Hasil Pencarian  ::  Simpan CSV :: Kembali

"Tesis ini membahas tentang penyusunan Rencana Strategi Bisnis RSUD Palabuhanratu tahun 2012-2016 sebagai prasyarat untuk menjadi PPK BLUD (Pola Pengelolaan Keuangan Badan Layanan Umum Daerah). Tujuan penelitian ini adalah disusunnya rencana strategi bisnis yang paling sesuai dan realistik dengan kondisi internal dan eksternal RSUD Palabuhanratu. Penelitian ini merupakan penelitian operasional dengan pendekatan analisis masalah secara deskriptif analisis menggunakan alat formulasi strategi berupa Analisis SWOT, Matriks EFE, Matriks IFE, Matriks IE dan Matriks TOWS. Strategi terpilih hasil analisis adalah Product Development dan Market Penetration. Selanjutnya dari strategi terpilih dibuat alternatif strategi yang aplikatif untuk diimplementasikan langsung oleh RSUD Palabuhanratu. Berdasar hasil penilaian dengan QSPM, maka strategi terpilih yang diimplementasikan dari strategi Product Development adalah : Meningkatkan Jenis Layanan, anatar lain dengan pembukaan poli eksekutif, penambahan jenis poli spesialis, dan pembangunan ruang VVIP. Adapun strategi yang akan diimplementasikan dari Market Penetration adalah : Pelayanan Luar Gedung, seperti pelayanan poli spesialis di Puskesmas, kerjasama dengan klinik-klinik perusahaan dalam hal pelayanan medis, penyediaan obat-obatan, layanan ambulan dan lain-lain.

---

This thesis discusses the preparation of the Strategic Business Plan for Hospital Palabuhanratu years 2012 - 2016 as a prerequisite for the KDP BLUD. The BLU policy is one of government's efforts to improve the quality of its Public Service including hospitals. The purpose of this study is to review the most appropriate and realistic formulation of business strategy plan due the condition of internal and external conditions Palabuhanratu hospitals.

This study is an operational research approach focusing on problem analysis and descriptive analysis using strategy formulation tools in the form of a SWOT analysis, EFE matrix, IFE Matrix, IE Matrix and Matrix tows. Based on strategy analysis and TOWS matrix IE result, this research chosen Product Development and Market Penetration. Furthermore, based from the chosen strategy this thesis made applicable alternative strategies to be implemented directly by the Palabuhanratu Hospital.

Based on the assessment results with QSPM, which is an instrument of strategic decision-making, then selected the strategy which is implemented from the Product Development strategy is to: improving the service type, such as opening executive poly, the addition of specialists poly types and the construction of VVIP room. Another strategy would be implemented from Market Penetration is: Foreign Service Buildings, such as poly specialist services in health centers, clinics cooperation with companies in terms of medical services, provision of drugs, ambulance services and others."

"Tujuan karya akhir ini adalah mengidentifikasi kapabilitas perusahaan, mengkaji visi dan misi, serta merancang balanced scorecard di PT.Grahanusa Mediatama untuk meningkatkan efektifitas implementasi strategi perusahaan tidak hanya dari ukuran finansial. Balanced Scorecard sebagai Sistem Manajemen Strategis mengkomunikasikan dan mengawasi eksekusi strategi melalui proses cascading sampai dengan level departemen dan alignment. Hasil penelitian menyimpulkan bahwa strategi perusahaan kurang selaras dan kurang dikomunikasikan. Balanced scorecard disertai cascading dan alignment membantu perusahaan meningkatkan implementasi strategis dalam hal komunikasi dan sinergi. Diharapkan karya akhir ini dapat menjadi referensi perusahaan dan pihak lain dalam mendalami balanced scorecard khususnya dari sisi praktek cascading dan alignment strategi.

---

This thesis is to identify and evaluate company capabilities, vision and mission, and design PT.Grahanusa Mediatama?s scorecard to improve strategy implementation, accomodating non-financial measures. Balanced scorecard as a Strategic Management System communicate and monitor strategy execution through cascading and alignment processes. The cascading processes will be made through departmental level. This study reveals that company strategy lacks communication thus execution. Cascading and alignment process of balanced scorecard could significantly improve communication and synergy across unit. The expectation is that this study could contribute a reference to those building the balanced scorecard or studying further about strategic cascading and alignment processes."

"Dewasa ini peluang bisnis mengembangkan lapangan minyak marjinal tidak diimbangi dengan tingkat keberhasilan perusahaan perusahaan bisnisnya. Kendala pengelolaan pada umumnya adalah keterbatasan dana dan sulitnya mencari pendanaan untuk membiayai bisnis yang padat modal dan berisiko tingg1 ini. Namun tidak demlkian halnya dengan PT. Indelberg Indonesia dan Elnusa Tristar Ramba Ltd, dengan strategi yang tepat dalam pengelolaam1ya kedua perusahaan tersebut mampu membuktikan bahwa bisnis ini menarik untuk dijadikan ladang investasi. Mempelajari langkah dan Cara apa yang telah dilakukan PT. Indelberg lndonesla dan Elnusa Tristar Rarnba Ltd hingga berhasil memaksimalkan nilai perusahaannya pada satu tahun pertama beroperasi, merupakan sesuatu yang menarik mengingat tidak banyak perusahaan yang bisa melakukannya.

---

Nowadays, business opportunity to develop marginal oi1field doesn't have given good result yet for the oil industry. The main reason of the management difficulties is scarcity in funding due to the characteristic of its industry. Otherwise. PT. Indelberg Indonesia and Elnusa Tristar Ramba Ltd have right strategies for managing the business and show us that business is interesting for investment. Learning from PT. 1ndelberg Indonesia and E1nusa Tristar Ramba Ltd about their successful! to maximize the value of their fim1 in the first year operation will become something useful because its not commonly happened."

"Strategi merupakan suatu sarana untuk mencapai tujuan perusahaan. Dalam era persaingan usaha semakin ketat, tiap perusahaan dituntut dapat menentukan strategi yang tepat, agar dapat memenangkan persaingan tersebut, minimal dapat bertahan sehingga perusahaan tidak ditutup.Perusahaan briket batubara PT. Bukit Asam adalah saiah satu perusahaan yang dituntut untuk dapat bertahan, bahkan apabila mungkin dapat berkembang, didalam bersaing dengan perusahaan bnket batubara Iainnya. terlebin lagi perusahaan ini dituntut untuk betul-betui dapat mandiri.Penelitian ini dilakukan dengan lujuan untuk mengetahui posisi strategis perusahaan briket batubara PT. Bukit Asam pada saat ini, dan kemudian rnengkaji Serta menentukan strategi-strategi yang tepat sebagai dasar menuju peningkatan kinerja perusahaan.Acuan yang digunakan daiam kajian tersebut adalah perlumbuhan dan relatif market share dan teori BCG Growth Share Market, teori pengukuran kinerja perusahaan (Baianced Scorecard) serla Analisa Hirarki Proses (AHP) sebaga. Dasar untuk menentukan strategi alternatif. Di dalam peneiitian ini data di dapat dari pabrik briket PT. Bukit Asam, perusahaan seienis Iainnya, Serta 'dari Iembaga atau departemen terkait. Selain itu agar didapatkan data yang Iebih objektifjuga diedarkan kuasioner.Dari penelitian diperoleh kesesuaian antara kondisi yang dialami perusahaan saat ini dengan hasil penelitian, dimana pada saat ini perusahaan masih mengalami large negative cash iiow (question marks). Disamping itu ada beberapa kesamaan antara strategi yang sedang dijalankan dengan strategi yang dihasilkan.

---

Strategy is one of tool to achieve the company goal. In the tighter competition era, each company to be claimed to decide the right strategy, in orde ' to win the competition, at [east it can be stand firm so that the company is not closed. PT.Bukit Asam is one of the companies which is to be claimed to stand tirm even if possible it can be developed, in competing with the other bricret, especially the company to be claimed to be fully self-government.This research is done in order to know about the strategic position PT. Bukit Asam right now, and later examine and also decide the right strategies as a basic to strive for the self-government company. Form that is used in the instruction is growing and relative market share from BCG Growth-Share Matrix theory, Balanced Scorecard, and also AHP analyzes as a basic to decide the altemative strategy. ln this research, data is got from PT. Bukit Asam, the other similar company, and also institution or department which has the same field.Beside that, in order to get more objective data, questioners are circulated. The research obtains the match between the conditions that is had by the company right now and the result of the research, where right now the company still has a large negative cash flow. Beside that, there is a similiarity between some strategies that are doing and strategies that are produced from the research, for instance, the company tries to maintain captive market, increase marketing and diversiication in non-bricret field."

"Pengembangan produk baru merupakan pertanda adanya kesehatan dalam unit bisnis suatu perusahaan. 3M merupakan salah satu perusahaan multinasional yang bergerak di berbagai bidang industri dan consumer market. Salah satu cabang perwakilan 3M yang berada di Indonesia, mempunyai ide untuk memasarkan produk penetrant oil di pasar Indonesia. Produk yang akan dipasarkan sudah ada di portofolio produk global yang dimiliki oleh salah satu unit bisnis 3M yaitu Electrical Market Division (EMD).Produk penetrant oil merupakan produk pencegah karat yang banyak dijumpai di pasar baik itu industri manufaktur maupun di pasar rite. Banyak pemain yang sudah lama mendominasi pasar salah satu contoh merek yang terkenal adalah WD-40. WD-40 menawarkan berbagai macam fungsi (multipurpose) di mana produk berfungsi untuk merontokkan karat, melumasi dan membersihkan kotoran/debu. Dari ketiga fungsi tersebut banyak produk-produk yang memposisikan diri untuk Iiingsi yang spesilik baik itu hanya sebagai pelumas (lubricant), pembersih (cleaner), pencegah karat (rust preventive) atau bahkan menawarkan ketiga solusi di atas sebagai suatu produk multiguna (multipurpose)Produk 3M memiliki berbagai macam ini produk di kategori penetrant oil namun kemampuan marketing dan sales serta pengetahlian pasar produk sangat minim. Dengan melihat potensi dan peluang pasar yang ada serta lini produk yang sudah dimiliki di portofolio global, maka perlu dilakukan analisis proses-proses produk baru dengan mengikuti tahapan-tahapan analisis 3M NPI (New Product Introduction) yang tidak dilakukan sepenuhnya mengingat produk ini hanya mengadopsi produk baru yang sudah ada dan nengimplementasikannya melalui pengembangan produk di pasar Indonesia.Produk baru tidak akan sukses dalam pemasarannya apabila ide dan konsep yang ada tidak dipersiapkan secara matang. Oleh sebab itu analisis pasar dan kondisi internal diperlukan untuk memantapkan EMD memasuki pasar produk. Gambaran umum kondisi pasar produk didapat dari analisis terdekat yang dipilih berupa pertumbuhan pasar, segmentasi pasar dan persaingan. Ketiga analisis di atas menunjukkan pasar produk cukup menarik untuk dimasuki, hal ini didapat dari pertumbuhan industri yang mengakibatkan peningkatan mesin-¬mesin secara tidak langsung akan mengakibatkan pertumbuhan produk-produk perawatan dan pemeliharaan; segmentasi pasar produk yang tersebar mencakup segmen pasar industri manufaktur, pasar produk otomotif dan rumah tangga; persaingan cukup ketat dengan pemimpin pasar mendominasi pangsa pasar yang besar numun porsi pasar pemain-pemain kecil masih optimis untuk dimasuki.Dari ide tersebut di atas dan dengan kondisi pasar yang cukup menarik maka dibutuhkan Voice of Customer (VOC) dari konsumen pengguna produk dari berbagai segmen. VOC dilakukan secara kualitatif berupa Focus Group Discussion (FGD) untuk pengetahuan mendalam mengenai produk, keinginan dan ketidakpuasan konsunien produk. Hasil FGD mengeksplorasi keinginan dan keluhan-keluhan pada atribut produk pesaing yang sudah ada di pasar, sehingga penyesuaian perlu dilakukan sesuai dengan analisis kemampuan marketing dan teknikal. Penyesuaian dilakukan pada bentuk produk, manfaat dan teknologi yang dibutuhkan pasar di Indonesia. Penyesuaian pada bentuk dilakukan pada desain kemasan, ukuran dan accessories. Sementara penyesuaian pada manfaat ditekankan pada produk perontok karat dan penyesuaian teknologi dilakukan melalui peningkatan performansi cairan perontok karat.Untuk menyaring kembali konsep yang ada dengan melakukan upaya meningkatkan peluang sukses di pasar, maka perlu dilakukan analisis segmen pasar yang dituju, serta strategi yang akan diimplementasikan di target pasar tersebut. Melalui analisis yang dilakukan sesuai kemampuan internal EMD, target pasar produk adalah .di segmen pasar industri manufaktur. Meskipun ukuran pasar dan pertumbuhan pasar ri(el lcbih besar, narnun keputusan target pasar pada industri manufaktur tersebut didasarkan kembali pada kemampuan internal perusahaan di mana kemampuan marketing dan sales yang berpengalaman dan ticlak memerlukan biaya yang besar di industri manufaktur iniPositioning produk sama dengan pesaing utama dengan penekanan pada perontok karat dan diferensiasi dilakukan melalui penambahan fitur-fitur produk seperti accessories berupa tempat sedotan, petunjuk penggunaan dalam dua bahasa dilengkapi gambar petunjuk dan pelayanan keluhan konsumen (customer care) yang diperlukan konsumen. Sementara positioning harga dilakukan melalui low active strategy dengan memposisikan harga di bawah harga pemain utama. Posisi 3M di pasar sebagai penantang pasar dengan tujuan untuk share-growth dilakukan melalui flank attack dengan membangun demand secara selektif dan mengambil pangsa pasar pelanggan pesaing rnelalui inisiatif-inisiatif marketing yang dicapai dengan head-to-head positioning dengan pemain utama pasar dan diferensiasi positioning dengan pemain lain (niche) fokus pada segmen yang belum dilayani.Oleh sebab itu diperlukan bauran pemasaran untuk mengimplementasikan strategi tersebut dengan inisiatif-inisiatif marketing melalui peningkatan performansi atribut produk, penetapan harga di bawah harga pemain utama, pemanfaatan saluran distribusi. Selain itu push strategy dilakukan melalui program-program marketing, promosi dalam bentuk sales promotion berupa cash discount, sales incentive, bundling program, advertising di majalah-¬majalah "Industri" dan "Elektrikal" serta mengadakan event-event melalui seminar dan product training untuk mengedukasi pasar.

New product development demonstrates the healthiness of company's business units. 3M is one of the multinational companies in the world that serves various industrial and consumer market. 3M Indonesia, as one of the subsidiaries, has idea to market the penetrant oil product in Indonesian market. This product is available in global portfolio product that owned by one of the business unit; Electrical Market Division (EMD).

Penetrant oil is the rust preventive product and mostly found in manufacturing industry and retail market. Many players are entering this product-market; one of the famous and well known product brands is WD-40. WD-40 offers multipurpose functions for rust remover, lubricant and cleaner. From all functions, many products positioned for the specific function such as only as lubricant, cleaner, rust preventive or even offering the three functions as well as a multipurpose product.

3M products have many product lines in penetrant oil category but lack of marketing and sales competence and product market knowledge. Seeing the potential market, opportunities and product line availability in global portfolio, new product process analysis should be assessed by the following 3M NPI stages analysis (New Product Introduction), The process is not fully completed because it only adopts the portfolio's product global and implemented through the product development phases in Indonesia market.

The new product will be not successfully implemented in the market if the idea and concept of the product did not prepare well. Therefore, market analysis is required in order to support EMD entering the product-market. General condition of product market defined from the choices of important analysis which consist of market growth, market segmentation and competition. Three points analysis showed that product market is interested. It comes from the growing industries in Indonesia that will impact the increased of machine maintenance demand; market segmentation embraced the overall industries from manufacturing industries. product market automotives, and household industries and last is the tight competition among main players with dominant market share but the small portion of few player can be grabbed optimisticly.

From the above ideas and the interested condition of product market, Voice of Customer (VOC) is needed from customer in every segment of the market. VOC is implemented through Focus Group Discussion (FGD) which is aimed to know more about the product knowledge, needs and customer dissatisfaction matted point. Deliverables of FGD explores need and complaint of competitors' product attributes, so the adjustment is required to implement appropriate with the marketing and technical analysis. The adjustments perform through product form, benefit and technology that are suitable for Indonesian market. Form adjustment is implemented on packaging design, sizes and accessories, hence, the benefit adjustment executes through emphasizes of rust remover product. Technology adjustment is accomplished through the increasing of rust remover liquid performance.

Market segmentation analysis and strategic implementation at target market is obliged to verify the concept through increasing the implementation of successfully opportunity in the market. Target market for the products is manufacturing industries based on EMD internal capability. Even though the retail sizes and its growth are bigger than manufacturing industries, the decision of target market is mainly considering based on the internal capability whereas marketing and sales capability well and less cost to market the product in this segment.

Product positioning as well as the main competitor with the emphasizes fur rust remover and diferentiation is applied through the additional products features such as accessories for straws' place, bilingual product's instruction with' pictures and also supporting from customer care hotline. Indeed, price positioning is implemented with low active strategy that positioned the price under the competitor's price. 3M product position in the market as a challenger with the share-growth goals through flank attack with stimulate selective demand and capture the market share target competitor's through penetrating marketing initiatives with head-to-head positioning with market leader and positioning differentiation with niche player focused on untapped segments.

In summary, the marketing mix strategy required to be implemented by synergizing marketing initiatives through improvement on product's performance, pricing decision under market leader, and good existing channel distribution. Push strategy is implemented through marketing programs such as sales promotion program, cash discount, sales incentive, bundling program, advertisement on the "Industrial" and "Electrical" magazines, and various events like seminar and product trainings to educate market."

"Perusahaan jasa mover masih sangat sedikit di Jakarta. Kebanyakan masyarakat Indonesia belum sepenuhnya mengetahui lingkup kerja dan jasa yang ditawarkan perusahaan. Penelitian ini bertujuan untuk menganalisa strategi bersaing PT. CPM dalam bidang jasa mover dalam perkembangannya di Indonesia. Perusahaan mengalami pasang surut dalam perkembangan usahanya akibat terjadi beberapa kesalahan manajemen dan juga dampak dari krisis multidimensi yang melanda Indonesia.Penerapan strategi berada dibawah tanggungjawab manajemen direksi yang dikoordinasikan dengan manajemen tingkat atas. Metode penulisan dan pengumpulan data menggunakan metode deskriptif, kualitatif dan eksplanattif. Data primer dikumpulkan melalui wawancara sedangkan data sekinder didapat melalui studi pustaka yang berkaitan dengan obyek penelitian.Pengolahan dan anlisis data dilakukan dengan membandingkan data yang ada dengan teori strategi bersaing yang dibahas. Untuk melihat hambatan dan kendala yang dihadapi, data yang diberikan perusahaan diolah kembali sehingga terbentuk susunan gratik yang kemudian dijelaskan oleh penyedia data. Data tahunan yang digunakan merupakan data total penagihan total penjualan, total keuntungan, dan total biaya selama lima tahun terakhir. Wawancara secara langsung dilakukan secara bertahap dari manajemen tingkat atas dan manajemen tingkat menengah. Pengumpulan informasi secara tidak langsung didapat melalui keikutsertaan penulis dalam pengerjaan suatu peketjaan jasa dan hubungan interaktif penulis dengan karyawan operasional. Informasi juga diperoleh dati beberapa pelanggan jasa yang menggunakan jasa perusahaan.Hasil penelitian menunjukan bahwa perusahaan memiliki potensi yang kuat dalam pengembangan usaha di masa yang akan datang. Setiap masalah yang timbul dijadikan dasar pengalaman pemsahaan dalam menentukan langkah strateginya. Kepercayaan dan loyalitas karyawan pada perusahaan dapat dijadikan alat penunjang keberhasilan perusahaan. Kekompakan dan kerjasama yang terjalin dengan baik di tubuh perusahaan menghasilkan efisiensi dan efektifitas yang terbukti dengan peningkatan penjualan perusahaan. Penetapan fokus perusahaan pada sektor lokal moving dan domestik cargo dinilai sangat tepat untuk mendongkrak kembali penjualan. Keuntungan dan kestabilan kondisi keuangan perusahaan didapat melalui komposisi bauran pemasaran yang cocok yang digunakan pada sektor jasa ini.Dengan analisa lima kekuatan yang dikemukakan oleh Porter, perusahaan mempunyai kemampuan untuk mengelolanya dengan baik. Perluasan bidang usaha yang dilakukan untuk menunjang bisnis utama di bidang mover, terbukti mampu menopang kegiatan perusahaan dalam kondisi normal maupun pada saat mengalami kegoncangan. Adanya pesaing dari perusahaan multinasional yang memliki modal dan jaringan internasional disikapi perusahaan dengan melakukan taktik gerilya. Pertemuan secara langsung dihindari seminimal mungkin. Pemusatan kekuatan perusahaan ditujukan pada sektor lokal moving dan domestik kargo. lkatan emosional dengan pelanggan jasa terus ditingkatkan dengan mengedepankan keramahan dan hubungan kekeluargaan dengan perusahaan.

---

There were still little mover companies in Jakarta. Most of Indonesian people still unfamiliar about product and movers services. The purpose of this research was to analyze the competitive strategy of PT. CPM in mover services in Indonesia. The enterprise itself had suffer several mismanagement according of its life and also because the effects of multiple crisis in Indonesia.

The strategy was under directors management responsibility and coordinated with top management. The research and data methods was using the descriptive, qualitative and also using explanative methods. The primer data was collected by interview and the secondary data was taken from literature study which connected with the research object.

To annalists and processed the data was doing by comparing the data with the strategic competitive itself. To look for the barriers and the inhibiting factors, the data was processed and tumed into several graphics which explaining from the data sources. The primary data was the yearly data including the total invoice, the total selling, yearly profit and the total cost for at least 5 years. The interactive interview was doing from top management until the middle management. The rwearcher also got the secondary data from interactive relationship from the operational division. The information also collected from several customers which used the service of the product.

The output of the research was conclude that the enterprise has strong potentials business in movers industry to grow in the future. Every problem adding the enterprise experience to coordinating the strategy. The employees had give their loyalist and respectfulness to the organization was the basic capital for organization success. Strong corporation between enterprise and the affiliates was created the effectiveness and more efficiency to push the product selling. The focus to deal with local moving and domestic cargo was very effective to make the profits grow rapidly.

With the Porter's five forces analysis, the enterprise had the ability to manage its resources very well. The expansion ofthe business doing to maintaining and supplying the core business was proofed to help the enterprise in any situation. To handle the other mover especially multinational competitor, the enterprise has used the guerrilla tactics. The war only happened in unconditional situation. The powers was focused in local moving and domestic cargo sector. Emotional relationship also had the priority to maintaining the family relationship between the customers and the enterprise."

"Program I'm Ready merupakan layanan business-to-consumer (B2C) pertama dari EXPERD Consultant, sebuah perusahaan konsultasi yang berfokus pada pengelolaan sumber daya manusia dan berbasis di Jakarta. Layanan ini adalah program yang dirancang khusus untuk mempersiapkan fresh graduates memasuki dunia kerja. Program ini membekali peserta dengan berbagai keterampilan soft skill yang relevan dengan kebutuhan industri saat ini, seperti komunikasi profesional, networking, dan pembuatan CV

---

The I’m Ready program is the first business-to-consumer (B2C) service offered by EXPERD Consultant, a Jakarta-based consulting firm specializing in human resource management. This program is specifically designed to prepare fresh graduates for entering the workforce. It equips participants with various soft skills relevant to current industry needs, such as professional communication, networking, and CV writing"

"The management of communication sector which included government as a regulator and providing the service by operator and also other service provider, aimed to provide communication service which can fulfill intention and requirement of all public community not only in country, but also from and to foreign country.

In sea communication sub-sector, especially in port, the government through the revision from Government Regulation No. 7011996 become Government Regulation No. 6912001 has given the facility to stakeholder to be able to respond the situation that happened in liberalization, competition in globalization, transformation in reformation era and also the implementation of decentralization.

By the implementation of Government Regulation No. 6912001, PT. Pelabuhan Indonesia II, in managing port service in the future should positively done in improving income through good strategic management, because the challenge in the future in facing the competition is more competitive either in the country, for example of Local Government demand in order to make-up of Local Government Income and also competition which tend to ascend with other port in ASEAN, for example Port Of Singapore, Port of Kiang, Bintulu, Tanjung Pelepas, Hochi Minh, etc which have more efficient in operational performance.

In facing the competition which tend to global, it is needed the existence of reliable strategic management matching with existing strategic environment which able to assign value added to company growth, especially in make-up its income. This is the condition which need excellence compete in managing its business.

Therefore, in stimulating how the company could succeed in facing the competition in the future which tend to spread out, it is needed the existence of scenario planning of strategic management for company to know the situation happened in the next time, so that various policy which need to solve the condition could set up early.

This research is aiming to analyze how compilation process of scenario planning of strategic management of PT. Pelabuhan Indonesia II in facing the globalization, to show what factors were become resistor in creating excellence competition of the company in providing the port service, and also to explain what factors which can be developed to to create excellence competition in providing the port service.

The theory in this research, are taken from various literature, Internet websites and interview with all experts concerning the strategic management of PT. Pelabuhan Indonesia II to face the competition globally which analyzed with scenario planning approach.

This research are basically showing and describing all external and internal factors related to scenario planning of company which estimated that it can influence emulation of management of port that happened in the future. The approaches used in this research are qualitative approach, so that it can explain the reality or symptom which happened in business management in the future.

From the result of analysis, it can know that the decision of the strategic management of the company in the future very influenced by the decisions as a key factors for scenario input. Hereinafter, from the result of that analysis found that there are 10 factors which have high impact level and uncertainty of degree, which influence the compilation process of scenario, can divide to four clusters.

The conclusion of this research is there are four scenarios in developing PT. Pelabuhan Indonesia II base on most sensible strategic management in the future. Pursuant to interpretation, hence the scenario ?PT. Pelabuhan Indonesia II Berjaya? is the scenario which is more reliable happened in the future.

So that the scenario planning of strategic management of PT. Pelabuhan Indonesia II in facing the of globalization which have been compiled in this research become better and more objective, it is suggested to be continued with additional research by socialization or consulted with other related parties outside the company."