MAPPING VALUE CHAIN SEBAGAI OPTIMALISASI PENGEMBANGAN KAMPUNG BATIK TULIS DI SURABAYA

2019 ◽  
Vol 17 (3) ◽  
pp. 488
Author(s):  
Sujani Sujani ◽  
M S Arif ◽  
Agus Sarwo Edi
Keyword(s):  
Value Chain ◽  
Growth Strategy ◽  
City Government ◽  
Creative Industry ◽  
Chain Process ◽  
Network Marketing ◽  
Market Expansion ◽  
The Matrix ◽  
Strategic Factors ◽  
Internal And External Factors

            The creative industry which is one of Indonesia's valuable cultural heritages and has been known throughout the world is Batik. The culture of making batik has also been occupied by some residents of Surabaya, but only its presence has not been widely exposed. However, its existence is still not developed optimally, the Surabaya city government initiated the Putat Batik House as the center handmade Batik Village in Surabaya. The purpose of this research is to obtain the formulation of strategies that can be applied to maximize the utilization of potential effort to develop the Medium Creative Industry (IKM) of handmade batik in Surabaya. The value chain mapping is carried out as a basis of information on value formation in a creative industry which can be seen from the aspects of creation, production, distribution and commercialization. Information of value chain mapping is valuable for an input to determine the strategic factors of batik industry village. The results of the study were obtained, that a value chain process of the IKM handmade batik activities began from material planning to network marketing. The total internal matrix value of 4.013 is classified as "Strong" and the total external matrix value of 4,286 shows the response to the external environment is classified as "High". If the total score of internal and external factors is mapped in the matrix, then the position of the company in the "First" quadrant is a growth strategy, namely: concentration on human resources, skills, target markets,  market expansion and networking and product development.

Sustainable Production Enhancement of Valuable Products Via Operational Rectification

2021 ◽  
Author(s):  
Margono Agung ◽  
Wawan Heryadi ◽  
SanthoshKumar Selladurai ◽  
Ramesh Ventkataraman ◽  
Ahmed Al Qubati ◽  
...  
Keyword(s):  
Value Chain ◽  
Growth Strategy ◽  
Chain Process ◽  
Quality Improvements ◽  
Market Competitiveness ◽  
Middle Stream ◽  
Trial Basis ◽  
Added Benefit ◽  
Minimum Constraints ◽  
Performance Trial

Abstract ADNOC LNG lies in the middle stream of the value chain, receiving and processing LP and HP gases from ADNOC Offshore. Supporting ADNOC Upstream's current oil production and future growth strategy while reducing its associated emissions of the process by delivering the associated gases to ADNOC LNG battery limit ADNOC LNG processes associated and non-associated gases to produce LNG (Liquefied Natural Gas), Propane, Butane, Paraffinic Naphtha (P. Naphtha) and Sulfur. LNG constitutes Methane, Ethane and a little Propane and butane, with minimum constraints on GHV and density. In order to deal with market competitiveness in the context of a potentially prolonged low-price environment, ADNOC LNG has embarked on various initiatives to maximize its production by driving agility and efficiency throughout the value chain process. Delivering upon efficiency improvements, one of the contributing studies included optimizing the propane content i.e. reducing the C3 content, in LNG Propane content in LNG has been varied, within operational limits, to maximize production of propane, which is more valuable/profitable when compared to LNG, whilst maintaining minimum LNG specification. In addition, slighting higher feed gas has been processed, to maintain LNG production rate. This has been achieved without hampering the plant stability. The extensive review and analysis of the rectification units has been conducted as well as optimization in terms of temperature profiles and reflux flow rates was able to generate overall better product purification, thereby increasing production of desired and more valuable products. This study has driven the investigation of additional benefits in production enhancement and quality improvements as the market value of Propane is relatively higher than that of LNG and thus yielding greater benefits. The overall performance trial basis deduced a total added benefit equivalent to 9 MMUSD/year YTD for train 3.

scholarly journals ANALISIS PERENCANAAN STRATEGIK BISNIS KATEKIN DAN TANIN STUDI KASUS : PT GAMBIR AGRO FARMAKA

2018 ◽  
Vol 2 (02) ◽  
Author(s):  
Maulidian Maulidian
Keyword(s):  
Value Chain ◽  
Human Resources Management ◽  
External Factors ◽  
Company Performance ◽  
Value Chain Analysis ◽  
Chain Analysis ◽  
The Future ◽  
Strategic Factors ◽  
Future Value ◽  
Internal And External Factors

ANALISIS PERENCANAAN STRATEGIK BISNIS KATEKIN DAN TANIN STUDI KASUS : PT GAMBIR AGRO FARMAKA Abstrak Tujuan dari penelitian ini untuk menganalisis faktor-faktor strategis yang mempengaruhi PT. GAF dalam menjalankan bisnis katekin dan tanin di masa depan, menganalisis kompetensi yang harus dimiliki untuk menjalankan bisnis katekin dan tanin, dan menyusun rancangan strategik dalam menjalankan bisnis katekin dan tanin di masa depan. Analisis rantai nilai digunakan untuk menganlisis faktor-faktor internal. Model Five Force Porter‘s Model dan Analisis PEST digunakan untuk menganalisis faktor-faktor eksternal. Hasil penelitian ini menunjukkan bahwa untuk menjalankan bisnis katekin dan tanin, PT. GAF harus menambah kompetensi baru, seperti logistik ke dalam, marketing dan penjualan, pelayanan, manajemen sumberdaya manusia, dan pembelian. Berdasarkan data faktor-faktor internal dan eksternal, dilakukan pemetaan posisi saat ini dengan menggunakan matriks internal-eksternal (IE). Pada saat ini posisi PT. GAF dalam menjalankan bisnisnya berada pada kondisi hold and maintain. Diharapkan dalam jangka waktu lima tahun perusahaan telah memperbaiki kinerja perusahaan sehingga mampu berada pada kuadran IV atau dalam kondisi tumbuh dan kembangkan yang merupakan sasaran jangka panjang bagi perusahaan. Kata Kunci : Strategi, Rantai Nilai, Analisis PEST, Analisis Porters‘s, Katekin, Tanin. ANALISIS PERENCANAAN STRATEGIK BISNIS KATEKIN DAN TANIN STUDI KASUS : PT GAMBIR AGRO FARMAKA Abstract The objectives of this study were to analyze strategic factors that influence catechin and tannin business to be run by PT. Gambir Agro Farmaka (GAF) in the future, to analyze competencies that must be owned by PT.GAF to run a catechin and tannin business in the future, and to design strategic planning of catechins and tannis business to be run by PT. GAF in the future. Value chain analysis was used to analyze internal factors. Five Force Porter‘s Model and PEST were used to analyze external factors. The result of the study showed that to run a catechin and tannin business, PT. GAF must add new competencies, such as, inbound logistic, marketing and sales, service, human resources management, and procurement. Then based on the data and information from internal and external factors, a mapping was done using the internal-external matrix (IE). The result of the study showed that based on the IE Matrix, PT. GAF falls into cell V, which can be managed best with hold and maintain strategy. Expected in next five years, PT. GAF has improve their company performance so that be able to stay at quadran IV or in growth and build condition which is company‘s long term goal. Keywords: strategy, value chain, PEST analysis, Porter‘s Analysis, catechin, tannin.

scholarly journals THE IMPACT OF STRATEGIC FACTORS OF WASTE MANAGEMENT ON ENVIRONMENTAL PROTECTION IN KAZEROON CITY IN 2017

2018 ◽  
Author(s):  
Mohammadrafi Mehbodi ◽  
Abbas Yazdanpanah ◽  
Jamalledin Alvaani
Keyword(s):  
Waste Management ◽  
External Factors ◽  
Environment Protection ◽  
Human Right ◽  
Goal Approach ◽  
Waste Production ◽  
The Matrix ◽  
Strategic Factors ◽  
Internal And External Factors ◽  
The Impact

Today, environment protection is one of main pillars of observing human right, so that protection and maintenance of environment is one of main duties of present and future. After investigating and identifying environmental factors including internal and external environment of waste management and preparing a list of the most important strengths and weaknesses, opportunities and threats ( 40 factors) and selecting the most important factors participatory (24 factors) using EFE and IFE matrix, they were analyzed and evaluated and the score was determined and in the following, using the matrix and regarding internal and external factors, the most suitable strategies were introduced for optimal management of waste system of the studied region and in the next stage, using the matrix score of evaluating internal and external factors and strategies of matrix formation matrix, the present status of the organization (IE), the preservative approach was selected as goal approach and attraction of any preservative  strategies was specified in the qualitative strategic planning matrix (QSPM). It should be said that the order of approaches priority is based on their so-called genera weight rate and movement towards sustainable development that based on the attraction score, the priorities became in this order that the first priority is related to strategy and then respectively optimizing various stages of wastes management, increasing awareness and changing the individuals attitude towards correct method of waste management like reduction of waste production, separation of recyclable materials at home and method of collecting through holding training classes, preparing and distributing advertising posters in the cities, implementing plan of separation from origin and its success requires public participation and cooperation.  

scholarly journals Pengembangan Pasar Tenun Serat PT Retota Sakti Kabupaten Pekalongan, Jawa Tengah

2014 ◽  
Vol 9 (1) ◽  
pp. 54-66
Author(s):  
Hari Subagyo ◽  
Mochamad Hasjim Bintoro ◽  
Parulian Hutagaol
Keyword(s):  
Production Management ◽  
Swot Analysis ◽  
Production Capacity ◽  
Marketing Strategies ◽  
Matrix Analysis ◽  
Key Factors ◽  
Five Factors ◽  
The Matrix ◽  
Market Needs ◽  
Internal And External Factors

Potential weaving industry nationally as one of the SMEs so far have not unearthed the maximum due to the development of production management systems. Therefor,  PT Retota Sakti has prompted company management to enhance the creative abilities tenunnya always accompanied by the application of more precise marketing strategies that correspond with the development of competition situation that occurred in the weaving industry. The purpose of this study was (1) Identify and evaluate the position of Marketing PT Retota Way by internal and external factors, and (2) Develop appropriate marketing strategies in developing future business. Analyzed in a descriptive study to emphasize the aspect of marketing, covering demand products to meet market needs; offer, which gives an overview about the availability of products in the process of cultivation and the balance of factors between demand and supply prices. To examine the marketing strategies carried out by quantitative SWOT analysis. The results of factor identification strategy, there are five key factors of internal strengths and weaknesses of four key factors. While the external environment there are five key factors of opportunities and threats of five factors. IFE values ​​2.842 and 2.530 EFE value, and also the combination of these two values ​​in the matrix IE indicates that the marketing strategy lies in the quadrant of five, namely the growth and stability, where the strategies that can run the market penetration, product development and market. QSP matrix analysis results obtained with the most attractive strategy to be implemented is to increase production capacity.

Dainik Jagran: sustaining leadership in the newspaper industry

2017 ◽  
Vol 7 (1) ◽  
pp. 1-36
Author(s):  
Tirthankar Nag ◽  
Rituparna Basu ◽  
Buroshiva Dasgupta
Keyword(s):  
Value Chain ◽  
Smart Phone ◽  
Subject Area ◽  
Online News ◽  
Growth Strategy ◽  
Product Diversification ◽  
Sustainable Growth ◽  
Media Management ◽  
Content Type ◽  
Independence Era

Subject area The subject area is strategy and business. Study level/applicability The case can be used for MBA students. This is equally effective in short courses meant for low-to-mid-level working executives. The case is suited for classes in strategy, general marketing, media management and family business courses. Case overview Dainik Jagran – a vernacular daily – is the most read newspaper in India. Under the banner of Jagran Prakashan Ltd.; which is one of the leading media houses in India, the success of Dainik Jagran has been an outcome of the strategic marketing decisions taken by its founder and his successors in the post-independence era. With extensive circulation, it created a large readership base and took bold decisions to launch multi editions to its daily through a series of acquisitions, mergers and consolidations from 1975 to 2010, enabling it to step into product diversification. Readership surveys, investments in technology, advertising, regular branding events and smart phone applications are a few tools that helped. While the group has diversified into other industries, there is an underlying anxiety about the future prospects of its newspaper business. With the onslaught of online news dailies, will Dainik Jagran be able to expand and maintain its readership base using its previous business and marketing strategies? Or is it time to change strategies for businesses in the newspaper and allied media industry in India? Expected learning outcomes The study has the following outcomes: application of value chain concept in businesses serving two-sided markets; application of environmental analysis, Porter’s five forces analysis and related strategy concepts; and learning to critically approach and develop a sustainable growth strategy framework for a successful family-run newspaper business in India. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

KKCL: exploring growth opportunities

2015 ◽  
Vol 5 (4) ◽  
pp. 1-11 ◽  
Author(s):  
Jyoti Kainth ◽  
Gautam Kainth
Keyword(s):  
Subject Area ◽  
Growth Strategy ◽  
Situational Analysis ◽  
Product Management ◽  
Growth Strategies ◽  
Content Type ◽  
Data Points ◽  
Fashion Apparel ◽  
To Come ◽  
Internal And External Factors

Subject area Product Management, Marketing Strategy, Growth Strategies. Study level/applicability Bachelor of Business Studies, MBA, Executive MBA. Case overview The case documents the humble beginning of Kewal Kiran Clothing Limited (KKCL) in 1981 to its current position as a leading fashion apparel brand in India. However, competition from new national players, emergence of global players in India, private labels of retailers and dawn of Internet retailing has created significant growth challenges for the firm. Mr Jain, the Managing Director of KKCL, is contemplating the growth strategies for the firm and possible changes in the business model, as he is developing the 2014-2015 strategic plan for KKCL. This is imperative to reach the ambitious sales target of INR 10 billion by 2018-2019. The students are expected to assess the performance of KKCL on multiple quantitative and qualitative data points given in the case and exhibits. It encourages them to come up with possible growth strategies for the firm. Expected learning outcomes The case is expected to guide students in comprehending the multi-thronged challenges pertaining to fashion apparel industry; in Situational Analysis of the firm, which includes assessing internal and external factors; and in recommending the best possible growth strategy after due evaluation and deliberation using Ansoff's Matrix. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals Multi-Criteria Decision Making of Sustainable Adaptive Reuse of Heritage Buildings Based on the A'WOT Analysis: A Case Study of Cordahi Complex, Alexandria, Egypt

2021 ◽  
Vol 16 (3) ◽  
pp. 485-495
Author(s):  
Ghada Ahmed Ragheb
Keyword(s):  
Decision Making ◽  
Adaptive Reuse ◽  
Strategic Decision ◽  
Strategic Approach ◽  
Swot Matrix ◽  
Heritage Buildings ◽  
Strategic Factors ◽  
Analysis Application ◽  
Tourism Potential ◽  
Internal And External Factors

This study presents a multi-criteria strategic approach of decision-making in sustainable adaptive reuse by evaluating cultural heritage assets and identifying potential alternatives. For effective preservation, adaptive reuse of heritage buildings is a strategic decision. Whereas adaptive reuse decisions are based on several, sometimes contradictory criteria, in addition to decisions from multiple parties and stakeholders are potentially inconsistent. This research finds that the reuse process should consider many important criteria to expand and enhance the knowledge base. This paper presents a systematic application and analytical method in decision-making for adaptive reuse of heritage Cordahi complex in Alexandria, Egypt. The A'WOT analysis application was used as an analytical tool to obtain results through the integration of a SWOT matrix and an Analytical Hierarchy (AHP) process. The SWOT technique was used to examine the internal and external factors and identify the important strategic factors, then apply the AHP method to prioritize these factors to make them measurable. Then, SWOT priority factors were used to formulate strategies using the TOWS Matrix. The proposed strategy relates to protecting and promoting the importance of heritage and the context, enhance the tourism potential, economic development for the population, interpretation strategy, community engagement, sustainable management, partnerships.

scholarly journals Strategi Pengembangan Usaha Hatchery Skala Rumah Tangga (HSRT) Kerapu Hybrid Cantang (Epinephelus fuscoguttatus >< Epinephelus lanceolatus)

PELAGICUS ◽  
2021 ◽  
Vol 2 (1) ◽  
pp. 1
Author(s):  
Sofiati Sofiati ◽  
Ernik Yuliana ◽  
Lina Warlina
Keyword(s):  
Business Strategy ◽  
Production Level ◽  
Small Scale ◽  
Role Of Government ◽  
Is Implementation ◽  
Market Expansion ◽  
Hybrid Grouper ◽  
Epinephelus Fuscoguttatus ◽  
Internal And External Factors

ABSTRAKTingkat kelangsungan hidup benih kerapu hybrid cantang (Epinephelus fuscoguttatus >< Epinephelus lanceolatus) yang dihasilkan di Situbondo adalah ≤10%, sehingga diperlukan upaya untuk meningkatkan tingkat kelangsungan hidup tersebut. Tujuan penelitian adalah menganalisis faktor-faktor yang mempengaruhi hasil produksi dan merumuskan strategi alternatif pengembangan usaha pembenihan kerapu hybrid cantang skala rumah tangga (HSRT). Hasil penelitian menunjukkan faktor-faktor internal dan ekstrenal secara bersama-sama berpengaruh signifikan terhadap hasil produksi pada usaha HSRT kerapu hybrid cantang (R2 = 0,798). Artinya 79,8% variasi perubahan produksi benih ikan kerapu hybrid cantang ditentukan oleh variabel bebas (sumber daya, penerapan cara pembenihan ikan yang baik (CPIB), biaya produksi, dan peran pemerintah), sedangkan sisanya sebesar 20,2% dipengaruhi oleh faktor-faktor lain. Pengujian secara individual (hipotesis minor) terdapat tiga variabel yang berpengaruh secara signifikan terhadap hasil produksi yaitu sumber daya, penerapan CPIB dan biaya produksi. Pemilihan prioritas strategi pengembangan usaha HSRT kerapu hybrid cantang adalah peningkatan penerapan CPIB terlebih dahulu, kemudian dilanjutkan dengan pengembangan pasar, dan berlanjut pada strategi pengaturan hasil produksi.ABSTRACTIn small scale hatchery of hybrid grouper, the survival rate of cantang hybrid grouper  (Epinephelus fuscoguttatus >< Epinephelus lanceolatus) was only ≤10%. The study aims to analyze several factors in which have a effect on production level and to formulate an alternative development business strategy on  hybrid grouper small scale hatchery. The research results indicated that several internal and external factors have a significant effect on production level on small scale hatchery of hybrid grouper (R2=0.798). It means that 79.8 % of change variable of hybrid grouper production was determined by free variables (resources, implementation of good aquaculture method, cost production, and role of government). However, the remaining value (20,2 %) was influenced by other factors in which out of this research scope. The selection of priority strategy on business development of hybrid grouper small scale hatchery is implementation of CPIB followed by market expansion and management of production level.

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