2

Environmental

Assessment

Tujuan Kuliah

1. Menjelaskan bagaimana melakukan external

strategic-management audit.

2. Mendiskusikan 10 faktor eksternal yang dapat

mempengaruhi organisasi:

ekonomi, social, budaya, demografi, lingkungan,

politik, pemerintah, hukum, teknologi, persaingan

3. Menjelaskan sumber-sumber informasi

4. Mendiskusikan pentingnya memonitor trend dan

peristiwa eksternal

5. Menjelaskan cara membuat EFE Matrix

6. Menjelaskan cara membuat Competitive Profile

Matrix (CPM)

External Audit

Tujuan

Membuat daftar terbatas mengenai

peluang (opportunities) yang dapat memberi

manfaat dan

ancaman (threats) yang harus dihindari

Identifikasi variabel-variabel kunci yang dapat

direspon

External Audit

5 Kategori Utama

1. Ekonomi

2. Sosial, budaya, demografi, & lingkungan,

3. Politik, pemerintah, & hukum

4. Teknologi

5. Persaingan – Porter’s Five Forces Model

Porter’s Five-Forces Model

of Competition

Makin kecil profit margin, makin kompetitif

Tingkat Persaingan

7 Characteristics the Most

Competitive Companies

1. Strive to continually increase market share.

2. Use the vision/mission as a guide for all decisions.

3. Not “if it’s not broke, don’t fix it”. But “whether its broke or

not, fix it”. improve everything about

the firm.

4. Continually adapt, innovate, improve – especially when the

firm is successful.

5. Strive to grow through acquisition whenever possible

6. Hire and retain the best employees and managers possible

7. Strive to stay cost-competitive on a global basis.

Rivalry Among Competing Firms

Potential Entry of New Competitors

access to raw materials

government regulatory

policies

locations

counterattack by

entrenched firms

potential saturation of the

market

Barriers to entry economies of scale

gain technology and

specialized know-how

the lack of experience

strong customer loyalty

strong brand preferences

large capital requirements

distribution channels

tariffs

patents

Potential Development of

Substitute Products

Eyeglasses and contact lenses => laser eye

surgery

Sugar => artificial sweeteners

Newspapers and magazines =>Internet

Airplane => train or car

SMS => WA

Bank => GoPay, Ovo, Dana, LinkAja

CIMB Niaga - Go Mobile, BTPN - Jenius, BCA -

Sakuku, Bank Mega - Mega Mobile

Bargaining Power of Suppliers

Small number of suppliers relative to buyers

Its product is unique, substitutes are

unavailable

Threat of forward integration is high

The industry is not an important customer

Sources of External Information

Webinar perbankan, Institut Perbanas -

https://youtu.be/x6OO0TmB0lc

https://perbanas.id/2020/05/22/webinar-

perbankan-perbankan-di-era-pandemi-covid-19/

Bank Indonesia -

https://www.bi.go.id/id/Default.aspx

Badan Pusat Statistik - https://www.bps.go.id/

Otoritas Jasa Keuangan -

https://ojk.go.id/id/Default.aspx

https://dosen.perbanas.id/efe-matrix/

Industry Analysis (EFE)

4.0 => organization is responding in an

outstanding way to existing opportunities and

threats in its industry

the firm’s strategies effectively take

advantage of existing opportunities and

minimize the potential adverse effects of

external threats

1.0 => the firm’s strategies are not capitalizing

on opportunities or avoiding external threats.

Competitive Profile Matrix (CPM)

Competitive Profile Matrix (CPM)

TUGAS KELOMPOK

Buatlah

Key External Factors

Competitive Profile

Bank yang menjadi studi kasus Sdr!

Tampilkan data kuantitatif!

Key External FactorsOpportunities

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Threats

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Competitive Profile

Critical Success Factors 2017 2018 2019

1. Total Assets

2. ROA (return on assets)

3. NPL (non performing loan)

4. BOPO (biaya operasional/pendapatan operasional)

5. DPK (dana pihak ketiga)

6. Jumlah kredit (loan)

7. Market share (total assets bank/total assets perbankan)

8. Jumlah ATM

9. Jumlah kantor cabang & kantor kas

10. Indeks/skor kepuasan pelanggan

11. Biaya pengembangan SDM/human capital/human resource

12. Pengeluaran CSR