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Unraveling PT Cita Mineral Investindo: Growth Potential through Organic & Inorganic Strategies under Bauxite Export Ban

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Downstreaming has bring significant impact for Indonesia’s economy, with higher price on goods that were processed to gain a higher value, from IDR 17 trillion (USD 1,1 billion) at the end of 2014 to IDR 326 trillion (USD 20,9 billion) in 2021, Indonesia was able to boost the value of its nickel exports by up to 19 times. However, concerns arise as there may be a lack of clarity and confidence among investors on investment potential in Indonesia’s bauxite mining business, potentially leading to the failure on increasing added value due to the inadequate numbers of bauxite smelters to support the downstreaming process.

Bauxite export ban as part of Indonesia’s effort to downstream more minerals could lead PT Cita Mineral Investindo’s growth to plateau due to their main business is in bauxite mining with products of Metallurgical Grade Bauxite. It may affect its revenue stream negatively, and limit their potential to grow even further. Bauxite industry currently aligned with Indonesia’s plan to be a big player in EV production in the future, which could contribute to the production of aluminium material and key component to EV batteries. The study will examine the valuation of PT Cita Mineral Investindo with the scenarios of organic growth and inorganic growth in an effort to market and increase their domestic sales in order to quantify the opportunities that PT Cita Mineral Investindo may have in complying with the new regulations. The study will involve Financial Ratio Analysis to assess its business condition and DCF valuation will assess the enterprise value for both growth strategy. Sensitivity analysis is performed to identify the most factor influencing the enterprise value of the company.

The enterprise value of PT Cita Mineral Investindo in the organic growth scenario is valued at IDR 9.505.697.469.283 and in the inorganic growth scenario is valued at IDR 12.018.885.689.175. Tornado chart sensitivity analysis shows that the most influencing factors are WACC and terminal growth rate. PT Cita Mineral Investindo is valued higher when it uses an inorganic growth scenario. To achieve this, PT Cita Mineral Investindo must utilize inorganic growth through a set of joint-venture and strategic partnerships.

 

Digital Strategy to Improve Client Acquisition in Mobile Advertising Company: Case Study of Tyrads Pte Ltd

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This qualitative research study examines Tyrads, a mobile growth agency, and proposes a digital strategy to help the company gain a competitive advantage as a user acquisition solution. Through in-depth interviews with key stakeholders and analysis of Tyrads’ operations, the research provides insights and recommendations for Tyrads and other stakeholders in the mobile growth agency industry.

In today’s digital landscape, mobile devices have become indispensable, enabling individuals to engage in various economic and societal activities. However, the increasing reliance on mobile devices has created a greater demand for effective user acquisition solutions. Tyrads, under the leadership of Zino Rost Van Tonningen, aims to address this demand as a mobile growth agency. Nonetheless, Tyrads faces the challenge of attracting clients and differentiating itself from established ad agencies and emerging ad tech companies.

To overcome these challenges and gain a competitive edge, this research proposes a comprehensive digital strategy for Tyrads. The analysis yields key strategies recommended for implementation:

Firstly, Tyrads should leverage digitized solutions and an operational backbone to streamline processes and enhance efficiency. Tyrads can optimize its operations and effectively manage client campaigns by embracing technology and digital tools.

Secondly, forming strategic partnerships with non-gaming platforms is crucial for Tyrads’ expansion. These partnerships would grant access to diverse inventories and allow Tyrads to broaden its service offerings to finance, e-commerce, and travel clients.

Addressing regulatory challenges, such as sandbox regulations and diminishing cookie tracking, is essential. Tyrads needs to manage first-party data and diversify its marketing strategies to adapt to changing regulations and ensure compliance.

Furthermore, Tyrads should utilize its own-operated inventory, Tyr Rewards, and first-party data to develop targeted advertising products and solutions for non-gaming industries. This approach enables Tyrads to deliver personalized and effective campaigns to its clients.

To enhance brand presence and attract new clients, Tyrads should invest in marketing outreach, events, and sponsorships. Proactive engagement with potential clients and establishing a strong brand presence will expand Tyrads’ reach in untapped markets.

Additionally, continuous investment in AI and technology advancements is paramount. By staying at the forefront of technological innovation, Tyrads can maintain a competitive edge and adapt to evolving industry trends.

Based on the analysis, the research proposes these strategies to Tyrads as recommendations. The insights and recommendations provided are intended to guide Tyrads in optimizing its digital strategies and provide valuable input to other stakeholders in the mobile growth agency industry.

This research contributes to the knowledge base of mobile growth agencies by proposing actionable insights for Tyrads and other stakeholders seeking to gain a competitive advantage as user acquisition solutions. By tailoring the strategies to Tyrads’ specific context, the recommendations aim to assist the company in refining its digital approach, adapting to market dynamics, and thriving in the ever-evolving landscape of user acquisition solutions.

This research also sets the groundwork for future research, opening avenues to explore digital strategies in the mobile marketing industry.

Identifying Environmental, Social, and Governance (ESG) Implementation towards Growth and Sustainability: A Case Study at Assisted Micro, Small, and Medium Enterprise (MSME) by Bank Indonesia

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As one of the financial institutions in Indonesia which also has important role in determining the direction of Indonesia Economy, Bank Indonesia currently already assist 1.143 MSMEs within several sectors. Previously known that approximately 59,1% of total assisted MSMEs are dominantly still not adapting the environmentally friendly practice into their business. With the requirement of Environmental, Social, Governance (ESG) implementation within every organization as well as enterprises become necessary since already stated in the provision POJK No. 51/POJK.03/2017. Whereas Environmental is one of the elements on ESG itself. Through the ESG implementation particularly for enterprises, it offers added-value for the business itself. Not only added-value, ESG implementation could also lead to the growth and sustainability which also become important for the enterprises. The research aims to provide portrait/mapping the condition of assisted MSMEs based on ESG elements. Through the literature review, author enrich the rubrication measurement tool of assisted MSMEs with the ESG standard that already used internationally i.e. Sustainable Accounting Standards Board (SASB) and Climate Disclosure Standards Board (CDSB). all of the ESG elements have significant impact on Growth and Sustainability. The result also shown that there is one sub-indicator which comes from Social element regarding pension insurance which has high influence to the assisted MSMEs business but most of the respondent haven’t concerned about it yet. There are other items with high influence to the business but still need to be improved which are leave for employee, health facilities guarantees, diversity and stakeholder support. Other than that, since the dominant of respondent are coming from Processing Industry, the subindicator regarding guarantee for consumer health and safety need to be considered. The result of this research could be the recommendations both for Bank Indonesia and assisted MSMEs which requires special concern for ESG elements if the enterprises want to achieve growing and sustainable business ahead.

The Impact of Open Sky on Airlines Theoretical Study: Case of Tunisia

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At the level of this article to understand the potential economic effects of an “open skies” agreement, in particular on competition, prices and airline profits. We will try in a first part to determine if consumers will benefit from price reductions following the entry into force of an Open Sky agreement, we will also try to see the effects of “open sky” agreements on competition.

 

Aligning PTCI Strategies to Global Corporate Strategies Using Scenario Planning

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Profitability and growth are two important and essential measures to a firm existence and survivability. Profitability is critical to a company’s short-term existence, and growth is crucial to long term survivability. Every business wants to maintain its existence and bring value to its stakeholders. Divestment and merger acquisition are part of the company strategy to achieve business growth that fulfil the company objectives, purpose, vision, and mission. In the case of a multinational company, it normally would have a global corporate strategy. Subsidiary companies will follow the strategic guidelines from its parent company. Thus, subsidiary company needs to align its strategy to the parent global corporate strategy.

Scenario planning used to answer the key focal issue about how to align subsidiary company strategy to its parent company global corporate strategy. One option for a firm to cope with uncertainty is scenario planning. Scenario planning is a unique tool compared to other decision analysis methodology. Scenario planning uses information on key uncertainties and certainties concerning the future to assemble an information rich illustration that provides eloquent descriptions of future worlds.

The data collected in this study comes from literature studies, interviews, questionnaires with internal and external stakeholders. External analysis is using the PESTEL framework and Porter Five Forces model. While internal analysis is using Growth-Share matrix, VRIO framework, and Strategic Diamond model. Information is consolidated to give driving forces that would shape up the future. Two driving forces that give the highest impact and uncertainty, Indonesia economic growth and company Product Innovation, are defined as critical uncertainty and used to construct a 2×2 scenario matrix. The scenario matrix, implication, options, and early warning systems are explored for each scenario to align subsidiary company strategy to its parent global company strategies.

Strategy Development for Survival & Growth of MRO Company during & Post Covid-19 Pandemic (Case Study: GMF Aeroasia)

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Indonesian Aviation Market 2020 was predicted to grow around 7.0% compared to 2019. It gave Indonesian MRO industry an optimism at first, at least in the beginning of the year, before WHO declared COVID-19 pandemic in March 2020. The COVID-19 pandemic has a dire impact on the aviation & MRO industry. As of July 2021, flights still haven’t reached 50% compared to pre-COVID era. Many MRO companies, including GMF AeroAsia, must face an unprecedented situation that caused the market to shrink significantly, and enter the financial distress zone. Several initiatives have been taken by the company. However, with the protracted pandemic conditions and the uncertainty of Indonesian Aviation Market recovery, further strategies are needed to survive and growth. This study aims to analyze the company and develop a strategy based on 2 stages, namely the retrenchment phase and the recovery phase. The retrenchment phase will focus on the survival strategy, while the recovery phase will focus on the growth strategy using scenario planning because the future is still uncertain. From the analysis and interviews, several initiatives and strategies for survival and growth were developed. Several initiatives for survival include headcount cuts, operational efficiency, product elimination, liquidation & divestment, equity for debt swaps, and renegotiate with lenders. While the growth strategy was developed based on 4 scenarios, namely Flying Through Thunderstorm, Flying with Engine Failure, Flying with Broken Wings, and Flying Zig-Zag.

Proposed Business Strategy for PT Futura Land (Real Estate Developer) to Compete and Grow Successfully in the Future

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Growth and Instability in Production and Export of Almond in Afghanistan

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The almond is native to Iran and surrounding countries as well as Asia. In 2017, world production of almonds was 2.2 million tones, with the United States providing 46% of the total. According to FAO Afghanistan is one of the 10 top producers of almonds. The study examined the growth and instability of area, production, export and consumption of almond in Afghanistan from 2000 to 2017. Exponential function fitted to estimate compound annual growth rates (CAGR) in area, production, export and consumption of almond, and Cuddy – Della Valle indices are used in the study. The compound growth rates for area, production and productivity of almonds in Afghanistan were 5.77 %, 7.37 % and 1.52 % respectively. Area under almond crop exhibited medium (19,52) instability, where production and productivity shown high (50.05 and 49.01) instability respectively, during this period. Almond consumption grew by 6.75 per cent and export grew with compound annual growth rate of 6.12 per cent from the year 2000 to 2017.Both export and consumption of almond registered high instability in this period.