Strategic Management

ANALISIS Strength – Weaknesses,

Opportunity, and Treath (SWOT)

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

Program Studi Manajemen Rumah Sakit Program Pascasarjana

Universitas Muhammadiyah Yogyakarta
15 Desember 2015
 “Notable Quotes”
"A business is not defined by its name, statutes, or articles of incorporation. It is
defined by the business mission. Only a clear definition of the mission and
purpose of the organization makes possible clear and realistic business
objectives."
—Peter Drucker
"A corporate vision can focus, direct, motivate, unify, and even excite a business
into superior performance. The job of a strategist is to identify and project a
clear vision."
—John Keane
"Where there is no vision, the people perish."
—Proverbs 29:18
"The last thing IBM needs right now is a vision. (July 1993). What IBM needs
most right now is a vision. (March 1996)"
—Louis V. Gerstner Jr., CEO, IBM Corporation

David, 2011
 Vision and Mission
• What Do We Want to Become?
• What Is Our Business?
 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
 Strategy formulation
Strategy formulation, often referred to as
strategic planning or long-range planning, is
concerned with developing a corporation’s
mission, objectives, strategies, and policies.

It begins with situation analysis: the process

of finding a strategic fit between external
opportunities and internal strengths while
working around external threats and internal
weaknesses. (Wheelen and Hunger, 2012)
Corporate Strategies

8
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

9
External and Internal Analysis

Internal Analysis Goals

To identify strenghts and weeknesses Identifikasi kekuatan
dan kelemahan (quality and quantity) organizations
resources to achieve competitive advantages.
10
A Resource

Asset

Compe
knowledge
tency
Controlled
by
Corporation

Skill Process

Hunger and Wheelen, 2012

11
Resource Based Approach/View (RBA/V)
Resource Based Approach/View
To analyze through hospital’s Resource functions, such as:
Marketing, Finance, Operation, Human Resource [MFOHR]

Aims : mapping the hospital position, it’s compared to

other hospitals.

Tool to identify RBA/V : Value Chain Analysis (VCA) dan

TIROCA

Capability : hospital competencies to exploit the resources

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Internal Analysis Components
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

14
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

15
Hunger and Wheelen, 2000
 Internal Strategic Factors dan
Strategy Analysis Stages

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 Analysis Stages

1 2 3 4 5

Identify firms Combine Appraise profit Select strategy Identify

strengths and hospital’s potential of that best exploits resource gaps
weakness by: strengths into resources / your competencies invest in
– Identify and classify specific core capabilities (Resources and weaknesses
resources competencies / (Competencies) to Capabilities)
– Combine/Integrate Distinctive sustain
resources into Competencies competitive
capabilities
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 SWOT

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)

SWOT Analysis
Strengths are resources,
Opportunities are important
skills or other advantages
situation that profitable in
relative upon competitors
the hospital environment.
and market need that
served.

Weaknesses are the Threats are important

limitations in resources, disadvantage situations in
skills, and capabilities that hospital environment
seriusly hamper the
performance effectiveness
of the hospital

20
Swayne, Linda E., W. Jack Duncan, and Peter M. Ginter, 2006,
Strategic Management of Healthcare Organization, UK: Blackwell
Publishing
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
Tabel 4.25 Matriks External Factor Analisys Summary (EFAS)
SMP Negeri 1 Sepatan
poor (1), below average (2), above average (3), dan superior (4)

MATRIX EXTERNAL FACTORS ANALYSIS SUMMARY/EFAS

EFAS Bobot Rating Skor Ket

Peluang
O.1 Perubahan Gaya Hidup 0.23 4 0.92
Meningkatnya SDM
O.2
profesional 0.14 3 0.42
O.3 Meningkatnya Peran RS 0.16 3 0.47
O.4 Potensi Pasar yang besar
0.06 3 0.17
Sub Total Kekuatan 0.58 1.98
Ancaman
T.1 Banyak pengobatan alternatif 0.17 2 0.34
T.2 Mahalnya peralatan medis
0.09 2 0.18
T.3 Banyak RS/Klinik baru 0.08 1 0.08
T.4 UMR tinggi 0.07 2 0.15
Sub Total Kelemahan 0.42 0.75
Total 1 2.73
 INTERNAL FACTOR ANALYSIS SUMMARY (IFAS )

IFAS Bobot Rating Skor Keterangan

Kekuatan
S.1 Reputasi/Market Leader 0.07 3 0.21
Budaya Kerja &
S.2
Keteladanan 0.25 4 1.02
S.3 Lokasi Strategis 0.07 3 0.20
S.4 Differensiasi Produk 0.13 3 0.39
Sub Total Kekuatan 0.52 1.81
Kelemahan
W.1 Biaya relatif lebih mahal 0.22 1 0.22
W.2 Jumlah SDM kurang 0.08 2 0.16
Kompetensi manajerial
W.3 kurang 0.12 1 0.12
W.4 Area parkir kurang 0.06 2 0.12
Sub Total Kelemahan 0.48 0.62
Total 1 2.43
 Kedudukan Hasil Analisis SWOT RS

Peluang
2.43

2,73
Kelemahan
Kekuatan

Ancaman
Analisis & Pilihan Strategi

38
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

39
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)
40
The Roots of Competitive Advantage

41
Wheelen - Prentice Hall, Inc. © 2006
The Resource-Based Model of Above-Average Returns
Identify the firm’s resources. Study its Inputs into a firm’s
Resources 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

43
 Resources and Capabilities, Core Competencies,
and Outcomes

Core
Valuable
Competencies

Competitive
Rare
Advantage

Costly to Imitate Value Creation

Above Average
Nonsubstitutable
Returns

44
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

45
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

46
Wheelen - Prentice Hall, Inc. © 2006
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.

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TERIMA KASIH

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