Grand Strategy Research Articles

Manajemen Pengelolaan dan Pengembangan Usaha pada UMKM di Kabupaten Bogor (Studi Kasus pada Usaha Makanan Fast Food)

The purpose of this research is to describe the management and business development of MSMEs in Bogor Regency, to analyze the internal and external environment, and to plan business development in the fast food business. Data collection method used in this research is interview. The data analysis method used is descriptive qualitative analysis. Based on the results of data analysis, the authors found that the management and development of business, especially fast food in the internal environment around the place of business has been going well in terms of human resources, financial aspects, and production and operational aspects. Meanwhile, the analysis of the external environment shows that the fast food business has a weak competitive position because it does not have product differentiation. The strategy used by the company is a market development strategy which is obtained from the results of the SWOT analysis and the grand strategy matrix.

제주형 신남방정책의 발전 방향 모색

The main purpose of this study is to examine the limits and possibilities of Jeju-ASEAN+α policy and to search for an effective way for its development as a city diplomacy. Jeju-ASEAN+α policy is of paramount importance because it is an attempt to promote ‘diplomatic decentralization’ and diplomatic autonomy of a local government. Nevertheless, it is narrowly focused on economic issues, and therefore the core value of the policy could not be clearly defined. Deficiencies in the participation of civil society and the integrated governance structure of policy implementation are also significant problems. This study proposes three alternatives regarding core values of the policy, citizens’ participation in the policy processes, and governance structure of the policy. First, in terms of core values, Jeju-ASEAN+α policy should follow peace, ecology, and inclusion, which are the common elements of successful city diplomacies. Second, to enhance legitimacy and sustainability of the policy, citizen’s demands should be embraced and their participation in the policy process should be encouraged. Last, but not least, to reinforce effectiveness and sustainability of the policy, it is necessary to systematize the structure of governance that integrates multiple actors ranging from local government to NGOs and each citizens. In addition, legal and institutional support is also essential in this light. Jeju-ASEAN+α policy is not just a single policy, but it is a critical opportunity to establish the grand strategy of Jeju island’s city diplomacy. Its development and outcome would be the cornerstone of Jeju’s international renown as an innovative leader in the field of city diplomacy.

Grand strategy or grant strategy? Philanthropic foundations, strategic studies and the American academy

ABSTRACT The relationship between Strategic Studies and the American academy has always been a tenuous one. Tolerated when fully funded, the field quickly lost its place on campus when it failed to attract grant money. Only with the support of philanthropic foundations did it manage to gain a foothold in American universities. What emerges from our investigation is how the field has feasted during times when foundation money was available and suffered periods of famine when these funds were withdrawn. In addition, we show that during and immediately after the Cold War, the political interests of philanthropic foundations were broadly balanced. By contrast, over the last two decades, the field has been increasingly linked to financial support provided by politically right-leaning foundations. This is happening while funding from more centrist and left-leaning foundations has become much less prominent. When looking ahead at the field’s future health, we cannot but help be concerned about the implications of this development.

The political economy of vaccine distribution and China's Belt and Road Initiative

AbstractTo what extent do national strategic interests influence countries’ distribution of health assistance during a global health crisis? We examine China's global COVID-19 vaccine allocation, focusing on the relationship between its vaccine prioritization and its geopolitical expansion through the Belt and Road Initiative (BRI). We claim China uses its vaccine diplomacy as a comprehensive tool to promote its grand strategy and expand its global leadership and influence. Employing a newly available dataset on Chinese COVID-19 vaccine deliveries for a cross-section of 108 BRI member countries, our study shows that countries with foreign direct investment flows into BRI projects have received more vaccines from China. Our findings confirm that donor strategic concerns affect bilateral foreign assistance. Our results remain robust to several robustness checks, including endogeneity concerns.

The Non-interference Principle and the BRI Grand Strategy in the GCC

There are already signs that the PRC is backing out of the non-interference policy. Perhaps this is the right time to ask if China’s policy of non-interference in other countries internal affairs is ending, especially in light of the BRI grand strategy. The study examines whether China’s policy of non-interference is sustainable in the age of the BRI. Will the PRC be able to maintain its non-interference and neutrality policy, especially if its commercial interests, investments, and citizens living in the GCC countries are threatened? China must moderate its non-interference policy and increasingly intervene to secure overseas economic interests by framing its engagement in a way that eases the perceived breadth and depth of its interference.

Train Control and Schedule Integrated Optimization With Reversible Substations

The Carbon Neutralization is a grand strategy to deal with global climate change. As a major energy consumer, urban rail transit (URT) system should contribute corresponding solutions. This paper proposes an energy-efficient train control and schedule integrated optimization method under DC traction power supply system (TPSS) with reversible substation (RSS). The dynamic coupling mechanism between the train movement process and the RSS working mode is analyzed and modeled. Aiming to minimize the total RSS energy consumption for the train traveling over multi-interstation with a given total trip time, the train trajectory and schedule optimization problem is integrated in the same level, and is formulated as a multi-phase optimal control problem (MOCP) to be solved by a pseudo-spectral method (PSM). As a supplement, a customized dynamic programming (DP) method for the problem is introduced to verify the validity of the proposed solution framework. Simulation results under the models of the RSS energy together with conventional rectifier substation energy and vehicle mechanical energy are presented and compared, indicating that the proposed methodology has great energy saving performance for the new-type DC railway system.

BADATANCY TOYS COMPETITION STRATEGY USES AN INTERNAL-EXTERNAL MATRIX, CPM, SWOT, SPACE, AND GRAND STRATEGY

This study aims to identify the internal and external environment of Badatancy Toys and determine a good business strategy for Badatancy Toys in order to compete in the market. The research method used in this study is a qualitative descriptive method. Power collection techniques using interviews and observation both directly and indirectly. The data obtained were analyzed using the IFE, EFE, CPM, TOWS, SPACE, and Grand Strategy matrices. From the research results, it is known that the results of the IFE Matrix are 2.74 and the EFE Matrix is ​​2.56. The final results of the analysis of the CPM Matrix, TOWS, SPACE Grand Strategy show that alternatives that can be applied to the Badatancy Toys business are increasing product promotion, maintaining customer service, expanding market share, developing products, and penetrating the market.

ANALISIS SWOT DALAM MENINGKATKAN DAYA SAING PRODUK (CV. JENANG MUBAROK KUDUS)

Competitiveness is the ability to show better, faster or more meaningful results. The capabilities in question are the ability to strengthen its market share, the ability to connect with the environment, the ability to continuously improve performance, the ability to establish a profitable position. according to company conditions.The theory used is competitiveness and SWOT analysis, competitiveness according to Kotler and Armstrong (2008), defines competitive advantage as an advantage over competitors that is achieved by offering greater value to consumers, either through lower prices or by providing more benefits. According to David (2010), SWOT analysis defines the analytical tools used to compile strategic factors based on the strengths, weaknesses, opportunities and threats owned by the company.The type of research used in this research is descriptive qualitative. The population and samples were selected using a purposive sampling technique. The samples used in this study were people who were considered to know about CV's business conditions. Jenang Mubarok, totaling 7 people. The research method used is documentation, interviews, and questionnaires. The data analysis technique used is SWOT analysis which includes qualitative SWOT analysis, IFE matrix, EFE matrix and grand strategy matrix.The results of the analysis show that the business position based on the qualitative SWOT analysis is in the business position with the ST strategy, which is a combination of strategy with strength in dealing with threats. The results of the calculation of the Grand Strategy Matrix are strengths and weaknesses (S-W: = 1.86-1.83 = 0.03) so that it has a positive difference of 0.03, while for opportunities and threats (O-T: = 1.69-1.75 = -0.06) so it has a negative difference ofBased on the results of the analysis of the Grand Strategy Matrix, it shows that the business is in quadrant II, the appropriate strategy is concentric diversification and the ST strategy, namely to maintain strength in the face of threats, maintain quality products in the future so that consumers believe in jenang nubarok, add new products to win product competition, looking for cheaper raw materials to make jenang able to sell cheap prices, creating a copyright for the packaging of mubarok jenang products so that not many competitors imitate the product packaging

Line of advantage: Japan's grand strategy in the era of Abe Shinzo

Line of advantage: Japan's grand strategy in the era of Abe Shinzo

President Obama and China: cyber diplomacy and strategy for a new era

ABSTRACT President Obama was a cyber president. He understood the importance of cybersecurity and its implications for national security. Cyber issues were a major focus of Sino-US relations during his time in office. There was, however, a notable shift in the approach that the US took in its engagement in cyber diplomacy with China between Obama’s first (2009–2012) and second terms (2013–2016). It is important to understand why this shift occurred. Examining Sino-US cyber diplomacy in isolation will not provide the answers. There is a need to understand the broader context of Sino-US relations and what was occurring in more traditional diplomacy to get a more complete picture of the situation, particularly the impact of the pivot that occurred in late 2011. Despite the complexities of modern international relations and the difficulties of integrating cyber strategy and policy with broader Grand Strategy, it is important to examine how this was done. Analysing the example of Sino-US relations during Obama’s time in office demonstrates some important lessons for how cyber diplomacy cannot be isolated from the broader diplomatic context of a relationship, but needs to be analysed in the context of its integration into broader Grand Strategy.

Commitment to the Continent: The Foreign Office, the War Office, and the British Field Force, 1934-1938

ABSTRACT Despatching ground forces – the Field Force – to the continent constituted a cardinal element of British grand strategy from early 1934 to early 1938. In winter 1933-1934, through the Defence Requirements Sub-Committee [DRC], senior Foreign Office and Treasury officials, working with the Chiefs of Staff, advised the Cabinet to begin moderate rearmament – ultimately £52 million – with a deadline of 1939. Central to DRC recommendations was the Field Force to underwrite British maintaining the European balance of power through military support for France and the Low Countries to deter possible German aggression. When reporting in February 1934, the DRC identified two adversary Powers requiring improved British defences: Germany, the ‘ultimate potential enemy’, and Japan, of lesser importance. The War Office immediately began creating the Force, built around four divisions. In 1935, given the Abyssinian crisis, Italy joined the list of potential adversaries, and the Cabinet approved almost £400 million DRC-recommended additional defence spending, again, by 1939. The government guided by the Foreign Office monitored the balance; and War Office planning now centred on a 16-division Field Force. However, in May 1937, Neville Chamberlain rose to the premiership and initiated a defence review requiring more spending – £1.625 billion in two tranches: 1939 and 1941 – but eliminating the Field Force. Eschewing the balance, Britain would rely on powerful air and naval forces to maintain national and imperial security. However, after Germany’s conquest of Czechoslovakia in March 1939 and a darkened continental milieu, the Field Force was reborn to underpin British strategy.

Can Smaller Powers Have Grand Strategies? The Case of Rwanda

The conventional wisdom is that grand strategy has always been a great power phenomenon, and previous scholars have predominantly focused on countries with great military and economic capabilities. In this article, we propose that smaller states can have a grand strategy, considering how the country deploys national resources in response to external challenges and opportunities, and how this is largely impacted by the country’s historical memory. We explore how Rwanda defines grand strategy as a country, followed by an examination of the country’s major external challenges and possibilities, and then a discussion of the national pathologies that drive Rwanda’s grand strategy and decision-making process. Finally, we analyze the critical instruments Rwanda employs in its grand strategy and how the African nation dealt with the COVID-19 pandemic.

Did Vladimir Putin Have a "Grand Strategy" in Foreign Affairs Before the March, 2022 Invasion of Ukraine?

Did Vladimir Putin Have a "Grand Strategy" in Foreign Affairs Before the March, 2022 Invasion of Ukraine?

Shanghai Cooperation Organisation (SCO) and Grand Strategy of PRC: Some Observations

Being the most populous country and the second biggest economy in the world, the PRC (Peoples Republic of China) is one of the most consequential State Actors in the contemporary international order/system by any yardstick. Like other great powers she follows a strategic vision or grand strategy to accomplish her aims. Meanwhile, importance of SCO (Shanghai Cooperation Organisation) can be gauged from the fact that this relatively new international body, set up in 2001, accounts for 60% of the land mass and 45% proven energy reserves in the world. In this essay I would like to analyse how SCO fits into the Beijing's foreign policy framework and Grand Strategy and whether the different aims and goals of the SCO are aligned with PRC’s interests and objectives.

Принципы американского подхода к КНР: политическая конфронтация

This article reviews the key doctrinal document that has shaped the U.S. policy towards the PRC – the United States Strategic Approach to the People’s Republic of China. The author explores the political principles of the approach, which reflect the fundamental perception of both China itself and its strategy by the American establishment. The article examines the principles defining the American understanding of the PRC’s place in the Indo-Pacific region, the goals of the Chinese Communist Party (CPC), the U.S. attitudes to the Chinese domestic governance model and narratives. It offers a scientific rationale for the principles under analysis, and demonstrates how the American approach to China was transformed by following them. It is stated that these principles stem out of the shift from the strategy of engagement pursued in the 1990s and 2000s to the competitive approach. The new approach, it is noted, reflects Washington’s response to Beijing’s policy of recent decades and is presented as a counterstrategy to China’s thirty-year-old grand strategy. The author identifies the range of experts whose ideas and proposals have created the basis for the principles reviewed. It is indicated that the provisions of the strategy approved by President D. Trump were bipartisan, and were taken by the Biden administration as a basis for the formation of its policy towards China. The article concludes that the redefinition of the American political principles has caused a revision of the entire set of relations with China and directly affected the U.S. policy in other areas of their interaction with the PRC: ideology, security, trade and economic relations.

Course Correction: Abolition, Grand Strategy, and the Case Against Golf

Course Correction: Abolition, Grand Strategy, and the Case Against Golf

Russian Grand Strategy: Why It Stalls in Relations with India

Russian Grand Strategy: Why It Stalls in Relations with India

The Grand Strategy of President Ilham Aliyev as the Foreign Policy Foundation of Azerbaijan’s Victory in the Second Karabakh War

The growing geopolitical dynamics in the South Caucasus and the Caspian Black Sea basin region and the role of Azerbaijan as an undisputed regional leader in this space appear to be an urgent trend in international relations. Azerbaijan is not a member of either NATO or the CSTO, fighting for leadership in this region. But at the same time, Azerbaijan is successfully developing bilateral and multilateral relations with the participating states of these military-political alliances. Armenia, as a member of the CSTO, and Georgia, which has officially included the goal of joining NATO in the Basic Laws of their country, to a certain extent, can produce a degree of inter-bloc competition to solve their own problems. Azerbaijan can objectively reduce the risks of geopolitical tension in the region by promoting a peaceful cooperation agenda through inter-block communication. Under the leadership of the President of Azerbaijan, Supreme Commander-in-Chief Ilham Aliyev, Azerbaijan was the first in the post-Soviet space to resolve an interstate conflict within the framework of international law. Systemic and structural-functional methods are used in the geopolitical, geostrategic and geo-economic analysis of the role of Azerbaijan in the studied region, the development and implementation of the Grand Strategy of President Ilham Aliyev and the main directions of national geoengineering at the present stage of development of Azerbaijan. The comparative method is used to analyse the main trends in international relations based on the study of international, international legal, and foreign documents and materials.

Turkey and Russia in Central Asia after 2003: The Shift from a Strategy of Competition and Conflict to a Strategy of Cooperation and Partnership

After the end of the Cold War and the dissolution of the Soviet Union, the emergence of newly independent states in the Caucasus and Central Asia, forced Turkey and Russia to restructure the their regional and international security policies. Since the Erdogan took power in 2002 and Putin took power in 2000, Turkey and Russia have been interacting with this transitional geography, with a complex set of economic, political, and cultural relations, each trying to take a proactive stance in the regional political approach to solving the problems between them. This study discusses the principles of Turkey's grand strategy in the Central Asian region from a descriptive and normative point of view and then proceeds to define and compare it with Russia's main strategies in the same region. While there are some clear conflicts between Turkey and the Russians in Central Asia and beyond, there are no military conflicts between the two powers. In addition, we will discuss through the study the need for both Turkey and Russia to develop a new, practical, and realistic plan regarding the Central Asian region, in order to combine their normative viewpoint with the reality of the region. The study asserts that in order to strengthen cultural, economic, and political relations with the region, the necessary structural and institutional conditions must first be created.

Analysis of Business Position to Determine The Marketing Strategy at The Kunja Villas and Spa Seminyak Bali

In every company or industry it is important to formulate a business strategy by analyzing the external and internal environment. Research on positions at The Kunja Villas and Spa Bali aims to find out what strategies are suitable to be implemented at The Kunja Villas and Spa. Through this research it is hoped that it can provide input for management to further optimize existing marketing strategies and be more aggressive in promoting new products to obtain optimal results in accordance with the goals and targets of The Kunja Villas and Spa. Based on the application of this research methodology, the results of interviews, questionnaires, documentation and quantitative data obtained from primary and secondary sources were analyzed descriptively with improvements through SWOT analysis and the Grand Strategy Matrix as instruments for conducting strategy analysis. The results of the analysis on internal and external strategic factors at The Kunja Villa and Spa, the position of the internal environment is in an average position with a value of 2.75 and the position of the external environment is in a high position with a value of 3.12. The meeting between the EFAS and IFAS total scores is in the second cell position (II), namely growth (concentration with horizontal integrity). In cell II it is categorized in a growth strategy where the strategy that can be carried out is by increasing access to a wider market by utilizing technology, developing new products, and improving the services offered. Keywords : Internal Factors, External Factors, SWOT Analysis, Marketing Strategy