STRATEGY FORMULATION OF PT. AJISAKA DESTAR UTAMA

• Main Author: UVALA HARDI (NIM: 29110339) Pembimbing: Dr. Ir. Gatot Yudoko, MASC., KRISNA
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/18807
• Institution: Institut Teknologi Bandung

PT. Ajisaka Destar Utama (PT. ADU) is a national-level survey mapping company that operated around Indonesia. Despite its profitability, the nineteen years old company is lack of management expertise and approach. As the industry is growing, the business condition in Indonesia is considered not good. In addition, the emergence of newcomers and the possibilities of political and economic instability in the future can be challenges to the incumbent companies in the industry. PT. ADU needs to formulate the strategy to achieve its vision in the future. <br /> <br /> <br /> The strategy formulation process started from external and internal environment analyses which are done by several methods: PESTEL Analysis, Porter’s Five Forces Analysis, Resource Based View Analysis, Value Chain Analysis and Sustainable Competitive Advantage Analysis. After gathering the information from the environmental analysis, the next step is to generate strategy alternatives for the company which analyzed by using several methods: SWOT Analysis, EFAS Matrix, IFAS Matrix, SFAS Matrix, IE Matrix, TOWS Matrix and Grand Strategy Matrix. The strategy alternatives will be used to formulate the strategy for the company which needs to be aligned from the corporate level until the functional level. However, since the company does not have any vision, mission and values statement, analysis of vision, mission and values is required since strategy must be aligned with the company’s vision, mission and values. <br /> <br /> <br /> The result of analysis suggested that the corporate strategy for PT. ADU is Directional Strategy with focus on growth through market penetration which to penetrate more to previously unreached customers. To support the market penetration strategy, the company needs to choose the best business strategy, which is cost-leadership. Cost-leadership which has been the company’s competitive advantage can be used to offer lower price for the customer. The market penetration and cost-leadership strategies then further supported with functional strategies that consist of marketing, finance, research and development, operations and human resource strategies. PT. ADU needs to maintain their competitive advantage and enhance its competitiveness through the implementation of several strategies. New strategies needed to be pursued by the company includes: sufficient amount of personnel, customer relationship management, marketing by digital media, spending/cost monitoring and control, develop capabilities through experience, external acquisition of knowledge and expertise, technological followership, mass service providing, supplier and inputs management, and regeneration. <br /> <br /> <br /> In conclusion, PT. ADU currently has competitive advantage in the industry, but the company needs to prepare for the future challenges. Through analysis of the company’s environment, there is several strategy alternatives can be chosen by the company. After stating their vision, mission and values, the company can start aligning their strategy from corporate level until functional level. The whole strategy formulation will help the company to achieve its vision in the future.