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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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
id id-itb.:22951
spelling id-itb.:229512017-09-28T11:02:52ZPROPOSED CORPORATE STRATEGY FOR PT ANGKASA PURA II TO IMPROVE PERFORMANCE OF SOEKARNO-HATTA INTERNATIONAL AIRPORT RAYDHI PRADIPTA (NIM 29115336), MAHARDIKA Indonesia Theses INSTITUT TEKNOLOGI BANDUNG https://digilib.itb.ac.id/gdl/view/22951 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. text
institution Institut Teknologi Bandung
building Institut Teknologi Bandung Library
continent Asia
country Indonesia
Indonesia
content_provider Institut Teknologi Bandung
collection Digital ITB
language Indonesia
description 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.
format Theses
author RAYDHI PRADIPTA (NIM 29115336), MAHARDIKA
spellingShingle RAYDHI PRADIPTA (NIM 29115336), MAHARDIKA
PROPOSED CORPORATE STRATEGY FOR PT ANGKASA PURA II TO IMPROVE PERFORMANCE OF SOEKARNO-HATTA INTERNATIONAL AIRPORT
author_facet RAYDHI PRADIPTA (NIM 29115336), MAHARDIKA
author_sort RAYDHI PRADIPTA (NIM 29115336), MAHARDIKA
title PROPOSED CORPORATE STRATEGY FOR PT ANGKASA PURA II TO IMPROVE PERFORMANCE OF SOEKARNO-HATTA INTERNATIONAL AIRPORT
title_short PROPOSED CORPORATE STRATEGY FOR PT ANGKASA PURA II TO IMPROVE PERFORMANCE OF SOEKARNO-HATTA INTERNATIONAL AIRPORT
title_full PROPOSED CORPORATE STRATEGY FOR PT ANGKASA PURA II TO IMPROVE PERFORMANCE OF SOEKARNO-HATTA INTERNATIONAL AIRPORT
title_fullStr PROPOSED CORPORATE STRATEGY FOR PT ANGKASA PURA II TO IMPROVE PERFORMANCE OF SOEKARNO-HATTA INTERNATIONAL AIRPORT
title_full_unstemmed PROPOSED CORPORATE STRATEGY FOR PT ANGKASA PURA II TO IMPROVE PERFORMANCE OF SOEKARNO-HATTA INTERNATIONAL AIRPORT
title_sort proposed corporate strategy for pt angkasa pura ii to improve performance of soekarno-hatta international airport
url https://digilib.itb.ac.id/gdl/view/22951
_version_ 1821120927506628608