Transcript Mohammad Arief - Universitas Trunojoyo Madura

Manajemen Strategik;
An Overview
Mohammad Arief
WHY A FIRM NEED A STRATEGY
Mintzberg
Setting
Direction
Focussing
Effort
Defining the
Organization
Providing
Consistency
THINKING STRATEGICALLY:
THE THREE BIG STRATEGIC QUESTIONS
Where are we now?
Where do we want to go?
How are we going to get there?
WHAT IS STRATEGIC MANAGEMENT?


Strategic Management is an art and science of
formulating, implementing and evaluating
cross-functional decisions that enable an
organization to achieve its objectives (Fred R.
David, 2008).
Strategic Management is the approaches to
grow, attract and please clients, compete
successfully and achieve targeted levels of
organizational performance (Arthur A.
Thompson, 2010)
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WHAT IS STRATEGIC MANAGEMENT? (CONTD.)
In ultimate analysis Strategic Management is
the Quest for Competitive Advantage.
 4 most frequently used strategic
approaches:

Striving to be the industry’s low-cost provider
 Outperforming rivals based on quality, diversity,
style, technology, value –added services etc
 Focusing on a narrow market niche
 Developing capability that rivals can’t easily
imitate.

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WHAT IS STRATEGIC MANAGEMENT? (CONTD.)
Strategic Management focuses on
 Integrating management,
 Production/operation.
 Financing/accounting,
 Marketing,
 Research & development,
 MIS
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Prime Task of Strategic Management
Peter Drucker: -- Think through the
overall mission of a business. Ask the
key question: “What is our Business?”
Integrating Intuition and Analysis
The strategic management process
attempts to organize quantitative and
qualitative information under conditions of
uncertainty
Integrating Intuition and Analysis
Intuition is based on:
 Past experiences
 Judgment
 Feelings
Intuition is useful for decision making in:
 Conditions of great uncertainty
 Conditions with little precedent
Integrating Intuition & Analysis
Intuition & Judgment
Involve Management at all levels
Influence all Analyses
Integrating Intuition & Analysis
Analytical Thinking
Intuitive Thinking
Benefits of Strategic Management
Financial Benefits
• Improvement in sales
• Improvement in profitability
• Productivity improvement
Benefits of Strategic Management
Non-Financial Benefits
• Improved understanding of competitors strategies
• Enhanced awareness of threats
• Reduced resistance to change
• Enhanced problem-prevention capabilities
WHY SOME FIRMS DO NO STRATEGIC
PLANNING ?

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Poor Reward Structure
Fire Fighting
Content with Success
Overconfidence
Prior Bad Experience
Fear of Failure
Waste of Time
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WHY STRATEGIC PLANNING/MANAGEMENT
MAY FAIL?

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Strategic planning to satisfy regulatory
requirement,
Top management not actively
supporting the strategic planning
process
Failing to involve key employees in all
phases of strategic planning
Becoming so engrossed in current
problems that insufficient planning is
done
Failing to communicate the strategy to
employees who continue working in
dark
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A COMPREHENSIVE STRATEGIC-MANAGEMENT MODEL
(FRED R. DAVID)
Basic Elements of the Strategic
Management Process (Wheelen & Hunger)
THE FIVE TASKS OF STRATEGIC MANAGEMENT
(THOMPSON & STRICKLAND)
Task 1
Task 2
Task 3
Task 4
Task 5
Develop a
Strategic
Vision
and
Mission
Set
Objectives
Craft a
Strategy
to Achieve
Objectives
Implement
and
Execute
Strategy
Monitor,
Evaluate,
and Take
Corrective
Action
Revise as
Needed
Revise as
Needed
Improve/
Change
Improve/
Change
Recycle
as Needed
Company Mission, Social
Responsibility, and Ethics
External Environment
Domestic)
. Remote
. Industry
.Operating
( Global &
Internal Analysis
Strategic Analysis and Choice
Generic and Grand Stretegies
Long-term Objective
Short-term Objectives;
Reward System
Feedback
Functional Tactics
Organizational Structure,
Leadership and Culture
Major Impact
Minor Impact
Policies
Stregic Control,Innovation,
and Entrepreneurship
Feedback
Strategic
Inputs
Chapter 3
External
Environment
Chapter 4
Internal
Environment
Strat. Intent
Strat. Mission
Strategy Formulation
Strategy Implementation
Chapter 11
Chapter 5
Bus. - Level
Strategy
Chapter 6
Competitive
Dynamics
Chapter 7
Corp. - Level
Strategy
Corporate
Governance
Chapter 8
Acquisitions &
Restructuring
Chapter 9
International
Strategy
Chapter 10
Cooperative
Strategies
Chapter 13
Strategic
Leadership
Strategic
Outcomes
Strategic Actions
The Strategic
Management Process
Chapter 2
Above Average
Returns
Chapter
Chapter
11
Strategic
Strategic
Competitiveness
Competitiveness
Feedback
Chapter 12
Structure
& Control
Chapter 14
Entrepreneurship
& Innovation