What is Strategy. Penjelasan, teori dan aplikasi

What is strategy

1. What is Strategy Group 1 Team Member: Irsan Erni Wijaya Fransisca Sekar Ayu Milessa Gavrilla Herlina Lestari

2. Todays Agenda 01 02 03 04 05 What is Strategy Operational Effectiveness is not Strategy Strategy Rests on Unique Activities A Sustainable Strategic Position Requires Trade-offs Fit Drives Both Competitive Advantage and Sustainability Rediscovering Strategy

3. Part 01 What is Strategy? Operational Effectiveness is not Strategy Presented by Irsan

4. Indeks Persaingan Usaha (IPU) Source: https://kppu.go.id/blog/2024/01/ceds-unpad-tingkat-persaingan-usaha-indonesia-tahun-2023-meningkat/

5. What is Strategy? Hypercompetition Companies must continually innovate and adapt to gain a competitive advantage and stay ahead of rivals. Remarkable number of management tools : TQM, benchmarking, time-based competition, outsourcing, partnering, BPR, change management, etc.

6. Operational Effectiveness ≠ Strategy …(1/2) BUT, they work in very different ways.

7. Operational Effectiveness ≠ Strategy …(2/2) Delivers greater efficiency. Results in lower average unit costs. Perform similar activities better than competitors Delivers greater value. Allows a company to charge higher average unit prices. Perform different activities from competitor or perform similar activities in different ways. Source : https://www.linkedin.com/pulse/operational-effectiveness-strategy-phil-swartwood/

8. Part 02 Strategy Rests on Unique Activities Presented by Erni Wijaya

9. Competitive Strategy is about being different

10. Strategy rests on unique activities Competitive Strategy – (is about being different). Deliberately choosing a different set of activities to deliver a unique mix of value. The Essence of Strategy: Choosing to perform activities differently than rivals. Example – Southwest Airlines.

11. SOUTHWEST - Offer low cost fares for price – sensitive customers

12. SOUTHWEST

13. The Origins Of Strategic Positions (3 sources). Are not mutually exclusive and often overlap. Variety – based positioning: Produce a subset of an industry ’ s products or services. Based on the choice of product or service varieties rather than customer segments. Need-based positioning: Serves most or all the needs of a particular group of customers. Based on targeting a segment of customers. Access-based positioning: Segmenting customers who are accessible in different ways. Access can be a function of customer geography or customer scale or of anything that requires a different set of activities to reach customers in the best way.

14. Part 03 A Sustainable Strategic Position Requires Trade-offs Presented by Fransisca Sekar Ayu

15. A Sustainable Strategic Position Requires Trade-offs a sustainable advantage cannot be guaranteed by simply choosing a unique position competitors will imitate a valuable position in one of the two following ways: choose to reposition itself to match the superior performer. seek to match the benefits of a successful position while maintaining its existing position ( straddling ). to be sustainable there must be trade-offs with other positions. Repositioning Straddling

16. Trade-offs Create the Need for Choice and Protect Against Repositioners and Straddlers

17. The Reasons for Trade-Offs Trade offs arises for three reason Inconsistence on image or reputation Different positions require different machinery, people, systems Limits on internal coordination and control

18. Trade-Offs are Essential to Strategy Trade offs are essential to strategy, they create the neef for choice and purposefully limit what a company offers.

19. Part 04 Fit Drives Both Competitive Advantage and Sustainability Presented by Milessa Gavrilla

20. Why fit is important? Fit is important because discrete activities often affect one another . Although some fit among activities is generic and applies to many companies , the most valuable fit is strategy-specific because it enhances a position’s uniqueness and amplifies trade-offs . Types of Fit Simple Consistency Activities are Reinforcing Optimization of Effort

21. Fit and Sustainability Strategic fit among many activities is fundamental not only to competitive advantage but also to the sustainability of that advantage.

22. Fit and Sustainability VS

23. Part 05 Rediscovering Strategy Presented by Herlina Lestari

24. The Failure of Choose Mengevaluasi Kembali perkembangan Perusahaan baik factor Internal maupun eksternal . Diperlukan manager yang kuat untuk bisa mengalahkan pesaing yang tidak efektif dalam dimensi kebersamaan . Membuat strategi Perusahaan sesuai dengan aktivitas perusahan yang mampu memberikan efektivitas Perusahaan.

25. The Growth Trap Among all other influences, the desire to grow has perhaps the most perverse effect on strategy. Trade-offs and limits appear to constrain growth Trade-offs and limits appear to constrain growth because Managers are constantly tempted to take in cemental steps that surpass those limits but blur a company’s strategic position. The Growth Trap : extending their product lines, adding new features, imitating competitors’ popular services, matching processes, and making acquisitions

26. Profitability Growth Berkonsentrasi pada posisi strategis melalui visi dan misi yang telah ditentukan . Membuat aktivitas Perusahaan lebih khas , memperkuat kesesuaian . Mengkomunikasikan strategi Yang telah dibuat untuk kemajuan Perusahaan.

27. Faktor yang Mempengaruhi Profitabilitas

28. Faktor yang Mempengaruhi Profitabilitas Kemampuan yang kuat untuk memimpin , yang bersedia membuat pilihan , dan mampu mengkoordinasikan / mengkomunikasikan tiap bagian dalam Perusahaan. Berani melakukan Trade-off. Berani memutuskan akan segala aktivitas dan resiko dalam Perusahaan. Berani membuat strategi dan sebagai eksekutor .

29. A Closing Quote