manajemen strategi - Universitas Kristen Maranatha

MANAJEMEN STRATEGI (Sessi 5)
TI-021
Rudy Wawolumaja
Session 5
COMPETITIVE STRATEGY
STRATEGI BERSAING atau
STRATEGI PADA TINGKAT
BISNIS
Rudy Wawolumaja / Universitas Kristen Maranatha
STRATEGI BERSAING PADA
TINGKAT BISNIS
1. Kepemimpinan biaya
(cost leadership)
2. Diferensiasi
3. Fokus:
Focused cost leadership
Focused differentiation
3
Generic Business Level Strategies
Sumber Keunggulan Kompetitif
Biaya
Luas
Cakupan
Kompetisi
Target
Pasar
Luas
Target
Pasar
Sempit
Kekhasan
Cost
Diferensiasi
Leadership
Biaya
Rendah
yang
Terfokus
Diferensia
si yang
Terfokus
4
Strategi dan Competitive
Advantage
1.
2.
COMPETITIVE ADVANTAGE terjadi bila strategi perusahaan
berhasil untuk :
1. Bertahan terhadap kekuatan persaingan (competitive
forces) dan
2. Mempertahankan pelanggan
Meyakinkan pelanggan bahwa produk yg diberikan mempunyai
SUPERIOR VALUE
1. Menawarkan pelanggan dengan produk yang memiliki
lower price
2. Menawarkan differentiation yaitu better product dimana
pembeli bersedia membeli dengan harga tinggi.
Apakah Competitive Strategy?
•
•
Terdiri dari pendekatan bisnis untuk
– Menarik pelanggan / Attract customers
– Menahan /Withstand competitive pressures
– Memperkuat/Strengthen market position
Termasuk langkah/tindakan offensive dan
defensive
– Counter actions of key rivals
– Shift resources to improve long-term market
position
– Respond utk memenangkan market
Tujuan Competitive Strategy
1.
Membangun COMPETITIVE ADVANTAGE
2.
Menciptakan LOYAL CUSTOMERS
3.
Mengalahkan pesaing , secara etis dan
terhormat
A Low-Cost Leadership Strategy
Tujuan
1.
Mendapatkan keunggulan biaya yang
langgeng terhadap pesaing, sehingga
1. Menjual lebih murah dan mendapat
keuntungan meraih pangsa pasar ATAU
2. Mendapatkan profit margin lebih tinggi
dengan menjual dgn harga yg berlaku
sekarang
Low-Cost Leadership
Keysto
to Success
Success
Keys
•
•
Mencapai low-cost relative thdp pesaing sbg THEMA
business strategy perusahaan
Melakukan penghematan biaya setiap saat dari
tahun ke tahun.
Low-cost
leadership
berarti
Low-cost
leadership
means
low
BIAYA
OVERALL
OVERALL
costs,
not just low
lebih
rendah, tidak
biayacosts!
rendah
manufacturing
or hanya
production
di manufacturing atau produksi !
Cost Leadership Strategi PadaTingkat
Bisnis
Kriteria Kunci:
Produk yang terstandarisasi secara
relatif
Features yang dapat diterima oleh
banyak pelanggan
Harga kompetitif terendah
Sumber: Lecture Note Dr. Mudradjad Kuncoro
10
Approaches to Securing
a Cost Advantage
Approach 1
Do a better job than rivals of
performing value chain activities
efficiently and cost effectively
Approach 2
Revamp value chain to bypass
some cost-producing activities
Control
costs!
By-pass
costs!
Approach 1: Controlling the Cost
Drivers
1.
Capture scale economies; avoid scale diseconomies
2.
Capture learning and experience curve effects
3.
Manage costs of key resource inputs
4.
Consider linkages with other activities in value chain
5.
Find sharing opportunities with other business units
6.
Compare vertical integration vs. outsourcing
7.
Assess first-mover advantages vs. disadvantages
8.
Control percentage of capacity utilization
9.
Make prudent strategic choices related to operations
Approach 2: Revamping the Value
Chain
1.
2.
3.
4.
5.
6.
7.
8.
Simplify product design
Offer basic, no-frills product/service
Shift to a simpler, less capital-intensive, or more streamlined
technological process
Find ways to bypass use of high-cost raw materials
Use direct-to-end user sales/marketing approaches
Relocate facilities closer to suppliers or customers
Reengineer core business processes---be creative in finding
ways to eliminate value chain activities
Use PC technology to delete works steps, modify processes, cut
out cost-producing activities
Diferensiasi Strategi pada Tingkat
Kriteria Kunci:
Bisnis
Nilai yang disediakan oleh features
yang khas dan karakteristik nilai
Command premium price
Pelayanan pelanggan yang tinggi
Kualitas super
Gengsi atau ekslusifitas
Inovasi yang sangat cepat
Sumber: Lecture Note Dr. Mudradjad Kuncoro
14
Where to Find Differentiation
Opportunities in the Value Chain
Purchasing and procurement activities
• Product R&D activities
• Production R&D; technology-related activities
• Manufacturing activities
• Outbound logistics and distribution activities
• Marketing, sales, and customer service activities
•
Activities,
Costs, &
Margins of
Suppliers
Internally
Performed
Activities,
Costs, &
Margins
Activities, Costs,
& Margins of
Forward Channel
Allies &
Strategic Partners
Buyer/User
Value
Chains
Diferensiasi Strategi Pada Tingkat
Bisnis
Persyaratan:
Usaha konstan untuk membedakan produk dengan
cara:
- Mengembangkan sistem atau proses
baru
Membentuk persepsi lewat iklan
Fokus pada kualitas
Kemampuan dalam R&D
Memaksimalkan kontribusi SDM dengan
turnover yang rendah dan motivasi yang
tinggi
16
Where to Find Differentiation
Opportunities in the Value Chain
Purchasing and procurement activities
• Product R&D activities
• Production R&D; technology-related activities
• Manufacturing activities
• Outbound logistics and distribution activities
• Marketing, sales, and customer service activities
•
Activities,
Costs, &
Margins of
Suppliers
Internally
Performed
Activities,
Costs, &
Margins
Activities, Costs,
& Margins of
Forward Channel
Allies &
Strategic Partners
Buyer/User
Value
Chains
Types of Differentiation Themes
•
Unique taste -- Dr. Pepper
•
Special features -- America Online
•
Superior service -- FedEx, Ritz-Carlton
•
Spare parts availability -- Caterpillar
•
More for your money -- McDonald’s, Wal-Mart
•
Engineering design and performance -- Mercedes
•
Prestige -- Rolex
•
Quality manufacture -- Honda , Toyota
•
Technological leadership -- 3M Corporation, Intel
•
Top-of-the-line image -- Ralph Lauren, Chanel
Focus / Niche Strategies
•
Involve concentrated attention on a narrow piece
of the total market
Objective
Serve niche buyers better than rivals
Keys to Success
•
•
Choose a market niche where buyers have
distinctive preferences, special requirements,
or unique needs
Develop unique capabilities to serve needs of
target buyer segment
Focus / Niche Strategies and
Competitive Advantage
Approach 1
Achieve LOWER COSTS than
rivals in serving the segment-A low-cost strategy
Approach 2
Offer niche buyers SOMETHING
DIFFERENT from rivals-A differentiation strategy
Which hat
is unique?
Examples of Focus Strategies
•
Netscape
–
•
Porsche
–
•
Mountain bikes
Horizon and Comair - Commuter airlines
–
•
Sports cars
Cannondale
–
•
Software to browse World Wide Web
Link major airports with small cities
Jiffy Lube International
–
Maintenance for motor vehicles
Dasar untuk Segmentasi Pelanggan
Pasar Konsumen
1. Faktor demografis (usia, penghasilan, jenis
kelamin)
2. Faktor Sosioekonomi
(kelas sosial, tahapan dalam siklus kehidupan
keluarga)
3. Faktor Geografis
(budaya, perbedaan wilayah atau negara)
4. Faktor Psikologis (gaya hidup, kepribadian)
5. Pola Konsumsi
(berat, moderat, dan pengguna ringan)
6. Faktor Persepsi
(segmentasi manfaat, pemetaan persepsi)
7. Pola loyalitas merek
22
Dasar untuk Segmentasi Pelanggan
Pasar Industri
1. Segmen guna akhir (identified by SIC code)
2. Segmen Produk (berdasar perbedaan teknologi
atau ekonomi produksi)
3. Segmen Geografis (ditetapkan berdasar batas
antar negara atau perbedaan regional dalam
region)
4. Segmen faktor pembelian yang seragam (lintas
produk/pasar dan segmen geografis)
5. Segmen ukuran pelanggan
23
What Makes a NicheAttractive for Focusing?
•
Big enough to be profitable
•
Good growth potential
•
Not crucial to success of major competitors
(making it unlikely they will compete hard in niche)
•
Focuser has resources to effectively serve segment
•
Focuser can defend against challengers via superior
ability to serve buyers in segment and customer
goodwill