1. Manajemen Strategik; An Overview
Mohammad Arief

2. Why a firm need a Strategy
Mintzberg
Setting Direction
STRATEGY
Focussing Effort
Defining the Organization
Providing Consistency

3. Thinking Strategically: The Three Big Strategic Questions
Where are we now?
Where do we want to go?
How are we going to get there?
These are three important questions to answer in developing a strategic plan:
Where are we now?
Where do we want to go?
How are we going to get there?

4. What is Strategic Management?
Strategic Management is an art and science of formulating, implementing and evaluating cross-functional decisions that enable an organization to achieve its objectives (Fred R. David, 2008).
Strategic Management is the approaches to grow, attract and please clients, compete successfully and achieve targeted levels of organizational performance (Arthur A. Thompson, 2010)

5. What is Strategic Management? (contd.)
In ultimate analysis Strategic Management is the Quest for Competitive Advantage.
4 most frequently used strategic approaches:
Striving to be the industry’s low-cost provider
Outperforming rivals based on quality, diversity, style, technology, value –added services etc
Focusing on a narrow market niche
Developing capability that rivals can’t easily imitate.

6. What is Strategic Management? (contd.)
Strategic Management focuses on
Integrating management,
Production/operation.
Financing/accounting,
Marketing,
Research & development,
MIS

7. Prime Task of Strategic Management
Peter Drucker: -- Think through the overall mission of a business. Ask the key question: “What is our Business?”

8. Integrating Intuition and Analysis
The strategic management process attempts to organize quantitative and qualitative information under conditions of uncertainty

9. Integrating Intuition and Analysis
Intuition is based on:
Past experiences
Judgment
Feelings
Intuition is useful for decision making in:
Conditions of great uncertainty
Conditions with little precedent

10. Involve Management at all levels Influence all Analyses
Integrating Intuition & Analysis
Intuition & Judgment
Involve Management at all levels
Influence all Analyses

11. Integrating Intuition & Analysis
Analytical Thinking
Intuitive Thinking

12. Benefits of Strategic Management
Financial Benefits
Improvement in sales
Improvement in profitability
Productivity improvement

13. Benefits of Strategic Management
Non-Financial Benefits
Improved understanding of competitors strategies
Enhanced awareness of threats
Reduced resistance to change
Enhanced problem-prevention capabilities

14. Why Some Firms Do No Strategic Planning ?
Poor Reward Structure
Fire Fighting
Content with Success
Overconfidence
Prior Bad Experience
Fear of Failure
Waste of Time

15. Why Strategic Planning/Management may fail?
Strategic planning to satisfy regulatory requirement,
Top management not actively supporting the strategic planning process
Failing to involve key employees in all phases of strategic planning
Becoming so engrossed in current problems that insufficient planning is done
Failing to communicate the strategy to employees who continue working in dark

16. A Comprehensive Strategic-Management Model (fred r. David)

17. Basic Elements of the Strategic Management Process (Wheelen & Hunger)
Prentice Hall 2006

18. The Five Tasks of Strategic Management (Thompson & strickland)
Craft a
Strategy
to Achieve
Objectives
Set
Develop a
Strategic
Vision
and
Mission
Implement
Execute
Improve/
Change
Revise as
Needed
Recycle
as Needed
Task 1
Task 2
Task 3
Task 4
Task 5
Monitor,
Evaluate,
and Take Corrective
Action

19. Strategic Analysis and Choice
Proses Manajemen Strategik (Pierce Robinson)
Company Mission, Social Responsibility, and Ethics
External Environment ( Global & Domestic)
. Remote
. Industry
.Operating
Internal Analysis
Strategic Analysis and Choice
Long-term Objective
Generic and Grand Stretegies
Short-term Objectives;
Reward System
Functional Tactics
Policies
Feedback
Organizational Structure,
Leadership and Culture
Major Impact
Minor Impact
Stregic Control,Innovation, and Entrepreneurship

20. The Strategic Management Process
Chapter 4
Internal
Environment
Chapter 3
External
Strat. Intent
Strat. Mission
The Strategic Management Process
Strategic
Inputs
Strategy Formulation
Strategy Implementation
Chapter 5
Bus. - Level
Strategy
Chapter 6
Competitive
Dynamics
Chapter 7
Corp. - Level
Chapter 9
International
Chapter 10
Cooperative
Strategies
Chapter 8
Acquisitions &
Restructuring
Chapter 11
Corporate
Governance
Chapter 12
Structure
& Control
Chapter 13
Strategic
Leadership
Chapter 14
Entrepreneurship
& Innovation
Strategic
Actions
Strategic
Outcomes
Feedback
Above Average Returns
Chapter 2
Strategic Competitiveness
Chapter 1
Strategic Competitiveness
Chapter 1