kiat mengukur daya tarik industri

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Page 1: Kiat mengukur daya tarik industri

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Selamat Datang di:Transformasi OrganisasiMenuju Profesionalisme

Kiat mengukurdaya tarikindustri

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Daniel Saputro ‐ Bio Sketch 

Pengalaman 21 tahun dalam perbaikan kinerja perusahaan seperti Astra, Bank Indonesia, Bank BTN, Nuqul Group (Yordania) dan Banpu (Thailand).

Untuk Family Business, beliau membantu suksesi dan transformasi menuju  perusahaan yang lebih professional. Dengan 2 cara utama : 

1. Great Strategy and Business Model2. Excellent People – Process ‐ Cultureagar menjadi AutoPilot Business. Kliennya tersebar di Jakarta, Surabaya, 

Bandung, Medan, Jogja, Pekan Baru, Solo, Lampung, Banjarmasin dan Malang. 

Andakah yang berikutnya…?

.

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Mengapa dibutuhkan ?

• Jika “tanah”nya sudahtidak subur, makadiperlukanlebih banyakusaha untuktumbuh

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The attractiveness of this market

Pressure from Substitute Products

Bargaining Power of BuyersBargaining Power of Suppliers

Threat of New Entrants

Intensity of Rivalry

Low, stable returns

Low, risky returns

High, stable returns

High, risky returns

Exit Barriers

Entry Barriers

L

H

L H

CostLeadership Differentiation

CostFocus

DifferentiationFocus

Competitive Advantage

CompetitiveScope

Broad

Narrow

Lower Cost Differentiation

A supplier group is powerful when:It is dominated by a few companies and is more concentrated than the industry it sells to.There are no substitute products.The industry is not an important customer.Its products are important to the industry.Products are differentiated or suppliers have built up switching costs.It poses a credible threat of forward integration.

Barriers to entry:Economies of scale (including shared resources)Product differentiation (proprietary)Capital requirementsSwitching costsAccess to distribution channelsCost disadvantages independent of scaleGovernment policyExpected reaction of incumbent

Intense rivalry results from:Numerous or equally balanced competitorsSlow industry growthHigh fixed or storage costsLack of differentiation or switching costsCapacity augmented in large incrementsDiverse competitorsHigh strategic stakesHigh exit barriers

A buyer group is powerful when:It is concentrated or purchases large volumes relative to seller sales.The products represent a significant fraction of the buyers’ costs or purchases.The products are standard or undifferentiated.It faces few switching costs.It earns low profits.It poses a credible threat of backward integration.The bought product is unimportant.It has full information.

Search for products that can perform the same function.Assess buyers’ propensity to substitute.

Focus on those that:Are improving their price performance trade-off compared with the industries products.Require low switching costs.Are produced by industries earning high profits.

Take offensive or defensive actions to create a defensible position against the forces:

Positioning the firm so its capabilities provide the best defenceInfluencing the balance of forces through strategic movesAnticipating shifts in the factors underlying the forces and responding to them

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Contoh di industri otomotif

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5 FORCES AnalysisNo What causes Rivalry to stronger ? Data Low

Rivalry 1 2 3 4 5High

Rivalry

1 Number of Equal Firms in size & Capability

SMALL C/F LARGE

2 Market/Industry Growth FAST F C SLOW

3 Industry Condition (Industry Life Cycle) FAVORABLE

C/F

UNFAVORABLE

4 Offensive to Boost Volume & Market Share

LOW C F HIGH

5 New Product Introduction LOW C F HIGH

6 Customer’s Switching Cost LARGE C F SMALL

7 Firm’s Exit Cost LOW C/F HIGH

8 Strategic Stakes (Principal) of Firm LOW C F HIGH

9 Diversity of Competitors LOW C F HIGH

10 Powerful Players Attacking NONE C F MANY

VALUE

F = FutureC = Current

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5 FORCES AnalysisNo Buyers are strong competitive force

when : Data Lower Power 1 2 3 4 5

HigherPower

1 Larger & Purchase a Sizable Percentage of Product

LOW C F HIGH

2 Buy in Volume Quantizes SMALL C F BIG

3 Standardized of Industry’s Product NONE C/F MANY

4 Switching Cost to Other Brand HIGH C F LOW

5 Number of Seller SMALL C F LARGE

6 Price of Product EXPENSIVE C F CHEAP

7 Backward Integration LOW C F HIGH

VALUE

F = FutureC = Current

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5 FORCES Analysis

No Possibility of new entrance are strong competitive force when : Data

LowPossibili

ty 1 2 3 4 5

HigherPossibil

ity

1 Economic of Scale of Industry BIG C/F SMALL

2 Access to Specialized Technology LOW C F HIGH

3 Experience Curve Effect LONG C F SHORT

4 Strong Brand Preference & Customer Loyalty HIGH F C LOW

5 Capital/Resources Requirement LARGE F C SMALL

6 Cost Disadvantages Independent of Size HIGH C/F LOW

7 Access to Distribution Channel HARD C/F EASY

8 Regulator Policies, Tariff, Trade Restriction in Industry

MANY C/F NONE

9 New Comer’s Entry Effort LOW C F HIGH

10 Sizable Pool of Entry Candidates Exist SMALL C F BIG

11 New Comer Can Expect to Earn Attractive Profit HARD C/F EASY

VALUE

F = FutureC = Current

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No Possibility of subtitutes are strong competitive force when Data

LowPossibil

ity 1 2 3 4 5

HighPossib

ility

1 Readily Available LOW C/F HIGH

2 Attractive Price EXPENSIVE C F CHEAP

3 Believed to Have Comparable or Better Performance Features

BAD C/F GOOD

4 Customers Switching Cost LOW C/F HIGH

VALUE

5 FORCES Analysis

F = FutureC = Current

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5 FORCES AnalysisNo Supplier strong competitive force

when Data LowPower 1 2 3 4 5

HigherPower

1 Number of Supplier for Providing Material

LARGE F C SMALL

2 Switching Cost to Other Supplier LOW C F HIGH

3 Reputation of Supplier LOW C F HIGH

4 Quantities of Component Supplied SMALL C F LARGE

5 Substitutes of Component MANY F C NONE

6 Price / Cost of Production in Supplier HIGH C/F LOW

VALUE

F = FutureC = Current

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Low HighRivalry 1 2 3 4 5 Rivalry

1 Number of equal firms in size & capability Small C/F Large2 Market / industry growth Fast F C Slow3 Industry conditions Favourable C/F Unfavour.4 Offensive to boost volume & market share Low C F High5 New product introduction Small C F Large6 Customer's switching cost Large C F Small7 Firm's exit cost Low C/F High8 Strategic stakes (principal) of firm Low C F High9 Diversity of competitors Low C F High

10 Powerfull players attacking None C F Many

Low HighPower 1 2 3 4 5 Power

1 Large & purchase a sizable percentage of product Low C F High2 Buy in volume quantities Small C F Big3 Backward integration Low C/F High4 Standardized of industry's product None C F Many5 Switching cost to other brand High C F Low6 Number of seller Small C F Large7 Price of product Expensive C F Cheap

Low HighPower 1 2 3 4 5 Power

1 Number of supplier for providing material Large F C Small2 Switching cost to other supplier Low C F High3 Reputation of supplier Low C F High4 Quantities of component supplied Small C F Large5 Subtitutes of component Many F C None6 Price / cost of production in supplier High C/F Low

Low HighPossibility 1 2 3 4 5 Possibility

1 Economics of scale of industry Big C/F Small2 Access to specialized technology Low C F High3 Experience curve effects Long C F Short4 Strong brand preference & customer loyalty High F C Low5 Capital / resouces requirement Large F C Small6 Cost disadvantages independent of size High C/F Low7 Access to distribution channel Low C/F High8 Regulatory policies, tarrif, trade restrictions in industry Many C/F None9 New comer's entry efforts Low C F High

10 Sizable pool of entry candidates exists Small C F Big11 New comer can expect to earn attractive profits Hard C/F Easy

Low HighPossibility 1 2 3 4 5 Possibility

1 Readily Available Low C/F High2 Attractive price Expensive C F Cheap3 Believed to have comparable or better performance features Bad C/F Good4 Customers switching cost Low C/F High

C: Current; F: Future

Possibility of subtitutes are a strong competitive force when:

Values

Riv

alry

NO What Causes Rivalry to be Stronger? Values

Subt

itut

es

NO

Buy

er

NO Buyers are a strong competitive force when: Values

Supp

lier

NO Supplier are a strong competitive force when: Values

New

Ent

rant

s

NO Possibility of new entrance are a strong competitive force when:

Values

Forces ORGANIZE

Rivalry : Moderate to High

More international & local players compete in 

LSP

Bargaining Power of Buyer : Moderate to 

HighPotential to outsource 

by buyers

Bargaining Power of Supplier: Moderate

Reputation Enhancement 

New Entrants: Moderate 

Capital Intensive and Advance IT requirements 

Substitute:Moderate 

Less Substitute

Competitive Environment is Moderate, but in the future will be high

Implication  to  company strategy that company must excellent in :

1. Service Level2. Comprehensive Service3. Wide networking4. Competitive Price

By developing of :1. People Excellence

2. Process Excellence3. Integrated IT System 

Logistic Industry will be still attractive, prospective & 

favorable

IKSF

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1.Service Level2.Comprehensive Service3.Wide networking4.Competitive Price

By developing of :1.People Excellence2.Process Excellence3.Integrated IT System

Government Compliance

Competitive Price

Process Excellent

Friendly Environment

High Technology

Integrated IT

1. Process Excellence

2. People Excellence

3. Integrated IT System

4. Service Level

5. Wide Network

6. Competitive Price

7. Comprehensive Service

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Sudahkan anda mengukur dayatarik industri ?

• Ingat:• Kondisi Industri akan menentukan Industri Key

Success FactorDisclaimer: data-data diatas diambil dari berbagai sumber. Penulis adalah penenun, bukan pembuat benang

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Thank you and Good LuckMy profile:      daniel.blog.kontan.co.id/profile/

WhatsApp:      0819‐0830‐9519 untuk Training & Consulting