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Presentation on theme: "MANAJEMEN STRATEGI dan KINERJA BISNIS FO312 Chapter 11 STRATEGI UMUM KORPORASI."— Presentation transcript:


2 2 Corporate Strategy Three Key Issues:  Firm’s directional strategy  Firm’s portfolio strategy  Firm’s parenting strategy

3 3 Corporate Strategy Directional Strategy:  Three Grand Strategies: o Growth strategies o Stability strategies o Retrenchment strategies

4 4 Corporate Strategy Growth Strategies:  Most widely pursued strategies  External mechanisms: Mergers  Transaction involving two or more firms in which stock is exchanged but only one firm survives. Acquisition  Purchase of a firm that is absorbed as an operating subsidiary of the acquiring firm. Strategic Alliance  Partnership of two or more firms to achieve strategically significant objectives that are mutually beneficial.

5 5 Corporate Strategy 2 Basic Growth Strategies:  Concentration – Current product line in one industry  Diversification – Into other product lines in other industries

6 6 Corporate Strategy Concentration: Vertical growth  Vertical integration Full integration Taper integration Quasi-integration  Backward integration  Forward integration

7 7 Corporate Strategy Concentration: Horizontal Growth  Horizontal integration

8 8 Corporate Strategy Diversification: Concentric:  Growth into related industry  Search for synergies

9 9 Corporate Strategy Diversification: Conglomerate:  Growth into unrelated industry  Concern with financial considerations

10 10 Corporate Strategy International Entry Options Exporting Licensing Franchising Joint Ventures Acquisitions Green-Field Development Production Sharing Turnkey Operations BOT Concept Management Contracts

11 11 Corporate Strategy Stability Strategies:  Pause/proceed with caution  No change  Profit strategies

12 12 Corporate Strategy Retrenchment Strategies:  Turnaround  Captive Company Strategy  Selling out  Bankruptcy  Liquidation

13 13 Corporate Strategy Portfolio Analysis  How much of our time and money should we spend on our best products to ensure that they continue to be successful?  How much of our time and money should we spend developing new costly products, most of which will never be successful?

14 14 BCG Matrix

15 Question Marks  Low relative market share – compete in high-growth industry  Cash needs are high  Case generation is low  Decision to strengthen (intensive strategies) or divest

16 16 BCG Matrix Stars  High relative market share and high growth rate  Best long-run opportunities for growth & profitability  Substantial investment to maintain or strengthen dominant position  Integration strategies, intensive strategies, joint ventures

17 BCG Matrix Cash Cows  High relative market share, competes in low- growth industry  Generate cash in excess of their needs  Milked for other purposes  Maintain strong position as long as possible  Product development, concentric diversification  If weakens—retrenchment or divestiture

18 BCG Matrix Dogs  Low relative market share & compete in slow or no market growth  Weak internal & external position  Liquidation, divestiture, retrenchment

19 19 Corporate Strategy Portfolio Analysis Advantages:  Top management evaluates each of firm’s businesses individually  Use of externally-oriented data to supplement management judgment  Raises issue of cash flow availability  Facilitates communication

20 20 Corporate Strategy Portfolio Analysis Disadvantages:  Difficult to define product/market segments  Standard strategies can miss opportunities  Illusion of scientific rigor  Value-laden terms

21 21 Corporate Strategy Corporate Parenting: Views the corporation in terms of resources and capabilities that can be used to build business unit value as well as generate synergies across business units.

22 22 Corporate Strategy Corporate Parenting: Strategic factors  Those elements of a company that determine its strategic success or failure Performance improvement Analyze fit

23 23 Corporate Strategy Horizontal Strategy:  Corporate strategy that cuts across business unit boundaries to build synergy across business units to improve the competitive position of one or more business units.

24 Grand Strategy Matrix  Tool for formulating alternative strategies  Based on two dimensions  Competitive position  Market growth

25 RAPID MARKET GROWTH Quadrant II 1. Market development 2. Market penetration 3. Product development 4. Horizontal integration 5. Divestiture 6. Liquidation Quadrant I 1. Market development 2. Market penetration 3. Product development 4. Forward integration 5. Backward integration 6. Horizontal integration 7. Concentric diversification Quadrant III 1. Retrenchment 2. Concentric diversification 3. Horizontal diversification 4. Conglomerate diversification 5. Liquidation Quadrant IV 1. Concentric diversification 2. Horizontal diversification 3. Conglomerate diversification 4. Joint ventures

26 Grand Strategy Matrix Quadrant I  Excellent strategic position  Concentration on current markets/products  Take risks aggressively when necessary

27 Grand Strategy Matrix Quadrant II  Evaluate present approach  How to improve competitiveness  Rapid market growth requires intensive strategy

28 Grand Strategy Matrix Quadrant III  Compete in slow-growth industries  Weak competitive position  Drastic changes quickly  Cost & asset reduction (retrenchment)

29 Grand Strategy Matrix Quadrant IV  Strong competitive position  Slow-growth industry  Diversification to more promising growth areas


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