Matakuliah
Tahun
: J0134/ Manajemen Strategik
: 2006
MODEL FORMULASI STRATEGI
Tahap Pencocokan dan Tahap Keputusan
Pertemuan 18
1
SPACE Matrix
(Strategic Position Action Evaluation)
Dimensi Internal: FS (financial strength); CA (competitive
advantage)
Dimensi eksternal:ES (environmental stability); IS (Industry
strength)
Posisi Kuadran:
Agresif:
– Memanfaatkan peluang
– Mengatasi kelemahan
– Menghindari ancaman
– Strategi: intensif, integrasi,
diversifikasi
Konservatif:
– Berusaha mempertahan
kompetensi inti
– Tdk mau ambil risiko yg
berlebihan
– Strategi: intensif, diversifikasi
konsentris
Posisi Kuadran:
Defensive:
– Fokus pd perbaikan
kelemahan
– Menghindari ancaman
– Strategi: defensif, diversifikasi
konsentris
Kompetitif:
– Potensi industri msh cukup
menjanjikan
– Lingkungan relative kurang
stabil
– Strategi: intensif, integrasi, JV
2
SPACE Factors
Internal Strategic Position
Financial Strength (FS):
Return on investment; Leverage;
Liquidity;
Working capital; Cash flow
Competitive Advantage CA:
Market share; Product quality; PLC;
Customer loyalty; Competition’s
capacity utilization;Technological
know-how
Control over suppliers & distributors
External Strategic Position
Environmental Stability (ES):
Technological changes; Rate of
inflation; Demand variability; Price
range of competing products;
Barriers to entry; Competitive
pressure; Price elasticity of
demand; Ease of exit from market;
Risk involved in business
Industry Strength (IS):
Growth potential; Profit potential;
Financial stability; Technological
know-how; Resource utilization;
Ease of entry into market;
Productivity; capacity utilization
3
SPACE Matrix
FS
Conservative
Aggressive
+6
+5
+4
+3
+2
+1
CA
-6
-5
-4
-3
-2
-1
+1
-1
+2 +3
+4
+5
+6
-2
-3
-4
Defensive
-5
Competitive
-6
ES
4
FS:
- rasio permodalan bank 7,23%; batas min 6%
- ROA –0,77, rata-rata industri +0,7
- Net income turun 9% dr thn lalu
- Revenue naik 7%
IS:
- deregulasi atas kebebasan produk&geografi
- deregulasi atas persaingan industri perbankan
- hokum tentang akuisisi antar bank
ES:
- inflasi tinggi & instabilitas politik Negara berkembang
- perkembangan industri customer kunci turun
- deregulasi perbankan, instabilitas seluruh industri
CA:
- layanan data processing
- berbagai level bank&lemb nonblank semakin kompetitif
- bank memiliki basis nasabah yg besar
Rating
1
1
3
4
9
4
2
4
10
-4
-5
-4
-13
-2
-5
-2
-9
Rata-rata
FS = 9/4 = 2,25
ES = -13/3 = - 4,33
IS = 10/3 = 3,33
CA = -9/3 = -3
Sumbu x = CA + IS = -3 + 3,33 = +0,33;Sumbu y = FS + ES = 2,25 -4,33 = -2,08
5
BCG Matrix
Penting bagi persh yg multi divisional
Portfolio bisnis
Divisi bersaing pd industri yg berbeda
Focus pd relatif marketshare dan pertumbuhan industri
Relative market share position: Ratio of a division’s own market share in an
industry to the market share held by the largest rival firm in that industry
Ada 4 kuadran yg menunjukkan posisi dr unit bisnis/divisi:
Question mark, tanda Tanya: market share (MS) relative rendah, bersaing pd
industri yg pertumb tinggi. Strategi: invest (strategi intensif) atau divest
Stars, bintang: MS relative besar, pertumb industri tinggi. Posisi bagus dlm
jangka panjang yg menjamin pertumbuhan dan profitabilitas. Perlu strategi
invest (intensif, integrasi) utk memperkuat poisisi & mendominasi pasar
Cash cow, sapi perah:MS relative besar, pertumb industri rendah, Pasar sdh
mulai jenuh. Kas yg dihasilkan melebihi kebutuhan. Tujuan:
mempertahankan posisi selama mungkin atau memanen hasil. Strategi:
maintain (pengemb. Produk, diversifikasi konsentris), harvest
(retrenchment, divestasi)
Dog, anjing: MS relative rendah & pertumb industri rendah. Posisi internal &
eksternal lemah. Strategi: maintain, jika perlu tgg jwb social dg strategi
retrenchment, divestasi jika masih ada peminat, atau likuidasi
6
BCG Matrix
Relative Market Share Position
Industry Sales Growth Rate
High
1.0
Medium
.50
Low
0.0
High
+20
Stars
II
Question Marks
I
Cash Cows
III
Dogs
IV
Medium
0
Low
-20
7
The BCG Portfolio Matrix
22%
Stars
Question Marks
20%
18%
16%
14%
12%
10%
Cash Cows
8%
Dogs
6%
4%
0.1X
1X
1.5X
2X
0
10X
2%
Relative Market Share
8
IE Matrix
Mirip dgn matriks BCG, sesuai utk evaluasi
portfolio bisnis
Dimensi: total skor IFE dan total skor EFE
Ada 9 sel kemungkinan divisi/unit bisnis yg dibagi
dlm 3 daerah utama yg membutuhkan strategi
berbeda
Grow & build, tumbuh & kembangkan, utk sel 1,2
4. strategi: intensif dan integrasi
Hold & maintain, jaga & pertahankan, utk sel
3,5,7. strategi: penetrasi pasar &pengemb produk
Harvest/divest, panen/jual, utk sel 6,8,9
9
IE Matrix
Kuat
4
Tinggi
3
Skor
EFE
Sedang
2
Rendah
Skor IFE
Rata-rata
1
3
2
2
Lemah
1
3
4
5
6
7
8
9
1
10
Grand Strategy Matrix
Merupakan matriks yg popular dlm formulasi strategi
Dimensi: posisi kompetitif dan pertumb. pasar
Ada 4 kuadran:
Kuadran 1: posisi stratejik yg bagus, konsentrasi pd
pasar/industri saat ini, ambil risiko secara agresif jk
perlu, strategi: intensif, integrasi, diversifikasi konsentris
Kuadran 2:evaluasi kondisi saat ini, perbaiki daya saing,
strategi:intensif, integrasi horizontal, divestasi, likuidasi
Kuadran 3:bersaing pd industri yg pertumb lemah, posisi
kompetitif lemah, perlu perubahan drastic secara cepat,
pengurangan cost&asset, strategi: defensive,
diversifikasi
Kuadran 4: posisi kompetitif kuat, pertumb industri
lambat, cash flow kuat, strategi: diversifikasi, JV
11
Grand Strategy Matrix
RAPID MARKET GROWTH
1.
2.
3.
4.
5.
6.
Quadrant II
Market development
Market penetration
Product development
Horizontal integration
Divestiture
Liquidation
1.
2.
3.
4.
5.
6.
7.
WEAK
COMPETITIVE
POSITION
1.
2.
3.
4.
5.
Quadrant III
Retrenchment
Concentric diversification
Horizontal diversification
Conglomerate
diversification
Liquidation
1.
2.
3.
4.
Quadrant I
Market development
Market penetration
Product development
Forward integration
Backward integration
Horizontal integration
Concentric diversification
Quadrant IV
Concentric diversification
Horizontal diversification
Conglomerate
diversification
Joint ventures
STRONG
COMPETITIV
POSITION
SLOW MARKET GROWTH
12
Decision Stage
QSP (Quantitative Strategic Planning ) Matrix
Strategic Alternatives
Key Internal Factors
Weight
Strengths
Good top management
Successful new product introductions
Improvement in ordering/retailer
relationships
Visible advertising (celebrity
spokespersons)
Acquisition of international manufactures
Acquisition of African Pride Band
Weaknesses
Weak market share for older consumers
Late entry into specialty markets
Loss in operating income (1998)
High long-term debt
Decreases in international sales
SUBTOTAL
0.08
0.10
0.04
Acquire
another
cosmetic/skin
care company
AS
TAS
2.00
0.16
2.00
0.20
-----
Develop
new
products
AS
3.00
4.00
---
TAS
0.24
0.40
---
0.12
2.00
0.24
3.00
0.36
0.07
0.07
4.00
4.00
0.28
0.28
3.00
3.00
0.21
0.21
0.07
0.12
0.10
0.15
0.08
1.00
2.00
2.00
----4.00
0.14
0.24
----0.32
1.86
4.00
3.00
----2.00
0.28
0.36
----0.16
2.22
15
13
0.08
0.08
0.07
0.06
0.06
0.04
0.03
0.07
0.05
Acquire
another
cosmetic/
skin care
company
AS
TAS
2.00 0.16
1.00 0.08
--------4.00 0.24
2.00 0.08
-------------
AS
4.00
3.00
----2.00
4.00
-------
TAS
0.32
0.24
----0.12
0.16
-------
0.10
0.05
0.10
0.08
0.05
0.08
4.00
--1.00
4.00
--2.00
3.00
--2.00
3.00
--4.00
0.30
--0.20
0.24
--0.32
Key External Factors
Weight
Opportunities
Change in US proportion ethnic/racial populasi
Aging population in the U.S.
Convenience -oriented shoppers
Mini baby boom
Expanding opportunities in int ’l markets
Demand by men for skin care produc ts
Change in level of affluence in the U.S.
Change in le vel of affluence in int ’l markets
Propensity of U.S. consumers to spend
Threats
Competition in the industry
Protectionist trade laws
International economic problems
Consolidation of competition in the industry
Value of dollar in the world market
Loss of “brand” as consumers critical factor in
purchase
SUBTOTAL
SUM TOTAL ATTRACTIVENESS SCORE
1.00
0.40
--0.10
0.32
--0.16
1.54
3.40
Develop new
products
1.90
16
4.12
14