Certified Strategy Execution Professional(CSEP)

STRATEGY ANALYSIS

(CSEP)

andSTRATEGY FORMULATIONSTRATEGY FORMULATION

August 7, 2009JW Marriott Hotel

Surabaya

Speaker :

Mr. Adhie AdriansyahManagement Consultant

GML Performance Consulting ( Asia )

WORKSHOP FACILITATORO S O C O

Adhie Adriansyah

• Management Consultant of GML Performance Consulting,

G d t d f E i F lt i M t St d P f DR

Adhie Adriansyah

• Graduated from Economic Faculty in Management Study, Prof.DR.

Moestopo University, Jakarta.

• Extensive experience in Consulting Industry for more 11 years• Extensive experience in Consulting Industry, for more 11 years,

especially for Strategic Management & Business Process Management.

• Extensive experience with Productivity Improvement Project Strategic• Extensive experience with Productivity Improvement Project, Strategic

Service Initiative project, Business Process Improvement Project,

Strategic Planning, Balanced Scorecard and Change ManagementStrategic Planning, Balanced Scorecard and Change Management

2

2 Strategy Analysis

COURSE OUTLINECOURSE OUTLINE2. Strategy Analysis3. Strategy Formulation

1. Need for SPFO4. Strategy Mapping5 Measures & Target1 5. Measures & Target6. Initiative Management7. Integrating Enterprise Risk

Management13.Strategy Review14.Review with

QPR Automation

1. Strategy

DevelopmentQPR Automation

2. 5. Monitor

Leadership Commitment

Strategy Mapping

Monitor, Learn & Adapt

8 Vertical & Horiontal

11.Operational Improvement M th d l

in Becoming an SPFO

8. Vertical & Horiontal Alignment

9. Individual Alignment10.Change Management

Methodology12.Effective Planning &

Organizing 3. Organization

4. Operational Organization

AlignmentOperational

Planning

3

STRATEGY ANALYSIS & STRATEGY ANALYSIS & STRATEGY FORMULATIONSTRATEGY FORMULATIONSTRATEGY FORMULATIONSTRATEGY FORMULATION

Course Agenda

Myth about Strategic PlanningBlueprint of Strategic Managementp g gprocessExternal Analysis (STEP & Porter’s FiveForces)Internal AnalysisVarious tools in strategy and productVarious tools in strategy and productanalysisSWOT AnalysisyMulti-Product Strategy (BCG Matrix)Multi-Business Strategy (GE Matrix)Growth Strategy

4

Ten Dangerous Myths About Ten Dangerous Myths About St t i Pl iSt t i Pl iStrategic PlanningStrategic Planning

• Myth #1: “We don’t need a strategic plan!”y g pThe truth is that every organization needs some form of plan to guide its actions during turbulent market conditions or it will simply respond to, and be controlled by, events outside the firm. It is just too easy to “drift off course” in a chaotic tactical environmentchaotic tactical environment.

• Myth #2: Strategic planning can only be done at a resort.Strategic planning is serious and shouldn’t be equated with a vacation. Everyone can play golf on their own time. All you need for a

d ti i ti t l l h t l f tproductive process is a meeting room at a local hotel or conference center.• Myth #3: “It interferes with our real jobs.”

Strategic planning is arguably the most important part of your job because it can determine the effectiveness of all the rest of your efforts.ca dete e t e e ect e ess o a t e est o you e o ts

• Myth #4: “We can do it without any help.”It is extremely difficult to both participate in and facilitate the same meeting. There is an almost irresistible urge to problem solve on detailed i d th f l t k f th bi i tissues and therefore lose track of the big picture.

• Myth #5: Planning will predict the future.Planning can reduce risk, but not eliminate it. It is easy to forget that any plan is a set of actions based on an assumption of how the future will punfold. Exploring alternative futures, and the actions needed under those conditions, improves your ability to respond to whatever happens.

5

Ten Dangerous Myths About Ten Dangerous Myths About St t i Pl iSt t i Pl iStrategic PlanningStrategic Planning

• Myth #6: Planning is done when the retreat is over.y gPlanning is a process, not an event. If it is not a continued, integral component of the management of your firm, it is indeed a waste of time.

• Myth #7: The plan is a binder on a shelf.Documentation is necessary but the real benefit of a good plan is the mentalDocumentation is necessary but the real benefit of a good plan is the mental framework for problem solving that it provides to employees. A strategic plan is really a way of thinking about the business, and it should change the way everyone goes about their job.

• Myth #8: The plan will automatically produce results.Without frequent, systematic oversight and review by you and the management team, there will be little implementation and the plan reduced to just a set of words. o ds

• Myth #9: If the CEO says it, it will happen.Actual execution of any plan only takes place when employees change their behavior to comply with the requirements of the plan. To implement the plan,

l t d t d it d b illi t k th h temployees must understand it and be willing to make the necessary changes to how they go about their individual jobs.

• Myth #10: “The plan is too confidential to be shared with regular employees.”p ySee Myth #9. Even the best strategic plan will never produce the desired results if the people who have to implement it don’t know what it is.

6

Strategic Management Strategic Management –– DefinedDefined

Art & science of formulating, implementing, and evaluating, cross-functional decisions thatcross-functional decisions that

enable an organization to achieve its objectives

7

STRATEGYSTRATEGYSTRATEGYSTRATEGY

“Sekumpulan aktivitas yang dipilih oleh suatu perusahaan dalam rangkasuatu perusahaan dalam rangka

menghasilkan nilai-nilai pelanggan yang spesifik serta berbeda atau lebih baikspesifik serta berbeda atau lebih baik

dibandingkan dengan pesaing.”

Mengapa ada beberapa perusahaan memiliki kinerja lebih baik dibandingkan yang lain???

8

What is Strategic Planning?What is Strategic Planning?What is Strategic Planning?What is Strategic Planning?

• Process to establish priorities on what you willaccomplish in the futurep

• Forces you to make choices on what you will doand what you will not do

• Pulls the entire organization together around asingle game plan for execution

• Broad outline on where resources will get• Broad outline on where resources will getallocated

9

Wh d St t i Pl i ?Wh d St t i Pl i ?Why do Strategic Planning?Why do Strategic Planning?

• If you fail to plan, then you plan to fail – beproactive about the futureproactive about the future

• Strategic planning helps improves performance• Counter excessive inward and short-term

thinking• Solve major issues at a macro level

C i t t h t i t i t t• Communicate to everyone what is most important

10

A Good Strategic Plan shouldA Good Strategic Plan shouldA Good Strategic Plan should A Good Strategic Plan should

• Address critical performance issues• Create the right balance between what the

organization is capable of doing vs what theorganization is capable of doing vs. what theorganization would like to do

• Cover a sufficient time period to close theCover a sufficient time period to close theperformance gap

• Visionary – convey a desired future end state• Flexible – allow and accommodate change• Guide decision making at lower levels – operational,

tactical individualtactical, individual

11

STRATEGY DEVELOPMENT PROCESSPROCESS

12

STRATEGY DEVELOPMENT STRATEGY DEVELOPMENT BLUEPRINTBLUEPRINTBLUEPRINTBLUEPRINT

External InternalMakro IndustryExternal Analysis

Threats and t iti

InternalAnalysis

Strengths andk f

a o y

StakeholderExpectation

opportunities in environment

Key success

gweaknesses of

organization

Distinctive

Vision

MissionKey successfactors

Creation of strategyby top management

Distinctivecompetences

Mission

by top management

Socialresponsibility

Top managementvalues

Evaluation andchoice of strategy

Implementationof strategy 13

INGREDIENTS OFINGREDIENTS OFINGREDIENTS OF INGREDIENTS OF SUCCESSFUL STRATEGYSUCCESSFUL STRATEGY

• They are directed toward unambiguous long-term goalsgoals

• They are based on insightful understanding of the external environmentexternal environment

• They are based on intimate self-knowledge of the organization and its internal capabilitiesorganization and its internal capabilities

• They are implemented with commitment and coordination of entire organization effortscoordination of entire organization efforts

(Robert M Grant Author of Contemporary Strategy Analysis)(Robert M. Grant, Author of Contemporary Strategy Analysis)

14

BUSINESS SCOPEBUSINESS SCOPEBUSINESS SCOPEBUSINESS SCOPE

It should cover:It should cover:

Vision and Mission of the organizationVision and Mission of the organizationTime frame of strategic planDescription of its productsDescription about its customersp

15

EXAMPLE BUSINESS SCOPEEXAMPLE BUSINESS SCOPE1. Visi & Misi Bank XYZ “Menjadi bank No. 3 terbesar di Indonesia dengan standarInternasional dengan menyediakan produk dan pelayanan yanginovatif, berkualitas, dan terpercaya kepada pelanggan”. Visi dan

Kredit: Consumer: - XYZ KPR, untuk Kredit Pemilikan Rumah

- XYZ KPA, untuk Kredit Pemilikan Apartemen - XYZ KPM, untuk Kredit Pemilikan Mobil

- Kredit Executive, untuk keperluan konsumtif seperti wisuda, wisata, ik h d b i d d hinovatif, berkualitas, dan terpercaya kepada pelanggan . Visi dan

misi ini dibuat untuk dicapai dalam kurun waktu 3 tahun mendatang,2005.

2. Lingkup Strategic Plan

Lingkup strategic plan mencakup korporasi secara keseluruhan dan

pernikahan, dan sebagainya, dengan persyaratan mudah Retail:- KUK (Kredit Usaha Kecil), untuk usaha kecil, batas plafon max Rp.250 juta

- Kredit Usaha, untuk usaha menengah, batas plafon Rp. 251 – 999 juta Commercial: Kredit Commercial, untuk usaha menengah ke atas, batas plafon min. Rp. 1 milyarLingkup strategic plan mencakup korporasi secara keseluruhan dan

pengoperasiannya di seluruh cabang di Indonesia. Termasuk didalamnya, seluruh layanan produk dan jasa yang ditawarkan kepadamasyarakat. Jangka waktu pencapaian rencana strategis ini untuk 3 tahunmendatang, dari Agustus 2002 s.d. Desember 2005. Batasan geografiyang akan dianalisa juga terbatas di pasar Indonesia yang juga merasakand k d i k d I t i l

1. milyar

Tabel 1. Sumber Pendanaan

2001 2002 (YTD) Tabungan 31% 29%

Giro 11% 16%dampak dari keadaan Internasional. 3. Produk Bank XYZ menawarkan produk dan jasa utama layaknya perbankan,funding dan lending. Produknya terdiri dari:

Giro 11% 16%Deposito 58% 55%

Tabel 2. Distribusi Penyaluran Kredit

2001 2002 (YTD) XYZ KPR 63% 60%

Tabungan: - XYZ Saving, tabungan harian yang dapat diambil setiap saat dan tidakada saldo minimum. - XYZ Executive, tabungan harian dan dapat diambil setiap saat, namunsaldo minimum Rp.500.000,- dan diberikan bunga progresif tergantung

XYZ KPA 16% 14% XYZ KPM 6% 7% Kredit Eksekutif 4% 5% KUK 8% 10% Kredit Usaha 3% 4 Kredit Commercial 0% 0% p , g p g g g

dari jumlah dana tersimpan. Giro: - XYZ Giro, untuk transaksi yang pengambilannya ataupemindahbukuannya dengan cek atau giro.

1.4. Customer

Fokus Bank XYZ terutama kepada consumer banking, masyarakat umum untuk tujuan konsumsi. Usaha Bank XYZ mulai merambah pada pasar retail, pengusaha kecil dan menengah, untuk tujuan investasi dan pengembangan usaha melalui kredit retail dan k i l

Deposito Berjangka: - Berjangka 1 bulan, 3 bulan, 6 bulan, dan 1 tahun. Jika dicairkan sebelum tenggang waktu yang telah disepakati, akan dikenakan pinalti 3% dari saldo dan bunga.

komersial.

16

EXTERNAL ANALYSIS

External Analysis

17

MACROExternal Analysis

EconomySocial

INDUSTRY

Analysis

New entrants

Internal Rivalry Politic/

LegalDemo-hi

Suppliers Customersggraphic

Substitutes

Technological

18

ANALYZING THE MACROANALYZING THE MACRO--ENVIRONMENTENVIRONMENT(STEP)(STEP)

InternetInnovations

(STEP)(STEP)

InnovationsNew research breakthroughs

POLITIC & LEGALTECHNOLOGY

Political stability (e.g. changes in UUD) Government regulation/legislation

Life styleCultureReligionEducation

Legal reformation Public security Local Autonomy Employment policy MACRO-ENVIRONMENT Education

Health awarenessAges and gender

ECONOMIC SOCIAL/Economic growthInterest ratesInflation ratesTaxation rates

ECONOMIC SOCIAL/

DEMOGRAPHIC

Taxation ratesExchange ratesConsumer confidenceLabor issues 19

EXAMPLE: EXAMPLE: MACRO ANALYSISMACRO ANALYSISMACRO ANALYSISMACRO ANALYSIS

1.3. Sosial dan Budaya

Gaya hidup eksekutif muda dan remaja yang lebih konsumtif, mendorongpertumbuhan pasar consumer yang lebih baik. Misalnya, meningkatnya masyarakatyang menggunakan credit card untuk mempermudah konsumsi mereka. Guna

j b i i i b k b k b ik di i j i k dimenjawab permintaan pasar ini, bank-bank pun memberanikan diri menyetujui kredithanya dengan bukti kartu pelajar atau KTP, tanpa bukti pendapatan bulanan dariperusahaan. Dampak yang mungkin timbul adalah resiko bad-debt karena tidak adadata yang jelas mengenai sumber dana untuk membayar kredit kembali.

Implikasi:

Probability ofOpportunities Probability ofOccurrence

Opportunities

1 2 3 4 5Meningkatnya permintaan credit card darik l dkalangan muda

ThreatMeningkatnya tingkat kejahatan manipulasi datauntuk mendapatkan kredit dengan syarat yangmudah (bad-debt meningkat).

20

PORTER’s FIVE FORCES:PORTER’s FIVE FORCES:INDUSTRY ANALYSISINDUSTRY ANALYSISINDUSTRY ANALYSISINDUSTRY ANALYSIS

Economic of scaleIndustry growth ratePotential Entrants

Economic of scaleProprietary product differencesBrand identityCapital requirementsAccess to distribution

y gHigh fixed costIntermittent overcapacityProduct differencesBrand identity

INDUSTRY COMPETITORS

Access to distributionGovernment policyExpected retaliation

Switching costsInformational complexityConcentration and balanceDiversity of competitors COMPETITORS

CustomersSuppliers

Rivalry among existing firms

Switching cost of buyersPresence of substitutesIndustry concentration relative to buyer concentration

See the reverse of “Customers”

The importance of

Substitutes

Importance of volume to buyersImpact of outputs on buyer costsor buyer differentiationBuyer profitabilityD i i M k ’ i ti

substitutes depends:Relative price/performance of substitutesSwitching costsB it t Substitutes Decision Makers’ incentivesBuyer propensity to substitute

21

Industry Analysis Industry Analysis The PORTERS’ FiveThe PORTERS’ Five--Forces Model ofForces Model ofThe PORTERS FiveThe PORTERS Five Forces Model of Forces Model of

CompetitionCompetition

Potential entry of new competitors

Rivalry among competing firms

Bargaining power f li

Bargaining power fcompeting firmsof suppliers of consumers

Potential developmentPotential development of substitute products

22

ANALISA LINGKUNGAN INDUSTRIANALISA LINGKUNGAN INDUSTRI

PENDATANG BARUPOTENSIAL

PEMASOK PEMBELIPERSAINGAN

DALAM PEMBELIINDUSTRI

PRODUKPRODUKSUBTITUSI

23

EXAMPLE:INDUSTRY ANALYSISINDUSTRY ANALYSIS

2.1. Entry Barrier

Pada industri perbankan terdapat beberapa hal yang dapat menjadi penghalangb i i i b t k k k d l i d t i i i Ad f kt

Potential Entrants High Barriers to Entry

bagi pesaing-pesaing baru untuk masuk ke dalam industri ini. Adapun faktorpenghambat tersebut adalah :

Economy of Scale: Pada industri perbankan, skala ekonomi merupakan faktor yangdapat menjadi penghambat bagi para pendatang baru untuk dapat bersaing denganbank-bank papan atas (market leader) karena mereka sudah mempunyai Skala

Entrants

Industry CustomersSuppliers

+

High Barriers to Entry

High Supplier Power Low Customer Power

Ekonomi yang besar di industri perbankan yaitu memiliki banyak cabang yangtersebar di Indonesia, tingkat perputaran modal mencapai puluhan milyar hinggatrilyunan rupiah, jaringan antar cabang yang luas dan terorganisasi dengan baik.Namun bank-bank baru tersebut masih dapat bersaing dengan bank di papanmenengah ke bawah yang skala ekonominya tidak terlalu besar.

Competitors CustomersSuppliers

X X +

High Rivalry

Product Differentiation: Oleh karena nature of the business, bank memiliki jenisjasa yang hampir sama: lending dan funding, namun masing-masing bank melabelproduct mereka supaya lebih menarik minat nasabah. Namun, perbedaan yangtidak signifikan dari fitur produk dan jasa yang ditawarkan menunjukkan bahwahambatan bagi pendatang baru masuk ke industri ini tidaklah terlalu tinggi.

Substitutes

XMany Substitutes X+

Decreases market attractiveness

Increases market attractiveness

Capital Requirements: Sejak krisis, modal yang diwajibkan untuk mendirikansuatu bank semakin tinggi. Bagi investor, jumlah modal yang semakin tinggimenyulitkan mereka untuk masuk ke industri ini. Dana investasi untuk dapatberkembang, berkompetisi meraih pangsa pasar, dan investasi teknologi, yangdibutuhkan tidaklah sedikit. Untuk itu, sulit bagi pendatang baru tanpa modal

Gambar 5. Porter’s Five Forces Industri Perbankan Indonesiaberkecimpung dalam industri ini.

Peraturan pemerintah: Peraturan pemerintah sejak krisis ekonomi semakin ketatbagi pendirian bank baru. Selain jumlah modal, maka pemilik dan calon direksibank tersebut harus melalui proses fit dan proper test dari BI serta tidak sedangterlibat kasus hukum dan melakukan tindakan tercela. Keterbatasan initerlibat kasus hukum dan melakukan tindakan tercela. Keterbatasan inimenyebabkan industri ini tidak menarik bagi pendatang baru.

Berdasarkan empat faktor entry barrier yang dianalisa, tiga di antaranyamenunjukkan bahwa tidaklah mudah bagi pendatang baru memasukiindustri perbankan dan bersaing dengan bank-bank yang ada. 24

DETERMINE THE INDUSTRY DETERMINE THE INDUSTRY KEY SUCCESS FACTORS (KSF)KEY SUCCESS FACTORS (KSF)

What does organization need to perform well in order to have a sustainable competitive

d t ???advantage ???•••••• Industri Key Success

Factor menjadi panduan dalam pemilihan strategy

KEY SUCCESSFACTORS

dalam pemilihan strategy setelah analisa SWOT & TOWS

25

EXAMPLE:INDUSTRY KEY SUCCESS FACTOR

Analisa makro dan industri di atas memberikan informasi Key Success FactorsAnalisa makro dan industri di atas memberikan informasi Key Success Factorsyang dibutuhkan oleh sebuah bank untuk tetap exist dan berkompetisi denganpesaing yang ada, antara lain:

4.1 Tingkat Kesehatan & ReputasiSejak krisis ekonomi dan kejadian likuidasi bank-bank, BI semakin ketat dalammemberikan keleluasaan bank-bank pemerintah dan swasta dalam usahanya.A dit d k t l ki k t t d i j ti k t k h t b kAudit dan kontrol semakin ketat dan peninjauan tingkat kesehatan bankdilakukan secara berkala. Bank yang sehat dan reputasi yang jauh dari terpaankasus, isu negatif, dan dimiliki oleh orang/pihak berpengalaman, sangatberpengaruh bagi masyarakat dalam menentukan pilihan atas suatu bank.

4.2 JaringanCabang dan ATM yang tersebar di berbagai daerah, memudahkanmasyarakat melakukan transaksi. Aliansi dengan bank-bank yang lain,departemen store, supermarket, restoran, dan lain sebagainya membantupengguna jasa memanfaatkan fasilitas yang digunakan.

4.3 Infrastruktur dan TeknologiSistem informasi yang dapat diandalkan, cepat dalam proses, dan upd t d k b k i k tk l k d b hdated memampukan bank meningkatkan pelayanan kepada nasabah,kepuasan meningkat, memberikan dampak positif atas pencapaian hasilyang optima 26

4 4 Capital yang kuat

EXAMPLE:INDUSTRY KEY SUCCESS FACTOR ( Lanjutan )

4.4. Capital yang kuatSumber dana yang kuat dari investor memperbesar tingkatkepercayaan masyarakat atas suatu bank. CAR (Capital AdequacyRatio) merupakan unsur penting yang diperhatikan BI dalam menilaiRatio) merupakan unsur penting yang diperhatikan BI dalam menilaikinerja dan kelayakan operasi suatu bank untuk periode tertentu. Halini akan sangat berpengaruh pada penilaian masyarakat atas banktersebut.

4.5. Product InnovationOleh karena tututan masyarakat akan layanan produk dan jasa,bank-bank berkompetisi melahirkan produk-produk inovatif bagi

k t B k k d i i j j i t imasyarakat. Bukan sekadar simpan-pinjam, namun juga investasireksadana, call deposit, back to back, dan lain sebagainya. Semakinbervariasi dan banyak kemudahan yang ditawarkan suatu bank dandapat dinikmati oleh masyarakat semakin besar kesempatan bankdapat dinikmati oleh masyarakat, semakin besar kesempatan banktersebut exist di pasar.

4.6. Marketing ActivityMelewati masa krisis memaksa pemerintah melikuidasi bank-bank yangMelewati masa krisis memaksa pemerintah melikuidasi bank bank yangtidak sehat sehingga sebagian masyarakat pun turut merasakan pahitnyakejadian ini. Akibatnya, banyak dari masyarakat belum berani kembalimenempatkan dananya ke bank-bank lokal meskipun penjaminan sudahdiberikan Citra yang buruk ini harus dibangkitkan kembali oleh setiap

27

diberikan. Citra yang buruk ini harus dibangkitkan kembali oleh setiapbank guna meningkatkan keyakinan masyarakat akan kesehatanoperasinya.

INTERNAL ANALYSISINTERNAL ANALYSIS

Internal Analysis

28

CAPABILITIESCAPABILITIES

2 Types:1. Need to ‘exist in the game’ (capabilities)g ( p )2. Need to be ‘ahead of the game’ (strategic capabilities)

Criteria for strategic capabilities:- It is valuable to customers- It is superior to competitors- It is difficult to imitate of replicate

DistinctiveDistinctiveCompetencies

29

MEASURING STRATEGIC MEASURING STRATEGIC CAPABILITIESCAPABILITIESCAPABILITIESCAPABILITIES

Function Current Capabilities 1 2 3 4 5

1 = Less than competitors , 3 = Equal to competitors , 5 = Better than competitors

30

CREATION OF STRATEGYCREATION OF STRATEGYCREATION OF STRATEGYCREATION OF STRATEGY

31

SWOT ANALYSISSWOT ANALYSISSWOT ANALYSIS SWOT ANALYSIS

Internal

STRENGTHS (S)Resource, skill or other advantage relative to

WEAKNESSES (W)Limitation or deficiency in resource, skills and

advantage relative to competitors.

capabilities relative to competitors

uppo

rt Barrie

OPPORTUNITIES (O)Existing & potential external opportunities

THREATS (T)Existing & potentialexternal threats

Suer

external threats

External

32

EXAMPLE: SWOT ANALYSISEXAMPLE: SWOT ANALYSIS Internal

STRENGTHS WEAKNESSES ⎧ Memiliki Sales Force/ Customer Service team ⎧ Konservatif ⎧ Good Corporate Governance ⎧

⎧ Produk yang kurang inovatif ⎧ Sales force/customer service kurang

agresif ⎧ Sistem training yang belum optimal

STRENGTHS WEAKNESSES

⎧ ⎧ ⎧ ⎧ ⎧

⎧ g y g p⎧ ⎧ ⎧

⎧ ⎧⎧

⎧ P t b h k i d t

⎧ Suku bunga yang fluktuatifport

Bar

OPPORTUNITIES THREATS

⎧ Pertumbuhan ekonomi yang moderat⎧ Tingkat konsumsi masyarakat meningkat ⎧ Peningkatan permintaan kredit usaha kecil

dan menengah ⎧ ⎧

⎧ Suku bunga yang fluktuatif⎧ Nilai tukar USD/Rph yang fluktuatif ⎧ Stabilitas politik yang belum menentu ⎧ Banyak produk substitusi ⎧ ⎧ ⎧

Supp rier

⎧ ⎧ ⎧ ⎧ ⎧ ⎧ ⎧

⎧ ⎧ ⎧ ⎧ ⎧ ⎧ ⎧

33

⎧

External

TOWS MATRIXTOWS MATRIXTOWS MATRIX TOWS MATRIX

STRENGTHS (S) WEAKNESSES (W)

SO STRATEGYUsing strengths to take

WO STRATEGYTo minimize weaknesses in OPPORTUNITIES (O) Using strengths to take

advantage of the opportunities

order to take advantage of the opportunities

OPPORTUNITIES (O)

ST STRATEGYUsing strengths to deal withThe external environmental

WT STRATEGYTo minimize both weaknesses and externalTHREATS (T) The external environmental

threatsweaknesses and external threats

( )

34

EXAMPLE: TOWS ANALYSISEXAMPLE: TOWS ANALYSIS

STRENGTHS WEAKNESSES ⎧ Memiliki Sales Force/

Customer Service team ⎧ Konservatif ⎧ G d C G

⎧ Produk yang kurang inovatif ⎧ Sales force/customer service

kurang agresif ⎧ Si i i b l i l⎧ Good Corporate Governance

⎧ ⎧

⎧ Sistem training yang belum optimal ⎧

OPPORTUNITIES SO STRATEGIES WO STRATEGIES ⎧ Pertumbuhan ekonomi yang

moderat ⎧ Tingkat konsumsi

masyarakat meningkat ⎧ P i k t i t

⎧ Sales force team yang ada perlu dikerahkan untuk mulai aktif menjangkau masyarakat yang tingkat ekonominya sudah membaik (terbukti dari

⎧ Permintaan kredit sudah ada dan mulai meningkat, perlu diimbangi dengan melahirkan produk yang lebih inovatf

⎧ Perlu diberikan training selling skills kepada sales force/ customer service

⎧ Peningkatan permintaan kredit usaha kecil & menengah

⎧ ⎧

konsumtif level meningkat⎧ Untuk promosi ke pasar retail,

gunakan promosi good corporate governance untuk meningkatkan keyakinan pasar atas kemampuan B k XYZ

supaya lebih agresif menjual dengan efektif di pasar konsumer dan retail

⎧ ⎧ ⎧

⎧ Bank XYZ

⎧ ⎧

THREATS ST STRATEGIES WT STRATEGIES ⎧ ⎧ ⎧⎧ Suku bunga yang fluktuatif⎧ Nilai tukar USD/Rph yang

fluktuatif ⎧ Stabilitas politik yang belum

menentu ⎧ B k d k b tit i

⎧ Gaya manajemen yang konservatif tetap dipertahankan guna antisipasi gerakan USD/Rph dan suku bunga yang masih fluktuatif

⎧

⎧ Departemen R&D akan di-challenge untuk melahirkan produk baru paling tidak XX setiap tahun/ 2 tahun.

⎧ ⎧ ⎧

35

⎧ Banyak produk substitusi⎧

⎧ ⎧

⎧

MATCHING KEY FACTORS TO FORMULATE ALTERNATIVE STRATEGIESALTERNATIVE STRATEGIES

20% annual growth in Excess working capital

Key Internal Factor Key External Factor Resultant Strategy

Exit of two major

Acquire Cellfone, Inc.=g

the cell phone industry (opportunity)

+Excess working capital (strength)

Pursue horizontal integration by buying competitor's facilities

=

Exit of two major foreign competitors from the industry (opportunity)

+Insufficient capacity (weakness)

Develop new products for older adults=Decreasing numbers

of young adults (threat)+Strong R&D (strength)

( y)

Develop a new employee benefits package

=Strong union activity (threat)

+Poor employee morale (weakness)

36

PRIORITIZING YOUR TOWSPRIORITIZING YOUR TOWSPRIORITIZING YOUR TOWS PRIORITIZING YOUR TOWS STRATEGIC CHOICESSTRATEGIC CHOICES

37

ANALISA SWOTANALISA SWOT::STRENGTH AND WEAKNESSSTRENGTH AND WEAKNESSSTRENGTH AND WEAKNESSSTRENGTH AND WEAKNESS

STRENGTHS Weight Score TotalSTRENGTHS Weight Score Total

1. Financial capital 25 4 100

2. Production Core competencies 25 4 100

Weight:Higher percentage, higher importance.

3. Distribution Network 20 4 80

4. Brand Equity 20 4 80

Score (Strengths):4 = Very Strong3 = Strong

5. Relationship Management with Users 10 3.5 35

TOTAL 100 395

2 = Slightly strong1 = Average in the industry

WEAKNESSES Weight Score Total

1. Innovation capability 40 3.5 140

Score (Weaknesses):4 = Very weak3 = Weak

2. Supplier support 40 3.5 140

3. Working environment 20 3.5 70

TOTAL 100 350

3 = Weak2 = Slightly weak1 = Comparably weak in the industry

38

TOTAL 100 350

ANALISA SWOTANALISA SWOT::OPPORTUNITY AND THREATOPPORTUNITY AND THREATOPPORTUNITY AND THREATOPPORTUNITY AND THREAT

Opportunities Weight Score Total

1. High growth market segment 15 4 60

2. Availability of banking capital 25 4 100Weight:Higher percentage, hi h i t3. Needs for information 20 3 60

4. Deregulated industry 20 3 60

5 T h l d i i 20 3 60

higher importance.

Score (Opportunities):4 V hi h5. Technology driving covergency 20 3 60

TOTAL 100 340

4 = Very high3 = High 2 = Possible1 = Low

Threats Weight Score Total

1. Many existing players in the industry 30 3 90

2 Product substitutions 20 3 60

Score (Threats):4 = Very high3 = High2 P ibl2. Product substitutions 20 3 60

3. Reduced buying power 20 2 40

4. Increasing fuel cost driving increasing 30 3 90

2 = Possible1 = Low

39

COGS

TOTAL 100 280

STRATEGY ANALYSISSTRATEGY ANALYSISTOWSTOWS MAPPINGMAPPINGTOWSTOWS MAPPINGMAPPING

100 O

60

80

StabilisasiMemperbaiki kelemahan internal agar peluang dapat dimanfaatkan secara optimal

PertumbuhanMengoptimalkan kekuatan untuk menangkap

peluang yang ada

40

60

SW = 45OT = 60

0

20

-100 -80 -60 -40 -20 0 20 40 60 80 100SW

-40

-20

Diversifikasi

-80

-60BertahanMenjaga cash flow agar tetap positif dgn berbagai cara dan setelah itu mengambil keputusan untuk divestasi, likuidasi, atau mencari bisnis

Mencari pasar/bisnis baru (niche), melakukan aliansi/joint venture, membuat konglomerasi

(akuisisi) dengan memanfaatkan kekuatan yang ada dan menghindari ancaman thd bisnis

sekarang

40

-100

, , g

T

ANALYZING MULTIPRODUCTANALYZING MULTIPRODUCTANALYZING MULTIPRODUCT ANALYZING MULTIPRODUCT STRATEGYSTRATEGY

41

BCG MATRIXBCG MATRIXHigh2.0

Medium1.0

Low0.0

Rat

e

High+20

Low relative market share –compete in high-growth industry

Cash needs are high

High relative market share and high growth rate

Best long-run opportunities for growth & profitability

Gro

wth

Case generation is low

Decision to strengthen (intensive strategies) or divest

g p y

Substantial investment to maintain or strengthen dominant position

Integration strategies intensive

Sale

s G

Medium0

strategies) or divest

Low relative market share & i l k

Integration strategies, intensive strategies, joint ventures

High relative market share, competes in low-growth industry

ndus

try compete in slow or no market

growth

Weak internal & external position

in low growth industryGenerate cash in excess of their

needs

Milked for other purposes

Maintain strong position as long asIn

Low-20

Liquidation, divestiture, retrenchment

Maintain strong position as long as possible

Product development, intensive diversification

42

Relative Market Share PositionRatio of a division’s own market share in an industry to

the market share held by the largest rival firm in that industry

BOSTON CONSULTING GROUPBOSTON CONSULTING GROUPGROWTH/SHARE MATRIXGROWTH/SHARE MATRIX

Tip Top Products Market Largest Competitors Market BCG Ratio forShare Products Share Relative Market Share

Sunblest 9.20% Buttercup – Super SandwichM k

7.00% 1.31Maker

Hyfibe 2.50% Uncle Toby’s – Energy White 2.40% 1.04Wholemeal 2.40% Helgas – Wholemeal 2.20% 1.09White Stuff 4.22% Buttercup – Wonder White 8.55% 0.49

G 3 20% 3 00%Multi Grain 3.20% Buttercup – Molenberg 3.00% 1.06Multi Grain 9 Grain 2.20% 3.33% 0.66Spicy Fruit Loaf 0.80% Sunicrust – Fruit Loaf 0.75% 1.07Raisin Loaf 1.02% Sunicrust – Raisin Loaf 1.40% 0.72

Tip Tip Products Product Categories Market Growth Rate

Sunblest White Bread 0.8%White StuffHyfibe High Fiber 3.2%Wholemeal Wholemeal 2.1%Multi Grain Grain Bread 3.3%Multi Grain 9 GrainSpicy Fruit Loaf Fruit Loaf 1.7%Raisin Loaf 43

BOSTON CONSULTING GROUPBOSTON CONSULTING GROUPGROWTH/SHARE MATRIXGROWTH/SHARE MATRIX

RELATIVE MARKET SHARE

012STARS QUESTION MARKS

MARK

012

ET

G

CASH COWS

Multi Grain

ROWT

DOGS

Multi 9 Grain

5%

Multi GrainHyfibe

Wholemeal

Spicy Fruit Loaf

H RAT

Multi 9 Grain

Raisin LoafSpicy Fruit LoafSunblestE

Raisin LoafWhite Stuff

0%44

ANALYZING MULTIANALYZING MULTI BUSINESSBUSINESSANALYZING MULTIANALYZING MULTI--BUSINESS BUSINESS STRATEGYSTRATEGY

45

GE ATTRACTIVENESS MATRIX:GE ATTRACTIVENESS MATRIX:CO O S S OCO O S S OCORPORATE ANALYSIS OF CORPORATE ANALYSIS OF

BUSINESS PORTFOLIOBUSINESS PORTFOLIO

2 1

Y Y NES

SN

ESS High 1

3 2

DU

STR

DU

STR

AC

TIVE

NA

CTI

VEN

Med 11 = Invest.

IND

IND

ATTR

AAT

TRA

L 3 3 2

1 Invest.2 = Careful3 = Harvest/

DivestLow 3 3 2

Low MedBUSINESS STRENGTHBUSINESS STRENGTH

High46

GROWTH REINVENTIONGROWTH REINVENTIONGROWTH REINVENTION GROWTH REINVENTION STRATEGYSTRATEGY

47

GROWTH STRATEGYGROWTH STRATEGY

Sales

Integrative growth

Diversification growthDesired sales Desired sales

Strategic-planning gap

Current portfolio

Intensive growth

Integrative growth

Projected sales

Time (years)

Intensive growth: perusahaan mencoba menggali peluang untuk mencapai pertumbuhan dari bisnis yangsudah ada

Time (years)0 5 10

Integrative growth: perusahaan mencoba menggali peluang untuk membangun bisnis baru ataumengakuisisi bisnis yang berhubungan dengan bisnis yang sudah ada

Diversification growth: perusahaan mencoba menggali peluang untuk menambah bisnis yang menarik yangtidak berhubungan dengan bisnis yang ada

48Sumber: Philip Kotler, Marketing Management, hal.84

FOUR STRATEGY FOR INTENSIVE GROWTHFOUR STRATEGY FOR INTENSIVE GROWTH

1. Market penetration strategyM d l

3. Product development

Current Products New Products

• Mendorong pelanggan untuk membeli lebih banyak

• Mengakuisisi pelanggan pesaing

• Meyakinkan pembeli baru

pstrategy

• Fitur baru• Kualitas yang berbeda• dll

Current Markets

y p

2. Market development strategy• Identifikasi pelanggan• Identifikasi pelanggan

potensial• Mencari jaringan distribusi

baru• Menjual di lokasi baru atau

(Intensive diversification strategy)

Contoh: Apple menjual Ipod

New Markets

luar negeri

49

Sumber: Philip Kotler, Marketing Management, hal.84

IMPACT OF STRATEGY ON SHAREHOLDER VALUES:TOP TEN INTANGIBLE ASSETS CONSIDERED BY FINANCIAL ANALYSTSTOP TEN INTANGIBLE ASSETS CONSIDERED BY FINANCIAL ANALYSTS

Execution of corporate strategy 1

Variable Rankp gy

Management credibility

Quality of corporate strategy

2

3

InnovationAbility to attract and retain talented people

Market share

45

6Market share

Management expertise

Alignment of compensation with shareholders’ interests

6

7

8Alignment of compensation with shareholders interestsResearch leadership

Quality of major business processes

8

9

10

Source: J.Low & T. Siesfield, Measures That Matter (Boston: Ernst & Young, 1998) 50

“Do your work with your whole heart and you willDo your work with your whole heart and you willsucceed-there is so little competition!”

Elbert Hubbard (1856 1915)Elbert Hubbard (1856-1915)

51