Manajemen Strategik: Pemikiran Michael Porter dan Implikasinya bagi Pengembangan Ekonomi Kreatif

Abstract

Beginning from the strategic thinking of Michael Porter, the purpose of this paper is to present implications for the development of competitive advantage in the creative economy in the global context. According to Porter, there are five competitive forces that determine industry strength: (1) potential new entrants; (2) suppliers; (3) buyers; (4) substitute product; and (5) competitors in industry. That is, how the company’s leadership understands the five things will determine what strategy should be chosen. Survey evidence shows that the development of the creative economy is an evolution that directs economic growth.

Revitalizing Indonesia's Print Media Competitive Strategy in the Digital Disruption Era:

“…Various definitions of the competitive strategy include efforts to identify and differentiate from other competitors, changing the perceptions of audiences and competitors to maintain the company's business existence and the ways in which a company creates value through the configuration and coordination of multimarket activities. Meanwhile, according to Porter's Five Forces theory proposed by Porter (Grundy, 2006), (Srinivasan, 2012), (Wijiharjono, 2021), business competition in an industry is influenced by five forces: potential new entrants, suppliers, buyers, substitute products, and industry competitors. The combination of these forces determines the potential profitability of a company in the long term, depending on the specific industry.…”

“…Source: Manajemen Strategik : Pemikiran Michael Porter (Wijiharjono, 2021) Porter emphasizes that companies must choose one of three generic strategy options to address intense competition: differentiation, overall cost leadership, or focus. In the mass media industry, the right strategy can provide a competitive advantage and enhance the organization's financial performance.…”

“…Media industry managers must have the right strategies to capture the market and sustain profitability. According to Porter (Grundy, 2006), (Srinivasan, 2012), and (Wijiharjono, 2021), strategy is about being competitive by creating a unique and valuable position across various activities. Innovative and impactful competitive strategies at three levels -Competitive Stance, Competitive Advantage, and Market Coverage -can help companies face competitor forces and establish reliable advantages.…”

“…The implementation of JPRJ's competitive strategy in response to the onslaught of internet-based digital media, using the ASSSIC framework, is intriguing to examine as a competitive management approach that has the potential to enhance Porter's Five Forces analysis (Grundy, 2006), (Srinivasan, 2012), (Wijiharjono, 2021). Porter's Five Forces analysis focuses on the level of competition within the industry, the threat of substitute products, supplier bargaining power, buyer bargaining power, and the threat of new entrants.…”

Pengadaan Sarana Dan Prasarana Perusahaan Di Kota Megapolitan

“…Sarana meliputi segala hal dari bangunan, pabrik, gudang, hingga teknologi informasi. Sedangkan prasarana mencakup elemen seperti logistic, transportasi, dan system komunikasi (Wijiharjono, 2021). Assurance (QA) beserta bukti kerusakannya yang nantinya diserahkan ke pihak gudang.…”