S-OM - Strategic Planning & Internal Analysis

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Strategic Planning and Internal Analysis After having analyzed the environment, it is now
time to take the urbanization internal strengths and weaknesses into account. This is
essential for crafting a powerful strategy that distinguishes your businesses from your
competitors and leads to long-term success. BCG Metrics The BCG metrics named after it
investors from Boston Consulting Group assess product on two dimensions.

The first dimension looks at the product's general level of growth within its market. The
second dimension then measures the product market share relative to the largest
competitors in the industry. Analyzing products, this will provide a useful insight into the
likely opportunities and problems with a particular product.

Products are classified into four distinct groups, stars, cash scopes, question marks, and
dogs. Let's have a look at what each of these four outcomes means for the product and the
decision making process. Star Star products all have rapid growth and dominant market
share.

This means that star products can be seen as market-leading products. This product will
need a lot of investment to retain their position, to support further growth as well as to
maintain to its lead over competing products. Star products will also be generating a lot of
income.

Cash scopes Cash scopes don't need the same level of support as stars. This is due to less
competitive pressures within a low-growth market where they usually enjoy a dominant
position. Cash scopes are still generating a significant level of income but are not costing the
organization much to maintain.

These products can be milked to fund a star product. Dogs Products classified as dogs
always have a weak market share in a low-growth market. These products are very likely
making a loss or a very low profit at best.

The question for managers is whether the investment currently being spent on keeping
these products alive could be spent on making something that would be more profitable.
Question marks Also called problem children, these products are in a high-growth market
but do not seem to have a high share of the market. One reason for this might be that a very
new product was recently added to the market.

If this is not the case, then some questions need to be answered. What is the organization
doing wrong? What are competitors doing right? The BCP matrix is easy to perform. It helps
to understand the strategic position of the business portfolio and it's a good starting point
for future analysis.

Nevertheless, this growth share analysis has been heavily criticized for its oversimplification.
Market growth is one of many factors that determine industry attractiveness and relative
market share is only one of the factors that determine competitive advantage. This metric
doesn't take into account any other factors that may have a bearing on both industry
attractiveness and competitive advantage.
Balance Scorecard The Balance Scorecard, invented by Kaplan and Norton, is a strategic
management system used by businesses from all over the globe to align their business
activities to the overall strategy and vision of their organization. We all know that business
success, whether public or private, is ultimately down to performance. Hence, managing
and measuring that performance is vital for any organization that wants to thrive in its niche
or industry.

This management system enables your business to set, trace, and ultimately achieve your
objectives and strategies. After you develop your business strategies and goals, they can be
set and tracked using the four legs of the Balance Scorecard. Each leg deals with a distinct
business perspective.

These legs are the financial one, the internal business process leg, the customer leg, and the
learning and growth leg. Financial, Norton and Kaplan have not disregarded the need for
financial data. Accurate and timely data is always a priority, being paramount for managers
who want to get the complete picture.

With the implementation of a large corporate database, the financial leg aims to automate
processes. The financial leg tracks your business financial performance and requirements,
including returns on investment, cash flow, financial results, and returns on capital
employed. Customer More and more, managers and researchers are coming to realize the
huge importance of customer focus and customer satisfaction.

If customers are not happy with their company, they will eventually migrate to the
competitor, and poor performance from the customer perspective is an indicator of decline.
Some of the areas assessed by this indicator include customer retention rate, delivery
performance for the customer, customer percentage of market, customer satisfaction rate,
and quality performance for the customer. Internal business process This perspective allows
you to measure customer process needs, requirements, and procedures.

Metrics based on this leg allow you to know how well your business is running and whether
your service and product conform to your company's mission. Some of the areas that relate
to internal business process are process automation, process bottleneck, depicted activities
across functions, number of activities per function, and process alignment. Learning and
growth This perspective focuses on teaching you to educate your employees how you gain
knowledge and how you can use this knowledge to maintain an edge in your niche.

This leg deals with subjects like job satisfaction, training and learning opportunities for your
employees, employee turnover, and level of expertise for the job. According to Norton and
Kaplan, learning is considered a much more important criterion than training. Additionally,
they emphasize the importance of using high-performance work system in order to create a
better work environment.

Conclusion Each of these unique perspectives or legs is interdependent. In other words, you
need to improve all of them in order to reap the benefit of balanced forecast. Hence, these
four legs have to be analyzed and improved together on a regular basis in order for your
company to thrive.
Ignoring one of these legs is like sitting on a four-legged stool with one broken leg, an
impossibility. You will eventually lose your balance and fall to the ground flat on your face.
The main benefit of this system is that it reflects all the elements that define a company's
function.

This powerful management system also helps you study those areas where performance
measurements are not normally present. However, there are a few downsides to using
balanced scorecard. Scorecard tends to evolve into complex management instrument.

Moreover, maintaining this scorecard is a daunting task which can take large amount of
time. SWOT Analysis SWOT analysis is a relatively quick way to look at organizational
strengths, weaknesses, opportunities, and tricks. The overall purpose of a SWOT analysis is
to examine the internal and external factors that help or hinder you in achieving each of
your objectives.

Strengths and weaknesses are considered to be internal factors over which you have some
measure of control. However, opportunities and tricks are considered to be external factors
over which you have essentially no control. In other words, the framework view all positive
and negative factors inside and outside the frame that affect success.

Strengths are the qualities that enable us to accomplish the organization mission. These are
the basis on which continued success can be made and continue or sustain. Strengths are
the beneficial aspects of the organization or the capabilities of an organization, which
includes human competencies, process capabilities, financial resources, products and
services, customer goodwill, and brand loyalty.

Examples of organization strengths are huge financial resource, broad product line, no debt,
committed, employee, etc. Weaknesses Weaknesses are the qualities that prevent us from
accomplishing our mission and achieving our full potential. Weaknesses is an organization
may be depreciating machinery, insufficient research and development facilities, narrow
product range, poor decision making, etc.

Examples of organizational weaknesses are huge debt, high employee turnover, complex
decision making process, narrow product range, large wastage of raw material, etc.
Weaknesses are controllable, they must be minimized and eliminated. Opportunities
Opportunities are presented by the environment within which our organization operates.

This arises when an organization can take benefit of conditions in its environment to plan
and execute strategies to enable it to become more profitable. Organization can gain a
competitive advantage by making use of opportunities. Opportunities may arise from
market, competition, industry or government and technology.

Increasing demand for telecommunication company by the regulation is a great opportunity

for new firms to enter the telecom sector. Threats Threats are arised when conditions in the
external environment jeopardize the reliability and profitability of the organization business.
Threats are uncontrollable.

When the threat comes, stability and survival can be at stake. Examples of threats are ever-
changing technology, interesting competition leading to excess capacity and massive price
wars reducing industry profit. The popularity of SWOT analysis is down to its simplicity and
flexibility.

It's easy for everyone to understand and its implementation doesn't require any technical
knowledge or specialist training. However, the SWOT methodology does encourage a
tendency to oversimplify the situation. Another problem with SWOT is that there are no
obvious years limit as to what is and is not relevant.

During SWOT discussion, you need to keep everyone focused on what is important in
achieving the objective rather than just creating a list of issues. Unsafe Metrics The Unsafe
Metric is a strategic planning tool that provides a framework to help executives, senior
managers, and marketers devise strategies for future growth. According to this tool, there
are four possible combinations of growth.

Each company needs to decide which strategy to use based on the strengths and
weaknesses of the organization and its competitors. Each strategy has a different level of
risk, with market penetration having the lowest risk and diversification having the highest
risk. Penetration This occurs when a company infiltrates a market in which current products
already exist.

The best way to achieve this is by gaining the customer of competitors. Other ways include
attracting non-users of your product or convincing current clients to use more of your
product. While market penetration may come with the lowest risk, at some point the
company will reach market saturation with the current product and will have to switch to a
new strategy.

Market Development Market development targets non-buying customers in currently

targeted segments. It also targets new customers in new segments in order to expand the
potential market. New users can be defined as geographic, demographic, institutional, or
physiographic segments.

If a company believes that its strength lies with its product and then believes their product
will be interesting to new customers, then a company may wait to use a market
development strategy. Product Development New product development is a process that
has two parallel paths. One involves the idea generation, product design, and detailing
engineering.

The other involves market research and marketing analysis. Companies typically see new
product development as the first stage in the overall strategic process of product lifecycle
management used to maintain or grow market share. If a company believes that its strength
lies with the customer, then they should consider a product development strategy.

Diversification Diversification seeks to increase profitability through the sales volume

obtained from new product and new market. At the business unit level, diversification is
most likely to expand into a new segment of an industry that the business is already in. At
the corporate level, it is generally via investing in a promising business outside of the scope
of the existing business unit.
Because of the high risk involved with diversification, many marketing experts believe a
company shouldn't attempt diversification unless there is a high return on investment.
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Perencanaan Strategis dan Analisis Internal Setelah menganalisis lingkungan, kini saatnya
mempertimbangkan kekuatan dan kelemahan internal dalam konteks urbanisasi. Hal ini
sangat penting untuk merumuskan strategi yang kuat yang membedakan bisnis Anda dari
pesaing dan mengarah pada kesuksesan jangka panjang. Metrik BCG Metrik BCG, yang
dinamai berdasarkan investor dari Boston Consulting Group, mengevaluasi produk
berdasarkan dua dimensi.

Dimensi pertama melihat tingkat pertumbuhan umum produk di pasarnya. Dimensi kedua
kemudian mengukur pangsa pasar produk relatif terhadap pesaing terbesar di industri.
Dengan menganalisis produk, hal ini akan memberikan wawasan yang berguna tentang
peluang dan masalah yang mungkin timbul dengan produk tertentu.

Produk diklasifikasikan ke dalam empat kelompok yang berbeda: bintang, kas, tanda tanya,
dan anjing. Mari kita lihat apa arti masing-masing dari empat hasil ini bagi produk dan
proses pengambilan keputusan. Bintang Produk bintang memiliki pertumbuhan yang cepat
dan pangsa pasar yang dominan.

Ini berarti produk bintang dapat dianggap sebagai produk pemimpin pasar. Produk ini
memerlukan investasi besar untuk mempertahankan posisinya, mendukung pertumbuhan
lebih lanjut, serta mempertahankan keunggulannya atas produk pesaing. Produk bintang
juga akan menghasilkan pendapatan yang besar.

Cash cow Cash cow tidak memerlukan dukungan sebesar produk bintang. Hal ini disebabkan
oleh tekanan persaingan yang lebih rendah di pasar dengan pertumbuhan rendah, di mana
mereka biasanya menikmati posisi dominan. Produk kas masih menghasilkan pendapatan
yang signifikan tetapi tidak memerlukan biaya besar untuk dipertahankan.

Produk-produk ini dapat dimanfaatkan untuk mendanai produk bintang. Anjing Produk yang
diklasifikasikan sebagai anjing selalu memiliki pangsa pasar yang lemah di pasar dengan
pertumbuhan rendah. Produk-produk ini sangat mungkin merugi atau hanya menghasilkan
keuntungan yang sangat kecil.

Pertanyaan bagi manajer adalah apakah investasi yang saat ini dihabiskan untuk
mempertahankan produk-produk ini dapat dialihkan untuk mengembangkan sesuatu yang
lebih menguntungkan. Tanda tanya Juga disebut anak masalah, produk-produk ini berada di
pasar dengan pertumbuhan tinggi tetapi tampaknya tidak memiliki pangsa pasar yang tinggi.
Salah satu alasannya mungkin karena produk baru yang sangat baru baru saja diperkenalkan
ke pasar.

Jika hal ini tidak terjadi, maka beberapa pertanyaan perlu dijawab. Apa yang salah yang
dilakukan organisasi? Apa yang dilakukan pesaing dengan benar? Matriks BCP mudah
dilakukan. Ini membantu memahami posisi strategis portofolio bisnis dan merupakan titik
awal yang baik untuk analisis di masa depan.

Namun, analisis pertumbuhan dan pangsa pasar ini telah banyak dikritik karena
penyederhanaannya yang berlebihan. Pertumbuhan pasar hanyalah salah satu dari banyak
faktor yang menentukan daya tarik industri, dan pangsa pasar relatif hanyalah salah satu
faktor yang menentukan keunggulan kompetitif. Metrik ini tidak memperhitungkan faktor
lain yang mungkin mempengaruhi baik daya tarik industri maupun keunggulan kompetitif.

Balance Scorecard Balance Scorecard, yang diciptakan oleh Kaplan dan Norton, adalah
sistem manajemen strategis yang digunakan oleh bisnis di seluruh dunia untuk
menyelaraskan aktivitas bisnis dengan strategi dan visi organisasi. Kita semua tahu bahwa
kesuksesan bisnis, baik publik maupun swasta, pada akhirnya bergantung pada kinerja. Oleh
karena itu, mengelola dan mengukur kinerja tersebut sangat vital bagi organisasi yang ingin
berkembang di niche atau industrinya.

Sistem manajemen ini memungkinkan bisnis Anda untuk menetapkan, melacak, dan pada
akhirnya mencapai tujuan dan strategi Anda. Setelah Anda mengembangkan strategi dan
tujuan bisnis Anda, mereka dapat ditetapkan dan dilacak menggunakan empat pilar Balance
Scorecard. Setiap pilar menangani perspektif bisnis yang berbeda.

Pilar-pilar tersebut adalah pilar keuangan, pilar proses bisnis internal, pilar pelanggan, dan
pilar pembelajaran dan pertumbuhan. Keuangan, Norton dan Kaplan tidak mengabaikan
kebutuhan akan data keuangan. Data yang akurat dan tepat waktu selalu menjadi prioritas,
terutama bagi manajer yang ingin mendapatkan gambaran lengkap.

Dengan implementasi basis data korporat yang besar, pilar keuangan bertujuan untuk
mengotomatisasi proses. Pilar keuangan melacak kinerja keuangan bisnis dan
kebutuhannya, termasuk pengembalian investasi, arus kas, hasil keuangan, dan
pengembalian modal yang digunakan. Pelanggan Semakin banyak manajer dan peneliti
menyadari pentingnya fokus pada pelanggan dan kepuasan pelanggan.

Jika pelanggan tidak puas dengan perusahaan mereka, mereka pada akhirnya akan beralih
ke pesaing, dan kinerja buruk dari perspektif pelanggan merupakan indikator penurunan.
Beberapa area yang dievaluasi oleh indikator ini meliputi tingkat retensi pelanggan, kinerja
pengiriman untuk pelanggan, persentase pasar pelanggan, tingkat kepuasan pelanggan, dan
kinerja kualitas untuk pelanggan. Proses bisnis internal Perspektif ini memungkinkan Anda
mengukur kebutuhan, persyaratan, dan prosedur proses pelanggan.

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