Articles

Enhancing Business Competitiveness: Strategic Adaptation and Business Model Canvas Application in PT Maritim Maju

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In this detailed analysis, we explore the strategic repositioning of PT Maritim Maju within the context of the global maritime industry’s ongoing transformation, influenced by technological advancements and economic shifts. This study meticulously applies the Business Model Canvas framework, incorporating Resource-Based View, VRIO, and SWOT analyses, to diagnose and propose necessary strategic enhancements for PT Maritim Maju. It underscores the imperative for the company to diversify its services beyond traditional maritime activities, suggesting an expansion into maritime consulting and logistics technology. Additionally, the research advocates for the integration of advanced technologies such as AI in fleet management, aiming to optimize route planning and implement predictive maintenance, thereby achieving cost efficiencies, enhanced service reliability, and superior customer satisfaction. Strategic partnerships are highlighted as crucial for leveraging technological innovation and expanding service capabilities. The study also recommends a reevaluation of marketing strategies, emphasizing the adoption of digital marketing techniques to better position PT Maritim Maju on the global stage, highlighting its commitment to safety, reliability, and customer service excellence. Furthermore, it stresses the importance of continuous staff development in leadership and maritime technology to foster a culture of innovation and strategic agility. Compliance with international regulations and a proactive risk management approach are advised to mitigate operational risks. This comprehensive strategic plan aims to guide PT Maritim Maju through the intricacies of the modern maritime landscape, capitalizing on new opportunities for growth and establishing a foundation for enduring competitiveness and resilience.

Strategic Management of COVID 19 Pandemic; Response and Preparedness in Sri Lanka

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Serious pandemic of COVID -19 a highly contagious respiratory disease caused by the Severe Acute Respiratory Syndrome Corona Virus 2, which was first discovered in December 2019 in the city of Wuhan. This highly infective SARS-CoV-2 virus is spreading from person to person through close contact, and the common symptoms include fever, cough and shortness of breath while muscle pains, loss of smell and taste, diarrhea, abdominal pain and throat ache are other symptoms, which have frequently recorded. This serious pandemic of COVID -19 has threatening lives of people and claimed 682,421,707 patients and 6,819,238 deaths worldwide to date of 19th March 2023. The first COVID-19 case in Sri Lanka on 27th January 2020, who was a 44 year old female tourist from Hubei Province China, and the first local case was reported on 11th of March 2020, who was a travel guide.

Aim of this article is to describe the effectiveness of COVID-19 response and preparedness especially on patient care management. A descriptive study was conducted through Key Informant Interviews, data gathering through desk review of records and reports published. Multi strategic approach that was used in the Sri Lankan health sector to combat COVID – 19 pandemic. Strategies done were; system development (curative and preventive services), infrastructure development and improvement of facilities, staff wellbeing and protection, continuation of normal patient care services, intersectoral coordination and collaboration, special projects in relation to COVID – 19 pandemic, leadership and governance, supervision and monitoring, and public / community empowerment. These strategies has reflected in managing COVID – 19 pandemic and similar strategies with modification can be implemented in future pandemic situations. Further, it is recommended to do in-depth studies to understand the interventions done in specific areas, effectiveness of interventions, and gaps of intervention done and to mitigate the gaps for better response system in order to build a resilient health system.

The Balanced Scorecard Model for Strategic Business Management

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The Balanced Scorecard is a work result measurement method that is used by companies to improve executive performance so that the companies knows more about the extent of movement and development that has been achieved. Balanced Scorecard provides companies with the elements they move from an “always about finance” paradigm to a new model in which the results become a starting point for reviewing, questioning, and learning about strategic management.

The functions of the Balanced Scorecard include; as a tool to determine wheter the company’s vision and mission have been achieved; as a tool to measure the company’s competitive advantage; as a strategic guide to running a business; as a key performance indicator tool for the company; and as an analysis system enterprise learning.

The Balanced Scorecard has four perspective, namely: 1) A financial perspective, the Balanced Scorecard can explain more about achieving the vision that plays a role in realizing the increase in company wealth. 2) The customer perspective, the company needs to first determine the market segment target customers. 3) Internal business process perspective, which displays critical processes that enable business units to provide a value position that is able to attract and retain customers in the desired market segmen. 4) Learning and growth perspective, provide infrastructure for the achievement of the three previous perspective to produce long-term growth and improvement.

The Balanced Scorecard can be used not only in the strategic management of large companies, but can also be used by small and mid-sized companies. Small and mid-sized business can use a limited number of indicators, most important to make sound and rational managerial decisions.

Proposed Business Strategy for PERUMDA BPR Bank Sumedang to Face Digital Banking Transformation

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The existence of the COVID-19 pandemic has created uncertainty, which can threaten a bank’s ability and capacity to achieve its objectives. The development of digital technology during the COVID-19 period brought a shift in the behavior of people who tend to spend a lot of time using cellphones in cyberspace, including accessing all banking products, whether making transactions, saving or borrowing. This condition is a challenge for BPR in Indonesia including Perumda BPR Bank Sumedang to follow the wave of change towards digitalization that is happening in the banking industry.  Furthermore, the challenges that are being faced by Bank Sumedang due to the disruption of financial technology is the decline in credit customers every year.

The decline was very significant within a period of 4 years, while the biggest profit of Bank Sumedang was obtained from interest on customer loans. The methodology used is descriptive research using primary data (in-depth interviews and surveys) and secondary data via internet resources. This research is descriptive to explore the problems that exist in Sumedang Bank by analyzing the internal and external factors of the company.  Furthermore, the tools that will be used in chapter four are SWOT, EFAS, IFAS, SFAS and TOWS Matrix. Based on the result that has been formulated, the author will use WO strategy because it has the highest score by Capitalizing on Opportunities to Reduce Weaknesses.

The Ergonomic Holistic Management Strategy against the Covid-19 Pandemic

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Ergonomics or Human Factors are natural laws of human activities that involve physicals and mental (spirituality). As an applied science, ergonomics is multidisciplinary and interdisciplinary with other sciences. Therefore, to solve human problems, ergonomics uses other science. Such as strategic management, which in the business benefits the economy and the environment sustainably. However, environmental damage by human activity causes the Coronavirus out of its origins and establishes humans as their new host. When COVID-19 spread globally and caused many casualties, the pandemic occurred. After more than one year, it seems humans have not yet learned from the pandemic. Whereas, the public behaviour and selfishly against pandemic caused blundering solutions of the government and experts. Even applying synthetic herd immunity needs years. Observing these situations and conditions required an ergonomic holistic approach. The goal of a holistic strategy is to solve the problem from various aspects. It leads to the public-awareness response of critical conditions and situations. Therefore, self-leadership must be intensified to safety the self, family, and society by raising the body’s immunity. Besides mass vaccination, it would be nice if immunity was formed naturally by food and a healthy lifestyle, and practicing Yoga. For that reason, people should return to the old values and use natural resources for life.