PROPOSED BUSSINESS STRATEGY FOR SCUBA DIVING SURABAYA ACADEMY DIVE CENTER

• Main Author: Galih Saputro, Dian
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/42983
• Institution: Institut Teknologi Bandung

SDS Academy is a dive center that was established on October 2017. Affiliated with PADI and enggaged in diving course, diving equipment/gear rental and diving trip. This bussiness reun by Deddy S. Winarsono as the owner and head instructor of SDS Academy. Formerly this business started with a community that existed since 2011 named SDS Community. There is a bussiness issue at SDS Academy, the problem is unstable income since the number of diving course conducted each months does not meet expectation of the owner. It needs the suitable strategy for SDS Academy so it can win the competition and sustain at the business dive center in Surabaya. The purpose of this research is to find out current situation of SDS Academny through internal analysis (strenghs and weaknesess) and external analysis (opportunites and threats) formulated efective bussiness strategy for SDS Academy. The methode used is observation, interview with company owner and survey. Internal factor were analyzed with PESTEL analysis, the five forces of competition model analysis and competitor analysis while external factors were analyzed with resources, capabilities and core competencies analysis, VRIO analysis, value chain analysis, 4P’s marketing mix and existing business model canvas. From internal and external analysis that has been done it will be used to generate SWOT analysis. To formulate bussiness strategy were used Porter’s Generic strategies, TOWS metrik and new bussiness model canvas. Then those analysis will generates implementation plan for SDS Academy. The study result concluded that SDS Academy is currently implementing a focus differentiation business strategy. To be able to win the competition and be sustainable in the business there are several recommendations which are continue membership with PADI, invest in high capacity vehicle, strengthen promotion program, develop program for kids/youths, develop resources, develop new organization structure, develop yearly business planning activities, develop long-term plan to build swimming pool in Surabaya and accommodation in Pasir Putih Situbondo, environmental campaign, diversify promotion program through various channel, monitor competitor’s strategies, create another revenue stream to anticipate seasonal nature business, partnership/engagement with diving industry stakeholder, strengthen community engagement.