BUSINESS STRATEGY FOR MYDIGILEARN TO INCREASE MARKET SHARE AND COST EFFICIENCY
MyDigilearn, a State-Owned Enterprise (SOE) offering a white-label Software-as-aService Learning Management System (SAAS LMS), faces resistance from other SOEs due to its perceived high pricing, which is 4-14 times higher than competitors. This pricing challenge stems from a strategy influenced by h...
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id-itb.:809952024-03-18T08:48:51ZBUSINESS STRATEGY FOR MYDIGILEARN TO INCREASE MARKET SHARE AND COST EFFICIENCY Raghvendra Edvian, Meshal Manajemen umum Indonesia Theses Business Strategy, MyDigilearn, Market Share, Cost Efficiency, State- Owned Enterprise Product, SAAS LMS. INSTITUT TEKNOLOGI BANDUNG https://digilib.itb.ac.id/gdl/view/80995 MyDigilearn, a State-Owned Enterprise (SOE) offering a white-label Software-as-aService Learning Management System (SAAS LMS), faces resistance from other SOEs due to its perceived high pricing, which is 4-14 times higher than competitors. This pricing challenge stems from a strategy influenced by high Cost of Goods Sold (COGS) and developer payroll costs. An analysis reveals discrepancies in outsourcing costs and the effectiveness of the architecture produced, leading to inefficiencies despite high salaries. Inefficient IT Service Integration and Optimization (ITSIO) further hinder scalability and effectiveness. Transitioning the Tech Lead from outsourcing to in-house aims to improve management and reduce COGS, potentially increasing market share to 51% in the BUMN sector. This strategic shift could also reduce expenses by 22.55% by transitioning the development team, making MyDigilearn more financially sustainable and competitive in the digital learning industry. text |
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Manajemen umum Raghvendra Edvian, Meshal BUSINESS STRATEGY FOR MYDIGILEARN TO INCREASE MARKET SHARE AND COST EFFICIENCY |
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MyDigilearn, a State-Owned Enterprise (SOE) offering a white-label Software-as-aService Learning Management System (SAAS LMS), faces resistance from other SOEs due to its perceived high pricing, which is 4-14 times higher than competitors. This pricing challenge stems from a strategy influenced by high Cost of Goods Sold (COGS) and developer payroll costs. An analysis reveals discrepancies in outsourcing costs and the effectiveness of the architecture produced, leading to inefficiencies despite high salaries. Inefficient IT Service Integration and Optimization (ITSIO) further hinder scalability and effectiveness. Transitioning the Tech Lead from outsourcing to in-house aims to improve management and reduce COGS, potentially increasing market share to 51% in the BUMN sector. This strategic shift could also reduce expenses by 22.55% by transitioning the development team, making MyDigilearn more financially sustainable and competitive in the digital learning industry.
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Theses |
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Raghvendra Edvian, Meshal |
author_facet |
Raghvendra Edvian, Meshal |
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Raghvendra Edvian, Meshal |
title |
BUSINESS STRATEGY FOR MYDIGILEARN TO INCREASE MARKET SHARE AND COST EFFICIENCY |
title_short |
BUSINESS STRATEGY FOR MYDIGILEARN TO INCREASE MARKET SHARE AND COST EFFICIENCY |
title_full |
BUSINESS STRATEGY FOR MYDIGILEARN TO INCREASE MARKET SHARE AND COST EFFICIENCY |
title_fullStr |
BUSINESS STRATEGY FOR MYDIGILEARN TO INCREASE MARKET SHARE AND COST EFFICIENCY |
title_full_unstemmed |
BUSINESS STRATEGY FOR MYDIGILEARN TO INCREASE MARKET SHARE AND COST EFFICIENCY |
title_sort |
business strategy for mydigilearn to increase market share and cost efficiency |
url |
https://digilib.itb.ac.id/gdl/view/80995 |
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