Abstract
PT XYZ is a company engaged in the retail business of Pertamina's products. PT XYZ needs to have the right alternative strategy to respond the slowdown in fuel sales growth and the growth of foreign gas stations in DKI Jakarta & Banten fuel retail industry. This research aims to analyze internal and external factors that affect the business of PT XYZ and develop appropriate business strategies for PT XYZ. Some of the analytical tools used in this research are VRIO analysis, Porter's Five Forces, PESTEL, Internal-External matrix, and SWOT analysis. The method of collecting data is carried out through observation, interviews, questionnaires, and literature studies. Interviewees in this study consisted of internal parties that government policies in PT XYZ and external parties, namely the BPH Migas committee. Based on the results of the identification of the internal and external environment, there are several internal factors consisting of 7 strengths and 5 weaknesses of the company, as well as strategic external factors consisting of 4 opportunities and 4 threats that affect the business of PT XYZ. PT XYZ is in quadrant V in the IE matrix, so that there are 9 alternative strategies that can be applied to PT XYZ's business, consisting of 6 product development strategies and 3 market penetration strategies. Keywords: alternative strategy, PESTEL, Porter’s Five Forces, SWOT, VRIO
Highlights
a company engaged in the retail business of Pertamina's products
have the right alternative strategy to respond the slowdown in fuel sales growth
external factors that affect the business of PT XYZ
Summary
Penelitian ini dilaksanakan di PT XYZ yang berlokasi di Jakarta pusat dan dilakukan pada Bulan Februari – Juni 2020. Data primer diperoleh dari hasil observasi, kuesioner, dan wawancara mendalam dengan narasumber internal yang terdiri dari VP of Fuel retail, Sales Area Manager II, Ast. Manager Sales Support, Business Unit Head PT XYZ dan narasumber eksternal yaitu komite BPH Migas. Hasil wawancara mendalam dengan narasumber tersebut berupa data kualitatif yaitu identifikasi faktor internal dan eksternal perusahaan. Selanjutnya, dipilih isu-isu strategis dari berbagai faktor internal dan eksternal. Isuisu strategis yang telah dipilih kemudian dianalisis secara kuantitatif dengan pemberian bobot dan peringkat pada masing-masing faktor menggunakan Evaluasi Faktor Internal (Matriks IFE) dan Evaluasi Faktor Eksternal (Matriks EFE). Pemberian bobot dan peringkat dilakukan dengan memberikan kuesioner kepada narasumber internal PT XYZ. Matriks SWOT digunakan untuk membuat beberapa strategi alternatif yang berasal dari kombinasi analisis internal dan eksternal yang telah diperoleh, seperti dilakukan oleh Wicaksono (2020). Kerangka pemikiran penelitian dapat dilihat pada Gambar 3
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