GROWTH STRATEGY FOR BOAT COMPANY PT. SS BOATYARD
The needs of boat fleet in Indonesia as an archipelago country is so high. This demand must be supported by Indonesian maritime industry to fulfill the needs. But the real condition shows that the demand is limited by the power of buying. It causes the limitation of the market and made the boatyards...
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| Format: | Theses |
| Language: | Indonesia |
| Online Access: | https://digilib.itb.ac.id/gdl/view/17178 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | The needs of boat fleet in Indonesia as an archipelago country is so high. This demand must be supported by Indonesian maritime industry to fulfill the needs. But the real condition shows that the demand is limited by the power of buying. It causes the limitation of the market and made the boatyards have to compete to win the projects. PT. SS Boatyard is one of the boat company in this sector. PT. SS Boatyard has internal problems that interfere the company to get projects continuously, these problems includes the financial aspect, administrative, marketing and human resource. With the companyʹs limitations, the company became saturated and not growing significantly in the last two years. This final project discusses the implementation of growth strategy in PT. SS Boatyard. The target of implementing the solution is: first, to solve and fix all the existing problems. After the problems can be solved then the next step is to develop the company until the company can grow. Alternative solutions obtained through brainstorming and surveys on other boatyard. Several <br />
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alternative solutions that are obtained is: selling small boats in retail, boat rental business, producing <br />
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niche product, active in government tender, doing repeat production, build a passenger transportation boat, build a docking yard, and diversification to produce aluminum and steel boat. The author used Quantitative Strategic Planning Matrix method (QSPM) to analyze and choose the strategy. The strategy selection assessment factors are: time to realization, work duration, human resource, capital, profits, job quantity, ease of work, prestige and the business competition. The purpose of this analysis is to determine the priority strategies in accordance with current corporate needs. The result of the analysis states that the best decision is not to choose one solution but implementing all solution gradually (according to the results of QSPM). For more realistic then the author divided the solution in several stages in the application. The first is the primary stage, has a goal for the stability of the company and also as the foundation of growth strategy, the chosen solution is a solution that can be implemented with the existing problem condition of the company. The solution of this phase is the retail and rental. The next stage is the secondary stage, a stage where companies are looking for profits and begin to develop the company. The solution taken is repeat orders, passenger transportation boat business, niche product and tender. The final stage is the tertiary stage, the stage is done after the company has developed. The goal is to increase corporate profits and enhance the scale of the company. The solution taken is to make docking and ship materials to the diversification of aluminum and steel boats. This solution is a concrete step from the growth strategy that is offered by the author to develop the company. |
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