PROPOSED DESIGN OF STRATEGY MAP
OF PT.LAPI-ITB
FINAL YEAR PROJECT
By :
Bagus Satriya Dirgantara NIM: 19004097
UNDERGRADUATE PROGRAM
SCHOOL OF BUSINESS AND MANAGEMENT
INSTITUT TEKNOLOGI BANDUNG
VALIDATION PAGE
PROPOSED DESIGN OF STRATEGY MAP
OF PT.LAPI-ITB
By:
Bagus Satriya Dirgantara
NIM: 19004097
Undergraduate Program
School of Business and Management
Institut Teknologi Bandung
Validated By
i
PROPOSED DESIGN OF STRATEGY MAP OF PT.LAPI-ITB
BAGUS SATRIYA DIRGANTARA, 19004097
Date of Final Presentation (13/08/2007) Date of Graduation (27/10/2007)
Undergraduate Program Bandung Institute of Technology, 2007 Advisor : Dr. Ir. Dermawan Wibisono, M.Eng
As the background of the founding of the company was intended to getting fund for the ITB activities by exploiting expertise of ITB expert and as commercial unit (UUK) owned by Bandung Institute of Technology (ITB) which has big reputation in Indonesia, PT. LAPI-ITB should be capable to survive and success in business activities of consultation as well as ITB reputation.
In Indonesia, the business activities has been increasing and promising for investor and business player but it is also influenced many aspects, such as : macro economy, socio culture, technology, and political/law. The socio culture condition in Indonesia which still has involvement of corruption, collusion, and nepotism and other negative culture has contributed negative impact to Indonesia business activities. Moreover, competitive climate will arise along with ASEAN Free Trade Area in 2010. Based on this condition, PT. LAPI ITB really needs a sustainable strategic formulation to face big challenge in order to realize its vision, mission, and objective.
The process of designing strategy map consists of two phase which are environmental scanning and creating strategy. In the environmental scanning was used six forces method and PEST concept. Then the result of environmental scanning converted into SWOT matrix to mapping company’s position among its internal, external environment, and determination of appropriate grand strategy. However each internal and external factor had different weight in order to mapping appropriate company’s position. Therefore each aspect was weighted using Strategic Factor Analysis
Summary Method.
Based on the analysis, the appropriate grand strategies of PT.LAPI-ITB was a pause/ proceed with strategy, it was means PT.LAPI-ITB needs internal improvement which should be done promptly. According to the analysis of Internal Factor Environment
Matrix were improvement in organization, employee, and leadership.
Then the strategy in corporate level translated into functional level by TOWS matrix. Besides that in order to align all strategy, this project used Integrated Performance Measurement System (IPMS). The strategy in the TOWS matrix was converted into three perspectives in IPMS which are organization output, internal process, and resource capability complete with strategic programs. Hopefully, by implementing the strategy map and programs as final result of the project in business activities, PT. LAPI-ITB can achieve a strong national player in consulting industry on 2010.
Keyword: SWOT Analysis, TOWS Matrix, Integrated Performance Measurement System(IPMS), Strategy Formulation
ii
PERANCANGAN PETA STRATEGI PT.LAPI-ITB
BAGUS SATRIYA DIRGANTARA, 19004097Tanggal Ujian Akhir (13/08/2007) Tanggal Wisuda (27/10/2007)
Program Sarjana Institut Teknologi Bandung,2007 Pembimbing : Dr. Ir. Dermawan Wibisono, M.Eng
Pendirian PT.LAPI-ITB memang sengaja ditujukan untuk mendapatkan dana untuk ITB dengan memanfaatkan tenaga ahli yang dimiliki ITB. Sebagai unit komersil (UUK) yang dimiliki oleh Institut Teknologi Bandung (ITB) yang mempunyai reputasi besar di Indonesia, PT. LAPI-ITB diharapkan mampu meraih sukses pada industri konsultansi.
Pada saat ini di Indonesia aktivitas bisnis sangat menjanjikan untuk investor dan para pelaku bisnis, kondisi ini dipengaruhi oleh berbagai aspek, seperti:ekonomi makro, sosial budaya, teknologi, dan politik/hukum. Kondisi sosial budaya di Indonesia pada saat ini masih belumlah sehat karena masih adanya aktivitas korupsi, kolusi, dan nepotisme dan berbagai budaya negatif lain yang dapat memberi dampak buruk pada aktivitas bisnis di Indonesia. Sedangkan tingkat kompetisi akan meningkat beserta diterapkannya ASEAN Free Trade Area dalam 2010. Berdasarkan kondisi ini, PT. LAPI -ITB sangat memerlukan suatu perumusan strategi yang dapat digunakan untuk menghadapi berbagai tantangan dalam rangka mewujudkan visi dan misinya.
Proses perancangan peta strategi terdiri dari dua tahap yaitu analisis lingkungan dan perancangan strategi. Dalam analisis lingkungan digunakan
six forces method dan konsep PEST. Kemudian hasil dari analisis
lingkungan diterjemahkan menjadi matriks SWOT untuk mencari posisi perusahaan baik dari kondisi internal maupun eksternal. Akan tetapi masing-masing faktor internal dan eksternal mempunyai bobot yang berbeda dalam proses penentuan posisi perusahaan. Oleh karena itu masing-masing aspek diberi bobot dengan metode Strategic Factor Analysis Summary.
Berdasarkan hasil analisis, strategi perusahaan yang sesuai dari PT LAPI-ITB adalah pause/proceed with strategy, yang berarti PT LAPI-LAPI-ITB memerlukan perbaikan secara internal yang harus dilaksanakan dengan segera. Berdasarkan hasil analisis matriks faktor internal yang perlu dilakukan perbaikan adalah pada bidang organisasi, karyawan, dan kepemimpinan.
Selanjutnya strategi dalam level perusahaan terjemahkan pada level fungsional dengan menggunakan matriks TOWS. Selain untuk menyelaraskan semua strategi yang telah disusun maka digunakan Integrated Performance Measurement System (IPMS). Strategi di dalam matriks TOWS diterjemahkan menjadi tiga perspektif yaitu keluaran organisasi, proses internal, , kemampuan sumber dan dilengkapi dengan program strategis . Dengan disusunya peta strategi dan programs strategis diharapkan PT. LAPI-ITB dapat menjadi sebagai pemain nasional yang kuat dalam industri konsultasi pada tahun 2010.
Kata kunci: Analisis SWOT, Matriks TOWS, Integrated Performance Measurement System (IPMS), Perumusan strategi.
iii
FOREWORD
BismillahirrahmanirrahimAssalamu’alaikum wr. wb.
Writer would like to give the highly gratefulness to Allah SWT that give writer such a wonderful bless to finish this final project in order to acquire the Bachelor Degree from School of Business and Management.
During the completion of this final project, writer had much assistance and support from many people, at this special chance writer would give many thanks to:
1. My beloved father and mother for giving the idea to this final project, also for giving such attention to the completion of this final project. 2. My final project supervisor, Dr. Ir. Dermawan Wibisono, M.Eng whom
with his patience and his time for giving such an advice and support to complete this final project.
3. Mr.Wahyu Nugroho as a Corporate Secretary of PT.LAPI-ITB and Mr. Indra Surya Dinata Sinulingga whom with their support in providing the material and data for completion of this final project.
4. Friends of 2004 SBM-ITB, especially “Gamang”, Panji, Benny, Bagas, Harry, Lendra and Mottie for a friendship rope that never end. Especially thanks to Intan, Wildan, Rifki and Indri for a shoulder to cry on. Friends of Mr. Dermawan guidance, Bayu, Azizah and Tanto for struggle until the end.
Writer considers that this final project is still far away from perfection. Thus, writer expects any critics and suggestions from all readers in order to give the perfection of this final project. Hope that this final project could be useful for all readers.
iv
At the end, writer hope that the kindness of many party mentioned above will always have much retribution of honor from Allah SWT.
Wassalamu’alaikum wr, wb.
Bandung, August 2007
v
LIST OF CONTENT
ABSTRACT... i
FOREWORD ... iii
LIST OF CONTENTS ... v
LIST OF IMAGES... vii
LIST OF TABLES ... viii
LIST OF APPENDIXES...ix
CHAPTER 1 INTRODUCTION ... 1
1.1 Background ... 1
1.2 The Problem Formulation ... 2
1.3 The Problem Boundaries/Limitations ... 2
1.4 The Research Objectives... 3
CHAPTER 2 THEORETICAL FOUNDATION... 5
2.1 Definitions of Strategy ... 5
2.2 Strategic Management... 7
2.2.1 Environmental Analysis... 7
2.2.1.1 External Environmental Analysis ...8
2.2.1.2 Internal Environmental Analysis ... 12
2.2.1.3 The Value Chain Concept ... 13
2.2.2 SWOT Analysis ... 13
2.2.3 Strategy Formulation... 13
2.2.4 The Type of Strategic Plan... 14
2.2.5 SFAS Matrix ... 15
2.2.6 TOWS Matrix ... 15
2.2.7 Strategy Map ... 16
2.3 The Explanation of IPMS Concept ... 16
CHAPTER 3 METHODOLOGY ... 17
3.1 Data Collection ... 19
3.2 Data Analysis ... 20
3.3 Creating Strategy... 22
CHAPTER 4 DATA ANALYSIS... 25
vi
4.1.1 Brief of PT LAPI-ITB... 25
4.1.2 Company’s Vision and Mission... 26
4.1.3 Current Strategy Process... 27
4.1.4 Business Field ... 27
4.2 Environmental Scanning ... 29
4.2.1 External Environmental Analysis ... 29
4.2.1.1 Societal Analysis... 29
4.2.1.2 Industrial Environmental Analysis... 33
4.2.2 Internal Environmental Analyis ... 43
4.2.3 SWOT Analysis ... 50
4.2.4 Internal Factor Environment Matrix and External Factor Environment Matrix ... 58
4.3 Creating Strategy... 61
4.3.1 Grand Strategy Formulation... 61
4.3.2 TOWS Matrix Analysis and Functional Strategy ... 63
4.3.3 The Making of Strategy Map ... 67
4.3.3.1 Organization Output... 68 4.3.3.2 Internal Process ... 70 4.3.3.3 Resource Capability ... 74 CHAPTER 5 CONCLUSIONS ... 79 5.1 Conclusion ... 79 5.2 Recommendation ... 79 BIBLIOGRAPHY... 83
vii
LIST OF FIGURES
Figure 2.1 Strategic Management Model...7
Figure 2.2 Five Forces Porter...9
Figure 2.3 SWOT Matrix ...14
Figure 2.4 TOWS Matrix ...15
Figure 2.5 IPMS Concept...17
Figure 3.1 Methodology Diagram...23
Figure 4.1 Current Strategy Process ...27
Figure 4.2 Project Classification Based on Revenue Contribution...29
Figure 4.3 Commercial Unit Structure...40
Figure 4.4 Five Forces Diagram ...42
Figure 4.5 Growth of PT. LAPI-ITB (2004-2011) ...43
Figure 4.6 Financial Scheme of PT. LAPI-ITB (2004-2011) ...45
Figure 4.7 Organization Structure...46
Figure 4.8 Interaction Map between PT. LAPI-ITB with ITB-expert...49
Figure 4.9 The Ideal Interaction Map between PT. LAPI-ITB with ITB Expert ...49
Figure 4.10 The Relationship between Internal and External factor ....50
Figure 4.11 Grand Strategy of PT. LAPI-ITB ...62
Figure 4.12 Functional Strategy of PT. LAPI-ITB ...67
viii
LIST OF TABLES
Table 4.1 Scoring Table ...52
Table 4.2 Result of Scoring Internal Factor...53
Table 4.3 Result of Scoring External Factor...56
Table 4.4 IFE Matrix (Strength) ...59
Table 4.5 IFE Matrix (Weakness)...59
Table 4.6 EFE Matrix (Opportunity) ...60
Table 4.7 EFE Matrix (Threats)...61
Table 4.8 TOWS Matrix (Strength and Weakness) ...64
Table 4.9 Strategy (S-T, W-T) ...65
ix
LIST OF APPENDIX
APPENDIX A Resume Hasil Wawancara Direktur Operasional...x
APPENDIX B Resume Hasil Wawancara Corporate Secretary...xiv
APPENDIX C Poin-Poin Interview...xvii
