Topik utama dari thesis ini adalah analisis resources dan capabilities perusahaan penerbangan Adam Air, sebagai pertimbangan utama dalam strategy formulation, mereka tetap yang utama dimana Adam Air dapat menetapkan identitasnya dan kerangka strateginya, dan mereka adalah sumber utama keuntungan perusahaan. Hal ini memerlukan desain strategi yang memanfaatkan secara maksimum karakteristik unik Adam Air. Analisis dilakukan berdasarkan kerangka dan alat analisis yang direkomendasikan oleh Grant (1991), menguji bagaimana Adam Air mengidentifikasi dan mengembangkan resources dan capabilities yang memiliki competitive advantage dan membuat perusahaan profitable, dan bagaimana Adam Air membangun dan mempertahankan profitable resource-based strategies. Kerangka kerja ini memiliki lima tahap untuk strategy formulation. Pertama mengidentifikasi resources perusahaan; kedua, mengidentifikasi capabilities perusahaan; ketiga, menganalisis competitive advantage dan kemampuan menghasilkan keuntungan dari masing-masing resources dan capabilities; keempat, memilih strategi yang tepat; dan kelima, memperpanjang dan meningkatkan kualitas dari resources dan capabilities perusahaan. Berdasarkan dari analisis yang telah dilakukan, Adam Air memiliki basis resources yang kuat. Yaitu kemampuan modal dan pinjaman, nama brand dan reputasi, budaya organisasi, fasilitas operasi dan pendidikan, armada pesawat, jaringan rute, dan keahlian dan kepandaian dari karyawannya. Studi ini menunjukkan bahwa Adam Air dalam tahapan membangun dan mengembangkan capabilities. Capabilities ini terdiri dari distinctive capabilities dan functional area capabilities. Pada bagian akhir dari tesis ini memberikan beberapa rekomendasi untuk perusahaan. Termasuk agar bertindak lebih proaktif, mengadopsi posisi strategis yang dapat bertahan lama, dan recoenceiving value equation. Akhirnya Adam Air perlu untuk mengembangkan dan me-leverage resources dan capabilities yang dimilikinya untuk dapat bertahan di lingkungan kompetitif yang dinamis dan di masa depan.

The main topic of this thesis is analysis of Adam Air’s resources and capabilities, as the central considerations in formulating its strategy, they are the primary constants upon which a firm such as Adam Air can establish its identity and frame its strategy, and they are the primary source of the firm’s profitability. This requires the design of strategies which exploit to maximum effect each Adam Air unique characteristics. Analysis based on an analytical tools and framework suggested by Grant (1991), examine how Adam Air’s identify and develop its resources and capabilities which have competitive advantage and make firm profitable, and how Adam Air’s built and sustains profitable resource-based strategies. The framework has five-stage procedure for strategy formulation. First, analyzing the firm’s resource-base; second, appraising the firm’s capabilities; third, followed by analyzing the competitive advantage and profit-earning potential of firm’s resources and capabilities; fourth, selecting a strategy; and the last stage is extending and upgrading the firm’s pool of resources and capabilities. Based on analysis, Adam Air has a strong base of resources. Those are its internal funds and borrowing capacity, brand name and reputation, organizational culture, operation and training facilities, standardized fleets, routes network, and the skills and knowledge of its employees. This study may notice that Adam Air in the stage to built its capabilities, which thrive off their resources. These capabilities consist of distinctive capabilities and functional area capabilities At the end of this thesis, I have made several recommendations. Those are including need to be proactive, adopting viable strategic position, and recoenceiving the value equation. Finally, Adam Air should continue to develop and leverage its resources and capabilities as a true competitive advantage to be sustained in the dynamic competitive environment and in the future.

Kata Kunci : Formulasi Strategi,Adam Air,Resources dan Capabilities,Profit,Earning Potential,Resource,Based Strategies,resources and capabilities, competitive advantage, profit-earning potential, strategy formulation, distinctive capabilities, functional area capabili