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3 Internal Assessment
3
Internal Assessment
Tujuan Kuliah
1. Menjelaskan bagaimana melakukan internal
strategic-management audit.
2. Mendiskusikan Resource-Based View (RBV)
3. Identifikasi fungsi-fungsi bisnis
4. Mendiskusikan hubungan antar fungsi-fungsi bisnis
5. Menjelaskan cara menentukan internal strengths
and weaknesses
6. Menjelaskan cara membuat Internal Factor
Evaluation (IFE) Matrix
Internal Audit
All organizations have strengths and
weaknesses in the functional areas of business.
No enterprise is equally strong or weak in all
areas.
Distinctive competencies: A firm’s strengths
that cannot be easily matched or imitated by
competitors
Building competitive advantage
VRIO
Valuable
Does it provide customer value and competitive
advantage?
Rare
Do no other competitors possess it?
Imitabile
Is it costly for others to imitate?
Organizable
Is the firm organized to exploit the resource?
VRIO
VRIO
Valuable
With 1 billion users, TikTok can make a profit
Rare
TikTok is much easier to use (phone & WA)
How many video-sharing social networks are there?
Imitable
a platform capable of hosting 1 billion user, place all
uploaded videos somewhere, promote, users must love
what you offer
Organizable
ByteDance economically exploited Tittok, so it can get a
profit of $3 billion on $17 billion of revenue last year
VRIO https://www.consuunt.com/vrio-framework/
The person who invented the first Fidget Spinner (Catherine
Hettinger – According to Wikipedia) didn’t make a single dollar
with it.
Resource-based view (RBV) and
Industrial organization (I/O) theory
RBV
Internal resources are more important for a firm
than external factors in achieving and sustaining
competitive advantage
organizational performance
1. Physical resources: plant and equipment, location,
technology, raw materials, machines
2. Human resources: employees, training, experience,
intelligence, knowledge, skills, abilities
3. Organizational resources: firm structure, planning
processes, information systems, patents, trademarks,
copyrights, databases
I/O
External (industry) factors are more important than
internal factors in a firm for achieving competitive
advantage
Michael Porter’s
Five-Forces
Analyzing external forces and industry variables =>
getting and keeping competitive advantage.
compete in attractive industries, avoid weak industries
full understanding of key external factor relationships within that
attractive industry
Resource-based view (RBV) and
Industrial organization (I/O) theory
Organizational Culture a pattern of behavior that has been developed by
an organization as it learns to cope with its
problem of
external adaptation and
internal integration, and
that has worked well enough to be considered
valid and
to be taught to new members as the correct way
to
perceive,
think, and
feel
Organizational culture
The Basic Functions of Management
The Basic Functions of Management
The Basic Functions of Management
The Basic Functions of Management
MARKETING
•A. DEFINITION
•B. MARKETING PROCESS
• 1. Understanding market
• 2. Marketing strategy
• 3. Marketing mix
• 4. Engaging customers and managing CRM
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Emirates Group
• Berdiri 1985, melayani 150 kota di dunia, dengan 95.000 karyawan dari 160 negara
• Menciptakan customer-focused value proposition (diferensiasi produk) denganmengkombinasi produk, jasa, informasi, pengalaman. Selama penerbanganboleh internet, telpon
• Diferensiasi jasa: Penumpang premium dapat akomodasi hotel lux gratis, transportasi, visa di Dubai. Emirates chauffeurs: Mengantar penumpang kehotel, pertemuan, restoran, golf.
• Frequent traveler loyalty program
• Pesaingnya pada menurunkan harga, Emirates tetap untung dengan load factor yang excellent.
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Emirates Group
• Membangun customer engagement secara mendalam dan personal. Menggunakan pemasaran tradisional dan pemasaran digital (sosial media, hp, oline).
• Media cetak, TV, digital advertising, billboard besar,
• Facebook (65 juta likes), Twitter (822.000), Instagram (1,9 juta subscriber), LinkedIn (667.000 followers), YouTube, & Pinterest. No. 1 untuk maskapaipenerbangan.
• CEO: Emirates is not just offering a way to connect people from point A to point B but to connect people’s dreams, hopes, and aspirations.
• Emirates has successfully creating a global customer engagement
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DEFINITION
Marketing is engaging customers and managing profitable customer relationships
Pemasaran adalah pelibatan pelanggan serta pengelolaanhubungan dengan pelanggan yang menghasilkan keuntungan
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MARKETING PROCESS
I. Understanding Market
II.Marketing Strategy
III.Marketing mix
IV.Engaging customers and managing CRM
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I. Understanding Market
1. Pasar (market): Kumpulan pembeli potensial dan aktual terhadap barang & jasa
2. Kebutuhan (needs): Perasaan kekurangan
3. Keinginan (wants): Needs + budaya dan kepribadian
4. Permintaan (demands): Wants + daya beli
5. Nilai pelanggan (customer value): manfaat (benefit) > biaya (cost)
6. Kepuasan pelanggan (satisfaction): kinerja (performance) ≥ harapan (expectation)
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II. Marketing Strategy
STP
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1. Segmentation
Membagi pasar ke kelompok-kelompok pembeli yang memiliki kebutuhan, ciri atau perilaku yang mirip
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Social Class
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Triwijayati, A., Melany, M., Wijayanti, D., & Pradipta, D. B.(2019). The Role of Social Class vs. Income in The Purchaseof Consumer Products in Jawa Timur. WACANA, JurnalSosial dan Humaniora, 22(4).
Income level1. Higher income (> Rp. 120 million per year)2. Upper middle income (Rp. 60-120 million per year)3. Lower middle income (Rp. 36-60 million per year)4. Lower income (< Rp. 36 million per year)
2. Targeting
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Targeting
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Segmentation in Marketing - Explained with exampleshttps://www.youtube.com/watch?v=yLgGHRr6aFs&feature=youtu.be
3. Positioning
• Diferensiasi: melakukanpembedaan dalam penawarankepada pasar untukmenciptakan value (nilai) bagipelanggan
• Positioning: Persepsi pelangganterhadap suatu produk dan merkdibandingkan denganpesaingnya
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3. Positioning
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3. Positioning
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Levels of Product and Services
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Actual
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POINT OF REFERENCE / POINT OF PARITY
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III. Marketing mix
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III. Marketing mix (Services)
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Digital Marketing Tools
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IV. Engaging customers and managing CRM
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IV. Engaging customers and managing CRM
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IV. Engaging customers and managing CRM
Converting into loyal advocates
1. Mobile applications.
Interaksi dengan merk & cost savings (hemat biaya).
2. CRM
Company-driven -> customer-driven (24/7, automated, conversational)
a. Mendengarkan suara customer
b. Brand dilibatkan dalam percakapan
c. Menangani complain
3. Gamification
Penggunaan prinsip-prinsip game dalam marketing
Misal: memberi reward kepada pelanggan, mengajak bermain game dengan tawaran hadiah/discount
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Finance/Accounting
Finance/Accounting
Finance/Accounting
Production/Operations
Production/Operations
Management Information Systems
1. Do all managers in the firm use the information system to make decisions?
2. Is there a chief information officer or director of information systems
position in the firm?
3. Are data in the information system updated regularly?
4. Do managers from all functional areas of the firm contribute input to the
information system?
5. Are there effective passwords for entry into the firm’s information system?
6. Are strategists of the firm familiar with the information systems of rival
firms?
7. Is the information system user-friendly?
8. Do all users of the information system understand the competitive
advantages that information can provide firms?
9. Are computer training workshops provided for users of the information
system?
10. Is the firm’s information system continually being improved in content and
user-friendliness?
IFE MATRIX
TUGAS KELOMPOK
Buatlah EFE Matrix berdasarkan data yang
telah dikumpulkan pekan yang lalu!
TUGAS KELOMPOK
TUGAS KELOMPOK
List key internal factors (20 factors)
Assign a weight that ranges from 0 (not
important) to 1.0 (very important) to each
factor
Assign 1 to 4 rating to each factor ( major
weakness to major strength)
Multiply each factor
Sum the weighted scores.
IFE Matrix
