USULAN STRATEGI BISNIS SBU HELIKOPTER IPTN DALAM MENGHADAPI GLOBALISASI

• Main Author: Yuliswar
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/1694
• Institution: Institut Teknologi Bandung

Strategic Business Unit (SBU) Helicopter is one of IPTN\'s strategic business units. It holds licenses to produce and market 3 types of helicopter: light-class helicopter BO-105 (Eurocopter), medium-class helicopter Bell-412 (Bell Helicopter Textron) and heavy-class helicopter Super Puma-332 (Eurocopter). Since 1976, when the IPTN was established, this SBU has enjoyed monopolistic privilege in Indonesia due to the Inpres no.l 1980 that forbids importing helicopter that similar in size with its products. In the upsurge of the Indonesia\'s economic crisis in 1998, the Government, together with the DPR, intends to invalidate the Inpres and to legislate anti monopoly regulation. Furthermore, the invalidation of tariff exemption for aircraft/helicopters\' material and component increases production cost of helicopters. Meanwhile, the internal condition within the company is not beneficial for the SBU either. The products are old (with the average of 25 years old technology). The company is much less productive than it supposed to be and operates inefficiently. As the result, this SBU faces a very tough environment. In order to go through the national economic crises and then survive in global competition, it is the necessity for IPTN and, in particular, the SBU Helicopter, to have a suitable strategy that could guide them in this harsh environment. The SWOT analysis reveals that the company is in the `survival\' condition and in the short-term requires `turn-around\' strategy to straighten up its businesses. An analysis using GE matrix method shows the business strategy for BO-105, Super Puma-332, and BeI1412 product lines of this SBU is to manage carefully and to invest only for profitable and low-risk programs. For its services line, the proposed strategy is to increase profit through increase productivity, develop its strengths, identify its weakness and evaluate the possibility to be a market leader through segmentation. For the medium and long-terms, the proposed corporate strategy is the `combination\' strategy as a transition towards growth strategy `concentric diversification\'. The business strategy for its BO-105, Bell-412, and Super Puma-332 product lines remains the same while the business strategy for its services line enhances through concentrating on maintaining the strength and investing for growth.