ANALYSIS ON THE SYNERGY OF BUSINESS UNITS IN PT. OZE BASED ON STRATEGIC VALUE AND ECONOMIC VALUE
PT OZE is a family business type in the form of a sub-business unit (SBU) consisting of various businesses, ranging from food and beverage, retail, and services. Therefore, the company uses a differentiation strategy. Companies with this type of strategy have weakness in the absence of synergy among...
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| Format: | Theses |
| Language: | Indonesia |
| Subjects: | |
| Online Access: | https://digilib.itb.ac.id/gdl/view/45806 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | PT OZE is a family business type in the form of a sub-business unit (SBU) consisting of various businesses, ranging from food and beverage, retail, and services. Therefore, the company uses a differentiation strategy. Companies with this type of strategy have weakness in the absence of synergy among business units, which causes many family companies to fail. In this case, it is found to be the problem of PT OZE. This is indicated by the company's overall financial performance that is still not good, sales targets that are not achieved, and the issue of dual function.
To analyze the synergy between PT OZE and the business units under it, a qualitative analysis was used by conducting interviews and observation. Internal Analysis and external analysis are carried out to provide an overall picture of the company's condition, which is then arranged in a SWOT table. Furthermore, the strategic value and economic value of the company are also analyzed to find out the synergy between business units.
It was found that in the strategic value, the company shares fewer resource namely operational relatedness and focus on the corporate relatedness where sharing competencies occur both vertically and horizontally. The existence of culture in the company and the good industry prospects in all business units show their excellent strategic value except in the management control system that still needs improvement. In the economic value, the OZE company does not give value to the shareholder since the EVA is negative due to high capital assets and EVA in the business unit also shows that only 2 out of 5 subordinates that produce value to the company. Thus, the author proposed several strategies such as setting the management commitments on the paper, proposed marketing, and human resource plans that focus on synergy development, and proposed increase business for the long termostrategy.
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