EVALUASI STRATEGI

 Tahap Akhir Proses manajemen stratejik agar

manajemen puncak berusaha memastikan
bahwa starategi yang dipilih terlaksana dengan
tepat dan mencapai tujuan perusahaan.
 Komponen ini memberikan feedback kepada
pengambil keputusan dari tahap analisi
linkungan, formulasi dan implementasi strategi
PROSES MENCARI JAWABAN DARI PERTANYAAN :

1. Apakah keputusan yang diambil konsisten dengan kebijakan.?

2. Apakah tersedia sumber daya yang cukup agar pekerjaan
dapat terlaksana.?
3. Apakah sumber daya digunakan secara
bijaksana?
4. Apakah lingkungan yang terjadi seperti
yang telah diduga sebelumnya?
5. Apakah tujuan jangka pendek dan jangka panjang
tercapai ?
6. Akankah kita melanjutkan rencana seperti yang telah
diformulasikan?
Evaluation and Control Process

1 2 3 4 5
Determine Establish Does
Measure Take
what to predeter- perform-
perform- corrective
measure mined ance match
ance action
standards standars

STOP
KEGIATAN PENGENDALIAN YANG SALING
BERKAITAN
1. Menetapkan sasaran prestasi kerja, standar, limit
toleransi tujuan, dan rencana pelaksanaan.
2. Mengukur posisi yang sebenarnya pada waktu tertentu,
jika tidak sesuai maka manajer harus bertindak
3. Menganalisis batas penyimpangan
4. Melaksanakan modifikasi jika diperlukan
EVALUATION CRITERIA

 SUSTAINABILITY
 FEASIBILITY

 ACCEPTABILITY
SUSTAINABILITY

 a criterion for assessing the extent to which a proposed strategy

fits the situation identified in the strategic analysis, and how it
would sustain or improve the competitive position of the
organization
 Following questions need to be asked about strategic options:
 Does the strategy exploit the company strengths or environmental
opportunities?
 How far does the strategy overcome the difficulties identified in the
strategic analysis (resource weaknesses and environmental threats)?
 Does it fit in with the organization’s purposes? For example, would the
strategy achieve profit targets or growth expectations
FEASIBILITY

 Feasibility of any strategy is concerned with whether it can be

implemented successfully. The scale of the proposed changes
needs to be achievable in resource terms.
 Following questions need to be asked when assessing
feasibility:
 Can the strategy be funded?
 Is the organization capable of performing to the required level (quality
level, service level)
 Can the necessary market position be achieved?
 Can competitive reactions be coped with?
 How will the organization ensure that the required skills at both
managerial and operative level are available?
 Will the technology be available to compete effectively?
 Can the necessary materials and services be obtained?
ACCEPTABILITY
 Acceptability is strongly related to people’s expectations, and
therefore the issue of “acceptable to whom?” requires the
analysis to be thought through carefully.
 Some of the questions that will help identify the likely
consequences of any strategy:
 What will be the financial performance of the company in profitability
terms?
 How will the financial risk change?
 What will be the effect on capital structure?
 Will any proposed changes be appropriate to the general expectations
within the organization?
 Will the function of any department, group or individual change
significantly?
 Will the strategy be acceptable in the organization’s environment? (e.g.
will the local community accept higher levels of noise)
 Will the organization’s relationship with outside stakeholders need to
change?
TEKNIK EVALUASI
Audit Manajemen
Teknik Balance Score Card
 BALANCED-SCORECARD (BS):
METODE EVALUASI KINERJA
 BS adalah suatu metode evaluasi kinerja perusahaan
yang menawarkan keseimbangan (balance) antara tujuan
jangka pendek dan jangka panjang, yaitu hasil (outcome)
yang diinginkan, pemicu kinerja, dan tolok ukur.
 BS menggunakan 4 (empat) perspektif untuk
mengevaluasi kinerja perusahaan:
 Perspektif Keuangan
 Perspektif Pelanggan
 Perspektif Proses Internal
 Perspektif Pembelajaran dan Pertumbuhan
PERSPEKTIF KEUANGAN

 Tolok ukur keuangan bermanfaat untuk

mengikhtisarkan konsekuensi tindakan ekonomi yang
telah diambil
 Menunjukkan apakah strategi, implementasi, dan
eksekusi perusahaan memberi kontribusi pada
perbaikan laba (kemampulabaan)
 Perspektif keuangan menggambarkan konsekuensi
tindakan ekonomi yang diambil dalam 3 perspektif BS
yang lainnya.
KRITERIA EVALUASI KEUANGAN
1. Kuantitatif , dibandingkan dengan masa lalu, pesaing
atau perusahaan sejenis
 Net profit
 Stock Price
 Devidend Rates
 Eps
 Return On Invesment, ROE
 Market share
 Growth in sales
 BEP
 Efficiency
 Distribution cost
 Employee turn over
 Capital Budgeting ( NPV , IRR, PI, Pay back Period)
CONTINUED
2. Kualitatif
 Konsisten , untuk Tujuan, Asumsi lingkungan dan kondisi
internal.
 Tepat guna , kemampuan sumber daya, resiko, dan waktu

 Mampu dilaksanakan, dinilai melalui studi kelayakan dan

simulasi
PERSPEKTIF PELANGGAN

 Perspektif
ini mendefinisikan pelanggan dan segmen
pasar dimana unit usaha (SBU) akan bersaing
PERSPEKTIF PROSES
USAHA INTERNAL
 Perspektif ini menggambarkan proses internal yang diperlukan
untuk memberikan nilai bagi pelanggan dan pemilik
PERSPEKTIF PEMBELAJARAN
DAN PERTUMBUHAN
 Perspektif ini mendefinisikan kapabilitas yang diperlukan
induk organisasi untuk menciptakan pertumbuhan jangka
panjang dan perbaikan
 BS sangat menekankan pada perbaikan yang
berkesinambungan (continous improvement) agar perusahaan
mampu terus bersaing.
TAHAP-TAHAP
BALANCED-SCORECARD
 PENENTUAN TUJUAN
 PENENTUAN UKURAN STRATEGI

 IDENTIFIKASI UKURAN-UKURAN

 PREDIKSI HASIL

 MEMBANGUN KOMITMEN

 PERENCANAAN TAHAPAN BERIKUTNYA

 TUJUAN DAN UKURAN (1):
FINANCE PERSPECTIVE
OBJECTIVES
A. Revenue Growth:
 Increase the number of new product
 Create new application
 Develop new customers & markets
 Adopt a new pricing strategy
B. Cost Reduction:
 Reduce unit product cost
 Reduce unit customer cost
 Reduce distribution channel cost
C. Asset Utilization
 Improve asset utilization
MEASURE
 % of revenue from new product
 % of revenue from new application
 % of revenue from new sources
 Product & customer profitability
 Unit product cost
 Unit customer cost
 Cost per distribution channel
 Return on investment
 Economic Value Added
 TUJUAN DAN UKURAN (2):
CUSTOMER PERSPECTIVE
OBJECTIVES MEASURE

A. Core:
 Increase market share  % of market
 Increase customer retention  % growth of business from existing customer
 Increase customer acquisition  Number of new customers
 Increase customer satisfaction  Ratings from customer surveys
 Increase customer profitability  Customer profitability
B. Performance Value:
 Decrease price  price
 Decrease postpurchase cost  Postpurchase cost
 Improve product functionality  Ratings from customer surveys
 Improve product quality  % of return
 Increase delivery reliability  On-time delivery percentage & Aging Schedule
 Improve product image &  Ratings from customer surveys
reputation
 TUJUAN DAN UKURAN (3):
INTERNAL PROCESS PERSPECTIVE
OBJECTIVES
A. Innovation:
 Increase the number of new product
 Increase proprietary product
 Decrease new product dev. time
B. Operations
 Increase process quality
 Increase process efficiency
 Decrease process time
MEASURE
 Number of new products vs planned
 % revenue from proprietary product
 Time to market (from start to finish)
 Quality cost
 Output yields
 % of delective units
 Unit cost trend
 Output/Inputs
 Cycle time & velocity

C. Postsales Service:
Increase service quality First-passyields
Increase service efficiency Cost trends

Decrease service time Cycle time

 TUJUAN DAN UKURAN (4):
LEARNING & GROWTH PERSPECTIVE
OBJECTIVES MEASURE

A. Increase employee
capabilities  Employee satisfaction ratings
 Employee turnover percentages
 Employee productivity
 Hours of training
 Strategic job coverage ratio
B. Increase motivation &
alignment  Suggestions per employee
 Suggestion implemented per employee

C. Increase information
systems capabilities  % of processes with real time feedback capabilities
 % of customer-facing employees with on-line

access to customer and product information

PROSES MODIFIKASI
1. Menetapkan kembali asumsi lingkungan yang
mendasar terhadap strategi dan rencana
2. Memantau perubahan faktor lingkungan untuk
menditeksi penyimpangan yang penting.
3. Jika terjadi penyimpangan yang luar biasa,
lakukan penilaian kembali terhadap tujuan,
strategi dan rencana
4. Melaksanakan formulasi startegi baru dan
proses pelaksanaan sesuai dengan yang
diperlukan
Evaluation end Control
Evaluation
Environmental Evaluation
Strategy Formulation Strategy Implementation and Control
scanning and Control
Mission
External
Reason for
Societal Objectives
Environment existence
General forces What result
to Strategies
Task accomplish Plant to
Environment by when Policies
Industry analysis achieve the
mission & Broad
Internal objectives guidelines Program
Structure for decision Activities
Chain of command making needed to Budgets
Culture accomplish
a plan Cost of the
Beliefs,
expectation,value. programs Procedures
Resources Sequence of
Performance
Assets, skill steps needed Performance
competencies, to do the job Actualresults
results
knowledge Actual

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