MANAJEMEN

STRATEGIK
Dr. Elizabeth Lucky Maretha S., SE, M.Si, CPA
MANAJEMEN
STRATEGIK
Isu kunci untuk organisasi masa yang akan datang..
 Haruskah universitas memusatkan sumber dayanya pada penelitian
sebagai keunggulan atau kualitas pengajaran atau mencoba
menggabungkan keduanya?
 Bagaimana seharusnya seorang produser video game kecil terkait
dengan penyedia konsol dominan seperti Microsoft dan Sony? Saat
ini PlayStation buatan Sony dan Xbox buatan Microsoft.
MANAJEMEN STRATEGIK
The Exploring Strategy Model includes understanding the
strategic position of an organisation; assessing strategic choices for the
future; and managing strategy in action. Th e Exploring Strategy Model
thus provides a comprehensive and integrated framework for analyzing
an organization's position, considering the choices it has and putting
strategies into action.

Strategic position is concerned with the impact on strategy of the

external environment, the organization's strategic capability (resources
and competences), the organization's purpose and the organization's
culture .

Strategic choices involve the options for strategy in terms of both

the directions in which strategy might move and the methods by
which strategy might be pursued .

Strategy in action is concerned with how chosen strategies are

actually put into practice.
STRATEGIC POSITION
1. Environment. Organizations operate in a complex political, economic,
social and technological world.
2. Strategic capability. Each organization has its own strategic capabilities,
made up of its resources (e.g. machines and buildings) and competences (e.g.
technical and managerial skills).

3. Strategic purpose. Most organizations claim for themselves a particular

purpose, as encapsulated in their vision, mission and objectives . But ofTen this
purpose is unclear, contested or unrealistic.
STRATEGIC CHOICES
1. Business strategy . There are strategic choices in terms of how the organization seeks
to compete at the individual business level.
2. Corporate strategy and diversification. The highest level of an organization is typically
concerned with issues of corporate scope; in other words, which businesses to include
in the portfolio.
3. International strategy. Internationalization is a form of diversification, but into new
geographical markets.
4. Innovation strategy. Most existing organizations have to innovate constantly simply to
survive. Fundamental strategy questions therefore are whether the organization is
innovating appropriately and how it should respond to the innovations of competitors.
5. Acquisitions and alliances. Organizations have to make choices about methods for
pursuing their strategies.
STRATEGY IN ACTION
1. Structuring an organization to support successful performance. A key
question here is how centralized or structured should the organizational
structure be. Structure matters for who is in charge and who is
accountable.
2. Systems are required to control the way in which strategy is
implemented . Planning and performance systems are important to
getting things done. The issue here is how to ensure that strategies are
implemented according to plan.
3. Leading strategic change is typically an important part of putting
strategy into action. How should change be led? Here key questions
include the speed and comprehensiveness of change.
MANAJEMEN
STRATEGIK

External-internal
Winning moves Globalization
analysis

Corporate-level Innovation and

Positioning-tactics-
strategy and Entrepreneurship
timing
diversification
The Input Stage

Pemahaman Tahapan Kerja

EFE Matrix Evaluasi faktor eksternal, spt:

ekonomi, sosial, politik,


Buat daftar critical success factors/CSF (O-T)
Tentukan bobot dr CSF (sorted, tot.max = 1,0)
(External Factors lingkungan, hukum, pemerintah,  Tentukan rating per CSF (skala 1 – 4)
Evaluation) teknologi, persaingan industri  Kalikan bobot dan rating = skor (tot.max = 4,0)

Evaluasi faktor internal, spt Sama dengan di atas (pada butir pertama
IFE Matrix kekuatan dan kelemahan yang ditekankan pada S dan W)
(Internal Factors dianggap penting (aspek
Evaluation) manajemen, keuangan, SDM,
pemasaran, produksi, sistem
komunikasi)

CP *)
Identifikasi kekuatan dan  Sama dengan di atas
kelemahan utama pesaing  Dapat pula sekaligus mengukur perusahaan

(Competitive terhadap posisi strategis pesaing kemudian bandingkan

perusahaan
Profile)

Catatan:
S: Strengths W: Weaknesses O: Opportunities T: Threats
Strategi Michael Porter
Competitive scope Seluruh
industri
Strategi: Strategi: Kepemimpinan Biaya
Differensiasi Menyeluruh

Strategi: Strategi:
Fokus Fokus
Hanya
Diferensiasi Biaya
segmen
tertentu
Kekhasan yang
Posisi biaya
dirasakan
rendah
konsumen

Competitive advantage
TOWS Matrix
IFAS (Internal Factors Analysis Summary): EFAS (External Factors Analysis Summary):
kesimpulan analisis dari berbagai faktor internal yang kesimpulan analisis dari berbagai faktor eksternal yang
mempengaruhi keberlangsungan perusahaan. mempengaruhi keberlangsungan perusahaan
IFAS Strengths - S Weaknesses – W

1. 1.
2. 2.
Dibiarkan kosong 3. Catat kekuatan -kekuatan 3. Catat kelemahan-kelemahan
4. Internal perusahaan 4. Internal perusahaan
5. 5.
EFAS
Opporotunities – O Strategi S-O Strategi WO

1. 1. 1.
2. 2. Daftar kekuatan untuk 2. Daftar untuk memperkecil
3. Catat peluang-peluang 3. meraih keuntungan dari 3. kelemahan dg memanfaat
4. eksternal 4. peluang yang ada 4. kan keuntungan dr peluang
5. 5. 5. yang ada
Threats – T Strattegi ST Strategi WT

1. 1. 1.
2. 2. 2.
3. Catat ancaman-ancaman 3. Daftar kekuatan untuk 3. Daftar untuk memperkecil
4. eksternal 4. menghindari ancaman 4. kelemahan dan menghindari
5. 5. 5. ancaman

Sumber: Husein Umar, 2001

contoh SPACE Matrix

Posisi Strategis Internal Posisi Strategis Eksternal

Financial Strength (FS) Environmental Stability (ES)
 ROI  Technology change
 Leverage  Rate of inflation
 Liquidity  Demand variability
 Working Capital  Price range of competing product
 Cash flow  Barriers to entry into market
 Ease to exit from market  Competitive pressure
 Risk involved in Business  Price elasticity of demand
Competitive Advantage (CA) Industry Strength (IS)

 Market Share  Growth potential

 Product Quality  Profit potential
 Product Life Cycle  Financial stability
 Customer Loyalty  Technological know-how
 Competition’s capacity utilization  Resource utilization
 Technology know-how  Ease to exit from market
 Control over supplier and utilization distributor  Productivity , capacity

Catatan: masing-masing variabel diberi skala penilaian 1 s/d 6 (paling buruk s/d paling baik)
dan -1 s/d -6 (paling baik s/d paling buruk)
BCG Matrix

Posisi Pangsa Pasar Industri

high medium low
1,0 0,5 0,0

Rata-rata Pertumbuhan Industri

+ 20%
SBU 3 high
SBU 1 II I
STARS QUESTION MARKS

SBU 2
0%

III IV medium
SBU 5 CASH COWS SBU 4 DOGS
low
- 20%

Question Marks : Pangsa pasar relatif rendah dan bersaing dalam pertumbuhan industri yg tinggi
 Strategi Insentif : market penetration, market /product dev atau divestitute

Star : Perusahaan/ SBU memiliki long-run opportunities terbaik krn tumbuh dengan laba tinggi
 Strategi : forward/ backward/ horizontal integration, market/ prod. Dev, joint venture

Cash Cows : Perusahaan/ SBU menghasilkan cash-inflow yg melebihi kebutuhan (biasanya menjadi STARS
lebih dulu). Namun satu saat posisi ini dapat melemah, terutama jika persaingan meninggi -> Strategi : product development atau concentric diversification

Dogs : Perusahaan/ SBU dalam pangsa pasar relatif rendah dan pertumbuhan industri lemah sekali
 Strategi : likuidasi/ divestasi (Strategi Retrenchment)
 Grand Strategy Matrix

Pertumbuhan Pangsa Cepat

Kuadran 2 Kuadran 1
• Market development • Market development
• Market penetration • Market penetration
• Product development • Product development
• Horizontal integration • Forward integration
• Divestitute • Backward integration
• Liquidation • Horizontal integration
• Concentric Diversification
Posisi Persaingan
Posisi Persaingan
Kuat
Lemah Kuadran 4
Kuadran 3
• Concentric diversification • Concentric diversification
• Horizontal diversification • Horizontal diversification
• Conglomerate diversification • Conglomerate diversification
• Divestitute • Joint venture
• Liquidation

Pertumbuhan Pangsa Lemah

Catatan : setiap kuadran adalah alternatif Strategi
The Decision Stage

1. Merupakan alat untuk menentukan / merekomendasikan pilihan

strategi atas dasar pendapat ahli atau praktisi (expert choice); juga
melibatkan unsur intuisi (intuitive judgement)
2. Didasari oleh Key Success Factors internal dan eksternal terpilih
3. Menetapkan pilihan yang paling menarik/ terpercaya/ layak
diterapkan atau secara konseptual disebut sebagai upaya
menetapkan relative attractiveness
The Decision Stage
Tahap 1. Buat daftar TOWS spt yg telah ditetapkan dalam EFE dan IFE Matrix, minimal 10 kriteria
1
Tahap 1. Beri bobot pada masing-masing kriteria (ikuti teknik yg sama pada EFE dan IFE Matrix)
2
1. Teliti masing-masing matrix pada Stage 2 (Matching Stage).
Tahap 2. Catat masing-masing strategi yang harus dilaksanakan perusahaan/ SBU dan tuliskan pada
3 QSPM
3. Kelompokan strategi-strategi tsb kemudian kelompokan dalam kesatuan mutually exclusive
1. Tetapkan Attractiveness Score (AS) pada masing-masing kelompok strategi pilihan (sesuai
dengan mutually exclusive di atas)
Tahap
2. Teliti sekali lagi konsistensinya terhadap external dan internal factors
4
3. Tetapkan AS dengan batasan nilai misalnya 1 s/d 4 (tidak menarik s/d sangat menarik),
kemudian diurut (sorted)
1. Hitung Total AS pada masing-masing pilihan alternatif strategi (setelah masing-masing expert
menetapkan skor ketertarikannya pada masing-masing alternatif strategi)
Tahap
2. Cara menghitungnya yaitu mengalikan score dengan weight (berdasarkan urutan nilai
5 ketertarikan expert)

Tahap 1. Hitung SUM dari Total AS dan tuliskan pada kolom QSPM
6 2. Nilai Sum Total AS tertinggi adalah pilihan strategi yang menjad pilihan utama, dan seterusnya
The Decision Stage

Alternatif Strategi
Faktor Utama Weight Strategi1 Strategi2 Strategi3

Faktor Eksternal
• Ekonomi
• Politik/ hukum
• Sosial/ kebudayaan
• Demografi/ Lingkungan
• Teknologi
• Persaingan

Faktor Internal
• Manajemen
• Pemasaran
• Keuangan
• Produksi/ Operasi
• Penelitian/ Pengembangan
• Sistem Informasi

Sum Total AS

Faktor Internal : 1 = sgt lemah 2 = lemah 3 = kuat 4 = sgt kuat

Faktor Eksternal : 1 = lemah 2 = rata-rata 3 = di atas rata-rata 4 = superior
THANK YOU!