KEPUTUS$I STRATEGIS INTERI\ASIONALISASI BISNIS STUDI PT TELEKOMUNIKASI INDONBSIA INTERNATIONAL

Noor Mahmudah Moorcy, Dr. Rangga Almahendra, ST., MM.

2014 | Tesis | S2 Magister Manajemen

Studi ini bertujuan mempelajari keputusan strategis dalam internasionalisasi bisnis yang dilakukan di PT Telekomunikasi Indonesia International (Telin) meliputi aspek: motivasi internasionalisasi bisnis, pemilihan strategi untuk memasuki pasar internasional dan strategi keunggulan bersaing di pasar internasional. Jenis penelitian deskriptif kualitatif mempergunakan metoda analisis bobot faktor, analisis Driscoll trade-off dari kritikal variabel dan analisis SPACE (Strategic Position and Action Evaluation) matrix untuk menentukan strategi keunggulan bersaing di pasar internasional. Dari hasil studi didapat bahwa dari lima motivasi internasionalisasi berdasarkan Thomson (2010) yaitu akses ke pasar yang baru, mendapatkan biaya yang lebih rendah, mengkapitalisasi kompetensi utama, membagi risiko, dan melawan kompetisi, motivasi utama Telkom adalah untuk mengkapitalisasi kompetensi utama yaitu bisnis di dalam negeri, bertahan dari kompetisi dan melengkapi bisnis di domestik. Pemilihan strategi memasuki pasar internasional dilakukan tidak secara bertahap dari indirect export, export, joint venture dan Wholly Owned Subsdiary namun sesuai dengan yang dikembangkan oleh Driscoll (1995) yang menyatakan pemilihan strategi lebih pada komitmen internal yang yang mempertimbangkan faktor industri, lingkungan dan perusahaan yaitu berupa trade-off atas variabel control, transfer risk, resource intensity dan learning, Delfmann (2008). Pada awalnya Telkom dengan mempertimbangkan keperluan fully control, strategi memasuki pasar internasional yang dipilih dengan strategi wholly owned subsdiary. Namun dengan pertimbangan bahwa di pasar internasional untuk mendapatkan target bisnis dengan risiko yang dapat dikelola dan kondisi investasi dengan volatility tinggi sangatlah sulit maka ownership tidak lagi harus dominan namun entry strategy ditekankan pada strategi “MPTN” (follow the Money, follow the People, follow the Traffic and follow the Network). Adapun strategi keunggulan bersaing diimplementasikan sebagai berikut: Aggresive untuk Telin Hongkong, Telkomcel Timor Leste, Telin Malaysia, Telin Myanmar dan Saudi Arabia; Competitive untuk Telkom Australia dan Telkom Macau, Conservative untuk Telin Singapore dan USA, defensive pada studi Telin kondisi ini tidak ditemui.

This study is to analyze the strategic choice in the internationalization of PT. Telekomunikasi Indonesia International (Telin) business which covers some aspects which are: motivation on the internationalization of business, choosing the entry strategy in the international market, and the competitiveness strategy in the international market. This research is categorized as qualitative descriptive and the methods used in the analysis are weighted factor analysis, the method of critical variable trade-off by Driscoll and SPACE matrix framework to determine the competitiveness strategy in international market. Based on this study, from five motivation on internationalization of business in accordance to Thomson (2010) which are: access to new market, cost reduction, capitalizing main competencies, risk sharing, and striving competition, the main motivation for Telkom is to capitalize their main competencies: domestic business, sustainability from competition, and complementing domestic business. The selection of entry strategy into international market is not executed based on the staging of indirect export, export, joint venture and wholly owned subsidiary, but it is more following what is reinforced by Driscoll (1995) where the selection of strategy is based on the internal commitment which consider the situation of industry, environment and the company itself by trading-off some variables including control, transfer risk, resource intensity and learning, Delfmann (2008). Initially, Telkom considered the necessity of fully control where the entry strategy into international market should be through wholly owned subsidiary. However, by considering that it is difficult in the international market to get the business target with manageable risk and high volatility on the investment, then Telkom decided that the ownership shouldn’t be dominant, and the entry strategy is decided based on “MPTN” (follow the Money, follow the People, follow the Traffic, and follow the Network). The competitiveness strategy implemented are as follow: Aggressive for Telin Hongkong, Telkomcel Timor Leste, Telin Malaysia, Telin Myanmar and Saudi Arabia; Competitive for Telkom Australia and Telkom Macau; Conservative for Telin Singapore and USA ; while defensive strategy is not found in this study.

Kata Kunci : strategic management, internasional, internasionalisasi, internasional expansion, motivasi, entry strategy, strategi keunggulan bersaing, Telkom, Telekomunikasi Indonesia