Environment 1 Edit

THE BUSINESS ENVIRONMENT

3-3-11

© Prentice Hall, 2002

LINGKUNGAN PASAR DAN NON PASAR

1.LINGKUNGAN BISNIS: PASAR DAN NON PASAR2. LINGKUNGAN PASAR: Interaksi antara

produsen dan konsumen di intitusi pasar dan bersifat sukarela

3. Top manajemen harus: (1) efektif beroperasi di lingkungan pasar; (2) efisien dan resposif, antisipatif dan adaptif dalam merespon konsumen.

4. Efektifitas manajemen dalam lingkungan pasar menentukan keberhasilan perusahaan


Market Environment

Determines Significance of nonmarket

Issues to the firm

Market Strategy

Non Market StrategyManager

Nonmarket environment shape business opportunities in the

marketplace

Economics(positive, normative

Disciplinarybase

Political science; ethics(positive, normative)

Market Environment Nonmarket environment


LINGKUNGAN NON PASAR1. CAKUPAN: SOSIAL,POLITIK, BUDAYA DAN

HUKUM2. Interkasi antara produsen, konsumen, kelompok

kepentingan dan pemerintah dan diintermediasi oleh institusi publik

3. Transasksi: sukarela dan tidak sukarela4. Lingkungan non pasar semakin urgen dan

menentukan kberhasilan perusahaan.5. Isu non pasar: proteksi lingkungan, kesehatan,

teknologi, regulasi dan deregulasi, kebijakan perdagangan internsional, aktifitas politik dan kelompok aktivis, media massa, CSR dan etika.


PERANAN MANAJEMEN

1. Memahami seluruh isu pasar dan non pasar

2. Menterjemahkan seluruh isu menjadi keputusan manajemen

3. Memformulasikan dan mengimplementasikan strategi pasar dan non pasar.

4. Implementasi strategi non pasar: (1) partisipasi aktif manager dalam institusi publik; (2) membangun komunikasi yang efektif dengan media dan kelompok kepentingan, (3) aktifitas lobi dengan top manajemen publik,(4) partisipasi dalam koalisi dan asosiasi.


lanjutan5. Keberhasilan manajemen sangat ditentukan oleh

kemampuan untuk menganalisis isu pasar dan non pasar dan pendekatan dalam memformulasikan strategi


KARAKTERISTIK LINGKUNGAN NON PASAR

1. ISSUES

2. INTERESTS

3. INSTITUTIONS

4. INFORMATION

PERUBAHAN LINGKUNGAN NON PASAR:

1. Perkembangan ITC

2. Pemahaman baru

3. Perubahan institusi

4. Aktifitas kelompok kepentingan

5. Kepedulian moral


Organisasi Publik

Organisasi Swasta

Organisasi Nirlaba

STRONG SOCIETY

STRONG STATE

STRONG LEADERSHIP

KPE


Transformasi Indonesia

“KorupsiKolusi

Nepotisme

SISTEMEKONOMIMAKRO

“Indonesia seperti

biasanya”

“InefesiensiKetidakpastian

Tidak transparan

Tidak AdilPerlakuan“Captive Market”

PROSESINVESTASI

PROSESINVESTASI

“Indonesia Baru”

“BersihTransparanProfesional

EfesiensiDijamin

Keterbukaan

Tingkatan Sama

Pasar BebasDaya Saing

TRANSFORMASIPolitikSosial

BudayaHukum


Indeks Korupsi Birokrasi di Indonesia dan Negara Lain

Negara Indeks Efisiensi Korupsi

Indeks AturanHukum

Indeks SistemYudisial

Jepang 8,25 8,98 10,00

Singapura

8,22 8,57 10,00

Hongkong

8,52 8,22 10,00

Malaysia 7,38 6,78 9,00

Taiwan 6,85 8,52 6,75

Korea 5,30 5,35 6,00

Filipina 2,92 2,73 4,75

Thailand 5,18 6,25 3,25

Indonesia

2,15 3,98 2,50Sumber: Laessens, Djanko, dan Lang (1999) dan La Porta et.al. (1998 dan 1999).Catatan: 1 indeks terburuk dan 10 terbaik.


Pola, Instrumen dan Sumber Korupsi

Sumber/ Instrumen

Kekuatan Kelompok Tertentu

Hegemoni Kaum Elit

Partonase Politik

Korupsi Terorganisir dan Sistematik:

o Pemerintah dikontrol kaum elit

o Eksploitasi kepentingan ekonomi

o Monopoli berbasis patronase

Kolusi dan Nepotismeo Batasan yang kabur

antara negara dan masyarakat

o Tingkah laku orang kaya baru

o Spiral hiperkorupsi dan kronisme

Penyalahgunaan Kekuasaan

Mafia dan Factionalismeo Manipulasi akseso Eksploitasi kesempatan

ekonomio Ancaman korupsi

berantai

Manipulasi dan Penyuapan

o Menilap pendapatan pemerintah

o Menghindar biaya pemerintah

o Membayar lebih, bocor, mencuriSumber: Lihat Arifin dan Rachbini (2001).


INTEGRATED STRATEGY

Integrated Strategy

Business StrategyGuides a Firm in its market and non market environment and consists of market component and non market component.

Market Strategy:Concerted pattern of actions taken in the market environment to create value by improving the economic performance of a firm, as in the case in which a firm dicide to enter a country that has open market.

Non Market Strategy:A concerted pattern of actions taken in non market environment to create value by improving overall performance, as in the case in which a firms work through international trade law to open a foreign market.


For a business strategy to be effective these two components must be integrated and tailored to the firms market and non market environment as well as to its competiveness.

Focus on the pursuit of opportunity and advantage in the face of market and non market competition.

With the objective of achieving superior performance.


MarketStrategy

Management

IntegratedStrategy

Nonmarket

MarketEnvironment

Nonmarket environment

Market(Competitive)

analysis

NonmareketAnalysis

ImplementationPositioning

The External Environment

Customers

Competitors

Suppliers

PublicPressureGroups

TheOrganization

GeneralEnvironment

SpecificEnvironment

3-3-1515

SpecificEnvironment

The EnvironmentDefining the External Environment

– External environment - forces and institutions outside the organization that may affect organizational performance• Specific environment - includes those constituencies

that have a direct and immediate impact on managers’ decisions and actions

– directly relevant to goal achievement – is unique to each organization, including:

» customers - absorb organization’s output» suppliers - provide material and equipment» competitors –» pressure groups - special-interest groups

© Prentice Hall, 2002 3-3-1616

The Environment (cont.)– External environment (cont.)

• General environment - includes the broad conditions that may affect organizations

– Economic conditions - interest rates, changes in disposable income, and stage of the business cycle

– Legal conditions - federal, state, and local regulation

» substantial expense entailed to meet regulations» limit choices available to organizations

– Political conditions - general stability of country» attitudes of governmental officials toward

business


EXHIBIT 3.6: SELECTED U.S. LEGISLATION AFFECTING BUSINESS



• General environment (cont.)– Sociocultural conditions - expectations of society

» values, customs, and tastes– Demographic conditions - trends in the physical

characteristics of a population» e.g., “baby boomers” influential because of their

numbers» e.g., “digital” or “net” generation - immersion

and acceptance of computers



• General environment (cont.)– Technological conditions - most rapidly changing

aspect of the general environment» changing the ways that organizations are

structured» information is the basis of important

competitive advantages– Global conditions - increasing number of global

competitors and consumer markets » major factor affecting organizations


The Environment (cont.)How the Environment Affects Managers

– Assessing environmental uncertainty - determined by:• degree of unpredictable change

– dynamic - frequent change– stable - minimal change

• environmental complexity– the number of components in the environment– amount of information available or required about

those components• managers attempt to minimize uncertainty


EXHIBIT 3.7: ENVIRONMENTAL UNCERTAINTY MATRIX


The Environment (cont.)Stakeholder Relationship Management

– Who are stakeholders?

• any constituencies that are affected by the organization’s decisions and actions

–include internal and external groups

–can influence the organization


The Environment (cont.)Stakeholder Relationship Management (cont.)

– Why is stakeholder relationship management important?

• the more secure the relationship, the more influence managers will have over organizational outcomes

• it’s the “right” thing to do


EXHIBIT 3.8: ORGANIZATIONAL STAKEHOLDERS


The Environment (cont.)Stakeholder Relationship Management (cont.)

– How can these relationships be managed?• four steps

– identify the stakeholders– determine real and potential concerns of each

stakeholder group– determine whether stakeholder is critical– determine specific approach to manage the

relationship• approach to a stakeholder group based on the

importance of the group and the degree of environmental uncertainty


EXHIBIT 3.9: MANAGING STAKEHOLDER RELATIONSHIPS



Marketing Mix

Marketing Mix Product

Price Promotion

P l a c e

Cust. Solution

Customer Cost Communication

Convenience


BUSINESS NEWS PARADIGM

CUSTOMER / PUBLIC

FRONT-LINE PEOPLE

MIDLE MANAGEMENT

TOP MANAGEMENT

CUSTOMER

CUSTOMER



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Environment 1 Edit