MANAJEMEN STRATEGI

dan

KINERJA BISNIS

Strategic Management achieves a firms

success through integration

Management

Marketing

Finance/Accounting

Production/Operations

Research & Development

MIS

Strategy Formulation
Vision & Mission
External Opportunities & Threats
Internal Strengths & Weaknesses
Long-Term Objectives
Alternative Strategies
Strategy Selection

Issues in
Strategy
Formulation New Business

New Business
opportunities
opportunities

Businesses
Businesses to
to
abandon
abandon

Allocation
Allocation of
of
resources
resources

Expansion
Expansion or
or
diversification
diversification

International
International
markets
markets

Mergers
Mergers or
or joint
joint
ventures
ventures

Avoidance
Avoidance of
of hostile
hostile
takeover

Strategy Implementation

Annual Objectives
Policies
Employee Motivation
Resource Allocation

Strategy
Implementati
on
Action
Action Stage
Stage of
of
Strategic
Strategic
Management
Management

Most
Most difficult
difficult stage
stage

Mobilization
Mobilization of
of
employees
employees
&
& managers
managers

Interpersonal
Interpersonal skills
skills
critical
critical

Consensus
Consensus on
on goal
goal
pursuit
pursuit

Strategy Evaluation

Internal Review
External Review
Performance Metrics
Corrective Actions

Strategy
Evaluation
Final
Final Stage
Stage of
of Strategic
Strategic
Management
Management

Subject
Subject to
to future
future
modification
modification

Todays
Todays success
success no
no
guarantee
guarantee of
of
future
future success
success

New
New &
& different
different
problems
problems

Complacency
Complacency leads
leads to
to
demise
demise

Prime Task of
Strategic Management
Peter Drucker: -- think
through the overall mission
of a business. Ask the key
question: What is our
Business?

Integrating Intuition and

Analysis
The strategic management
process attempts to organize
quantitative and qualitative
information under conditions
of uncertainty.

Integrating Intuition and

Analysis
Intuition is based on:
Past experiences
Judgment
Feelings
Intuition is Useful for decision
making
Conditions of great uncertainty
Conditions with little precedent

Integrating Intuition &

Analysis
Intuition & Judgment

Involve Management at all levels

Influence all Analyses

Strategic Management is
Gaining and Maintaining
Competitive Advantage

Anything that a firm does

especially well compared to
rival firms

Achieving Sustained
Competitive Advantage
1. Adapting to change in external
trends, internal capabilities and
resources
2. Effectively formulating,
implementing & evaluating
strategies

Adapting to Change
Rate & magnitude of change
increasing dramatically
E-commerce
Demographics
Technology

Dimensi Manajemen Strategi

1. Persoalan strategi memerlukan keputusan
manajemen puncak
2.Persoalan strategi membutuhkan sumber
daya perusahaan dalam jumlah besar
3.Persoalan strategi sering memperungaruhi
kesejahteraan perusahaan dalam jangka
panjang
4.Persoalan strategi berorientasi pada
masa yang akan datang
5.Persoalan strategi biasanya mempunyai
dampak yang bersifat multifungsional atau
multibisnis

Dimensi Manajemen Strategi (lanjutan)

6.
Persoalan strategi memerlukan pertimbangan
terhadap
lingkungan eksternal perusahaan
7.Keputusan-keputusan strategi mempengaruhi
keputusan keputusan yang bersifat operasional
8. Strategi organisasi akan dipengaruhi tidak
hanya oleh kekuatan lingkungan & tersedianya
sumber daya, akan tetapi juga dipengaruhi oleh
nilai-nilai & harapan-harapan pihak-pihak yang
mempunyai kekuatan dalam perusahaan
9.Keputusan - keputusan strategi akan mempengaruhi
arah jangka panjang organisasi
10. Keputusan - keputusan strategi seringkali bersifat
sangat kompleks.

Proses strategic management

External
Audit

Vision
&
Mission

LongTerm
Objectives

Internal
Audit

Generate,
Evaluate,
Select
Strategies

Implement
Strategies:
Mgmt Issues

Implement
Strategies:
Marketing,
Fin/Acct,
R&D, CIS

Measure &
Evaluate
Performance

Tugas Kelompok
Buat Dokumentasi Manajemen Strategik
seorang Tokoh, Perusahaan, Penerapan
Manajemen Strategik, dan Keputusan
Strategik Buat dengan format Paper
Misal :
Chairul Tandjung (CT Corp.)
Hari Tanoe (MNC Corp.)
Dahlan Iskan (Jawa Pos Group)
Sandiaga Uno (Saratoga Group)
Dan lain sebagainyabebas tentukan
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