Sistem Informasi dan Strategi Perusahaan

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Sistem Informasi dan Strategi Perusahaan

IF 3141Sistem Informasi

Teknik Informatika ITBSemester I 2021/2022

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SI/TIIndustry, bisnis &

PotensiOragnisasi

Strategi Bisnis• Keputusan Bisnis• Objectives & Arahan• Perubahan

Strategi SI• Berbasis Bisnis• Orientasi Permintaan• Fokus pada aplikasi

Strategi TI

• Berbasis Aktivitas• Orientasi Suplai• Fokus pada Teknologi

Dimana arah bisnis & Mengapa?

Apa yang dibutuhkan?

Bagaimanacaranya?

Mendukung bisnis Arahan untuk bisnis

Dari Ward & Peppard“Strategic Planning for Information Systems” p 41, Wiley

Infrastruktur & ServicesNeeds & Prioritas

Hubungan antara Bisnis, SI & TI

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Materi

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• Five Competitive Forces• Generic Strategies• Value Chain• Extended Value Chain• Does IT Matter

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The Five Forces Model

• Perusahaan dalam hidupnya harus memahami 5 kekuatan yang mempengaruhi industrinya agar bisa melakukan strategi yang lebih menguntungkan dan kurang berisiko dari serangan

• Tujuan perusahaan => bertahan dan berkembang

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The Five Forces Model

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The Five Forces Model

1. Rivalry among existing competitors– Intensity of rivalry among existing

competitors limits the profitability of an industry, particularly with respect to how they are competing and what they compete on

– Depend on intensity of rivalry• Number of competitors• Slow growth of industry• Exit barriers are high • High commitment of rivals to the industry

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The Five Forces Model

More intense

Less intense

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The Five Forces Model

2. Threat of new entrants– New entrants bring new capacity and a desire to

gain market share– The threat of new entrants in an industry is

very high when start-ups can open shop with little capital, few employees, and next to no experience.

– Industry incumbents must find ways to ward off newcomers, and profitability often suffers.

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The Five Forces Model

2. Threat of new entrants– Puts pressure on prices, costs, and the rate of

investment necessary to compete.– Particularly when new entrants are diversifying

from other markets• Pepsi when it entered the bottled water industry• Microsoft when it began to offer internet browsers• Apple when it entered the music distribution

business.

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The Five Forces Model

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The Five Forces Model

• Barriers to entry (Impediments for new entry)– Supply-side economies of scale – Demand-side benefits of scale – Customer switching costs – Capital requirements – Incumbency advantages independent of size– Unequal access to distribution channels – Restrictive government policy

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The Five Forces Model

3. Threat of substitute producs or services– A substitute performs the same or a similar

function as an industry’s product by a different means.

• Videoconferencing is a substitute for travel.• Plastic is a substitute for aluminum. • E-mail is a substitute for express mail. • Software sold to travel agents is threatened when

airline and travel websites substitute for travel agents.

• Online news are substitute for printed magazine/papers

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The Five Forces Model

4. Bargaining power of suppliers– Powerful suppliers capture more of the value

for themselves by charging higher prices, limiting quality or services, or shifting costs to industry participants.

– Powerful suppliers can squeeze profitability out of an industry that is unable to pass on cost increases in its own prices.

– Eg. Microsoft has contributed to the erosion of profitability among personal computer makers by raising prices on operating systems. 13

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The Five Forces Model

4. Bargaining power of suppliers• Walmart’s thousands of suppliers have far less

power than Microsoft.• There are few products made by a single

supplier for which Walmart couldn’t find an alternative close enough to please consumers.

• Also, Walmart’s suppliers have invested in information systems that link their inventories to the company’s legendary supply chain system.

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The Five Forces Model

5. Bargaining power of buyers– The power of buyers rises when they have leverage

over suppliers and can demand deep discounts and special services.

– A supplier with a small number of buyers is at a disadvantage because losing even one buyer could be devastating

• When main customer is the government– Buyer power also rises when many suppliers offer

similar products and the buyer can switch easily • Airline tickets for popular routes

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The Five Forces Model

5. Bargaining power of buyers– The balance of power between buyers and suppliers

for many industries shifted dramatically when markets

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went online and customers could switch from one seller to another with a single click.

• Price comparison sites

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Pemakaian the Five Forces Model• Buyer power

– Program loyalitas• Supplier power

– B2B marketplace - satu layanan berbasis Internet yang mempertemukan bersama banyak pembeli dan penjual.

• Ancaman dari produk/jasa pengganti– Alternatif berbasis IT.

• Ancaman dari pendatang baru– Penghalang masuk - suatu produk/layanan menonjolkan

bahwa pelanggan-pelanggan sudah datang untuk mengharapkan dari perusahaan di dalam industri tertentu.

• Persaingan antar pesaing yang ada– Menggunakan sistem IT agar menjadi lebih efisien

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Sistem Informasi (IF-3057)IF-ITB/MHW/08

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PorterFive Forces

Model of Competition

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Factors affecting how the Five Forces Operate

• The five forces together determine industry structure and potential for profit

• Several external factors affect how those forces operate. – Distruptive Technology and Innovations

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Factors affecting how the Five Forces Operate

• Sustaining technologies offers important improvements to streamline existing processes and give companies marginal advantages

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• A distruptive technology– a new product or service, often springing from

technological advances, that has the potential to reshape an industry

– brings a radical and unexpected breakthrough that first replaces lower end products, but then rapidly overtakes even the high end of the market

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Factors affecting how the Five Forces Operate• A distruptive technology

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Factors affecting how the Five Forces Operate

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• Government Policies and Actions– Government policies and funding priorities can have dramatic

effects on how industries operate and how they evolve – Patents reduce the threat of new entrants – Low cost loans to small business can increase the threat

• Complimentary Services and Product in the Ecosystem• Environmental Events amd Wildcards

– Hurricanes, snowstorms, pandemics, earthquakes, strikes, and civil unrest

– Rising energy costs, conservation initiatives, and concerns over carbon emissions may

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2. The Three Generic Strategies

Three basic ways of competing1. Low Cost leadership2. Product Differentiation3. Focused niche strategy

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The Three Generic Strategies

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Three Generic Strategies

1. Cost Leadership– offering a similar product at a lower price

compared to competitors, • AirAsia Southwest Airlines• Walmart Costco

– How• the pursuit of economies of scale, • proprietary technology, • preferential access to raw materials,• Reduced service and • other factors 25

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Three Generic Strategies

2. Differentiation– Adding special features or unique add-ons for

which customers are willing to pay more – Creating a product or service that is perceived

as being unique throughout the industry along some dimensions that are widely valued by buyers

• McD Apple iPhone• Fedex Apple Mac• Pharmaceutical companies that adopt this strategy

in their search for specialized drugs that can be patented

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Three Generic Strategies3. Focused Nice

– To find a smaller group of customers who have special preferences, and then tailor your products and services to them

– Varies• a) Cost focus a firm seeks a cost advantage

(differences in cost behavior) in its target segment• (b) Differentiation focus a firm seeks differentiation

(special needs) in its target segment

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Using the Three Generic Strategies

• Gunakan ke tiga strategi umum untuk mengubah dasar kompetisi.

• Amazon.com membuat pembeli mengalami suatu kesenangan dengan menggunakan perangkat lunak canggih untuk menuruti selera personal dari masing-masing individu.

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3. The Value Chain

• Porter’s value chain model describes the activities a company performs to create value, as it brings in raw resources from suppliers, transforms them in some way, and then markets the product or service to buyers

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Components of the Value Chain

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activities directly related to the process by which products and services are cre- ated, marketed, sold, and delivered

Activities encompass all the other processes and offices the company needs

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Value• Value

– The value is the total revenue that buyers are willing to pay for a firm’s products

• Margin– Difference between Value and cost

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Value Chain• The whole series of activities that create and

build value at every step. • The total value delivered by the company is the

sum of the value built up all throughout the company

• Memandang suatu perusahaan sebagai suatu rangkaian, rantai, atau jaringan dari aktivitas yang menambahkan nilai kepada produk dan jasa yang dihasilkan.

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The Value Chain

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Aktivitas Primer :• Langsung berhubungan dengan produksi dan

distribusi dari perusahaan penghasil produk/layanan.

• Proses Utama yang scr langsung membuat pelanggan merasakan nilai perusahaan

Aktivitas Pendukung :• Membuat penyampaian hasil dari aktivitas primer

dapat dilakukan • Terdiri dari infrastruktur organisasi, sumberdaya

manusia, teknologi dan pengadaan• Proses pendukungan yang menambahkan nilai secara tidak langsung

dengan membuat lebih mudah melaksanakan proses utama

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Value Chain: Primary Activities

• Primary

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Value Chain: Secondary Activities

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The Value Chain

• Rantai nilai untuk :– Merencanakan cara yang lebih baik untuk

menemukan keinginan konsumen.– Mengidentifikasi proses yang dpt menambah

nilai.– Mengidentifikasi proses yang dpt mengurangi

nilai.

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Rantai Nilai

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Rantai Nilai

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Pertanyaan

• Value Chain awalnya untuk industri manufaktur. Bagaimana jika diterapkan untuk industri layanan/ servis?– Hotel– Restoran– Maskapai penerbangan

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Value Chain untuk Industri Layanan

• Value Chain awalnya untuk industri manufaktur. Bagaimana jika diterapkan untuk industri layanan/ servis?

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Purchase food

TakeOrder

Serve Food

Seat Customers

Store Food

Cook Food

Create BillReceive Payment

Support ProcessPrimary Process

Restaurant

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Value Chain untuk Industri Layanan

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Extended value chain

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Industry Value Chain

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Rantai Nilai dan SI

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Business Processes

Information Processing Activities

Business Value

Management Activities

SupplyChainManagement

EnterpriseManagement

CustomerManagement

KnowledgeManagement

DataCollectionandStorage

TransformationIntoBusinessSystems

Dissemination

Planning Coordinating Controlling Modeling andDecision Making

FirmProfitability

andStrategicPosition

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Value & Supply Chain

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• Rantai Pasok – transaksi, koordinasi, dan pergerakan barang antara perusahaan dan para pemasoknya

• Masing-masing lapisan menyediakan satu peluang untuk meningkatkan nilai kepada pelanggan dan/atau memperbaiki efisiensi

– Basic pendekatan: • Sambungan elektronik distandardisasi • Persetujuan jangka panjang

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Rantai Pasok (Supply Chain)

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SI untuk Keunggulan Kompetisi

• Peran SI dalam Analisis Rantai Nilai • SI dalam keunggulan kompetitif VCA :

– Internet link dengan pemasok dan penyalur • Extranets: menggunakan Internet untuk interaksi B2B

– Computer-aided manufacturing systems– Situs web untuk pemesan produk scr online – Customer service response system– Computer-aided design

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• Jaringan Pelanggan yang diarahkan oleh perusahaan yang mandiri

• Gunakan teknologi informasi untuk mengkoordinir rantai nilai secara bersama guna menghasilkan suatu produk atau layanan

Value Web

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Nilai Web (The Value Web)

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Web-based supply chain melibatkan trading exchanges

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Does IT Matter?• Nicholas Carr, mantan editor Harvard Business Reviev

menulis paper lalu buku tentang masalah ini:– IT resources have become so common place that

their strategy importance has diminished. They have become a commodity- a widely available staple, much like electricity or rail transport

– Initially, those disruptive innovations gave early visionaries considerable advantage over competitors. Over time, though, competitors adopt the innovation as well, so it no longer confers any advantage

– What’s your opinion?– How companies confront this subject? 53

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Diskusi

• Cari suatu perusahaan• Apa aktivitas primer dalam value chain

mereka• Bagaimana generic strategy mereka• Bagaimana mereka mengimplementasikan

Five Forces dalam berkompetisi

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