Analisis Strategi Bisnis Produk Transportasi PT Inka Tahun 2008-2012
SARMIATUN (Adv.: Ertabang Nahartyo, Ph.D.), Ertabang Nahartyo, Ph.D.
PT Industri Kereta Api atau PT INKA (Persero) sebagai badan usaha milik negara (BUMN) yang bergerak di bidang industri kereta api, untuk menjaga kelangsungan usahanya di samping terus mengembangkan kemampuannya dalam bidang perkeretaapian juga mengembangkan kompetensi inti (core competence) baru. Kompetensi baru di luar kereta api yang ditetapkan untuk dikembangkan adalah produk transportasi. Dalam pengembangan bisnis produk transportasi, PT INKA telah mampu membuat berbagai jenis produk prototip seperti bus gandeng (articulated bus), mobil mikro (micro car) dalam berbagai tipe, dan bus midi. Namun secara komersial, nilai penjualan produk transportasi tersebut sampai dengan tahun 2010 relatif masih kecil. Sehingga penulis melakukan analisis terhadap strategi lini bisnis produk transportasi PT INKA tahun 2008-2012.
Untuk menganalisis strategi bisnis, penulis menggunakan kerangka proses pembuatan dan implementasi strategi menurut Thompson, Strickland & Gamble (2010). Dalam proses pembuatan strategi bisnis, diawali dengan melakukan analisis lingkungan eksternal, analisis kemampuan internal sehingga dihasilkan SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. Proses selanjutnya adalah mengembangkan visi strategis, menetapkan tujuan/sasaran, membuat strategi untuk mencapai tujuan, menerapkan dan melaksanakan strategi, dan memonitor dan mengevaluasi kinerja. Dalam melakukan analisis, menggunakan metode riset kualitatif dengan studi kasus.
Berdasarkan pendekatan BCG Matrix dan GE Matrix visi, misi yang ditetapkan oleh PT INKA kurang sesuai dengan kondisi pangsa pasar dan daya saing perusahaan maupun daya tarik industri yang dihadapi. Visi dan misi yang direkomendasikan adalah Build dan Hold. Sasaran bisnis produk transportasi yang dibuat belum komprehensif. Strategi lini bisnis produk transportasi PT INKA ditetapkan menggunakan pendekatan Matrix Generic Strategies dari Hax dan Majluf, lini bisnis produk transportasi pada posisi Selectivity, dengan strategi Identify growth segments, Specialize, Invest selectively. Strategi tersebut perlu dilengkapi dengan strategi lain, seperti: Joint venture, License, Franchise, Alliance, Partnership, A focused (or market niche) strategy based on differentiation, dan strategi yang dibuat menggunakan pendekatan TOWS Matrix. Penjabaran strategi belum komprehensif, sehingga perlu penjabaran strategi menggunakan strategy map dan balanced scorecard (BSC). PT INKA telah menjalankan strategi yang telah ditetapkan, dengan telah dihasilkan berbagai jenis produk transportasi (prototip) yaitu: Bus ATC (Articulated Bus), Vegetable Car, Pick Up, Micro Car (GEA), Mobil Polmas. Namun dari sisi jadwal, mengalami keterlambatan. Kegiatan monitoring dan evaluasi terhadap pelaksanaan strategi perlu ditingkatkan.
PT Industri Kereta Api or PT INKA (Persero) as a state-owned enterprise (BUMN) is engaged in the railway industry; to maintain its survival in addition to continually improving its capabilities in railway field it is also developing new core competencies. The new competence beyond railway which is set to be developed is transportation product. In the development of transportation product business, PT INKA has been able to make different kinds of product prototypes such as articulated buses, micro car in a variety of types, and midi buses. But commercially, the value of the transportation product sales until the year 2010 is still relatively small. So the authors conducted an analysis of transportation products business line strategy of PT INKA year 2008-2012.
To analyze the business strategy, the authors use the framework the manufacturing process and implementation of strategy according to Thompson, Strickland & Gamble (2010). In the manufacturing process of business strategy, beginning with the external environment analysis, analysis of internal capabilities to produce a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. The next process is to develop a strategic vision, setting goals
/ objectives, create strategies to achieve objectives, implementing and executing strategy, and monitor and evaluate performance. In conducting the analysis, using qualitative research methods with case studies.
Based approach to BCG Matrix and GE Matrix, vision, mission set by PT INKA is not in accordance with the conditions of market share, company competitiveness, or even the industry appeal. Vision and mission recommended the "Build" and "Hold." The target of transportation products business set by PT INKA has not been comprehensive. Transportation products business line strategy of PT INKA is determined using Generic Strategies Matrix approach of Hax and Majluf, transportation products business line is at Selectivity position, with Identify growth segments, Specialize, Invest selectively strategies. The strategy should be complemented with other strategies, such as: Joint venture, License, Franchise, Alliance, Partnership, A focused (or market niche) strategy based on differentiation, and strategies that made use of the TOWS Matrix approach. Elaboration of strategy has not been comprehensive, so it needs elaboration of strategy using strategy maps and balanced scorecard (BSC). PT INKA has established a strategy, has been produced by various types of transport products (prototypes) are: ATC Bus (Articulated Bus), Vegetable Car, Pick Up, Micro Car (GEA), Polmas Car. But in terms of schedule, has been delayed. Monitoring and evaluation of the implementation strategy needs to be improved
Kata Kunci : Strategy, SWOT analysis, comprehensive, balanced scorecard, monitoring and evaluation.
