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Selamat Datang di:
Transformasi Organisasi
Menuju Profesionalisme
Kiat mengukur
daya tarik
industri

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Daniel Saputro ‐ Bio Sketch
Pengalaman 21 tahun dalam perbaikan kinerja
perusahaan seperti Astra, Bank
Indonesia, Bank BTN, Nuqul Group
(Yordania) dan Banpu (Thailand).
Untuk Family Business, beliau membantu
suksesi dan transformasi menuju
perusahaan yang lebih professional.
Dengan 2 cara utama :
1. Great Strategy and Business Model
2. Excellent People – Process ‐ Culture
agar menjadi AutoPilot Business.
Kliennya tersebar di Jakarta, Surabaya,
Bandung, Medan, Jogja, Pekan Baru,
Solo, Lampung, Banjarmasin dan Malang.
Andakah yang berikutnya…?
.

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Mengapa dibutuhkan ?
• Jika “tanah”
nya sudah
tidak subur,
maka
diperlukan
lebih banyak
usaha untuk
tumbuh

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The attractiveness of this market
Pressure from Substitute
Products
Bargaining Power of BuyersBargaining Power of Suppliers
Threat of New Entrants
Intensity of Rivalry
Low,
stable
returns
Low, risky
returns
High,
stable
returns
High, risky
returns
Exit Barriers
Entry
Barriers
L
H
L H
Cost
Leadership
Differentiation
Cost
Focus
Differentiation
Focus
Competitive Advantage
Competitive
Scope
Broad
Narrow
Lower Cost Differentiation
A supplier group is powerful when:
It is dominated by a few companies and is more
concentrated than the industry it sells to.
There are no substitute products.
The industry is not an important customer.
Its products are important to the industry.
Products are differentiated or suppliers have built
up switching costs.
It poses a credible threat of forward integration.
Barriers to entry:
Economies of scale (including shared resources)
Product differentiation (proprietary)
Capital requirements
Switching costs
Access to distribution channels
Cost disadvantages independent of scale
Government policy
Expected reaction of incumbent
Intense rivalry results from:
Numerous or equally balanced competitors
Slow industry growth
High fixed or storage costs
Lack of differentiation or switching costs
Capacity augmented in large increments
Diverse competitors
High strategic stakes
High exit barriers
A buyer group is powerful when:
It is concentrated or purchases large volumes relative
to seller sales.
The products represent a significant fraction of the
buyers’ costs or purchases.
The products are standard or undifferentiated.
It faces few switching costs.
It earns low profits.
It poses a credible threat of backward integration.
The bought product is unimportant.
It has full information.
Search for products that can perform the same
function.
Assess buyers’ propensity to substitute.
Focus on those that:
Are improving their price performance trade-off
compared with the industries products.
Require low switching costs.
Are produced by industries earning high profits.
Take offensive or defensive actions to create a
defensible position against the forces:
Positioning the firm so its capabilities provide the
best defence
Influencing the balance of forces through strategic
moves
Anticipating shifts in the factors underlying the
forces and responding to them

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Contoh di industri otomotif

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5 FORCES Analysis
No What causes Rivalry to stronger ? Data
Low
Rivalry 1 2 3 4 5
High
Rivalry
1
Number of Equal Firms in size &
Capability
SMALL
C/
F
LARGE
2 Market/Industry Growth FAST F C SLOW
3 Industry Condition (Industry Life Cycle)
FAVORABL
E
C/
F
UNFAVOR
ABLE
4
Offensive to Boost Volume & Market
Share
LOW C F HIGH
5 New Product Introduction LOW C F HIGH
6 Customer’s Switching Cost LARGE C F SMALL
7 Firm’s Exit Cost LOW
C/
F
HIGH
8 Strategic Stakes (Principal) of Firm LOW C F HIGH
9 Diversity of Competitors LOW C F HIGH
10 Powerful Players Attacking NONE C F MANY
VALUE
F = Future
C = Current

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5 FORCES Analysis
No
Buyers are strong competitive force
when :
Data
Lower
Power 1 2 3 4 5
Higher
Power
1
Larger & Purchase a Sizable
Percentage of Product
LOW C F HIGH
2 Buy in Volume Quantizes SMALL C F BIG
3 Standardized of Industry’s Product NONE
C/
F
MANY
4 Switching Cost to Other Brand HIGH C F LOW
5 Number of Seller SMALL C F LARGE
6 Price of Product EXPENSIVE C F CHEAP
7 Backward Integration LOW C F HIGH
VALUE
F = Future
C = Current

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5 FORCES Analysis
No
Possibility of new entrance are strong competitive
force when :
Data
Low
Possibili
ty 1 2 3 4 5
Higher
Possibil
ity
1 Economic of Scale of Industry BIG
C/
F
SMALL
2 Access to Specialized Technology LOW C F HIGH
3 Experience Curve Effect LONG C F SHORT
4 Strong Brand Preference & Customer Loyalty HIGH F C LOW
5 Capital/Resources Requirement LARGE F C SMALL
6 Cost Disadvantages Independent of Size HIGH
C/
F
LOW
7 Access to Distribution Channel HARD
C/
F
EASY
8
Regulator Policies, Tariff, Trade Restriction in
Industry
MANY
C/
F
NONE
9 New Comer’s Entry Effort LOW C F HIGH
10 Sizable Pool of Entry Candidates Exist SMALL C F BIG
11 New Comer Can Expect to Earn Attractive Profit HARD
C/
F
EASY
VALUE
F = Future
C = Current

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No
Possibility of subtitutes are strong
competitive force when
Data
Low
Possibil
ity 1 2 3 4 5
High
Possib
ility
1 Readily Available LOW
C
/F
HIGH
2 Attractive Price
EXPENSIV
E
C F CHEAP
3
Believed to Have Comparable or
Better Performance Features
BAD
C
/F
GOOD
4 Customers Switching Cost LOW
C
/F
HIGH
VALUE
5 FORCES Analysis
F = Future
C = Current

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5 FORCES Analysis
No
Supplier strong competitive force
when
Data
Low
Power 1 2 3 4 5
Higher
Power
1
Number of Supplier for Providing
Material
LARGE F C SMALL
2 Switching Cost to Other Supplier LOW C F HIGH
3 Reputation of Supplier LOW C F HIGH
4 Quantities of Component Supplied SMALL C F LARGE
5 Substitutes of Component MANY F C NONE
6 Price / Cost of Production in Supplier HIGH
C
/F
LOW
VALUE
F = Future
C = Current

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Low High
Rivalry 1 2 3 4 5 Rivalry
1 Number of equal firms in size & capability Small C/F Large
2 Market / industry growth Fast F C Slow
3 Industry conditions Favourable C/F Unfavour.
4 Offensive to boost volume & market share Low C F High
5 New product introduction Small C F Large
6 Customer's switching cost Large C F Small
7 Firm's exit cost Low C/F High
8 Strategic stakes (principal) of firm Low C F High
9 Diversity of competitors Low C F High
10 Powerfull players attacking None C F Many
Low High
Power 1 2 3 4 5 Power
1 Large & purchase a sizable percentage of product Low C F High
2 Buy in volume quantities Small C F Big
3 Backward integration Low C/F High
4 Standardized of industry's product None C F Many
5 Switching cost to other brand High C F Low
6 Number of seller Small C F Large
7 Price of product Expensive C F Cheap
Low High
Power 1 2 3 4 5 Power
1 Number of supplier for providing material Large F C Small
2 Switching cost to other supplier Low C F High
3 Reputation of supplier Low C F High
4 Quantities of component supplied Small C F Large
5 Subtitutes of component Many F C None
6 Price / cost of production in supplier High C/F Low
Low High
Possibility 1 2 3 4 5 Possibility
1 Economics of scale of industry Big C/F Small
2 Access to specialized technology Low C F High
3 Experience curve effects Long C F Short
4 Strong brand preference & customer loyalty High F C Low
5 Capital / resouces requirement Large F C Small
6 Cost disadvantages independent of size High C/F Low
7 Access to distribution channel Low C/F High
8 Regulatory policies, tarrif, trade restrictions in industry Many C/F None
9 New comer's entry efforts Low C F High
10 Sizable pool of entry candidates exists Small C F Big
11 New comer can expect to earn attractive profits Hard C/F Easy
Low High
Possibility 1 2 3 4 5 Possibility
1 Readily Available Low C/F High
2 Attractive price Expensive C F Cheap
3 Believed to have comparable or better performance features Bad C/F Good
4 Customers switching cost Low C/F High
C: Current; F: Future
Possibility of subtitutes are a strong competitive force
when:
Values
Rivalry
NO What Causes Rivalry to be Stronger?
Values
Subtitutes
NO
Buyer
NO Buyers are a strong competitive force when:
Values
Supplier
NO Supplier are a strong competitive force when:
Values
NewEntrants
NO
Possibility of new entrance are a strong competitive
force when:
Values
Forces ORGANIZE
Rivalry : Moderate to
High
More international &
local players compete in
LSP
Bargaining Power of
Buyer : Moderate to
High
Potential to outsource
by buyers
Bargaining Power of
Supplier: Moderate
Reputation
Enhancement
New Entrants:
Moderate
Capital Intensive and
Advance IT requirements
Substitute:
Moderate
Less Substitute
Competitive Environment
is Moderate, but in the
future will be high
Implication to company
strategy that company must
excellent in :
1. Service Level
2. Comprehensive Service
3. Wide networking
4. Competitive Price
By developing of :
1. People Excellence
2. Process Excellence
3. Integrated IT System
Logistic Industry will be still
attractive, prospective &
favorable
IKSF

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1.Service Level
2.Comprehensive Service
3.Wide networking
4.Competitive Price
By developing of :
1.People Excellence
2.Process Excellence
3.Integrated IT System
Government Compliance
Competitive Price
Process Excellent
Friendly Environment
High Technology
Integrated IT
1. Process Excellence
2. People Excellence
3. Integrated IT System
4. Service Level
5. Wide Network
6. Competitive Price
7. Comprehensive Service

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Sudahkan anda mengukur daya
tarik industri ?
• Ingat:
• Kondisi Industri akan menentukan Industri Key
Success Factor
Disclaimer: data-data diatas diambil dari berbagai sumber. Penulis adalah penenun, bukan pembuat benang

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Thank you and Good Luck
My profile: daniel.blog.kontan.co.id/profile/
WhatsApp: 0819‐0830‐9519 untuk Training & Consulting