Analysis of Business Strategies in Dealing with Various Threats and In-Creasing Income at The Indonesian Classification Bureau of Tanjung Priok Main Branch
DOI:
https://doi.org/10.37385/ijedr.v4i3.3846Keywords:
PT. BKI, Business Strategy, Evaluation of Internal Factors, Evaluation of External Factors, SWOT AnalysisAbstract
PT. BKI does not only rely on classification services but also originates from its commercial business which covers a wide variety of sectors and can grow rapidly. The phenomenon that occurs where the commercial segment is still under the classification segment even though it has many service groups is the result because PT. BKI has so far only focused on the classification service business, where the non-classification (com-mercial) service business has not been touched on in depth in its strategic plan. This research is a quantita-tive descriptive study using a qualitative approach, namely a study that describes the condition of the object under study in the form of direct observation, conducting Focus Group Discussions (FGD) and surveys us-ing questionnaires. The data analysis method used in this study is an analysis using the IFE matrix, EFE matrix and SWOT matrix to find out the next alternative strategy. This position is achieved due to the pres-ence of great non-classification power. The following is a business strategy formed from internal and exter-nal factors: 1) Development of Human Resources through research and development activities; 2) Always make Cooperation MoUs with external partners in several cities; 3) Optimizing uniqueness in order to be able to compete with foreign companies; 4) Improving Marketing using new technological approaches; 5) Business expansion through Company Holding; 6) Synergy with subsidiaries and other SOEs in carrying out business strategies; 7) At a minimum apply the use of the same technology and management system as out-side companies.
References
Anagnostopoulou, D. (2023). The Role of the Court of Justice of the European Union on the Interpretation of Platform Operators and Business Users’ Contracts. In Quo vadis Commercial Contract? Reflections on Sustainability, Ethics and Technology in the Emerging Law and Practice of Global Commerce (pp. 33-82). Cham: Springer International Publishing.
Akkaya, B., & Mert, G. (2022). Organizational Agility, Competitive Capabilities, and the Performance of Health Care Organizations During the Covid-19 Pandemic. Central European Management Journal, 30(2), 2-25.
Chang, H. H., & Huang, W. C. (2006). Application of a quantification SWOT analytical method. Mathematical and Computer Modelling, 43(1-2), 158–169.
Cravens, W. D. (1998). Pemasaran Strategis Jilid 2. Jakarta: PT. Gelora Aksara.
Dekoulou, P., & Trivellas, P. (2017). Organizational Structure, Innovation Performance and Customer Relationship Value in The Greek Advertising and Media Industry. Journal of Business & Industrial Marketing, 32, 385-397. doi: 10.1108/JBIM-07-2015-0135.
Hyväri, I. (2016). Roles of Top Management and Organizational Project Management in The Effective Company Strategy Implementation. Procedia - Social and Behavioral Sciences, 226, 108–115.
Habib, A., & Hasan, M. M. (2017). Business Strategy, Overvalued Equities, and Stock Price Crash Risk. Research in International Business and Finance, 39, 389–405. https://doi.org/10.1016/j.ribaf.2016.09.011
Masoud, E. Y. (2013). The Impact of Functional Competencies on Firm Performance Of Pharmaceutical Industry In Jordan. International Journal of Marketing Studies, 5(3), 56.
Mahdi, O. R., & Nassar, I. A. (2021). The business model of sustainable competitive advantage through strategic leadership capabilities and knowledge management processes to overcome covid-19 pandemic. Sustainability, 13(17), 9891.
Mrozowska, A. (2020). Catalog of non-military risks occurring in marine areas, with special consideration for threats generated by natural conditions. Maritime Security Yearbook, 14, 31-57.
March, J. G. (2011). Exploration and Exploitation in Organizational Learning. Organization Science, 2 (1), 71–87. doi: 10.1287/orsc.2.1.71.
Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman, H. J. (1978). Organizational Strategy, Structure, and Process. The Academy of Management Review, 3(3), 546–562. doi: https://doi.org/10.2307/257544.
Porter, M. E. (2018). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press.
Priyono, A., Moin, A., & Putri, V. N. A. O. (2020). Identifying digital transformation paths in the business model of SMEs during the COVID-19 pandemic. Journal of Open Innovation: Technology, Market, and Complexity, 6(4), 104.
Treacy, M., & Wiersema, F. (1995). The Discipline of Market Leaders. Addison-Wesley.
Van der Kolk, B., & Schokker, T. (2016). Strategy Implementation Through Hierarchical Couplings in a Management Control Package: An Explorative Case Study. Journal of Management Control, 27(2-3), 129–154.
