scholarly journals Business Strategy Recommendation for Permata 68 Minimarket in New Normal Regulation

2020 ◽  
Vol 3 (2) ◽  
pp. 39-47
Author(s):  
Aryo Indra Djati
Keyword(s):  
Market Share ◽  
Business Strategy ◽  
Retail Store ◽  
Good Strategy ◽  
Main Road ◽  
New Normal ◽  
Environmental Situation ◽  
Direct Competition ◽  
New Strategy ◽  
Housing Complex

Retail consumption business, especially for mini market industry, its market share is very huge. Base on Association of Indonesian Retail Entreprenuer, for 2017, 2018, & 2019 value of national sales on modern retail is around Rp.212 Trillion, Rp.233 Trillion & Rp.270 Trillion. But the situation in 2020 is very difference due to new normal policy caused by the pandemic Covid-19. Indonesia Government implemented social and physical distancing or in Bahasa called by Pembatasan Sosial Berskala Besar (PSBB). Many activities should be performed from home, like working, scholl activities, and worship. But for business activites like minimarket that provide daily needs is still allow to open but with new protocols of new normal policy.Due that PSBB policy, mini market industry is very competitive. There are big players who are leaders in the market such as Alfamart and Indomaret. Permata 68 minimarket is located at the main road not far from Halim Perdanakusuma Airport at East Jakarta. Permata 68 as a retail store with concept like minimarket that sell daily needs of household remain survive for last 14 years because have many customers who come from around store that very loyal and many of them are already shop since Permata 68 exist. Around its store are crowded civilian village and military housing complex. Direct competitor of Permata 68 is an Indomart store which is about 0,5 km from Permata 68 that existed since year 2013 and an Alfamart store which is about 0,4 km from Permata 68 that already existed since year 2010.Now competition between Permata 68 and big player in mini market industry more tighten. In order to win and sustain in a new normal policy, Permata 68 should have a strategy to win the battle of business competition of mini market and make good strategy to compete. Research in this research is set base on unclear business strategy of Permata 68. Shareholders is not pay attention about business strategy compare with direct competition with big player whom very aggressive to adapt with new normal policy. Permata 68 needs to make new strategy effectively by assessing the external and internal environmental situation. The result would to achieve is the effective and focused recommendation business strategy at the end of this research.

The Imola Active Breaks study: a new strategy in child public health to reduce sedentary

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
A Masini ◽  
S Marini ◽  
D Gori ◽  
M Montalti ◽  
M Lanari ◽  
...  
Keyword(s):  
Public Health ◽  
Primary School ◽  
Action Plan ◽  
Vigorous Physical Activity ◽  
Total Sample ◽  
Primary School Children ◽  
Control Group ◽  
Good Strategy ◽  
New Strategy ◽  
Active Breaks

Abstract Background Physical inactivity is worldwide considered one of the biggest public health problems of the 21st century. WHO recommended in children, at least 60 minute of Moderate Vigorous Physical activity (MVPA) per day, but low percentages comply with guidelines. Considering that children spend many hours at school, classroom is the ideal setting to increase their PA. Active Breaks (AB) are a 5-15-minute bouts of PA led by the teachers during academic lessons. The aim of the Imola AB study is to implement a 1-year intervention based on AB (10min/3per-day) in primary school as a new strategy to reduce inactivity. We present the baseline results. Methods Quasi-experimental pre-post study in 6-10aged primary school children, in Imola(Italy).We evaluated PA level with Actigraph accelerometers: time (in minutes) spent in MVPA Weekly and Daily (W-MVPA; D-MVPA) and Weekly Sedentary behaviours (W-SB). Results We recruited 152 children: N = 110 in Active Breaks experimental group (AB) and N = 42 in control group (CG). Actigraph's analysis showed that 42,5% of children in the ABG vs 31.0% in the CG reach the WHO recommendation (p=ns). We investigated baseline differences between groups using ANOVA dividing children by grade. In 3-4 grades: W-MVPA (AB = 318.3±15.5 vs CG = 310.4±98.0 p = 0.78); D-MVPA (AB = 53.0±20.3 vs CG = 51.8±16.3 p = 0.79);W-SB (AB = 6,687.5±375.3 vs CG = 6,754.7±281.0 p = 0.45). In 1grade: W-MVPA (AB = 376.1±127.9 vs CG = 300.3±120.0 p = 0.02); D-MVPA (AB = 62.7±21.3 vs CG = 50.0±20.0 p = 0.02); W-SB (AB = 6,436.0±496.0 vs CG = 6,373.3 ±1,532.0 p = 0.7). Conclusions Only the 39.2% of the total sample met the 60-minute/day of MVPA recommended. We found no significant baseline differences in PA level measured by Actigraph between CG and AB, excepted in 1 grade. The intervention implemented in the Imola AB study could be a good strategy to reduce sedentary in children and reach the WHO recommendation, thus contributing to the aims of the new Global Action Plan on PA 2018-2030. Key messages Less than 50% reach the WHO recommendations of PA. AB implemented in the Imola Study could be a public health school-based strategy to reduce sedentary and increase healthy behavior in children. Active breaks (AB) are emerging as a good strategy to increase the PA level, reducing the time in sedentary habits.

Creating the Environment for High Performing Distributed Teams

2011 ◽  
pp. 264-278
Author(s):  
Tim Rahschulte ◽  
Jim Steele
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Market Share ◽  
Business Strategy ◽  
Distributed Teams ◽  
Business Success ◽  
Profit Margins ◽  
High Performing ◽  
The People ◽  
Complex Landscape

The organizational workforce has always been a complex landscape. The varying personalities, demographics, and needs have challenged organizations to be legal, fair, and just, while simultaneously competing for market share and profit margins. Although these conditions are not mutually exclusive, due to the global reach for market share and use of supporting technologies, workforces have grown increasingly diverse over the past three decades. Organizations have looked to their Human Resource (HR) division to support business strategy, growth, and development. While a few have stepped up to accommodate, many HR divisions have struggled to support business needs in perhaps the greatest time of flux in modern day business. This is creating a serious issue for most organizations who recognize the competitive way forward is through effective Human Resource Development (HRD). Business success has always been about the people and it will continue to be so. Therefore, organizations struggling to develop their workforce to perform in complex, highly distributed situations will continue to lag (often far behind) the effective workforces of their competitors. This chapter offers best and next practices from HRD leaders accommodating the needs of their businesses.

Forecasting the Imminent Market Shares Pertinent to HTC Corporation Domestically

2012 ◽  
Vol 3 (1) ◽  
pp. 1-7
Author(s):  
Yi-Fen Chen ◽  
Chang-Lung Hsieh ◽  
Chia-Wen Tsai ◽  
Wen-Yu Chen ◽  
Wei-Hung Lin
Keyword(s):  
Market Share ◽  
Residual Error ◽  
High Tech ◽  
Envelope Analysis ◽  
Meaningful Information ◽  
Market Shares ◽  
The Future ◽  
New Strategy ◽  
Average Residual

The development of the smartphone will intensify in the future. Recently, many Taiwan’s manufacturers are investing in the smartphone market. The present research used the grey envelope analysis to forecast the smartphone industry market share of High Tech Computer Corporation (HTC) in Taiwan. The average residual error of up and down envelope is 6.1825% from 2003 to 2007, and the predicted market share in 2012 is 3.334%. The forecasting results showed that the market share of HTC will decrease in the future. The founding of research offers meaningful information for HTC to decide the new strategy. For government, the result could also help to implement adequate policies to support the development of smartphone industry in the future.

Alignment Of Organizational Strategy With Information Technology Strategy

2011 ◽  
pp. 106-139
Author(s):  
Tamio Shimizu ◽  
Marley Monteiro de Carvalho ◽  
Fernando Jose Barbin
Keyword(s):  
Information Technology ◽  
Business Strategy ◽  
Business Strategies ◽  
Great Expectations ◽  
Organization Effectiveness ◽  
Long Run ◽  
New Strategy ◽  
Structured Problems ◽  
It Applications ◽  
The Impact

Digital computers came into being after the Second World War. After a period of use solely in scientific and military areas, business perceived that this technological innovation could be very useful. The large, expensive equipment was very limited in terms of the information it could process and store, in addition to the restricted number of users who could access them simultaneously or from remote locations. Both the training and vision of professionals in the area of what was then called “data processing” was eminently technical. Thus, the early applications were developed to resolve well-structured problems, i.e., those whose stages and sequences were well-defined, such as payroll, stock control, and accounts due and received. Technology evolved and by the end of the 1970s, there were a number of alternative uses for computers and basic applications had been installed in the large companies. At that point, specialists began discussing a way to use Information Technology (IT), a term that came into use in the 1980s, better to make businesses more competitive. From that time on, many theories, models, and techniques have been studied and developed so that information technology can be used in tune with business strategies and operations. IT progressively came to play an important role in the strategy of the leading companies in competitive markets. Presently there are great expectations that IT applications will make possible new strategy alternatives for business and new opportunities for companies; as in the case of e-commerce and e-business (Porter, 2001; Evans & Wurster, 1999). However, there is also an extensive debate about the real gains derived from investments in IT. Focusing solely on the efficiency of IT applications will not provide a response to such questions. To evaluate the impact of IT on business strategy and operations, a focus on its effectiveness is needed. One must examine the results of IT applications in relation to the objectives, goals, and needs of an organization. Effectiveness should be maintained in the long run, and for this to happen, the concept of Strategic Alignment between IT and the business is fundamental.

Enhancing competitiveness through MNC-local firms co-opetitive relationships

2014 ◽  
Vol 4 (8) ◽  
pp. 1-6
Author(s):  
Audrey Catherine Depeige ◽  
Stavros Sindakis
Keyword(s):  
Market Share ◽  
Business Strategy ◽  
Low Cost ◽  
Strategy Management ◽  
Strategic Decision ◽  
Competitive Intelligence ◽  
Growth Strategies ◽  
Content Type ◽  
Advantages And Disadvantages

Subject area The case study reflects issues and challenges in the fields of strategy, management, competitive intelligence and new organizational designs. Study level/applicability The case study is recommended for MBA and postgraduate courses in strategy, management, competitive intelligence and new organizational designs. The case can also be used in executive development programs focusing on business strategy and innovation. Case overview It is 2009. LK Company has newly been established as lighting products manufacturer. Based in Thailand, the firm commences its business operations with an aggressive pricing strategy (low-cost products). At the time of the establishment and launch of operation activities, the market leader [an international multinational company (MNC)] has above 35 per cent market share, leaving LK with an initial 2 per cent market share. While the share of LK grew from 2 to 10 per cent in the past five years, competition in the industry nevertheless remains harsh. Companies are confronted with pressures to invest in the development of new energy-saving lamps, and in this context, LK's company executive board needs to make a strategic decision on which way to follow to sustain the business: shall this be with or without foreign MNCs. Expected learning outcomes Students will be able to better understand; analyze and assess the importance of resource management in highly competitive environments, as well as the importance of designing alternative growth strategies by identifying and assessing changes in the market/environment. They are introduced to characteristics of co-opetition strategies, advantages and disadvantages of co-opetitive business structures and impact of the choice of business partners over time. 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.

From Mass Production to Mass Customization of LED Lighting Systems - Case Study

2015 ◽  
Vol 760 ◽  
pp. 671-676
Author(s):  
Traian Mazilu ◽  
Aurel Tarara
Keyword(s):  
Mass Customization ◽  
Mass Production ◽  
Business Strategy ◽  
Production Systems ◽  
Led Lighting ◽  
New Strategy ◽  
Complex Engineering ◽  
Lighting Systems ◽  
Core Capabilities

This case study describes the transition and the evolution from mass production to mass customization in the case of highly complex engineering products, LED lighting systems, and how can some of the principles of this mass customization`s business strategy may be applied. It is analyzed the capabilities of the existing production systems within a company producing lighting systems, as well as the flexibility and ability to adapt in order to introduce new customized products. The study aims to analyze the strategic principles formed around the company’s core capabilities, the competitive advantages offered by introducing this new strategy as well as its limitations. In the end we will give an overview on the development of mass customization of LED lighting system.

scholarly journals sustainable business strategy during the new normal era: lesson for Indonesian academic

2021 ◽  
Vol 8 (3) ◽  
pp. 274-285
Author(s):  
Abdul Samad Arief ◽  
Mulyadi Mulyadi ◽  
Fahrina Yustiasari Liriwati
Keyword(s):  
Business Strategy ◽  
Phenomenological Approach ◽  
Business Strategies ◽  
Business Practices ◽  
Sustainable Business ◽  
New Normal ◽  
Business Opportunity ◽  
Sustainable Value ◽  
New Thinking ◽  
Business To Business

This study examined ten sustainable business strategies that more experts have advised use running a business in the new normal era. Many findings went publication on a variety of profitable business strategies. However, very little has discussed in a balanced proportion between gaining profitable business and design with high sustainable value. Conditionally, running a business requires a variety of strategic approaches that are sustainable following the policy of the COVID-19 protocol. Understanding which strategies align with the above expectations, we have conducted a series of online literature studies using qualitative methods based on a phenomenological approach. Then, they were analyzed using the conceptual framework of higher education research skills. Through this process, the authors ensured that these findings are valid and reliable. Finally, we summarized ten relevant, sustainable business strategies that are relevant to be applied in the new normal business era in Indonesia. They include continuity strategy, business to business, opportunity strategy, rethinking, lesson learned strategies, working from home, affected policies, new thinking patterns, flexibility strategies, and understanding of new processes. Therefore, these findings will provide profound insight for business people and academicians to work on business practices' sustainability to facing the pandemic disruption.

scholarly journals Proposed Strategy for The Development of Turbomachinery Equipment Service in Indonesia (Case Study: PT XYZ)

2020 ◽  
Vol 5 (4) ◽  
Author(s):  
Sitti Annisa Mandasari ◽  
Harimukti Wandebori
Keyword(s):  
Market Share ◽  
Value Chain ◽  
Business Strategy ◽  
Swot Analysis ◽  
Service Development ◽  
Service Market ◽  
Sales Revenue ◽  
Differentiation Strategy ◽  
Competitor Analysis

PT XYZ is one of the companies in Indonesia focusing on heavy rotating equipment, repair and manufacture Not only domestically, the company also plans to expand the business internationally to other countries in South East Asia. By increasing the company’s sales revenue and expanding the market share, PT XYZ might be able to achieve the goal. However, in the sales it is found that the current operational management strategy can no longer sustain profitable and it makes the sales revenue drops for the last two years. The purpose of this research is to find and identify the strategy of the turbomachinery equipment service business to keep on growing in Indonesia. The conceptual framework used this strategy begins with analyzing the external environment by using PESTLE, Porter’s Five Forces, and competitor analysis. After external analysis, internal analysis is done by analyzing the resources and the value chain. Later on, all of the results will be summarized with a SWOT analysis. The results reveal that the company does not have a coherent business strategy. Thus, it evokes several problems in some internal parts of the company, such as an ineffective marketing strategy and improper resource allocation. The applied strategy in this research is the differentiation strategy. This differentiation strategy expansion will be the key to support the company’s development in the turbomachinery equipment service market in Indonesia. Meanwhile, the outcome is expected to extend PT XYZ’s market share, product development, and service development later in the future.

Alternatives to the Traditional Retail Store Audit: A Field Study

1984 ◽  
Vol 48 (1) ◽  
pp. 54-61
Author(s):  
V. Kanti Prasad ◽  
Wayne R. Casper ◽  
Robert J. Schieffer
Keyword(s):  
Field Study ◽  
Market Share ◽  
Product Category ◽  
Retail Store ◽  
Market Data ◽  
Market Shares ◽  
Share Data

A field study was conducted to empirically compare market share data yielded by weekend selldown and store purchases audit methods with those provided by the traditional store audit method, for the beer product category. In one of the two test cities, market shares based on the weekend selldown audit method were statistically different for many major brands from those based on the traditional store audit method. Market share figures computed from the store purchases and traditional store audit methods, however, were statistically comparable in both test cities. The study points to the importance of focusing attention on the conditions under which the traditional store audit method and its economical alternatives may or may not yield comparable market data.

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