Proposed Strategy Formulation and the Implementation for PT. XYZ

Indonesian paint market is one of the fastest growing markets in the world (CAGR 2009-2011 at 8.3 %) and the market still has huge potency to grow due to the paint consumption per capita (PCP) still low at 2.8 kg/person (world PCP at 6-7 kg/person). On the other side, paint companies currently faced pressure on profit margin due to the more strict competition and increase of the key raw materials price (eg. TiO2 and binder). PT.XYZ, a paint company, has established in Indonesia since 1983. By 2010, its sales just accounted for 2.2 % market share, and just use 48.3 % of its total production capacity. From the external and internal environmental analysis concluded that the main problems (weaknesses) faced by XYZ are the lack of advertising programs that cause low brand awareness of its products, and lack of high skills marketing human resources. The root cause of the problems is the absence of strategic management processes at PT. XYZ. The purpose of this research is to propose the strategy formulation and the implementation plan for PT. XYZ to improve its performance through strategic management processes. The corporate strategy generated from SWOT matrix is “concentration (horizontal) growth strategy”. The alternative strategies to accomplish the growth strategy are generated through Ansoff matrix that include: market penetration, product development, market expansion to new geographical markets, and enter into industrial paint segment. The proposed business strategy is “differentiation” strategy via its distribution, products, and services. The functional strategy generated via TOWS matrix are categorized into marketing strategy, operation strategy, financial strategy, and human resources strategy. A Focused Group Discussion (FGD) was performed to evaluate, select, and make prioritizing of the selected strategies. The selected strategies and the priority are: market penetration strategy, product development strategy, and market expansion to other geographical markets. The implementation of the selected strategies are through developing integrated programs and actions plan at each functional departments. The marketing programs are focused to increase its product brand awareness and increase sales via advertising, sales promotion and more focus in project channels. The operation programs are increase actual production capacity and establish efficient operation. The human resources programs are to provide the HR needed to execute the selected strategies and establish good HR management practices at SCI for the long-run program. Then, the financial program is raising external funds and manage funds efficient and effectively

Proposed Strategy Improvement for Citilink Airlines to Increase Market Share

Airline industry is one of the areas of business that affected by economic growth in Indonesia. According to Ministry of Transportation, the number of domestic and International passengers has increase from 2009 until now. Meanwhile, according to Minister of Tourism and Creative Economy, Indonesia is the third in the world in middle-class society people after China and India. This conditions stimulate grow in Low Cost Carrier (LCC) airlines industry. Citilink is a low-cost airline headquartered in Jakarta, Indonesia. It was established in 2001 as a low-cost subsidiary of Garuda Indonesia. The competition among LCC aviation is very competitive in Indonesia. Nowadays, features given by every LCC airlines is more sophisticated, this condition impact Citilink service to be more perfect both in tangible and intangible part for increasing customer satisfaction.The focus of this thesis is to find a solution that can help Citilink to increase the market share. Author gather a data based on interview with Citilink managements, collecting questionnaire about perception and expectation of Citilink by consumers, and analyzing business situation (external analysis and internal analysis). The analysis shows that the root of the problem that caused the lost market share of Citilink Airline is the low level of customer satisfaction, human resources that existed at Citilink Airlines.To solve the business issue faced by Citilink, author proposes improvement strategy formulation based on the data gathered. Some service strategies recommendations are proposed to respond these conditions. The resulting strategy is to improve the quality of supporting crew as human resources and optimizing use of technology advance to increase efficiency in Citilink activity

Required Steps of Managing International Equity Placement Strategic Alliance

The purpose of the research is to unravel the steps of managing International equity placement strategic alliance (IEPSA). The steps of managing an IEPSA are obtained by conducting theoretical review. The theoretical reviews consist of theory of strategic alliance; definition, classification, and finding definition of an IEPSA, political and analytical considerations and the necessary steps. These steps of managing IEPSA can be classified into analyzing of macro consideration, micro consideration, domestic company's stakeholder support, cultural understanding, strategic planning, internal support, human resource management, organizational arrangement, management control system, evolved cultural understanding, and evaluating results. In this research, the domestic partners who formed the IEPSAs are limited to State-Owned Enterprises (SOEs). The IEPSA was one of the means of privatization. The research will be beneficial for both foreign and domestic partners who form an IEPSA in the previous SOEs. By knowing the steps of managing the IEPSA both partners will be able to secure a successful implementation of IEPSA. By identifying the steps of managing the IEPSA, the stakeholder will not see IEPSA as threat rather as an opportunity to improve performance, to create synergy, and generate benefits for both partners and stakeholder. By knowing the necessary steps of managing the IEPSA, the stakeholder including society and politician will envisage the IEPSA as a means of effectively improving the SOEs' performances.The research was espected to provide contributions for the research on strategic alliances. Apparently, there exist no literatures discussing about IEPSA in the domain of strategic alliances

Strategy Proposal for Pelita Rakyat Hospital as Non Profit Organization in Sukabumi

The Hospital is an institution which provides health service for people with their own characteristic. It influenced by the development of health science, technological advances, and economic-social living of society. As institution, they need to fund their activites. It could be come from government subsidies or fee charge from patient. Pelita Rakyat hospital is non-profit hospital which established in 2011. As pioneer, they did not ask charge from their patient moreover they provide free medical service include drug for all people in Sukabumi. Since 2011, Pelita Rakyat hospital has been facing a problem in Hospital facility. Hospital facility is become a concern because Pelita Rakyat infrastructure such as laboratory and medical waste system are needed to be establish as well as visiting schedule for doctor. All the weakness becomes reasonable because this hospital is running less than two years from July 2011. Most of their financing comes from donors and grants but they do that strategy without long term planning. As a new non-profit organization, the management hasn't had long term planning strategy yet especially in financial planning. This condition will be an obstacle to meet the requirement of hospital facilities and this is basic question for Pelita Rakyat to formulate several strategies regarding that problem.This research will use qualitative method which its data are come from the interview as primary data and books, articles and journals as secondary data. The interview has objective to get new data and confirm the respondent about his idea. In business exploration, this article will analyze and propose strategy for hospital as non-profit organization. In the first time, we should do internal (Value Chain Analysis) and external (PEST and Porter forces) factor scanning that relate to hospital and list it as Strength, Weaknesses, Opportunity and Threats (SWOT). From Analyzing rating of factors through IFAS (Internal Factor Analysis Summary) and EFAS (External Factor Analysis Summary), it is concluded that Pelita Rakyat hospital have less strength and more opportunities (locate in Quadrant II, horizontal integration). As a result, Pelita Rakyat hospital should implement competitive strategy through differentiation focus will give Pelita Rakyat hospital full attention to improve medical facilities for low-class income while strategic alliances with other institution will enhance hospitals support in financial or human resources. As non profit organization, to fund hospital activites, Pelita Rakyat hospital must do fundraising program: charity night, deploying volunteer

Corporate Strategy of PT Miga Orricom Indonesia

PT. Miga Orricom Indonesia is a supply company for electrical measurement devices and wireless products. After grow up in the last 10 years, the company's achievement was declined. Based on change in PLN market in 2011, the opportunity exists is becoming a threat for the company. After the e-procurement, the company lost the market significant The total sales fell to the lowest level in the last five years and net profit margin declined from 9.3% to 3.5%. However, there are no strategic plans which can minimize the threat and enhancing the opportunity exist, yet. So, the fundamental issue nowadays is how the company minimizing the strategic gap exists in between what the company offers and the market needs. The business issue has been explored by Strategic Management Model. As a result, strategic policy of the company to develop a product portfolio of services with YANTI brand in PLN DJBB has been implemented in first year. Dashboard monitoring program has been developed in accordance with the new corporate strategic planning