INORGANIC BUSINESS STRATEGY AT PT ANGKASA PURA PROPERTINDO AS SUBSIDIARY PT ANGKASA PURA II (PERSERO)
The increase in national economic growth has a positive impact on the Airport Business. Based on these conditions, PT Angkasa Pura II (PT AP2) as an Airport operator has made plans and strategic efforts to ensure the success of achieving the targets set. In developing its business, PT AP2 experience...
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| Format: | Theses |
| Language: | Indonesia |
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| Online Access: | https://digilib.itb.ac.id/gdl/view/42801 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | The increase in national economic growth has a positive impact on the Airport Business. Based on these conditions, PT Angkasa Pura II (PT AP2) as an Airport operator has made plans and strategic efforts to ensure the success of achieving the targets set. In developing its business, PT AP2 experienced a decline in corporate profits in 2018.
Concern to this situation, PT AP2 implemented a subsidiary development strategy. PT Angkasa Pura Propertindo (PT APP) as a subsidiary of PT AP2 (Persero) has a mandate to increase revenue which will impact the company's profit. In carrying out its business development, PT APP must consider to the value of the synergy of the AP 2 group, with the property management business portfolio and property development.
PT APP will expand its business in the hotel industry which previously started this business by operating the Sky Kualanamu Hotel in Medan, considering the result of internal and external analysis, the development of the hotel business will be located in the area around Soekarno-Hatta Airport. How to implement the strategy that must be perform, based on the results of external and internal analysis which is quantified from the SWOT analysis obtained the company's position in the fourth quadrant (diversification) with criteria to achieve optimal results with minimum time or as fast as possible (quick win).
Performing an inorganic strategy by acquiring a hotel business near the airport, the assessment criteria are; ownership, company business size, in line with existing business portfolios, group synergy, and complexity. The rapid success of this acquisition is a short-term goal followed by integration with existing businesses that are run to become a sustainable business and provide benefits for the company.
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