02 11092015 Visi Dan Misi

SESSION 2

PEMETAAN ARAH PERUSAHAAN: VISI Dan MISI,

TUJUAN Dan STRATEGI

Topik bahasan:1. Apa implikasi dari proses penyusunan dan

pelaksanaan strategi.2. Tahap 1: pengembangan visi, misi dan nilai

inti.3. Tahap 2: penetapan tujuan.4. Tahap 3: penyusunan strategi.5. Tahap 4: pelaksanaan strategi.6. Tahap 5: evaluasi kinerja dan inisiasi

penyesuaian korektif.

How to Manage of

Strategic Management

In essence, the strategic plan is a company’s game plan.A company’s strategic plan lays out its future direction, performance targets, and strategy

The strategic management process attempts to organize quantitative and qualitative information under conditions of uncertainty.Contoh: Renstra Unpad, PPATK and UMKM

Integrating Intuition and Analysis

WHAT DOES THE STRATEGY-MAKING, STRATEGY-EXECUTING PROCESS ENTAIL?

The ManagerialProcess of

Crafting and Executing

(TPGS)

Setting objective

Developing a strategic vision, missionStatement, and core values

Crafting a strategy

Executing the chosen strategy efficiently and effectively

Consist of five integrated tasks:

Monitoring developments, evaluation Performance, and initiating corrective

adjustments

Copyright © 2004 South-Western. All rights reserved. 1–6Figure 1.1Figure 1.1

The Strategic Management

Process

By: HITT – IRELAND - HOSKISSON

ExternalAudit

Chapter 3

InternalAudit

Chapter 4

Long-TermObjectives

Chapter 5

Generate,Evaluate,

SelectStrategies

Chapter 6

ImplementStrategies:

Mgmt Issues

Chapter 7

ImplementStrategies:Marketing,Fin/Acct,R&D, CISChapter 8

Measure &Evaluate

Performance

Chapter 9

Vision &

Mission

Chapter 2

Comprehensive strategic management model

By Fred David

TASK 1: STEPS OF DEVELOPING A STRATEGY VISION, A MISSION STATEMENT, AND A SET OF CORE VALUES1. Developing a strategic vision.

2. Communicating the strategic vision.

3. Developing a company mission statement.

4. Linking the vision and mission with company values.

(ROADMAPS)

Vision (impian/mimpi) &

Mission (tugas/utusan)

Many organizations develop both vision & mission statements.

An effectively communicated vision is a valuable management tool for enlisting the commitment of company personnel to engage in action that move the company forward in the intended direction.

Vision

Agreement on the basic vision for which the firm strives to achieve in the long run is critically important to the firm’s success.A strategic vision describes management’s aspirations for the future and delineates the company’s strategic course and long-term direction. “We will become a global leader and the

first choice of customers in every market we serve”

Vision Statements

MasterCard: A world beyond cash.Hilton Hotels: To be the first choice of the

world’s travelers.Unpad: Menjadi universitas unggul dalam

penyelenggaraan pendidikan kelas dunia.PPATK: Menjadi lembaga independen di bidang

informasi keuangan yang berperan aktif dalam pencegahan dan pemberantasan tindak pidana pencucian uang pendanaan terorisme.

ComprehensiveMission Statement

Vision

Clear Business Vision

Components of Internal Analysis

Resources and Capabilities, Core Competencies, and Outcomes

Core Core CompetenciesCompetencies

Competitive Competitive AdvantageAdvantage

Value CreationValue Creation

Above Average Above Average ReturnsReturns

ValuableValuable

RareRare

Costly to Costly to ImitateImitate

NonsubstitutablNonsubstitutablee

How Resources and Capabilities Provide Competitive Advantage

The firm is organized appropriately to The firm is organized appropriately to obtain the full benefits of the resources obtain the full benefits of the resources in order to realize a competitive in order to realize a competitive advantage advantage

ValuableValuable Allow the firm to exploit opportunities Allow the firm to exploit opportunities or neutralize threats in its external or neutralize threats in its external environmentenvironment

RareRare Possessed by few, if any, current and Possessed by few, if any, current and potential competitorspotential competitors

Costly to Costly to imitateimitate

When other firms cannot obtain them When other firms cannot obtain them or must obtain them at a much higher or must obtain them at a much higher costcost

NonsubstitutaNonsubstitutableble

The External Environment

-- 90% of all companies have used a mission statement in the previous five years.

Mission Statements

Mission Elements

CustomersMarkets

Employees

PublicImage

Self-Concept Philosophy

SurvivalGrowthProfit

ProductsServices

Technology

Importance of Mission

MissionResource Allocation

Unanimity of Purpose

Organizational Climate

Focal point for work structure

Benefits from a strong mission

Broad in scope

Generate strategic alternatives

Not overly specific

Reconciles interests among diverse stakeholders

Finely balanced between specificity & generality

Broad in scope

Generate strategic alternatives

Not overly specific

Reconciles interests among diverse stakeholders

Finely balanced between specificity & generality

Effective Missions

Arouse positive feelings & emotions

Motivate readers to action

Generate favorable impression of the firm

Arouse positive feelings & emotions

Motivate readers to action

Generate favorable impression of the firm

Effective Missions

Reflect future growth

Provide criteria for strategy selection

Basis for generating & evaluating strategic options

Are dynamic in nature

Reflect future growth

Provide criteria for strategy selection

Basis for generating & evaluating strategic options

Are dynamic in nature

Effective Missions

What need do we meet?

Who is our customer?

What business are we in?

What do we do best in that business?

CORE COMPETENCE MISSION

FUNDAMENTAL QUESTIONS

KONSEP DAN HUBUNGAN MISI, VISI, KEYAKINAN DASAR, DAN NILAI DASAR

TASK 2: SETTING OBJECTIVES

OBJECTIVES are an organization’s performance targets – the specific results management wants to achieve.

Objectives can be create base on mission statement

Why Developing a Vision & Mission

Clear vision and mission is needed before alternative strategies can be formulated and implemented

TASK 3: CRAFTING A STRATEGY

1. How to attract and please customers,

2. How to compete against rivals,

3. How to position the company in the marketplace,

4. How to respond to changing market conditions,

5. How to capitalize on attractive opportunities to grow the business, and

6. How to achieve strategic and financial objectives.

The Steps of Crafting a Strategy

1. Strategy making involves managers at all organizational levels.

2. A company’s strategy – making hierarchy (corporate strategy, business strategy, functional-area strategies, and operating strategies).

3. Uniting the strategy – making hierarchy.

4. A strategic plan = a strategic vision + objectives + strategy.

Vision & Mission

Strategy Formulation Base on ….

External Opportunities & Threats

Internal Strengths & Weaknesses

Long-Term Objectives

Alternative Strategies

Strategy Selection, dll

Issues in Strategy Formulation

New Business opportunitiesBusinesses to abandonAllocation of resourcesExpansion or diversificationInternational marketsMergers or joint venturesAvoidance of hostile takeover

New Business opportunitiesBusinesses to abandonAllocation of resourcesExpansion or diversificationInternational marketsMergers or joint venturesAvoidance of hostile takeover

TASK 4: EXECUTING THE STRATEGY

IT IS A JOB FOR A COMPANY’S WHOLE MANAGEMENT TEAM.

SHOW GOOD PROGRESS IN

ACHIEVING MANAGEMENT’S

STRATEGIC “VISION AND MISSION”

JK: LEBIH CEPAT LEBIH BAIK

Principal Aspect of Executing a Strategy ( in most situations )

1. Communication and discussions

2. Staffing skill and expertise

3. Allocation and supporting resources and capabilities

4. Supporting structure and best practice

5. Ensuring that policies and procedures

6. Installing information and operating systems

7. Motivating people and rewards directly objectives

8. Company culture and norms

9. Internal leadership, dll

Strategy ImplementationBase on ….

Annual Objectives

Policies

Employee Motivation

Resource Allocation, dll

Strategy Implementation

Action Stage of Strategic Management –

Most difficult stageMobilization of employees & managersInterpersonal skills criticalConsensus on goal pursuit

Action Stage of Strategic Management –

Most difficult stageMobilization of employees & managersInterpersonal skills criticalConsensus on goal pursuit

The problem that a survey 2012 of 92 Fortune 500 firms are listed in order of frequency:

1. Implementation took more time than originally planned,

2. Unanticipated major problems arose,

3. Activities were ineffectively coordinated,

4. Competing activities and crises took attention away from implementation,

5. The involved employees had insufficient capabilities to perform their jobs,

6. Lower-level employees were inadequately trained,

7. Uncontrollable external environmental factor created problems,

8. Departmental managers provided inadequate leadership and direction,

9. Key implementation tasks and activities were poorly defined, and

10. The information system inadequately monitored activities.

TASK 5: EVALUATING PERFORMANCE AND INITIATING CORRECTIVE ADJUSTMENTS

1. KONDISI

2. KRITERIA

3. SEBAB

4. AKIBAT

5. REKOMENDASI

6. TINDAKLANJUT

TO BE COUNTINUE AND OPERATING EXCELLENCE

The Planning–Controlling Link

360o Feedback Performance Appraisal

Evaluationof Yourself

YourPeers or

Team Membersfeedback

feedback

feedback

feedback

You

Other Managers

YourCustomers

Strategy EvaluationBase on ….

Internal Review

External Review

Performance Metrics

Corrective Actions, dll

Strategy Evaluation

Final Stage of Strategic Management

Subject to future modificationToday’s success no guarantee of future successNew & different problemsComplacency leads to demise

Final Stage of Strategic Management

Subject to future modificationToday’s success no guarantee of future successNew & different problemsComplacency leads to demise

Key Terms & Concepts

For Review

Cash Budget Marketing Mix Variables

EPS/EBIT AnalysisOutstanding Shares

Method

Management InformationSystems (MIS)

Price-Earnings RatioMethod

Market Segmentation Product Positioning

8-44

THE END AND THANK YOUTHE END AND THANK YOU

We madeWe madeit!it!