting Strategy into Action Monitoring
Performance

External:
Mission
O&T
•Macro E: Objectives
General Forces
•Task E: Strategies
Industry Analysis
Policies
Internal: Programs
S &W
•Structure Budgets
•Culture Procedures
•Resources
Performance

Feedback/Learning: Make correction as needed

ENVIRONMENTAL SCANNING

• The monitoring, evaluating and

disseminating of information from the
external and internal environment to key
people within the corporation
• Its purpose is to identify strategic factors
(external and internal elements that will
determine the future of the corporation
• The simplest way to conduct ES is
through SWOT ANALYSIS
 Societal Environment:

Task Environment • Politik

• Ekonomi (Industry):
•Supplier •Costumers

•Hambatan Masuk •Creditors

Internal
• Sosial Environment: • Teknologi
•Trade Structure •Shareholders
Association Culture
Resources •Unions
• Budaya •Government

•Interests Groups • Hukum

•Competitors
•Product Substitution

MODEL LINGKUNGAN BISNIS

 Lingkungan Makro/Jauh:

Lingkungan Industri: • Politik

• Ekonomi
•Daya tawar pemasok •Daya tawar pembeli
•Hambatan Masuk
Lingkungan Internal:
Aspek Keuangan
• Sosial Aspek SDM • Teknologi
Aspek Pemasaran
Aspek Operasional
Aspek Informasi
• Budaya Aspek Manajemen
• Hukum
•Persaingan dalam industri
•Ketersediaan barang substitusi

MODEL LINGKUNGAN BISNIS

STRATEGY FORMULATION
•MISSION
•OBJECTIVES
•STRATEGY
•POLICY
 MISSION

• The purpose or reason for the organization’s existence

• VISI STRATEGIS MENJAWAB PERTANYAAN “WHAT ARE
WE TRYING TO DO AND TO BECOME” (APA YANG AKAN
KAMI LAKUKAN DAN KAMI RAIH)
– GAMBARAN TENTANG APA YANG DIINGINKAN (OBSESI) DALAM
5-10 TAHUN KE DEPAN.
• MISI BINIS MENJAWAB PERTANYAAN “WHO WE ARE,
WHAT WE DO, AND WHERE WE ARE HEADED”.
– JAWABANNYA AKAN MENJADIKAN IDENTITAS ORGANISASI
YANG KUAT
• VISI DAN MISI DIRUMUSKAN DALAM PERNYATAAN
YANG JELAS, KUAT, DAN LUGAS.
 CONTOH
PERNYATAAN MISI

• A VIS RENT- A- CAR

– Our business is renting car. Our mission I stotal customer satisfaction.
• COMPAQ COMPUTER
– To be the leading supplier of PCs & PC servers in all customer segments
• EASTMAN KODAK
– To be the world’s best in chemical and electronic imaging
• TELKOM
– Menjadi penyedia jasa telekomunikasi berkelas dunia
SETTING OBJECTIVES

• Objectives are the end result of planned activity

• Tujuannya adalah untuk mengubah pernyataan
misi bisinis dan arah perusahaan ke dalam target
kinerja yang spesifik dan dapat mengukur
kemajuan organisasi.
• Tujuan harus bersifat menantang dan menuntut
upaya disiplin dan usaha keras.
• Penetapan tujuan perusahaan meliputi target
kinerja jangka pendek dan jangka panjang.
• Penetapan tujuan harus dilakukan oleh seluruh
manajer pada setiap unit
 SETTING OBJECTIVES (2)

• Terdapat 2 (dua) jenis indikator kinerja:

– Financial Objectives; FO (Tujuan Keuangan)
– Strategic Objectives; SO (Tujuan Strategis)
• FO penting sebagai indikator perkembangan dan
kemakmuran perusahaan.
• SO penting untuk menetapkan upaya manajerial
dalam memperkuat bisnis dan daya saing secara
keseluruhan
• FS meliputi: Return on Investment, cashflow,
earning growth, dll.
• SO meliputi: pertumbuhan relatif dengan rata-rata
industri, tingkat biaya dibandingkan pesaing,
memperluas pangsa pasar, dll
Pernyataan Tujuan
Keuangan dan Strategis
• Exxon
– To provide shareholders a secure investment with a
superior return
• APPLE COMPUTER
– To offer the best possible personal computing
technology, and to put that technology in the hand of
as many people as possible
• NATIONS BANK
– To build the premier financial services company in
the US
 STRATEGIES
• Strategy: a comprehensive master plan that states how the
corporation will achieve its mission and objectives. Maximize
competitive advantage and minimize competitive
disadvantage
• Strategi organisasi merupakan tindakan dan pendekatan
bisnis yang digunakan manajemen untuk mencapai kinerja
organisasional yang ditargetkan.
• Objective merupakan “ends” (tujuan), sedangkan strategi
adalah “means” (alat) untuk mencapainya.
• Pembuatan strategi dimulai dengan analaisis dan diagnosis
yang akurat terhadap situasi internal dan eksternal
perusahaan, sehingga diperoleh gambaran yang utuh dan
benar tentang suatu organisasi.
• Strategi merupakan bauran dari tindakan proactive
(intended) dan reactive (adaptive) terhadap perubahan
lingkungan, dan sebaiknya outside-in, dan bukan inside-out.
 STRATEGY (2)

• Strategi perusahaan merupakan sesuatu yang dinamis,

selalu berkembang, dan selalu dapat direvisi kapanpun para
manajer melihat ada jalan perbaikan atau kebutuhan untuk
menyesuaikan pendekatan bisnis terhadap kondisi yang
berubah.
• Strategi perusahaan memiliki bagian yang kelihatan dan
tersembunyi dari pandangan luar
STRATEGIES (3):
3 TYPES OF STRATEGY
CORPORATE Overall direction of Company and
STRATEGY management of its business
3 types: Stability, Growth,
Retrenchment

BUSINESS Competitive and Cooperative

STRATEGY Strategies

FUNCTIONAL Maximize resource productivity

STRATEGY
POLICIES

• Policy is a broad guideline for decision

making that links the formulation of a
strategy with its implementation
• Companies use policy to make sure that
employees throughout the firm make
decisions and take actions that support
the corporation’s mission, objectives and
strategy
COMPANY POLICIES
• Maytag Company: Maytag will not approve any
cost-reduction proposal if it reduce product
quality in any way (mendukung strategi
bersaing Maytag yang mengutamakan kualitas
daripada harga).
• 3M: 3M sas researchers should spend 15% of
their time working in something other than their
primary project (mendukung strategi
pengembangan produk di 3M)
• Intel: Intel cannibalize its own product line with
better products before a competitor does so
(mendukung strategi market leadership Intel)
STRATEGY IMPLEMENTATION
•PROGRAMS
•BUDGETS
•PROCEDURES
STRATEGY IMPLEMENTATION &
EXECUTION

• Implementasi strategy is an action-oriented, make-it-happen

activities (organizing, budgeting, policy making, motivating,
culture building, and leading are all part of achieving the
target resultt
• Kata kuncinya adalah “fit’/”matching” antara kondisi
internal organisasi dengan lingkungan eksternalnya.
PROGRAMS
• Program is a statement of the activities or steps needed
to accomplish a single-use plan. It makes a strategy
action oriented
• Boeing ingin mempertahankan strategi cost-leadership
(low price in manaufacturing). To cut cost management
decided to implement a series of programs:
– Outsource approximately 70% of manufacturing
– Reduce final assembly time to 3 days by having suppliers build
completed plane sections
– Use new, lightweight composite material in place of aluminium
to reduce inspection time
– Resolve poor relations with labor unions caused by downsizing
and outsourcing
BUDGETS

• Budget is a statement of a corporation’s

programs in terms of monetary (rupiahs)
• Many corporations demand a certain % return
on investment, before management will
approve a new program.
• The budget not only serves as a detailed plan
of the new strategy in action, but also specifies
through pro forma financial statements the
expected impact on the firm’s financial future.
PROCEDURES

• Procedures, Standard Operating

Procedures: a system of sequential steps
or techniques that describe in detail how
a particular task or job is to be done.
• They typically details the various activities
that must be carried out in order to
complete the corporation’s program.
EVALUATION AND CONTROL
A process in which corporate activities
and performance results are monitored
so that actual performance can be
compared with desired performance
EVALUATING PERFORMANCE

• Performance is the end result of activities

• Misi perusahaan, sasaran, strategi dan
pendekatan terhadap implementasi
merupakan aspek-aspek yang tidak
pernah selesai.
• Mengevaluasi kinerja, mengamati
perubahan pada lingkungan sekitar dan
membuat penyesuaian merupakan hal
yang wajar dan menjadi bagian dari
proses manajemen strategis
INITIATION OF STRATEGY:
Triggering Event
• Henry Mintzberg menyatakan bahwa “strategy formulation is typically not
a regular, continuous process. It is most often an irregular, discontinuous
process, proceeding in fits and starts. There are periods of stability in
strategy development, but also there are periods of flux, of groping, of
piecemeal change, and of global change”
• Triggering Events is something that acts as a stimulus for a change in
strategy:
– New CEO
– External Intervention
– Threat of a change in ownership
– Performance Gap
– Strategic Inflection point
STRATEGIC DECISION MAKING

• Karakteristik Manajemen Strategik adalah

penekanannya pada strategic decision
making (pengambilan keputusan
strategis)
• What Makes a Decision Strategic?
– Rare (jarang); strategic decision are unusual
and have no precedent to follow
– Consequential; commit substantial resources
and demand a great deal commitment
– Directive; set precedents for lesser decision
and future actions
STRATEGIC DECISION-MAKING
PROCESS
• See Figure 1-5: Strategic Decision-
Making Process
THE STRATEGIC AUDIT: Aid to SDM

• See Appendix 1.A: STRATEGIC AUDIT

OF CORPORATION
MATERI SELANJUTNYA...
ENVIRONMENTAL SCANNING