ANALISIS STRATEGI BERSAING PT. X PADA BISNIS KOMUNIKASI DATA DI INDONESIA

• Main Authors: , Ditto Chrisandy Primasatya, , Drs. Saifuddien Hasan, M.B.A.
• Format: Theses and Dissertations NonPeerReviewed
• Published: [Yogyakarta] : Universitas Gadjah Mada 2012
• Subjects: ETD
• Online Access: https://repository.ugm.ac.id/99598/; http://etd.ugm.ac.id/index.php?mod=penelitian_detail&sub=PenelitianDetail&act=view&typ=html&buku_id=55787
• Institution: Universitas Gadjah Mada

PT. X is one of the company that focuses on data communication business in Indonesia. Starts from 2008, PT. X's market share continued to decline by 1% per year until the year 2010 the Company's market share dropped to around 4%, far below its competitors such as Telkom (72%) and Indosat (20%). Faced with an increasingly tight competition, PT. X must take strategic steps to create a competitive advantage in order to get back on track to outperform the competition and its competitors. This study uses the framework of competitive strategy analysis that involves the external environmental analysis by using PEST analysis and Porters�s five forces analysis and internal environmental analysis by using resource-based view analysis. Alternative competitive strategy is formulated based on the external and internal environmental analysis, current competitive strategy, and also the vision and mission of PT. X. From the analysis, it can be concluded that the competitive strategy adopted by the PT. X in the data communication services is less relevant today to compete in the current competition. PT. X implemented different strategies in each of its data communication services and this strategy does not bring a positive response from the market. Therefore, PT. X should implement integrated cost leadership/differentiation strategy in their data communication services in order to produce products that can deliver more value with a relatively low cost. This is in line with market conditions that continue to demand the best products and services at competitive rates. To be able to implement the strategy properly, PT. X should be able to perform synergy benefits over their current competitive advantages that can provide added value for customers and also the excellence in supply lines and operations in order to gain cost efficiencies in line with improvements in several aspects that can hamper the implementation of this strategy.