NEW BUSINESS STRATEGY TO TURN AROUND SALES PERFORMANCE IN THE FUTURE: CASE OF SIEMENS INDONESIA

• Main Author: Innovator
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/71198
• Institution: Institut Teknologi Bandung

The disruptive era and COVID-19 have impacted every aspect of our lives around the world, especially the economy and its businesses. We have heard of many companies around the world closing down, and top companies have laid off their employees. Some of these layoffs have stunned the world of business, as they are affecting thousands of employees at once. The challenges and competition in the business arena need to be observed comprehensively. Continuous improvement is essential for any business. The customers, as business owners, play a central and critical role in the business. The company expected to not only do good business but also do continuous and sustainable business that satisfies their customers. The company with its headquarters in Germany, as a multinational company with a long history, known for its good quality and good brand image in the world, needs to play an effective role in facing the challenges and competitions in its business. Therefore, to be successful in doing business, a company needs to know themselves well, observe customer behavior, listen to customers’ experiences, and understand what their customers’ expectations are. This research wants to dig into the market condition of the company, customers behavior, customers experience, customers’ expectations, and also recommend effective new business strategy, including the implementation plan for the company and its timeline. This research used qualitative and quantitative methodology. Qualitative method through direct collection and interpretation of data. While questionnaire will be used for quantitative method. This research will utilize both primary and secondary data to collect the necessary information in order to find the root cause of the problem and recommend the most suitable solution to the aforementioned problem. The primary data is collected through interviews and questionnaires. The author conducts interviews with internal employees and customers as well. The publications, articles, and books, as well as other official data from related sources, are used as the source of the secondary data to support the conclusion and recommendation in this research. Interviews were conducted with 20 people, and questionnaires were returned by 106 people. After collecting the data from interviews and questionnaires, the author did data analysis. According to the data analysis, the source of the problem is both internal and external to the organization. Internally within the company there is a lack of communication and coordination among business units, a delay in responding to customers, low proximity to the customers, and a lack of awareness of customer behavior. External sources of the problem are customers' low purchasing power, government regulation, market behavior, company’s competitors, and customer expectations. To win the competition and have better business performance, company must do business differently. Improving customer response time is a must, along with changing how they do the marketing, collaborating with a local company in expanding the market, assigning key account managers to the new targeted market, standardizing the uniform process between business units, appointing one PIC as the project leader when multiple business units participate, and providing products at competitive prices.