Strategi Industri  October 17, 2009Posted by desrinda in Strategi Industri.
add a comment
PORTER’S GENERIC STRATEGY
1. Cost leadership strategy
2. Differentiation strategy
3. Niche specialization (focus) strategy
In BCG Matrix, each SBU fall in to one of the four cells called: Question Marks, Stars, Cash Cows and Dogs.
Question marks are low-share business with high-growth markets. They require a lot of cash to hold their share. Management has to think hard which question marks to build into star and which ones to phase out.
STRATEGY: Build market share or harvest/digest.
Stars are high-growth, high-share businesses or products. The often need heavy investment to finance their rapid growth. Eventually their growth will slow down and, they will turn into cash cows.
STRATEGY: Hold or invest or growth.
Cash cows are low-growth, high-share business or products. These established and succeed SBUs need less investment to hold their market share. They produce a lot of cash that the company uses to pay its bills and to support other SBUs that need investment.
STRATEGY: Hold or add market share.
Dogs are low growth, low share business and products. They may generate enough cash to maintain themselves but do not promise to large sources of cash.
Strategi Industri  October 9, 2009Posted by desrinda in Strategi Industri.
1 comment so far
Pak Yadrifil has taught our class (felt like a real MBA class) about planning stages in Strategic Management:
The Input Stage (EFE, CPM, IFE)
The Matching Stage (TOWS, SPACE matrix, BCG matrix, IE matrix, Grand Strategy matrix)
The Decision Stage (Quantitative Strategic Planning Matrix = QSPM)
Very good presentation by Prof. Dr. András Nábrádi, PhD, MBA: http://www.agr.hr/cro/istrazivanja/projekti/ahead/doc/strategic_mgmt_4.pdf
We must prepare for next week: QUIZ!!!!!
Strategi Industri  October 3, 2009Posted by desrinda in Strategi Industri.
add a comment
Porter’s Five Forces Model of Competition
Further reading about EFE/IFE: http://faculty.jwu.edu/pbagdan/HOSP4060/assignments/E&IFactor%20Evaluation.doc
Strategi Industri  September 12, 2009Posted by desrinda in Strategi Industri.
add a comment
STRATEGIC MANAGEMENT PROCESS
Step 1. Environmental Scanning
Environmental scanning is the monitoring, evaluating, and disseminating of information from the external and internal environments to key people within the company. Details are available on: http://www.agecon.purdue.edu/extension/sbpcp/resources/exscan.pdf
Step 2. Strategy Formulation
Strategy formulation is the development of long-range plans for the effective management of environmental opportunities and threats, in light of company strengths and weaknesses (SWOT).
Step 3. Strategy Implementation
Strategy implementation is a process by which strategies and policies are put into action through the development of programs, budgets, and procedures.
Step 4. Evaluation & Control
“…A process in which corporate activities and performance results are monitored so that actual performance can be compared with desired performance.”
More details for step 2, 3, 4 above: http://www.agr.hr/cro/istrazivanja/projekti/ahead/doc/strategic_mgmt_4.pdf
VISION AND MISSION
Vision = a realistic, credible and attainable view of the future that grows out and improves on the present.
Mission answers the question:
-What is our reason for being in business?
-What do we provide for society?
-Who we are?
-What we do?
-Where we’re headed?
Strategi Industri  September 5, 2009Posted by desrinda in Strategi Industri.
add a comment
Krisis ekonomi global yang terjadi di periode 2008-2009 menyadarkan banyak pelaku industri mengenai penting strategi untuk mempertahankan kelangsungan bisnis.
Strategic Management is set of managerial decisions and actions that determines the long-run performance of a corporation. (Wheelen & Hunger)
In turn, these strategic decisions are formulated into business policies that guide the various functional areas of the firm in completing and achieving the firm’s strategic goals.
- A clear sense of strategic vision for the firm.
- A sharper focus on what is strategically important.
- Improved understanding of a rapidly changing environment.
Simple questions of strategic management:
- Where is the organization now?
- What are the result of SWOT analysis?
- If no changes are made, where will be the organization? Are the answer acceptable?
- If the answer is not acceptable, what actions to be undertaken? What are the risks and payoffs included?
Globalization (the internationalization of markets and corporations) has changed modern corporations in doing business, especially applying economies of scale to achieve low cost e.g. Nike and Reebok manufacture their athletic shoes in Asia.
E-commerce (the use of internet to conduct business transactions) has been applied everywhere, mostly on B2B marketplace, example: Pertamina uses E-Reverse Auction.
Core competence (a bundle of skills and technologies that enables a company to provide a particular benefit to customers) should be clearly set.
- Sony, product benefit = pocketability, core competence = miniaturization
- FedEx, product benefit = on time delivery, core competence = supply chain logistics
A learning organization skilled at creating, acquiring, transferring knowledge and at modifying its behavious to reflect new knowledge and insight.
Greatest management decisions that has changed things:
1950 = McNamara’s idea of the Diners Club Card
1952 = first Holiday Inn by the Wilson family
1959 = motorbike business overnight change by Honda
1980 = Ted Turner launched CNN, first 24-hours news network
1980 = Akito Morita developed Walkman without prior market research
1984 = Michael Dell decided to start selling PC and personalized computers
“The public does not know what is possible. We do.” Akito Morita
In class discussion of strategic’s case examples:
- Boeing vs Airbus (jumbo liner vs medium sized aeroplanes)
- Atari (pioneer for home video-game industry but then lost the market to Sony, XBox, Nintendo etc)