Manajemen Stratejik

OVERVIEW MANAJEMEN STRATEJIK

Dosen:
Dr. Dr. Nur Hidayah, S.E., M.M.

Program Studi Manajemen Rumah Sakit Program Pascasarjana

Universitas Muhammadiyah Yogyakarta
19 Desember 2018
 STRATEGY DEVELOPMENT PROCESS

EXTERNAL
ENVIRONTMENT ANALYSIS
(OPPORTUNITY AND THREAT)

STRATEGY STRATEGY STRATEGY

VISION Strate gic MISION
FORMULATION IMPLEMENTATION EVALUATION
Situation
Analys is AND CONTROL
(TOWS)

INTERNAL
ENVIRONTMENT ANALYSIS
(STRENGTH AND WEAKNESS)

Feed Back
Strategic Strategy Strategy Strategy
Situation Formulation Implementation Evaluation
and Control
Analysis
Framework SWOT Strategic Competitiveness Competency Strategic
(1960s) Planning (1980s) (1990s) Relationship
Matrix (2000s)
(1970s)
Perspective Inside-out Inside-out Outside-in and Inside-out Outside in
and current and future current and future and future

Management R&D Innovation Technology Value Based Total

Approach Management Management Management Management Relationship
Management
Strategy Competitive Comparative Cooperative
 Relationships Between Key External Forces and an Organization
Competitors
Suppliers
Distributors
Creditors
Economic forces Customers
Social, cultural, Employees
demographic, and Communities AN
environment Managers ORGANIZA
natural forces Stockholders TION’S
Political, legal, and Labor unions OPPORTU
governmental Governments NITIES AND
forces Trade associations THREATS
Technological Special interest groups
forces Products
Competitive forces Services
Markets David, 2011
Natural environment
Umum Analisis Lingkungan - Ekternal & Internal

VCA TIROCA II
Analisis Lingkungan
FF
Internal [ALI] AA
M F O HR SS
S
F
Analisis Kinerja dan
Postur Strategik A
S
P E S T EE
Analisis Lingkungan FF
Eksternal [ALE] AA
C1 C2 C3 C4 SS
Catatan:
VCA: Value Chain Analysis;
TIROCA: Tangible, Intangible Resources, Organizational Capability
MFOHR: Manufacture, Finance, Organization, and Human Resource
IFAS: Internal Strategic Factors Summary
Sumber: Manajemen Strategik, Popy Rufaidah, hal 67

5
A Resource

Asset

Compe
knowledge
tency
Controlled
by
Corporation

Skill Process

Hunger and Wheelen, 2000

6
Resource Based Approach/View (RBA/V)
Resource Based Approach/View
To analysis the firm’s resour functions: Marketing, Finance,
Operation, Human Resource [MFOHR]

Goals: Maping the position of the firm compare to other

firms.

Tools to identifay RBA/V: Value Chain Analysis (VCA) dan

TIROCA

Capabilities : Firm capability to exploitate the resources

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Komponen Analisis Internal
Strategic
Competitiveness

Competitive
Core Discovering Core Advantage
Competencies Competencies

Capabilities

Four Criteria Value

Resources of Sustainable Chain
• Tangible
• Intangible Advantages Analysis

• Valuable
• Rare
• Costly to Imitate
• Nonsubstitutable

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 2. Resources: TIROCA

Finansial Physical Teknologi Organisasi

Tangible Resources
Cash Account Modern Pabrik cs Rahasia Dagang Efektif Renstra
Piutang Lokasi pabrik Paten/HAKI Unggul Int Ctrl
Kapasitas Meminjam Mesin Canggih Merk Dagang Unggul Sist Eval

Human Resource Inovasi & Kreatif Reputasi

Intangible Resources
Pengalaman&mampu Ahli Ilmiah Nama Merk
Dapat Dipercaya Ahli Teknis Reputasi dg Pemasok-Pelanggan
Tim Kerja Efektif Ide Kreatif Produk Andal/Mutu Produk

Prod dev
Organizational and Adapt to Cust. Process HRM Process
Capability Pelayanan Prima Inovasi produk/ Rekrut, motivasi, pertahankan
jasa Modal SDM

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Sumber: Manajemen Strategik, Popy Rufaidah, diubah
Evaluate The Importance of The Resources

will
help
deter
maine

the internal strength the future

strategic and of the
factors weeknesses company

10
Hunger and Wheelen, 2000
 Internal Strategic Factors dan
Tahapan Analisis Strategi

Internal Strategic Factors

Critical strengths and weaknesses that are likely to determine if the firm
will be able to take advantage of opportunities while avoiding threats

Strategy Analyze Steps

1 2 3 4 5

Identify firms Combine firm’s Appraise profit Select strategy Identify

strengths and strengths into potential of that best exploits resource gaps
weakness by: specific core resources / your competencies invest in
– Identify and classify competencies / capabilities (Resources and weaknesses
resources Distinctive (Competencies) to Capabilities)
– Combine/Integrate Competencies sustain
resources into competitive
capabilities
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 SWOT
• It can be said that the essence of strategy is
opportunity divided by capacity.
• An opportunity by itself has no real value unless a
company has the capacity (i.e., resources) to take
advantage of that opportunity.
• This approach, however, considers only
opportunities and strengths when considering
alternative strategies.
• By itself, a distinctive competency in a key resource
or capability is no guarantee of competitive
advantage. Weaknesses in other resource areas can
prevent a strategy from being successful.
(Wheelen and Hunger, 2012)
• SWOT can thus be used to take a broader view of
strategy through the formula SAO/(S – W) that is,
(Strategic Alternative equals Opportunity divided
by Strengths minus Weaknesses).
• This reflects an important issue strategic
managers face: Should we invest more in our
strengths to make them even stronger (a
distinctive competence) or should we invest in
our weaknesses to at least make them
competitive?
(Wheelen and Hunger, 2012)
SWOT analysis, by itself, is not a panacea. Some of the
primary criticisms of SWOT analysis are:
 It generates lengthy lists.
 It uses no weights to reflect priorities.
 It uses ambiguous words and phrases.
 The same factor can be placed in two categories
(e.g., a strength may also be a weakness).
 There is no obligation to verify opinions with data or
analysis.
 It requires only a single level of analysis.
 There is no logical link to strategy implementation.

(Wheelen and Hunger, 2012)

External Factor Analysis Summary (EFAS Table):………………………………………………
Opportunities
1. Potensi Pasar yang besar
2. Meningkatnya kebutuhan masyarakat
terhadap layanan kesehatan
3. Meningkatnya persediaan SDM
profesional
4. Kemajuan ilmu pengetahuan dan
teknologi kedokteran
5 Pemberdayaan pasien akibat kemajuan
teknologi informasi
6. Perubahan gaya hidup masyarakat
7. Meningkatnya peran RS untuk promotif,
preventif, kuratif dan rehabilitatif.
8. Tuntutan keunggulan mutu pelayanan
9. Longgarnya regulasi pemerintah tentang
pendirian rumah sakit
Threats
1. Banyak RS dan Klinik baru
2. Rendahnya daya beli sebagian besar
masyarakat
3. Banyak pengobatan alternatif yang
ditawarkan
4. Pengetahuan sebagian besar masyarakat
masih kurang tentang kesehatan
5. Mahalnya peralatan medis dengan teknologi
tinggi
6. Upah minimum regional yang tinggi
NOTES for EFAS:
1. List opportunities and threats (8–10) in Column 1.
2. Weight each factor from 1.0 (Most Important) to 0.0 (Not Important)
in Column 2 based on that factor’s probable impact on the hospital’s
strategic position. The total weights must sum to 1.00.
3. Rate each factor from 5.0 (Outstanding) to 1.0 (Poor) in Column 3
based on the hospital’s response to that factor.
4. Multiply each factor’s weight times its rating to obtain each factor’s
weighted score in Column 4.
5. Use Column 5 (comments) for rationale used for each factor.
6. Add the individual weighted scores to obtain the total weighted
score for the company in Column 4. This tells how well the hospital
is responding to the factors in its external environment.
.(adaptation from Wheelen and Hunger, 2012)
Penentuan Rangking Dari Rating
Internal Factor Analysis Summary (IFAS Table):………………………………………………

Strengths Weeknesses
1. Kinerja keuangan 1. Biaya relatif lebih mahal

2. Reputasi (Market leader) 2. Data pesaing kurang

3. Kompetensi SDM 3. Sistem Informasi Manajemen

4. Budaya dan keteladanan 4. Kompetensi manajerial kurang

5 Lokasi Strategis 5. Area parkir kurang

6. Jaringan luas 6. Antri menunggu dokter lama

7. Keunggulan kompetitif 7. Ruang perawatan sering penuh

8. Loyalitas pelanggan 8. Jumlah SDM kurang

9. Terakreditasi
External Factor Analysis Summary (EFAS Table):………………………………………………

External Factors Weight Rating Weighten Comments

Scors
Opprotunities

1.

2.

3.

4.

Threats

1.

2.
3

4
 Hasil Perkalian Matrix Nilai Peluang dan Ancaman dan
Bobot Sistem Casemix
Bobot
O1 O2 O3 O4 O5 T1 T2 T3 T4 T5 Jumlah
Nilai
9.97 14.5 22 26 14.49 17.2 15.5 28 23 29 199.62 0.16

8.98 9.99 14.5 18 10.32 13 11.3 20.7 17.3 23.7 147.74 0.12

6.99 7.99 11 13 7.99 10.5 8.83 16.2 13.8 18.7 114.915 0.09

6.16 6.99 8.99 11 6.49 9.16 7.33 14.2 11.8 15.7 97.755 0.08

11.3 13.3 17 19 9.48 13.7 12 24.5 20 27.5 167.715 0.13

8.82 10.8 15.2 17.3 8.82 9.98 9.83 18.7 15.7 23 138.085 0.11

8.99 11 14.5 17 8.99 11.7 10 19 16 23 140.14 0.11

5.16 6.33 9.08 10.8 5.7689 7.16 6.33 11 9.16 13.2 83.9639 0.07

5.66 7.75 10.3 11.5 5.825 7.33 6.5 11.5 9.5 14 89.815 0.07

3.91 5.33 7.42 8.83 4.825 5.91 5.33 9.66 7.66 9.99 68.85 0.06
Total Nilai 1248.6 1
 Rating Nilai Untuk Tabel EFAS
Responden
Faktor Strategis Rata-Rata Nilai Rating
1 2 3
O1 3 4 4 3.7 4

O2 4 4 4 4 4

O3 3 4 4 3.7 4

O4 3 4 3 3.3 3

O5 4 4 4 4 4

T1 4 4 3 3.7 4

T2 4 4 3 3.7 4

T3 3 4 3 3.3 3

T4 4 3 3 3.3 3

T5 3 3 3 3 3
 External Factors Analysis Summary (EFAS)

Kode Faktor Strategis Bobot Rating Score

Memenuhi hak setiap orang untuk

O.1 0.16 4 0.6395
memperoleh yankes
Meningkatkan kesejahteraan
O.2 0.12 4 0.4733
masyarakat melalui Yankes
Memenuhi hak atas jaminan sosial
O.3 0.09 4 0.36814
bagi setiap orang
O.4 Perubahan gaya hidup masyarakat 0.08 3 0.23488
Membangun citra positif untuk
O.5 0.13 4 0.53729
rumah sakit
 External Factors Analysis Summary (EFAS) Cont
Peraturan BPJS sering berubah-ubah
T.1 0.11 4 0.44237

Tuntutan ketepatan klaim BPJS

T.2 0.11 4 0.44895

Banyak klaim BPJS yang tertuda

T.3 0.07 3 0.20174
pembayarannya
Pengetahuan masyarakat tentang JKN
T.4 0.07 3 0.2158
masih rendah
Banyak rumah sakit di Yogyakarta yang
T.5 0.06 3 0.16543
kerjasama dg BPJS
Jumlah 1

Total Score 3.72739

 Internal Factors Analysis Summary (IFAS)
Kod Faktor Strategis Bobot Rating Score
e
Budaya Kerja &
S.1 0.13 4
Keteladanan 0.50941
S.2 Loyalitas Pelanggan 0.14 4 0.56211
Kompetensi SDM
S.3 0.12 4
profesional 0.47804

Mempunyai kapasitas
S.4 0.19 4
Tim Casemix yang solid
0.7478
S.5 Diferensiasi produk 0.06 4 0.2522
 Internal Factors Analysis Summary (IFAS) Cont

Banyak variasi
tatalaksana medis 0.13 4
W.1 layanan BPJS 0.5069
Kompetensi manajerial
0.05 4
W.2 kurang 0.20263
Antri menunggu dokter
0.06 3
W.3 lama 0.18021
Dokter spesialis sering
0.07 4
W.4 terlambat 0.26035
Ruang perawatan sering
W.5 0.06 3
penuh 0.18021
Total Score 3.87986
Posisi Pilihan Strategi Sistem Casemix
Analisis & Pilihan Strategi

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Comparing Measures Of The Resources With
Measures Of...
(1) the company past
performance,
(2) the company’s key
competitors, and
(3) the industry as a whole

Strength
and
Weekness
The Resource that is Significanly Difference Strategic Decision

36
Hunger and Wheelen, 2000
The Resource-Based model of Above Average
Returns

• Kapabilitas dikembangkan dan perlu dikelola

dengan baik untuk mendapatkan tingkat
pengembalian di atas rata-rata.

• Perusahaan memiliki Resource yang berbeda-

beda dan harus mengembangkan kapabilitas
yang unik.
• Apabila Resource ini dimiliki perusahaan dan
tidak dimiliki oleh perusahaan lain maka hal ini
dapat disebut keunggulan kompetitif
(Competitive Advantage)
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The Roots of Competitive Advantage

38
Wheelen - Prentice Hall, Inc. © 2006
The Resource-Based Model of Above-Average Returns
Resources Identify the firm’s resources. Study its Inputs into a firm’s
strengths and weaknesses compared production process
with those of competitors

What do the capabilities allow the firm Capacity of an integrated set of

Capability to do better than its competitors resources to integratively
perform a task or activity

Competitive Determine the potential of the firm’s Ability of a firm to

resources and capabilities in terms of a outperform its rivals
Advantage competitive advantage

An Attractive Locate an attractive industry. opportunities that can be

exploited by the firm’s
Industry
resources & capabilities
Strategy Select a strategy -- to utilize its Strategic actions taken to
Implementation resources and capabilities relative to earn above-average returns
opportunities in the ext. environment

Superior Superior returns: earning of

Returns above-average returns

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Hitt, Ireland Copyright © 2004 South-Western. All rights reserved.
Analisis VRIN atau VRIO untuk Keunggulan Kompetitif

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 Resources and Capabilities, Core Competencies,
and Outcomes

Core
Valuable
Competencies

Competitive
Rare
Advantage

Costly to Imitate Value Creation

Above Average
Nonsubstitutable
Returns

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Copyright © 2004 South-Western. All rights reserved.
 Tabel:
TIROCA (Tangible, Intangible Resources,
Organizational Capabilities Analysis)
Apakah resource atau capability memiliki kriteria…?
V R I N
Valuable Rare Difficult Non- Implications
to Imitate Substituable for Competitiveness
No No No No Competitive disadvantage
Yes No No No Competitive parity
Yes Yes No No Temporary competitive
advantage
Yes Yes Yes Yes Sustainable competitive
advantage

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Source; Adapted from J. Barney, “Firm Resources a Sustained Competitive Advantage, ‘ Journal of Management 17 (1991), pp. 99-120.
 Continuum of Sustainability
Sustainability of Competitive Advantage

43
Wheelen - Prentice Hall, Inc. © 2006
Strategy Map: Represents How the Organization Creates Value
Kaplan and Norton, 2004
Ronchetti, 2006
Abadi, et al, 2012
Abadi, et al, 2012
Referensi
Dess, Gregory G, G.T. (Tom) Lumpkin, Alan B.
Eisner (2008), Strategic Management, New
York: McGraw-Hill Irwin.
Hitt, Ireland, Hoskisson, Rowe, Sheppard, (2011),
Canada: Nelson.
Hunger, J. David, and Thomas L. Wheelen (2012),
Strategic Management, New Jersey: Prentice-
Hall.
Pearce II, John A. & Richard B. Robinson,
Strategic Management: Formulation,
Implementation & Control, New York:
McGraw-Hill, 2007
Rufaidah, Popy (2012), Manajemen Strategik,
Bandung: Humaniora.

54
Ronchetti, Jan L. An Integrated Balanced Scorecard Strategic Planning Model for
Nonprofit Organizations, Journal of Practical Consulting, Vol. 1 Iss. 1, 2006, pp. 25-
35 © 2006 School of Global Leadership & Entrepreneurship, Regent University ISSN
1930-806X

Abadi , Elaheh Enteshari Najaf, Ali Karbasi Najaf Abadi , Iraj Soltani , 2012,
Strategic Planning Model Formulation Based on Balanced Score Card: A Case Study,
International Journal of Academic Research in Business and Social Sciences July
2012, Vol. 2, No. 7 ISSN: 2222-6990
TERIMA KASIH

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