Articles

Business Strategy for Geonusa in Facing Price Competition in Geospatial Information System Industry

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In an increasingly competitive market, Geonusa, a geospatial service provider in Indonesia, faces challenges from price-sensitive competitors and low barriers to entry. This paper explores strategies to position Geonusa as a thought leader in the industry, enabling the company to differentiate itself and move beyond competing on price. By leveraging its expertise, fostering innovation, and strengthening its marketing and government relations, Geonusa can secure a competitive edge and improve its market presence. The paper discusses how adopting a thought leadership strategy can help Geonusa address current challenges in market visibility and customer retention. However, the strategy focuses primarily on marketing and does not comprehensively address cost optimization and operational efficiency, which are essential for long-term success.

Analysis and Development of Clarity Project Marketing Strategy XYZ Insurance

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XYZ Insurance, a new entrant in the Indonesian insurance sector, aims to differentiate itself through a customer-centric approach with its “Clarity Project.” This initiative seeks to simplify insurance communication and enhance customer comprehension, addressing common industry challenges. However, the project’s effectiveness varies across sales channels. This research investigates the implementation and optimal marketing strategy for the Clarity Project through internal and external environmental analysis, SWOT analysis, and qualitative interviews with customers and management. The findings underscore the need for tailored marketing strategies for each sales channel, continuous customer research, and data-driven decision-making to optimize the project’s impact and drive sustainable growth. The study’s insights are relevant not only to XYZ Insurance but also to the broader insurance industry, emphasizing the importance of clear communication, customer focus, and appropriate marketing strategies for success in a competitive market.

Propose Strategic Marketing Initiatives to Accelerate Market Share and Revenue of MEDTECH Company for Trauma Implant Device in Indonesia (Case Study at MEDTECH Company)

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Trauma is a critical global health issue, leading to millions of serious injuries and significant fatalities worldwide, particularly from traffic accidents. In Indonesia, traffic accidents were the fifth leading cause of death in 2023, highlighting the urgent need for effective trauma care. Despite the pandemic, the trauma device market in Indonesia experienced growth, with MEDTECH’s portfolio outperforming the market but still underperforming in revenue generation. This research aims to address MEDTECH’s challenges and formulate strategies to enhance its market presence and sales performance.

The study is divided into three phases: identifying core business issues, establishing a theoretical foundation using PESTLE and Porter’s Five Forces, and conducting a SWOT analysis. The PESTEL analysis revealed opportunities such as economic growth and technological advancements, and threats including local content regulations and supply chain issues. The Porter analysis suggests moderate market attractiveness due to competition and innovation needs. The STP analysis identifies key targets, including Tier 1 hospitals for advanced Variable Angle (VA) implants and Tier 2 hospitals for cost-effective Mono Angle (MA) implants. The Marketing Mix analysis highlights the need for product updates, pricing adjustments, expanded distribution, and enhanced promotional activities. To strengthen its position, MEDTECH should focus on immediate product development and market penetration strategies, while also planning for long-term local manufacturing and regulatory compliance to ensure sustainable growth in the Indonesian market.

Proposed Marketing Communications Strategy for a New Fighting Brand: A Case Study for SIG

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This study investigates the launch of a fighting brand in the cement industry, focusing on the challenges faced by a market-leading company with an existing flagship brand amidst emerging economical players. The goal is to enable the fighting brand to compete aggressively while avoiding cannibalization of the flagship brand, thus maintaining market leadership. Using a qualitative approach, primary data were collected through semi-structured interviews with internal informants, small contractors, and heads of masons, while secondary data came from the latest Brand Equity Index report of 2023.

Key findings reveal that masons equate price with quality and prefer application-based cement for profitability. Differentiation is crucial to minimize cannibalization risks. The study proposes a new target for the fighting brand with detailed psychographics and behavior, aiming for a targeted marketing strategy and communication. Insights for communication management and marketing are provided, suggesting marketing activities based on the 5A model to ensure successful brand management. The study offers new perspectives for the company and the cement industry, emphasizing the importance of a multi-brand strategy to address future challenges.

Proposed Marketing Strategy and CRM for a Parking Technology Company (Case Study: PT. Oranye)

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This research examines issues faced by PT Oranye, a parking technology company in Indonesia, the study focusing on enhancing their marketing strategies and client relationship management (CRM) within the B2B landscape. The main problem identified is the company’s struggle to generate sufficient business leads and maintain competitive performance in a post-pandemic market, leading to unsatisfactory revenue achievements. The objective of this study is to analyze the industry perspective and challenges. The research will be utilizing marketing strategies for PT Oranye’s improvement in brand awareness and CRM practices to encounter the business issue. The theoretical data analysis is based on strategic management theories such as PESTLE, Porter’s Five Forces, and competitor analysis for external factors. Internal factors include VRIO, Marketing 4Ps, Value Chain analysis, and interviews as qualitative research to be structured in a Thematic framework with the objective of obtaining useful findings into effective marketing strategies and CRM standardization to improve business performance. The purpose of the study is also to provide PT Oranye with a comprehensive marketing strategy plan to increase brand awareness and strengthen relationships with both new and existing clients. This involves a detailed examination of the internal and external business environment, stakeholder perceptions, and the competitive landscape.

Marketing Strategy for QRIS Cross Border as A Feature for FILPay App

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In the modern era, the popularity of digital payment methods is rising, including in Indonesia. As a result, financial institutions are creating their own digital payment method channels. It is not uncommon to see multiple QR codes in one cashier. To streamline these methods, Bank Indonesia launched QRIS, integrating all QR codes issued by financial institutions, banks, and e-wallets. Bank Indonesia has further advanced this initiative by facilitating transactions between ASEAN countries, collaborating with the central banks of Thailand, Malaysia, and Singapore to establish QRIS Cross Border. This allows users to utilize their home country’s financial institution apps across these regions.

As one of Indonesia’s leading e-wallets, FILPay needs to develop a targeted marketing strategy to introduce the QRIS Cross Border feature to its users. In order to do so, FILPay need to find out what is the trigger for FILPay users to choose a certain payment channel on their travel to Thailand, Singapore, and Malaysia, the gap between user expectation for the payment method in Thailand, Singapore, Malaysia versus available QRIS Cross Border feature, and the effective key message and channel to introduce the feature to FILPay user.

Through questionnaires and focus group discussions, insights were gathered on users’ payment method choices in Thailand, Malaysia, and Singapore. The most preferred payment method is cash in Thailand, Malaysia, and Singapore, followed by card. User also already figuring out what kind of payment method they want to use before the trip, finding information from social media, friends and family recommendation, and the banner promotion in merchants’ point of transaction. While most FILPay users are aware of the QRIS Cross Border feature, barriers such as previous transaction failures, uncertainty about merchant acceptance, and the perceived ease of alternative methods hinder its use. FILPay user for now cannot see QRIS Cross Border as the most preferred payment method, but they do see the potential of its use on transaction with low basket size.

To address these concerns, FILPay need to create a marketing strategy emphasizing the seamless payment capabilities in Thailand, Malaysia, and Singapore using QRIS. The strategy involves utilizing various channels aligned with user touchpoints when selecting payment methods. FILPay’s communications focus on the feature’s ease of use, convenience, and real-time transaction capabilities. To reach users effectively, FILPay employs multiple marketing channels, including their app and social media platforms. The marketing strategy focus on education FILPay user on QRIS Cross Border and invite user to engage with the marketing materials  to increase consideration. Some in-app channels are also used in order to increase after-transaction interactions.

Proposed Marketing Strategy to Increase Revenue Through Product Differentiation (Case Studyat Cement Inc.)

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The cement industry is currently facing intense competition due to the lack of significant recovery in retail demand following the COVID-19 pandemic, coupled with an increasing number of competitors. This has resulted in a surge in oversupply, reaching up to twice the demand, and a decline in utilization to 52%. In order to survive, cement companies release their own economy brands, including Cement Inc. In 2020, Cement Inc. released its fighting brand in Java to fight the eco-brands, using their current premium brand from Sumatra, Semen PDG. Cement Inc. will also release Semen MDK in late 2022 to counteract market confusion about Semen Padang. The total number of brands to compete in the last decade has increased tremendously due to the rising eco-brand trend. In three years, Cement Inc.’s fighting brand portion has grown to 24.6%, indicating a shift in the market towards more economical products. This situation is leading to a decrease in the Cement Inc. revenue, as there is no product differentiation between the premium and fighting brands.

We conducted this study to explore potential solutions to increase revenue by implementing a fighting brand strategy that incorporates product differentiation. The research address three critical questions: (1) What is the internal and external analysis? (2) What is the proposed recommendation for marketing strategy to increase for Cement Inc. through product differentiation of Fighting Brand? (3) What is the implementation plan for the marketing strategy?

The investigation began by examining the cement market condition, evaluating Cement Inc.’s strengths and weakness, as well as the market’s opportunities and threats, using quantitative and qualitative approach to investigate internal and customer’s understanding about the difference between main brand and fighting brand, as well as the expected differences. By the internal and external analysis, the study proposed the new segmentation, targeting, and positioning to propose the new marketing strategy using marketing mix 4Ps through product differentiation for fighting brand to increase Cement Inc.’s revenue in both premium brand and fighting brand. This study limited on retail market in Java, which is characterized by intense rivalry.

Evaluation Market Penetration of Infrastructure as A Service (IaaS) to Formulate Marketing Strategy: Study Case Lumos Tech Indonesia

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The forecasted revenue growth of cloud computing has become a huge opportunity for IT infrastructure providers, especially for Infrastructure as a Services (IaaS) which have the biggest portion of the cloud computing business. International Data Corporation claims that the estimate revenue for IaaS in 2026 will reach USD 65.5 billion with CAGR 22.8%. Lumos Tech is an alias name that is used to protect the true identity of the firm that is being studied. As a global technology company who provides IT Infrastructure including IaaS offer, ideally Lumos Tech Indonesia should be able to capture this opportunity. However, the company is having a slow penetration rate which approximate to 0.2% for the IaaS offer.

It is essential for the company to find factors that hinder the market penetration rate and design a marketing strategy to improve the business performance. The study adopts a mixed methodology where quantitative method is adopted to perform market assessment and the qualitative method focus on assessing the current condition to define the internal factors that hamper market penetration for IaaS offer. The data collection is categorized into two; the external data collection covers the data gathering from outside Lumos Tech through questionnaire, reports and journals and the internal data collection is done by doing an in-depth semi structure interview with the owner of the problem. Furthermore, the analysis is performed by utilizing PESTEL, Porter’s 5 Forces, quantitative descriptive and coding process. The objective of this study is to formulate marketing strategy for Lumos Tech’s IaaS offer by leveraging a modified Business to Business (B2B) marketing mix.

Analysis of Supply Chain Management Practices in Stevedoring Business to Improve Operational Performance at PT Kutai Jaya Pundinusa

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PT Kutai Jaya Pundinusa (KJP) operates in the dynamic and competitive stevedoring industry, leveraging on its established brand, skilled workforce, strong operational strategy, and certifications such as ISO. This research explores new competitive dimensions for KJP through thematic analysis, PESTLE, Porter’s Five Forces, and SWOT analysis. Using a qualitative research design, including in-depth interviews with internal and external stakeholders, the research identified opportunities and challenges facing KJP. The proposed vision is to become a leading and innovative stevedoring company by embracing digital transformation and sustainable practices. The key strategies proposed include improving operational efficiency, digital transformation, human resource development, expanding market reach, and strengthening customer relationships. The programmes formulated include process mapping, adoption of new technologies, employee training, market research, strategic partnerships, and customer relationship management (CRM) systems. The study also emphasised the importance of overcoming internal challenges such as reliance on manual processes, high dependence on key suppliers and customers, and resistance to change among senior employees. Recommendations include investment in advanced digital technologies, exploration of new markets, and promotion of sustainable practices to ensure long-term growth and competitiveness in the stevedoring industry. By aligning strategic objectives with the proposed vision, KJP aims to successfully navigate the competitive landscape and achieve sustainable growth.