ANALISIS STRATEGI KORPORASI TELKOM DALAM PENGAMBILAN KEPUTUSAN DIVESTASI TERHADAP TELKOMVISION
LIDWIN SAPUTRA, Dr. Rangga Almahendra, ST., MM
2016 | Tesis | S2 ManajemenDengan adanya keterbatasan sumber daya yang dimiliki, maka perusahaan harus mampu mengalokasikan secara tepat sumber daya tersebut ke setiap bisnis yang dimiliki. Untuk itu, keputusan dan kebijakan yang diambil oleh manajemen dapat berupa diversifikasi terhadap produk, merger dan akuisisi, bahkan melakukan divestasi terhadap aset atau unit bisnisnya. Di Indonesia, beberapa perusahaan mengambil keputusan untuk melakukan divestasi atau penjualan terhadap unit bisnisnya atau anak usahanya. Salah satunya adalah PT. Telekomunikasi Indonesia, Tbk (Telkom) yang membuat keputusan divestasi untuk melakukan penjualan salah satu anak usahanya yang bergerak di bisnis TV berbayar yaitu PT. Indonusa Telemedia (TelkomVision) pada tahun 2012. Penelitian ini bertujuan untuk melakukan analisis terhadap keputusan divestasi tersebut. Alat yang digunakan pada penelitian ini adalah Industry Life Cycle, Parenting Fit Matrix dan BCG Matrix. Data yang diambil pada penelitian kualitatif desktriptif ini dengan menggunakan metode semi struktur interview, kuesioner dan analisis data sekunder. Berdasarkan hasil analisis yang didapatkan, industri TV berbayar di Indonesia berada pada fase Growth yang ditunjukkan oleh beberapa indikator antara lain banyaknya operator baru, tingginya pertumbuhan volume penjualan, dan persaingan terhadap harga dan kualitas cukup tinggi. Sedangkan sinergi yang terjalin antara Telkom dan TelkomVision sudah berjalan cukup baik walaupun terdapat perbedaan didalam faktor kunci keberhasilan diantara kedua perusahaan tersebut yaitu dari sisi pengelolaan konten yang bukan merupakan kompetensi inti dari Telkom. Sehingga Telkom merasa perlu untuk menjalin kerjasama dengan perusahaan lain yang memiliki kompetensi dari sisi konten seperti CT Corps. Keputusan divestasi ini diharapkan dapat meningkatkan kerjasama bisnis yang mampu memberikan keuntungan kompetitif baik bagi Telkom, TelkomVision dan CT Corps.
As the consequences of limited resources, Corporate has to allocate the resources conscientiously to every business units. Therefore, a well plan corporate strategy is required to manage portfolio business nowadays. There are many strategics and policies might be taken by many corporations, such as product diversification, merger, acquisition, and divestation, has to be well evaluated before implemented. In Indonesia for example, divestation was taken by many corporations as their strategic decision. PT Telekomunikasi Indonesia, Tbk is one of the companies which decide to take the strategy to one of its subsidiaries in Pay TV industry (TelkomVision) at the end of 2012. For that reason, this qualitative descriptive research would like to study more about the divestation strategy completed by Telkom. The objective of this research is to analyze divestment strategic decision on TelkomVision taken by Telkom. In order to do that, Industry Life Cycle, Parenting Fit Matrix and BCG Matrix were utilized as research tools in this thesis. Several methodologies were utilized in term of data collection, for example semi structured interview, questionnaire, and documents analyze. Data was taken from Telkom employee and Senior Leader who have the competency, capability, and experience in Pay TV industry. As the result, Pay TV industry in Indonesia is in the phase of Growth. It can be seen by several characteristics which are considered in this research. For instance, there are many new Pay TV operators in recent years, rapid increase in sales, and high competition by the operators in price and quality of product. This study also discovered that Telkom had supported TelkomVision business and operation; however the difference of core competency between Telkom and TelkomVision was also originated as one of the reason for Telkom to make divestment strategy. Telkom has strong capability in telecommunication, while TelkomVision has strong competence in pay TV industry (media) which is different with telecommunication especially in content management. Therefore, this divestment strategy was completed in order to allow TelkomVision is leaded by a corporation which has the same core competency. Hopefully in the future, this strategy is able to advance TelkomVision competitive advantage within Indonesia Pay TV Industry.
Kata Kunci : Manajemen Strategis, Divestasi, Industry Life Cycle, Parenting Fit Matrix, BCG Matrix, Industri TV Berbayar
