Analisis Strategi Bersaing Pada Perusahaan PT. Diamond Emas Sentosa Malang Menggunakan Metode SWOT-QSPM

Sibarani, Gerhart Mario Patar Daniel (2018) Analisis Strategi Bersaing Pada Perusahaan PT. Diamond Emas Sentosa Malang Menggunakan Metode SWOT-QSPM. Sarjana thesis, Universitas Brawijaya.

Abstract

Persaingan industri di zaman ini sangat ketat. Tiap perusahaan akan saling berlomba dalam meningkatkan kualitas kegiatan operasionalnya, seperti pada PT. Diamond Emas Sentosa. Perusahaan ini bergerak pada bidang karoseri, yang berdiri pada tahun 1977 di daerah Karya Timur Malang, salah satu hasil produksinya adalah kerangka jok penumpang bus dan metal box PDAM. Perusahaan ini masih belum memiliki visi dan misi, hal ini menandakan bahwa perusahaan masih belum memiliki karakter yang kuat, proses kerja yang terarah, dan terbentuknya budaya perusahaan. Perusahaan juga belum menerapkan fungsi pemasaran dengan baik, sehingga perusahaan mengalami penurunan hasil penjualan selama satu tahun terakhir. Penelitian ini dilakukan untuk membantu perusahaan dalam meningkatkan hasil penjualan dengan membuat analisis strategi bersaing. Penelitian ini dimulai dari identifikasi masalah yang ada di PT. Diamond Emas Sentosa, tahapan input stage, yaitu menentukan IFE (Internal Factor Evaluation) dan EFE (External Factor Evaluation) perusahaan menggunakan metode Analisis Rantai Nilai dan Michael Porter Five Force’s Model, proses pembobotan IFE dan EFE perusahaan didapatkan dari kuesioner penelitian dan diolah dengan matriks berpasangan (Pairwise Comparisson)yang diberikan kepada General Manager perusahaan. Kemudian, pada tahapan matching stage, digunakan metode IE matriks dan SWOT guna untuk menentukan posisi dan alternatif strategi perusahaan. Langkah terakhir adalah tahapan decision stage, yaitu penentuan prioritas strategi dengan menggunakan matriks QSPM yang nilai AS-nya didapatkan berdasarkan hasil wawancara dengan General Manager perusahaan. Setelah dilakukan survei, ditemukan permasalahan yaitu tidak adanya visi dan misi perusahaan serta belum diterapkannya fungsi pemasaran dengan baik. Visi yang tepat dan perlu diterapkan pada perusahaan ini adalah PT. Diamond Emas Sentosa menjadi perusahaan karoseri terkemuka di Pulau Jawa yang dapat memenuhi kebutuhan dengan kualitas melebihi harapan pelanggan serta dapat memenuhi kebutuhan pasar, dan juga dapat menyelesaikan misi perusahaan. Dari hasil Analisis Rantai Nilai dan Michael Porter Five Force’s Model, PT. Diamond Emas Sentosa memiliki 13 faktor internal dan 12 faktor eksternal yang dapat teridentifikasi. Berdasarkan hasil analisis QSPM, terdapat empat urutan prioritas strategi yang efektif terhadap peningkatan hasil penjualan PT. Diamond Emas Sentosa.

English Abstract

The industrial competition nowadays is very tight. Every company are compete each other to increase it is operational activity, such as PT. Diamond Emas Sentosa. This company are running for steel fabrication such as bus seat, metal box, etc since 1977 that located on Karya Timur at Malang City. This company does not have any vision and mission yet so they does not have lack of character and objective. The company also does not have any focused target market, therefore, this company have experienced decreased of sales for one year recently. This research are conducted to contribute for the company to increase the sales by creating a good strategy analysis. The research are begin with the identification issues in PT. Diamond Emas Sentosa that called input stage, which is to determine IFE (Internal Factor Evaluation) and EFE (External Factor Evaluation) of the company with VCA (Value Chain Analysis) Method and also with Michael Porter’s Five Force’s Model. The integrity process of IFE and EFE of the company are obtained by the research questionare and processed with pairwise comparisson that given by the General Manager of the company. Then continued on matching stage that used IE (Internal External) matrix method and SWOT (Strength, Weakness, Opportunity, Threat) to determine the alternative strategy and company position. The last step of decision stage is to determine the priority of strategies with using QSPM (Quantitative Strategic Planning Matrix) by the AS (Average Score) that obtained from the result of general manager interviews. After the survey has been processed, the researcher conclude that there is no vision and mission in the company and the marketing function has not yet applied. The researcher have sugested for vision and mission in PT. Diamond Emas Sentosa which are to become the best caroseries company in Java that can fulfill customer needs with good quality beyond customer satisfaction and market demand, and also to achieve all three company’s mission. From the results of VCA and Michael Porter’s Five Force's Model, PT. Diamond Emas Sentosa has 13 internal factors and 12 external factors that can be identified. Based on QSPM analysis results, there are four effective priority strategies to increase PT. Diamond Emas Sentosa’s sales income.

Item Type: Thesis (Sarjana)
Identification Number: SKR/FT/2018/432/051805580
Uncontrolled Keywords: EFE, IE, IFE, Michael Porter Five Force’s Model, Pairwise Comparisson, QSPM, SWOT, VCA
Subjects: 600 Technology (Applied sciences) > 658 General management > 658.4 Executive management > 658.401 Planning, policy making, control, quality management > 658.401 2 Planning and policy making
Divisions: Fakultas Teknik > Teknik Industri
Depositing User: Budi Wahyono Wahyono
Date Deposited: 23 Oct 2018 02:23
Last Modified: 21 Oct 2021 06:30
URI: http://repository.ub.ac.id/id/eprint/12674
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