6 Strategi Klasik Dalam Bisnis

1. Pisau Cukur dan Silet

Strategi ini juga sering disebut strategi "umpan dan kait". Strategi ini adalah menjual produk induk awal pada harga rendah, kemudian mencetak uang lewat barang konsumsi yang harus terus dibeli untuk bisa terus menggunakan produk awal tersebut.

2. Loss Leader

Loss leader adalah barang yang dijual di bawah ongkos produksi untuk merangsang penjualan lain demi menangguk laba. Supermarket sering menggunakan teknik ini dengan mengiklankan sejumlah barang pada harga di bawah ongkos produksi demi menarik pelanggan dan menciptakan kesan harga murah. Supermarket mengharapkan pelanggan biasa akan membeli barang-barang lain pada saat yang sama, entah itu demi kemudahan atau karena citra "harga murah" yang diciptakan oleh loss leader, dan laba dari barang-barang lain ini pun akan lebih dari cukup untuk mengganti kerugian dari penjualan loss leader.

3. Southwest Airlines

Southwest airlines mulai terbang perdana pada tahun 1971 di AS. Misinya adalah membuat terbang lebih murah dibandingkan berkendara dari satu titik menuju titik lain. Komponen utama dari strategi berbiaya rendahnya mencakup operasional yang ramping, seperti tidak ada makanan di pesawat dan tidak ada kursi kelas bisnis atau kursi kelas satu, ditambah produktivitas tinggi, seperti pergantian keberangkatan (turnaround)  yang cepat untuk meminimalkan waktu yang dihabiskan pesawat di darat. Digabungkan dengan layanan pelanggan dan pemasaran yang efektif menjadikan Southwest salah satu maskapai paling menguntungkan di dunia dan juga mendorong ledakan pertumbuhan pasar karena tawaran tarif murah.

4. Siap, Tembak, Bidik

Strateginya adalah memperkenalkan banyak produk baru dengan cepat seraya berharap satu atau lebih dari produk-produk itu pada akhirnya akan sukses. Tingkat kegagalan yang tinggi diterima sebagai prasyarat untuk memampukan pengenalan terhadap produk pemenang.

5. Pihak Pelopor 

Terkadang keunggulan signifikan bisa didapat dengan menjadi pemain penting pertama, atau salah satu yang pertama, yang memasuki pasar baru. Namun, strategi pelopor harus diterapkan dengan hati-hati. Masuk pasar paling awal memiliki risiko dan ongkosnya sendiri: litbang, edukasi pasar, biaya hukum, dan banyak hal lain.

6. Bundling

Strategi menjual produk atau layanan terkait sebagai satu unit ("satu bundel") yang seringnya, tapi tidak selalu berharga total lebih murah daripada jika membeli produk itu secara terpisah.

Blue Ocean Strategy - A Synopsis part 2- W.Chan Kim, Renee Mauborgne

Blue Ocean Formulation Principles

  

1.  Reconstructing market boundaries - by analyzing six paths: alternative industries, strategic groups within industries, the chain of buyers, complementary product and service offerings, functional and emotional appeal to buyers, and time (trends).

2.  Focusing on the big picture, not on the numbers - Too often, organization's fail to see the big picture because they are so overwhelmed with number crunching.  The four steps to helping leadership focus on the big picture include:

Visual Awakening - visualizing your current strategy on a strategy canvas.Visual Exploration - going into the field to explore the six paths identified above; what alternatives exist for your product or service and what are their advantages; what needs to be eliminated, reduced, raised, or created.Visual Strategy Fair - taking the results from the visual exploration and drawing new alternative strategy canvases for group feedback, discussion, and observation; be sure to get feedback from different stakeholders; from the feedback, build the best strategy.Visual Communication - Incorporating and distributing the before and after strategy canvas to your team; going forward, only approve projects and initiatives that will help make the new strategy canvas a reality.

3.Reaching beyond existing demand - Don't limit your thinking to existing customers.  Determine the commonalities of three tiers of non customers and develop strategies to generate mass appeal:

First Tier - soon to be customers who are waiting to jump ship for a better option; find out what that better option is that they are waiting for; look for commonalities.Second Tier - individuals that refuse to use the product or service because the price or other features are unacceptable; learn more about why they refuse to use your product or service; look for commonalities.Third Tier - these are truly unchartered waters that competition typically ignores; what possibilities exist?

4.   Getting the strategic sequence right - To confirm that you have a blue ocean idea, evaluate it against four criteria in the following sequential order:

Buyer Utility - Determine if there is exceptional buyer utility (productivity, simplicity, convenience, risk, fun and image, and environmental friendliness) across the six stages of a buyers experience cycle: purchase, delivery, use, supplements, maintenance, and disposal.Price - Determine the strategic price that will generate the volume necessary for critical mass; price should not be based on the traditional cost plus approach but rather on customer value, form and function, and the ease at which your idea can be copied.  The price calculation should be:  (SP) strategic price - (PM) desired profit margin = targeted costs.

Cost - Determine if you can design the product and/or service to meet the targeted cost.  This will allow you to strategically create a profit and cost structure that is difficult to mimic.  Achieving the targeted cost may mean streamlining, costs innovations, partnering or outsourcing, and price innovation (developing a new model).

Adoption - Determine the adoption hurdles buyers will go through and address them up front.

If the idea passes through all these steps, you most likely have a blue ocean idea.

  

5. Overcome key organizational hurdles - Use tipping point leadership to help people understand the need for change.  This isn't accomplished through stories or force but instead by going out into the field and facing the realities.  This includes talking to disgruntled customers and letting your team experience and appreciate the need for change. 
Organizations have limited resources so pursuing the blue ocean strategy will require strategically reallocating resources to the most important areas. 
To increase accountability and motivation, leadership should utilize the concepts of kingpins, fishbowl management, and atomization.

Kingpins - Get the key influencers on board and behind the blue ocean strategy.Fishbowl - Make strategy progress reporting an open group process where peers are reporting in front of peers.  Not many people enjoy explaining their inaction to a group of peers and colleagues.Atomization - Don't overwhelm your team by dumping a large and seemingly unattainable strategy in their laps.  Break it down it manageable chunks that are realistic and attainable.

6. Building execution into strategy - Like any strategic planning initiative, involve all stakeholders in the process early and often including front line staff - the ones who will most likely be implementing the plan.  Employees will champion the new strategy if the organization has done everything they can to ensure a fair process.  A good way to ensure a fair process is to follow the three E's - engagement, explanation, and clarity of expectation. 

ENGAGE your team as part of the planning process and hear them out.  Make sure they know you have actively listened to their ideas and input.  Be honest and sincere in your actions or you will not gain their trust and support.  EXPLAIN to them why you have chosen the strategy you have chosen and state very clearly what the new EXPECTATIONS will be.  By using this approach, employees will feel respected and will be dedicated to fulfilling the expectations you have established - even if they do not agree with your final decision.

Blue Ocean Strategy - A Synopsis part 1- W.Chan Kim, Renee Mauborgne

Definition

The authors use the red ocean metaphor to describe an overcrowded market space of competitors all fighting for the same piece of the pie. 

Blue ocean strategy is when an organization breaks away from the conventional approach to facilitate the creation of new uncontested market space thereby making competition irrelevant

Strategy Canvas

    The x-axis represents the many factors organizations compete on (price, image, support, speed, etc.) and the y-axis illustrates where each company is positioned for each factor

     In this example, Southwest analyzed alternatives to flying (i.e. the car) and designed a unique strategy from the competition (other airlines).  Their tagline could be "the speed of a plane at the price of a car - whenever you need it."

    To create a blue ocean strategy, organizations must be committed to value innovation.  The authors stress that "value" and "innovation" must work together simultaneously in order to develop a blue ocean strategy.  

 

     ELIMINATE factors that no longer add value for the customer; this will eliminate unnecessary costs.

     REDUCE factors that were over designed or features that were added for the sake of competition; reduces unnecessary costs.

     RAISE factors important to the customer that have been compromised; utilize some of the cost savings from the first two actions.

     CREATE factors that have never been offered (a new value proposition).

     To create a blue ocean strategy you must change your organization's curve on the strategy canvas and move away from the competition. 

    Must meet three characteristic of good strategy i.e Focus, Divergence, and a Tagline (The new strategy FOCUSES on the important areas and not on every single factor, DIVERGES away from the competitors offerings, and has a simple easy to communicate TAGLINE)