chapter_1&2&3&4&5-w&h.ppt pen gurus an strategik
TRANSCRIPT
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Konsep Asas Pengurusan Strategik
Bab 1Pengurusan Strategik
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OBJEKTIF BAB 1 Memahami kebaikan Pengurusan Startegik. Memahami bagaimana globalisasi dan perdagangan
elektronik mempengaruhi pengurusan startegik. Memahami model asas pengurusan startegik –
W&H Model Mengenai pasti situasi penyebab atau peristiwa
pencetus kepada perubahan strategik. Memahami cara-cara membuat keputusan strategik. Menguna startegik audit sebagai cara untuk
menganalisa aktiviti – aktiviti dan fungsi koporat.
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DEFINISI Pengurusan Strategik (PS):
– Satu set keputusan dan tindakan pengurusan atasan yang menentukan prestasi jangkapanjang sesebuah organisasi. PS mengadungi empat elemen asas;
• Penelitian/imbasan persekitaran (luaran & dalaman).• Formulasi strategi (jangkapanjang & strategik).• Implementasi atau pelaksanaan strategi.• Penilaian dan kawalan.
PS menekankan pemantauan dan penilaian, peluang dan ancaman luaran dalam mengenalpasti kekuatan dan kelemahan organisasi.
Pada mulanya dipanggil “Business Policy”;- ditukar kepada Pengurusan strategik apabila dimasukkan bab-bab seperti perancangan strategik, imbasan persekitaran dan analisis industri.
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Sejarah Perkembangan PS;Fasa - Fasa Pengurusan Strategik Fasa 1: Perancangan kewangan Asas.
– Penyediaan belajawan tahunan.– Mengunakan Sedikit analisa sahaja.– Maklumat dari dalaman organisasi sahaja.– Tempoh: 1 tahun.
Fasa 2: Perancangan berasaskan ramalan.– Penyediaan belanjawan 5 tahun.– Perancangan lebih dari satu tahun.– Selain dari maklumat dalaman, maklumat
luaran juga digunakan (secara ad-hoc).– Tempoh: 3 hingga 5 tahun.
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Fasa Pengurusan Strategik (samb….) Fasa 3: Perancangan berasaskan luaran
(perancangan strategik).• Pengurusan atasan mengawal perancangan proses
dengan melakukan perancangan strategik.• Perancangan diambil alih dari pengurusan bawahan.• Perancangan dilakukan oleh staf yang ditentukan oleh
organisasi.• Konsultan diambil untuk membantu perancangan.• Teknik ramalan digunakan secara innovatif.• Perancangan dilakukan di luar organisasi – resort.
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Fasa Pengurusan Strategik (samb)
Fasa 4: Pengurusan strategik.– Pengurusan atasan membentuk
kumpulan perancang dikalangan pengurus atasan dan bawahan dari setiap jabatan dan kumpulan kerja.
– Pengurusan strategik mengariskan setiap isu perancangan, penilaian, dan pengawalan.
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Kelebihan Perancangan Strategik Kajian mendedahkan organisasi yang terlibat
dengan PS biasanya mengutungkan organisasi yang tidak terbabit dengan PS.
Dengan pemadaman yang baik diantara persekitaran organisasi dengan strateginya, strukturnya, dan proses - porses memberi kesan yang positif keatas prestasi orgainsasi.
Visi Strategik yang jelas untuk Syarikat. Fokus ke atas apa yang penting dan strategik. Meningkatkan kefahaman pada perubahan
persekitaran yang pantas.
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Persoalan PSUntuk lebih berkesan PS tidak semestinya proses yang fomal tetapi dangan hanya soalan-soalan mudah seperti;
1. Di mana kedudukan organisasi sekarang? Bukan macam mana harapan kita?
2. Jika tiada perubahan dilakukan, di manakah organisasi akan berada dalam tempoh 1 tahun? 2 tahun? 5 tahun? 10 tahun? Adakah jawapan itu munasabah atau boleh diterima?
3. Jika jawapan di atas tidak boleh diterima, apakah tindakan khusus yang perlu diambil? Apakah risiko dan ganjaran?
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CABARAN GLOBALISASI DAN PERDAGANGAN ELETRONIK
KEPADA P.S.Kesan Globalisasi Globalisasi merupakan cabaran kepada pengurusan strategik. Globalisasi ialah pengantarabangsaan pasaran dan kerjasama/
“Corporation” telah merubah cara firma-firma/syarikat-syarikat moden menjalankan perniagaan.
Untuk berada ditahap:– Ekonomi skala (economies of scale) untuk mencapai kos rendah;– Seterusnya harga rendah, lebih kompetetif,– Dan syarikat memikirkan pasaran global selain dari pasaran tempatan.
• Contoh Nike & Reebok – “outsourcing”. Semakin banyak organisasi bergerak ke arah globalisasi,
pengurusan strategik menjadi lebih penting dalam memastikan perkembangan antarabangsa dan kedudukan organisasi lebih kompetitif untuk jangka panjang.
Pembentukan “regional trade association & agrements” –contoh EU, NAFTA, Mercosur,CAFTA, and ASEAN
Globalisasi menyebabkan organisasi berubah ke arah organisasi belajar.
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GLOBALISASI DAN PERDAGANGAN ELEKTRONIK
Perdagangan Elektronik Bermaksud pengunaan internet dalam
perniagaan.– Dimana telah merubah pasaran global dan
akan terus merubah pasaran. – Merubah asas untuk persaingan secara
tradisional kepada lebih strategik, terutama pada rataian nilai industri.
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E-Commerce/E-Dagang7 Trends:1. Internet forcing companies to transform themselves-
-memaksa syarikat untuk berubah atau bertukar.2 Market access and branding are changing, causing
disintermediation of traditional distribution channels.--penghapusan orang tengah.
3 Balance of power shifting to the consumer.-kuasa bertukar kepada pengguna.
4 Competition is changing.-perubahan dalam persaingan.5 Pace of business increasing drastically.
-kadar kemajuan perniagaan berubah dengan ketara dan cepat.6. Internet purchasing force corporations out of their traditional
boundaries.- keluar dari cara lama atau tradisi lama dalam pembelian.
7 Knowledge becoming a key asset and source of competitive advantage-ilmu pengetahuan jadi aset dan sumber kelebihan bersaing.
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Impact of Environmental Sustainability:
Environmental Sustainability: the use of business practices to reduce a company’s impact on the natural, physical environment
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Regulatory risk Supply chain risk Product and
technology risk
Litigation risk Reputational risk Physical risk
Risks of Climate Change include:
Impact of Environmental Sustainability
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Theories of Organizational AdaptationHow organizations obtain “fit” within their environment: - PEST or PESTEL around the world;
– Theory of population ecology• Organization success in niche environment is unable
to adapt to changing condition – go bankrupt and changed with new organization with fit to the change.
– Institution theory• Organization able to adapt to change by imitating the
successful organization.– Strategic choice perspective
• Believed that the organization can adapt to change but has the opportunity to reshape the environment.
– Organizational learning theory• Believed that the organization adjust defensively to
environment change and used knowledge offensively to the fit between itself and its environments.
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Adaptation to Changing Environmental Conditions
Strategic flexibility:– Demands a long-term commitment to the
development and nurturing of critical resources
– Demands that the firm become a learning organization
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ORGANISASI BELAJAR(Learning Organization) Pengwujudan organisasi belajar adalah fokus
ke arah kebolehan atau skil bagi mencipta, mendapat, dan memindah pengetahuan; dan meminda gelagat organisasi tersebut ke arah pengetahuan baru dan tanggapan.
4 aktiviti utama bagi organisasi belajar:– Menyelesaikan masalah secara sistematik.– Menguji pendekatan baru.– Belajar dari pengalaman sendiri dan yang lalu;
juga pengalaman pesaing.– Memindahkan pengetahuan secara cepat dan
berkesan ke seluruh organisasi.
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Organisasi Belajar (samb)(Learning Organization) Organisasi belajar mengekalkan kestabilan
melalui:– Pengujian-diri.– Mengujikaji.
Organisasi yang melakukan ujikaji dan mampu untuk belajar dari pengalaman akan lebih berjaya dari organisasi yang tiada ujikaji.
Contoh: Xerox --- mengalakkan perjumpaan kumpulan kecil bagi aktiviti dan teknik penyelesaian-masalah.
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MODEL ASAS BAGI PENGURUSAN STRATEGIK – W&H
Empat elemen asas yang penting:– Penelitian / Peimbasan persekitaran.– Formulasi/Membentuk strategi.– Implementasi/Pelaksanaan strategi.– Penilaian dan kawalan.
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Basic Model of Strategic Management
(4) Empat Elemen Asas- “Four Basic Elements”
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Strategic Management Model
Evaluation and Control
and Control StrategyFormulation
StrategyImplementation
Mission
Objectives
Strategies
Policies
Feedback/Learning
EnvironmentalScanning
Societal Environment
General Forces
Task Environment
Industry Analysis
Structure Chain of Command
Resources Assets, Skills
Competencies, Knowledge
Culture Beliefs, Expectations,
Values
Reason for existence
What results to accomplish by when Plan to
achieve the mission & objectives Broad
guidelines for decision making
Programs
Activities needed to accomplish a plan
Budgets
Cost of the programs Procedures
Sequence of steps needed to do the job
Process to monitor performanceand take corrective action
Performance
External
Internal
Evaluationand Control
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Model Asas PS (samb)-W&H1. Penelitian / Peimbasan persekitaran:
– Ialah Memantau, menilai, dan menyebarkan maklumat yang didapati dari persekitaran luaran dan dalaman kepada orang tertentu (Key person) di dalam organisasi.
– Faktor strategik:• Merupakan elemen luaran dan dalaman yang akan
menentukan masa hadapan organisasi.– Analisa SWOT: (Kekuatan,kelemahan,peluang dan
ancaman)• Cara untuk mengenalpasti penelitian persekitaran.• Persekitaran luaran: Melibatkan Peluang dan
Ancaman.• Persekitaran dalaman: Melibatkan Kekuatan dan
Kelemahan.
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Model Asas PS (samb)
Pembolehubah Persekitaran:– Persekitaran societal:
• Kuasa ekonomi.• Kuasa teknologikal.• Kuasa politikal-perundangan.• Kuasa sosiobudaya.
– Persekitaran kerja (industri):• Pembekal.• Pemegang saham.• Kerajaan.• Kumpulan khas berkepentingan.• Pelanggan.• Kreditor.
• Masyarakat.• Kesatuan pengguna.• Pesaing.• Pekerja/kesatuan sekerja.
– Persekitaran dalaman:
• Struktur.• Budaya.• Sumber-sumber.
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Konsep Asas Pengurusan Strategik - Pembolehubah Persekitaran
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Model Asas PS (samb)2.Formulasi/Pelaksanaan Strategi: Membentuk rancangan jangkapanjang bagi mengurus peluang dan
ancaman persekitaran dengan lebih efaktif melihat kepada kekuatan dan kelemahan syarikat/korporat.
– Misi:• Fasafah organisasi.• Tujuan atau alasan untuk keuwujudan organisasi.• Pernyataan menerangkan tujuan penubuhan organisasi, bidang operasi,
barangan/perkhidmatan yang dipasarkan, dan pasaran.• Kenyataan Misi: Apa organisasi sekarang?• Kenyataan Visi: Apa organisasi akan “jadi”?
– Kenyataan misi mengalakkan perkongsian pekerja dan menerangkan pandangan umum kepada pelabur.
– Skop luas: Memenuhi kehendak pemilik, pelanggan, dan pekerja.
– Skop sempit: Menerangkan operasi utama organisasi, barangan/perkhidmatan yang diberi, teknologi yang digunakan, dan kawasan pasaran.
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Model Asas PS (samb) Formulasi Strategi (samb):
– Objektif:• Keputusan akhir sesuatu aktiviti yang
dirancang.• Matlamat (Goal): pernyataan terbuka apa
yang hendak dicapai tanpa menetapkan jumlah apa yang perlu dicapai dan tiada had masa untuk melengkapkannya:
– Keuntungan (untung bersih).– Keberkesanan (kos rendah).– Penggunaan sumber (ROE & ROI).
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Model Asas PS (samb) Formulasi Strategi (samb):
– Strategi:– Perancangan utama bagaimana organisasi akan
mencapai misi dan obkejtif.• Strategi korporat (kestabilan, perkembangan,
pemberhentian):– Arah tuju keseluruhan organisasi dalam terma umum ke
arah perkembangan, dan pentadbiran perniagaan dan produk.
• Strategi perniagaan (kompetitif, kooperatif):– Unit perniagaan atau tingkat produk.– Menekankan penambahbaikkan.
• Strategi fungsian.– Perlaksanaan fungsian untuk mencapai objektif dan
strategi unit perniagaan.
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Konsep Asas Pengurusan Strategik:
Peringkat - Strategi
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Model Asas PS (samb) Formulasi strategi (samb):
– Polisi:• Garispanduan kasar untuk pembuatan
keputusan yang menghubungkan di antara formulasi strategi dengan implementasi.
• Organisasi menggunakan polisi bagi pekerja membuat keputusan dan mengambil tindakan ke arah misi, objektif, dan strategi.
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Model Asas PS (samb)3. Strategi implementasi:
– Proses di mana strategi dan polisi dilaksanakan melalui program, belanjawan, dan prosedur.
• Program:– Pernyataan aktiviti untuk mencapai satu
rancangan.– Perubahan struktur organisasi merubah budaya
dalaman, atau permulaan satu kajian baru.
• Belanjawan:– Perjalanan aktiviti berasaskan wang;
perancangan dan kawalan.
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Model Asas PS (samb)
Strategi implementasi (samb):• Prosedur:
– Sistem turutan atau teknik yang menerangkan bagaimana sesuatu kerja dilakukan secara terperinci.
– Bagaimana pelbagai aktiviti yang perlu dilakukan untuk mencapai program organisasi.
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Model Asas PS (samb)
4. Penilaian dan kawalan:– Proses di mana aktiviti dan keputusan
prestasi dimantau supaya prestasi sebenar boleh dibandingkan dengan prestasi jangkaan.
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Model Asas PS (samb) Maklumbalas/Proses
pembelajaran:– Diperlukan bagi menilai dan
membuat pembetulan di atas setiap keputusan yang telah dilakukan.
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PERMULAAN STRATEGI Diasaskan oleh Mintzberg.- berpendapat
bahawa formulasi strategi bukan proses berterusan dan juga tidak sentiasa belaku.
Situasi penyebab (triggering event):– Ketua Eksekutif baru (New CEO).– Ganguan luaran(External intervention).– Ancaman perubahan milik(Threat of change in
ownership).– Jurang prestasi (Performance gap).– Titik “inflection” strategik(Strategic inflection
point).contoh; pengenal kepada teknologi baru, polisi baru dan perubahan keperluan pengguna.
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MEMBUAT KEPUTUSAN STRATEGIK
Kerangka pembuatan keputusan strategi dapat membantu dalam membuat keputusan tanpa mengira peringkat dan fungsi pekerja.
Tiga (3) ciri keputusan strategik:– Jarang-” Rare “: Keputusan strategik adalah ganjil
dan tiada contoh untuk diikuti.– Akibat-”Consequential”: Memerlukan
penglibatan sumber dan menghendaki iltizam/komitmen dari semua peringkat.
– Arahan-”Directive” : Menetapkan pra-syarat kepada keputusan yang sedikit pada semua pringkat dalam organisasi.
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Mode Pembuatan Keputusan Strategik-Mintzberg
Mode usahawan:– Keputusan dibuat oleh individu yang berkuasa.– Fokus kepada peluang, masalah kedua.– America Online.
Mode penyesuaian:– Keputusan dibuat secara reaktif bagi mengatasi
masalah.– Universiti, kerajaan, hospital.
Mode perancangan:– Pengumpulan secara sistematik bagi setiap
maklumat, mengadakan kemungkinan.– JC Penney Company.
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Modes of Strategic Decision Making
Logical incrementalism – Approach by Quinn:
–View as a synthesis of the planning, adaptive, and to lesser extent the entrepreneurial modes. Top management has a clear idea of the corporation’s mission and objectives, but in its development of strategies, it chooses to use the interactive process in which the organization probes the future, experiments, and learns from a series of partial ( Incremental) commitment rather than through global formulations of total strategies.–This approach is useful when the environment is changing rapidly and when it is important to build consensus and develop needed resources before committing an entire corporation to a specific strategy.
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Proses Pembuatan Keputusan Strategik
1. Nilai keputusan prestasi sekarang.2. Kaji pentadbiran korporat.3. Teliti dan imbang persekitaran luaran.4. Teliti dan imbang persekitaran korporat
dalaman.5. Analisa strategik faktor (SWOT).6. Hasil, nilai, dan pilih alternatif strategi terbaik.7. Laksanakan strategi yang dipilih.8. Nilai strategi yang dilaksanakan.
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Strategic Decision Making
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Strategic Decision Making
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Tadbir-urus Korporat /Corporate Governance.
BAB 2 Pengurusan Strategik
OBJEKTIF Memahami peranan dan tanggungjawab lembaga
pengarah dalam tadbir-urus syarikat. Memahami bagaimana gabungan lembaga
pengarah mempengaruhi peranannya. Membincang trend / gaya alir tadbir–urus syarikat. Menerang pentingan kepimpiman eksekutif sebagai
sebahagian dari pengurusan strategik.
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Tadbir-urus Korporat- “Corporate Governance”
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Syarikat besar- “Corporation” Syarikat besar – tempat – mekanisma,
dimana pelbagai pihak boleh memberi sumbangan dari segi model, kepakaran, dan sumber tenaga untuk kepentigan bersama.
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Corporate Governance
Defined:Refers to the relationship among the board of directors, top management, and shareholders in determining the direction and performance of the corporation.
Pentadbiran Korporat
Bermaksud: Perhubungan di antara:
• Lembaga pengarah.• Pengurusan atasan.• Pemegang saham.
Perhubungan di atas adalah perlu bagi menentukan arah dan prestasi perniagaan.
PERANAN / TANGGUNGJAWAB LEMBAGA PENGARAH (LP)
Menetapkan strategi korporat, arah, misi atau visi.
Mengambil atau memberhentikan Ketua Eksekutif (CEO) dan Pengurusan Atasan.
Mengawal, memantau, mengawasi aktiviti-aktiviti Pengurusan Atasan.
Memeriksa/mengkaji semula dan meluluskan penggunaan sumber.
Menjaga kepentingan pemegang saham.
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Corporate Governance
•Setting corporate strategy, overall direction, mission or vision•Hiring and firing the CEO and top management•Controlling, monitoring, or supervisingtop management•Reviewing and approving the use of resources•Caring for shareholder interests
Roles of The
Board of Directors
Peranan Asas Lembaga Pengarah- (LP) dalam Pengurusan Strategik
(3) Tiga peranan asas LP dalam PS:1. Memantau: melalui jawatankuasa; LP dapat
• Mengetahui perkembangan dalaman dan luaran syarikat.• Menegur pengurusan atasan untuk perhatian atau sesuatu
yang tidak dilakukan.2. Menilai dan mempengaruhi:
• Menilai cadangan yang dikemukakan oleh pihak pengurusan; keputusan dan tindakan – bersetuju atau tidak. Memberi nasihat dan cadangan; altenatif.
3. Memulakan dan menetapkan:• Mengariskan misi dan strategi tertentu kepada pihak
pengurusan.
Kesinambungan LP- tahap penglibatan LP dalam PS/SM
Penglibatan dalam PS
HALIMUNAN
Tidak tahu apa yang perlu dilakukan, jika ada; tidak tahu setakat mana penglibatan.
COP GETAH
Membenarkan pegawai membuat segala keputusan; menurut apa yang dicadangkan.
ULASAN MINIMA
Menilai isu-isu tertertentu yang dikemukakan oleh pegawai.
PENGLIBATAN KECIL
Penglibatan secara kecilan dalam prestasi atau mengulas isu-isu tertentu dalam pembuatan keputusan.
PENGLIBATAN AKTIF
Meluluskan, menyoal, dan membuat keputusan akhir bagi misi, strategi, dan objektif. Terdapat lembaga kerja. Mengadakan semakan kewangan dan pentadbiran.
PEMANGKIN
Mengambil peranan dalam menentukan dan memperbaiki misi, objektif, strategi, dan polisi. Aktif dalam lembaga kerja strategi.
Rendah (Pasif)
Tinggi (Aktif)
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Board of Directors Continuum
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Ahli-ahli lembaga pengarahMembers of Board of Directors:– Inside directors- Pengarah dari dalam:
• “management directors”• Officers or execs employed by the firm
– Outside directors- Pengarah dari luar:• “non-management directors”• Execs/executives of other firms not
employed by the board’s corporation
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Board of Directors The term outsider miss understood; so When Outsiders
can be considered Insiders;– Affiliated Directors:
• Not really employed by the corporation, handle the legal or insurance work for the company or are important suppliers ( thus dependent on the current management for key part of their business). A/D sometime face conflict of interest and are not likely to be objective.
– Retired Executive Directors:• Used to work for the company, example past CEO.
– Family Directors:• Are descendants of the founder and own significant
blocks of stock( with personal agendas based on family relationship with the current CEO).
Teori Agensi
Masalah-masalah yang berlaku di dalam syarikat adalah kerana wakil (pengurusan atasan) tidak sanggup untuk memikul tanggungjawab dalam keputusan mereka, kecuali mereka memiliki sebahagian daripada korporation tersebut (pemilikkan saham).
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Agency TheoryAgency Theory; The study by Berle & Means, suggested, top managers are, in effect, “hired hand” who may very likely be more interested in their personal welfare than that of shareholder. Example;Management might emphasize strategy, such as acquisition, by increase in size of the firm – become more powerful, and to demand increased pay and benefits.Two Problem need to be look into;1. Agency Problem –
– Objectives of owners & agents in conflict– Difficult for owners to verify agent performance
2. Risk Sharing Problem –– Owners & agents risk assessment in conflict
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Stewardship Theory Is in contrast to the agency theory before. Is where the executives tend to be more
motivated to act in the best interest of the corporation than their own self-interests. Theory argues that over time, senior executives tend to view the corporation as an extension of themselves.
Penetapan Bersama Mencakupi setiap pekerja di dalam
korporation tersebut dalam pembuatan keputusan di peringkat lembaga.
Jerman: Menggunakan sistem dua-ikatan – Lembaga Penasihat dan Lembaga Pengurusan – dalam menentukan hala tuju syarikat.
Pengarah Saling Mengunci/Interlocking Directorates.
Seorang pengarah mempunyai kepentingan di dalam dua atau lebih syarikat.
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Board of Directors
Codetermination The inclusion of a corporation’s workers on its
board of directors.Interlocking Directorates:
Direct Interlocking Directorate –– When two firms share a director or when an executive of
one firm sits on the board of a second firm.Indirect Interlocking Directorate –– When two corporations have directors who also serve on
the board of a third firm.
PERANAN PENGURUSAN ATASAN
Memberikan kepimpinan eksekutif:– Menyatakan idea dengan jelas.– Bertindak sebagai contoh.– Menekankan tahap yang tinggi dan menunjukkan
keyakinan ke atas kebolehan pekerja. Menguruskan proses perancangan strategik:
– Memastikan dan menganalisa isu strategik keseluruhan syarikat, dan mencadangkan alternatif kepada pengurusan.
– Berfungsi sebagai fasilitator bagi unit perniagaan dalam proses perancangan strategik.
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Board of Directors
The Impact of Sarbanes-Oxley Act on U.S. Corporate Governance.In respond to many corporate scandals since 2000. Sarbanes-Oxley Act was passed by US Congress in June 2002. Example;Failures of excesses and failed oversight at Enron, Tyco, And WorldCom. Improving Governance;
Code of Ethics-applied to board of directors Evaluating Governance;
Audit, Nominating, and Compensation Committees all outside directors
Avoiding Governance Improvements;Sometimes improvement can constrain top management’s ability to effectively manage the company.
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Board of Directors
Trend in Corporate Governance: More active in future. Trend include the following;
Review & shaping of strategyPressure for corporate performanceDemand for executive stock ownershipOutside directors increasingImpact of Sarbanes-Oxley and others.
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Board of Directors
The Role of Top Management; Primary responsible for the strategic management of
the firm. SM involved everyone in the organization.
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Board of Directors
Responsibilities of Top Management.Namely CEO, getting things done or accomplished through and with others in order to meet the corporate objectives.Job is multidimensional and is oriented toward the total organization.Vary from firm to firm and develop from analysis of mission, objectives, strategies and other key activities of the corporation.Skill diversity is important.
CEO with the support of the rest of the top management, must successfully handle two (2) primary responsibilities that are crucial to the effective strategic management of the corporation;
(1) Provide executive leadership and strategic vision (2) Manage the strategic planning process.
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Board of Directors
Executive Leadership and Strategic Vision;Executive Leadership;
Is the directing of the activities toward the accomplishment of corporate objectives.
Strategic Vision; Is the description of what the company capable of becoming.
Transformational leaders; Leader who provide change and movement in an organization by
providing a vision of change. (Change agents through vision for change). Example; Bill gates, at Microsoft.
Three (3) Characteristics; The CEO articulates a strategic vision for the corporation. The CEO presents a role for others to identify and to follow. The CEO communicates high performance standard and also
shows confidence in the followers’ abilities to meet these standard.
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Strategic Management Process
Strategic Planning Staff Supports top management & business units in
the strategic planning process Usually consist of 10 people. The responsibilities of the SPS;
Identify & analyze company-wide strategic issues and suggest corporate strategic alternatives to top management.
Facilitate business units in coordinating activities related to strategic planning process
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Tanggungjawab Sosial bagi Pembuat Keputusan
Strategik
BAB 3- PENGURUSAN STRATEGIK
Tanggungjawab Sosial bagi Pembuat Keputusan Strategik
Syarikat swasta mempunyai tanggugjawab sosial dalam mengejar keuntungan.– Pemecatan pekerja.– Penutupan syarikat.
Pandangan tanggungjawab sosial:– Pandangan traditional - Friedman.– Empat tanggungjawab perniagaan – Carroll.
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Responsibilities of a Business Firm
Social Responsibility: proposes that a private corporation has responsibilities to society that extend beyond making a profit
Pandangan Tradisional (Friedman)
Kegawatan ekonomi atau inflasi; syarikat akan menurunkan harga bagi membantu mengurangkan masalah.
Membelanjakan wang syarikat bagi kepentingan awam.
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Responsibilities of a Business Firm
Friedman’s traditional view of a business firm:
Argues against the concept of social responsibility– Primary goal of business is profit maximization
not spending shareholder money for the general social interest
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Social ResponsibilityFriedman’s Traditional View
“There is one and only one social responsibility of business – to use its resources and engage in activities designed to increase its profits…”
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Responsibilities of a Business Firm
Carroll’s four responsibilities of business: (in order of priority)
Economic Legal Ethical Discretionary
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Corporate Governance
Archie Carroll’s four (4) Responsibilities of Business:Figure 3-1, in the text; Archie Carroll proposes that managers of business organizations have four responsibilities; in order of it priority.
Economic:Produce good and services of value to society so that the firm may repay its creditors and shareholder.
Legal:Defined by governments in law that management is expected to obey. Example; hiring and promoting peoples based on their credentials rather than discriminate on non job-related characteristics such as race, gender or religion.
Ethical:organization’s management are to follow the generally held belief about behavior in society.
Discretionary:A voluntary obligations a corporation assumes. Example, contributions, training the hard core unemployed, and providing day care center
4 Tanggungjawab dalam Perniagaan (Carroll)
Tanggungjawab ke atas pengurusan atasan:1. Ekonomi:
• Wajib dilakukan.• Menghasilkan barangan dan perkhidmatan.• Syarikat boleh menjelaskan hutang dan dividen.
2. Perundangan:• Mesti dilakukan.• Mesti dipatuhi oleh syarikat dalam menjalankan perniagaan.
3. Etika:• Perlu dilakukan.• Menimbang kepecayaan dan pegangan masyarakat.
4. Pertimbangan:• Mungkin dilakukan.• Tanggungjawab yang dilakukan secara sukarela.
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Responsibilities of Business
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Responsibilities of a Business Firm
The ability to enter local and international markets
Enhanced reputation Competitive advantage Cost savings
The ability to charge premium prices
Improved relationships with suppliers and distributors
The ability to attract better talent
Goodwill in the eyes of public officials
Access to capital
Social capital refers to the goodwill of key stakeholders and provides a company with:
Pemegang Saham Korporat
Orang ramai atau kumpulan yang melibatkan diri atau terlibat dengan pencapaian objektif bagi sesebuah organisasi.
Mempunyai kepentingan dalam syarikat.
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Corporate Stakeholders
Stakeholders have an interest in the business and affect or are affected by the achievement of the firm’s objectives
Enterprise strategy- articulates the firm’s ethical relationship with its stakeholders
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Stakeholder Analysis- the identification of corporate stakeholders in 3 steps:
1. Primary stakeholders have a direct connection with the corporation and have sufficient bargaining power to directly affect corporate activities
2. Secondary stakeholders have an indirect stake in the corporation but are also affected by corporate activities
3. Estimate the effect on each stakeholder from a particular strategic decision
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Corporate Stakeholders
Corporate Stakeholders;A groups of people with interest in a business organization’s activities.They affect or are affected by the achievement of the firm’s objectives.
PEMBUATAN KEPUTUSAN BERETIKA
Norma dan nilai budaya di antara negara dan kaum bagi sesebuah negara adalah berbeza.
Perbezaan nilai menyebabkan sesetengah pihak tidak memahami tindakan yang telah diambil oleh pihak lain.– Contoh: Iklan rokok.– Persoalannya: Bagaimanakah penerimaan
masyarakat terhadap iklan rokok?
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Reasons for Unethical Behavior
Unaware that behavior is questionable Lack of standards of conduct Different cultural norms and values Behavior-based or relationship-based
governance systems Different values between business people and
stakeholders
Perbandingan Moral
Perbandingan moral menuntut bahawa kemoralan adalah perbandingan kepada tahap personal, sosial, atau budaya.
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Moral Relativism
Moral Relativism;Morality is relative to some personal, social, or cultural standard and that there is no method for deciding whether one decision is better than another.So, MR believe that all moral decision are deeply personal and that individuals have the right to run their own lives; each person should be allowed to interpret situations and act on his or her own moral values.
Example;A Manager must put aside his or her personal beliefs and do what the role require or in the best interest of the department.
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Moral Relativism claims that morality is relative to some personal, social, or cultural standard and that there is not a method for deciding whether one decision is better than another
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Types of Moral Relativism include:
Naïve relativism Role relativism Social group relativism Cultural relativism
Tahap Perkembangan Moral(Kohlberg)
Pra-kebiasaan:– Berkenaan diri sendiri.– Mengelakkan diri dari didenda.
Kebiasaan:– Berkenaan undang-undang dan norma-norma.
Prinsip:– Berkenaan nilai umum.– Menetapkan tahap moral yang melebihi norma
atau perundangan.
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Kohlberg’s Levels of Moral Development
Kohlberg’s Level of Moral Development Model;1. Preconventional level:
Characterized by a concern for self Evaluate behavior on the basis of Personal interest Avoidance of punishment or quid pro quo.
2. Conventional level : Characterized consideration of society’s values (Society Laws and norms).
Action are justified by an external code of conduct
3. Principled level Characterized by adherence to internal moral code
An individual at this level looks beyond the norms and laws to universal values or principles.
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Social ResponsibilityCode of Ethics:
– Specifies how an organization expects its employees to behave while on the job.
ASPEK ETIKA
Kod Etika: Menetapkan bagaimana syarikat mahukan
pekerjanya bergelagat ketika bekerja. Kod etika mengalakkan gelagat/tindakan
yang beretika. Latihan dan seminar mengenai kod etika.
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Encouraging Ethical Behavior
Code of Ethics- specifies how an organization expects its employees to behave while on the job
Whistleblowers- employees who report illegal or unethical behavior on the part of others
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Key Terms in Ethical Behavior
Ethics- the consensually accepted standards of behavior for an occupation, trade, or profession
Morality- the precepts of personal behavior based on religious or philosophical grounds
Law is the formal codes that permit or forbid certain behaviors and may or may not enforce ethics or morality
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Approaches to Ethical Behavior
Utilitarian- actions are judged by consequencesIndividual rights- fundamental rights should be
respectedJustice- decisions must be equitable, fair and
impartial in the distribution of costs and benefits to individuals or groups
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Approaches to Ethical Behavior
Cavanagh’s questions to solve ethical problems:
1. Utility- does it optimize the satisfactions of the stakeholders?
2. Rights- Does it respect the rights of the individuals involved
3. Justice- Is it consistent with the canons of justice?
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Approaches to Ethical Behavior
Kant’s categorical imperatives:
1. Actions are ethical only if the person is willing for the same action to be taken by everyone who is in a similar situation
2. Never treat another person simply as a means but always as an end
Pendekatan Kepada Gelagat Beretika
Pendekatan faedah:– Tindakan dan rancangan bergantung kepada keputusan.– Tindak-tanduk menjurus ke arah yang diingini.
Pendekatan hak individu:– Keputusan tindakan perlu dilakukan jika menganggu hak
orang lain. Pendekatan keadilan:
– Pengagihan.– Saksama.– Diperoleh kembali.– Ganti rugi.
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Encouraging Ethical Behavior
Three (3) basic approaches to Ethical Behavior:
1. Utilitarian: proposed that actions and plans should
be judged by their consequences.2. Individual Rights
Proposed that human being have certain fundamental rights in all decisions.
3. Justice Proposed that the decision makers be
equitable fair, and impartial in distribution of cost, and benefit to individual and groups. in equitable fashion.
GAYA PENTADBIRAN KORPORAT
Pengurusan Pengusaha
Pengurusan Perkongsian
Pengurusan Kelam-kabut
Pengurusan Boneka
Tinggi
Rendah TinggiTahap Penglibatan oleh
Lembaga Pengarah
Tah
ap P
engl
ibat
an
oleh
Pen
guru
san
Ata
san
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Styles of Corporate Governance
Styles of Corporate Governance
Degree of Involvementby
Top Management
High EntrepreneurshipManagement
PartnershipManagement
LowChaos
ManagementMarionette
Management
Low High
Degree of Involvement by Board of Directors
Meneliti Persekitaran &Analisa Industri
Bab 4Pengurusan Strategik
OBJEKTIF Meneliti Persekitaran. Analisa Industri. Ramalan.
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Strategic Management Model
Evaluation and Control
and Control StrategyFormulation
StrategyImplementation
Mission
Objectives
Strategies
Policies
Feedback/Learning
EnvironmentalScanning
Societal Environment General Forces
Task Environment
Industry Analysis
Structure Chain of Command
Resources Assets, Skills Competencies,
Knowledge
Culture Beliefs, Expectations,
Values
Reason for existence
What results to accomplish by when Plan to
achieve the mission & objectives Broad
guidelines for decision making
Programs
Activities needed to accomplish a plan
Budgets
Cost of the programs Procedures
Sequence of steps needed to do the job
Process to monitor performanceand take corrective action
Performance
External
Internal
Evaluationand Control
MENELITI PERSEKITARAN Memantau, menilai, dan menyebar maklumat dari
persekitaran luaran dan dalaman kepada pentadbiran atasan syarikat.
Ketidaktentuan Persekitaran:– Tahap kerumitan.– Tahap perubahan. -dari persekitaran luaran organisasi
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Identifying External Environmental Variables
Natural environment
Societal environment
Task environment
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Identifying External Environmental Variables
Natural environment
Physical resources Wildlife Climate
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Identifying External Environmental Variables
Societal environment- social systems that influence long-term decisions
Economic forces Technological forces Political-legal forces Sociocultural forces
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Identifying External Environmental Variables
Task environment- groups that directly affect a corporation and are affected by the corporation
Government Local communities Suppliers Competitors Customers Creditors Unions Special interest groups/trade associations
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Identifying External Environmental Variables
Industry analysis- an in-depth examination of key factors within a corporation’s task environment
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Identifying External Environmental Variables
STEEP Analysis- monitoring trends in the societal and natural environments
– Sociocultural-– Technological-– Economic-– Ecological-– Political-legal forces
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Trends in Economic Forces:
• Interest rates• Home sales• Oil prices• Emerging markets
• BRIC countries• Eastern Europe
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Trends in Technological Forces:
– Portable information devices and electronic networking
– Alternative energy sources– Precision farming– Virtual personal assistants– Genetically altered organisms– Smart, mobile robots
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Trends in Political-Legal Forces:
– Enforcement of U.S. antitrust laws/ in the case of Malaysia our trade/ taxes/ others
– Taxation and labor laws– Government bureaucracy– World Trade Organization
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Trends in Sociocultural Forces:
– Demographics– Increasing environmental awareness– Growing health consciousness– Expanding seniors market– Impact of Gen Y– Declining mass market– Changing pace and location of life– Changing household composition– Increasing diversity of workforce and markets
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Identifying External Strategic Factors:
Issues priority matrix- used to identify and analyze developments in the external environment
External strategic factors- key environmental trends that are judged to have both a medium to high probability of occurrence and a medium to high probability of impact on the corporation
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Environmental Scanning
Mengenal Pembolehubah Persekitaran Luaran
Persekitaran Kemasyarakatan:– Ekonomi: Mengawal pertukaran barangan, wang,
tenaga, dan maklumat.– Teknologi: Menghasilkan cara-cara mengatasi
masalah.– Politik-Perundangan: Memberikan kuasa, dan
memberikan kekangan dan mengawal perundangan.
– Sosiobudaya: Menentukan nilai, moral, dan budaya sesebuah masyarakat.
Pembolehubah Ekonomi Corak KNK. Kadar faedah. Permintaan wang. Kadar inflasi. Tahap pengangguran. Kawalan gaji/harga. Nilai matawang: Kenaikan/penurunan. Ketersediaan tenaga dan kos. Pendapatan: Lebihan dan pertimbangan.
Pembolehubah Teknologi Jumlah perbelanjaan kerajaan ke arah R&D. Jumlah perbelanjaan industri ke arah R&D. Fokus perkembangan teknologi. Perlindungan patent. Barangan baru. Perkembangan dalam peralihan teknologi dari
makmal ke pasaran. Penambahbaikkan pengeluaran melalui
automasi.
Pembolehubah Politik-Perundangan Regulasi ‘antitrust.’ Perundangan bagi melindungai persekitaran. Perundangan berkaitan cukai. Insentif khas. Regulasi dagangan asing. Pandangan terhadap syarikat asing. Perundangan mengenai pengambilan dan
kenaikkan pangkat. Kestabilan kerajaan.
Pembolehubah Sosiobudaya Perubahan citarasa. Jangkaan kerjaya. Pergerakkan persatuan pengguna. Kadar pembentukan keluarga. Kadar pertumbuhan penduduk. Taburan usia penduduk. Perubahan penduduk. Jangka hayat penduduk. Kadar kelahiran.
Meneliti Persekitaran LuaranAnalisa Persekitaran Kemasyarakatan
Ekonomi, Teknologi, Politik-Perundangan, Sosiobudaya
• Analisa Kumpulan Berkepentigan.
• Analisa Kemasyarakatan.
• Analisa Pasaran.
• Analisa Persaingan.
• Analisa Pembekal.
• Analisa Kerajaan
Pemilihan Faktor Strategik:
• Peluang (Opportunities)
• Halangan (Threats).
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External Environment
128
Societal EnvironmentImportant Variables
EconomicGDP trendsInterest ratesMoney supplyInflation ratesUnemployment levelsWage/price controlsDevaluation/
revaluationEnergy availability
and costDisposable and
discretionary income
TechnologicalTotal government
spending for R&DTotal industry
spending for R&DFocus of
technological efforts
Patent protectionNew productsNew developments in
technology transfer from lab to marketplace
Productivity improvements through automation
Political-LegalAntitrust regulationsEnvironmental
protection lawsTax lawsSpecial incentivesForeign trade
regulationsAttitudes toward
foreign companiesLaws on hiring and
promotionStability of
government
SocioculturalLifestyle changesCareer expectationsConsumer activismRate of family
formationGrowth rate of
population Age distribution of
populationRegional shifts in
populationLife expectanciesBirth rates
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External Environment Identifying External Strategic Factors
Factors influencing the choice:– Personal values of managers– Functional experience of managers– Success of current strategies– Strategic myopia
• Willingness to reject unfamiliar as well as negative information
Strategik: Isu dan Faktor Isu strategik:
– Halatuju yang berkemungkinan yang akan mempengaruhi persekitaran akan datang.
Faktor strategik:– Isu-isu strategik yang mempunyai kemungkinan
akan berulang.– Berkemungkinan tinggi akan mempengaruhi
syarikat.
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Identifying External Strategic Factors:
Issues priority matrix- used to identify and analyze developments in the external environment
External strategic factors- key environmental trends that are judged to have both a medium to high probability of occurrence and a medium to high probability of impact on the corporation
132
External Environment Issues Priority Matrix- One way to identify and analyze development in external environment:. Identify likely trends:
– Societal and task environments• Strategic environmental issues
Assess probability of trends occurring– From Low to High
Ascertain likely impact of trends on the corporation– From Low to High
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134
Issues Priority Matrix
High Priority
HighPriority
High Priority
Medium Priority
Medium Priority
Medium Priority
Probable Impact on Corporation
Low Priority
Low Priority
Low Priority
LowMediumHighM
ediu
mH
i gh
Low
Prob
abili
ty o
f Occ
urre
nce
135
External Environment
External Strategic FactorsDefined:
Key environmental trends that are judged to have both a medium to high probability of occurrence and a medium to high probability of impact on the corporation.
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Industry- a group of firms that produces a similar product or service
Porter’s 5 forces:– Threat of new entrants– Rivalry among existing firms– Threat of substitute products– Bargaining power of buyers– Bargaining power of suppliers– Relative power of other stakeholders (added)
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138
Industry Analysis Industry is defined as:
A group of firms producing a similar product or service, such as soft drinks or financial services.
139
Industry Analysis
ANALISA INDUSTRI - Analisa persaingan: MODEL LIMA KUASA PORTER
Sepertimana diterangkan dalam rajah sebelumnya. MLKP- merupakan pendekatan yang digunakan untuk membangunkan strategi-strategi dalam industri. Persaingan yang tinggi akan memberi kesan pada pulangan yang rendah dalam industri.Menurut POTER, sifat persaingan dalam sasuatu industri boleh dilihat dalam bentuk lima kuasa: Halangan kemasukkan ke industri. Persaingan di antara syarikat. Ancaman penggantian barangan/ perkhidmatan. Kuasa rundingan pembeli. Kuasa rundingan pembekal. Kuasa pihak berkepentingan (kerajaan, masyarakat, NGO)*.
Halangan Kemasukkan Ke Industri
Skala Ekonomi: Mengatasi masalah kos. Perbezaan produk: Penggunaan pengiklanan dan
promosi. Keperluan kapital: Pelaburan besar. Peralihan kos: Perubahan dari satu program ke
progam lain. Saluran pengedaran. Kekurangan kos (tidak bergantung kepada saiz). Polisi kerajaan.
Persaingan di antara Syarikat Jumlah pesaing. Kadar pertumbuhan industri. Ciri-ciri barangan atau perkhidmatan. Jumlah kos tetap. Kemampuan. Halangan keluar dari industri. Kepelbagaian saingan.
Ancaman Penggantian Barangan/ Perkhidmatan
Pelbagai barangan kelihatan berlainan, tetapi boleh memenuhi kehendak pengguna sama seperti barangan lain.– Fax Perkhidmatan kourier.– Nutrasweet Gula.– Kopi Teh.
Kuasa Rundingan Pembeli
Mempengaruhi industri melalui keupayaan untuk:– Menurunkan harga.– Meminta kualiti terbaik atau lebih
perkhidmatan.– Mempermainkan pesaing di antara satu
sama lain.
Kuasa Rundingan Pembekal Berkeupayaan untuk
– menaikkan harga.– menurunkan kualiti.
Kuasa Pihak Berkepentingan
Kepentingan bergantung kepada isu-isu persekitaran industri.– Kerajaan.– Masyarakat.– NGO.
ANALISA INDUSTRIPerkembangan Industri
Industri serpihan:– Tiada syarikat yang memiliki pasaran yang
besar, setiap syarikat hanya memiliki sediki pasaran dari industri.
Industri pengukuhan:– Dikawal oleh syarikat besar, menggunakan
teknik membezakan barangan.
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Industry Analysis
Industry EvolutionIndustry EvolutionFragmented Industry –
No firm has large market share and each firm serves only a small piece of the total market in competition with others.
Consolidated Industry –Dominated by a few large firms, each of which struggles to differentiate its products from the competition.
149
Continuum of International Industries
Multidomestic
Industry in which companies tailor their products to the specific needs of consumers in a particular country.
• Retailing
• Insurance
• Banking
Global
Industry in which companiesmanufacture and sell the same products, with only minor adjustments made for individual countries around the world.
Automobiles
• Tires
• Television sets
150
Industry Analysis Global IndustriesGlobal Industries
Industry primarily multidomestic or primarily global based on:– Pressure for coordination
– Within the multinationals in that industry
– Pressure for local responsiveness– Individual country markets
ANALISA INDUSTRIIndustri Antarabangsa
Multidomestik:– Industri membekalkan barangan kepada keperluan
tertentu pengguna.– Contoh: Peruncitan, insuran, kewangan.
Global:– Industri di mana syarikat membuat dan menjual
barangan yang sama, dengan sedikit atau tanpa pembetulan kepada negara-negara di seluruh dunia.
– Contoh: Kenderaan, tayar, set television.
152
ANALISA INDUSTRIRisiko Industri Antarabangsa
Kebanyakan firma membentukan rangkaian infomasi dan sistem komputer untuk menilai dan mengkelaskan risiko pelaburan.
Sistem yang dibentuk adalah untuk menilai risiko politik dan ekonomi. Contoh :– Indek kestabilan politik – Indek risiko persekitaran perniagaan. Dan sebagainya…
Walau apa pun, firma mesti membentuk cara menilai risikonya sendiri.
153
Industry Analysis
Strategic GroupsStrategic GroupsDefined:
A set of business units or firms that pursue similar strategies with similar resources.
154
Strategic Groups-
155
Industry Analysis
Strategic TypesStrategic TypesDefined:
Category of firms based on a common strategic orientation and a combination of structure, culture, and processes consistent with that strategy.
ANALISA INDUSTRIJenis Strategik: Syarikat
Dikategorikan satu daripada 4 jenis orientasi strategik am: Pembela (defender):
– Barangan terhad.– Menumpukan ke arah menambahbaikkan operasi pengeluaran.
Pencari (prospector):– Barangan tambahan.– Menumpukan ke arah innovasi barangan dan peluang pasaran.
Penganalisa (analyzer):– Beroperasi di dua tempat yang berlainan barangan.
Perengang (reactor):– Tiada ketetapan hubungan strategi-struktur-budaya.
157
Industry Analysis Strategic Types –Strategic Types –
Categorized by one of four general strategic orientations:
– Defenders• Companies with a limited product line; focus on improving
efficiency of current operations– Prospectors:
• Companies with fairly broad product lines; focus on product innovation and market opportunities.
– Analyzers:• Corporations that operate in at least two different product-
market areas – one stable and one variable.– Reactors:
• Corporations that lack a consistent strategy-structure-culture relationship.
158
Industry MatrixKey Success Factors Weight
Company ARating
Company AWeighted Score
Company BRating
Company BWeighted Score
1 2 3 4 5 6
Total 1.00
Source: T. L. Wheelen and J. D. Hunger, “Industry Matrix.” Copyright © 2001 by Wheelen and Hunger Associates. Reprinted by permission.
159
Gateway Apple Dell
KSF’s Wt Rating Wt’d Score Rating Wt’d Score Rating Wt’d Score
Market share 0.15 3 0.45 2 0.30 4 0.60
Inventory sys 0.08 2 0.16 2 0.16 4 0.32
Fin position 0.10 2 0.20 3 0.30 3 0.30
Prod. Quality 0.08 3 0.24 4 0.32 3 0.24
Cons. Loyalty 0.02 3 0.06 3 0.06 4 0.08
Sales Distr 0.10 3 0.30 2 0.20 3 0.30
Global Exp. 0.15 3 0.45 2 0.30 4 0.60
Org. Structure 0.05 3 0.15 3 0.15 3 0.15
Gateway Apple Dell
KSF’s (cont’d) Wt Rating Wt’d Score Rating Wt’d Score Rating Wt’d Score
Prod. Capacity 0.04 3 0.12 3 0.12 3 0.12
E-commerce 0.10 3 0.30 3 0.30 3 0.30
Customer Serv 0.10 3 0.30 2 0.20 4 0.40
Price competitive 0.02 4 0.08 1 0.02 3 0.06
Mgt. experience 0.01 2 0.02 4 0.04 2 0.02
Total 1.00 2.83 2.47 3.49
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External Factor Analysis Summary (EFAS)Notes: 1. List opportunities and threats (5–10) in column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not Important) in
Column 2 based on that factor’s probable impact on the company’s strategic position. The total weights must sum to 1.00.
3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the company’s response to that factor.
4. Multiply each factor’s weight times its rating to obtain each factor’s weighted score in Column 4.
5. Use Column 5 (comments) for rationale used for each factor. 6. Add the weighted scores to obtain the total weighted score for the
company in Column 4. This tells how well the company is responding to the strategic factors
in its external environment.Source: T. L. Wheelen and J. D. Hunger, “External Strategic Factors Analysis Summary (EFAS).” Copyright © 1991 by Wheelen and Hunger Associates. Reprinted by permission.
161
External Factor Analysis Summary (EFAS)
ExternalFactors Weight Rating
Weighted Score Comments
1 2 3 4 5
1.00
Opportunities
Threats
Total Weighted Score
Notes: 1. List opportunities and threats (5–10) in column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not Important) in Column 2 based on that factor’s probable impact on the company’s strategic position. The total weights must sum to 1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the company’s response to that factor. 4. Multiply each factor’s weight times its rating to obtain each factor’s weighted score in Column 4. 5. Use Column 5 (comments) for rationale used for each factor. 6. Add the weighted scores to obtain the total weighted score for the company in Column 4. This tells how well the company is responding to the strategic factors in its external environment.Source: T. L. Wheelen and J. D. Hunger, “External Strategic Factors Analysis Summary (EFAS).” Copyright © 1991 by Wheelen and Hunger Associates. Reprinted by permission.
162
External Factor Analysis Summary (EFAS)Maytag Example
External Factors Weight RatingWeighted Score Comments
1.00
Opportunities• Economic integration of
European Community• Demographics favor quality
appliances• Economic development of Asia• Opening of Eastern Europe• Trend to “Super Stores”
Threats• Increasing government regulations• Strong U.S. competition• Whirlpool and Electrolux strong
globally• New product advances• Japanese appliance companies
Total Scores
.20
.10
.05
.05
.10
.10
.10
.15
.05
.10
4
5
122
443
12
.80
.50
.05
.10
.20
.40
.40
.45
.05
.20
Acquisition of Hoover
Maytag quality
Low Maytag presenceWill take timeMaytag weak in this
channel
Well positionedWell positionedHoover weak globally
QuestionableOnly Asian presence is
Australia3.15
1 2 3 4 5
RAMALAN Penelitian persekitaran membolehkan data-data
dari persekitaran sekarang dan tren akan datang dibentang dan dibincangkan.
Gerakhati dan nasib baik adalah diperhatikan dalam membuat ramalan untuk meramalkan tren akan datang.
Keputusan ramalan adalah berdasarkan kepada angaran-angaran yang mungkin atau tidak sahih.
Bahaya Ramalan
Kebanyakkan ramalan menyebabkan kesilapan.
Formulasi dan perlaksanaan strategi hadapan berdasarkan anggaran semasa.
Perancangan jangkapanjang adalah diasaskan ke atas apa yang akan berlaku di masa hadapan.
Teknik Ramalan
Teknik ramalan:– Pelenturan (extrapolation): Memanjangkan
tren sekarang ke masa hadapan.– Percambahan pemikiran (brainstorming):
Pendekatan – Pandangan pakar (expert opinion),– Model statistik (statistical modeling): Teknik
kuantitatif.– Senario penulisan (scenario writing).
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Industry Analysis
Forecasting Techniques:Forecasting Techniques: Extrapolation Brainstorming Expert opinion Statistical modeling Scenario writing
Peranan Ramalan
Meneliti Persekiratan
Tren dan Fesyen Sekarang Ramalan
Tren Hadapan &
Fesyen
Andaian kepada
Perancangan Strategik dan Pembuatan Keputusan
STRATEGIC MANAGEMENT & BUSINESS POLICY
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Environmental scanning- the monitoring, evaluation and dissemination of information from the external and internal environments to key people within the corporation
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Identifying External Environmental Variables
Natural environment
Societal environment
Task environment
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Identifying External Environmental Variables
Natural environment
Physical resources Wildlife Climate
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Identifying External Environmental Variables
Societal environment- social systems that influence long-term decisions
Economic forces Technological forces Political-legal forces Sociocultural forces
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Identifying External Environmental Variables
Task environment- groups that directly affect a corporation and are affected by the corporation
Government Local communities Suppliers Competitors Customers Creditors Unions Special interest groups/trade associations
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Identifying External Environmental Variables
Industry analysis- an in-depth examination of key factors within a corporation’s task environment
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Identifying External Environmental Variables
STEEP Analysis- monitoring trends in the societal and natural environments
– Sociocultural-– Technological-– Economic-– Ecological-– Political-legal forces
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Trends in Economic Forces:
• Interest rates• Home sales• Oil prices• Emerging markets
• BRIC countries• Eastern Europe
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Trends in Technological Forces:
– Portable information devices and electronic networking
– Alternative energy sources– Precision farming– Virtual personal assistants– Genetically altered organisms– Smart, mobile robots
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Trends in Political-Legal Forces:
– Enforcement of U.S. antitrust laws– Taxation and labor laws– Government bureaucracy– World Trade Organization
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Trends in Sociocultural Forces:
– Demographics– Increasing environmental awareness– Growing health consciousness– Expanding seniors market– Impact of Gen Y– Declining mass market– Changing pace and location of life– Changing household composition– Increasing diversity of workforce and markets
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Identifying External Strategic Factors:
Issues priority matrix- used to identify and analyze developments in the external environment
External strategic factors- key environmental trends that are judged to have both a medium to high probability of occurrence and a medium to high probability of impact on the corporation
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Industry- a group of firms that produces a similar product or service
Porter’s 5 forces:– Threat of new entrants– Rivalry among existing firms– Threat of substitute products– Bargaining power of buyers– Bargaining power of suppliers– Relative power of other stakeholders (added)
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Threat of new entrants- new entrants to an industry bring new capacity, a desire to gain market share and substantial resources
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Entry barrier- an obstruction that makes it difficult for a company to enter an industry
Economies of scale Product differentiation Capital requirements Switching costs
•Access to distribution channels•Cost disadvantages due to size•Government policies
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Rivalry Among Existing Firms- new entrants to an industry bring new capacity, a desire to gain market share and substantial resources
Number of competitors Rate of industry growth Product or service characteristics Amount of fixed costs Capacity Height of exit barriers Diversity of rivals
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Threat of Substitute Products or Services- products that appear different but can satisfy the same need as another product
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Bargaining Power of Buyers- ability of buyers to force prices down, bargain for higher quality, play competitors against each other
Large purchases Backward integration Alternative suppliers Low cost to change suppliers Product represents a high percentage of buyer’s cost Buyer earns low profits Product is unimportant to buyer
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Bargaining Power of Suppliers- ability of suppliers to raise prices or reduce quality
Industry is dominated by a few companies Unique product or service Substitutes are not readily available Ability to forward integrate Unimportance of product or service to the
industry
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Relative Power of Other Stakeholders
Government Local communities Creditors Trade associations Special interest groups Unions Shareholders Complementors- products that work well with a
firm’s product
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Industry Evolution
Fragmented industry- no firm has a large market share and each firm only serves a small piece of the total market in competition with other firms
Consolidated industry- domination by a few large firms, each struggles to differentiate products from its competition
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Categorizing International Industries
Multi-domestic Industries- specific to each country or group of countries
Global Industries- operate worldwide with multinational companies making only small adjustments for country-specific circumstances
Regional industries- multinational companies primarily coordinate their activities within regions
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Strategic group- a set of business units or firms that pursue similar strategies with similar
resources
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Strategic Types
Defenders- focus on improving efficiency Prospectors- focus on product innovation
and market opportunities Analyzers- focus on at least two different
product market areas Reactors- lack a consistent strategy-
structure-culture relationship
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Hypercompetition
Creates a condition of disequilibrium and change
Competitive advantage comes from:– knowledge of environment– willingness to take risks– Cannibalization of own products
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Key success factors- variables that can significantly affect the overall competitive positions of companies within an industry
Industry matrix- summarizes the key success factors within a particular industry
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Using Key Success Factors to Create an Industry Matrix
Competitive intelligence (business intelligence)- a formal program of gathering information on a company’s competitors
Sources of competitive intelligence: Information brokers Internet Industrial espionage Investigatory services
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Monitoring Competitors for Strategic Planning
Primary activity of competitive intelligence is to monitor competitors
Competitors organizations that offer same, similar, or substitute products or services in the business areas in which a particular company operates
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Forecasting is based on a set of assumptions
Faulty underlying assumptions are the most frequent cause of forecasting errors
Useful forecasting techniques
Extrapolation Brainstorming Expert opinion Industry Scenario
•Delphi technique•Statistical modeling•Prediction markets•Cross impact analysis
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Penelitian Dalaman:Analisa Organisasi
Bab 5Pengurusan Strategik
Objektif
Pendekatan Berdasarkan-Sumber (Resource-Based).
Analisa Raintaian-Nilai (Value-Chain). Penelitian Sumber Fungsian.
211
Strategic Management Model
Evaluation and Control
and Control StrategyFormulation
StrategyImplementation
Mission
Objectives
Strategies
Policies
Feedback/Learning
EnvironmentalScanning
Societal Environment General Forces
Task Environment
Industry Analysis
Structure Chain of Command
Resources Assets, Skills Competencies,
Knowledge
Culture Beliefs, Expectations,
Values
Reason for existence
What results to accomplish by when Plan to
achieve the mission & objectives Broad
guidelines for decision making
Programs
Activities needed to accomplish a plan
Budgets
Cost of the programs Procedures
Sequence of steps needed to do the job
Process to monitor performanceand take corrective action
Performance
External
Internal
Evaluationand Control
PENDEKATAN BERDASARKAN-SUMBER (Resourced-Based)
Penelitian dan analisa persekitaran luaran adalah untuk mencari peluang dan ancaman, tidak cukup untuk menjamin atau memberi dayasaing yang kompetitif kepada syarikat. Dengan itu penanalisa syarikat perlu melihat kepada faktor strategik dalaman syarikat.– Faktor strategik dalaman:
• Mengenalpasti keupayaan dan kelemahan syarikat.• Faktor kritikal dalam menentukan keupayaan syarikat
dalam mengambil peluang dan menanggani ancaman.– Analisa persekitaran dalaman juga dirujuk sebagai analisa
organisasi, yang bertujuan untuk mengenaipasti dan membentuk sumber dan kompintensi organisasi.
Sumber/(Resources) Definasi:
– Merupakan aset, keupayaan, proses, skil, atau pengetahuan mengawal oleh sesebuah syarikat.
Sumber adalah keupayaan:– Apabila ia memberi kelebihan dayasaing kepada syarikat.
Sumber adalah kelemahan:– Apabila syarikat lemah dalam membuat sesuatu/tiada
dayasaing.– Tiada mempunyai keupayaan untuk melakukan walaupun
pesaing berupaya untuk melakukannya.
Kerangka Analisa VRIO oleh (Barney)
4 persoalan untuk dianalisa:– Nilai (Value): Adakah ia memberikan kelebihan dayasaing?– Jarang/Unik (Rareness): Adakah Pesaing lain memilikinya?– Meniru (Imitability): Adakah ia memlibatkan Kos tinggi
bagi pesaing untuk meniru?– Organisasi (Oraganization): Adakah organisasi sedia untuk
menggunakan /mengekploitasi sumber?
Kerangka VRIO (samb.) Jawapan: YA. Sumber tersebut merupakan kekuatan / keupayaan dan
“Distinctive competence” kepada syarikat untuk bersaing.
Menilai kekuatan/Keupayaan dan kelemahan untuk menentukan masa hadapan syarikat bolih dibuat dengan membandingkan syarikat :– Prestasi dahulu.– Pesaing utama.– Keseluruhan industri.
Grant ‘s (5) Steps Resource Base to Strategy Analysis/ Teknik Pengekalan Kekuatan / Keupayaan Dayasaing (Grant)
Mengenalpasti dan kelaskan sumber-sumber syarikat dalam menentukan kekuatan dan kelemahan.
Gabungkan kekuatan syarikat kepada satu keupayaan khas: Keupayaan korporat.” Corporate capabilities or called Core Competencies”
Menilai keupayaan keuntungan yang boleh didapati dari sumber-sumber dan keupayaan-keupayaan.
Pilih strategi yang terbaik untuk mengeksploitasikan sumber-sumber dan keupayaan-keupayaan yang ada ke arah peluang-peluang luaran.
Mengenalpasti jurang sumber dan melabur untuk memperbaiki kelemahan.
Penentuan dalam Mengekalkan Kelebihan/Dayasaing
Ketahanan:– Kadar di mana sumber dan keupayaan syarikat berkurangan atau
menjadi lapuk.– Mengatasi… teknologi baru.
Peniruan:– Kadar di mana sumber dan keupayaan syarikat boleh ditiru oleh
pesaing.– Syarat-syarat peniruan akan berlaku:
• Ketelusan: Kecepatan pesaing dalam memahami hubungkait di antara sumber dan keupayaan strategi.
• Pemindahan: Keupayaan pesaing untuk mendapatkan sumber dan keupayaan untuk bersaing.
• Penyalinan: Keupayaan pesaing dalam menyalin sumber dan keupayaan.
Pengekalan Berterusan Cara menentukan samaada sumber dan keupayaan
syarikat boleh bertahan atau ditiru oleh pesaing.– Sumber pusingan perlahan: [Mudah ditiru]
• Mudah ditiru, bergantung kepada idea (Walkman Sony).– Sumber pusingan biasa:
• Pengeluaran banyak, skala ekonomi, proses yang rumit (Proton)– Sumber pusingan cepat: [Susah ditiru]
• Dikawal rapi, berpatent, jenama (Pisaucukur Gillette).
ANALISA RANTAIAN-NILAI(Value-Chain Analysis)
Permulaan dalam menganalisa organisasi.– Mengetahui kedudukan produk di sepanjang rantaian-nilai.
Definasi Rantaian-Nilai:– Satu set hubungkait aktiviti yang menghasilkan nilai yang
bermula dari bahan mentah (dari pembekal), bergerak dalam bentuk aktiviti bersiri yang menghasilkan nilai tambahan; melibatkan pengeluaran dan pemasaran barangan atau perkhidmatan, dan berakhir dengan penjual; yang menjual barangan siap kepada pelanggan.
Rantaian-Nilai: Pembuatan Barangan
Pengilangan Utama
BahanMentah Penciptaan
PembuatBarangan
Pengedar Penjual
Analisa Rantaian-Nilai Industri 2 segmen:
– Huluan (upsetram).– Hiliran (downstream).
Contoh:– Petronas:
• Huluan: Aktiviti carigali, menghantar minyak ke kilang penapis.• Hiliran: Penapisan minyak, menghantar minyak kepada penjual.
Pusat graviti/(Center of Gravity)– Sebahagian dari rantaian-nilai yang amat penting bagi syarikat ;
dan juga kedudukan di mana kepakaran dan keupayaan berpusat.– Titik permulaan.
Analisa Rantaian-Nilai Korporat (Porter)
Setiap syarikat menpunyai Rantaian Nilai Dalaman nya sendiri;seperti berikut;– Aktiviti utama:
• Logistik kemasukkan.• Operasi.• Logistik keluaran.• Pemasaran dan jualan.• Perkhidmatan
– Aktiviti sokongan:• Perolehan.• Perkembangan teknologi.• Pengurusan sumber manusia.• Infrastruktur organisasi.
223
Corporate Value Chain
224
Corporate Value Chain Analysis
Examine each product line’s value chain• Core competencies & core deficiencies
Examine the “linkages” within each product line’s value chain
• Connections between the way one value activity is performed and the cost of performance of another activity
Examine the synergies among the value chains of different product lines or business units
• Economies of scope
PENELITIAN SUMBER-SUMBER FUNGSIAN
Cara mudah untuk menganalisa rantaian-nilai syarikat bermula dengan menganalisa fungsian tradisional untuk mengenalpasti potensi:– Kekuatan.– Kelemahan.
PENELITIAN SUMBER-SUMBER FUNGSIAN di buat dengan ;– Struktur organisasional asas.– Budaya korporat. dan – Isu – isu strategik seperti : Pemasaran, Kewangan, R&D, Operasi,
Sumber Manusia, Sistem Informasi.
Struktur Organisasional Asas Struktur mudah:
– Perniagaan kecil; satu/dua talian barangan.– Tiada fungsian atau kategori produk.
Struktur fungsian:– Perniagaan sederhana; beberapa talian produk.– Pekerja adalah pakar dari segi fungsian.
Struktur divisional:– Perniagaan besar; banyak talian produk dalam pelbagai
industri.
227
Basic Organizational Structures: Simple and Functional
I. Simple Structure
II. Functional Structure
Owner-Manager
Workers
Top Management
Manufacturing Sales Finance Personnel
Struktur Organisasional Asas (samb)
Unit perniagaan strategik (SBU):– Modifikasi struktur divisional.– Mempunyai penumpuan kepada satu produk/ barangan sahaja.– Desentralisasi.
Struktur konglomerat:– Perniagaan besar; mempunyai banyak barangan bagi pelbagai
industri yang tidak berkaitan.– Diversifikasi.
229
Basic Structures of Corporations: Divisional
III. Divisional Structure*
Manufacturing Finance Manufacturing Finance
Top Management
Product Division A Product Division B
*Conglomerate structure is a variant of the division structure.
Sales Personnel Sales Personnel
Budaya Korporat Definasi:
– Kumpulan kepercayaan, tanggapan, dan nilai yang dipelajari dan dikongsi bersama dengan pekerja di dalam syarikat; dan tersebar di dalam syarikat dan diperturunkan kepada pekerja baru.
Sifat-sifat:– Budaya kesungguhan (kedalaman):
• Tahap di mana pekerja sesebuah unit menerima norma, nilai, atau sebarang budaya yang ada kaitan.
– Budaya integrasi (keluasan):• Tahap di mana unit-unit berkongsi budaya yang sama.
231
Corporate Culture
Defined:Collection of beliefs, expectations, and values learned and shared by a corporation’s members and transmitted from one generation of employees to another.
232
Corporate Culture Distinct Attributes
1. Cultural intensity– Degree to which members of a unit accept
the norms, values, or other culture content associated with the unit.
2. Cultural integration– Extent to which units throughout an
organization share a common culture.
233
Corporate Culture Important Functions
Sense of identity for employees Generate employee commitment Stability of organization Guide for appropriate behavior
Isu Strategik Pemasaran Penumpuan:
– Kedudukan pasaran dan sementasi:• Kedudukan pasaran: Pelanggan kita? Kawasan penumpuan
pasaran?• Segmentasi pasaran: Kelebihan pemasaran? Pengenalan
produk/perkhidmatan baru? Percangahan produk sendiri?– Campuran pemasaran:
• Kombinasi: produk, tempat, promosi, dan harga (4Ps).– Kitaran hayat produk:
• Pergerakkan produk dari pengenalan hingga kematangan.• Pemetaan di antara jualan (RM) dengan masa.
235
Strategic Marketing Issues
Market Position:– “Who are our customers?”
Market Segmentation:– Niches, new product development
Marketing Mix:– Combination of key variables under the corporation’s
control used to affect demand and gain competitive advantage.
236
Marketing Mix VariablesProduct Place Promotion Price
Quality Channels Advertising List priceFeatures Coverage Personal selling DiscountsOptions Locations Sales promotion AllowancesStyle Inventory Publicity Payment periodsBrand name Transport Credit termsPackagingSizesServicesWarrantiesReturnsSource: Philip Kotler, Marketing Management: Analysis, Planning, and Control, 4th ed. (Englewood Cliffs, N.J.: Prentice-Hall, 1980), p. 89. Copyright © 1980. Reprinted by permission of Prentice-Hall, Inc.
237
The Product Life Cycle
Introduction Growth* Maturity Decline
Time
Sale
s
*The right end of the Growth stage is often called Competitive Turbulence because of price and distribution competition that shakes out the weaker competitors. For further information, see C. R. Wasson, Dynamic Competitive Strategy and Product Life Cycles, 3rd ed. (Austin, Tex.: Austin Press, 1978).
Isu Strategik KewanganPungurus Kewangan yang menentukan punca terbaik kewangan, cara mengunanya dan mengawalnya
Penumpuan:– Sumber kewangan: Dalaman dan luaran.– Penggunaan dana: Aliran kewangan.– Pengawalan kewangan: Audit.
Pengumpilan (leverage) kewangan:– Ratio: Jumlah Hutang kepada Jumlah Aset.– Bagaimana hutang digunakan untuk meningkatkan pulangan kepada
pelabur.– Penghasilan kewangan dari dalaman dan luaran.
Belanjawan kapital:– Menganalisa dan menyusun kedudukan pelaburan-pelaburan yang
berpotensi di dalam aset tetap.– Tempoh pulangan (ROI), kadar pulangan (ROR), titik pulangan (BEP).
239
Strategic Financial Issues
Financial Leverage:– Ratio of total debt to total assets.
Capital Budgeting:– Analyzing and ranking possible
investments in fixed assets.
Isu Strategik R&DPengurus R&D bertangungjawab untuk ;
Tugas pengurusan:– Pemilihan altenatif teknologi baru:– Membina cara penerimaan dan pengunaan teknologi baru:– Penempatan sumber untuk kejayaan pengunaan teknologi baru:
Penumpuan:– Penekanan R&D, kecekapan teknologikal, dan pemindahan
teknologi:– Campuran R&D:– Kesan pemberhentian strategi teknologikal:
241
Strategic R&D Issues R&D Intensity:
– Spending on R&D as a percentage of sales revenue.
Technological Competence:– Development and use of innovative
technology.Technology Transfer:
– Process of taking new technology from the lab to the marketplace.
Isu Strategik R&D (samb)
Ketekunan R&D:– Pengawalan pasaran.– Peruntukan dan penggunaan R&D.
Kecekapan teknologikal:– Pembangunan dan penggunaan teknologi.– Sumber manusia yang menangani.
Pemindahan teknologi:– Dari makmal kepada pelanggan.
Isu Strategik R&D (samb)
Campuran R&D:– R&D Asas: Penggunaan makmal.– R&D Produk: Penumpuan kepada pemasaran.– R&D Kejuruteraan: Penekanan kejuruteraan,
penumpuan kepada pengawalan kualiti, pembangunan rekabentuk, dan penambahbaikkan peralatan pengeluaran.
– R&D Campuran: Pengabungan R&D di atas bergantung kepada strategi.
Isu Strategik R&D (samb)
Kesan pemberhentian strategi teknologikal:– Keputusan untuk memberhentikan penggunaan
teknologi.– Keputusan untuk menghasilkan teknologi baru.– Keputusan untuk menerima teknologi baru.
245
Technological DiscontinuityWhat the S-Curves Reveal
Research Effort/Expenditure
In the corporate planning process, it is generally assumed that incremental progress in technology will occur. But past developments in a given technology cannot be extrapolated into the future, because every technology has its limits. The key to competitiveness is to determine when to shift re-sources to a technology with more potential.
Mature Technology
New Technology
Source: P. Pascarella, “Are You Investing in the Wrong Technology?” Industry Week (July 25, 1983), p. 38. Copyright © 1983 Penton/IPC. All rights reserved. Reprinted by permission.
Prod
uct P
erfo
rman
ce
Isu Strategik Operasi
Tujuan utama operasi ialah untuk menghasilkan produk/perkhidmatan dengan penggunaan sistem tertentu yang mana akan menghasilkan jumlah tertentu produk/perkhidmatan tersebut, pada kos tertentu, dalam masa yang dikehendaki.
Sistem sela: Proses berturutan, tetapi kerja dan turutan adalah berbeza.
Sistem berterusan: Produk boleh dipasang atau diproses secara berterusan.
247
Strategic Operations Issues
Intermittent systems:– Manufacturing systems where items
are normally processed sequentially but the work and sequence of the process vary.
Continuous systems:– Laid out as lines where products are
continuously assembled or processed.
Isu Strategik Sumber Manusia
Kerja kumpulan: Ketua dan pekerja bawahan. Perhubungan industri: Pengurusan hendaklah
bekerjasama dengan kesatuan sekerja. Penambahbaik kualiti tempat kerja. Kepelbagaian pekerja: Berlainan bangsa dan budaya.
249
Strategic HRM Issues
Teams– Autonomous (self-managing)– Cross-functional– Concurrent engineering
Unionization– 13.9% of labor force overall– 12% of private labor force
Temporary Workers– Increase flexibility; avoid layoffs
250
Strategic HRM Issues Quality of Worklife
– Participative problem solving– Restructuring work– Innovative reward systems– Improvements in work environment
Human Diversity– Different races, cultures and
backgrounds in the workplace.
251
Strategic Information Systems Issues
Automate back-office processes Automate individual tasks Enhance key business functions Develop competitive advantages
252
Strategic Information Systems Issues
Intranet:– Information network within an
organization that also has access to the external worldwide Internet.
Extranet:– Information network within an
organization available to key suppliers and customers.
Isu Strategik Sistem Maklumat
Internet:– Capaian maklumat tanpa sempadan.
Intranet:– Pengaliran maklumat di dalam organisasi.
254
Impact of the Internet
Virtual Teams:– Groups of geographically and/or
organizationally dispersed coworkers that are assembled using a combination of telecommunications and information technologies to accomplish an organizational task.
255
Impact of the Internet
Virtual Teams• Flatter organizational structures• Turbulent environments• Employee autonomy • Higher knowledge requirements• Globalization of trade
256
Internal Factor Analysis Summary (IFAS)
Internal Factors Weight RatingWeighted Score Comments
1 2 3 4 5
1.00
Strengths
Weaknesses
Total Weighted Score
257
Internal Factor Analysis Summary (IFAS):Maytag as Example
Internal FactorsWeight Rating
Weighted Score Comments
1 2 3 4 5
1.00
Strengths• Quality Maytag culture• Experienced top management• Vertical integration• Employee relations• Hoover’s international orientation
Weaknesses• Process-oriented R&D• Distribution channels
• Financial position• Global positioning
• Manufacturing facilities
Total Weighted Score
Quality key to successKnow appliancesDedicated factoriesGood, but deterioratingHoover name in cleaners
Slow on new productsSuperstores replacing small
dealersHigh debt loadHoover weak outside the
United Kingdom and Australia
Investing now
3.05
.15
.05
.10
.05
.15
.05
.05
.15
.20
.05
54433
22
22
4
.75
.20
.40
.15
.45
.10
.10
.30
.40
.20
258
IFAS– Gateway Computers (2003)
Key Internal Factors Weight Rating Wtd Score
Strengths
1. Several new senior executive with world-class skills and leadership experience 0.05 4 0.40
2. Continuous decline in operating costs and cost of goods sold 0.05 3 0.15
3. Well-known brand name 0.05 3 0.15
4. Consumer Reports (Sept 2002) recommended Gateway 500X as #1 0.10 4 0.40
5. As a direct seller, Gateway holds high brand recognition 0.05 3 0.15
IFAS– Gateway Computers (2003)
Key Internal Factors Weight Rating Wtd Score
Strengths (cont’d)
6. Gateway is diversifying into non-PC products 0.10 3 0.30
7. Good relationship with its suppliers. 0.05 4 0.20
8. Economies of scale, the 6th largest PC maker I the world 0.05 4 0.20
9. Gateway retails stores excellent 0.05 3 0.15
259
IFAS– Gateway Computers (2003)
Key Internal Factors Weight Rating Wtd Score
Weaknesses
1. High operating expense (22% of revenue vs. 10% for Dell) 0.05 3 0.15
2. Almost no budget for R&D vs. Dell’s 18% of revenue 0.10 1 0.05
3. Low return on assets ratio 0.025 1 0.10
4. No niche market 0.025 2 0.05
IFAS– Gateway Computers (2003)
Key Internal Factors Weight Rating Wtd Score
Weaknesses (cont’d)
5. Shortage of cash due to successive losses 0.10 2 0.20
6. Limited number Gateway stores 0.05 2 0.10
7. Weak performance in overseas market 0.10 2 0.20
TOTAL 1.00 2.85