Competitiveness of Export-Based Competitiveness of Export-Based Small and Medium Industries (IKM): Case Study of Creative in DKI Jakarta

Ministry of Industry assesses that the processing industry is still consistently contributing the most to the achievement of export value national. There are manufacturing industry sectors that have achieved low scores on the contribution of export value. Namely the apparel industry, wood industry, and industrial furniture. There are obstacles and problems for the three industries to increase export value. The problem is the low competitiveness of the three industries in exporting. This study aims to analyze and see the condition of the competitiveness of the Small and Medium Creative Industry in the KI Jakarta based on exports from the supply-side analysis. This research is qualitative research using interview and survey methods. The samples of this research were Furniture / Furniture IKM, Batik IKM, and Handicraft IKM which succeeded in contributing the export contribution value to IKM. The results of this study indicate that the conditions of the three creative SMIs in Jakarta have different capabilities and strategies in contributing to export value. Based on the results of the SWOT and SPACE matrix analysis, a special strategy is needed to increase competitiveness. Among them, the right strategies are Furniture IKM and Handicraft IKM located in the quadrant size “aggressive” which indicates that the Furniture IKM in DKI Jakarta is in a very good position in using its internal strength. Therefore, the strategies suitable for use by IKM Furniture in DKI Jakarta include market penetration strategy, market development, product development, backward integration, forward integration, horizontal integration, or diversification. Meanwhile, IKM Batik is in the quadrant position “Conservative” which indicates that IKM Batik is in a low or weak competitive position and must improve the company's strategic position to have strong competitiveness

Impact of Vertical Integration

Vertical integration is a powerful, and complex business strategy that when used under the rightconditions can positively impact an organization. A company’s strategists need to understand whatdimensions of integration to use, and the best time to use it. De Beers is a company with a controversialhistory of being an anti-competitive monopoly. By strategizing into a vertical integrated company Debeers has added value to its company by not only targeting the retail, and industrial market, but also theI.T. industry. Forward and backward integration has helped organizations like De Beers maintain controlover its inputs and outputs. Rather than just buying all diamond mines, and stock piling the material inorder to control the prices, De Beers has embraced change by focusing on new emerging industries.Through vertical strategy and new ownership De Beers is turning its company around in a verycompetitive luxury industry. Organizations should be aware of the costs of vertical integration whenexploring its potential. Bureaucratic costs, and companies becoming too large and inflexible under certainenvironments can become a problem. Vertical integration is a powerful strategy, but it must always beunder scrutiny, and redesigned when the external and internal environment deems change necessary.

ICU Pharma Pakistan: Growth Crossroads

Growth from a small-scale venture to a medium-sized company entails different challenges and strategies to tackle them. This case provides an account of one such company operating in the pharmaceutical sector of Pakistan. International Collaborated Unit Pharma (ICU Pharma) started in 2005 in the small town of Dera Ghazi Khan, in the province of Punjab, as a distributor of Ferozsons (Private) Ltd, a leading pharmaceutical manufacturer in Pakistan. Going through various phases of growth and strategic shifts, it had become a well-established company by 2019, with PKR 200 million net worth and a sales network covering thirty-four districts in Punjab, Khyber Pakhtunkhwa and Sindh provinces. In 2018, the company faced a growth dilemma when, despite the growing demand for its products, it had to curtail sales growth and divert resources towards building a manufacturing facility in Lahore. This case illustrates how industry growth, country-level initiatives for the implementation of Sustainable Development Goals on Health (SDG No. 3), policies of the Drug Regulation Authority of Pakistan (DRAP), weak contract enforcement in Pakistan and threats from suppliers, along with other external forces, constrained a company’s decision to opt for a backward integration strategy instead of going for the more plausible strategy of product and market development.

Plasticity based interface model for failure modelling of unreinforced masonry under cyclic loading

In this work our objective is to understand the failure behaviour of unreinforced masonry under in-plane cyclic loading. For this purpose we proposed a plasticity based interface model consists of a single yield surface criteria which is a direct extension of Mohr-Coulomb criteria with a tension cut and compression cap and a back stress vector is introduced as a mixed hardening law variable in the adopted yield surface to capture the unloading/reloading behaviour of masonry under cyclic loading. A simplified micromechanical interface modelling approach is adopted to capture all the failure modes of masonry. The integration of the differential constitutive equation is done by using implicit Euler backward integration approach and the obtained non-linear set of equations are solved by a combined local/global Newton solver. The proposed constitutive model is implemented in ABAQUS by writing UMAT (user-defined subroutine) and the obtained numerical results are compared with experimental results available in the literature.

STRATEGI PEMASARAN USAHA MIKRO CITRONG (CHEESE STICK TERONG) KELOMPOK WANITA TANI MENTARI BINAAN ORGANISASI IAAS LC UNPAD

Genteng village's potential in agriculture sector is dominated by various vegetables commodities, one of which is eggplant. The Village Concept Program that was held in 2016 have been successful on creating a collaboration between IAAS LC Unpad and Kelompok Wanita Tani Mentari, which is a snack called Citrong with eggplant as it's main ingredient. The development of Citrong as a micro business doesn't always go as planned, because Kelompok Wanita Tani Mentari still can't market this product. So, marketing strategy is needed. This research aims to create a marketing strategy of Citrong micro business for Kelompok Wanita Tani Mentari. This research use qualitative design with study case as research technique. IFAS, EFAS, IE, and QSPM matrix are used for data analysis. The results of this research is micro business of Citrong in cell II (average internal position and high external position) which shows the type of strategy “Growth and Build”. So,marketing strategy that can be applied are intensive strategies such as market penetration, market development, and product development or integrated strategies such as backward integration, forward integration and horizontal integration.Keywords : Citrong, Marketing Strategy, Micro Business

SWOT ANALYSIS ON IKM KUE BAWANG BINA KARYA OF INDRAGIRI HULU REGENCY

his research aimed to analyze the external and internal environment in IKM Kue Bawang Bina Karya of Indragiri Hulu Regency by using SWOT Analysis. This research was conducted in December 2019. This research used mixed method, a combination between descriptive-qualitative and quantitative methods. The data used were primary and secondary data which were collected through interviews, observation, documentation and questionnaires. The subject and data sources of this research were the Consumers of IKM Kue Bawang Bina Karya of Indragiri Hulu Regency, the Owner of IKM Kue Bawang Bina Karya of Indragiri Hulu Regency, and The Industry and Trade Agency of Indragiri Hulu Regency. The results of this research showed that, currently, IKM Kue Bawang Bina Karya supported aggressive strategies that are applicable, namely Market Development Strategy, Market Penetration Strategy, Product Development Strategy, Forward Integration Strategy, Backward Integration Strategy, Horizontal Integration Strategy, and Diversification Strategy.

COVID 19: Effect on leading pharmaceutical stocks listed with NSE

The purpose of this study is to examine how Covid 19 outbreak has affected leading pharmaceutical stocks listed with the National Stock Exchange of India. We have selected ten leading pharmaceutical companies listed with NSE, and the selection was purely based on the market capitalization of the companies. The general hypothecation of this study was the pharmaceutical stocks will move against the general market trend (contrarian effect). The study period was classified in to pre-crisis period and Covid 19 crisis period. The data consists of 123 daily price observations of the selected 10 pharmaceutical companies. The period of study is ranging from 3rd September 2019 to 28th February 2020. The results reported that momentum effect is persisting with pharmaceutical stocks as the pharmaceutical stocks are moving in accordance with the general benchmarking index. Only two companies, namely Aurobindo Pharma Ltd and Lupin Ltd reported with varied return trend during the study period. This study also signifies that companies like Sun Pharma, Cipla, Glenmark with strong brand reputation were seems to be sustaining in the crisis period in spite of the general falling market trend. This paper is strongly urge the need for backward integration and enhanced research and development activities to Indian Pharmaceutical sector for ensuring their sustainable long-run operations.