65
rl
r--
..
r
I .·. . . ..
..·. . . ..
. .
l>lrateglc
I·
Effectiveness .
E)(pense;
Bottorn'·Line
Revenue
Perf6illiBnce
Impact
·.·
Operatiorlal
-
Effectiveness
-
Sumber: Benson
eta!, 2004,
p36
Gambar
2.9
Penyebab
dan
Akibat
pada
Bottom-Line
2.2.2.4.2.
Araban Strategi
Menurut
Benson
et
a! (2004,
p37)
araban
strategi
merupakan
suatu
rencana
dan strategi
pihak
manajemen
untuk
meningkatkan
efektifitas
strategi
maupun
operasional.
Tabel
2.6
Contoh
Strategic Intention
Strategic tniention
Marne
Strategic
tntenti.on G.oals_
Strategic Intention Metrics
.·
Weight
F
cs
onSJl!!ciflc,
Narrow Markets
·
..·_
•
Focus on markeis in which the
company can profilabiy compete
•
Build straiegic partnerships with
key customers
•
Market share in specific
marke!s
•
Profitability in specific
marke!s
30
lm)Jl'qve Efficiency
tl)tough Commen
Business Practices
.·
•
Employ beslpractices
throughout
the company
•
Reduce the unique systems and
processes in each operating
location
•
Percent of standard systems
used throughout company
•
Percent of standard
processes in use
thrnughout
10
Be
ihetowest·eost
supplier In focu ed
maikets
·
•
Reduce
the administrative.
manufacturing, and operations
cos!s of the company
•
Optimize purchasing power
•
Production throughput
•
Net delivered cost of product
40
(ll't)wifirough
ACquisition
•
Increase the capability of the
company to rapidly integrate new
applications and operations, with
decreased cost
•
Time to integrate a new
acquisition or operation
20
Sumber:
Benson
et al, 2004,
p95
Dari
suatu
araban
strategi,
pihak
tim
manajemen
tingkat
atas
dapat
mengalokasikan
sumber
daya
yang
cukup
sesuai
dengan
pandangan dan komitmen
mereka
terhadap
strategi
yang telah
mereka
buat.
Tim
manajemen
akan
mengambil
tindakan berdasar
 |