Daniel faktor sukses dan gagal - why company successful or failed

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Daniel“Mr Strategy “

Saputro0819‐0830‐9519

www.konsultasibisnis.com

Agar bisa sukses …..harus tahu

• Faktor‐faktor penyebab perusahaan

SUKSES VS GAGAL

Berdasarkan RISET dari : • Perusahaan BESAR dan kecil

• Ratusan hingga ribuan perusahaan• Rentang waktu 15 ‐ 100 tahun

• Melalui Journals , Buku berbasis Riset , Observasi , In depth Interview


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Perusahaan yang sukses

Perusahaan andakah yang berikutnya ?

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Sun Tzu – 500 BC

• If you know the enemy and know yourself, you need not fear the result of a hundred battles.

• If you know yourself but not the enemy, for every victory gained you will also suffer a defeat / loss

• If you know neither the enemy nor yourself, you will succumb / surrender in every battle.


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Bag 1 : FAKTOR PENYEBAB PERUSAHAAN SUKSES

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Others will follow

Value chain

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Value chain

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Journals : mengapa perusahaan sukses

Building blocks of competitive advantage :

1. Efficiency (A Priddle , 2001)

2. Quality ( D Garvin , 1987 )

3. Innovation ( W Chan Kim , 1997 )

4. Customer responsiveness ( VA Zeithaml, 1988)


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Bag 2: FAKTOR PENYEBAB PERUSAHAAN GAGAL

JANGAN SAMPAI HAL INI TERJADI PADA PERUSAHAAN ANDA !

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Value chain

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Journals: Why do companies fail ?

1. Inertia (Hannah et al 1984) difficult to change esp: bureaucracy

• Companies find it difficult to change their strategies and structures to adapt to changing competitive conditions . Eg: IBM’s mainframes ( lay‐offs 100.000 employees as a result of microprocessors )

2. Prior strategic commitments ( Ghemawat , 1991)

• IBM had made major investments in the mainframe computer business. When market shifted, IBM was stuck with significant resources that were specialized to that particular business

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3. The Icarus paradox ( Miller , 1990)

• His ability to fly – caused his death .

• Many companies so dazzled by their early success, become so specialized and inner directed that it loses sight of market realities.


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There are 4 major categories :

1. Craftsmen : Texas Instruments and DEC

• So obsessed w/ engineering details lost sight of market realities

2.Builders : ITT

• So enchanted with diversification, continued to diversify beyond the point at which it was profitable to do so

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3. Pioneers : Wang Labs • So enamored of their own originally brilliant innovations that they continued to search for additional brilliant innovations. They ended up producing novel but completely useless products

• 4. Salesman : P & G and Chrysler • So convinced of their ability to sell anything that they paid scant attention to product development and manufacturing excellence. As a result they spawned a proliferation of bland, inferior products


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Other observation as a consultant

• Pertamina Geo‐Thermal

• BP Migas

• Chevron

• Nuqul Group – Jordan

• Banpu – Thailand

• Indo Tambang

• Indocement

• Garuda Indonesia

• Bank Permata

• dll

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Summary : Ibaratnya mobil , perusahaan juga butuh speedometer

DREAM 6 C

C…Strategy

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Mendulang sukses – menghindari kejatuhan

NOW PROCESS TARGET Kondisi perusahaan saat ini Yang harus dilakukan agar bisa mencapai

KESUKSESAN

Faktor-faktor penyebab SUKSES

KONTRIBUSI DIVISI ANDA ( DALAM ANGKA ) COMPANY HARDWARE STRATEGY

FOCUS : Hedgehog Concept: Simpel, memahami “one big thing” and stick to it. Perusahaan pembanding cenderung seperti foxes — mencoba mengetahui banyak hal, namun lack consistency. Focus on narrow segment & deep - NOT BROAD. Specialization in product and know-how w/ GLOBAL selling and marketing . Closeness to customer . Value driven NOT price driven ( avoid PRICE WAR )

Blue Ocean Creation - Value Innovation

Terlalu mengandalkan kompetensi sehingga membatasi pandangan perusahaan

Obsesi volume ( peningkatan biaya dan penciutan laba) meningkatkan ketidakseimbangan . Akuisisi masal / roll up yang hendak mencapai skala eknonomi, berakhir dengan skala disekonomi . Akuisisi untuk konsolidasi , saat membeli asset , juga membeli masalah . Ketidakdisiplinan untuk mendapatkan lebih (rakus) . Melakukan aktivitas merger & akuisisi secara membabi buta hanya untuk mengejar kebesaran yang sifatnya tidak sustainable

Rabun jauh persaingan ( hanya melihat kompetisi)

Value chain

SupportActivities

Primary Activities

ProfitMargin

Firm Infrastructure(general management, accounting, finance, strategic planning)

Human Resource Management(recruiting, training, development)

Technology Development(R&D, product and process improvement)

Procurement(purchasing of raw materials, machines, supplies)

InboundLogistics(rawmaterialshandling andwarehousing)

Operations(machining,assembling,testing)

OutboundLogistics(warehousinganddistributionof finishedproduct)

Marketingand Sales(advertising,promotion,pricing,channelrelations)

Service(installation,repair, parts)

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Jika TIDAK: …

TITANIC


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Today :

• Next Topic:

• How to run an autopilot business

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ANY QUESTIONS …..?

If you need Business Research and Advisories, contact us:

• Email : danielbusinessdoctor @gmail.com

• HP: 0819‐0830‐9519

• www.konsultasibisnis.com

You’ll never walk alone in business


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