SCENARIO PLANNING OF PERTAMINA PATRA NIAGA BUSINESS STRATEGY TO ADDRESS THE GROWTH OF THE INDONESIAN ELECTRIC VEHICLE MARKET

• Main Author: Sulistyo Dwi Istanto, Wawan
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/79711
• Institution: Institut Teknologi Bandung

PT Pertamina Patra Niaga is facing an era of energy transition, one of biggest phenomenon is the electric vehicles (EV) adoption. Massive EV adoption will have an impact on Patra Niaga's future business, and they need to prepare strategy to deal with these changes. The objective of this research is to determine the factors that influence EV adoption in Indonesia and proposed strategies need to be carried out by Patra Niaga by considering the impact of EV adoption. Literature review shows that internal and external factors are very influential in determining Patra Niaga's strategy in facing the growth of EV Adoption. The research design is qualitative, with data obtained from primary sources from interviews and the secondary data source including industry documents, reports, and journals. Using scenario planning method with PESTEL approach, the paper identifies four possible scenarios for the future of EVs adoption in Indonesia. The possible scenario are green tech frontier, policy driven change, market led innovation and stagnant development. Environment analysis conducted both external analysis and internal analysis. For external analysis the research use Porter Five Force to identify rivalry among the industry players. Meanwhile the internal analysis the use VRIO Framework to identify the competitive advantage of the company and the strength & weakness analysis to determine the opportunity & threat for the company. Finally, the research use BCG Matrix to develop strategy for each scenario. Based on BCG Matrix the proposed strategies are to invest more in the EV ecosystem and infrastructure where the scenario is green tech frontier, to invest or divest where the scenario is policy driven, to keep EV ecosystem and infrastructure business running and create consistent cash where the scenario is market led innovation, and to sold or liquidated where the scenario is stagnant development. The chosen strategy is suggested to be implemented based on the probability of occurrence for each of the scenario within a timeframe the year 2024 to 2035 by involving various divisions in the company including marketing, business development and project leader of EV division.