Strategi pemasaran air minum dalam kemasan Perum Jasa Tirta II

Harimurti, Bambang Samudra (2020) Strategi pemasaran air minum dalam kemasan Perum Jasa Tirta II. Masters thesis, IPB University.

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Abstract

Bottled Water (AMDK) Industry has been growing in recent years as the population rise. A number of factors such as middle-income population growth, compromised water sanitation, decreasing water quality due to pollution and environmental damage, as well as practicality reasons have contributed to the 12,5% increase in AMDK consumption from 2019 until 2014. Indonesian Bottled Water Company Association (Aspadin) recorded that AMDK sales volume surged from about 12,8 million litre in 2009 to 23,1 million litre in 2014. Until the first quarter of 2015, the sales volume of AMDK has reached 5,8 million litre. Perum Jasa Tirta II (PJT II), as a State-owned Company taking the form of Public Corporation, attempts to gain a market share in the bottled water industry by catering to consumers in West Java area. In 2013, the corporation founded a business unit in Purwakarta, Jawa Barat, whose objective is to produce and market AMDK with “Jatiluhur” as its brand and “Demineral Water” as its product specialization. Based on current issues faced by the company, this study aims to identify the market structure of AMDK industry in Indonesia, analyze the distribution efficiency of AMDK PJT II, analyze the marketing strategy and market competitiveness of the “Jatiluhur” brand, and formulate alternative marketing strategy to contend with the competition in bottled water industry. The results showed that the factors that caused the company's performance to decline were caused by low market share and sales (not on target) and high distribution costs. The company's internal and external environmental conditions are in quadrant V (maintain and maintain) with an IFE score of 2.41 and an EFE score of 2.96. The results of the BCG analysis see that PJT II AMDK is in Question Mark condition with a high growth rate but the market share is still low. Alternative strategies produced by the QSPM matrix produce 6 major strategies viz. (1) increasing sales through BUMN synergy (2) establishing a subsidiary as a leader in the consolidation of AMDK businesses owned by SOEs (3) developing distribution with distributor networks (4) optimizing and synchronizing operational, marketing and logistics activities (5) increasing quantity and HR and ICT competencies in supporting the AMDK business (6) conducting sustainable marketing activities to create brand awareness and improve the AMDK market image, especially marketing on a national scale. The managerial implication of this research is strategic activity plans are formulated into a strategic plan for the next five years (2020-2023).

Item Type: Thesis (Masters)
Uncontrolled Keywords: strategi pemasaran, Matriks IE, Matriks EFE, Matriks QSPM. marketing strategy, IE Matrix, EFE Matrix, QSPM Matrix.
Subjects: Manajemen Pemasaran
Depositing User: SB-IPB Library
Date Deposited: 13 Jun 2022 02:21
Last Modified: 13 Jun 2022 02:21
URI: http://repository.sb.ipb.ac.id/id/eprint/3852

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