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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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‟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‟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 |
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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‟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‟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 |
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1821120927506628608 |