CORE COMPETENCY ANALYSIS AND PROPOSED BUSINESS STRATEGY IN PT. DIRGANTARA INDONESIA
<p align="justify">The aerospace/Defense industry serves two main market, aerospace that consist of production, sale and services of commercial aircraft. While defense provide production of military needed aircraft.. Generally, the industry produce general aircraft, mostly use for co...
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| Format: | Theses |
| Language: | Indonesia |
| Online Access: | https://digilib.itb.ac.id/gdl/view/22994 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | <p align="justify">The aerospace/Defense industry serves two main market, aerospace that consist of production, sale and services of commercial aircraft. While defense provide production of military needed aircraft.. Generally, the industry produce general aircraft, mostly use for commercial and military purpose. Major aircraft manufacturer in United States is Boeing while Airbus is an European multinational corporation that design, manufactures, and sells civil and military aeronautical products worldwide. Indonesia also has a company that manufacture, design, and sells both civil and military aircraft named PT. Dirgantara Indonesia. <br />
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PT. Dirgantara Indonesia (PTDI) firstly named PT. Industri Pesawat Terbang Nurtanio and established in 1976. In August 2000 it changed into PT. Dirgantara Indonesia or Indonesian Aerospace (IAe), inaugurated by President of Republic of Indonesia, KH. Abdurrahman Wahid. The vision of PTDI is to be the world class aerospace company based on high technology and cost competitiveness in the global market. In the journey to achieve its goals, PTDI found some problems regarding its core and non-core activities and business strategy that suitable in its current condition. <br />
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To solve the problems both internal and external environment analyze using several methods. Porter’s five forces analysis used to determine PTDI external condition while internal condition use resources-based view, business process analysis, technology atlas project, and core competency analysis. The information that gathered then wrapped into SWOT analysis in order to obtained TOWS and IE Matrix that use for formulating suitable strategy to use. <br />
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As the result of all conducted analysis, author found several strategies that could be applied to solve PTDI’s issues and achieve above average return. The first one is separating core and non-core activities so PTDI can focus in core activities. Second, differentiation strategy including product development strategy could be use to its current position and resources that possessed. <p align="justify"> <br />
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