MARKET ENTRY STRATEGY FOR ROTARY UNIT BUSINESS A CASE STUDY OF PT THYSSENKRUPP POLYSIUS INDONESIA
The cement industry is currently facing a challenging situation due to low utilization rates, intense competition and volatility of main fossil fuels. The company which primarily focuses on the cement industry is having a significant impact on the company’s busines. There is an obvious requirement f...
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| Format: | Theses |
| Language: | Indonesia |
| Online Access: | https://digilib.itb.ac.id/gdl/view/86541 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | The cement industry is currently facing a challenging situation due to low utilization rates, intense competition and volatility of main fossil fuels. The company which primarily focuses on the cement industry is having a significant impact on the company’s busines. There is an obvious requirement for rotary unit in various industry and the demand has been increasing. It is necessary for the company to expand its business by implementing a market entry strategy to achieve sustainable revenue growth. This study explores the rotary unit business in Indonesian market and formulates a market entry strategy on determining appropriate product pricing, establishing an effective sales distribution and ensuring resources are available in order to address the demand of the market. The research conducting internal analysis by utilizing Value Chain Analysis and Resource Based Theory to evaluate company’s resources to identify areas for improvement in order enhance its competitive advantage. It also analyzes the business comprises market, competition and customer behaviour to enhance the understanding of the rotary unit business and identified the gap on current strategy. The research utilized a qualitative study through in-depth interviews with internal and end-users from various industry. The secondary data from industry reports, market research and academic literature will leverage the study to gain a comprehensive understanding. The finding highlight procurement, logistic, sales and human resources on competitive parity need improvement to enhance pricing, sales and distribution competitiveness. The primary target new market is estimated to be around $132 million per year, with a total of 170 units. The competition in the market is limited with existing prominent players. Customer expectations majority desired on consistent experiences, product availability, multichannel purchase, end to end services, EaaS and on call services. A refined market entry strategy is proposed emphasis on price, sales, and distribution. It integrates ten initiatives with the development of strategic resources in alignment with customer requirements, hence increasing customer value and optimizing the process to achieve price competitiveness, market expansion and consumer awareness.
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