Ruang Lingkup

MANAJEMEN STRATEJIK

Lecturer : Dr Nurul Hermina SE.MM

OUTLINE
• KENAPA STRATEGI PENTING.. ?

• STRATEGIC MANAGEMENT PROCESS

• KOMPONEN STRATEGI

• WHAT IS STRATEGY ?

• HIRARHI STRATEGI
Why Strategy Is Important?
Why Building Strategy?

Business
Environment

Fitting
Company
Lingkungan yang sulit?
STRATEGI PERANG
 The one who figures on victory at headquarters
before even doing battle is the one who has the most
strategic factors in his side. The one who figures on
inability to prevail at headquarters before doing
battle is the one with the least strategic factors on his
side. Obsreving matter in this way, I can see who will
win and who will lose
STRATEGI BOLA
• “Without a strategy the organization is like a
ship without a rudder.”

• Hope Is not a
strategy” -Rick Page
VICTORY FROM WHO…….?
Why Building Strategy?

Business
Environment

Fitting
Company
Why Is Strategy Important?

• A compelling need exists for managers to proactively shape how

a firm’s business will be conducted  Penting untuk para
manajer secara proaktif bagaimana bisnis perusahaan akan
dilaksanakan.

• A strategy-focused firm is more likely to be a strong bottom-line

performer than one that views strategy as secondary 
Perusahaan dengan berorientasi pada strategi akan mempunyai
kapabilitas yang lebih kuat dibandingkan dengan perusahaan
yang tidak memprioritaskan strategi
 Strategy Approach
Resources Based
Company Environment

Integrated Based
Resources Market
(Internal) External

Market Based
What is Strategy?

Organization strategy is the match between its internal capabilities and

external environments
Competitive Advantage Example

Low Cost Narrow Market Niche Expertise and not easily

imitated by rivals
 WHAT IS STRATEGY?

• Rumusan perencanaan komprehensif

tentang bagaimana perusahaan akan
mencapai misi dan tujuannya.

• Rencana berskala besar bertujuan ke masa

depan untuk berinteraksi dengan kondisi
persaingan demi mencapai tujuan
perusahaan,
WHAT IS MANAGEMENT STRATEGIC?
• Satu set keputusan dan tindakan yang menghasilkan formulasi dan
implementasi rencana yang dirancang untuk meraih tujuan suatu
perusahaan.
• Serangkaian keputusan dan tindakan manajerial untuk meningkatkan
kinerja perusahaan dalam jangka panjang.
• Proses Manajemen Stratejik meliputi 4 keputusan utama :
• Analisis Lingkungan ( Scanning Environment)
• Perencanaan Strategi (Formulasi)
• Implementasi Strategi
• Evaluasi Dan pengendalian Strategi
Adapting to Change – Key
Strategic Management
Questions
• What kind of business should we
become?
• Are we in the right fields
• Are there new competitors
• What strategies should we
pursue?
• How are our customers changing?
 Strategic Management Process

DECISION ACTION PERFORMANCE

ANALYSIS
Strategy Strategy Strategy
Strategic Situation Formulation Implementation Evaluation and
Analysis (Perencanaan/For (Implementasi Control
(Analisis Lingkungan) mulasi Strategi) Strategi) (Evaluasi Dan
pengendalian
Strategi)

APA YANG BAGAIMANA BAGAIMANA MEYAKINKAN

DIMANA POSISI SEKARANG ?
DIINGINKAN ? MENCAPAINYA? SEMUA BERJALAN BAIK ?
 Strategic Management Process
ANALYSIS DECISION ACTION PERFORMANCE

Strategic Situation Strategy Strategy Strategy Evaluation

Analysis Formulation Implementation and Control
(SSA) (SF) (SI) (SEC)

Analisis Lingkungan
Eksternal (ALE)

Evaluasi dan
Visi & Misi Perumusan Implementasi
Pengendalian
Perusahaan Strategi Strategi
Strategi

Analisis Lingkungan
Internal (ALI)
 ANALISIS LINGKUNGAN FORMULASI STRATEGI

Analisis Lingkungan Alat untuk

Internal (ALI) Menetapkan
• Value Chain Internal
Factor Strategi
Analysis (VCA)
• Tangible,Intangible, Analysis Korporasi
Organization Capability Summary DIJABARKAN
(TIROCA) (IFAS) KEDALAM
• Kapabilitas Fungsional
Strategic LEVELING
Mkt,Fin,HR,OP,MIS
POSTUR STRATEGY Factor STRATEGI
• Visi Analysis
• Misi Summary GE Matrix
Analisis Lingkungan
• Objective
• CSR
Eksternal (ALE) (SFAS) Strategi BCG
• MACRO : PETS Korporasi
• Tata kelola • MICRO : 4 C
External Matrix
perusahaan • Customer : B2B & B2C Factor
Analysis TOWS Matrix
• Competitor :
• Industry Analisis Summary STRATEGIC Strategi
• Strategic Group (EFAS) INITIATIVE Bisnis
• Key success Factor (KSF)
(DAFTAR STRATEGI
• Colabolator/Supplier
• Supply chain Analysis (SCA) TERPILIH)
• Industry Value Chain
Strategi
Analysis (IVCA) Fungsional
• Creditor
• Finance Institution
• Market Analysis
 EVALUASI DAN
IMPLEMENTASI STRATEGI
PENGENDALIAN STRATEGI

ORGANISASI PELAKSANA PENGUKURAN KUANTITATIF

STRATEGI PENGUKURAN KUALITATIF

PENJADUALAN PELAKSANAAN
TERPILIH • Program
• Corporate Strategy • People
• Business Strategy • Procedure BALANCE SCORE CARD
• Functional Strategy • Budget

(Lanjutan) FEED BACK

Benefits of Strategic
Management

Financial Benefits

• Improvement in sales
• Improvement in profitability
• Productivity improvement
Benefits of Strategic
Management

Non-Financial Benefits

• Improved understanding of competitors strategies

• Enhanced awareness of threats
• Reduced resistance to change
• Enhanced problem-prevention capabilities
 Komponen Manajemen Stratejik:
Visi,Misi, Tujuan.

• Visi adalah suatu pandangan jangka panjang tentang akan menjadi

apa suatu organisasi
• Misi adalah tujuan atau alasan dari keberadaan suatu organisasi,
ditetapkan secara unik untuk membedakan dengan perusahaan lain.
• Tujuan (Objective) adalah Hasil akhir yang ingin dicapai oleh suatu
organisasi.
• Kebijakan (Policy) adalah petunjuk luas untuk pembuatan keputusan
yang berkaitan dengan formulasi dan implementasi strategi
Key Terms

Vision Statement –
What do we want to become?

Mission Statement –
What is our business?
 WHY A STRATEGIC VISION AND MISSION IMPORTANT...?
• To ensure unanimity of purpose within the organization
 Untuk memastikan kebulatan tujuan dalam organisasi
• To provide a basis, or standard for allocating organizational resources

 Sebagai dasar dalam alokasi sumber daya manusia

• To establish a general tone or organizational climate.

 Untuk menciptakan iklim organisasi yang selaras

• To serve as a focal point for individuals to identify with the organization’s purpose and direction

 Untuk acuan individu perusahaan memahami tujuan dan arah organisasi

• To facilitate the translation of objectives into a work structure involving the assignment of tasks
to responsible elements within organization
untuk memfasilitasi tujuan perusahaan kedalam struktur kerja yang melibatkan unsur-unsur
yang bertanggung jawab dalam organisasi

•To specify organizational purpose and then to translate these purpose into objectives in such
way the time and performance parameter can be assessed and controlled
 Untuk dapat diterjemahkan kedalam tujuan sehingga bisa diukur perfomansinya
 Dimensi Visi
No. Dimensi Kriteria
1. Menggambarkan jenis perusahaan yang ingin diciptakan
Graphic manajemen, dan posisi pasar yang hendak dicapai

2. Berpandangan kedepan : memberikan gambaran strategik mengenai

Directional produk/pasar'pelanggan/perubahan teknologi yang akan menolong
perusahaan di masa depan

3. Spesifik dan memberikan panduan bagi para manager dalam

Focused membuat keputusan dan menggunakan sumber daya.

4. Tidak dibuat untuk berlaku pada segala waktu, tetapi dapat di

Flexible sesuaikan seiring dengan perubahan pasar. teknologi dan pelanggan
di masa depan
5. Dapat dicapai oleh perusahaan pada waktunya dan mudah
Feasible
dilaksanakan
6. Memberikan tantangan untuk pencapaian jangka panjang
Desirable
perusahaan
7. Dapat dijelasakan dalam 5-10 menit dan idealnya dapat
Easy to
disederhanakan dalam kalimat singkat seperti visi Henry Ford yang
communicate terkenal "sebuah mobil disetiap garasi*.
 Dimensi Misi
1. Pelanggan-Siapa pelanggan perusahaan?
2. Produk atau jasa-Apa produk atau jasa yang utama dari
perusahaan?
3. Pasar-Secara geografis, dimana perusahaan berkompetisi?
4. Teknologi-Apakah perusahaan menerapkan teknologi terbaru?
5. Perhatian akan keberlangsungan, pertumbuhan dan
profitabilitas-apakah perusahaan berkomitmen untuk
perumbuhan dan kondisi keuangan yang baik?
6. Filosofi-Apa dasar-dasar kepercayaan, nilai, aspirasi, dan
prioritas etika perusahaan?
7. Konsep diri-Apa kemampuan khusus atau keunggulan
kompetitif perusahaan?
8. Perhatian akan citra publik-Apakah perusahaan rensponsif
terhadap pemikiran sosial, masyarakat, dan lingkungan ?
9. Perhatian karyawan-Apakah karyawan merupakan aset yang
berharga bagi perusahaan?
 EXAMPLE OF STRATEGIC VISION AND
COMPANY MISSION STATEMENT

 INTEL
• VISION
“ Getting to billion connected computers
worldwide,million of servers,and trillions of
dollars of e-commerce”

• MISSION
“ Intel's core mission is being the building block
supplier to the Internet Economy and spurring
efforts to make the internet more useful “
 SETTING OBJECTIVES

 Strategic Objective
The outcomes that strengthen an organization's overall
business position and competitive vitality

 Financial Objectives
Relate to the financial perfomance targets management
has established for organization to achieve.

 A company strategy consists

 Competitive Effort
 Business approaches to please customers and
compete successfully.
 Achieve organizational objective
1.Specific Result
2.Measurable
3.Audacious / Achievable
4.Result oriented
5.Time Bond / Time Specific
6.Encompassing (linkages)
7.Reviewed
 EXAMPLE OF STRATEGIC AND FINANCIAL OBJECTIVES

 BANK ONE CORPORATION

• Strategic Objective
“ To be one of the three banking companies in terms of market share in
all significant market we serve.”

 3M CORPORATION
• Financial And Strategic Objective
“ To achieve annual growth in earning pershare of 10%,a return on
stockholders equity of 20-25%, a return on capital employed of 27%, and
have at least 30% of sales come from products introduced in the pastfour
years”
ANY QUESTION…….??
Vision, Mission and Strategic Objective StrictlyConfidential– for internal only

Visi, Misi, “Strategic Objective” dan “10 Strategic Initiatives”

The world in your hand

Vision : To Become a Leading Telecommunication, Information, Media &

Visi dan Misi Edutainment (TIME) Player in the Region
Mission : 1. To Provide TIME Services with Excellent Quality & Competitive Price
2. To be the Role Model as the Best Managed Indonesian Corporation

Corporate Strategic Objective Creating Superior Position by Strengthening Legacy & Growing New Wave Businesses
to achieve 60% of industry revenue in 2015

Competitive Sustainable Growth

Corporate Strategy StrategicInitiatives
Optimize 1 Optimizing FWL Legacy
Legacy 8
Strengthen the core to
deliver the fundamental ‘Cash Cow’ 2 Consolidate & Grow FWA Business
Optimization and Manage Wireless Portfolio
1
Unlock
portfolio Invest in new economy 3 Invest in broadband
Value & international Invest in Integrate
business to build New Growth Integrate SME, Enterprise NGN &
Engines 4
momentum for new Solutions & invest in Wholesale OBCE
growth portfolio
5 Invest in IT Services and e-Payment

2 Empower business units New Growth Invest in Media &

Portfolio 6
Empower to drive growth Edutainment Business
and
Transform 7 Invest in Strategic International Opportunities
Transformthe legacy &
culture 9 Align Business Structureand Portfolio Management
10 Transforming Culture
SICP CorporateStrategic Planning
11
BUSINESS RESPONBILITY
Ethical
(Should do)
MAKING
PROFIT
(Must Do) SOCIAL
RESPONBILITY

Discretionary/
FOLLOW LAW
Suka rela
( Have To do)
(Might Do)
CORPORATE SOCIAL RESPONBILITY ( TANGGUNG JAWAB SOSIAL
PERUSAHAAN)

• Kewajiban perusahaan untuk melayani masyarakat secara umum.

• Tujuan :
• Mempromosikan program perusahaan pada masyarakat
• Meningkatkan partisipasi masyarakat secara sukarela dalam program
perusahan
• Memberikan kontribusi pada masyarakat atas aktivitas usaha perusahaan.

• Dampak positif :
• Meningkatkan citra merek perusahaan
• Meningkatkan kesetiaan pelanggan dan pemasok
• Menarik calon SDM perusahaan yang lebih baik di masa depan
CORPORATE GOVERNANCE (TATA KELOLA PERUSAHAAN)
• Hubungan diantara dewan direksi, manajemen puncak dan pemegang
saham dalam menjelaskan arahan dan kinerja dari suatu perusahaan.
• Dua Hal penting :
• Hak pemegang saham untuk memperoleh informasi dengan benar ,akurat,
transparan dan tepat waktu.
• Transparan atas semua informasi kinerja perusahaan,kepemilikan dan stake
holder
• Tata kelola yang baik :
• Keputusan melalui cara yang bebas dari tekanan dan korupsi mengikuti aturan
hukum yang berlaku.
• Menjamih hubungan serta distribusi hak dan kewajiban antara kelompok
kepentingan berjalan baik.
• Contoh : Direktur,pekerja manajemen menerima gaji, pemegang saham
menerima pengembalian modal, pelanggan menerima barang dan jasa,
pemasok menerima kompensasi
 Thinking Strategically:
The Three Big Strategic Questions

1. Where are we now?

2. Where do we want to go?
• Business(es) to be in and market positions to stake out
• Buyer needs and groups to serve
• Outcomes to achieve
3. How will we get there?
• A company’s answer to “how
will we get there?” is its strategy
 FORMULATING STRATEGY

Company's strategy answer some questions ;

 Wether to concetrate on single business or build

diversified group of business.
 Wether to cater to broad range customer or focus on
particular market niche. HOW TO ACHIEVE
 Wether to develop or narrow product line THE TARGET RESULT IN LIGHT
 Wether to pursue competitive advantage based on OF THE ORGANIZATION’S SITUATION
AND PROSPECT
low cost or product superiority.
 How to respond to changing buying preference.
 How big a geographic market to try to cover
 How to react to newly emerging market and
competitive condition .
 How to grow the enterprise over the long term.
A good strategy is
Clear and understood by everyone at every
level in the organization
 Levels of Strategy-Making in
a Single-Business Company

Business-Level
Business
Managers Strategy
Two-Way Influence

Functional
Functional Strategies
Managers

Two-Way Influence

Operating
Managers Operating Strategies
 Levels of Strategy-Making
in a Diversified Company

Corporate-Level Corporate
Managers Strategy
Two-Way Influence

Business-Level
Business Strategies
Managers
Two-Way Influence

Functional
Functional Strategies
Managers
Two-Way Influence

Operating
Managers Operating Strategies
Types of Strategy

Corporate strategy is concerned with which markets an organization wants to compete .

Level Top Manajemen yang menetapkan formulasi strategi

Business strategy deals with how an organization will compete in its chosen industry or market
Level Middle Management yang melaksanakan straregi (Implementasi)

Functional strategy occurs according to functional lines such as R&D, marketing and finance
Level Management yang menetapkan kebijakan dalam mendukung pelaksanaan strategi
 Strategy & Its Level
Strategy Level Goal &Strategy
Maximize the value of firm through business portfolio
• Growth : Diversification, Intensification,
Corporate
Integration
Strategy • Stability : Defensive
Focus: the firm • Retrenchment : Turn Around
• Cultivation : Divestment, Harvest

Business Gain the superior financial performance through

product portfolio by building competitive advantage
Strategy
• Differentiation
Focus: SBUs • Cost Leadership
• Focus

Functional Consolidated functional area to optimized capability

To create customer value
Strategy • Financial
Focus: • Marketing
functional area • Operation & Production
• Human Resource & Organization
Hierarchy of Strategy

Corporate Strategy :
Overall Direction of Company and
Management of Its Businesses

Business Strategy:
Competitive and
Cooperative Strategies

Functional
Strategy:

Maximize Resource
Productivity
 StrictlyConfidential– for internal only

TELKOM’s Strategy Framework

TELKOM memiliki bisnis yang beragam (multi-businesses) dan pengelolalaan bisnis-bisnis
tersebut akan dilakukan dengan bentuk “management holding” sehingga strategi yang
dikembangkan dalam perusahaan harus mengacu kepada 3 level Hirarki Strategi… The world in your hand

CSS

SICP CorporateStrategic Planning

4
 The Three Stakeholder Groups
People who are affected by a firm’s
Stakeholders performance and who have claims on its
performance

Internal Stakeholders
• Shareholders
• Managers
• Employee
• Unions

Market Stakeholders
• Primary customers
• Suppliers
• Channels
• Competitors
• Complementors

Non Market Stakeholders

• Community
• Society
• Pressure Groups
• Government
• Parliaments
• Next Generation
 VISI DAN MISI

50
 DEFINISI

51
 HUBUNGAN ANTARA VISI,
STRATEGI,PERENCANAAN,
DAN ANGGARAN

52
 MANFAAT VISI, MISI
DAN NILAI DASAR
 Membawa orang bersama-sama ke dalam mimpi yang sama.
 Mengkoordinasikan berbagai pekerjaan yang dilakukan oleh orang yang
berbeda.
 Membantu setiap orang dalam mengambil keputusan.
 Menjadi landasan perencanaan bisnis.
 Menantang bagi yang berada di posisi mapan untuk melakukan inovasi.
 Mampu menyelaraskan perilaku yang tidak sesuai menjadi lebih jelas.

“The best way to predict the future is to

invent it.”
Alan Kay, scientist, inventor
53
PERNYATAAN VISI ORGANISASI

Keberhasilan masa depan yang diinginkan.

Fokusnya adalah jangka panjang.
Merupakan inisiatif pendirinya, CEO, pemimpin,
Telkom’s VISION :
namun mempunyai dukungan dari semua To become a leading Telecommunication,
karyawan. Information, Media & Edutainment (TIME)
Sebagai tanggapan dari evaluasi mereka Player in the Region
terhadap ancaman dan peluang.
Hal tersebut berdasarkan kepada
keinginan/mimpi pribadi, kemampuan, sifat
pribadi, nilai-nilai yang dianut, serta
sumberdaya.
Dikomunikasikan khususnya kepada stakeholder
internal (karyawan dan shareholders). Disney’s VISION :
Susah dirubah (10, 20, bahkan 50 tahun). “Creating a place where people
can feel like kids again.”
54
 Avoid “benefits to shareholders” (embedded in mission)
55
Adapted from: Leading Change, John P. Kotter
 PERNYATAAN MISI ORGANISASI

Misi menyatakan tujuan atau alasan

keberadaan organisasi yang paling utama
secara eksplisit.
Misi menyatakan secara eksplisit atau
implisit segmen pasar pelanggan yang
disasar. TELKOM MISSION :

Misi menyatakan produk atau jasa utama 1. To Provide TIME Services with Excellent
yang digarap. Quality & Competitive Price.
2. To be the Role Model as the Best
Misi menyatakan keyakinan, asumsi, nilai
Managed Indonesian Corporation
(budaya) yang dianut.
Misi dikomunikasikan terutama untuk
stakeholders eksternal (pelanggan, supplier,
dan masyarakat umum) dan berikutnya
baru ke stakeholders internal (pemegang
saham, karyawan, dan lain-lain).
56
57