BAB 2

McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
 Tujuan Pembelajaran

Menjelaskan bagaimana pengimplementasian sebuah

strategi kompetitif dengan menggunakan Analisis
Kekuatan-kelemahan-peluang ancaman
Menjelaskan bagaimana pengimplementasian sebuah
strategi kompetitif dengan berfokus pada eksekusi
tujuan akhir
Menjelaskan bagaimana pengimplementasian sebuah
strategi kompetitif dengan menggunakan analisis
rantai nilai

2-2
 Learning Objectives
(continued)
Menjelaskan bagaimana pengimplementasian sebuah
strategi kompetitif dengan menggunakan kartu skor
berimbang
Menjelaskan bagaimana memperluas kartu skor
berimbang dengan menggabungkan kesinambungan
usaha

2-3
 Implementing a Strategy
There are two main competitive strategies:
cost leadership
differentiation
Once a firm chooses which strategy to follow,
there are various means of implementation:
SWOT Analysis
Focus on execution
Value-chain analysis
Balanced scorecard (BSC)

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 SWOT Analysis
Identification of critical success factors (CSFs)
tied to strategy—for example:
Product innovation
Quality
Skill development
Identification of quantitative measures for the
specified CSFs—for example:
Number of design changes or new patents
Number of defects or number of returns
Number of training hours or amount of skill
performance improvement
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 SWOT Analysis (continued)
The SWOT analysis has four areas:

S – strengths/internal Look at product lines,

W – weaknesses/internal
O – opportunities/external
T – threats/external
management, R&D,
manufacturing, marketing,
and strategy
Look at barriers to entry,
intensity of rivalry among
competitors, substitute
goods, and
customer/supplier
bargaining power

2-6
 Execution
The CSFs a manager executes depend on the chosen
strategy
Cost leadership: operational performance and quality
Differentiation: customer satisfaction and innovation
Differentiated firms must pay close attention to
marketing and product development
Management accountants assist by gathering,
analyzing, and reporting on relevant information
Can be improved through benchmarking and total
quality improvement (e.g., Malcolm Baldrige Quality
Award)
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 Value-Chain Analysis
An analysis for better understanding the details of
the organization’s competitive strategy
CSFs must be implemented in each and every phase
of operations

Helps a firm better understand its competitive

advantage by analyzing what processes add value
(processes that do not add value can be deleted or
outsourced)

Will include upstream (prior to manufacturing or

operations) and downstream activities
2-8
 Value-Chain Analysis
Value-chain analysis has two steps:
Identify the value-chain activities at the smallest level
possible
Develop a competitive advantage by reducing cost or
adding value
To develop a competitive advantage, a firm must
consider the following:
What is our competitive advantage (strategy)?
Where can we add value for the customer?
Where can we reduce costs?
Are any of our processes linked (linkages exploited)?

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 Example: Value-Chain Analysis in
Computer Manufacturing
Computer Intelligence Company (CIC)
manufactures computers for small businesses

The company has an excellent reputation for

service and reliability as well as a growing
customer list: competes on differentiation

Is there any way to add value for the customer

while reducing costs?
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 Example: Value-Chain Analysis in Computer
Manufacturing (continued)
The company is considering two options:

Option One is to continue functioning as is

Option Two includes two separate outsourcing
decisions: (a) the purchase or manufacture of parts,
and (b) providing service internally or outsourcing it

It is important to consider company strategy in

outsourcing decisions

2-11
 Value-Chain Analysis in Computer
Manufacturing (continued)
Value Activity Option One – Current Option Two – Potential
Acquiring raw CIC is not involved at CIC is not involved at
materials this step this step
Manufacturing CIC is not involved at CIC is not involved at
computer chips and this step; cost is $200 this step; cost is $200
other parts
Manufacturing CIC purchases $300 of CIC manufactures these
components, some of parts for each unit parts for $190 per unit
which CIC can make plus $55,000 monthly
Assembling CIC’s costs are $250 CIC’s costs are $250
Marketing, distributing, CIC’s costs are CIC contracts out these
and servicing $175,000 per month services for $130 per
month
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 Results of Value-Chain Analysis
Marketing,
Manufacturing distributing, and
servicing
Option One 600 x $300 =
$180,000 $175,000 per month
Option Two 600 x 190 +
$55,000 = $78,000 per month
$169,000
Savings with
Option Two $11,000 $97,000 per month
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 Results of Value-Chain Analysis (continued)
CIC can save $108,000 ($11,000 + $97,000) per month
by manufacturing the parts and contracting out
marketing, distributing, and servicing

The main factor driving the decision is company

strategy, which in this case is quality and customer
service
For a firm pursuing a differentiation strategy, the best
option is not necessarily the one which provides the most
savings (savings is a secondary consideration)
From a strategic viewpoint, Option One is preferred over
Option Two
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 The Five Steps of Strategic
Decision Making for CIC
1. Determine the Strategic Issues Surrounding the
Problem: CIC competes on differentiation
2. Identify the Alternative Actions: two options
3. Obtain Information and Conduct Analyses of
the Alternatives: calculate the relevant costs
4. Based on Strategy and Analysis, Choose and
Implement the Desired Alternative – support
CIC’s strategy, this is the key to the analysis
5. Provide an On-going Evaluation of the
Effectiveness of implementation in Step 4.
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 The Balanced Scorecard (BSC)
A performance report based on a broad set of
financial and nonfinancial measures that is crucial
to understanding and implementing a strategy

This report groups a firm’s CSFs into four areas:

Financial perspective (financial measures)
Customer perspective (customer satisfaction)
Internal process perspective (e.g., productivity and speed)
Learning and growth (e.g., training and number of new
patents or products)

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 The Balanced Scorecard (continued)
Benefits
Provides a means for implementing strategy
Provides a means to achieve a desired
organizational change in strategy
Can be used to determine management’s
compensation and rewards
Aligns managers’ efforts with strategy
Coordinates efforts within the firm to achieve
CSFs

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 The Balanced Scorecard (continued)
A properly constructed BSC can be used to infer a
company’s strategy

BSC → Strategy, and Strategy → BSC

The emphasis placed on each performance

perspective reflects the strategy of the firm

For a cost leader, the operations perspective might be the

most important; for a differentiator, the customer
perspective…
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 Strategy Map
A strategy map is a cause-and-effect diagram of
the relationships embodied in a BSC:

Shows how the achievement of CSFs in one perspective

should affect the achievement of goals in another
perspective
The financial perspective is the target in the strategy map
because financial performance is the ultimate goal for most
profit-seeking organizations
Success in the other perspectives leads directly to improved
financial performance and shareholder value
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An Example Strategy Map

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 Sustainability
The fifth perspective for many organizations

The balancing of short-term and long-term goals in

all three dimensions of the company’s performance–
economic, social, and environmental:
Environmental reports use environmental performance
indicators (EPIs) to measure sustainability

These indicators are in three areas:

 Operational (measure stresses to the environment/regulatory
compliance issues)
 Management (try to reduce environmental effects)
 Environmental condition (measure environmental quality)
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Example Sustainability Scorecard

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 The BSC and Not-For-Profit
Organizations
Competitive strategy is different:
Must satisfy funding authorities, political leaders, and the
general public
The BSC can still be used to monitor CSFs related to
internal processes, customer satisfaction, financial
measures, and human resources measures

Value-chain analysis can still be used to determine at

what points costs can be reduced or value added on
the value chain 2-23
 The Role of Cost Management
Three cost-management resources for implementing
strategy are discussed in this chapter:
SWOT analysis provides a system and structure to identify
CSFs

Value-chain analysis builds on the CSFs by breaking them

down into detailed activities

The BSC provides a way to implement the detailed strategy

developed through the previous two analyses; it provides the
processes for evaluating the organization’s achievement of
CSFs
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 Chapter Summary
Strengths-Weaknesses-Opportunities-Threats (SWOT)
Analysis provides a system and structure in which to
identify a firm’s critical success factors (CSFs)

Execution of goals is important in implementing a strategy

Execution depends on the competitive strategy a firm is

pursuing

Management accountants assist management by gathering,

analyzing, and reporting on relevant information

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 Chapter Summary (continued)
• Value-chain analysis builds on the CSFs identified in
SWOT analysis by breaking them into detailed activities

• The balanced scorecard (BSC) provides the processes

for evaluating a firm’s achievement of CSFs

• Sustainability builds on the conventional BSC by

balancing short-term and long-term goals

• Sustainability focuses on economic, social, and

environmental issues
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