Perencanaan Organisasi Publik

1. PerencanaanOrganisasiPublik

2. TAHAP PERENCANAAN STRATEGI • Evaluasi Visi-Misi • Analisis Faktor Eksternal • Analisis Faktor Internal • Analisis Profil Kompetitif Tahap 1: Masukan • Matriks TOWS • Matriks SPACE • Matriks BCG/Posisi Pasar Rel. • Matriks I/E • Matriks Grand Strategy Tahap 2: Pencocokan • Matriks QSPM • Teknik PHA • Skenario Tahap 3: Keputusan

3. T1.1: Evaluasi Visi-Misi • Karakteristik Visi Yang Baik Menjawab: • Keberhasilan yang akan dicapai. • Hal yang paling menjadi fokus. • Masa depan yang diinginkan. • Menyerasikan organisasi & waktu. • Bersifat ambisius. • Karakteristik Misi Yang Efektif: • Pelanggan. • Produk. • Pasar. • Teknologi. • Perhatian pada sustainability, growth & profitability • Falsafah. • Konsep diri. • Perhatian pada citra publik. • Perhatian pada karyawan

4. T1.2: Analisis Faktor Eksternal Lingkungan Jauh/Umum Lingkungan Industri Lingkungan Dekat/Operasional Organisasi

5. Lingkungan Jauh/Umum • Ideologi • Ekonomi • Politik/Hukum • Sosial Budaya • Demografi • Teknologi • Global

6. Economic Factors • Prime interest rates • Inflation rates • Trends in the growth of the gross national product • Unemployment rates • Globalization of the economy • Outsourcing

7. Social Factors Present in the external environment: • Beliefs & Values • Attitudes & Opinions • Lifestyles Developed from: • Cultural conditioning • Ecological conditioning • Demographic makeup • Religion • Education • Ethnic conditioning.

8. Political Factors Political constraints on firms: • Fair-trade Decisions • Antitrust Laws • Tax Programs • Minimum Wage Legislation • Pollution and Pricing Policies • Administrative jawboning

9. Technological Factors • Technological forecasting helps protect and improve the profitability of firms in growing industries. • It alerts strategic managers to impending challenges and promising opportunities. • The key to beneficial forecasting of technological advancement lies in accurately predicting future technological capabilities and their probable impacts.

10. Ecological Factors • Ecology refers to the relationships among human beings and other living things and the air, soil, and water that supports them. • Threats to our life-supporting ecology caused principally by human activities in an industrial society are commonly referred to as pollution • Loss of habitat and biodiversity • Environmental legislation • Eco-efficiency

11. International Environment • Monitoring the international environment involves assessing each non-domestic market on the same factors that are used in a domestic assessment. • While the importance of factors will differ, the same set of considerations can be used for each country. • Economic, political, legal, and social factors are used to assess international environments. • One complication to this process is that the interplay among international markets must be considered.

12. Lingkungan Industri Porter’s 5 Forces

13. Industry Environment • Industry Defined • A group of firms producing products that are close substitutes • Firms that influence one another • Includes a rich mix of competitive strategies that companies use in pursuing strategic competitiveness and above-average returns

15. The Five Forces of Competition Model

16. Threat of New Entrants: Barriers to Entry • Economies of scale • Product differentiation • Capital requirements • Switching costs • Access to distribution channels • Cost disadvantages independent of scale • Government policy • Expected retaliation

17. Barriers to Entry • Economies of Scale • Marginal improvements in efficiency that a firm experiences as it incrementally increases its size • Advantages and disadvantages of large-scale and small-scale entry

18. Product differentiation Unique products Customer loyalty Products at competitive prices Capital Requirements Physical facilities Inventories Marketing activities Availability of capital Barriers to Entry (cont’d)

19. Barriers to Entry (cont’d) • Switching Costs • One-time costs customers incur when they buy from a different supplier • New equipment • Retraining employees • Psychic costs of ending a relationship

20. Barriers to Entry (cont’d) • Access to Distribution Channels • Stocking or shelf space • Price breaks • Cooperative advertising allowances • Cost Disadvantages Independent of Scale • Proprietary product technology • Favorable access to raw materials • Desirable locations

21. Barriers to Entry (cont’d) • Cost disadvantages independent of scale • Proprietary product technology • Favorable access to raw materials • Desirable locations • Government policy • Licensing and permit requirements • Deregulation of industries

22. Barriers to Entry (cont’d) • Expected retaliation • Responses by existing competitors may depend on a firm’s present stake in the industry (available business options)

23. Bargaining Power of Suppliers • Supplier power increases when: • Suppliers are large and few in number • Suitable substitute products are not available • Individual buyers are not large customers of suppliers and there are many of them • Suppliers’ goods are critical to buyers’ marketplace success • Suppliers’ products create high switching costs. • Suppliers pose a threat to integrate forward into buyers’ industry

24. Bargaining Power of Buyers • Buyer power increase when: • Buyers are large and few in number • Buyers purchase a large portion of an industry’s total output • Buyers’ purchases are a significant portion of a supplier’s annual revenues • Buyers can switch to another product without incurring high switching costs • Buyers pose threat to integrate backward into the sellers’ industry

25. Threat of Substitute Products • The threat of substitute products increases when: • Buyers face few switching costs • The substitute product’s price is lower • Substitute product’s quality and performance are equal to or greater than the existing product • Differentiated industry products that are valued by customers reduce this threat

26. Intensity of Rivalry Among Competitors • Industry rivalry increases when: • There are numerous or equally balanced competitors • Industry growth slows or declines • There are high fixed costs or high storage costs • There is a lack of differentiation opportunities or low switching costs • When the strategic stakes are high • When high exit barriers prevent competitors from leaving the industry

27. UnattractiveIndustry Interpreting Industry Analyses Low entry barriers Suppliers and buyers have strong positions Strong threats from substitute products Intense rivalry among competitors Low profit potential

28. AttractiveIndustry Interpreting Industry Analyses High entry barriers Suppliers and buyers have weak positions Few threats from substitute products Moderate rivalry among competitors High profit potential

29. Competitor Analysis Components

30. Operating Environment Lingkungan Dekat/Operasional (Operating Env.) • Also called competitive or task environment • Includes competitor positions and customer profiling based on the following factors: • Geographic • Demographic • Psychographic • Buyer Behavior • Also includes suppliers & creditors and HRM

31. Analisis Faktor Lingkungan Eksternal • LANGKAH (No Urut Langkah = Kolom): • Identifikasi faktor eksternal kunci. Bedakan aspek Peluang dan Ancaman. • Berikan bobot untuk setiap faktor (total maks. 1) • Berikan peringkat untuk setiap faktor dengan skala 4 s.d 1 (4=sangat besar; 3=di atas rata-rata; 2=rata-rata; 1=kecil). • Kalikan bobot (kolom 2) dengan peringkat (kolom 3). Jumlahkan hasil keseluruhannya. Lihat Contoh dalam Halaman 3.32 (Nugraha, 2009)

32. T1.3: Analisis Faktor Internal Model Analisis Faktor Lingkungan Internal: 1. Value Creation Model 2. Value Chain Model

33. Value Creation Sumber Daya Kemam-puan Kompe-tensi Inti Keunggulan Bersaing Daya Saing

34. WINNING STRATEGIES THROUGH VALUE CREATION Competitive Strategy Competitive Strategy Competitive Advantage Competitive Advantage Distinctive Competencies Generic Strategy Organizational Capabilities Competitive Position Resource Available: Tangibles, Intangibles, HR Market Attractiveness Resource Based Strategy Market Based Strategy

35. Value Chain Entrepreneurship Business domain . Strategic direction . Product(s) Core Activities Inbound Logistics Marketing & Sales Primary Activities Outbound Logistics Operations Service Margin Procurement Human Resource Management Support Activities Management Information System R & D Margin Managerial Infrastructure Managerial Resources Technology System/Techno-economic Paradigm Activities Base

36. Analisis Faktor Lingkungan Internal • LANGKAH (No Urut Langkah = Kolom): • Identifikasi faktor eksternal kunci. Bedakan aspek Kekuatan dan Kelemahan. • Berikan bobot untuk setiap faktor (total maks. 1) • Berikan peringkat untuk setiap faktor dengan skala 5 s.d 1 (5=sangat baik; 4=baik; 3=rata-rata; 2=di bawah rata-rata; 1=sangat buruk). • Kalikan bobot (kolom 2) dengan peringkat (kolom 3). Jumlahkan hasil keseluruhannya. Lihat Contoh dalam Halaman 4.28 (Nugraha, 2009)

37. T1.4: Analisis Profil Kompetitif Analisis Profil Kompetitif digunakan untuk mengetahui posisi relatif organisasi dibandingkan dengan organisasi pesaing. Analisis ini memberikan informasi bagi organisasi mengenai seberapa besar kekuatan pesaing.

38. Analisis Profil Kompetitif • LANGKAH (No Urut Langkah = Kolom): • Identifikasi faktor-faktor kunci persaingan untuk dibandingkan dengan pesaing. • Berikan bobot untuk setiap faktor (total maks. 1) • Berikan peringkat untuk setiap faktor dengan skala 1 s.d 4 • 1=jika organisasi kondisinya sangat lemah dibandingkan dengan pesaing; • 2=jika organisasi kondisinya sedikit lebih lemah dibandingkan dengan pesaing • 3=jika organisasi kondisinya sedikit lebih kuat dibandingkan dengan pesaing; • 4=jika organisasi kondisinya sangat kuat dibandingkan dengan pesaing. • Kalikan bobot (kolom 2) dengan peringkat (kolom 3). Jumlahkan hasil keseluruhannya.

39. Contoh Analisis Profil Persaingan

40. Strategi Alternatif: • Integrasi ke Depan • Integrasi ke Belakang • Integrasi Horizontal • Penetrasi Pasar • Pengembangan Pasar • Pengembangan Produk • Diversifikasi Konsentrik • Diversifikasi Konglomerat • Diversifikasi Horizontal • Rasionalisasi Biaya • Divestasi • Likudasi Strategi Integrasi Strategi Intensif Strategi Diversifikasi Strategi Defensif

43. Strategi Generik • Cost Leadership • Differentiation • Focus Menekankan pd pembuatan produk standar dengan biaya per unit rendah untuk konsumen yang peka terhadap perubahan harga. Bertujuan untuk membuat produk & menyediakan jasa yang dianggap unik di seluruh industri & ditujukan kpd konsumen yang relatif tidak terlalu peduli pada perubahan harga. Membuat produk & jasa yang memenuhi keperluan sejumlah kelompok kecil konsumen.

44. Persyaratan untuk Strategi Bersaing Generik

45. T2.1: Matriks TOWS

46. T2.2: Matriks SPACE (Strategic Position & Action Evaluation) FS CA IS 2 3 4 5 1 6 -5 -4 -3 -2 -6 -1 ES

47. DimensiFS = Financial Strength CA = Competitive Advantage ES = Environtmental Strength IS = Industry Strenght Kriteria Penilaian untuk Setiap Faktor dalam setiap Dimensi: 1 = Terburuk; 6 = Terbaik -1 = Terbaik; -6 = Terburuk Rumus: Koordinat Sumbu X= ES + IS Sumbu Y= CA + FS

48. T2.2: Matriks SPACE (Strategic Position & Action Evaluation) FS Konservatif Agresif • Strategi Intensif • Strategi Integrasi • Strategi Diversifikasi • Penetrasi Pasar • Pengembangan Pasar • Pengembangan Produk • Diversifikasi Produk CA IS 2 3 4 5 1 6 -5 -4 -3 -2 -6 -1 Defensif Bersaing • Strategi Integrasi • Intensif • Rasionalisasi • Divestasi • Likuidasi ES

49. T2.3: Matriks BCG 0,5 1,0 0,0 20 0 -20 Strategi Divisi ? = Strategi Intensif STAR = Semua Strategi, kec. Defensif CASH COW = Diversifikasi Konsentrik DOGS = Strategi Defensif

50. T2.4: Matriks I/E Tumbuh & Membangun 3 2 1 4 3 2 1 Panen atau Divestasi Pertahankan & Pelihara