PROPOSED CORPORATE STRATEGY FOR PT ANGKASA PURA II TO IMPROVE PERFORMANCE OF SOEKARNO-HATTA INTERNATIONAL AIRPORT

Soekarno-Hatta International Airport has already operating beyond the terminal capacity over <br /> <br /> several past years. By 2016, the airport has reached 58,195,484 passengers while capacity could <br /> <br /> only accommodate 33 million passengers and was den...

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Bibliographic Details
Main Author: RAYDHI PRADIPTA (NIM 29115336), MAHARDIKA
Format: Theses
Language:Indonesia
Online Access:https://digilib.itb.ac.id/gdl/view/22951
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Institution: Institut Teknologi Bandung
Language: Indonesia
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Summary:Soekarno-Hatta International Airport has already operating beyond the terminal capacity over <br /> <br /> several past years. By 2016, the airport has reached 58,195,484 passengers while capacity could <br /> <br /> only accommodate 33 million passengers and was denoted as the 18 <br /> <br /> th <br /> <br /> busiest airport in the world <br /> <br /> (ACI-NA, 2017). Capacity issue affects to the company&#8223;s revenue and airport development as <br /> <br /> the airport is incapable of supporting growth. Therefore, corporate strategy should be analyzed in <br /> <br /> order to address the business issues properly. The objective of study is to analyze business <br /> <br /> situation, and identify what is appropriate corporate strategy that fits PT Angkasa Pura II. <br /> <br /> To solve the question above, PT AP II needs to understand business situation, both internal and <br /> <br /> external by using value chain analysis, resource analysis, PESTLE framework and Porter&#8223;s Five <br /> <br /> Forces. Corporate strategy consists of directional, portfolio, and parenting strategies. Directional <br /> <br /> strategy answers the question of company overall orientation and analyzed through Grand <br /> <br /> Strategy Matrix based on IFE and EFE score which calculated with AHP method. Portfolio <br /> <br /> strategy is formulated using BCG matrix and GE business screen. Parenting strategy is needed <br /> <br /> for PT AP II to assess corporation influence to the businesses and formulated by using Parent-Fit <br /> <br /> Matrix from assessing aspects of parenting opportunities, business critical success factors, and <br /> <br /> parenting characteristics. Data collection consists of primary and secondary data which based on <br /> <br /> mix of qualitative and quantitative data from interview and survey to PT AP II managements. <br /> <br /> Based on analysis, PT Angkasa Pura II is suggested to implement (a) concentric growth for <br /> <br /> directional strategy because PT AP II is placed on quadrant I in grand strategy matrix, (b) <br /> <br /> prioritize investment to PJP2U and APS business which falls into Question Marks and Grow <br /> <br /> category (c) Moderate investment for PJP4U and Food & Beverages which belong in selective <br /> <br /> growth category, (d) Harvesting Advertising and retail business because of less favorable <br /> <br /> position and shifting investment to Question Marks. Moderate investment to F&B is suggested in <br /> <br /> order to improve market growth and move the business into Question Mark category. <br /> <br /> Aeronautical and APS should be priority for investment as heartland category on Parenting-Fit <br /> <br /> matrix and to move them into Stars in BCG matrix. Non-aeronautical business is categorized as <br /> <br /> edge-of-heartland and parent should understand business critical success factors and parenting <br /> <br /> opportunity more to move them into heartland.