CORPORATE STRATEGY OF PT MIGA ORRICOM INDONESIA

• Main Author: Mulyadi Hidayat (NIM : 29110069) Pembimbing : Harimukti Wandebori., ST., MBA, Teddy
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/19539
• Institution: Institut Teknologi Bandung

PT. Miga Orricom Indonesia is a company which dedicate in supply electrical measurement devices <br /> <br /> and wireless products to serve the Electrical State Company (PLN) and other private sectors as the <br /> <br /> advanced partner in providing latest energy measurement solution. After grow up in the last 10 years, <br /> <br /> the company’s achievement was declined in last 2011, the total sell was fall as the lowest in the last <br /> <br /> five years and net profit margin declinedfrom the average 9.3% to 3.5%. The company is still difficult <br /> <br /> in deciding the further steps for there are no strategic plans which can minimize the threat and <br /> <br /> enhancing the opportunity exist, yet. <br /> <br /> The fundamentalissue nowadays is how the company minimizing the strategic gap exists in between <br /> <br /> what the company offers and the market needs. The business issue has been explored by Strategic <br /> <br /> Management Model. As a result, it found several strategic factors such as the opportunity of revenue <br /> <br /> assurance and unsubstitute products in PLN markets than can be maximize using the strength of <br /> <br /> company in product quality, financial position and technology competence. TCO principal on PLN <br /> <br /> procurement and new entrant with cheaper products can be minimize with the strength of company <br /> <br /> that can develop new product or new service. <br /> <br /> According to new of company differentiate torevenue assurance customer electricity sales, and new <br /> <br /> positioning in between operation excellence toproduct leadership, with new vision aslimited public <br /> <br /> corporation dedicated to integrate metering solution provider (IMSP) for revenue assurance 21 <br /> <br /> TWh customer electricity sales in 2021, it can proposed new corporate strategy to CEO that <br /> <br /> remembering exposure for IMSP and modem reaches 70% of the total esposure growth strategy, then <br /> <br /> the were qualitatively matrix BCG for company within 3-6 years to forward proposed for shifted from <br /> <br /> area question mark nowadays to area stars with improve the competitive position portfolio product <br /> <br /> and solutions in accordance with new business strategy in differentiation focus. <br /> <br /> Strategic policy of the company to develop a product portfolio of services in the engineering division <br /> <br /> accompanied by the strengthening of human resources in the company's internal capabilities and <br /> <br /> strategic management aspects of marketing services, has successfully led the company to formulate <br /> <br /> and create a prototype of IMSP with YANTI brand as early strategic initiative in PLN DJBB who <br /> <br /> have successfully completed in the first year of the implementation phase. YANTI dashboard <br /> <br /> monitoring program has been developed in accordance with the new corporate strategic planning.