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Strategi Bersaing

Strategi Bersaing. M. Eko Fitrianto e.fitrianto@ymail.com | @fitrianto2001. Managing Innovation; Integrating Technological, Market and Organizational Change, Joe Tidd , 2005 Innovation Management and New Product Development, Paul Trott , 2005

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Strategi Bersaing

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  1. StrategiBersaing M. EkoFitrianto e.fitrianto@ymail.com | @fitrianto2001 Managing Innovation; Integrating Technological, Market and Organizational Change, Joe Tidd, 2005 Innovation Management and New Product Development, Paul Trott, 2005 Principles of Marketing(FourthEuropean Edition), Philip Kotler, Wong, Saunders, Amstrong. 2005, Prentice Hall

  2. KOMPETENSI DASAR • Membangunkerangkakerjauntukstrategiinovasi • Rationalist vsIncrementalist strategies for innovation • Technology and Competitive analysis; assesment with SWOT • Memahamistrategi matrix Ansoff (untukmemasukipasar) • Memahamistrategiintegrasipemasaran • Memahamiposisiperusahaandilingkunganbisnis

  3. PetaKonsep“StrategiBersaing” SWOT Five Force

  4. Strategy Strategy win the war Tactic win the battle

  5. Mini CaseLion Airlines

  6. Mini Case : Lion Airlines • Berawaldaribisnis travel, Didirikanpadatahun 1999, mulaiberoperasipadatahun 2000, Merintispenerbangandenganhargamurah • DeregulasiDepartemenPerhubungantahun 1999 • Terinspirasidari Southwest Airlines, di US • Modal awal 80 Milyar, mendirikanMentari Lion Airlines • Beroperasidenganpesawat Boeing 737-200 sewaan, terbangperdanadariSoekarno-Hatta (Jakarta) keSupadio (Pontianak) • Keunggulanditikethargamurah • Agar murah, diakalidengantidakadamakananuntukrutejarakpendek, gantinasidenganroti, belisukucadangdengantunai, pakaiaplikasireservasisendiri, danmencaripesawatberbadanlebar. • Pesaingdenganhargamurahsudahbanyak, termasukdarimaskapailuarnegeri • Isukeamanan, kenyamanan, danpendanaan • Pertumbuhanekonomimenyebabkanmobilitasmasyarakatmeningkat

  7. MembangunKerangkaKerjaStrategiInovasi

  8. Rationalist and Incrementalist Strategy Rationalist • Gambarkan, Pahami, danAnalisislingkungan • Tentukanlangkah yang akandiambilberdasarkananalisis • Gunakankeputusanuntuktindakan • Appraise, Determine and Act Incrementalist • Incrementalisberpendapatbahwapemahamanmenyeluruhpadakompleksitasdanperubahanadalahtidakmungkin • Kemampuankitabaikuntukmemahamiwaktusaatinidanuntukmemprediksimasadepanadalahterbatas • Langkah-langkahpada incremental strategy • Membuatlangkah (atauperubahan) melaluitujuan yang dinyatakan • Mengukurdanmengevaluasidampak (perubahan) • Sesuaikan (jikaperlu) tujuandanmemutuskanlangkahselanjutnya (atauperubahan) • Objective, Evaluate, Adjustment

  9. Rationalist Vs Incrementalist Objec-tive Plan Mea-sure Eva-luate Adjust-ment Solu-tion

  10. ImplikasipadaManajemen • Given uncertainty, explore the implications of a range of possible future trends. • Ensure broad participation and informal channels of communication. • Encourage the use of multiple sources of information, debate and skepticism. • Expect to change strategies in the light of new (and often unexpected) evidence.

  11. SWOT Analysis

  12. SWOT Analysis

  13. Porter’s Five Force

  14. Porter’s Five Force Michael Porter

  15. Porter’s Generic Strategies

  16. Ansoff Matrix

  17. Ansoff Matrix

  18. Ansoff Matrix

  19. New Product, New Market(Diversification Strategy)

  20. StrategiIntegrasiPemasaran

  21. Marketing Integration Strategy(Vertical and Horizontal) Upstream 2 Vertikal Upstream 1 Line 1 Line 2 Corporate strategy (Market Expansion) Line 3 Line 4 Horizontal Horizontal Downstream 1 Vertikal Downstream 2

  22. Marketing Integration Strategy(Vertical and Horizontal) Vertikal Horizontal Horizontal Vertikal

  23. Posisi Perusahaan diLingkunganBisnis

  24. National and Competitive Environment Opportunity Opportunity External Factors External Factors Thread Thread

  25. PetaPersainganContoh : KODAK

  26. Sekian & Terimakasih

  27. Pertanyaandiskusi • Jelaskanapa yang dimaksudanalisisAnsoff Matrix danberikancontohdanpenjelasanpadasetiapkolom! • Jelaskanapa yang dimaksudanalisis SWOT, lakukananalisis SWOT padasebuahproduk!

  28. Lampiran

  29. StrategiIntegrasi • Vertical strategy • Horizontal strategy Rationalist or Incrementalist strategies for innovation • Source • Source2 Technology and Competitive Analysis • Source • Source2 • Competitive adventage

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