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SESSION 2
PEMETAAN ARAH PERUSAHAAN: VISI Dan MISI,
TUJUAN Dan STRATEGI
Topik bahasan:1. Apa implikasi dari proses penyusunan dan
pelaksanaan strategi.2. Tahap 1: pengembangan visi, misi dan nilai
inti.3. Tahap 2: penetapan tujuan.4. Tahap 3: penyusunan strategi.5. Tahap 4: pelaksanaan strategi.6. Tahap 5: evaluasi kinerja dan inisiasi
penyesuaian korektif.
How to Manage of
Strategic Management
In essence, the strategic plan is a company’s game plan.A company’s strategic plan lays out its future direction, performance targets, and strategy
The strategic management process attempts to organize quantitative and qualitative information under conditions of uncertainty.Contoh: Renstra Unpad, PPATK and UMKM
Integrating Intuition and Analysis
WHAT DOES THE STRATEGY-MAKING, STRATEGY-EXECUTING PROCESS ENTAIL?
The ManagerialProcess of
Crafting and Executing
(TPGS)
Setting objective
Developing a strategic vision, missionStatement, and core values
Crafting a strategy
Executing the chosen strategy efficiently and effectively
Consist of five integrated tasks:
Monitoring developments, evaluation Performance, and initiating corrective
adjustments
Copyright © 2004 South-Western. All rights reserved. 1–6Figure 1.1Figure 1.1
The Strategic Management
Process
By: HITT – IRELAND - HOSKISSON
ExternalAudit
Chapter 3
InternalAudit
Chapter 4
Long-TermObjectives
Chapter 5
Generate,Evaluate,
SelectStrategies
Chapter 6
ImplementStrategies:
Mgmt Issues
Chapter 7
ImplementStrategies:Marketing,Fin/Acct,R&D, CISChapter 8
Measure &Evaluate
Performance
Chapter 9
Vision &
Mission
Chapter 2
Comprehensive strategic management model
By Fred David
TASK 1: STEPS OF DEVELOPING A STRATEGY VISION, A MISSION STATEMENT, AND A SET OF CORE VALUES1. Developing a strategic vision.
2. Communicating the strategic vision.
3. Developing a company mission statement.
4. Linking the vision and mission with company values.
(ROADMAPS)
Vision (impian/mimpi) &
Mission (tugas/utusan)
Many organizations develop both vision & mission statements.
An effectively communicated vision is a valuable management tool for enlisting the commitment of company personnel to engage in action that move the company forward in the intended direction.
Vision
Agreement on the basic vision for which the firm strives to achieve in the long run is critically important to the firm’s success.A strategic vision describes management’s aspirations for the future and delineates the company’s strategic course and long-term direction. “We will become a global leader and the
first choice of customers in every market we serve”
Vision Statements
MasterCard: A world beyond cash.Hilton Hotels: To be the first choice of the
world’s travelers.Unpad: Menjadi universitas unggul dalam
penyelenggaraan pendidikan kelas dunia.PPATK: Menjadi lembaga independen di bidang
informasi keuangan yang berperan aktif dalam pencegahan dan pemberantasan tindak pidana pencucian uang pendanaan terorisme.
ComprehensiveMission Statement
Vision
Clear Business Vision
Components of Internal Analysis
Resources and Capabilities, Core Competencies, and Outcomes
Core Core CompetenciesCompetencies
Competitive Competitive AdvantageAdvantage
Value CreationValue Creation
Above Average Above Average ReturnsReturns
ValuableValuable
RareRare
Costly to Costly to ImitateImitate
NonsubstitutablNonsubstitutablee
How Resources and Capabilities Provide Competitive Advantage
The firm is organized appropriately to The firm is organized appropriately to obtain the full benefits of the resources obtain the full benefits of the resources in order to realize a competitive in order to realize a competitive advantage advantage
ValuableValuable Allow the firm to exploit opportunities Allow the firm to exploit opportunities or neutralize threats in its external or neutralize threats in its external environmentenvironment
RareRare Possessed by few, if any, current and Possessed by few, if any, current and potential competitorspotential competitors
Costly to Costly to imitateimitate
When other firms cannot obtain them When other firms cannot obtain them or must obtain them at a much higher or must obtain them at a much higher costcost
NonsubstitutaNonsubstitutableble
The External Environment
-- 90% of all companies have used a mission statement in the previous five years.
Mission Statements
Mission Elements
CustomersMarkets
Employees
PublicImage
Self-Concept Philosophy
SurvivalGrowthProfit
ProductsServices
Technology
Importance of Mission
MissionResource Allocation
Unanimity of Purpose
Organizational Climate
Focal point for work structure
Benefits from a strong mission
Broad in scope
Generate strategic alternatives
Not overly specific
Reconciles interests among diverse stakeholders
Finely balanced between specificity & generality
Broad in scope
Generate strategic alternatives
Not overly specific
Reconciles interests among diverse stakeholders
Finely balanced between specificity & generality
Effective Missions
Arouse positive feelings & emotions
Motivate readers to action
Generate favorable impression of the firm
Arouse positive feelings & emotions
Motivate readers to action
Generate favorable impression of the firm
Effective Missions
Reflect future growth
Provide criteria for strategy selection
Basis for generating & evaluating strategic options
Are dynamic in nature
Reflect future growth
Provide criteria for strategy selection
Basis for generating & evaluating strategic options
Are dynamic in nature
Effective Missions
What need do we meet?
Who is our customer?
What business are we in?
What do we do best in that business?
CORE COMPETENCE MISSION
FUNDAMENTAL QUESTIONS
KONSEP DAN HUBUNGAN MISI, VISI, KEYAKINAN DASAR, DAN NILAI DASAR
TASK 2: SETTING OBJECTIVES
OBJECTIVES are an organization’s performance targets – the specific results management wants to achieve.
Objectives can be create base on mission statement
Why Developing a Vision & Mission
Clear vision and mission is needed before alternative strategies can be formulated and implemented
TASK 3: CRAFTING A STRATEGY
1. How to attract and please customers,
2. How to compete against rivals,
3. How to position the company in the marketplace,
4. How to respond to changing market conditions,
5. How to capitalize on attractive opportunities to grow the business, and
6. How to achieve strategic and financial objectives.
The Steps of Crafting a Strategy
1. Strategy making involves managers at all organizational levels.
2. A company’s strategy – making hierarchy (corporate strategy, business strategy, functional-area strategies, and operating strategies).
3. Uniting the strategy – making hierarchy.
4. A strategic plan = a strategic vision + objectives + strategy.
Vision & Mission
Strategy Formulation Base on ….
External Opportunities & Threats
Internal Strengths & Weaknesses
Long-Term Objectives
Alternative Strategies
Strategy Selection, dll
Issues in Strategy Formulation
New Business opportunitiesBusinesses to abandonAllocation of resourcesExpansion or diversificationInternational marketsMergers or joint venturesAvoidance of hostile takeover
New Business opportunitiesBusinesses to abandonAllocation of resourcesExpansion or diversificationInternational marketsMergers or joint venturesAvoidance of hostile takeover
TASK 4: EXECUTING THE STRATEGY
IT IS A JOB FOR A COMPANY’S WHOLE MANAGEMENT TEAM.
SHOW GOOD PROGRESS IN
ACHIEVING MANAGEMENT’S
STRATEGIC “VISION AND MISSION”
JK: LEBIH CEPAT LEBIH BAIK
Principal Aspect of Executing a Strategy ( in most situations )
1. Communication and discussions
2. Staffing skill and expertise
3. Allocation and supporting resources and capabilities
4. Supporting structure and best practice
5. Ensuring that policies and procedures
6. Installing information and operating systems
7. Motivating people and rewards directly objectives
8. Company culture and norms
9. Internal leadership, dll
Strategy ImplementationBase on ….
Annual Objectives
Policies
Employee Motivation
Resource Allocation, dll
Strategy Implementation
Action Stage of Strategic Management –
Most difficult stageMobilization of employees & managersInterpersonal skills criticalConsensus on goal pursuit
Action Stage of Strategic Management –
Most difficult stageMobilization of employees & managersInterpersonal skills criticalConsensus on goal pursuit
The problem that a survey 2012 of 92 Fortune 500 firms are listed in order of frequency:
1. Implementation took more time than originally planned,
2. Unanticipated major problems arose,
3. Activities were ineffectively coordinated,
4. Competing activities and crises took attention away from implementation,
5. The involved employees had insufficient capabilities to perform their jobs,
6. Lower-level employees were inadequately trained,
7. Uncontrollable external environmental factor created problems,
8. Departmental managers provided inadequate leadership and direction,
9. Key implementation tasks and activities were poorly defined, and
10. The information system inadequately monitored activities.
TASK 5: EVALUATING PERFORMANCE AND INITIATING CORRECTIVE ADJUSTMENTS
1. KONDISI
2. KRITERIA
3. SEBAB
4. AKIBAT
5. REKOMENDASI
6. TINDAKLANJUT
TO BE COUNTINUE AND OPERATING EXCELLENCE
The Planning–Controlling Link
360o Feedback Performance Appraisal
Evaluationof Yourself
YourPeers or
Team Membersfeedback
feedback
feedback
feedback
You
Other Managers
YourCustomers
Strategy EvaluationBase on ….
Internal Review
External Review
Performance Metrics
Corrective Actions, dll
Strategy Evaluation
Final Stage of Strategic Management
Subject to future modificationToday’s success no guarantee of future successNew & different problemsComplacency leads to demise
Final Stage of Strategic Management
Subject to future modificationToday’s success no guarantee of future successNew & different problemsComplacency leads to demise
Key Terms & Concepts
For Review
Cash Budget Marketing Mix Variables
EPS/EBIT AnalysisOutstanding Shares
Method
Management InformationSystems (MIS)
Price-Earnings RatioMethod
Market Segmentation Product Positioning
8-44
THE END AND THANK YOUTHE END AND THANK YOU
We madeWe madeit!it!