Formulasi strategi bisnis pada unit bisnis training di PT PTC

Amertha, Denada Tirta (2021) Formulasi strategi bisnis pada unit bisnis training di PT PTC. Masters thesis, IPB University.

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Competition in the training business in the captive and non-captive markets is getting tighter, there is an overlapping of training organizers within the Pertamina Group, such as the existence of Pertamina's children and grandchildren who make training a side business (non-core business), the existence of a learning center and corporate university inside. the main structure and in the structure of the subsidiaries that carry out oil and gas technical training activities, management training and leadership training for workers in internal groups as well as the strength of newcomers such as the Teacher Room and other external training providers who play in the managerial training and leadership training segments in the Pertamina Group market through self-managed procurement by each of the company's children or grandchildren as well as an impact on the slow growth of PTC's training business. Seeing the overlapping of training organizers in the internal group, PT Pertamina (Persero) as the parent company in 2019 issued a policy through the Decree of the Board of Directors of PT Pertamina (Persero) as an effort to restructure the business scope of the subsidiary and appoint PTC as the lead training provider in the Pertamina market. Group. The appointment has not provided significant leverage on the growth in revenue and gross profit for the PTC training business. This study aims to analyze the influence of the internal and external environment on the PTC training business, formulate alternative sustainable business strategies in an effort to increase the growth of the PTC training business and recommend a road map for the implementation of the PTC training business strategy. The approach used is descriptive in the form of case studies on the PTC business training strategy. The method used in this research is qualitative and quantitative methods. Qualitative descriptive method is carried out through interviews to obtain data, facts and key internal and external key factors and is supported through literature study. The research instrument used a questionnaire. The quantitative descriptive method is carried out by weighting and evaluating the results of filling out the questionnaire. After data collection is carried out, the data is then processed and analyzed using a three-stage analysis of strategy formulation to answer the objectives of this study. The first stage of the PTC business training strategy formulation is to analyze the internal environment using VRIO analysis, analyze external factors using Porter's Five Force analysis, and identify stakeholder expectations using a questionnaire tool. After obtaining five key factors from internal factors such as strengths and weaknesses and five external factors in the form of opportunities and threats, then weighting each factor is carried out using the paired comparison method which is then carried out for ratings to be analyzed using the IFE and EFE Matrix. Based on the results of the analysis of internal factors using the IFE Matrix, it is known that the internal capabilities possessed are quite good or in an average position (medium) in using strengths and minimizing weaknesses with a score of 2.570, while the results of the analysis on external factors using the EFE Matrix show that the PTC business training is in a position strong to respond to opportunities and threats with a score of 3.042. By using VRIO analysis, the resulting 15 (fifteen) core competencies are grouped for the development of future competencies in building intensive strategies and sustainable integrative strategies, so that 4 (four) future competencies of PTC PTC training business are obtained, namely: (1) management optimization training, (2) digitizing training products and services, (3) optimizing the Pertamina group synergy, and (4) digital data analytics. The second stage is the matching stage which is carried out in two stages, namely: the first stage, entering the key factors that have been identified into the IE Matrix to determine the positioning of the PTC training business and the second stage of formulating a training business strategy based on the company's position in the IE Matrix using the SWOT Matrix. The results of the matching on the IE Matrix show that the PTC training business is in a position of growth and development (quadrant II in the IE Matrix) so that the strategies that can be formulated are intensive strategies and integrative strategies. The results of the strategy formulation using the SWOT matrix obtained 10 alternative strategies which are grouped into 9 intensive strategies and 1 integrative strategy. The third stage is the determination of strategic priorities using QSPM which is then poured into the roadmap for implementing PTC's business training strategy. Based on the results of the QSPM, it is obtained a strategic priority arrangement that can be implemented in the roadmap for implementing PTC's business training strategy. Recommendations used to achieve these goals are to take advantage of future competencies and set targets that refer to the RJPP (Company Long Term Plan) and stakeholder aspirations. The following are the roadmap recommendations for implementing a training business strategy that are grouped according to future competencies with a focus: (1) Optimizing training management by increasing production process capabilities through collaboration or partnerships with LSP (Professional Certification Institutions) and edutech startups as well as adjusting business targets relegated to individual performance. (2) Strengthening the lead training provider in the Pertamina Group by optimizing the synergy of the Pertamina Group through the KSO (Joint Operation) training program with training providers in the parent company. Synergy can be used to win competition in the captive market by imposing standard prices on products and training services in internal groups and creating customer loyalty programs, besides that synergy can be used to integrate digital marketing channels that are owned for marketing and sales online in non-market markets. -captive. (3) Development of digital analytical data is needed to monitor changes in customer trends in captive and non-captive terms so that it can be anticipated early. Furthermore, it needs to be supported by procedures and tools to analyze the cost and benefits of the work to be done to ensure that business profits can be maximized as a return to the parent company.

Item Type: Thesis (Masters)
Uncontrolled Keywords: bisnis training, formulasi strategi, pendidikan non-formal, strategi bisnis, QSPM, SWOT business strategy, business training, non-formal education, strategy formulation.
Subjects: Manajemen Strategi
Depositing User: SB-IPB Library
Date Deposited: 25 Mar 2022 08:52
Last Modified: 25 Mar 2022 08:52

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