OPERATIONS STRATEGY OF TRANS TV PRODUCTION DIVISION TO FACE THE COMPETITION AND TO INCREASE RATING AND SHARE

• Main Author: ELIZABETH PURBA (NIM: 29108353) ; Pembimbing : Dr. Ir. Dermawan Wibisono, M.Eng Ir. Aliba, HOTMARIATI
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/18649
• Institution: Institut Teknologi Bandung

Television broadcast industry (free-to-air) is a complex industry. There are two kinds of consumers. First one is the audiences and the second one is advertisers. Trans TV is a pioneer station that run the program with differentiation strategy with non-drama programs. Trans TV <br /> <br /> <br /> <br /> <br /> run Production In-house strategy that was able to reduce the cost of program expenditures. Trans TV widen cost and revenue margins and improve profitability with in-house production strategy. Production division is the largest program suppliers and became the backbone of Trans TV. Fierce competition between television is happened nowadays. It caused declining in Trans TV’s rating and share and made Trans TV as 4th station of all station. <br /> <br /> <br /> <br /> <br /> Business issues that are being experienced by Trans equire both external and internal analysis. PEST and Porter's five forces are used to analyze external factors. Value chain is used to analyze the internal factors. The analysis’ are resulted as the SWOT analysis and the <br /> <br /> <br /> <br /> <br /> advantage value chain, that is content. In competition among television stations, content is a king. Opportunity is still existing, but the Trans TV has experienced decreasing. The root of the problem is human resources, because the content comes from the creativity of human creations. Trans TV should immediately conduct a strategy to raise the rating and share. Strategy focused on Production Division as the main division of Trans TV. The technique used is the formulation of operations strategy from Slack and Lewis (2008). Strategy formulation should be able to answer the root of the problems that occurred in Trans TV Production Division. There are 4 objectives. Those are producing programs that generate high ratings and share, continuous product innovation, quality human resources and loyal, and the efficiency of production costs. Fourteen strategies are divided into two categories, primary and secondary strategies. The primary strategy should be implemented immediately, while the secondary strategy is not as urgent as the primary ones. <br /> <br /> <br /> <br /> <br /> The results of this final project are the strategic programs to meet four objectives. The strategic programs are expected to restore the position of Trans TV to a row of best three stations with large ratings and share. Rating and share will affect the sales targets. The sales figures will determine the rewards in the form of bonuses and salary increases for human resources and the development of Trans TV. The major of strategic programs are urgently implemented in human resources, because the creative ideas and content are gathered from them. Strategic programs are made for a period of one year under the responsibility of each strategic program.