ANALISIS PERSAINGAN INDUSTRI SEMEN DI INDONESIA UNTUK MENCIPTAKAN STRATEGI BERSAING PEMASARAN (STUDI PADA PT HOLCIM INDONESIA)

RENI AGUSTIN SUPARWATI, Yulia Arisnani Widyaningsih, M.B.A., Ph.D.

2016 | Tesis | S2 Manajemen

Industri semen di Indonesia mengalami pergeseran dari oligopoli ketat menuju monopsoni dalam kurun waktu 5 tahun terakhir. Peluang pertumbuhan konsumsi semen per kapita di Indonesia, ditanggapi pelaku industri dengan investasi pada peningkatan kapasitas produksi diiringi meningkatnya jumlah pemain semen di Indonesia. Namun tingginya pasokan akibat peningkatan kapasitas tidak diimbangi angka permintaan, sehingga persaingan pada industri semen di Indonesia semakin ketat. Kebijakan yang dikeluarkan pemerintah untuk menurunkan harga semen, semakin meningkatkan intensitas persaingan harga di pasar. Salah satu cara keluar dari jebakan persaingan harga adalah menciptakan keunggulan bersaing. Penelitian ini bertujuan untuk menjelaskan fenomena perubahan yang terjadi di pasar semen di Indonesia dan analisis persaingan industri semen di Indonesia. Kemudian dari hasil analisis, dapat diidentifikasi keunggulan bersaing perusahaan sehingga strategi bersaing dapat dirumuskan. Objek amatan penelitian adalah PT Holcim Indonesia, sebagai salah satu pelaku industri semen di Indonesia, bagian dari Holcim Group Global, dalam menghadapi ketatnya persaingan. Data penelitian diambil melalui teknik wawancara mendalam terhadap informan yang ahli di bidangnya. Selain wawancara, juga didapatkan wawasan hasil berinteraksi di lapangan dari pengalaman peneliti sebagai salah satu karyawan PT Holcim Indonesia. Observasi juga dilakukan terhadap harga dan ketersediaan produk di pasar. Alat analisis yang digunakan dalam penelitian adalah Five Forces model Porter, Lima Keunggulan Bersaing Generik, dan Strategi Pemasaran Kompetitif. Dari hasil analisis didapatkan bahwa kekuatan persaingan internal industri, pemasok, pembeli, dan barang pengganti dan pelengkap memberikan pengaruh tinggi bagi industri semen di Indonesia. Sementara kekuatan pendatang baru rendah. Adapun perumusan strategi bersaing perusahaan di industri semen adalah diferensiasi fokus (focused differentiation) pada segmen yang ditargetkan dengan strategi pemasaran kompetitif Product Leadership dikombinasikan dengan Customer Intimacy.

Indonesian cement industry has changed from a tight oligopoly towards monopsony within the last 5 years. Opportunity in growing cement consumption per capita in Indonesia is responded by investments on increasing production capacity, along with the increasing number of cement players in Indonesian. However, the high supply due to the increased capacity exceeds the demand figures, resulting tighter competition in Indonesian cement industry. Policy issued by the government to reduce cement price, further increased the intensity of price competition in the market. One best option in avoiding price war for a company is by creating competitive advantages. This research aimed at explaining the phenomenon on Indonesian cement market that has changed, and analyzing the competition in Indonesian cement industry. From the analysis, then can be identified competitive advantages of the company and so that competitive strategy can be formulated. This research studied PT Holcim Indonesia, as one of the cement manufacturer in Indonesia, as part of the Global Holcim Group, in coping with the intense competition. Research data were gathered by in-depth interviews with informants who are experts in their field. Insights from the field were also gained by interactions made, as researcher is also an employee of PT Holcim Indonesia. Observations were also made on the product price and availability at the market. The analytical instrument used in the research is the Five Forces model of Porter, Five Generic Competitive Advantage and Competitive Marketing Strategy. The conclusion of this research is that force of internal industry, suppliers, buyers, and substitutes and complementary are high for the Indonesian cement industry. However, the force from entry is low. Meanwhile, the competitive strategy identified is focused differentiation to targeted segments and competitive marketing strategies through product leadership combined with customer intimacy.

Kata Kunci : industri semen, strategi pemasaran, strategi bersaing, cement industry, marketing strategy, competitive strategy