PROPOSED MARKETING STRATEGY FOR ELANG HITAM MALE UAV IN PT DIRGANTARA INDONESIA (PERSERO)

• Main Author: Mey Fredryk Panjaitan, Heber
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/55134
• Institution: Institut Teknologi Bandung

As an aircraft industry that always innovates in responding to market needs, PTDI together with other consortium members developed a UAV (Unmanned Aerial Vehicle) type MALE (Medium Altitude Long Endurance) named Elang Hitam. This development program is motivated by the needs of the Indonesian Air Force in the next few years which are needed to maintain the sovereignty of the Republic of Indonesia. Reflecting on previous experience when developing Wulung UAV, PTDI does not have a sustainable business in marketing and selling it. As a business entity, PTDI is expected not only to be able to make aerospace technology products such as UAVs, but PTDI must also be successful in marketing and selling them. The position of PTDI, which is one of the State-Owned Enterprises for the Defense Industry, makes it highly dependent on the strategic plan to purchase defense and security equipment by the Indonesian Ministry of Defense to meet the needs of users such as the Indonesian National Army and the Indonesian National Police. In fact, these strategic plans often change due to changes in government policies or changes in budget allocations. PTDI requires a marketing strategy to answer these problems through the development of the Elang Hitam MALE UAV marketing to the export market and utilizing the concept of dual use of technology to expand the market to the civil/commercial segment. The author uses external and internal analysis to explore the problems that occur. The external analysis carried out includes market/submarket analysis, customer analysis, competitor analysis, and environmental analysis. In conducting this external analysis, the author analyzes the market attractiveness of the targeted segmentation, uses Porter’s Five Forces model, interacts through interviews and focus group discussion with several relevant stakeholders, and takes aspects of technology, consumers, government / economy to read trends in the situation. Then, for internal analysis, the author examines the financial and nonfinancial performance of PTDI. From the results of the analysis and through SWOT mapping, the authors found several root cause factors consisting of problems in the financial sector, human resources, market networks, threats of competitors, customer dissatisfaction and uncertainty due to the Covid19 pandemic. The author proposes a global marketing mix as a solution to develop strategies to answer the root problems found. The global marketing mix consists of strategies on product, price, place, promotion, and people aspects that adapt to increasing physical, cultural and geographic distances when entering international markets. To implement this strategy, PTDI requires coordination between internal and external parties while paying attention to strategic priorities and key performance indicators within the timeframe that has been prepared.