Modul ke: Fakultas Program Studi MANAJEMEN STRATEGI PROSES MNJ. STRATEGIK & TINGKATAN STRATEGI DALAM PERUSAHAAN HIDAYAT WIWEKO,S.E,.M.Si EKONOMI & BISNIS MANAJEMEN

2 Hierarchy of Strategy Corporate Strategy Corporate Strategy Business (Division Level) Strategy Functional Strategy

3 Definition of Policies Policies Broad guidelines for making decisions

4 Definition of Strategy Implementation Strategy Implementation The process of putting strategies and policies into action through the development of Programs Budgets Procedures

5 Definition of Program Program A statement of activities or steps needed to accomplish a single-use plan

6 Definition of Budget Budget A statement of a corporation’s program in dollar terms

7 Definition of Procedures Procedures A system of sequential steps or techniques that describe in detail how to perform a particular task or job

8 Definition of Evaluation and Control Evaluation and Control The process of monitoring corporate activities and performance results so that actual performance can be compared with desired performance

9 Triggering Events for Strategic Change New CEO External intervention Threat of a change in ownership Performance gap

10 Characteristics of Strategic Decisions Rare Consequential Directive

11 Modes of Strategy Formulation Entrepreneurial Adaptive Planning Logical incrementalism

12 Strategic Decision-Making Process )

13 Strategic Management Process at Maytag Corporation (1993): Mission & Objectives Strategy Formulation Mission Broad: To serve the best interests of shareowners, customers, and employees Narrow: To become a full-line globally-oriented major home appliance manufacturer and marketer Objectives Increased profitability Number one in customer satisfaction Number three in North American unit sales

14 Strategic Management Process at Maytag Corporation (1993): Strategies & Policies Strategies To grow horizontally where the corporation is not yet well represented through external acquisition or joint ventures To grow horizontally internally by improving efficiency and quality of acquired companies and by using one business unit’s expertise in one acquired are to introduce quality products from a business unit in another area Policies No cost reduction proposal will be approved if it reduces product quality in any way Every product, from the least expensive to the highest priced, should be superior to the competition in overall quality and performance The corporation must not emphasize market share at the expense of profitability>..> Business units must be managed for synergies, while simultaneously the specialized expertise among those units must be allowed to flourish 1.35bStrategic Management Process at Maytag Corporation (1993): Strategies & Policies

15 Strategic Management Process at Maytag Corporation (1993): Programs & Budgets Programs Work with Bosch-Siemens to develop joint marketing and supplier agreements for Hoover appliances Analyze and develop Asian markets through current distributors and licensees and through joint ventures Develop new appliances for continental Europe Develop TV advertising for Jenn-Air and Magic Chef Consolidate production of washers and dryers in dedicated plants Budgets Prepare budgets for each planned program

16 Strategic Management Process at Maytag Corporation (1993): Procedures Procedures Develop procedures for joint purchasing and joint marketing of Bosch-Siemens with Hoover Coordinate marketing, manufacturing, and purchasing activities of business units through committees Research and development takes place in unit housing each product line Consolidate all advertising under one agency, but establish internal advertising for each brand category

17 Strategic Management Process at Maytag Corporation (1993): Evaluation & Control Evaluation & Control Require all business units to provide monthly status reports on sales and costs by product line plus any trends in expenses Require all business units to provide annual reports giving operating revenues, costs, and expenses as well as identifiable assets in dollars, plus property additions and deletions Require all business units to provide quarterly assessments of competitive activity and overall trends affecting each of their product lines Require all business units to inform corporate headquarters before proceeding on any financially risky plan 1.

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