manajemen

Ch2-44

Strengths

bull A STRENGTH is something a company is good at doing or a characteristic that gives it an important capability

bull Possible Strengthsndash Name recognitionndash Proprietary technologyndash Cost advantagesndash Skilled employeesndash Loyal Customers

Ch2-45

Weaknesses

bull A WEAKNESS is something a company lacks or does poorly (in comparison to others) or a condition that places it at a disadvantage

bull Possible Weaknessesndash Poor market imagendash Obsolete facilitiesndash Internal operating problemsndash Poor marketing skills

Ch2-46

Strengths and Weakness form a basis for INTERNAL analysisbull By examining strengths you can

discover untapped potential or identify distinct competencies that helped you succeed in the past

bull By examining weaknesses you can identify gaps in performance vulnerabilities and erroneous assumptions about existing strategies

Ch2-47

ResourcesResources

TangibleTangible IntangibleIntangible

CapabilitiesCapabilities

Teams of ResourcesTeams of Resources

Sources ofSources of

CoreCoreCompetenciesCompetencies

CompetitiveCompetitiveAdvantageAdvantage

StrategicStrategicCompetitivenessCompetitiveness

Above-AverageAbove-AverageReturnsReturns

CompetitiveCompetitiveAdvantageAdvantage

Gained throughGained throughCore CompetenciesCore Competencies

DiscoveringDiscoveringCoreCore

CompetenciesCompetencies

Discovering Core Competencies

Discovering Core Competencies

Criteria ofSustainableAdvantages

ValuableRareCostly to ImitateNonsubstitutable

Ch2-48

Core Competencies must be

NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents such as firm-specific knowledge or trust-based relationships

What a firm Doesthat is Strategically Valuable

Core CompetenciesCore Competencies

ValuableValuable

RareRare

Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexityCapabilities that other firms cannot develop easily usually due to unique historical conditions causal ambiguity or social complexity

Capabilities that are possessed by few if any current or potential competitorsCapabilities that are possessed by few if any current or potential competitors

Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment

Key Issues of Business-Key Issues of Business-Level StrategyLevel Strategy

What good or service to offer What good or service to offer customerscustomers

How to manufacture or create the How to manufacture or create the good or servicegood or service

How to distribute the good or How to distribute the good or service in the marketplaceservice in the marketplace

The Central Role of The Central Role of CustomersCustomers

In selecting a business-level In selecting a business-level strategy the firm determinesstrategy the firm determines

1 1 whowho it will serveit will serve

22whatwhat needs those target needs those target customers have that it will customers have that it will satisfysatisfy

33howhow those needs will be those needs will be satisfied satisfied

Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services

ProductProduct Quality Dimensions Quality Dimensions

Perceived qualityPerceived quality Subjective assessment of characteristics Subjective assessment of characteristics (product image)(product image)

Performance Performance Operating characteristicsOperating characteristicsFeatures Features Important special characteristicsImportant special characteristicsFlexibility Flexibility Meeting operating specifications over timeMeeting operating specifications over timeDurability Durability Amount of use before performance Amount of use before performance

deterioratesdeteriorates

Conformance Conformance Match with pre-established standardsMatch with pre-established standards

Serviceability Serviceability Ease and speed of repair or normal serviceEase and speed of repair or normal service

Aesthetics Aesthetics How a product looks and feelsHow a product looks and feels

Quality Dimensions of Goods amp ServicesQuality Dimensions of Goods amp Services

ServiceService Quality Dimensions Quality Dimensions

Timeliness Timeliness Performed in promised period of timePerformed in promised period of time

Courtesy Courtesy Performed cheerfullyPerformed cheerfully

Consistency Consistency Giving all customers similar experiencesGiving all customers similar experiences

Convenience Convenience Accessibility to customersAccessibility to customers

Completeness Completeness Fully serviced as requiredFully serviced as required

Accuracy Accuracy Performed correctly each timePerformed correctly each time

Ch 5-53

Strategies in ActionStrategies in Action

Long-Term Objectives Long-Term Objectives Grand StrategiesGrand Strategies

Strategy ImplementationStrategy Implementation

Fauzan Asmara

copy 2001 Prentice HallCh 5-54

Strategies in ActionStrategies in Action

Nature of Long-Term ObjectivesNature of Long-Term Objectives(Results expected from pursuing certain strategies time line 2 to 5 years)

Quantitative Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent among organizational units

copy 2001 Prentice HallCh 5-55

Strategies in ActionStrategies in Action

Nature of Long-Term Objectives Nature of Long-Term Objectives

Objectives are associated with a time line and stated in termsbull Growth in assetsbull Growth in salesbull Profitabilitybull Market sharebull HRDbull Increasing Capabilitybull Social responsibility

copy 2001 Prentice HallCh 5-56

Strategies in ActionStrategies in Action

Nature of Long-Term Objectives Nature of Long-Term Objectives

Objectives are the basis forbull Designing jobsbull Organizing activitiesbull Providing directionbull Organizational synergybull Standards for evaluation