PROPOSED DIRECTIONAL AND FUNCTIONAL STRATEGY TO ENTER NEW MARKET FOR PT. NAYAMA
Indonesia is home to over 100 million internet users. Mobile browsing, and crucially shopping, dominates Indonesia’s internet activity, and e-commerce is on the verge of becoming the archipelago nation’s next big industry. PT. NAYAMA provide solutions to the logistics in Indonesia, from Sabang...
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id-itb.:317652018-06-08T12:07:01ZPROPOSED DIRECTIONAL AND FUNCTIONAL STRATEGY TO ENTER NEW MARKET FOR PT. NAYAMA TANTYA UTAMA (NIM 29115409), YONA Indonesia Theses INSTITUT TEKNOLOGI BANDUNG https://digilib.itb.ac.id/gdl/view/31765 Indonesia is home to over 100 million internet users. Mobile browsing, and crucially shopping, dominates Indonesia’s internet activity, and e-commerce is on the verge of becoming the archipelago nation’s next big industry. PT. NAYAMA provide solutions to the logistics in Indonesia, from Sabang to Merauke. PT. NAYAMA presents an online platform that will make it easier for the shippers met with the logistic service providers quickly and according to needs. <br /> <br /> <br /> Logistic Indonesia currently is lack of connectivity between shippers and logistic service provider and the impact is difficulty for shipper’s findings the potential service providers with options at competitive prices. PT. NAYAMA sure can help problems of logistics that occur in Indonesia. But PT. NAYAMA must find out the most optimal strategy for survive, in order to become a market leader and profit leader in the field of logistic platforms online. <br /> <br /> <br /> For external analysis, researcher was using PEST analysis, this industry has a good prospect in terms of political, social factors and technology because there is a big chance for the industry, further analysis with Porter, there are the threat of substitutes, buyers, new entrants and competitive rivalry. For internal analysis, the researcher was using the company's resources and the VRIN. Results for internal, there is still a financial instability because of still more spending than income, it is still unacceptable because the new company stands a little over 2 years, the high level of employee turnover, and does not yet have patent rights so make the competitors easy enter and replicate. After that, the result was to use for SWOT analysis. Based on the results of the analysis and the formulation of strategies, suggested for directional strategy is Growing. Furthermore from a direct strategy was revealed to be a functional strategy, which includes the areas of Marketing, human resources, research and development, operational, and financial <br /> <br /> <br /> To address the lack of connectivity between the nominees of the sender with the logistic service providers, PT. NAYAMA with the technology must penetrate the market as the most optimal strategy options. text |
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Indonesia is home to over 100 million internet users. Mobile browsing, and crucially shopping, dominates Indonesia’s internet activity, and e-commerce is on the verge of becoming the archipelago nation’s next big industry. PT. NAYAMA provide solutions to the logistics in Indonesia, from Sabang to Merauke. PT. NAYAMA presents an online platform that will make it easier for the shippers met with the logistic service providers quickly and according to needs. <br />
<br />
<br />
Logistic Indonesia currently is lack of connectivity between shippers and logistic service provider and the impact is difficulty for shipper’s findings the potential service providers with options at competitive prices. PT. NAYAMA sure can help problems of logistics that occur in Indonesia. But PT. NAYAMA must find out the most optimal strategy for survive, in order to become a market leader and profit leader in the field of logistic platforms online. <br />
<br />
<br />
For external analysis, researcher was using PEST analysis, this industry has a good prospect in terms of political, social factors and technology because there is a big chance for the industry, further analysis with Porter, there are the threat of substitutes, buyers, new entrants and competitive rivalry. For internal analysis, the researcher was using the company's resources and the VRIN. Results for internal, there is still a financial instability because of still more spending than income, it is still unacceptable because the new company stands a little over 2 years, the high level of employee turnover, and does not yet have patent rights so make the competitors easy enter and replicate. After that, the result was to use for SWOT analysis. Based on the results of the analysis and the formulation of strategies, suggested for directional strategy is Growing. Furthermore from a direct strategy was revealed to be a functional strategy, which includes the areas of Marketing, human resources, research and development, operational, and financial <br />
<br />
<br />
To address the lack of connectivity between the nominees of the sender with the logistic service providers, PT. NAYAMA with the technology must penetrate the market as the most optimal strategy options. |
format |
Theses |
author |
TANTYA UTAMA (NIM 29115409), YONA |
spellingShingle |
TANTYA UTAMA (NIM 29115409), YONA PROPOSED DIRECTIONAL AND FUNCTIONAL STRATEGY TO ENTER NEW MARKET FOR PT. NAYAMA |
author_facet |
TANTYA UTAMA (NIM 29115409), YONA |
author_sort |
TANTYA UTAMA (NIM 29115409), YONA |
title |
PROPOSED DIRECTIONAL AND FUNCTIONAL STRATEGY TO ENTER NEW MARKET FOR PT. NAYAMA |
title_short |
PROPOSED DIRECTIONAL AND FUNCTIONAL STRATEGY TO ENTER NEW MARKET FOR PT. NAYAMA |
title_full |
PROPOSED DIRECTIONAL AND FUNCTIONAL STRATEGY TO ENTER NEW MARKET FOR PT. NAYAMA |
title_fullStr |
PROPOSED DIRECTIONAL AND FUNCTIONAL STRATEGY TO ENTER NEW MARKET FOR PT. NAYAMA |
title_full_unstemmed |
PROPOSED DIRECTIONAL AND FUNCTIONAL STRATEGY TO ENTER NEW MARKET FOR PT. NAYAMA |
title_sort |
proposed directional and functional strategy to enter new market for pt. nayama |
url |
https://digilib.itb.ac.id/gdl/view/31765 |
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1822923688710766592 |