Articles

Strategy for Optimizing Idle Land to Increase Non-Aeronautical Revenue: A SWOT and VRIO Approach

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The decline in air traffic at Adisutjipto Airport, Yogyakarta, following the opening of Yogyakarta International Airport calls for revenue sources that do not depend on passenger volume. This study analyzes the existing condition of idle land, the internal and external factors influencing its optimization, and the company’s resource advantages, and then formulates a strategy for optimizing idle land to increase non-aeronautical revenue. A descriptive qualitative approach was employed in a single case study of the 4,945 m² Babarsari idle land owned by PT Angkasa Pura Indonesia, Adisutjipto Yogyakarta Branch Office. Primary data were obtained through semi-structured interviews with nine purposively selected informants; secondary data came from the partner selection document and the highest and best use (HBU) study. The data were analyzed through reduction, display, and conclusion drawing using weighted strengths, weaknesses, opportunities, and threats (SWOT) analysis, value, rarity, imitability, and organization (VRIO) analysis, and a value creation assessment. Data trustworthiness was tested through triangulation, member checking, and an audit trail. The results show that the land has clean and clear legal status, that the company’s strategic position lies in SWOT Quadrant I (+0.88; +1.68), and that four of the six resources generate sustained competitive advantage. Corporate reputation and the stakeholder network have not yet been utilized because organizational readiness, particularly specific regulations for land outside the Airport Master Plan (AMP) and communication with the community, is still being developed. The sports center alternative with integrated commercial facilities ranks highest on four of the five value creation indicators, although its net present value is lower than that of office space. These findings indicate that strategy selection depends not only on financial performance but also on organizational readiness and stakeholder relationships. Actual revenue realization will be evaluated once the business activities are in operation. The study recommends strengthening internal regulations, accelerating the cooperation process, and developing an asset utilization strategy that considers economic potential, implementation readiness, and business sustainability.

Asset Management Transformation in Energy Companies: Integration of ISO 55001, Balanced Scorecard, and SWOT Analysis for Competitive Advantage

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Asset management is a strategic component in ensuring the sustainability and operational efficiency of electric energy companies, especially in facing the challenges of increasing demand and the need for reliable electricity services. This article examines the implementation of ISO 55001 as a structured asset management system framework, with a Balanced Scorecard (BSC) approach as an integrated performance measurement tool from four perspectives: financial, customer, internal business processes, and learning and growth. The research was conducted at an electric energy provider organization, by analyzing Key Performance Indicators data for 2022–2023. The results of the BSC measurement show positive trends, such as increasing ROI, EBITDA Margin, Customer Satisfaction Index, and human capital readiness, but also reveal weaknesses such as the still high ratio of power outages and Equivalent Forced Outage Rate (EFOR). SWOT analysis is used to identify internal factors (strength and weakness) and external factors (opportunity and threat). Quantitative SWOT results show that the company is in quadrant I (aggressive strategy), with internal strengths and external opportunities dominating. Based on these findings, alternative strategies are formulated that are adjusted to each BSC perspective and ISO 55001 pillars (Cost, Performance, Risk). Strategies include optimizing asset life cycles, reducing maintenance costs, increasing distribution system reliability, and developing Human Resource capabilities. The integration of ISO 55001 and BSC has been proven to provide a holistic approach in designing data-based and risk-based strategies. These findings not only provide theoretical contributions to the development of modern asset management systems, but are also practically relevant for corporate policy makers in improving the efficiency, reliability, and competitiveness of organizations in the energy sector.

Proposed Business Strategy to Increase Competitiveness for Chemical Textile Company: A Case Study of CV XYZ

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CV XYZ, a chemical textile company, has faced fluctuating profitability, requiring a robust business strategy to improve financial performance and market position. This research identifies the root causes of these challenges and proposes actionable solutions through a comprehensive analysis of both external and internal factors. External evaluations, including market and competitor assessments, are combined with internal analyses such as resource and value chain analysis, core competencies, and the VRIO framework. These insights are summarized in a SWOT and TOWS matrix, highlighting the company’s strengths and weaknesses. The findings reveal that CV XYZ is competitive due to its ability to offer customized products that meet customer needs and provide affordable solutions. Its innovative alkali-based remover and eco-friendly formulations differentiate it from competitors and provide significant growth potential. However, operational inefficiencies hinder performance, such as inefficient workflows, delayed deliveries, and multitasking sales teams. Overlapping roles and the need for further product refinement also present challenges. This study recommends integrating cost leadership and differentiation strategies streamlining operations to reduce costs while maintaining product quality and innovation. This dual strategy will help CV XYZ meet the needs of both price-sensitive and sustainability-conscious customers, improving profitability and ensuring long-term success.

Proposed Business Strategy to Increase Profitability, Case Study: Majafreshindo Green Farm

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This study examines the declining profitability of Majafresh Indo Green Farm, a leading hydroponic farming company in Majalengka, Indonesia. Using qualitative methods, the research identifies key issues, including a focus on operational repairs and insufficient marketing efforts, which have resulted in underutilized production capacity.

The study addresses these challenges using analytical tools such as SWOT, IE Matrix, and TOWS Matrix. These tools reveal strengths like expertise in hydroponic farming and sustainable practices and areas for improvement, such as limited marketing capabilities and reliance on a few large clients. Opportunities include government support, health-conscious market trends, and technological advancements, while threats involve rising costs and increased competition.

The proposed strategies focus on leveraging strengths in quality control and sustainability. These include diversifying the customer base, enhancing market penetration, and expanding product offerings through agri-tourism and educational programs. By adopting advanced technologies and securing government incentives, Majafresh can improve operational efficiency, broaden its market, and achieve sustainable growth.

This case study provides valuable insights for stakeholders in the sustainable agriculture sector.

Improving Performance of Customer Relationship Management to Leverage Customer Loyalty (Case Study: MILKY CRM Loyalty Program)

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Customer Relationship Management (CRM) plays a crucial role for businesses as technology advances and consumer demands continue to rise. However, CRM implementation faces challenges from both external and internal factors within an organization. Ineffective CRM implementation can lead to customer dissatisfaction, decreased loyalty, reduced profitability, and missed business opportunities. This research aims to improve the MILKY CRM loyalty program by identifying the key root causes and proposing alternative solutions, ultimately determining the best alternative to enhance the program. The methodology includes in-depth interviews and analysis using the Kepner-Tregoe framework, which involves problem analysis, decision analysis, and potential problem analysis. Supported by external and internal analyses such as Porter’s Five Forces, Customer Journey Mapping, and an Integrated CRM Scorecard, the results are then utilized for a SWOT analysis.

The problem analysis identified 21 attributes as the root causes affecting MILKY CRM loyalty program performance. These attributes include Consumer Behaviour Change, Aggressiveness of Competitors, CRM Agency Capability, Healthcare Apps Strategic Partnership, Potential New Segments generated by New Entrants, CRM Differentiation, Strong Brand Reputation, Content Management, Ability Services Program, Customer Engagement, Customer Experience Improvement, Win Back Lapsed Customers, Incomplete metrics tracking on CRM scorecard, Financial Budget Constraints, Personalization Services & Rewards, Digital Acquisition Transition, Segmentation & Tiering Review, Balancing Strategy on Customer Acquisition & Retention, IT System Capabilities, and Human Capability on CRM. In the decision analysis section, alternative solutions were generated through TOWS analysis, and the best alternative was determined using the Analytical Hierarchy Process (AHP) tool. The top chosen strategy, Strategy #2: Optimizing CRM & Organizational Strategies for Enhanced Customer Engagement & Operational Efficiency (W/O Strategies), is recommended for future improvement. Focus areas include communication, resources, technology, and KPI metrics to mitigate potential problems. Overall, this research provides valuable insights and recommendations for enhancing the performance of the MILKY CRM loyalty program, ensuring its effectiveness in meeting customer needs and driving business success.

Business Risk Management Strategy in Adaptation of Beef Caft Businesses to the Impact of Climate Change in Sumenep District

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This study aims to determine the mitigation strategies of farmers in Sumenep district in their strategic management when facing climate change. Climate change greatly affects livestock activities in Sumenep district in various factors, extreme weather changes can harm beef cattle farming in terms of selling value. Increased temperature causes stress in cattle. Drought can reduce forage and water availability. Dry conditions inhibit the growth of grass and other feed plants, forcing farmers to look for alternative feeds such as hay or commercial animal feed. Extreme climate change that occurs gradually over three months, twice the normal time and the following three months, facing extreme climate change that has an impact on the health of livestock in Sumenep District and the selling price of cattle that does not match the expectations of farmers. Research was conducted to outline strategies in business adaptation using the SWOT method to determine priority options from the general micro and macro impacts, the following knowledge aims to determine strengths, weaknesses, opportunities and threats. The right strategy in handling beef cattle business adaptation will minimize losses of farmers due to climate change and mitigation of greenhouse gas emissions from the livestock sector.

Proposed Business Strategic Improvement to Accelerate Waste Management Business Unit at Building Materials Company (Case Study at Cement Inc)

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The rising environmental concerns and regulatory measures in Indonesia have created new opportunities for the expansion of waste management services in the cement sector, specifically by utilizing thermal technology. The Waste Management Unit (WMU) of Cement Company presents substantial strategic opportunities for expansion and development. After undergoing a merger and acquisition, Cement Inc experienced a transformation and has now become a state-owned firm. This change offers WMU Cement Inc further opportunities for growth and expansion. The objective of this research is to identify the most effective strategy for the Waste Management Business Unit within the Cement Company using the Analytical Hierarchy Process. The study explores three fundamental research question: (1) What is the current situation for WMU Cement Inc in terms of market, money, customer, and organization? (2) What are the obstacles inside the organization and in the external environment that hinder the acceleration of waste management services in Indonesia, resulting in limited value creation for the company? (3) What are the suggested recommendations and strategic choices for the company to enhance its value absorption?

The study used the SWOT (Strengths, Weaknesses, Opportunities, and Threats) and AHP (Analytic Hierarchy Process) framework to perform a comprehensive evaluation and evaluate three strategic options for the waste management division: retaining it within the cement firm, expanding it to the cement group as a whole, or establishing it as an independent entity. The results of this study indicate that the most favorable choice (40.6%) is to establish WMU as a separate entity, which offers greater advantages compared to fully integrating with the parent company (30.9%) and keeping the current business operations (28.4%). By creating WMU as an independent organization, it may effectively avoid market and pricing cannibalization amongst its subsidiaries and optimize operations. WMU Cement Inc possesses the capacity to assume a leading role in waste management services by offering waste solutions to all SIG subsidiary plants and other cement makers, including ITP. The benefits of this method include autonomous operations, targeted management, rapid decision-making, and varied income streams achieved via the cultivation of specialized skills and expertise in waste management. This decision presents a chance to attract targeted investments and collaborations that promote innovation and expansion in waste management.

Decision Making to Choose Communication Network System for Teleremote Dozer Operation Using Analytic Hierarchy Process

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One type of heavy equipment is a mining material pushing tool called a dozer. Dozers generally work in areas near cliffs that are prone to landslides, where these areas can be classified as dangerous areas. New technology is needed to increase the safety of dozer operators from the threat of danger when operating a dozer. Teleremote dozers are one method that can reduce the risk of accidents that can happen to dozer operators. Instead of operating the dozer from inside the cabin, the operator operates the dozer via a remote control device.

There is an important aspect in operating a teleremote dozer, namely the need for a signal that will transmit data and commands from the remote control to the dozer unit operating in the field. Good and uninterrupted signal quality is the main key to good teleremote dozer operations with minimal risk.

The wireless signal network system currently used by companies will enter its obsolete period. However, the old system was tough and not easily damaged. There are strategic options for supporting the signal network for teleremote dozer operations: maintaining the old network system, replacing it with a new one, or using the old and new systems in a hybrid manner. Because there will only be one strategy chosen, a decision must be made. The SWOT AHP method is used for decision making regarding the strategy to be taken. The results of the AHP SWOT will produce a strategy, which will become a benchmark for making subsequent alternatives. Determining alternative types of network systems to support teleremote dozer operations will use the AHP method.

The Development Strategy of Quail Farming Business in Pesantren Manajer Tholabie, Indonesia

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Pesantren Manajer Tholabie is Islamic boarding schools in Indonesia that has business units in the field of animal husbandry, the business of quail farming. The quail farming business in boarding school is expected to has a good economic impact and social impact on students and boarding school management. The purpose of this study was to formulate a development strategy for quail farming in boarding school starting in 2022. The method used was descriptive quantitative using SWOT analysis as data analysis. The results of this study show that the quail farming business has a significant impact on the boarding school, such as increasing cash income, providing education and additional skills for students, and adding community and stakeholder relations for the boarding school. The right strategy to develop the quail farming business is a collaboration of SWOT (Strengths-Weakness-Opportunities-Threats) strategies, which is using strengths and taking advantage of opportunities to minimize threats and improve weaknesses.

Proposed Business Strategy Improvement for Project Management Consulting Form (Study Case: PT ABC)

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PT ABC is a service company in the field of project management, established in 2005. It operates with three main businesses: project management training, project management applications, and consultancy services. Project management is a crucial element for executing projects effectively within a company. In various industries, there is a growing demand for knowledge and consultation on how to manage projects efficiently, leading to the emergence of companies specializing in project management consultancy, such as PT ABC, to address these challenges. This research aims to uncover the root problems of the company to identify implementable solutions. Several analyses are employed in this study, including General Environment Analysis, Industry Analysis, and Competitor Analysis for external insights. For internal analysis, resources analysis, value chain analysis, marketing mix, and STP analysis are utilized. The study then progresses to map SWOT analysis and TOWS analysis. From these analyses, weaknesses and strengths of the company are identified, guiding the formulation of appropriate strategies to compete in the market. The research reveals that PT ABC possesses several strengths that have enabled the company to endure over time. Noteworthy strengths include its reputation and a skilled human resource pool in project management, garnering attention in the project management industry. Additionally, the company has a competitive advantage through technological innovation in its application, setting it apart from competitors and providing potential added value when maximized. However, there are areas for improvement, such as refining the application products and establishing a dedicated marketing team to focus on promoting all of PT ABC’s products rather than just one.