Evaluasi grand strategy kerja sama antara Dutch State Mines, PT Pupuk Kalimantan Timur dan PT Barito Pasifik Lumber

MUKARTININGSIH, Sri, Agus Setiawan, Dr., M.Soc.Sc

2008 | Tesis | S2 Magister Manajemen

Penelitian ini bertujuan untuk melakukan evaluasi grand strategy pengembangan bisnis di pasar global melalui diversifikasi dalam bentuk joint venture antara Dutch State Mines, PT.Pupuk Kalimantan Timur dan PT.Barito Pasifik Lumber masih menguntungkan bagi masing-masing pemegang saham dan mengevaluasi apakah kondisi perusahaan masih memiliki competitive advantage dalam industri melamine. Metode penelitian dilakukan dengan analisis deskriptif kualitatif dan data diarnbil baik dari data primer maupun sekunder. Teknik pengurnpulan data dengan studi lite rature rnelalui buku teks, jurnal, serta artikel sebagai bahan pendukung yang berhubungan dengan masalah yang akan diteliti. Selain itu survey lapangan langsung ke obyek penelitian dengan cara : observasi dan wawancara. Analisis yang dilakukan meliputi: analisis lingkungan bisnis perusahaan, analisis grand strategy, analisis lingkungan ekternal dengan EFE matrix dan internal dengan !FE matrix, evaluasi posisi dan strategi perusahaan dengan SPACE matrix dan SWOT matrix, dan evaluasi kondisi competitive advantage dengan Five Forces Porter, yang didukung dengan perhitungan rasio konsentrasi industri CR4 dan CR8. Hasil dari analisis lingkungan bisnis menunjukkan bahwa, tahun 1990-an, yang melihat ko ndisi eksternal saat itu maka strategi DSM yaitu pengembangan pasar global kearah Asia Pasifik adalah tepat. Kondisi lingkungan bisnis sekarang, harga bahan baku dan produk, demand melamine di Asia Pasifik, serta merujuk strategi DSM jangka panjang 2010 maka saat ini direkornendasikan menerapkan profit strategy, diikuti sell out strategy yang merupakan strategi transisi ke arah product development strategy. Evaluasi grand strategy pada kondisi 1990-an, sesuai David (2005), grand strategy dikategorikan sebagai market development strategy, backward integration strategy dan partial forward integration strategy, sementara sesuai Wheelen dan Hunger (2000), dikategorikan sebagai vertical concentration strategy dan strategi pertumbuhan divers ifikasi konsentrasi, selanjutnya sesuai Coulter (2002), dikategorikan sebagai strategi pengembangan ko nsentrasi, pengembangan pasar, dan vertikal backward rnaupun partial forward. Akhirnya sesuai Porter (1998), strategi dikategorikan kepemimpinan biaya. Analisis dengan EFE matrix menunjukkan nilai te rtimbang rata-rata turun dari 3.5 ke 1.9, yang berarti respon perusahaan terhadap perubahan eksternal awalnya baik, kemudian menjadi cukup. lFE matrix nilai tertimbang rata-rata turun dari 3.45 ke 3.05, yang berarti respon perusahaan terhadap perubahan internal baik, hanya terdapat sedikit penurunan pada kondisi sekarang. Evaluasi SPACE matrix meununjukkan bahwa posisi perusahaan bergeser dari agresif ke agresif me ngarah kompetitif. Hasil evaluasi SWOT matrix, tahun 1990-an perusahaan menerapkan market development strategy, sedangkan ko ndisi sekarang perusahaan disarankan berubah ke profit strategy, diikuti sell out strategy dan product development strategy. Hasil analisis Five Forces Porter, menunjukkan bahwa kondisi rivalry awalnya tinggi kernudian turun karena beberapa perusahaan exit market, entry rendah karena memiliki barrier to entry tinggi, power supplier, power buyer and product substitute rendah. Hasil evaluasi perbandingan rasio konsentrasi industri tahun 1990-an dengan kondisi sekarang menunju kkan CR4 meningkat dari 0.62 menjadi 0.82 sedangkan CR8 naik dari 0.93 ke 0.94 kemudian turun lagi ke 0.92 . Hal ini disebabkan beberapa kompetitor exit market. Kata kunci :grand strategy, EFE & !FE matrix, SPACE & SWOT matrix, Five Forces Porter.

The objective of this research is to evaluate the grand s trategy of business development in the global market through diversification in the form of j oint venture among Dutch State Mines, PT. Pupuk Kalimantan Timur, and PT. Barito Pasifik Lumber. The goals are to review whether the joint venture is still profitable for each share holders and to evaluate whether the company condition is still having competitive advantages in the melamine industry. The research was performed using the method of qualitative descriptive analysis where data was taken from both primary as well as secondary sources. Data gathering technique was done using literature study i.e. textbooks, journals, and articles as a support with respect to the problem being researched. Moreover, fie ld survey was conducted directly to the research objects by observation and interview techniques. Data analysis includes company business environment analysis, grand strategy analysis, external and internal environment analyses using EFE matrix and IFE matrix, evaluation of company strategy and position using SPACE matrix and SWOT matrix, and evaluation of advantage competitive condition using Five Forces Porter, which is supported by calculation of industrial concentration ratio of CR4 and CR8. The result of business environment analysis shows that, in the 1990s the external conditions at that time was that DSM strategy, i.e. global market development towards Asia Pacific, was accurate. By looking at the current business environment, product and raw material prices, melamine demand in Asia Pacific, and referring to 2010 long term DSM strategy, it is recommended to implement profit strategy, followed by sell-out strategy that is a transition strategy towards product development strategy. According to David (2005), evaluation on grand strategy of early DSM strategy shows that the strategy can be categorized as market development strategy, backward integration strategy and partial forward integration strategy, while according to Wheel en and Hunger (2000) it can be categorized as vertical concentration strategy and concentrated divers.ification growth strategy. Meanwhile referring to Coulter (2002) it can be categorized as concentrated development strategy, market development, and vertical backward as well as partial forward. Finally according to Porter (1998) it can be categorized as cost leadership. Analysis using EFE matrix shows th at average weighted value decreases from 3.5 to 1.9, this means company response from good to sufficient. While using IFE matrix the average weighted value was down from 3.45 to 3.05, this means good response to internal factor on 1990s as well as present condition, and there is o nly small change. On the other hand evaluation using SPACE matrix shows that the company position was shifted from aggressive to aggressive-tend-to-competitive. Evaluation using SWOT matrix reveals that in the 1990s the company implemented market development strategy, while company current condition is recommended to change to profit strategy, followed by sell-out strategy and product development strategy. Results on Five Forces Porter analysis shows that revalry condition at the beginning was high, then changed lower due to vario us causes such as company exit market, low entry caused by barrier to high entry, power supplier, power buyer and low product substitute. Results on evaluation of industrial concentration ratio of the 1990s and current conditions point-outs that CR4 increases from 0.62 to 0.82 while CR8 increases from 0.93 to 0.94 but then decreases back to 0.92. This was caused by the existence of some market exit competitors. Key words: grand strategy, EFE & !FE matrix, SPACE & SWOT matrix, Five Forces Porter.

Kata Kunci : Grand strategy,EFE,SPACE,Five forces porter