PENINJAUAN PASAR DAN PERUMUSAN STRATEGI BISNIS PT SOLA KARYA BERSAMA DALAM PENETRASI BISNIS INFRASTRUKTUR PENGISIAN DAYA KENDARAAN LISTRIK KOMERSIAL DI INDONESIA

• Main Author: Stefan, Lazarus
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/85881
• Institution: Institut Teknologi Bandung

Electric vehicles (EVs) have become a new trend in the automotive industry. Supported by the increasing initiatives towards Net Zero Emission (NZE), EVs are predicted to replace Internal Combustion Engine (ICE) vehicles in the future, including in Indonesia. The Indonesian government has issued a directive to accelerate the transition from ICE vehicles to electric vehicles by setting high targets and providing tax incentives. Global trends and governmental incentives are driving the electric vehicle market, leading to the emergence of several new businesses in this burgeoning industry. PT Sola Karya Bersama is one such company that has initiated a new business line in the electric vehicle charging infrastructure segment. Originating from the sheet metal fabrication industry, the company has explored the market and formulated strategies to capture market share in the electric vehicle charging station industry. The commercial electric vehicle market was chosen due to its fundamental needs, large quantities, and high utilization rates. Market demand data was quantitatively gathered from various stakeholders in the commercial electric vehicle industry. The results indicated that financial components, including initial investment and total ownership cost (TCO), are the primary barriers in selecting electric vehicle infrastructure. Business strategies were then formulated based on data analysis, revealing that a low-cost strategy is the optimal choice. This strategy can be achieved by leveraging the company’s manufacturing capabilities and optimizing supply chain efficiency by importing raw materials and conducting local assembly and modification designs. This approach is deemed advantageous for the company to compete as a best-cost provider, particularly given the high levels of domestic content (TKDN) components.