Application of RBV Theory and McKinsey 7’S Model on Start-up Company

Human resources at a start-up company should have a long experience in tire manufacturing industry which is one of the competitive advantages possessed by the company that can be used in competing in accordance with the theory of resources based view (RBV). Resources based views is a concept of theory that affect the competitive advantage of a company. According to RBV model, the resources should have qualified criteria to achieve competitive advantage. That criteria are valuable, rare, imitability, and organizational to capture value. Management will be committed in managing human resources by building capacity with the right recruitment and training to achieve the vision and mission set by the company. The Mckinsey 7’S framework is used to analyze internal aspects of the organization of the company in which elements of Mckinsey 7’S if working properly and aligned then will be a factor of success of the company. The seven elements of Mckinsey7’S are strategy, skill, shared value, structure, staffing, system and style. Strategy is a formulation of a company used to build competitive advantage and keep it in order for a company to compete, skill is the ability of employees needed to achieve company goals and objectives, which is meant the capability and competence of employees. Shared value is the core value of a company that will become a corporate culture, basically the standard or norm that is applied and a guide for employees and management. Staffing, this is how employees are recruited, trained, motivated and rewarded so that employees can provide the best for the company. Structure, the intended structure is the organizational structure of the company that regulates the work system, communication, authority and responsibility as well as delegation of duties to employees to achieve the goals and objectives of the company. System in Mckinsey 7’S is a day-to-day operational process and procedure and decision making within the company including planning, implementation and evaluation. Style, leadership style applied by management to achieve company goals and objectives

Application of Segmenting, Targeting And Positioning (STP) and Networking, Interaction, Common Interest and Experience (NICE) Model On Startup Company of Service Provider in Indonesia

Indonesia Start-up Company has several excellent products. One of them is a machine installation service of tire industry with completion on time and high level of precision to fulfil end user need (specification) effectively and efficiently. This advantage is the competitive advantage of the company’s products compared with the other installation services of tire machinery industry which mostly are general contractor. As a newcomer in the area of tire industry installation service in Indonesia, the company is still not recognized so it needs a good marketing strategy to compete in existing industries. Marketing framework of the company is focus on customer satisfaction resulting in high levels of business and customer profitability. The company uses the following strategies-STP (Segmenting, Targeting and Positioning) which prioritizes relationship marketing using NICE (Networking, Interaction, Common Interest and Experience) tactics. The objective of this paper is to know the opportunities of the application of STP strategy which prioritizes relationship marketing using NICE tactics in Business to Business market in Indonesia. The qualitative study will analyze the library data by referring to the books and other sources that support this issue. Thus this paper is expected to generate the information about the possibility of the using STP strategy, relationship marketing and NICE tactics in service provider business

Implementation of Lean Concept in Start-up Engineering Service Provider

Today there are many business opportunities in the engineering industries. These industries will keep growing as the needs of consumers to meet their requirements. This condition will influence tire industry as well, both motorcycle tires and car tires. Tire industries will increase their productions by using additional machines to produce tires. This is an opportunity in the provision of engine installation services provider, especially in tire industry where availability of this provider is very rare. A service provider company needs a management concept to be able to improve quality and profit of company. Lean Manufacturing is an effective concept to improve quality and to increase the profitability in a production process. In the process of manufacturing and engineering can use lean manufacturing concept because this concept can reduce waste from materials, production process and time for job completion. One of lean manufacturing concept is to reduce waste, commonly there are 8 wastes need to be reduced in production process. The 8 wastes are; Defect, over production, Waiting, None utilizes talent, Transport, Inventory, Motion, Excessive process. Engineering service provider company will implement this lean manufacturing concept on determining work shop layout, raw material pre-order stage, production stage, controlling stage until delivery stage all the action must suitable with engineering service provider company, and by implementing this concept to get more profit by producing product with optimum production cost and also will get trust from customer to make repeat order. Every company requires a proper management concept and also continuous improvement on its production process to get quality product and company profit so their business will sustain in the future

Marketing Strategy on The Project Planning of Retail Business for Garage Shop

Garage Shop, Ltd  is a distribution company of all types of goods for the needs of cooperatives located in Tangerang which has a mission of maintaining customer satisfaction, providing an easy shopping process for cooperatives and participating in developing the country to advance the development of cooperatives. The background of the establishment of this business is to provide convenience for cooperatives in obtaining goods, facilitate cooperatives to manage and record the amount of goods, encourage cooperatives to be more advanced and to accommodate the desires of consumers who cannot shop on credit because they do not have a Garage Shop, Ltd for credit card, which concentrate on distributing goods for the needs of cooperatives that will be at the start of the cooperative members, in the early stages the Garage Shop, Ltd Company will start up in Tangerang Regency, Banten Province. In the operational process, the Garage Shop, Ltd company will cooperate with non-banking financial institutions. Garage Shop, Ltd needs funds for this business plan of around Rp. 2.5 billion, with working capital as much as 27% of the total capital while for capital expenditure and initial capital amounting to 73% of the total capital. The plan for funding capital will be 80% from the founder and 20% from the other party. The company maintains a gross profit of around 57% of first-year sales with 270 cooperative partners, with a return on investment (payback period) in year 1 of the 10th month with a Return of Investment (ROI) of 21.28%

Energy and material flows of megacities

Understanding the drivers of energy and material flows of cities is important for addressing global environmental challenges. Accessing, sharing, and managing energy and material resources is particularly critical for megacities, which face enormous social stresses because of their sheer size and complexity. Here we quantify the energy and material flows through the world\u27s 27 megacities with populations greater than 10 million people as of 2010. Collectively the resource flows through megacities are largely consistent with scaling laws established in the emerging science of cities. Correlations are established for electricity consumption, heating and industrial fuel use, ground transportation energy use, water consumption, waste generation, and steel production in terms of heating-degree-days, urban form, economic activity, and population growth. The results help identify megacities exhibiting high and low levels of consumption and those making efficient use of resources. The correlation between per capita electricity use and urbanized area per capita is shown to be a consequence of gross building floor area per capita, which is found to increase for lower-density cities. Many of the megacities are growing rapidly in population but are growing even faster in terms of gross domestic product (GDP) and energy use. In the decade from 2001-2011, electricity use and ground transportation fuel use in megacities grew at approximately half the rate of GDP growth