Introduction to

Strategic Management
Disampaikan oleh :
Disampaikan pada
Pertemuan 1 Kuliah EMBA B- 43B
Jakarta, 12 Agustus 2022
DR. Mahelan Prabantarikso
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CURRICULUM VITAE

Nama
DR. R. Mahelan Prabantarikso, SE, Ak., MBA, CWM, CERG, CMP, CRGP, CHRP

Pendidikan
▪ S3, Manajemen Bisnis, Institut Pertanian Bogor (IPB)
▪ S2, Ekonomi dan Management, Universitas Gajah Mada (UGM)
▪ S1, Akuntansi Universitas Jenderal Soedirman (Unsoed)

Riwayat Pekerjaan dan Organisasi

• Direktur Kepatuhan, Manrisk dan SDM PT. Asuransi Jiwasraya (Persero) 2020 – Now
• Direktur Compliance Bank BTN 2018 - 2019
• Direktur Strategy, Compliance and Risk Bank BTN 2017-2018
• Instruktur Pasca Sarjana UGM, UI, IPB, IBS dan LPPI 2019 – Now
• Ketua Humas Kafegama MM UGM Periode 2021 - 2023
• Direktur Litbang Bankers Association for Risk Management 2019 – 2021
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Learning Outcomes – 4 Items

1. Course Overview

2 Overview Disruption Era

3. The Concept of Strategy

4. Strategy and Competitive Advantage

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Bloom Taxonomy dalam proses Student Centered Learning (SCL)

Silabus

Ujian UTS/UAS : 50%

Partisipasi kelas : 20%

Tugas Individu : 15%

Tugas Kelompok : 15%

Mengikuti kuliah : Absensi

Membaca Artikel : Mandatory

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MK Strategic Management dititipi 3 competency goals :

• CG 2: Students demonstrate the ability to translate business knowledge

into action

• CG 5: Students demonstrate the ability to be strategic business leader

• CG 6: The ability to address global business issues and formulate global

business strategy

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Pengukuran Assurance of Learning pada SM

• Rubric for CG 2: Knowledge

• CG 2 diukur dengan ujian (koreksi silang dosen MK)

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Pengukuran Assurance of Learning pada SM

• Rubric for CG 5: Leadership
• CG 5 diukur dengan survey kelas (oleh dosen pengampu MK)

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Pengukuran Assurance of Learning pada SM
• Rubric for CG 6: Global
• CG 6 diukur dengan jawaban ujian kasus di UAS, dikoreksi oleh dosen silang.

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Learning Objectives
After reading this chapter, you should be able to:

1. Understand what is meant by a company’s strategy

and why it needs to differ from competitors’
strategies.
2. Grasp the concept of a sustainable competitive
advantage.
3. Identify the five most basic strategic approaches for
setting a company apart from its rivals.
4. Understand why a company’s strategy tends to
evolve.
5. Identify what constitutes a viable business model.
6. Identify the three tests of a winning strategy.
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Learning Outcomes – 4 Items

1. Course Overview

2 Overview Disruption Era

3. The Concept of Strategy

4. Strategy and Competitive Advantage

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Tantangan Perekonomian Dunia Terus Datang Silih Berganti

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4 “The Price of War : Rusia vs Ukraina”

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Digitalisasi:
Evolusi Teknologi Digital dari personal computation ke massive connectivities

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The world is Changing Faster

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Technology Evolution

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Customer Experience – Application Experience

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 10 Brokens Industries The Fall and The Rise
28

Dampak

Sumber : Materi presentasi Marketing Outlook 2020, invent.ure

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Top Rank Gobal Company 1996
Top Rank Gobal Company 2018

Nassim Nicholas Taleb

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Like it or not, we are facing multi dimensions challenges…

World – Scale Challenges VUCA Indonesia’s Industry Challenges

Transforming
Industry 4.0 Business
Model
Environment
Macro Manageing
Social Business
Economy Business
Governance Integration
Vulnerability Portfolio
AGENDA
Industries
World in
Indonesia
Geopolitics Digitalization
Globalization Financial
Dynamic and
Restructuring
Technology

Pandemic &
Environment Managing
Issue Profitability

Source : IMD – Leading In Turbulent TimeVarious Sources

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Fun Fact(s)
5% of the workforce
understands the strategy
Vision
Boundary
MENGELOLA STRATEGI PERUSAHAAN
- Tiga Tantangan Utama -

85% of executives
teams spend less than
People 80-90% Enterprise fail at Management one hour per month
Boundary strategy execution Boundary discussing strategy
25% of
managers have
incentives
inked to
strategy

Management Challenges for Resource

the Disruption Era Boundary
60% of organizations don’t link
budgets to strategy

CHANGE
Sumber: Prof. Robert S. Kaplan, “The Secret to Successful Srategy Execution”, Master Class Workshop

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Learning Outcomes – 4 Items

1. Course Overview

2 Overview Disruption Era

3. The Concept of Strategy

4. Strategy and Competitive Advantage

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What Do We Mean By Strategy ?

• A company’s strategy is the coordinated set of

actions that its managers take in order to
outperform the company’s competitors and achieve
superior profitability.

Thomson et.al. (2022)

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All Businesses Face Three Central Questions

1. What is our present situation?
• Industry conditions and competitive pressures, market standing, competitive strengths and
weaknesses, and future prospects in light of changes taking place in the business
environment

2. What should the company’s future direction be and what performance targets
should we set?
• What buyer needs to try to satisfy
• Which growth opportunities to emphasize?
• Where to head and what outcomes to strive to achieve?

3. What’s our plan for running the company and achieving good results?
• Challenges managers to craft a series of competitive moves and business approaches—
henceforth called a strategy—for heading the firm in the intended direction, staking out a
market position, attracting customers, and achieving the targeted outcomes
Thomson et.al. (2022) M
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Strategy Is about Making Choices

Strategy is all about choosing How:
How to position the firm in the marketplace
How to attract customers
How to compete against rivals
How to achieve the firm’s performance targets
How to capitalize on opportunities to grow the business
How to respond to changing economic and market conditions
Thomson et.al. (2022)
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FIGURE 1.1 Identifying a Firm’s Strategy–What to Look for
Strategy Is about Competing Differently
• Strategy as a choice:
• Is deciding to compete differently from
rivals—pressuring rivals by doing what they
do not do or, even better, doing what they
cannot do.
• Guides the company in what it must do and
also in knowing what it must not do.
• Is successful when its actions, business
approaches, and competitive moves appeal to
buyers in ways that:
• Set it apart from its rivals by either
providing products with higher perceived
values or efficiently producing at lower
costs.
• Stake out a market position that is not
crowded with strong competitors.
Thomson et.al. (2022)M
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Illustration Capsule 1.1 Apple Inc.: Exemplifying a Successful Strategy

Key elements of Apple’s successful strategy are:

• Designing and developing its own operating systems, hardware, application software
and services.
• Continuously investing in R&D and frequently introducing products.
• Strategically locating its stores and staffing them with knowledgeable personnel.
• Maintaining a quality brand image, supported by premium pricing.
• Committing to corporate social responsibility and sustainability through supplier
relations.
• Cultivating a diverse workforce rooted in transparency.

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Perubahan ke Arah Era Baru

Karakteristik
Perubahan Lingkungan Dampak • Pelanggan semakin terdidik dan semakin
Bisnis rewel
• Pelanggan menjadi sangat pemilih (choosy)
Customer
• Pelanggan yang menentukan produk dan
• Globalisasi Takes jasa yang dibutuhkan
Charge • Pelanggan menuntut perlakuan individual
• Liberalisasi perdagangan
• Persaingan berskala global
• Perubahan rules of the game
• Perkembangan teknologi Competition
• Persaingan berbasis knowledge atau
(terutama teknologi informasi) intensifies kompetensi

Changes • Perubahan menjadi sesuatu yang normal

• Deregulasi terjadi
becomes
• Tuntutan fleksibilitas semakin besar
• Perubahan lain constant

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Old Business Environment New Business Environment

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Corporate Directional Strategies

Sumber : Strategic Management & Business Policy 15th Edition Thomas L. Wheelen, J. David Hunger, 2018.

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Transformasi Perusahaan:
Dimensi Perubahan

Peningkatan
kapabilitas
strategik

Peningkatan
Reengineering
kapabilitas
proses bisnis
organisasional

Reorientasi
Rekonfigurasi
Perancangan manajemen
Infrastruktur
kembali sistem sumberdaya
Organisasi
informasi manusia

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Evolusi Manajemen Strategik

Periode 1950-an 1960-an 1970-an Periode Akhir 70-an dan awal Akhir 1980-an dan awal 1990 Akhir 1990-an
1980
Tema • Perencanaan dan • Perencanaan Korporat • Strategi korporat
Tema • Analisis industri dan • Pengembangan keunggulan • Pengembangan kompetensi
dominan pengendalian anggaran
dominan kompetisi kompetitif

Fokus • Pengendalian finansial • Perencanaan • Perencanaan Fokus • Pemilihan industri, • Analisis sumber keunggulan • Analisis akuisisi, penggunaan
melalui anggaran pertumbuhan portofolio Utama pasar dan segmen, kompetitif dalam dan deployment sumberdaya,
Utama
pengoperasian serta strategi perusahaan, dan berbagai asset, kapabilitas dan
positioning aspek dinamik strategi ketrampilan
Konsep dan • Penganggaran finansial • Pemrakiraan pasar • SBU sebagai unit
teknik • Perencanaan investasi • Diversifikasi
analisis Konsep dan • Analisis struktur • Analisis sumberdaya • Analisis competence
utama • Penilaian Proyek • Analisis sinergi
• Matriks perencanaan teknik industri • Analisis kapabilitas dan leveraging
portofolio utama • Analisis pesaing kompetensi organisasional • Analisis competence buliding
• Analisis kurva • Analisis strategic • Analisis customer values • Analisis kognisi dalam
pengalaman dan group • Analisis daya dan kecepatan pengelolaan kompetensi
pangsa pasar adaptasi • Analisis organizational
learning

Implikasi • Manajemen keuangan • Pembentukan • Integrasi Implikasi • Divestment berbagai • Restrukturisasi korporat • Pengembangan visi strategis
departemen pengendalian organisasio- unit bisnis yang tidak • Business Process • Pengembangan kognisi
organisasio- sebagai fungsi korporat
perencanaan korporat keuangan dan nal atraktif Reengineering organisasional dan
nal kunci
strategik • Manajemen aktiva • Pengembangan kapabilitas manajerial
• Konglomerasi
• Perencanaan strategik aktif melalui aliansi strategik, • Kreasi dan manajemen
• Bentuk organisasi
sebagai suatu dialog MSDM, SIM dan bentuk- knowledge
multidivisional • Pengembangan kapabilitas
bentuk organisasional baru
antara kantor pusat
organizational/strategic
dan divisi learning

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Learning Outcomes – 4 Items

1. Course Overview

2 Overview Disruption Era

3. The Concept of Strategy

4. Strategy and Competitive Advantage

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Strategy and the Quest for Competitive Advantage

• Competitive advantage:
• Requires meeting customer needs either more effectively (with products or services that
customers value more highly) or more efficiently (by providing products or services at a lower
cost to customers.)
• Sustainable competitive advantage requires:
• Giving buyers lasting reasons to prefer a firm’s products or services over those of its
competitors.
• Developing expertise and long-term competitive capabilities that cannot be readily overcome.
• Putting the constant quest for sustainable competitive advantage at center stage in crafting
your strategy.

Thomson et.al. (2022)

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Strategies for Building Competitive Advantage

Low-cost provider strategy—achieving a cost-based advantage over
Low-Cost Focused rivals
Provider Differentiation Broad differentiation strategy—differentiating the firm’s product or
service from rivals in ways that appeal to a broad spectrum of buyers
Focused Low- Broad Differentiation
Cost A focused low-cost strategy—concentrating on a narrow buyer
segment (or market niche) by having lower costs to serve niche
members at a lower price
Best-Cost Provider Focused differentiation strategy—concentrating on a narrow buyer
segment (or market niche) by offering buyers customized attributes that
meet their specialized needs and tastes better than rivals’ products
Best-cost provider strategy—giving customers more perceived value
for their money by satisfying their expectations on key quality features,
Thomson et.al. (2022) performance, and/or service attributes that match or exceed their price
expectations

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TIGA MODEL ALTERNATIF MERAIH KEUNGGULAN KOMPETITIF

1 2 ➢Model berbasis Sumber 3 Model Gerilya

Model Organisasi-
Industri (Industrial- Daya (Rosource- Based (Guerilla)
Organization, I/O) View, RBV)
Menurut Model I/O , Above- Menurut Model RBV , Above- • Menurut Model Gerilya,
Average Returns bagi perusahaan Average Returns bagi perusahaan Keunggulan Kompetitif
sangat ditentukan oleh sangat ditentukan oleh perusahan hanyalah bersifat
karakteristik diluar perusahaan, karakteristik didalam perusahaan, sementara. Karena lingkungan
yaitu memfokuskan pada struktur yaitu memfokuskan pada selalu diwarnai dengan
industri atau daya tarik lingkungan pengembangan atau perolehan perubahan yang terus menerus,
eksternal dan bukan karakteristik sumber daya (resources) dan radikal, dan sering kali
internal perusahaan . kapabilitas (capabilities) yang revolusioner.
berharga, yang sulit atau tak • Oleh karena itu, organisasi yang
mungkin ditiru oleh para pesaing berhasil harus pandai dalam
menyesuaikan dengan setiap
perubahan yang terjadi.
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Why a Company’s Strategy Evolves over Time

• Managers modify strategy in response to:

• Changing market conditions.
• Advancing technology.
• Fresh moves of competitors.
• Shifting buyer needs.
• Emerging market opportunities.
• New ideas for improving the strategy.

Thomson et.al. (2022)

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FIGURE 1.2 A Company’s Strategy Is a Blend of Proactive Initiatives
and Reactive Adjustments

Thomson et.al. (2022) M

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A Company’s Strategy and Its Business Model

• How the firm will make money:

• By providing customers with value
• The firm’s customer value proposition
• By generating revenues sufficient to cover costs and produce
attractive profits
• The firm’s profit formula
It takes a proven business model—one that yields appealing
profitability—to demonstrate viability of a firm’s strategy.

Thomson et.al. (2022)

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The Relationship Between a Company’s Strategy and Its Business Model

• REALIZED STRATEGY • BUSINESS MODEL

• Competitive Initiatives • Value Proposition
• Business Approaches • Profit Formula

The customer value proposition is: The profit formula:

• Satisfying buyer wants and needs Creates a cost structure that allows for
at a price customers will consider acceptable profits, given that pricing is tied to the
a good value. customer value proposition.
• The greater the value provided V – the value provided to customers
(V) and the lower the price (P), P – the price charged to customers
the more attractive the value C – the firm’s costs
proposition is to customers The lower the costs (C) for a given customer
value proposition (V–P), the greater the ability of
Thomson et.al. (2022) the business model to be a moneymaker. M
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FIGURE 1.3 The Business Model and the Value-Price-Cost Framework

Thomson et.al. (2022)

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Is The Company’s Strategy A Winner?

• A winning strategy must pass three tests:

• The fit test
EXHIBITS GOOD Does it exhibit good fit with the external
FIT WITH and internal aspects of the firm’s
THREE SITUATION dynamic situation?
TESTS OF A RESULTS IN • The competitive advantage test
COMPETITIVE
WINNING ADVANTAGE Is it likely to result in a sustainable
STRATEGY PROMOTES
competitive advantage?
SUPERIOR • The performance test
PERFORMANCE
Is it producing superior performance, as
indicated by the firm’s profitability,
financial and competitive strengths, and
market standing?
Thomson et.al. (2022)
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Why Crafting and Executing Strategy Are Important Task ?

Good Strategy + Good Strategy Execution = Good Management

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“Welcome and best wishes for your success”