Buku-buku Manajemen Strategik

1. Strategic Management, Pearce &

Robinson
2. Strategic Management, Hill & Jones
3. Strategic Management, A. Hitt ; ireland;
Hoskisson
4. Managing the Strategy Process,
Cakravarthy
5. Concept of Strategic Management, Fred
R. David
6. Strategic Management, Arnold C. Hax
7. Strategic Management, Concept and
Casas, Arthur Thompson
8. Manajemen Strategik, Suwarsono

The Nature and

Value of Strategic
Management
(Hakekat dan Manfaat Manajemen Strategik)

The History of
Strategic
Management
Basic Financial Management - to meet the budget,
Forecast based planning predict the future,
Externally oriented planning think strategically,
Strategic management create the future.

Strategic Management
Is defined as the set of
decisions and actions that
result in the formulation and
implementation of strategic
designed to achieve a
companys objectives

Dimensi- dimensi Keputusan Strategik

Membutuhkan keputusan
manajemen puncak.
Membutuhkan alokasi sumber daya
perusahaan dalam skala besar.
Mempengaruhi kesejahteraan perush
dalam jangka panjang
Berorientasi kemasa depan
Mempunyai konsekuensi
multifungsional/ multibisnis
Harus mempertimbangkan
lingkungan eksternal

3 Tingkatan
Manajemen Strategik
Corporate Level (Dewan Direksi, Presdir)
- Merumuskan visi dan misi perusahaan
- Analisis internal dan eksternal
- Analisis pilihan-pilihan strategik
Business Level (Direktur, Direks, GM)
- Menyusun rencana jangka panjang
- Merumuskan Grand Strategy
Functional Level (Manager)
- Menyusun rencana jangka pendek
- Merumuskan strategi fungsional dan
implementasi

Manfaat Manajemen
Strategik
Memperkuat

kemampuan perusahaan
mencegah masalah
Formulasi keputusan berdasarkan
kelompok menghasilkan pilihan strategi
terbaik
Mempertinggi motivasi SDM
Mengurangi tumpang tindih kegiatan
Penolakan terhadap perubahan
berkurang

Strategic Management Model

COMPANY MISSION

COMPANY PROFILE

What is

Posible

What is Desired?

Feed Back

External Enviraonment
Operting Industry
And Multinational Analysis
Feed Back

Strategic Analysis and Choice

Long Term objectives

Annual Objectives

Legend: Major Impact

Minor Impact

Grand Strategies
Functional Strataegies

Institutionalizing the Strategies

Control and Evaluation

Policies

COMPONENT OF THE MANAGEMENT

MODEL
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

Company mission (misi perusahaan)

Company profile (profil perusahaan)
External environment (lingkungan eksternal)
Strategic analysis and choice (analisis dan pilihan strategik)
Long-term objectives (sasaran jangka panjang)
Grand strategy (strategi umum)
Annual objectives (sasaran tahunan)
Functional strategies (strategi fungsional)
Policies (kebijakan)
Institutionalizing the strategy (melembagakan strategi)
Control and evaluation (pengendalian dan evaluasi)

3 (tiga) Bentuk Proses Berpikir

Berpikir sistem
mekanik

intuisi

Berpikir strategik

Bentuk
masalah

Proses
Berpikir

pemecahan
Penyusunan kembali
elemen- elemen

Optimalisasi lokal atau

melihat pohon tidak hutannya

Perubahan atau pergantian bentuk

How The Process of Strategic

Decision have been made?

Copyright 2006, Fauzan Asmara &

Associates, Inc.

Karunia Allah Kepada Manusia

Sebagai Khalifah di muka bumi

Copyright, 2006, Fauzan Asmara &

Associates, Inc.

NEURONS
Pyotr Anokhin
Manusia memiliki ratusan milyar neuron.
Kepandaian tidak ditentukan volume otak, tetapi
ditentukan oleh INTERCONECTION antar
neuron atau CIRCUIT.

Copyright, 2006, Fauzan Asmara &

Neuron berkembang sejak bayi dalam kandungan

Setelah lahir berada pada tahap pematangan

Exposure stimulus perlu dirancang sejak dini

Orang pintar : interconection otak rapat,

banyak dan jauh.
Orang bodoh: interconection otak
renggang, jarang dan pendek.
Otak harus mengkonsumsi banyak
ilmu agar sehat, awet dan bugar.
Copyright, 2005, Fauzan Asmara &
Associates, Inc.

4 LANGKAH MEMBACA
untuk MEMICU DAYA
KREATIF
(JORDAN AYAN)
BERJANJILAH untuk MEMBACA
secara KREATIF SETIAP HARI
MEMBACA secara NGEMIL
(sedikit demi sedikit)
BACALAH SESUATU dari
BERAGAM SUMBER BACAAN
TERAPKAN APA yang ANDA
BACA dalam KEHIDUPAN
SEHARI-HARI

Pengaruh IQ hanya 5 - 20%

Sisanya dipengaruhi oleh EQ dan SQ

Copyright 2006, Fauzan Asmara &
Associates, Inc.

Brain Mapping
Neocortex
Otak berfikir dan berbahasa
(alam sadar)

Limbic
Pusat emosi

Amigdala
Copyright, 2006, Fauzan Asmara &
Associates, Inc.

Gudang ingatan emosional

Pengendali alam sadar
Kabel pemicu syaraf

Alam Bawah Sadar menjalankan

super program, menghasilkan
out-put :
Sukses Bisnis
Citra Diri dan Perusahaan
Nasib Perusahaan

Copyright, 2006, Fauzan Asmara &

Associates, Inc.

Gelombang Otak

Copyright 2006, Fauzan Asmara &

Associates, Inc.

Hemisphere of Human Brain

KINERJA PUNCAK OTAK

Copyright, 2006, Fauzan Asmara &

BAGAIMANA
MENGAKTIFKAN ALFA
MUSIC
ARTISTIC
PANORAMIC PICTURE
RELIGIOUS RITUAL
GOOD ATMOSPHERE
JOKE & FUN
LOVE

Copyright, 2006, Fauzan Asmara &

Associates, Inc.

Energy and Emotion

Robert E. Thayer
(California State University)

Tense Energy
Calm Energy
Tense Tiredness
Calm - Tiredness
C = Calmness; E = Energy; T = Tension; F = Fatigue

Spiritual Quotient
Kemampuan memberi makna puncak
spiritual (ultimate meaning)
bersumber dari suara hati ilahiah
(fitrah) dan menjadikan Tuhan
sebagai pusat orbit dan kita
senantiasa berada di garis orbit- Nya.
Spiritual Experience (Pare-line)
Osilasi 40 Herz
Copyright, 2005, Fauzan Asmara &
Associates, Inc.

SUARA HATI ILAHIAH dari Pusat Orbit

Pengasih sesama
Berhati jernih
Menguasai diri
Cinta Damai
Kejujuran
Kreatif
Pemaaf
Murah hati
Empati
Objektif
Berilmu

Adil
Mensyukuri
Bersikap mulia
Berhati lapang
Kebenaran
Komitmen
Konsisten
Mandiri
Inovatif
Bersikap terpuji

Memiliki skill
Enerjik
Selalu Menghargai
Sinergis
Ikhlas
Pemberi manfaat
Inspirator
Estetis
Pendelegasi
Sabar

Dan (ingatlah) ketika Tuhanmu mengeluarkan dari bani Adam

keturunannya dari sulbinya, dan Allah mengambil kesaksian terhadap
jiwa mereka (seraya berkata): Bukankah Aku ini Tuhanmu?. Mereka
menjawab: Betul (Engkau Tuhan kami) kami bersaksi. Al- Araaf 172

Copyright, 2005, Fauzan Asmara &

Associates, Inc.

Rumus ZMP
Bangkitkan Raksasa tidur dalam diri Anda
1/0 = ~

Jika Anda ikhlas dan jernih (=0)

maka Anda akan mendekati yang
Maha Tak Terhingga yaitu Tuhan
Bersihkan diri Anda dari Belenggu
(Zero Mind Process)
Copyright, 2006, Fauzan Asmara &
Associates, Inc.

ESQ Processing System

Orientasi
Materialisme

Orientasi
Spiritualisme

Emosi tdk terkendali

Emosi terkendali

Marah, sedih, cemas

Tenang, damai, ikhlas

God Spot terbelenggu

God Spot terbuka

Suara hati tertutup

Suara hati bekerja

Logika tdk bekerja normal

Logika bekerja normal

IQ, EQ, SQ terpisah

Split personality

IQ, EQ, SQ terintegrasi

Personality Balance

4 tipe Manusia

Copyright, 2006, Fauzan Asmara &

Associates, Inc.

Management Strategic
Comprehensive Strategic Model
The External Environment:
Opportunities, Threats,
Industry Competition, and
Competitor Analysis
Internal Analysis/Company
Profile
Fauzan Asmara

Ch2-32

Strategic Management Model

COMPANY MISSION

COMPANY PROFILE

What is

Possible

What is Desired?

Feed Back

External Environment
Operating Industry
And Multinational Analysis
Feed Back

Strategic Analysis and Choice

Long Term objectives

Annual Objectives

Legend: Major Impact

Minor Impact

Grand Strategies
Functional Strategies

Institutionalizing the Strategies

Control and Evaluation

Policies

The External Environment:

Opportunities, Threats, Industry
Competition, and Competitor
Analysis

Michael A. Hitt
R. Duane Ireland
Robert E. Hoskisson
Ch2-34

Components of the General Environment

Economic

Demographic

Sociocultural
Industry
Environment

Competitive
Environment
Political/L
egal

Global

Technological
Ch2-35

Components of the General

Environment

Ch2-36

External Environmental Analysis

Scanning

Identifying early signals of environmental

changes and trends

Monitoring

Detecting meaning through ongoing observations

of environmental changes and trends

Forecasting

Developing projections of anticipated outcomes

based on monitored changes and trends

Assessing

Determining the timing and importance of

environmental changes and trends for firms'
strategies and their management

Ch2-37

Porters Five Forces

Model of Competition
Threat of
Threat
New of
New
Entrants
Entrants

Bargaining
Power of
Suppliers

Rivalry Among
Competing Firms
in Industry

Bargaining
Power of
Buyers

Threat of
Substitute
Products
Ch2-38

Competitor Analysis
Identifying the companys
competitor

Assessing competitors
objectives, strategies,
strengths, and
weaknesses, and reaction
patterns

Selecting which
competitors to attack or
avoid

The Internal Environment:

Resources, Capabilities and
Core Competencies

Michael A. Hitt
R. Duane Ireland
Robert E. Hoskisson
2000 South-Western College Publishing

Ch2-40

External Environment
What the Firm Might Do?

Sustainable
Competitive
Advantage
Internal Environment
What the Firm Can Do?

Ch2-41

SWOT Analysis

Strengths
Weaknesses
Opportunities
Threats

Ch2-42

The purpose of SWOT Analysis

It is an easy-to-use tool for developing
an overview of a companys strategic
situation
It forms a basis for matching your
companys strategy to its situation

Ch2-43

Strengths
A STRENGTH is something a company
is good at doing or a characteristic that
gives it an important capability.
Possible Strengths:
Name recognition
Proprietary technology
Cost advantages
Skilled employees
Loyal Customers
Ch2-44

Weaknesses
A WEAKNESS is something a company
lacks or does poorly (in comparison to
others) or a condition that places it at a
disadvantage
Possible Weaknesses:
Poor market image
Obsolete facilities
Internal operating problems
Poor marketing skills
Ch2-45

Strengths and Weakness form a

basis for INTERNAL analysis
By examining strengths, you can
discover untapped potential or identify
distinct competencies that helped you
succeed in the past.
By examining weaknesses, you can
identify gaps in performance,
vulnerabilities, and erroneous
assumptions about existing strategies.
Ch2-46

Competitive
Advantage

Discovering Core
Competencies

Gained through
Core Competencies

Strategic
Competitiveness
Discovering
Core
Competencies

Core
Competencies

Above-Average
Returns

Sources of
Competitive
Advantage

Capabilities

Criteria of
Sustainable
Advantages

Teams of
Resources

Resources
* Tangible
* Intangible

*
*
*
*

Valuable
Rare
Costly to Imitate
Nonsubstitutable

Ch2-47

Core Competencies

What a firm Does...

Core Competencies must be: that is Strategically
Valuable
Valuable
Capabilities that either help a firm to exploit opportunities to create value for customers
or to neutralize threats in the environment

Rare

Capabilities that are possessed by few, if any, current or potential competitors

Costly to Imitate
Capabilities that other firms cannot develop easily, usually due to unique historical
conditions, causal ambiguity or social complexity

Nonsubstitutable

Capabilities that do not have strategic equivalents, such as firm-specific knowledge or

trust-based relationships
Ch2-48

Key Issues of BusinessLevel Strategy

What

good or service to offer

customers
How to manufacture or create the
good or service
How to distribute the good or
service in the marketplace

The Central Role of

Customers
In selecting a business-level
strategy, the firm determines
1. who it will serve?
2. what needs those target
customers have that it will
satisfy?
3. how those needs will be satisfied
?

Quality Dimensions of Goods & Services

Product Quality Dimensions:
Performance
Features
Flexibility
Durability

Operating characteristics
Important special characteristics
Meeting operating specifications over time
Amount of use before performance
deteriorates
Conformance Match with pre-established standards
Serviceability Ease and speed of repair or normal service
Aesthetics
How a product looks and feels
Perceived quality Subjective assessment of characteristics
(product image)

uality Dimensions of Goods & Service

Service Quality Dimensions:

meliness

Performed in promised period of time

ourtesy

nsistency

Performed cheerfully

Giving all customers similar experienc

experien

Convenience

mpleteness
ompleteness

curacy

Accessibility to customers
Fully serviced, as required

Performed correctly each time

Strategies in Action

Long-Term Objectives
Grand Strategies
Strategy Implementation

Fauzan Asmara

Ch. 5-53

Strategies in Action
Nature of Long-Term Objectives
(Results expected from pursuing certain strategies; time line 2 to 5 years)

Quantitative
Measurable
Realistic
Understandable
Challenging
Hierarchical
Obtainable
Congruent among organizational units

2001 Prentice Hall

Ch. 5-54

Strategies in Action
Nature of Long-Term Objectives
Objectives are associated with a time line and stated in
terms:
Growth in assets
Growth in sales
Profitability
Market share
HRD
Increasing Capability
Social responsibility
2001 Prentice Hall

Ch. 5-55

Strategies in Action
Nature of Long-Term Objectives

Objectives are the basis for:

Designing jobs
Organizing activities
Providing direction
Organizational synergy
Standards for evaluation
2001 Prentice Hall

Ch. 5-56

Grand Strategies

Vertical Integration Strategies

Forward integration
Backward integration
Horizontal integration

2001 Prentice Hall

Ch. 5-57

Grand Strategies
Forward
Integration
Defined

Example

Memperoleh
kepemilikan atau
meningkatkan
kendali atas
distributor atau
dealer

2001 Prentice Hall

General Motors
mengakuisisi 10 persen
saham dealer

Ch. 5-58

Grand Strategies
Backward
Integration

Example

Defined

Hotel membeli
perusahaan biro
perjalanan; mebel;etc.

Mendapatkan
kepemilikian atau
meningkatkan
kendali atas
pemasok

2001 Prentice Hall

Ch. 5-60

Grand Strategies
Horizontal
Integration
Example

Defined

Mendapatkan
kepemilikan atau
mengambil alih
perusahaan pesaing

2001 Prentice Hall

Hotel Hilton membeli

Hotel Promus

Ch. 5-62

Grand Strategies

Intensive Strategies

Market penetration
Market development
Product development

2001 Prentice Hall

Ch. 5-64

Grand Strategies
Market
Penetration
Example
Defined

Meningkatkan pangsa
pasar dengan produk
dan jasa yang ada
pada pasar yang ada
dengan usaha-usaha
pemasaran

Unilever membelanjakan
uang untuk iklan TV
sebesar 1.2 Trilyun
sepanjang tahun 2005

2001 Prentice Hall

Ch. 5-65

Grand Strategies
Market
Developmen
t
Example
Defined
Memperkenalkan
produk atau jasa yang
ada pada daerah atau
pasar baru

Fren pemain seluler CDMA

sekarang mulai merambah
ke Makasar dan
palembang setelah Jawa,
Madura dan Bali

2001 Prentice Hall

Ch. 5-67

Grand Strategies
Product
Developmen
t
Example

Defined

Merubah atau
memodifikasi produk
perusahaan dan dijual
pada pasar yang
sudah ada

Apel mengembangkan
Chip G4 yang memiliki
kecepatan 500 megahertz.

2001 Prentice Hall

Ch. 5-69

Grand Strategies

Diversification Strategies
Concentric diversification
Conglomerate diversification

2001 Prentice Hall

Ch. 5-71

Grand Strategies
Concentric
Diversificati
on
Defined

Menambah produk
atau jasa baru, yang
masih berkaitan
(pasar, produk, dan
teknologi)

Example

2001 Prentice Hall

Sebuah bank membeli

perusahaan asuransi.

Ch. 5-72

Grand Strategies
Conglomerate
Diversificati
on
Defined

Menambah produk
atau jasa baru yang

Example

PT. Sampoerna mulai

melirik bisnis properti
untuk kelangsungan hidup
grup sampoerna

tidak berkaitan

2001 Prentice Hall

Ch. 5-74

Grand Strategies
Defensive Strategies
Joint venture
Retrenchment
Divestiture
Liquidation

2001 Prentice Hall

Ch. 5-76

Grand Strategies
Joint Venture
Example

Defined
Dua atau lebih
perusahaan
mensposnori untuk
membentuk
perusahaan baru
terpisah dengan
tujuan yang sama

2001 Prentice Hall

Lucent Technologies and

Philips Electronic NV
formed Philips Consumer
Communications to make
and sell telephones.

Ch. 5-77

Grand Strategies
Retrenchment
Turn Around
Example

Defined

Mengubah
pengelompokan
melalui pengurangan
biaya dan aset untuk
memperbaiki
penjualan dan laba

Perusahaan Perkebunan
Negara merampingkan
organisasi; melakukan
rasionalisasi; pengurangan
perjalanan dinas dan
fasilitas mewah untuk
menekan kerugian.

yang menurun.

2001 Prentice Hall

Ch. 5-79

Grand Strategies
Divestiture

Example

Defined

Selling a division or
part of an
organization

2001 Prentice Hall

Harcourt General, the

large US publisher, is
selling its Neiman Marcus
division.

Ch. 5-81

Grand Strategies
Liquidation

Example

Defined
Selling all of a
companys assets, in
parts, for their

Bank Summa menjual

seluruh asetnya untuk
menutup kewajibannya

tangible worth

2001 Prentice Hall

Ch. 5-83

Contoh Soal

Toyota mendirikan AUTO 2000 untuk

mendukung penjualan dan jaringan service di
seluruh Indonesia.
Indofood mengakuisisi PT. Bogasari untuk
menjamin kelancaran pasokan gandumnya.
SCTV mendirikan ScFm di Surabaya.
Kartu kredit city Bank yang tadinya dijual ke
pengusaha sekarang juga merambah ke
kalangan mahasiswa.
Indofood yang sudah memiliki produk Indomie
akhirnya juga mengakuisisi Sarimie dan
Supermie

Michael Porters Generic Strategies

Cost Leadership Strategies

Differentiation Strategies

Focus Strategies

2001 Prentice Hall

Ch. 5-86

Five Generic Strategies

Competitive Advantage
Uniqueness
Differentiation

Broad
target

Cost
Leadership

Integrated Cost
Leadership/
Differentiation
Narrow
target

Competitive Scope

Cost

Focused Cost
Leadership
2001 Prentice Hall

Focused
Differentiation
Ch. 5-87