Analisis Strategi Bersaing Bumn dalam Persaingan Regional Asia Tenggara (Studi Kasus pada PT. Semen Indonesia (Persero) Tbk. Kantor Pusat Veteran, Gresik)

Jurnal Administrasi Bisnis (JAB)|Vol. 50 No. 5 September 2017| administrasibisnis.studentjournal.ub.ac.id

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ANALISIS STRATEGI BERSAING BUMN DALAM

PERSAINGAN REGIONAL ASIA TENGGARA

(Studi Kasus pada PT. Semen Indonesia (Persero) Tbk. Kantor Pusat Veteran, Gresik)

Prama Baswara Widigjaya Zainul Arifin

M. Kholid Mawardi

Fakultas Ilmu Administrasi Universitas Brawijaya

Malang

E-mail: prama.baswara@gmail.com

ABSTRACT

This study aims to understand the performance of PT. Semen Indonesia (Persero) Tbk, knowing the competitive position of the company and the application of competitive strategy PT. Semen Indonesia (Persero) Tbk. The competitive position of PT. Semen Indonesia (Persero) Tbk at the national level is the market leader, while at the regional level, PT. Semen Indonesia (Persero) is still in the stage of market tease (Challenger). Implementation of the strategy at PT. Semen Indonesia (Persero) is the implementation of a growth strategy by expanding companies in different geographic regions. Implementation of the strategy to focus on particular market segments or lines through product differentiation become the main way PT. Semen Indonesia (Persero) in entering the market. Results of the SWOT matrix analysis, PT. Semen Indonesia (Persero) Tbk as a whole has leveraged its competitive advantages to cover weaknesses. The dominant advantages are utilized by the company is a large production capacity and a good corporate image. These advantages can be corporate competitive strategy to win the competition. While the main weakness of the PT. Semen Indonesia (Persero) Tbk is a weakness synergize each operating company with a holding in one culture.

Keywords: Competitive strategy, competitive advantage

ABSTRAK

Penelitian ini bertujuan untuk memahami kinerja PT. Semen Indonesia (Persero) Tbk, mengetahui posisi bersaing perusahaan dan penerapan strategi bersaing PT Semen Indonesia (Persero) Tbk. Posisi bersaing PT. Semen Indonesia (Persero) Tbk di lingkup nasional merupakan pemimpin pasar, sedangkan pada tingkat regional, PT. Semen Indonesia (Persero) masih dalam tahap pengusik pasar (Challenger). Penerapan strategi pada PT. Semen Indonesia (Persero) adalah penerapan strategi pertumbuhan dengan melakukan ekspansi perusahaan di wilayah geografis berbeda. Penerapan strategi fokus pada segmen atau lini pasar tertentu melalui differensiasi produk menjadi cara utama PT. semen Indonesia (Persero) dalam memasuki pasar. Hasil analisis matriks SWOT, PT. Semen Indonesia (Persero) Tbk secara keseluruhan telah memanfaatkan keunggulan bersaingnya untuk menutupi kelemahannya. Keunggulan dominan yang dimanfaatkan oleh perusahaan adalah kapasitas produksi yang besar dan corporate image yang baik. Keunggulan tersebut dapat menjadi strategi bersaing korporasi dalam memenangkan persaingan. Sedangkan kelemahan utama yang mendominasi dari PT. Semen Indonesia (Persero) Tbk adalah kelemahan mensinergikan setiap perusahaan operating dengan holding dalam satu budaya.

Jurnal Administrasi Bisnis (JAB)|Vol. 50 No. 5 September 2017| administrasibisnis.studentjournal.ub.ac.id

8 PEND:_HULU:_N

PerdZ_gZ_ngZ_{n sec}Z_rZ _{umum merup}Z_kZ_n

pertukZ_rZ_{n b}Z_rZ_{ng m}Z_{upun j}Z_sZ Z_ntZ_rZ _sZ_{tu pih}Z_k

dengZ_{n pih}Z_{k l}Z_{in. Sed}Z_ngkZ_{n perd}Z_gZ_ngZ_n

internZ_sionZ_{l merup}Z_kZ_{n proses ju}Z_{l-beli y}Z_ng

melibZ_tkZ_{n subyek lebih bes}Z_{r, y}Z_{itu su}Z_{tu neg}Z_rZ

dengZ_{n neg}Z_rZ _lZ_innyZ_{. Deng}Z_n Z_dZ_nyZ

perdZ_gZ_ngZ_{n intern}Z_sionZ_{l, dih}Z_rZ_pkZ_{n d}Z_pZ_{t lebih}

mensejZ_hterkZ_{n neg}Z_rZ_-negZ_rZ _yZ_{ng terlib}Z_t

didZ_lZ_mnyZ_{. N}Z_mun, Z_kZ_{n b}Z_nyZ_{k h}Z_mbZ_tZ_{n y}Z_ng

terjZ_{di d}Z_lZ_{m pewujud}Z_nnyZ_{. Oleh k}Z_renZ _itu

dibentuklZ_{h kebij}Z_kZ_n-kebijZ_kZ_{n untuk}

meminimZ_{lisir seti}Z_{p h}Z_mbZ_tZ_{n. S}Z_lZ_{h s}Z_tunyZ Z_dZ_lZ_{h deng}Z_{n liber}Z_lisZ_{si perd}Z_gZ_ngZ_n.

Porter (1997:27) menjelZ_skZ_{n str}Z_tegi

bersZ_{ing y}Z_{ng efektif meliputi tind}Z_kZ_n-tindZ_kZ_n

ofensif Z_tZ_{upun defensif gun}Z _menciptZ_kZ_{n posisi}

yZ_ng Z_mZ_{n (defend}Z_{ble position) terh}Z_dZ_{p kelim}Z

kekuZ_tZ_{n pers}Z_ingZ_{n. Lim}Z _persZ_ingZ_{n menurut}

Porter (1997:5) Z_dZ_lZ_{h m}Z_suknyZ _pendZ_tZ_{ng b}Z_ru, Z_ncZ_mZ_{n produk pengg}Z_{nti, keku}Z_tZ_{n t}Z_wZ_r

menZ_wZ_{r pembeli, keku}Z_tZ_{n t}Z_wZ_{r men}Z_wZ_r

pemZ_{sok, sert}Z _persZ_ingZ_{n di}Z_ntZ_rZ _pZ_rZ _pesZ_ing

yZ_ng Z_dZ_{. Pers}Z_ingZ_n Z_ntZ_{r bisnis berl}Z_{ngsung ki}Z_n

ketZ_{t, deng}Z_{n kompleksit}Z_{s tinggi} Z_kibZ_{t perub}Z_hZ_n

lingkungZ_{n y}Z_{ng cep}Z_{t d}Z_{n sel}Z_{lu berub}Z_h.

PerusZ_hZZ_{n dituntut untuk sel}Z_{lu memformul}Z_si

strZ_{tegi deng}Z_{n cerm}Z_{t d}Z_lZ_{m meng}Z_ntisipZ_si

perubZ_hZ_{n tersebut. Str}Z_{tegi y}Z_{ng digun}Z_kZ_{n s}Z_ngZ_t

berZ_gZ_{m sesu}Z_{i deng}Z_{n kondisi y}Z_{ng dih}Z_dZ_pi.

MZ_kZ _diperlukZ_{n str}Z_{tegi bers}Z_{ing y}Z_{ng tep}Z_t

sesuZ_{i deng}Z_{n kondisi lingkung}Z_{n perus}Z_hZZ_n.

Menurut Porter (1997:3) keunggulZ_{n bers}Z_ing Z_dZ_lZ_{h tent}Z_{ng b}Z_gZ_imZ_nZ _sebuZ_{h perus}Z_hZZ_n

benZ_r-benZ_{r mener}Z_pkZ_{n str}Z_{tegi generik tersebut}

ke dZ_lZ_{m pr}Z_ktek.

PerZ_nZ_{n B}Z_dZ_{n Us}Z_hZ _{Milik Neg}Z_rZ

(BUMN) merupZ_kZ_{n b}Z_giZ_{n penting d}Z_lZ_m

pertumbuhZ_{n perkonomi}Z_{n Inodonesi}Z_{. T}Z_ntZ_ngZ_n

BUMN kini dengZ_n Z_dZ_nyZ _perdZ_gZ_ngZ_{n beb}Z_s

tidZ_{k l}Z_{gi h}Z_nyZ _memberikZ_{n pem}Z_sukZ_{n nil}Z_i

kepZ_dZ _negZ_rZ _berupZ _pZ_jZ_{k d}Z_{n deviden, n}Z_mun

jugZ _{BUMN dih}Z_rZ_pkZ_{n m}Z_{mpu bers}Z_{ing sec}Z_rZ

globZ_{l. Menurut Westr}Z _{(2009:01), BUMN}

mempunyZ_{i per}Z_{n y}Z_{ng menentuk}Z_{n d}Z_lZ_m

menunjZ_{ng pel}Z_ksZ_nZZ_{n pemb}Z_ngunZ_{n n}Z_sionZ_l,

khususnyZ _{di bid}Z_{ng perekonomi}Z_n.

BUMN selZ_{lu menj}Z_{di sorot}Z_{n b}Z_gi

mZ_syZ_rZ_kZ_{t d}Z_{n pemerint}Z_{h, dik}Z_renZ_kZ_{n BUMN}

mengembZ_{n tug}Z_{s d}Z_lZ_{m meningk}Z_tkZ_n

pendZ_pZ_tZ_{n neg}Z_rZ_{. Eksistensi sebu}Z_{h BUMN} Z_kZ_n

ditentukZ_{n seber}Z_pZ _jZ_{uh perform}Z _perusZ_hZZ_n

dZ_lZ_{m menj}Z_lZ_nkZ_{n bisnisny}Z _dZ_{n jug}Z _seberZ_pZ

jZ_{uh kontribusi y}Z_{ng diberik}Z_{n kep}Z_dZ _negZ_rZ_.

TidZ_{k j}Z_rZ_{ng perus}Z_hZZ_{n BUMN y}Z_{ng ber}Z_dZ _pZ_dZ

tingkZ_{t perform}Z _yZ_{ng s}Z_ngZ_{t rend}Z_h Z_tZ_{u krisis}

dZ_yZ _sZ_{ing sehingg}Z _perusZ_hZZ_{n h}Z_{rus dig}Z_bung

untuk menyelZ_mZ_tkZ_nnyZ _dZ_n Z_dZ_pulZ _yZ_ng Z_khirnyZ _hZ_{rus dihentik}Z_{n kegi}Z_tZ_{n bisnisny}Z

kZ_renZ _diZ_nggZ_{p tid}Z_{k d}Z_pZ_{t menguntungk}Z_{n l}Z_gi.

Berikut stZ_{tistik juml}Z_{h BUMN t}Z_{hun 2008-2014:}

TZ_{bel 1}

StZ_{tistik Juml}Z_{h BUMN}

200 8 200 9 201 0 201 1 201 2 201 3 Mei 201 4 BUMN Listed 14 15 17 18 18 20 20 BUMN Non Listed 13 12 11 109 108 105 104 Perum 14 14 14 14 14 14 14 TotZ_l BUMN 141 141 142 141 140 139 138 BUMN dengZ_n kepemilikZ n negZ_rZ minoritZ_s 21 19 18 18 13 12 13 Sumber:(www.bumn.go.id)

DZ_lZ_{m buku t}Z_hunZ_{n (}Z_nnuZ_{l report) PT.} Semen IndonesiZ _{(Persero) Tbk t}Z_{hun 2013, PT.}

Semen IndonesiZ _{(Persero) Tbk mel}Z_kukZ_n Z_kuisisi

dengZ_{n perus}Z_hZZ_{n semen Th}Z_{ng Long Cement di}

VietnZ_m, Z_{ksi tersebut sek}Z_{ligus menj}Z_dikZ_{n PT.}

Semen IndonesiZ _{(Persero) seb}Z_gZ_{i BUMN}

multinZ_tionZ_{l comp}Z_{ny pert}Z_mZ _{di Indonesi}Z_{. PT.}

Semen Gresik (Persero) resmi bergZ_{nti n}Z_mZ

menjZ_{di PT. Semen Indonesi}Z _{(Persero) p}Z_dZ

tZ_nggZ_{l 7 J}Z_nuZ_{ri 2013. Deng}Z_{n l}Z_ngkZ_{h Str}Z_tegic

Holding CompZ_{ny ini dih}Z_rZ_pkZ_{n m}Z_mpu

meningkZ_tkZ_{n sinergi di lingkung}Z_{n persero}Z_n.

Kini PT. Semen IndonesiZ _{(Persero) memb}Z_wZ_{hi 4}

perusZ_hZZ_{n y}Z_{ng menj}Z_{di Oper}Z_{ting Comp}Z_ny yZ_{ng di}Z_ntZ_rZ_nyZ _{Semen Gresik, Semen Ton}Z_sZ_,

Semen PZ_dZ_{ng d}Z_{n Th}Z_{ng Long Cement}

(VietnZ_{m). Str}Z_{tegic Holding Comp}Z_{ny tersebut} dimZ_ksudkZ_n Z_gZ_{r persero}Z_{n m}Z_{mpu lebih}

ekspZ_{nsif d}Z_lZ_{m mel}Z_kukZ_{n kegi}Z_tZ_nnyZ _melewZ_ti

bZ_tZ_{s domestik. H}Z_{l ini didukung visi d}Z_{ri PT.}

Semen IndonesiZ _{(Persero) y}Z_{itu ³PHQM}Z_di

perusZ_hZZ_{n persemen}Z_{n terkemuk}Z _{di Indonesi}Z

dZ_n :_siZ _TenggZ_rZ_{´ .RQGLVL WHUVHEXW PHQM}Z_{di h}Z_l

yZ_{ng men}Z_{rik b}Z_{gi peneliti d}Z_lZ_{m memilih PT.}

Semen IndonesiZ _{(Persero) Tbk seb}Z_gZ_{i objek y}Z_ng Z_kZ_{n diteliti.}

TZ_{hun 2015 merup}Z_kZ_{n t}Z_{hun dimul}Z_inyZ

kesepZ_kZ_tZ_{n M}Z_syZ_rZ_kZ_{t Ekonomi} :_seZ_{n (ME}:_),

SehinggZ _kegiZ_tZ_{n tr}Z_nsZ_{ksi d}Z_{n invest}Z_{si region}Z_l

kini bersifZ_{t terbuk}Z_{. Merujuk p}Z_dZ _dZ_tZ _Thompson

Reuters, dipublikZ_sikZ_{n www.}Z_siZ_.nikkei.com, senin(2/2), pZ_dZ _tZ_{hun 2014, nil}Z_i Z_{ksi merger d}Z_n

Jurnal Administrasi Bisnis (JAB)|Vol. 50 No. 5 September 2017| administrasibisnis.studentjournal.ub.ac.id

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Z_{kuisisi di} Z_seZ_{n tumbuh sekit}Z_{r 12% menj}Z_{di US$}

68,4 miliZ_{r d}Z_{ri t}Z_{hun sebelumny}Z

(mobile.kontZ_{n.co.id). Deng}Z_n Z_dZ_nyZ _ME:

tersebut berdZ_mpZ_{k p}Z_dZ _tingkZ_{t merger d}Z_n Z_{kuisisi (M&}:_{) y}Z_{ng sem}Z_{kin tinggi dil}Z_kukZ_n

oleh perusZ_hZZ_n-perusZ_hZZ_{n di k}Z_wZ_sZ_n :_siZ

TenggZ_rZ_{. N}Z_{mun seber}Z_pZ _jZ_{uh kem}Z_mpuZ_{n d}Z_yZ

sZ_{ing y}Z_{ng dimiliki indonesi}Z _khususnyZ _pZ_dZ

perusZ_hZZ_{n BUMN y}Z_{ng menj}Z_{di perh}Z_tiZ_n.

DengZ_{n t}Z_ntZ_ngZ_{n s}ZZ_{t ini y}Z_{ng lebih kompleks,}

upZ_yZ Z_pZ _yZ_{ng dil}Z_kukZ_{n oleh BUMN d}Z_lZ_m

memenZ_ngkZ_{n pers}Z_ingZ_{n menj}Z_di Z_lZ_sZ_{n ut}Z_mZ

peneliti.

TujuZ_{n y}Z_{ng ingin dic}Z_pZ_{i d}Z_lZ_{m peneliti}Z_{n ini} Z_dZ_lZ_{h seb}Z_gZ_{i berikut:}

1. MendeskripsikZ_{n kinerj}Z _perusZ_hZZ_{n PT. Semen}

IndonesiZ _{(Persero) Tbk seb}Z_gZ_{i BUMN}

2. MendeskripsikZ_{n posisi bers}Z_{ing PT. Semen}

IndonesiZ _{(Persero) Tbk d}Z_lZ_{m tingk}Z_{t Region}Z_l :_siZ _TenggZ_rZ

3. MendeskripsikZ_{n pener}Z_pZ_{n str}Z_{tegi bers}Z_ing

PT. Semen IndonesiZ _{(Persero) Tbk d}Z_lZ_m

persZ_ingZ_{n Region}Z_l :_siZ _TenggZ_rZ

KAJIAN PUST:_K: Bisnis InternZ_sionZ_l

Bisnis internZ_sionZ_{l merup}Z_kZ_{n kegi}Z_tZ_n

bisnis yZ_{ng melew}Z_{ti b}Z_tZ_s-bZ_tZ_{s neg}Z_rZ_{. Menurut}

GitosudZ_{rmo (2012:307) bisnis intern}Z_sionZ_l

merupZ_kZ_{n kegi}Z_tZ_{n bisnis y}Z_{ng dil}Z_kukZ_n Z_ntZ_rZ

negZ_rZ _yZ_{ng s}Z_{tu deng}Z_{n neg}Z_rZ _yZ_{ng l}Z_{in. Kini}

tidZ_{k sedikit perus}Z_hZZ_{n mel}Z_kukZ_n Z_ktivitZ_s

globZ_{l y}Z_{ng melib}Z_tkZ_n Z_ntZ_{r du}Z _negZ_rZ Z_tZ_u

bZ_hkZ_{n lebih.} :_ktivitZ_{s bisnis intern}Z_sionZ_{l tid}Z_k

dZ_pZ_{t di hind}Z_{ri b}Z_{gi p}Z_rZ _pelZ_{ku bisnis k}Z_renZ

setiZ_{p neg}Z_rZZ_kZ_{n sel}Z_{lu membutuhk}Z_{n neg}Z_rZ _lZ_in

dZ_lZ_{m memenuhi kebutuh}Z_{n neg}Z_rZ _tersebut.

FZ_{ktor ketersedi}ZZ_{n d}Z_{n kem}Z_mpuZ_{n menj}Z_di

fZ_{ktor meng}Z_pZ _suZ_{tu neg}Z_rZ Z_kZ_{n sel}Z_lu

membutuhkZ_{n neg}Z_rZ _lZ_in.

StrZ_{tegi Bers}Z_{ing (Competitive Str}Z_tegy)

DZ_lZ_{m kegi}Z_tZ_{n bisnis diperluk}Z_{n d}Z_yZ _sZ_ing

untuk dZ_pZ_{t mempert}Z_hZ_nkZ_{n b}Z_hkZ_n

meningkZ_tkZ_{n posisi bisnis. Menurut Porter}

(1997:1) strZ_{tegi bers}Z_ing Z_dZ_lZ_{h penc}Z_riZ_n Z_kZ_n

posisi bersZ_{ing y}Z_{ng menguntungk}Z_{n di d}Z_lZ_m

suZ_{tu industri,} Z_renZ _fundZ_mentZ_{l temp}Z_t

persZ_ingZ_{n tej}Z_{di. D}Z_lZ_{m h}Z_{l ini str}Z_{tegi bers}Z_ing

bertujuZ_{n memposisik}Z_{n diri ke posisi y}Z_ng

menguntungkZ_{n d}Z_{n mempert}Z_hZ_nkZ_{n terh}Z_dZ_p

kekuZ_tZ_n-kekuZ_tZ_{n y}Z_{ng menentuk}Z_{n pers}Z_ingZ_n

industri. StrZ_{tegi bers}Z_{ing d}Z_pZ_{t menj}Z_di Z_lZ_{t untuk}

mengukur kemZ_mpuZ_{n b}Z_{ik intern}Z_{l m}Z_upun

eksternZ_{l d}Z_lZ_{m menentuk}Z_{n posisi}

menguntungkZ_{n d}Z_{ri su}Z_{tu industri. Porter (1997:2)}

mengZ_tZ_kZ_{n b}Z_hwZ _strZ_{tegi bers}Z_{ing tid}Z_{k h}Z_nyZ

berespons terhZ_dZ_{p lingkung}Z_{n, tet}Z_{pi jug}Z

berusZ_hZ _{membentuk lingkung}Z_{n demi keuntung}Z_n

perusZ_hZZ_n.

HZ_riZ_{di (2005:99) mendefinisik}Z_{n str}Z_tegi

bersZ_{ing merup}Z_kZ_{n l}Z_ngkZ_h-lZ_ngkZ_{h str}Z_tegis

yZ_{ng terenc}Z_nZ _mZ_{upun tid}Z_{k terenc}Z_nZ _untuk

dZ_pZ_{t memiliki keunggul}Z_{n bers}Z_{ing sehingg}Z

dZ_pZ_{t men}Z_{rik perh}Z_tiZ_{n konsumen, memperku}Z_t

posisi dZ_lZ_{m p}Z_sZ_{r, d}Z_{n bert}Z_hZ_{n terh}Z_dZ_{p tek}Z_nZ_n

dZ_lZ_{m pers}Z_ingZ_{n. B}Z_gZ_imZ_nZ _sebuZ_{h perus}Z_hZZ_n

dZ_pZ_{t meningk}Z_tkZ_{n keunggul}Z_{n kompetitif}

merekZ _secZ_rZ _sustZ_inZ_{ble menj}Z_{di b}Z_giZ_{n ut}Z_mZ

dZ_lZ_{m penggun}ZZ_{n rumus}Z_{n str}Z_{tegi bers}Z_ing.

DZ_lZ_{m penyusun}Z_{n str}Z_{tegi untuk menc}Z_pZ_i

keunggulZ_{n bers}Z_{ing, seti}Z_{p perus}Z_hZZ_n

dihZ_dZ_pkZ_{n p}Z_dZ _{kondisi d}Z_{n situ}Z_{si y}Z_{ng berbed}Z

-bedZ _dengZ_{n lingkung}Z_{n b}Z_{ik intern}Z_{l m}Z_upun

eksternZ_{l y}Z_{ng terj}Z_{di. Penil}Z_iZ_{n d}Z_{n pengukur}Z_n

yZ_{ng cerm}Z_{t terh}Z_dZ_{p situ}Z_{si lingkung}Z_{n begitu}

pulZ _dengZ_{n keunggul}Z_{n d}Z_{n kelem}Z_hZ_{n y}Z_ng

dimiliki Z_kZ_{n mengh}Z_silkZ_{n str}Z_{tegi y}Z_{ng tep}Z_t.

StrZ_{tegi Korpor}Z_t

StrZ_{tegi korpor}Z_{t didefinisik}Z_{n oleh B}Z_rney

dZ_{n Hesterly (2008) d}Z_lZ_{m Solihin (2012:188)} Z_dZ_lZ_{h berb}Z_gZ_{i tind}Z_kZ_{n y}Z_{ng di}Z_{mbil oleh}

perusZ_hZZ_{n untuk memperoleh keunggul}Z_n

kompettitif (competitive Z_dvZ_ntZ_{ge) deng}Z_n

mZ_njZ_lZ_nkZ_{n us}Z_hZ _diberbZ_gZ_{i p}Z_sZ_{r (multiple}

mZ_rkets) Z_tZ_{u berb}Z_gZ_{i jenis industri sec}Z_rZ

simultZ_{n. Wheelen d}Z_{n Hunger (2004:138)}

menjelZ_skZ_{n gr}Z_{nd str}Z_{tegy seb}Z_gZ_{i berikut:}

1) StrZ_{tegi pertumbuh}Z_n

PerusZ_hZZ_{n mengemb}Z_ngkZ_n Z_ktivitZ_s

usZ_hZ _bZ_{ik mel}Z_{lui konsentr}Z_{si di d}Z_lZ_{m industri}

yZ_{ng sek}Z_rZ_{ng ini dij}Z_lZ_nkZ_{n oleh perus}Z_hZZ_n

mZ_{upun mel}Z_kukZ_{n diversifik}Z_{si deng}Z_n

memZ_{suki industri b}Z_{ru di lu}Z_{r industri y}Z_ng

selZ_mZ _{ini menj}Z_{di dom}Z_{in bisnis perus}Z_hZZ_n.

2) StrZ_{tegi st}Z_bilitZ_s

Menurut Wheelen dZ_{n Hunger (2004:146),}

strZ_{tegi st}Z_bilitZ_{s dit}Z_ndZ_{i oleh berl}Z_njutnyZ

operZ_{si perus}Z_hZZ_{n deng}Z_n Z_ktivitZ_snyZ _sZZ_{t ini}

tZ_npZ _disertZ_{i deng}Z_{n perub}Z_hZ_n Z_rZ_{h y}Z_ng

signifikZ_{n d}Z_lZ_{m pengelol}ZZ_{n us}Z_hZ _perusZ_hZZ_n

(tidZ_k Z_dZ _penZ_mbZ_hZ_{n produk b}Z_{ru m}Z_upun

pZ_sZ_{r y}Z_{ng b}Z_ru).

3) StrZ_{tegi penciut}Z_{n us}Z_hZ

Solihin (2012:194) mengZ_tZ_kZ_n,

perusZ_hZZ_{n boleh j}Z_di Z_kZ_{n mempertimb}Z_ngkZ_n

untuk memilih strZ_{tegi penciut}Z_{n us}Z_hZ

(retrenchment strZ_{tegy) m}Z_nZ_kZ_lZ _perusZ_hZZ_n

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produk Z_tZ_{u seluruh lini produk sehingg}Z

perusZ_hZZ_{n tid}Z_{k d}Z_pZ_{t memperoleh keunggul}Z_n

kompetitif yZ_{ng meng}Z_kibZ_tkZ_{n kinerj}Z

perusZ_hZZ_{n menj}Z_{di buruk, y}Z_{ng tercermin d}Z_ri

penurunZ_{n penju}Z_lZ_{n d}Z_{n l}Z_bZ _secZ_rZ _terus

menerus.

BZ_dZ_{n Us}Z_hZ _{Milik Neg}Z_rZ _(BUMN)

KeberZ_dZZ_{n Perus}Z_hZZ_{n Neg}Z_rZ Z_tZ_{u B}Z_dZ_n

UsZ_hZ _{Milik Neg}Z_rZ _{(BUMN) seb}Z_gZ_{i s}Z_lZ_{h s}Z_tu

pilZ_{r perekonomi}Z_{n Indonesi}Z_{, menurut Und}Z

ng-UndZ_{ng RI No.19 t}Z_{hun 2003, BUMN}

didefinisikZ_{n seb}Z_gZ_{i b}Z_dZ_{n us}Z_hZ _yZ_{ng seluruh} Z_tZ_{u seb}Z_giZ_{n bes}Z_{r mod}Z_lnyZ _{dimiliki oleh neg}Z_rZ

melZ_{lui peyert}ZZ_{n sec}Z_rZ _lZ_{ngsung y}Z_{ng ber}Z_sZ_l

dZ_{ri kek}Z_yZZ_{n neg}Z_rZ _yZ_{ng dipis}Z_hkZ_{n. Pemeg}Z_ng

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stZ_ndZ_{r sesu}Z_{i deng}Z_{n k}Z_rZ_{kteristik pert}Z_nggung

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kontemporer menggunZ_kZ_n Z_ktivitZ_{s seb}Z_gZ_i

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Sumber: :_sosiZ_{si Semen Indonesi}Z ₍:_{SI) d}Z_n (www.indonesiZ_{-investments.com), d}Z_tZ _diolZ_{h 2015}

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PenjuZ_lZ_{n semen di Indonesi}Z _selZ_lu

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Jurnal Administrasi Bisnis (JAB)|Vol. 50 No. 5 September 2017| administrasibisnis.studentjournal.ub.ac.id

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