Teori Pengambilan Keputusan

Analisis Lingkungan

Indarto
Model SWOT
Dalam Pengambilan Keputusan Strategi
Perspektif SWOT
external appraisal
Internal appraisal
Opportunities,
treates
Key success
factors
Strengths,
weaknesses
Distinctive
competence
Decitition making
Creation of strategy
Evaluasi dan
pilihan strategi
implementasi
Strategi (keputusan)as fit
Analisis situasi
A company strategic
situation
Sosial,
Politik
Hukum,dsb.
Daya tarik industri,
Perubahan industri
Kondisi persaingan
Ancaman dan
peluang
perusahaan
Kekuatan dan
Daya saing
perusahaan
Ambisi personal,
Filosofi bisnis,
Prinsip2 etik
Dari eksekutif
kunci
Nilai2
Pemegang saham
Dan budaya
organisasi
Menyimpulkan,
Bagaimana internal
Dan external
Faktor mempengaruhi
Implementasi strategi
Identifikasi
Dan
Evaluasi
Alternatif
strategi
Merumuskan
Strategi yang Fit
Dengan
Situasi keseluruhan
Analisis lingkungan external
The external environment
Economic
Demo
grphic
Political
(legal)
Sosio
cultural
Global
Techno
logy
Industry
Environment
Competitor
environment

Analisis lingkungan industri
Industry environment
Bargaining power
Of suppliers
Treat of
New entrance
Bargaining power
Of buyers
Threat of substitutes
products
Industry competitor

Rivalry among
Competing firm

The External environment
General environment: focused on the
future
Industry environment, focused on
understanding the factors and conditions
influencing of firms profitability
Competitor environment, focused on
predicting the dynamic of competitors
(actions, responses, intentions)
Demographic segment
Population size
Age structure
Geographic distribution
Ethnic mix
Income distribution
Economic segment
Inflation rates
Interest rates
Trade deficits or surpluses
Budget deficits or surpluses
Personal savings rate
Business savings rate
Gross domestic product

Komponen analisis
Komponen analisis eksternal;
Scanning
Monitoring
Forecasting
Assesing
Analisis lingkungan industri
Industry environment
Bargaining power
Of suppliers
Treat of
New entrants
Bargaining power
Of buyers
Threat of substitutes
products
Industry competitor

Rivalry among
Competing firm

Industry environment
Bargaining power of buyer are powerful
when:
They purchase a large portion of an industrys
total output
The product being purchased from an industry
accounts for a significant portion of the buyers
costs
They could switch to another product at little cost
The industrys products are undiffefentiated or
standardized


Analisis industri
Intensity of rivalry among competitors:
Slow industry growth
High fixed costs or high storage costs
Lack of differentiation or low switching cost
High exit barriers

Analisis industri
Barriers to entry;
Economics of scale
Product differentiation
Capital requarements
Switching costs
Acces to distribution channels
Cost disadvantages independent of scale
Government policy
Bargaining power of suppliers
A supplier group is powerful when:
Dominated a few large company and
concentrated
Substitute products not available
Industry firms are not a significant customer
Suppliers goods are critical to buyers
marketplace success
Suppliers are a credible threat to integrate
forward into the buyers industry.

Analisis link. Internal
Kerangka analisis
Sumber daya
Berwujud dan
Tidak berwujud
Kapabilitas2
Kompetensi
inti
Daya saing
strategis
Keunggulan
Kompetitif yang
Berdaya tahan