3. PROSES PEMILIHAN STRATEGI Tahap 3 : Decision stage (tahap keputusan) Matrik Perencanaan Strategi Kuantitatif (Quantitative Strategic Planning Matrix = QSPM) Tahap 2 : Matching stage (tahap perpaduan) Matrik Matrik Matrik Matrik Matrik Matrik SWOT I-E BCG SPACE Multifaktor Grand Strategy Tahap 1 : Input stage (tahap input) Matrik EFE Matrik IFE Matrik Profil Kompetitif
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5. INTERNAL FACTOR EVALUATION (IFE MATRIX) 2,80 1,00 TOTAL 0,10 0,30 0,12 0,08 0,06 2 2 2 1 1 0,05 0,15 0,06 0,08 0,06 WEAKNESSES Legal suits have not been resolved Plant capacity has fallen to 74% Lack of a strategic manag. system R&Dexpenses have increased 31% Dealer incentives have not been effective 0,24 0,64 0,72 0,24 0,36 4 4 4 3 3 0,06 0,16 0,18 0,08 0,12 STRENGTH Current ratio increase to 2.52 Profit margin increased to 6,95 Employee morale is high New computer information system Market share has increased to 24percent SKOR BOBOT RATING (Score) BOBOT (Weighted) FAKTOR INTERNAL
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7. EXTERNAL FACTOR EVALUATION (EFE MATRIX) 2,64 1,00 TOTAL 0,20 0,48 0,21 0,26 0,10 2 4 3 2 1 0,10 0,12 0,07 0,13 0,10 THREATS The US/Mexico Free trade Agreement is being delayed The European Community has imposed new tarrifts The Russian Republic is unstable politically Federal and State support for business is declining Unemployment rates are increasing 0,24 0,12 0,11 0,56 0,36 3 2 1 4 4 0.08 0,06 0,11 0,14 0,09 OPPORTUNITIES The US/ Canadian Free Trade Agreement is spurring growth Equity markets are healthy Disposable income is increasing 3% annually Consumers are more willing to pay for biodegradable packages New software can shorten product life cycle SKOR BOBOT RATING (score) BOBOT (weighted) FAKTOR EKSTERNAL
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9. A COMPETITIVE PROFILE MATRIX FOR HOLIDAY IN CORPORATION 3,31 1,00 TOTAL 0,20 0,60 0,45 0,32 0,60 0,40 0,18 0,40 0,16 4 4 3 4 4 4 1 4 4 0,05 0,15 0,15 0,08 0,15 0,10 0,18 0,10 0,04 Brand Recognition Service Occupancy Rate Market Segmentation Market Share Gaming Properties Financial Strength Location of Properties Contemporary Facilities W x S SCORE HOLIDAY WEIGH TED KEY SUCCES FACTOR 2,65 3,40 0,15 0,45 0,45 0,24 0,30 0,10 0,54 0,30 0,12 3 3 3 3 2 1 3 3 3 0,20 0,60 0,45 0,16 0,45 0,40 0,72 0,30 0,12 4 4 3 2 3 4 4 3 3 W x S SCORE W x S SCORE SHERATON HILTON
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12. TOWS MATRIX (2) STRATEGI – WT Meminimalkan kelamahan dan menghindari ancaman STRATEGI – ST Menggunakan kekuatan untuk menghindari ancaman ANCAMAN-ANCAMAN (THREATS) 1………………………….. 2…………………………. 3………………………….. STRATEGI – WO Mengatasi kelemahan dan mengambil peluang STRATEGI – SO Memanfaatkan kekuatan untuk menjangkau peluang PELUANG-PELUANG (OPPORTUNITIES) 1………………………… 2………………………… 3………………………… KELEMAHAN-KELEMAHAN (WEAKNESSES) 1…………………………… 2………………………………. 3………………………………. KEKUATAN-KEKUATAN (STRENGTHS) 1…………………………… 2…………………………… 3…………………………….
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14. STRATEGI WT 1. Tingkatkan pangsa pasar unt meningkatkan kuota impor 2. Optimalkan kapasitas atau lakukan sub kontrak 3. Joint venture di LN STRATEGI ST 1. Substitusi bahan baku 2. Tingkatkan daya saing melalui efisiensi&kualitas 3. Tingkatkan kredibilitas melalui pemenuhan semua kebutuhan ekspor THREATS (T) 1. Persaingan ketat 2. Hambatn perdag internas 3. Kepercayaan LN 4. Pasokan bahan baku 5. Pemulihan ekonomi DN STRATEGI WO 1. Integrasi ke hulu 2. Peningkatan kualitas produksi 3. Menambah jaringan distribusi dan pemasaran internasional STRATEGI SO 1. Pertahankan kualitas & laya nan unt pelanggan LN 2. Pengembangan pasar ke negara non kuota 3. Pengembangan produk unt mengikuti selera pasar OPPORTUNITY (O) 1. Pertumbuhan pasar baik 2. Trend ekspor naik 3. Pelanggan setia di LN 4. Apresiasi US$ 5. Kebijakan pemerintah WEAKNESS (W) 1. Ketergantungan bhn baku 2. Jaringan internas kurang 3. Pangsa pasar msh kecil 4. Pemasaran blm optimal 5. Kapasitas produksi kecil STRENGTH (S) 1.Pertumbuhan sales baik 2. Kinerja keuangan baik 3. Harga saham tinggi 4. Manajemen baik 5. Kualitas produk baik
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18. A SPACE MATRIX FOR A BANK (1) - 4.0 - 5.0 - 4.0 ENVIRONMENTAL STABILITY ( ES ) Lesser developed countries are experiencing high inflation and political instability Headquartered in Pittsburgh, tha bank has historically been heavily dependent on the steel, oil, and gas industries. These industries are depressed Banking deregulation has created instability throughout the industry 4.0 2.0 4.0 INDUSTRY STRENGTH ( IS ) Deregulation provides geographic and product freedom Deregulation increases competition in the banking industry Pennsylvania’s interstate banking law allows the bank to acquire other banks in New Jersey, Ohio, Kentucky, The District of Columbia, and West Virginia 1.0 1.0 3.0 4.0 FINANCIAL STRENGTH ( FS ) The bank’s primary capital ratio is 7.23 %, which is 1.23 % over the generally required ratio of 6 % The bank’s return on assets is negative 0.77 compared to a bank industry average ratio of positive 0.70 The bank’s net income was $ 183 million down 9 percent a year earlier The bank’s revenues increased 7 % to $ 3.46 billion RATING INDICATORS
19. A SPACE MATRIX FOR A BANK (2) CONCLUSION CA Average is - 9.0 : 3 = -3.00 IS Average is +10.0 : 3 = 3,33 ES Average is -13.0 : 3 = - 4.33 FS Average is + 9.0 : 4 =2,25 Directional Vector Coordinates = X axis (CA-IS) : -3.00 + (+3.33) = + 0.33 Y ordinat (ES-FS) : -4.33 + (+2.25) = - 2.08 The bank should pursue : Competitive Type Strategies - 2.0 - 5.0 - 2.0 COMPETITIVE ADVANTAGE ( CA ) The banks provides data processing services for more than 450 institutions in 38 states Superregional banks, international banks, and non-banks are becoming increasingly competitive The bank has a large customer base RATING INDICATORS
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21. BOSTON CUNSULTING GROUP (BCG) MATRIX (1) POSISI PANGSA PASAR INDUSTRI RATA-RATA PERTUMBUHAN INDUSTRI 0,0 LOW -20 DOGS IV CASH COWS III HIGH +20 MEDIUM QUESTION MARKS I STARS II HIGH MEDIUM LOW 1,0 0,5 0,0
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24. BOSTON CUNSULTING GROUP (BCG) MATRIX (4) Merencanakan sejumlah pesanan untuk meningkatkan kas masuk Positif Tinggi sampai rendah Menurun DOGS Mempertahankan pangsa dan biaya Positif Tinggi Pengeluaran unt pemeliharaan kapasitas CASH COWS Terus meningkatkan pangsa pasar Aliran kas negatif, impas Rendah sampai tinggi Pengeluaran untuk pengembangan kapasitas STARS Melakukan penilaian atas segmen-segmen pasar Negatif Negatif Biaya sangat tinggi untuk R&D QUESTIONS MARKS IMPLIKASI STRATEGI KARAKTERISTIK ALIRAN KAS KARAKTERISTIK PENDAPTN KARAKTERISTIK INVESTASI KUADRAN
26. BCG MATRIX 37,21 35,44 25 15,39 DOGS CASH COWS QUESTION MARKS STARS High 210,54 151,57 Medium 139,84 117,18 80,05 Low High Medium Low 11,6 Relative Market Share Position in the industry Industry Sales Growth Rate
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29. INTERNAL-EXTERNAL MATRIX (3) SKOR TOTAL EFE IX VIII VII REN DAH 1,0 VI V IV RA TA2 2,0 III II I TINGGI 3,0 LEMAH 1,0 RATA-RATA 2,0 KUAT 3,0 4,0 SKOR TOTAL IFE
32. MATRIK IE 4,0 Tinggi 3,0 Rata-rata 2,0 Rendah 1,0 4,0 Kuat 3,0 Rata-rata 2,0 Lemah 1,0 S K O R T O T A L E F E SKOR TOTAL IFE
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34. MULTI FACTOR MATRIX (General Electric Matrix) - 2 INDUSTRY ATTRACTIVENESS BUSINESS STRENGTH Percaya pd leader Saatnya untuk keluar dr bisnis Spesialisasi Mencari ceruk pasar Keluar dr bisnis Spesialisasi Mencari ceruk pasar Mempertimbng kan akuisisi LOW Minimize investment Position to divest Identifikasi segmen yg tumbuh Spesialisasi Evaluasi potensi kepemimpinan mel segmentsi Identifikasi kelamahan Bangun kekuatn MEDI UM Mempertahankan posisi Investasi pd level saat ini Identifikasi segmen untuk timbuh Investasi kuat Pertahnkn posisi Tumbuh Mencari peluang Investasi maksimum HIGH LOW MEDIUM HIGH
