strat mnjmn lect 01 (2015)a

8/18/2019 Strat Mnjmn Lect 01 (2015)A

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Universitas Mercu Buana

Chapter Learning Objectives

1. Understand the role of business strategies in moving a

company in the intended direction, growing its business,and improving its financial and market performance.

2. Develop an awareness of the four most reliable strategicapproaches for setting a company apart from rivals andwinning a sustainable competitive advantage.

3. Learn that business strategies evolve over time becauseof changing circumstances and ongoing managementefforts to improve the companys strategy.

!. Understand why a companys strategy must underpinnedby a business model that produces revenues sufficient tocover costs and earn a profit.

". #ain awareness of the three tests that distinguish awinning strategy from a so$so or flawed strategy.

%. Learn why good strategy and good strategy e&ecution arethe most trustworthy signs of good management.


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Chapter Roadmap

'hat Do 'e (ean by )*trategy+ *trategy and the -uest for ompetitive /dvantage 0dentifying a ompanys *trategy 'hy a ompanys *trategy volves ver ime / ompanys *trategy 0s 4artly 4roactive and

4artly 5eactive *trategy and thics6 4assing the est of (oral

*crutiny he 5elationship 7etween a ompanys *trategy

and 0ts 7usiness (odel 'hat (akes a *trategy a 'inner+ 'hy /re rafting and &ecuting *trategy

0mportant+


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“Strategy means makingclear-cut choices about

how to compete.”

Jack Welchormer !"#$ %eneral "lectric


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“Without a strategy the

organi&ation is like a shipwithout a ru''er.”

Joel (oss an' Michael )ami


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Thinking Strategically: The Three

Big Strategic Questions

*. Bagaimana kon'isi perusahaan saat ini+

,. )emana perusahaan akan menuu+

– Businesses/ to be in an' market positions to

stake out

– )ebutuhan pembeli yang akan 'ipenuhi

– 0rah bisnis yang akan 'ituu

1. Bagaimana untuk mencapai tuuan+ – Jawabannya a'alah

sebuah 2strategy”


7/25Universitas Mercu Buana

hat !o e "ean By #Strategy$%



The &o's That !e(ine a )irm*s Strategy



+ey ,lements o( a Success(ul Strategy

Copying competitive moves of other

successful companies rarely works!

Strategi yang sukses bergantung kepa'a langkahkompetiti3 yang4- Mampu menarik pembeli agar terpisah 'ari

pesaingnya- Mencoba untuk menciptakan posisi pasar

sen'iri

Menciptakan kecirian / keunikan 'alam rangka4- Menarik pelanggan 'an- Memiliki pro'uk unggul yang kompetiti3



Starbucks: .isionary revolution

As Director of Marketing in 1982 Founded in 191 ! sma"" co#ee $ean

roaster and retai"er %no&"edgea$"e sta#' (rip to Mi"an ! centra" component of

e)eryday Ita"ian "ife Within three years *o&ard Schu"t+ $ought

Star$ucks from the origina""y o&ner 198 transformation from co#ee $ean

importer to ca#eine infused cong"omerate ,et&een 198 and 2--. Star$ucksopened on a)erage t&o ne& stores e)eryday'

/"anned to open a net of 9-- ne& stores

outside of the 0nited States in 2--9



Starbucks/ Strategy: The +ey ,lements



Strategy and

Competitive 0dvantage

5uuan utama 'ari strategi a'alah untukmembuat perusahaan 'apat4 meningkatkan kinera keuangannya memperkuat posisi kompetiti3 pa'a pasar$ 'an

mencapai competitive advantage atas pesaing Strategi yang tepat akan menghasilkan

perusahaan yang memiliki competitiveadvantage, yang pa'a akhirnya akan

menghasilkan keuntungan 'iatas rata-rata(above average returns)



0 1o'er(ul Strategy Leads to

Sustainable Competitive 0dvantage

6erusahaan mencapai sustainablecompetitive advantage bila4 konsumen lebih memilih pro'uk perusahaan

tsb 'iban'ingkan pro'uk 'ari pesaingnya )eunggulan tsb berlangsung pa'a kurun

waktu yang panang


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Strategic 0pproaches to Building Sustainable

Competitive 0dvantage• Be the industry/s low-cost provider

– 0chieve a cost2based competitive advantage

• 3ncorporate differentiating features – Superior product4service keyed to higher 5uality6

better per(ormance6 'ider selection6 value2added

services6 or some other attribute• )ocus on a narrow market niche

– in a competitive edge by doing a

better job than rivals o( serving the

needs and pre(erences o( buyers in the niche• !evelop expertise and resource strengths

not easily imitated or matched by rivals – 0chieve a capabilities2based competitive advantage



Competitive 0dvantage ,7amples

• Strive to be industry/s lo'2cost provider – al-art

– "outhwest #irlines

• Outcompete rivals on a key di((erentiating (eature

– $ohnson % $ohnson 8 Reliability in baby products – &arley-'avidson 8 +ing2o(2the2road styling

– olex 8 Top2o(2the2line prestige

– 8 ,ngineering design and per(ormance

– #ma*on+com 8 ide selection and convenience

http://www.amazon.com/http://www.amazon.com/



Competitive 0dvantage ,7amples 9con/t

• )ocus on a narro' market niche

– eay 8 Online auctions – est uy 8 &ome electronics

– c#fee 8 .irus protection

– "tarbucks 8 1remium co((ees and co((ee drinks

–he eather Channel 8 3n(o about the 'eather

• !evelop e7pertise6 resource strengths6 and

capabilities not easily imitated by rivals

– alt 'isney 8 Theme park management and (amily

entertainment

– 'ell Computer 8 Build2to2order manu(acturing capabilities

– it*-Carlton 8 1ersonali;ed customer service



igure *.*4 7'enti3ying a !ompany8s Strategy

*-*9



hy !o Strategies ,volve$

• 0 company/s strategy is a work in progress

• Changes may be necessary to react to

– )inancial crisis

– )resh moves o( competitors

– ,volving customer pre(erences

– Technological breakthroughs

– ,merging market opportunities

– Changing political or economic climate

–



hat 3s a Business "odel$

• Business model adalah: &ow do we make money in

this business. – 0pakah strategi perusahaan mampu memberikan hasil yang

memuaskan kepada pelanggan 9bottom-line results $

• 0pakah revenue-cost-profit economics

dari strategi memiliki =good business sense/$ – Berdasarkan revenue streams dari

bisnis yang dijalankan

– Berdasarkan cost structure dan profit

margins yang diperkirakan akan diperoleh

– 0pakah tingkat pendapatan dan RO3 meng2indikasikan

adanya laba yang 'ajar$



Relationship Bet'eenStrategy and Business "odel

"trategy + + + !eals 'ith a company/s

competitive initiatives and

business approaches

usiness odel + + + Concerns 'hether revenues

and costs (lo'ing (rom the

strategy demonstrate a

business can be pro(itableand viable

*-,*



(evenue

Stream

Business "odel

)ey 6artners!ost Structures



Starbucks: .isionary revolution

,orn in 19. "i)e in 3anarsie ,rook"yn (he father &as a high schoo" dropped4out.

$"ue co""ar 5o$ Foot$a"" scho"arship to 6orthern Michigan

0ni)ersity

In 2--7 &as rank 9 in the ichest/eop"e in America 1988 pro)iding hea"th insurance for part4

time emp"oyee : 2- hours a &eek; *appy emp"oyee means happy customers


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Starbucks: Business "odel

)ey 6artners

(evenue

Stream!ostStructures


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Thank >ou

strat mnjmn lect 01 (2015)a

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