MANAJEMEN STRATEGI (sessi 3)

TI-021

Rudy Wawolumaja

ANALISIS LINGKUNGAN

EKSTERNAL DAN INTERNAL

SESSION 3

Rudy Wawolumaja / Universitas Kristen Maranatha

“Analysis is the critical starting point of

strategic thinking.”

Kenichi Ohmae

© The McGraw-Hill Companies, Inc., 1998Irwin/McGraw-Hill

“Quote”

Company Situation Analysis: The Key Questions

1. Berapa baik present strategy ?

2. Apa saja strengths, weaknesses sumberdaya dan opportunities and threats?

3. Apakah harga (prices) dan biaya (costs)competitive?

4. Bagaimana posisi bersaing perusahaan terhadap pesaing?

5. Apakah issue strategis yang dihadapi perusahaan?

Indikator kunci berapa baik strategi yang dimiliki

1. Trend in market share

2. Trend in profit margins

3. Trend in net profits, return on investment

4. Trend in sales growth

5. Credit ranking

6. Trend in stock price and stockholder value

7. Image and reputation with customers

8. Leadership role(s) -- technology, quality, etc.

9. Competitive advantages or disadvantages

Apakah Analisis Situasi ?1. Berfokus pada 2 pertimbangan

1. LINGKUNGAN EXTERNAL atau MACRO-dari Organisasi Kondisi Industri dan persaingan.

2. LINGKUNGAN INTERNAL atau MICRO-dari Organisasi Kompetensi, kemampuan, kekuatan

dan kelemahan sumberdaya, dan daya saing yg dimiliki organisasi

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Politik/

Hukum

Ekonomi

Teknologi

Global

DemografisSosiokultural

Lingkungan

Kompetitif

Lingkungan industri

(5)

Segmen Lingkungan Umum

8

ANALISIS LINGKUNGAN BISNIS

Implikasi

Peluang

dan

Ancaman

Antisipasi

Strategis

Prospek

Perusahaan

Deskripsi & Prediksi

Lingkungan Ekonomi

Lingkungan Politik

Lingkungan Hukum

Lingkungan Sosial-

Budaya

Lingkungan Teknologi

Lingkungan Global

Question : What is Competition Like & How Strong Are the Competitive Forces?

1. To identify

1. Main sources of competitive forces

2. Strength of these forces

2. Key analytical tool

Five Forces Model of Competition

Objective

10

Analisa struktural dari IndustriDalam ruang lingkup domestik maupun internasional, sifat dari persa-

ingan dibentuk dari lima kekuatan kompetitif

Five Forces Model of CompetitionSubstitute

Products(of firms in

other industries)

Rivalry

Among

Competing

Sellers

Potential

New

Entrants

Suppliers of

Key InputsBuyers

Substitute

Products(of firms in

other industries)

Rivalry

Among

Competing

Sellers

Potential

New

Entrants

Suppliers of

Key InputsBuyers

Analyzing the Five Competitive Forces: How to Do It

1. Assess strength of each competitive force (Strong? Moderate? Weak? )

1. Rivalry among competitors

2. Substitute products

3. Potential entry

4. Bargaining power of suppliers

5. Bargaining power of buyers

2. Explain how each force acts to create competitive pressure

3. Decide whether overall competition is brutal, fierce, strong, normal/moderate, or weak

13

Rivalitas Antar Pesaing dalam industri yang sama

Rivalitas yang kuat sering terjadi dengan jalan:

Menjaga posisi stratejik

Menggunakan kompetisi harga

Melancarkan perang iklan

Membuat perkenalan produk baru

Meningkatkan jaminan/pelayanan pelanggan

Terjadi ketika perusahaan tertekan/melihat peluang

Persaingan harga sering memperburuk keseluruhan industri

Perang iklan dapat meningkatkan permintaan total industri, tapi dapat

menjadi sangat mahal bagi pesaing yang lebih kecil

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Persaingan yang sangat tajam bisa terjadi ketika:

Rivalitas Antar Kompetitor yang Ada

Banyak kompetitor yang seimbang

Pertumbuhan Industri lambat

Biaya tetap yang tinggi

Kurang diferensiasi atau switching costs

Biaya penyimpanan tinggi

Penambahan kapasitas yang besar

Resiko Stratejik yang tinggi

Halangan keluar yang tinggi

Pesaing yang beraneka macam

What Causes Rivalry to Be Stronger?

1. Lots of firms, more equal in size and capability

2. Slow market growth

3. Industry conditions tempt some firms to go on the offensive to boost volume and market share

4. Customers have low costs in switching brands

5. One or more firms initiates moves to bolster their standing at expense of rivals

6. A successful strategic move carries a big payoff

7. Costs more to get out of business than to stay in

8. Firms have diverse strategies, corporate priorities, resources, and countries of origin

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Tantangan dari Pendatang Baru

HalanganMasuk (barrier

to entry)

Expected Retaliation: reaksi pesaing

yang diantisipasi

Kebijakan Pemerintah: lisensi,

tata niaga

Skala Ekonomis (biaya murah)

Diferensiasi (keunikan) Produk

Persyaratan Modal

Switching Costs (biaya beralih

produk atau perusahaan lain)

Akses ke Jalur Distribusi

Cost Disadvantages Independent of

Scale (keunggulan biaya selain

skala ekonomis: lokasi, subsidi,

bahan baku)

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Kekuatan Tawar Pembeli

Pembeli bersaing

dengan industri

pemasok dengan:

* Menawar dgn harga rendah

* Menekankan kualitas

yang tinggi

Pembeli bisa menjadi kuat jika:

• Pembeli mempunyai pangsa

yang besar dalam total produksi

industri

• Produk tidak didiferensiasi

(tidak ada standardisasi produk)

• Pembeli hanya menghadapi

switching costs yang kecil

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Tantangan dari Produk Pengganti

Produk

substitusi di

luar suatu

industri dengan

fungsi yang

sama

Kunci untuk mengevaluasi

produk pengganti:

Produk dengan harga/kinerja yang

lebih baik dibanding produk industri

saat ini

Contoh:

Sistem keamanan elektronik vs penjaga

keamanan

Teh vs kopi

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Kekuatan Tawar Pemasok

Pemasok

menggunakan

kekuatannya dalam

industri dengan

cara:

*Mengancam menaikkan

harga atau menurunkan

kuantitas

Pemasok yang

kuat dapat

menekan

profitabilitas

industri jika

perusahaan tidak

mampu mengatasi

kenaikan biaya

Pemasok menjadi sangat kuat jika:

Industri pemasok didominasi hanya oleh sedikit perusahaan

Produk pemasok hanya memiliki sedikit pengganti/substitutes

Pembeli bukan merupakan pelanggan yang penting bagi si pemasok

Produk si pemasok merupakan input yang penting bagi produk pembeli

Produk pemasok didiferensiasikan

Produk pemasok memiliki “switching costs” yang tinggi

Pemasok memiliki ancaman integrasi ke depan yang kuat

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Tinggi,

Returns

beresiko

Halangan

Masuk

Halangan Keluar

Tinggi

Rendah

TinggiRendah

Returns

Stabil &

rendah

Returns

Tinggi &

Stabil

Rendah,

Returns

beresiko

Efek Halangan Masuk & Halangan Keluar

Terhadap Keuntungan Industri

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Analisis Pesaing

Tindak lanjut analisis industri adalah analisis

yang efektif mengenai Pesaing (Competitors)

Lingkungan Kompetitif

Lingkungan Industri

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BERPIKIR STRATEGIS UNTUK BERSAING

Kehnichi Ohmae dalam The Mind of Strategist

menekankan:

– Company: strength, weakness

– Competitor

– Customer

– Plus Change (Hermawan Kartajaya)

Change drivers:

– Teknologi

– Ekonomi: pemerintah, industri

– Pasar:

– aturan main int’l

– globalisasi vs lokalisasi

– struktur

Customers?

– Enlightened: punya visi ke depan, berpendidikan & bisa mempengaruhiorang lain

– Informationalised: punya banyakpilihan

– Empowered: punya kekuatan untukmerealisasikan pengambilankeputusan yang diambilnya

– Jadi, perlu memuaskan konsumendalam:

– need: teori Maslow

– want: berubah dari waktu ke waktu(dari koteka hingga branded clothes)

– expectation

Competitor Analysis

• Successful strategists take great pains in scouting competitors

– Understanding their strategies

– Watching their actions

– Evaluating their vulnerability to driving forces and competitive pressures

– Sizing up their resource strengths and weaknesses and their capabilities

– Trying to anticipate rivals’ next moves

Predicting Moves of Rivals

• Predicting rivals’ next moves involves

– Analyzing their current competitive positions

– Examining public pronouncements about what it

will take to be successful in industry

– Gathering information from grapevine about

current activities and potential changes

– Studying past actions and leadership

– Determining who has flexibility to make major

strategic changes and who is locked into pursuing

same basic strategy

Identifikasi External Threats

1. Munculnya teknologi lebih murah/baik

2. Produk lebih baik yg di introduksi pesaing

3. Tekanan persaingan yang menguat (5 forces)

4. Peraturan/perundangan yg tidak menguntungka

5. Naiknya suku bunga

6. Potential of a hostile takeover

7. Perubahan demographic yg tidak menguntungkan

8. Perubahan kurs mata uang asing

9. Perubahan politik / Political upheaval

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ANALISIS Lingkungan Internal

(STRENGTH & WEAKNESS)Sumber Daya, Kapabilitas dan

Kompetensi Inti

Question : What Are the Firm’s Strengths, Weaknesses, Opportunities and Threats ?

• S W O T represents the first letter in

– S trengths

– W eaknesses

– O pportunities

– T hreats

• Strategy-making must be well-matched to both

– A firm’s resource strengths and weaknesses

– A firm’s best market opportunities and externalthreats to its well-being

S W

O T

Identifikasi Strengths

1. A strength adalah segala sesuatu yang dimilikiperusahaan yang memperkuat posisi dalambersaing1. Kompetensi dan/atau know-how

2. physical assets

3. human assets

4. organizational assets

5. intangible assets

6. Important competitive capabilities

7. Atribut lain yang menempatkan posisi perusahaanlebih baik/unggul

8. Alliansi & kerjasama (cooperative ventures)

Identifikasi Weaknesses

1. Weakness adalah segala sesuatu yang menempatkan perusahaan pada posisi tidak menguntungkan (disadvantage) dalam persaingan.

2. Resource weaknesses meliputi

1. Kelemahan dlm know-how or expertise or competencies

2. Lemahnya asset physical, organizational, atau intangible

Competencies vs. Core Competencies vs. Distinctive Competencies

• kompetensi adalah kemampuan dasar/minimum untuk menjalankan aktifitas internal suatu perusahaan.

• kompetensi inti (core competence) kompetensi yang central, bukan peripheral, dalam strategy, competitiveness, and profitability.

• A distinctive competence is a competitively valuable activity that a company performs better than its rivals.

Types of Core Competencies1. Skills in manufacturing a high quality product

2. System to fill customer orders accurately and swiftly

3. Fast development of new products

4. Better after-sale service capability

5. Superior know-how in selecting good retail locations

6. Innovativeness in developing popular product features

7. Merchandising and product display skills

8. Expertise in an important technology

9. Expertise in integrating multiple technologies to create whole families of new products

A Distinctive Competence -- ACompetitively Superior Resource

# 1

1. A distinctive competence adalah kompetensiyang signifikan yang dimiliki perusahaansehingga perusahaan performs better dibandingkan kompetitornya

2. A distinctive competence merepresentasikankekuatan sumberdaya yang superior dibandingpesaing

Examples: Distinctive Competencies

• Sharp Corporation

– Expertise in flat-panel display technology

• Toyota, Honda, Nissan

– Low-cost, high-quality manufacturing capability and short design-to-market cycles

• Intel

– Ability to design and manufacture ever more powerful microprocessors for PCs

• Motorola

– Defect-free manufacture (six-sigma quality) of cell phones

Question : Apakah harga danbiaya produk cukup bersaing?

Key analytical tools

1. Strategic cost analysis

2. Value chain analysis

3. Benchmarking

Kenapa Biaya Perusahaan PesaingBerbeda?

Biaya antar perusahaan berbeda karena perbedaan pada:

1. Harga yang dibayar untuk raw materials, component parts, energi, dan bahan

2. Teknologi dan usia plant & equipment

3. Economies of scale and experience curve effects

4. Upah and tingkat productivitas

5. Biaya Marketing, promotion, and administration

6. Inbound and outbound shipping costs

7. Biaya distribusi

Principle of Competitive Markets

Makin tinggi biaya yang dikeluarkan

suatu perusahaan dibandingkan

pesaingnya, makin rentan posisi

persaingannya!

What Is Strategic Cost Analysis?1. Focuses on a firm’s costs relative to its rivals

2. Compares a firm’s costs activity by activity against costs of key rivals

1. From raw materials purchase to

2. Price paid by ultimate customer

3. Pinpoints which internal activities are a source of cost advantage or disadvantage

Konsep Rantai Nilai (Value Chain)• Identifikasi aktifitas proses bisnis seperti

disain, produksi, marketing, logistik, dan

penunjang lainnya.

• Terdiri dari dua jenis aktifitas (kegiatan)

– Primary activities (aktifitas utama)

– Support activities (aktifitas penunjang)

A Typical Company Value Chain

Outbound

LogisticsOperations

Inbound

Logistics

Sales and

MarketingService

Profit

Margin

Product R&D, Technology, Systems Development

Human Resources Management

General Administration

Primary Activities and Costs

Support

Activities

and Costs

The Value Chain SystemUpstream

Value Chains

A Company’s Own

Value Chain Downstream

Value Chains

Activities,

Costs, &

Margins of

Forward

Channel

Allies &

Strategic

Partners

Internally

Performed

Activities,

Costs, &

Margins

Activities,

Costs, &

Margins of

Suppliers

Buyer/User

Value

Chains

The Value Chain System 1. Mendapatkan informasi cost competitiveness perusahaan

dibanding pesaing pada setiap aktifitas rantai nilai

2. Informasi Suppliers’ value chains relevant karena

1. Costs, quality, and performance yang dihasilkan supplier mempengaruhi kinerja biaya produk kita.

3. Forward channel allies’ value chains relevant karena

1. Forward channel allies’ biaya dan margin adalah bagian dari harga yang dibayar end user

2. Kinerja aktifitasnya berdampak pada kepuasan end user.

Example: Key Value Chain Activities

Timber farming

Logging

Pulp mills

Papermaking

Printing & publishing

PULP & PAPER INDUSTRY

Activity-Based Costing: A KeyTool in Strategic Cost Analysis

• Activity-based accounting systems adalah sistem akunting yang tepat untuk mang analisis biaya strategis.

Traditional Cost Accounting vs. Activity-Based Costing

Traditional Cost Accounting

Categories in Department

Budget

Wages & Salaries $350,000

Employee Benefits 115,000

Supplies 6,500

Travel 2,400

Depreciation 17,000

Other Fixed Charges 124,000

Miscellaneous

Operating Expenses 25,520

$640,150

$135,750

82,100

23,500

15,840

94,300

48,450

110,000

130,210

$640,150

Departmental Activities

Using Activity-Based

Cost Accounting

Evaluate Suppliers

Process Purchase Orders

Expedite Deliveries

Expedite Internal Process

Check Item Quality

Check Deliveries Against

Purchase Orders

Resolve Problems

Internal Administration

Benchmarking the Costs ofKey Value Chain Activities

Fokus pada perbandingan antara-company utk tahu how well kinerja activitas seperti

1. Purchase of materials

2. Payment of suppliers

3. Management of inventories

4. Training of employees

5. Processing of payrolls

6. Getting new products to market

7. Performance of quality control

8. Filling and shipping of customer orders

Apa yang menentukan suatu perusahaanbersaing dalam biaya?

• Cost competitiveness suatu perusahaan bergantungpada bagaimana perusahaan tersebut mengelola value chain relative terhadap competitors

• Tiga area berkontribusi pada perbedaan biaya:

1. Aktifitas Suppliers’

2. internal activities perusahaan

3. Forward channel activities

Activities,

Costs, &

Margins of

Forward

Channel

Allies &

Strategic

Partners

Internally

Performed

Activities,

Costs, &

Margins

Activities,

Costs, &

Margins of

Suppliers

Buyer/User

Value

Chains

Correcting Supplier-Related Cost Disadvantages: The Options

1. Negosiasi dengan suppliers utk dapat harga lbhbaik/murah

2. Work with suppliers agar mereka dapatmenurunkan biaya

3. Melakukan Integrasi kehulu

4. Beralih ke produk bhn baku substitusi lebihmurah

5. Melakukan cost savings di area lain pada value chain

Correcting Internal Cost Disadvantages: The Options

• Melakukan Reengineer agar aktifitas high-cost dihilangkan

• Melakukan “Non Value Added Activity Ellimination” (Novaceli).

• Relokakasi tempat yg aktifitas high-cost kelokasi geografisyang lower-cost

• Sub kontrak - See if high-cost activities can be performed cheaper by outside vendors/suppliers

• Invest dalam cost-saving technology

• Sederhanakan product design

Question : How Strong Is the Company’s Competitive Position?

1. Apakah posisi perusahaan diharapkan akan membaik ataumemburuk bila present strategy dilanjutkan

2. Bagaimana peringkat perusahaan relative thdp pesaing pentingpada KSF industri

3. Apakah posisi competitive advantage or disadvantage langgeng.

4. Kemampuan perusahaan untuk mempertahankan posisinyamenghadapi

1. Industry driving forces

2. Competitive pressures

3. Anticipated moves of rivals

Assessing a Company’s Competitive Strength versus Key Rivals

1. List industry key success factors and other relevant measures of competitive strength

2. Rate firm and key rivals on each factor using rating scale of 1 - 10 (1 = weak; 10 = strong)

3. Decide whether to use a weighted or unweightedrating system

4. Sum individual ratings to get overall measure of competitive strength for each rival

5. Determine whether the firm enjoys a competitive advantage or suffers from competitive disadvantage

An Unweighted Competitive Strength Assessment

KSF/Strength Measure

Quality/product performance

Reputation/image

Manufacturing capability

Technological skills

Dealer network/distribution

New product innovation

Financial resources

Relative cost position

Customer service capability

Overall strength rating

ABC Co. Rival 1 Rival 2

8 5 10

8 7 10

2 10 4

10 1 7

9 4 10

9 4 10

5 10 7

5 10 3

5 7 10

61 58 71

Rival 3

1

1

5

3

5

5

3

1

1

25

Rival 4

6

6

1

8

1

1

1

4

4

32

Rating Scale: 1 = Very weak; 10 = Very strong

A Weighted Competitive Strength Assessment

KSF/Strength Measure

Quality/product performance

Reputation/image

Manufacturing capability

Technological skills

Dealer network/distribution

New product innovation

Financial resources

Relative cost position

Customer service capability

Rival 1 Rival 2

5/0.50 10/1.00

7/0.70 10/1.00

10/1.00 4/0.40

1/0.05 7/0.35

4/0.20 10/0.50

4/0.20 10/0.50

10/1.00 7/0.70

10/3.50 3/1.05

7/1.05 10/1.50

ABC Co.

8/0.80

8/0.80

2/0.20

10/0.50

9/0.45

9/0.45

5/0.50

5/1.75

5/0.75

Rival 3

1/0.10

1/0.10

5/0.50

3/0.15

5/0.25

5/0.25

3/0.30

1/0.35

1/0.15

Rival 4

6/0.60

6/0.60

1/0.10

8/0.40

1/0.05

1/0.05

1/0.10

4/1.40

4/1.60

Weight

0.10

0.10

0.10

0.05

0.05

0.05

0.10

0.35

0.15

Sum of weights 1.00

Overall strength rating 6.20 8.20 7.00 2.10 2.90

Rating Scale: 1 = Very weak; 10 = Very strong

Question : Strategic IssuesApa yang perlu di Address?

1. Point-point apa yang perlu dikuatirkan --“worry list”?

2. Berpikir strategis tentang

1. Plus – minus perusahaan di industri dansituasi persaingan

2. Strengths dan weaknesses danattractiveness dalam posisi bersaing

• A “good” strategy must address eachand every strategic issue!

Identifying the Strategic Issues

• Apakah present strategy sudah tepat?

• Apakah strategi well-matched thdp industry’s key success factors?

• Apakah perusahaan rentan terhadap serangan pesaing?

• Dimana titik strong/weak pada present strategy?

Stating the IssuesClearly and Precisely

• A well-stated issue involves such phrases as

– “What should be done about …….?”

– “How to …….?”

– “Whether to …….?”

– “Should we …….?”

• Issues raise questions about

– What actions need to be considered

– What to think about doing