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The Five Forces That Shape Strategy

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THE FIVE COMPETITIVE FORCES THAT SHAPE STRATEGY

Sebuah strategy dibuat dengan tujuan untuk mengatasi kompetisi sehingga dapat mempertahankan profit dalam jangka panjang. Sebuah kompetisi mudah sekali disalah artikan dengan terlalu meremehkan kompetisi maupun bersikap terlalu pesimis terhadap kompetisi. Dalam sebuah kompetisi terdapat sebuah diagram yang dapat menggambarkan lima kekuatan utama yang mempengaruhi sebuah kompetisi . Diagram ini berlaku untuk seluruh industry, dari yang industry dengan persaingan yang ketat sampai ke industry yang bisa menghasilkan profit yang besar. Diagram tersebut dapat digambarkan sebagai berikut:

Dari lima kekuatan kompetitif diatas, sebuah industry dapat dianalisa. Tujuan menganalisa kekuatan kompetitif tersebut adalah supaya sebuah perusahaan dapat memposisikan diri dengan baik di tengah-tengah industry persaingan supaya dapat terus bertahan maupun supaya dapat mempengaruhi pasar. Selain itu, dengan mengetahui competitive forces, seorang strategist dapat membuat strategi yang lebih akurat karena the strongest competitive forces biasanya berhubungan erat dengan profit yang didapatkan.

Lima kekuatan kompetitif tersebut memiliki karakter tersendiri * Ancaman dari pendatang baru
Pendatang baru biasanya datang dengan mempersenjatai diri dengan kapasitas yang lebih maksimal dan dengan tujuan untuk merebut market share. Hal ini bisa berbahaya bagi para pemain lama. Namun untuk pendatang baru sendiri, terdapat beberapa rintangan sebelum memasuki pasar. Rintangan tersebut berupa barrier entry dan memiliki 7 hal utama: * Skala Ekonomi dari supplier * Skala keuntungan dari permintaan * Customer switching cost * Capital requirement * Incumberacy advantages independent of size * Unequal access to distribution channels * Government policy.
Seorang pendatang baru biasanya juga akan memperhitungkan pemain lama, seperti apakah mereka pernah mengenyahkan pemain baru. Hal-hal yag biasanya dijadikan bahan pertimbangan bagi pemain baru yang masuk adalah: * Apakah para pemain lama bisa melawan balik * Apakah pemain lama siap untuk memotong harga untuk mempertahankan market share * Pertumbuhan industry yang lambat * Bargaining power dari supplier
Supplier bisa menggunakan kekuatan untuk mempengaruhi pasar dengan menaikkan harga barang atau menurunkan kualitas. Supplier juga bisa memperkecil profit bila mereka memberikan harga tinggi. Sebuah grup supplier akan berkuasa jika: * Supply didominasi oleh sedikit perusahaan saja atau hanya memiliki sedikit pilihan. * Supplier memiliki produk yang differentiated * Supplier tidak perlu bersaing dengan produk lainnya * Industri dr konsumen bukanlah merupakan customer utama dari supplier.
Untuk menetralisir kekuatan dari supplier, sebaiknya perusahaan melakukan strandarisasi untuk tiap-tiap bagian dari produknya sehingga memudahkan untuk berpindah supplier. * Bargaining power dari pelanggan
Seorang pelanggan yang pintar akan memaksa industry untuk menurunkan harga dengan mempermainkan sebuah industry yag satu dengan kompetitornya. Seorang konsumen akan menjadi price sensitive jika produk yang dibeli merupakan produk yang standar, produk tersebut mahal jika dibandingkan tingkat pendapatan pelanggan dan ketika kualitas sebuah produk dinilai tidak penting oleh pelanggan.
Sebuah grup pelanggan akan berkuasa jika: * Pelanggan biasa membeli dalam jumlah besar * Produk yang dibeli oleh pelanggan adalah produk yang standar atau mudah didapatkan. * Hasil produk dari sebuah industry tidak memiliki pengaruh yang besar terhadap kualitas barang atau jasa menurut pelanggan. * Produk yang ditawarkan tidak memberikan penghematan kepada pembeli.
Untuk mengatasi kekuatan dari pelanggan, perusahaan bisa memberikan service yang lebih sehingga pelanggan akan sulit untuk berpindah ke competitor. * Ancaman dari barang pengganti
Adanya penawaran dari barang pengganti dapat menarik pelanggan untuk pergi dari perusahaan. Barang pengganti tersebut biasanta tidak berupa ancaman langsung terhadap perusahaan, namun dapat menarik pelanggan untuk keluar dari industry perusahaan.
Ancaman dari barang pengganti akan menjadi besar bila: * Barang pengganti menawarkan value lebih dari harga yang ditawarkan industry * Switching cost bagi pelanggan rendah.
Untuk memperkecil ancaman dari barang substitusi, perusahaan dapat menawarkan nilai lebih dari produknya dengan memberikan pilihan yang lebih luas dan mudah didapatkan. * Persaingan dari competitor
Persaingan dari competitor yang sudah ada dapat berupa banyak hal seperti persaingan harga, discount, produk baru, iklan baru, maupun service yang ditingkatkan.
Intensitas persaingan akan semakin tinggi bila: * Banyaknya competitor dan semuanya kurang lebih memiliki kekuatan yang sama. * Pertumbuhan industry lambat. * Exit barrier yang tinggi. * Pesaing memiliki komitmen yang tinggi dalam bisnis industry dan memiliki skill leadership yang baik.
Persaingan harga akan lebih mudah terjadi bila: * Produk atau jasa yag disediakan oleh perusahaan memiliki kemiripan. * Memiliki fixed cost yang tinggi dan memiliki marginal cost yang rendah. * Kapasitas dari perusahaan harus dinaikkan untuk mengejar efisiensi. * Produknya mudah rusak.
Untuk menghindari persaingan harga dengan para competitor, perusahaan dapat menawarkan barang yang memiliki differentiation dari competitor.

Ada juga hal-hal yang perlu diperhitungkan dalam struktur industry diluar lima kekuatan di atas, ada beberapa factor seperti: * Pertumbuhan industry
Kesalahan yang biasa dilakukan adalah dengan mengira bahwa industry dengan tingkat pertumbuhan yang tinggi selalu menarik. Sedangkan pertumbuhan industry yang cepat dapat memberikan supplier posisi yang kuat dan bila dibarengi dengan rendahnya entry barrier akan mengundang banyak pendatang baru.

* Teknologi dan inovasi
Teknologi yang canggih belum tentu membuat sebuah industry menjadi menarik (maupun tidak menarik). * Pemerintah
Campur tangan pemerintah dalam sebuah industry adalah tidak terpisahkan, dan dapat memberikan efek yang baik maupun buruk terhadap profit. Cara yang terbaik untuk melihat pengaruh pemerintah dalam industry adalah dengan mengaitkan seberapa besar kebijakan pemerintah dapat mempengaruhi lima kekuatan kompetitif. * Produk dan jasa pelengkap
Produk dan jasa pelengkap biasanya digabungkan dengan produk utama dari industri. Kebutuhan akan barang pelengkap akan meningkat jika benefit yang didapatkan oleh pelanggan dari dua produk yang digabungkan lebih tinggi dari benefit satu produk saja.

Struktur dari sebuh industry biasanya stabil, namun dalam satu waktu tertentu juga memungkinkan terjadinya perubahan. Perubahan struktur industry dapat meningkatkan maupun mengurangi profit. Five competitive force telah menyediakan framework untuk mempersiapkan perusahaan menghadapi perubahan stuktur industry. * Pergesaran ancaman dari pendatang baru * Perubahan dari kekuatan supplier maupun pelanggan * Pergesaran ancaman dari barang substitusi * New bases of rivalry

Setelah mengetahui pandangan dari analisa Porter, dapat pula ditemukan strength and weakness dari sebuah perusahaan atau industry. Selain itu dapat pula ditemukan opportunities and threat dari sebuah industry. Setelah itu dapat dibuat stategi untuk menghadapi persaingan. Strategi yang baik biasanya memanfaat beberapa kemungkinan dibawah: 1. Positioning
Strategy dapat dilakukan sebagai pertahanan dari persaingan maupun meilih untuk memposisikan diri pada forces yang paling lemah. 2. Memanfaatkan perubahan industry
Perubahan dalam industry membawa peluang untuk membuat strategi baru dan memposisikannya untuk mendapatkan pasar jika seorang strategist mengerti dengan baik tentang competitive forces. 3. Membentuk struktur industry
Sebuah perusahaan memiliki kemampuan untuk mengubah struktur industry. Sebuah perusahaan akan merubah struktur industry dan berusaha supaya competitor mengikutinya dan akhirnya akan merubah seluruh bentuk industry dimana sebai innovator ia akan mendapatkan keuntungan lebih.
Ada dua cara untuk membentuk ulang sebuah industry: a. Redividing profitability b. Expanding overall profit pool 4. Memberi batasan pada industry
Five competitive forces membantu untuk mendefinikan industry dimana sebuah perusahaan bersaing. Mampu memberikan batasan dengan tepat dan menentukan posisi dapat memberikan gambaran mengenai sumber profit yang dapat digunakan untuk membuat strategi. Kesalahan yang dibuat dalam mendefinisikan industry dapat memberikan kelebihan kepada competitor untuk membuat strategi dengan tepat.

Jika seorang strategist mengerti akan struktur industry, ia akan memahami dan lebih prepare akan kompetisi yang dihadapi. Selain bagi strategist, baik juga untuk para investor untuk mengerti sehingga pada saat mereka melihat sebuah industry, mereka akan bisa menarik kesimpulan secara lebih baik, tidak melebih-lebihkan pasar maupun terlalu pesimis saat melihat pasar. Dengan mengetahui persaingan apa saja yang ada di depan mata, perusahaan akan lebih siap dengan strateginya untuk menghadapi semua kompetisi yang ada, sehingga mereka akan bisa mengciptakan nilai ekonomi yang lebih baik

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