KONSEP DASAR &
5 PROSES MANAJEMEN
STRATEGI
SESSION 1
Rudy Wawolumaja / Universitas Kristen Maranatha
“Without a strategy the
organization is like a ship without
a rudder, going around in
circles.”
Joel Ross and Michael Kami“Quote”
Berpikir Strategis :
The Three Big Strategic Questions1. Where are we now -- what is our situation?
2. Where do we want to go?
– Business(es) we want to be in and market positions we want to stake out
– Buyer needs and groups we want to serve
– Outcomes we want to achieve
3. How will we get there?
What Is Strategy?
• Langkah –langkah bersaing dan pendekatan bisnis
yang dilakukan manajemen dalam menjalankan
perusahaan.
• Management’s “game plan” untuk
– Memuaskan pelanggan
– Memposisikan perusahaan dalam pasar yang dipilih.
– Mencapai kinerja bisnis yang prima
Konsep
Defining a Company’s Business
• Definisi bisnis yang baik mencakup 3 faktor :
– Customer needs -- WHAT is being satisfied
– Customer groups -- WHO is being satisfied
– Technologies used and functions performed -- HOW customer needs are satisfied
Strategy Is Both Planned and Reactive to Changing
Circumstances
Actual
Strategy
Planned (or
Intended)
Strategy
Adaptive
Reactions
Penyusunan
Program
&
Anggaran
Penetapan
Sasaran &
Way To Achieve
Perumusan
Strategi
Implementasi
& Ekseskusi
Strategi
Pemantauan
& Evaluasi
Improve/
Change
Revise as
Needed
Revise as
Needed
Improve/
Change
Recycle
as Needed
Proses 1 Proses 2 Proses 3 Proses 4 Proses5
Lima Proses Manajemen Strategi
Perumusan Strategi
• Mulai dgn pemikiran strategis tentang:
– Bisnis Masa Depan Organisasi
– Kemana Organisasi akan dibawa
• Tugas pada proses ini :
– Create a roadmap of a company’s future
– Decide what future business position to stake out
– Provide long-term direction
– Give the firm a strong identity
Proses ke 1 Manajemen Strategi
Perumusan Strategi• 5 Keluaran Perumusan Strategi :
1. Analisis Lingkungan Makro dan Industri yang
akan dimasuki organisasi dimasa depan.
2. Misi organisasi
3. Visi Organisasi
4. Keyakinan dasar dan nilai dasar organisasi.
5. Strategi untuk mewujudkan visi dan tujuan
organisasi.
Missions vs. Strategic Visions• Pernyataan missi
fokus pada aktifitas
bisnis masa kini
– Bisnis organisasi
yang dijalankan
sekarang.
– Kebutuhan pelanggan
yang sekarang
dilayani.
• Visi strategis berkaitan
dengan alur bisnis
organisasi dimasa
mendatang.– Akan menjadi seperti apa,
organisasi dimasa depan.
– Kebutuhan pelanggan yang
akan dipenuhi dimasa
mendatang.
Examples: Mission and
Vision Statements
McDonald’s Corporation
McDonald’s vision is to dominate the global
foodservice industry. Global dominance means
setting the performance standard for customer
satisfaction while increasing market share and
profitability through our Convenience,
Value, and Execution Strategies.
Examples: Mission and
Vision Statements
Microsoft Corporation
One vision drives everything we do: A
computer on every desk and in every home
using great software as an empowering
tool.
Mission &Vision Statements
BADAN PENDIDIKAN KRISTEN PENABUR
(BPK- PENABUR)
Visi :
Menjadi lembaga pendidikan Kristen yang mengutamakan mutu penyelenggaraan pendidikan, untuk menghasilkan lulusan yang beriman dan andal, dengan memanfaatkan
perkembangan ilmu pengetahuan dan teknologi, serta memberi peluang pengembangan bagi guru dan karyawan
terbaiknya.
Misi :
Memberikan pendidikan bermutu kepada siswa agar mandiri, berguna dan siap melayani, serta memberikan
peluang kepada guru dan karyawan untuk mengembangkan diri, dengan didasari nilai-nilai iman
Kristiani.
Mission &Vision Statements
UNIVERSITAS KRISTEN MARANATHA
Visi :
Menjadi Perguruan Tinggi yang mandiri dan berdaya cipta serta mampu mengisi dan mengembangkan ilmu
pengetahuan, teknologi dan seni abad ke 21 berdasarkan kasih dan keteladanan Yesus Kristus.
Misi :
Mengembangkan cedekiawan yang handal, suasana yang kondusif dan nilai-nilai hidup yang Kristiani sebagai
upaya pengembangan ilmu pengetahuan, teknologi dan seni dalam penyelenggaraan Tridharma Perguruan
Tinggi Kristen Maranatha.
Pilihan Strategi• Grand Strategy - Corporate Strategy, pilihan utk :
– Strategi Pertumbuhan (Growth strategy)
– Strategi stabilitas (stability strategy)
– Strategi Pengurangan (retrenchment strategy)
• Business strategy – Competitive strategy, pilihan
mengejar keunggulan bersaing melalui• Broad Low cost
• Broad Differentiation atau Product superiority
• Focused low-cost
• Focused differentiation
• Unique organizational capabilities
Penetapan Sasaran
• Menetapkan SASARAN (OBJECTIVES):
– Merubah visi menjadi target kinerja yg spesifik
– Menetapkan tonggak/yardsticks utk menelusuri
kinerja
– Mendorong organisasi untuk menjadi inventive &
focused
Process ke 2 Manajemen Strategi
Sasaran (Objectives) :
Keluaran difokuskan utk meningkatkan kinerja keuangan
organisasi
Keluaran difokuskan untuk
meningkatkan daya saing
dan posisi bisnis jangka
panjang organisasi.
Financial Objectives Strategic Objectives
$
Jenis Sasaran (Balanced Score Cards)
Kinerja dari perspektif :
KEUANGAN
Kinerja dari perspektif :
•CUSTOMER
•PROSES INTERN
•PROSES PEMBELAJARAN & PERTUMBUHAN
Financial Objectives Strategic Objectives
$
Balanced Score Cards
Perspektif Keuangan Perspektif Customer
$
Perspektif Proses
Intern
Perspektif
Pembelajaran
& Pertumbuhan
Examples: Financial Objectives
• Grow earnings per share 15% annually
• Boost annual return on investment (or EVA) from 15%
to 20%
• Increase annual dividends per share
to stockholders by 5% each year
• Strive for stock price appreciation
equal to or above the S&P 500 average
• Maintain a positive cash flow
• Achieve and maintain a AA bond rating
Examples: Strategic Objectives
• Increase firm’s market share
• Overtake key rivals on quality or customer service or product performance
• Attain lower overall costs than rivals
• Boost firm’s reputation with customers
• Attain stronger foothold in international markets
• Achieve technological superiority
• Become leader in new product introductions
• Capture attractive growth opportunities
Crafting a Strategy – Menetapkan
“Way to Achieve”
• Strategy involves determining whether to
– Concentrate on a single business or several
businesses (diversification)
– Cater to a broad range of customers or focus on a
particular niche
– Develop a wide or narrow product line
– Pursue a competitive advantage based on
• Low cost or
• Product superiority or
• Unique organizational capabilities
• Involves deciding how to
– Respond to changing buyer preferences
– Outcompete rivals
– Respond to new market conditions
– Grow the business over the long-term
– Achieve performance targets
Our strategy
will be . . .
Crafting a Strategy
Strategy Is Both Planned and Reactive to Changing
Circumstances
Actual
Strategy
Planned (or
Intended)
Strategy
Adaptive
Reactions
The Hows That Define a Firm's Strategy
• How to grow the business
• How to please customers
• How to outcompete rivals
• How to respond to changing market conditions
• How to manage each functional piece of the
business and develop needed organizational
capabilities
• How to achieve strategic and financial objectives
Strategy is HOWto . . .
Understanding Company Strategy --What to Look For
Pattern
of Actions
That Define
Strategy
Actions to Strengthen
Resources & Capabilities
DiversificationResponses to
Changing Conditions
Offensive Moves
to Gain Edge
Changes in
Product Line,
Quality, or Service
Geographic
CoverageForward or
Backward Integration,
Collaboration
How Functional
Activities Are
Managed
Defensive Moves
Pursuing New
Opportunities
Strategy Example: McDonald’s
• Strategic priorities
– Continued growth
– Providing exceptional customer care
– Remaining an efficient and quality producer
– Offering high value and good-tasting
products
– Effectively marketing McDonald’s brand on
a global scale
Core Elements of
McDonald’s Strategy• Add 2500 restaurants annually
• Promote frequent customer visits via attractive menu items, low-price specials, and Extra Value Meals
• Be highly selective in granting franchises
• Locate on sites offering convenience to customers and profitable growth potential
• Focus on limited menu and consistent quality
• Careful attention to store efficiency
• Extensive advertising and use of Mc prefix
• Hire courteous personnel; pay an equitable wage; provide good training
Crafting Strategy Is anExercise in Entrepreneurship
• Strategy-making is a market-driven and
customer-driven activity that involves
– Risk-taking and venturesomeness
– Innovation and business creativity
– Keen eye for spotting market
opportunities
– Keen observation of customer needs
– Choosing among alternatives
Characteristics of
Entrepreneurial Managers
• Boldly pursue new strategic opportunities
• Emphasize out-innovating the competition
• Lead the way to improve firm performance
• Willing to be a first-mover and take risks
• Respond quickly and opportunistically to
new developments
• Devise trail blazing strategies
Why Do Strategies Evolve?• There is always an ongoing need
to react to
– Shifting market conditions
– Fresh moves of competitors
– New technologies
– Evolving customer preferences
– Political and regulatory changes
– New windows of opportunity
– The crisis of the moment
What Is a Strategic Plan?
Where firm is headed --
Strategic vision and
business mission
Action approaches to achieve
targeted results -- A
comprehensive strategy
Short and long term
performance targets --Strategic
and financial objectives
Penyusunan Program & Anggaran
• Proses ini lebih memperinci target/goal yang
SMART : S - Specific
M - Measureable
A - Actionable
R - Realistic
T - Time – Bound
Dan juga program dan langkah untuk mencapai
target di rinci berikut anggarannya.
Proses ke 3 Managemen Strategi
Hoshin Plan
CEO
Hoshin Plan
OBJECTIVE
STRATEGY/
TACTIC OBJECTIVE
STRATEGY/
TACTIC
Mgr
Hoshin PlanIndividual
Implementation
OBJECTIVE
STRATEGY/
TACTIC
………
Objective Target/
Goal
Strategy/
Tactic
Performance
Measures
………..
…………
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.
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Objective Target/
Goal
Strategy/
Tactic
Performanc
e Measures
………..
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.
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SI UKM-2010
SFLK UKM-2010
disiapkan oleh: Herianto Wibowo - UK Maranatha – 06.2001.
Objective Target/
Goal
Strategy/
Tactic
Performanc
e Measures
………..
Grow
…………
.
+3 PS.
D3
Mandarin
Teknologi
Informasi
… …….
……….
………..
Th.2002
………..
………..
Objective Target/
Goal
Strategy/
Tactic
Performanc
e Measures
………..
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.
………..
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SI UKM-2010
SFLK UKM-
2010
What Is a Strategic Plan?
Where firm is headed --
Strategic vision and
business mission
Action approaches to achieve
targeted results -- A
comprehensive strategy
Short and long term
performance targets --Strategic
and financial objectives
Implementing Strategy
• Creating fits between way things
are done and what it takes for
effective strategy execution
• Getting the organization to
execute strategy proficiently and
efficiently
• Producing excellent results in a
timely manner
Proses ke 4 Managemen Strategi
Strategy implementation is an
internal, operations-driven activity
involving organizing, budgeting,
motivating, culture-building,
supervising, and leading to
“make the strategy work”
as intended!
Strategy Implementation
What Does Strategy Implementation
Include?• Building a capable organization
• Allocating resources to strategy-critical activities
• Establishing strategy-supportive policies
• Motivating people to pursue objectives
• Tying rewards to achievement of results
• Creating a strategy-supportive corporate culture
• Installing needed information, communication, and
operating systems
• Instituting best practices for continuous improvement
• Exerting strategic leadership
Evaluating Performance
• The tasks of strategy are not a
one-time only exercise
– Times and conditions change
– Events unfold
– Better ways to do things emerge
– New managers with different
ideas take over
The Fifth Task of Strategic Management
Evaluating Performance
• Corrective adjustments
– Alter long-term direction
– Redefine the business
– Raise or lower performance objectives
– Modify the strategy
– Improve strategy execution
Characteristics of the
Strategic Management Process
• Need to perform tasks never goes away
• Boundaries among tasks are blurry
• Strategizing is not isolated from other managerial activities
• Time required comes in lumps and spurts
• The big challenge is to get the best strategy-supportive performance from employees, perfect current strategy, and improve strategy execution
Who Performs the Five
Strategic Management Tasks?
• Senior Corporate
Level Executives
• Subsidiary Business
Unit Managers
• Functional Area
Managers
• Operating
Managers
Strategizing: An Individual
or Group Responsibility?
• Teams are increasingly used because
– Strategic issues cut across departmental lines
– Ideas of people with different backgrounds can be
tapped into
– More people will have an ownership stake in the
strategy
Role of Strategic Planners
• Gather necessary information
• Provide support in revising strategic plans
• Coordinate review and approval process
• Crystallize strategic issues to be addressed
• Conduct studies of industry and competitive
conditions
• Establish an annual review cycle
• Develop strategy performance assessments
Why Planners Should Not
Be Strategy Makers
• Managers may toss tough decisions to
planners
• Planners know less about company’s
situation
• Difficult to fix accountability for poor
results
• Managers have no “buy in” to strategy
• Strategic planning may be viewed as an
unproductive “bureaucratic” activity
Strategic Management Principle
Strategy-making is a job for
line managers, not a staff of
planners -- doers should be the
strategy-makers!
Strategic Role of a
Board of Directors• Continuously audit validity of a company’s long-
term direction and strategy
• Evaluate strategic leadership skills of the CEO
and candidates to succeed the CEO
Strategic Management Principle
A board of director’s role in the
strategic management process is to
critically appraise and ultimately
approve strategic action plans, but
rarely, if ever, to develop the details!
Benefits of Strategic Approach to
Managing• Guides entire firm regarding “what it is we are
trying to do and to achieve”
• Lowers management’s threshold to change
• Provides basis for evaluating competing budget requests
• Unifies numerous strategy-related decisions
• Creates a proactive atmosphere
• Enhances long-range performance
Recap of Important Terms
A view of an organization’s future direction and business
course; a guiding concept for what the organization is trying
to do and to become.
Represents management’s customized answer to the
question “what is our business and what will it be.” A
mission statement broadly outlines the organization’s future
direction and serves as a guiding concept for what the
organization is to do and to become.
Strategic Vision
Organization Mission
Recap of Important Terms
Organization’s targets for achievement; both short and
long range objectives are needed.
Financial performance targets a company wants to
achieve.
Targets relating to strengthening a company’s overall
market position and competitive viability.
Performance Objectives
Financial Objectives
Strategic Objectives
Recap of Important Terms
Achievement levels to be reached within the next three to
five years.
Near-term performance targets; they establish the pace for
achieving the long-range objectives.
Long-Range Objectives
Short-Range Objectives
Recap of Important Terms
Managerial action plan for achieving organizational
objectives; strategy is mirrored in the pattern of moves
and approaches devised by management to produce the
desired performance. Strategy is the how of pursuing an
organization’s mission and reaching target objectives.
Statement outlining an organization’s mission and future
direction, near-term and long-term performance targets,
and strategy, in light of organization’s external and
internal situation.
Strategy
Strategic Plan