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Jika sudah berjibaku namun hasilnya begitu-begitu saja, jangan-jangan industri yang anda tekuni memang sudah tidak SEXY lagi :) Bagaimana mendeteksinya? Hub 0819 - 0830 - 9519 untuk Training dan Consulting
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Selamat Datang di:Transformasi OrganisasiMenuju Profesionalisme
Kiat mengukurdaya tarikindustri
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Daniel Saputro ‐ Bio Sketch
Pengalaman 21 tahun dalam perbaikan kinerja perusahaan seperti Astra, Bank Indonesia, Bank BTN, Nuqul Group (Yordania) dan Banpu (Thailand).
Untuk Family Business, beliau membantu suksesi dan transformasi menuju perusahaan yang lebih professional. Dengan 2 cara utama :
1. Great Strategy and Business Model2. Excellent People – Process ‐ Cultureagar menjadi AutoPilot Business. Kliennya tersebar di Jakarta, Surabaya,
Bandung, Medan, Jogja, Pekan Baru, Solo, Lampung, Banjarmasin dan Malang.
Andakah yang berikutnya…?
.
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Mengapa dibutuhkan ?
• Jika “tanah”nya sudahtidak subur, makadiperlukanlebih banyakusaha untuktumbuh
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The attractiveness of this market
Pressure from Substitute Products
Bargaining Power of BuyersBargaining Power of Suppliers
Threat of New Entrants
Intensity of Rivalry
Low, stable returns
Low, risky returns
High, stable returns
High, risky returns
Exit Barriers
Entry Barriers
L
H
L H
CostLeadership Differentiation
CostFocus
DifferentiationFocus
Competitive Advantage
CompetitiveScope
Broad
Narrow
Lower Cost Differentiation
A supplier group is powerful when:It is dominated by a few companies and is more concentrated than the industry it sells to.There are no substitute products.The industry is not an important customer.Its products are important to the industry.Products are differentiated or suppliers have built up switching costs.It poses a credible threat of forward integration.
Barriers to entry:Economies of scale (including shared resources)Product differentiation (proprietary)Capital requirementsSwitching costsAccess to distribution channelsCost disadvantages independent of scaleGovernment policyExpected reaction of incumbent
Intense rivalry results from:Numerous or equally balanced competitorsSlow industry growthHigh fixed or storage costsLack of differentiation or switching costsCapacity augmented in large incrementsDiverse competitorsHigh strategic stakesHigh exit barriers
A buyer group is powerful when:It is concentrated or purchases large volumes relative to seller sales.The products represent a significant fraction of the buyers’ costs or purchases.The products are standard or undifferentiated.It faces few switching costs.It earns low profits.It poses a credible threat of backward integration.The bought product is unimportant.It has full information.
Search for products that can perform the same function.Assess buyers’ propensity to substitute.
Focus on those that:Are improving their price performance trade-off compared with the industries products.Require low switching costs.Are produced by industries earning high profits.
Take offensive or defensive actions to create a defensible position against the forces:
Positioning the firm so its capabilities provide the best defenceInfluencing the balance of forces through strategic movesAnticipating shifts in the factors underlying the forces and responding to them
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Contoh di industri otomotif
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5 FORCES AnalysisNo What causes Rivalry to stronger ? Data Low
Rivalry 1 2 3 4 5High
Rivalry
1 Number of Equal Firms in size & Capability
SMALL C/F LARGE
2 Market/Industry Growth FAST F C SLOW
3 Industry Condition (Industry Life Cycle) FAVORABLE
C/F
UNFAVORABLE
4 Offensive to Boost Volume & Market Share
LOW C F HIGH
5 New Product Introduction LOW C F HIGH
6 Customer’s Switching Cost LARGE C F SMALL
7 Firm’s Exit Cost LOW C/F HIGH
8 Strategic Stakes (Principal) of Firm LOW C F HIGH
9 Diversity of Competitors LOW C F HIGH
10 Powerful Players Attacking NONE C F MANY
VALUE
F = FutureC = Current
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5 FORCES AnalysisNo Buyers are strong competitive force
when : Data Lower Power 1 2 3 4 5
HigherPower
1 Larger & Purchase a Sizable Percentage of Product
LOW C F HIGH
2 Buy in Volume Quantizes SMALL C F BIG
3 Standardized of Industry’s Product NONE C/F MANY
4 Switching Cost to Other Brand HIGH C F LOW
5 Number of Seller SMALL C F LARGE
6 Price of Product EXPENSIVE C F CHEAP
7 Backward Integration LOW C F HIGH
VALUE
F = FutureC = Current
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5 FORCES Analysis
No Possibility of new entrance are strong competitive force when : Data
LowPossibili
ty 1 2 3 4 5
HigherPossibil
ity
1 Economic of Scale of Industry BIG C/F SMALL
2 Access to Specialized Technology LOW C F HIGH
3 Experience Curve Effect LONG C F SHORT
4 Strong Brand Preference & Customer Loyalty HIGH F C LOW
5 Capital/Resources Requirement LARGE F C SMALL
6 Cost Disadvantages Independent of Size HIGH C/F LOW
7 Access to Distribution Channel HARD C/F EASY
8 Regulator Policies, Tariff, Trade Restriction in Industry
MANY C/F NONE
9 New Comer’s Entry Effort LOW C F HIGH
10 Sizable Pool of Entry Candidates Exist SMALL C F BIG
11 New Comer Can Expect to Earn Attractive Profit HARD C/F EASY
VALUE
F = FutureC = Current
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No Possibility of subtitutes are strong competitive force when Data
LowPossibil
ity 1 2 3 4 5
HighPossib
ility
1 Readily Available LOW C/F HIGH
2 Attractive Price EXPENSIVE C F CHEAP
3 Believed to Have Comparable or Better Performance Features
BAD C/F GOOD
4 Customers Switching Cost LOW C/F HIGH
VALUE
5 FORCES Analysis
F = FutureC = Current
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5 FORCES AnalysisNo Supplier strong competitive force
when Data LowPower 1 2 3 4 5
HigherPower
1 Number of Supplier for Providing Material
LARGE F C SMALL
2 Switching Cost to Other Supplier LOW C F HIGH
3 Reputation of Supplier LOW C F HIGH
4 Quantities of Component Supplied SMALL C F LARGE
5 Substitutes of Component MANY F C NONE
6 Price / Cost of Production in Supplier HIGH C/F LOW
VALUE
F = FutureC = Current
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Low HighRivalry 1 2 3 4 5 Rivalry
1 Number of equal firms in size & capability Small C/F Large2 Market / industry growth Fast F C Slow3 Industry conditions Favourable C/F Unfavour.4 Offensive to boost volume & market share Low C F High5 New product introduction Small C F Large6 Customer's switching cost Large C F Small7 Firm's exit cost Low C/F High8 Strategic stakes (principal) of firm Low C F High9 Diversity of competitors Low C F High
10 Powerfull players attacking None C F Many
Low HighPower 1 2 3 4 5 Power
1 Large & purchase a sizable percentage of product Low C F High2 Buy in volume quantities Small C F Big3 Backward integration Low C/F High4 Standardized of industry's product None C F Many5 Switching cost to other brand High C F Low6 Number of seller Small C F Large7 Price of product Expensive C F Cheap
Low HighPower 1 2 3 4 5 Power
1 Number of supplier for providing material Large F C Small2 Switching cost to other supplier Low C F High3 Reputation of supplier Low C F High4 Quantities of component supplied Small C F Large5 Subtitutes of component Many F C None6 Price / cost of production in supplier High C/F Low
Low HighPossibility 1 2 3 4 5 Possibility
1 Economics of scale of industry Big C/F Small2 Access to specialized technology Low C F High3 Experience curve effects Long C F Short4 Strong brand preference & customer loyalty High F C Low5 Capital / resouces requirement Large F C Small6 Cost disadvantages independent of size High C/F Low7 Access to distribution channel Low C/F High8 Regulatory policies, tarrif, trade restrictions in industry Many C/F None9 New comer's entry efforts Low C F High
10 Sizable pool of entry candidates exists Small C F Big11 New comer can expect to earn attractive profits Hard C/F Easy
Low HighPossibility 1 2 3 4 5 Possibility
1 Readily Available Low C/F High2 Attractive price Expensive C F Cheap3 Believed to have comparable or better performance features Bad C/F Good4 Customers switching cost Low C/F High
C: Current; F: Future
Possibility of subtitutes are a strong competitive force when:
Values
Riv
alry
NO What Causes Rivalry to be Stronger? Values
Subt
itut
es
NO
Buy
er
NO Buyers are a strong competitive force when: Values
Supp
lier
NO Supplier are a strong competitive force when: Values
New
Ent
rant
s
NO Possibility of new entrance are a strong competitive force when:
Values
Forces ORGANIZE
Rivalry : Moderate to High
More international & local players compete in
LSP
Bargaining Power of Buyer : Moderate to
HighPotential to outsource
by buyers
Bargaining Power of Supplier: Moderate
Reputation Enhancement
New Entrants: Moderate
Capital Intensive and Advance IT requirements
Substitute:Moderate
Less Substitute
Competitive Environment is Moderate, but in the future will be high
Implication to company strategy that company must excellent in :
1. Service Level2. Comprehensive Service3. Wide networking4. Competitive Price
By developing of :1. People Excellence
2. Process Excellence3. Integrated IT System
Logistic Industry will be still attractive, prospective &
favorable
IKSF
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1.Service Level2.Comprehensive Service3.Wide networking4.Competitive Price
By developing of :1.People Excellence2.Process Excellence3.Integrated IT System
Government Compliance
Competitive Price
Process Excellent
Friendly Environment
High Technology
Integrated IT
1. Process Excellence
2. People Excellence
3. Integrated IT System
4. Service Level
5. Wide Network
6. Competitive Price
7. Comprehensive Service
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Sudahkan anda mengukur dayatarik industri ?
• Ingat:• Kondisi Industri akan menentukan Industri Key
Success FactorDisclaimer: data-data diatas diambil dari berbagai sumber. Penulis adalah penenun, bukan pembuat benang
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Thank you and Good LuckMy profile: daniel.blog.kontan.co.id/profile/
WhatsApp: 0819‐0830‐9519 untuk Training & Consulting