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"[ABSTRAKTindakan Pemerintah menetapkan Keputusan Menteri Kominfo No. 749 Tahun 2014 dan Peraturan Menteri Kominfo No. 22 Tahun 2014 sebagai dasar realokasi penyelenggaraan PCS 1900 MHz PT. Smart Telecom ke pita frekuensi 2,3 GHz, mendapatkan resistansi dari penyelenggara telekomunikasi lainnya. Dalam realokasi tersebut, PT. Smart Telecom mendapatkan alokasi frekuensi radio dari 2330 – 2360 MHz dengan lebar pita 30 MHz. Alokasi tersebut digunakan untuk penyelenggaraan seluler cakupan nasional berbasis teknologi netral. Tindakan Pemerintah dengan melakukan realokasi tersebut dapat menimbulkan persaingan yang tidak sehat pada industri telekomunikasi nasional. Dengan lebar pita 30 MHz berteknologi netral, PT. Smart Telecom akan mendominasi industri telekomunikasi melalui jaringan LTE dengan kecepatan layanan lebih dari 100 Mbps. Tidak ada penyelenggara seluler maupun penyelenggara BWA lain yang dapat menyaingi kecepatan layanan yang akan diberikan oleh PT. Smart Telecom.Evaluasi kebijakan dimaksudkan untuk mengetahui posisi kebijakan Pemerintah tersebut terhadap industri telekomunikasi nasional. Evaluasi dilakukan dengan membandingkan hasil yang diharapkan dengan hasil yang sebenarnya dan penentuan tidakan korektif untuk memastikan bahwa kebijakan sesuai dengan yang direncanakan.Melalui analisa menggunakan matriks Internal - Eksternal (IE) didapatkan hasil bahwa kebijakan Pemerintah berada pada sel V yang digambarkan sebagai menjaga dan mempertahankan. Posisi sel V mengindikasikan bahwa kebijakan yang telah ditetapkan sebelumnya dapat tetap dipertahankan dengan menjaga posisi internal dan eksternal yang ada, atau dapat ditingkatkan melalui strategi – strategi lanjutan untuk mencapai sel I, II dan IV yaitu tumbuh dan membangun. Melalui Perencanaan Strategis Kuantitatif Matriks, diperoleh opsi dengan nilai TAS paling tinggi dan merupakan tindakan koreksi kebijakan terpilih. Tindakan koreksi kebijakan adalah PT. Smart Telecom mendapatkan alokasi lebar pita yang sesuai dengan lebar pita alokasi PCS 1900 MHz sebelumnya yaitu 15 MHz, sedangkan sisanya ditetapkan dengan mekanisme seleksi.

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ABSTRACTGovernment action with established Minister of Communications and Informatics Decree No. 749 of 2014 and Minister of Communications and Information Technology Regulation No. 22 of 2014 as the basis for the reallocation of PCS 1900 MHz PT. Smart Telecom to 2.3 GHz frequency band, getting resistance from other telecommunications providers. In these reallocations, PT. Smart Telecom obtain radio frequency allocation from 2330 - 2360 MHz with 30 MHz bandwidth. The allocation is used for the cellular implementation with nationwide coverage based on neutral technology. The Government actions by reallocating PCS 1900 MHz can cause unfair competition on the national telecommunications industry. With 30 MHz bandwidth based on neutral technology, PT. Smart Telecom will dominate the telecommunications industry through LTE network with speeds of service over 100 Mbps. No cellular providers and other BWA providers that can compete the speed of services that provided by PT. Smart Telecom.Policy evaluation is intended to determine the position of the Government's policy towards the national telecommunications industry. Evaluation is held by comparing the expected results with actual results and determination to ensure that corrective action from the performance as planned.Through analysis using Internal - External (IE) matrix, showed that government policies are in the cell V that is described as hold and maintain. The position of cell V indicates that the policies that have been previously assigned, can be maintained by keeping the existing internal and external positions, or can be enhanced through advanced strategies to achieve cell I, II and IV that is grow and build. Through Quantitative Strategic Planning Matrix, were obtained an option with highest TAS score which is the selected policy corrective action. The policy corrective action is PT. Smart Telecom receives bandwidth allocation accordance with bandwidth allocation of PCS 1900 MHz that is 15 MHz, while the rest is set by the selection mechanism.;Government action with established Minister of Communications and Informatics Decree No. 749 of 2014 and Minister of Communications and Information Technology Regulation No. 22 of 2014 as the basis for the reallocation of PCS 1900 MHz PT. Smart Telecom to 2.3 GHz frequency band, getting resistance from other telecommunications providers. In these reallocations, PT. Smart Telecom obtain radio frequency allocation from 2330 - 2360 MHz with 30 MHz bandwidth. The allocation is used for the cellular implementation with nationwide coverage based on neutral technology. The Government actions by reallocating PCS 1900 MHz can cause unfair competition on the national telecommunications industry. With 30 MHz bandwidth based on neutral technology, PT. Smart Telecom will dominate the telecommunications industry through LTE network with speeds of service over 100 Mbps. No cellular providers and other BWA providers that can compete the speed of services that provided by PT. Smart Telecom.Policy evaluation is intended to determine the position of the Government's policy towards the national telecommunications industry. Evaluation is held by comparing the expected results with actual results and determination to ensure that corrective action from the performance as planned.Through analysis using Internal - External (IE) matrix, showed that government policies are in the cell V that is described as hold and maintain. The position of cell V indicates that the policies that have been previously assigned, can be maintained by keeping the existing internal and external positions, or can be enhanced through advanced strategies to achieve cell I, II and IV that is grow and build. Through Quantitative Strategic Planning Matrix, were obtained an option with highest TAS score which is the selected policy corrective action. The policy corrective action is PT. Smart Telecom receives bandwidth allocation accordance with bandwidth allocation of PCS 1900 MHz that is 15 MHz, while the rest is set by the selection mechanism., Government action with established Minister of Communications and Informatics Decree No. 749 of 2014 and Minister of Communications and Information Technology Regulation No. 22 of 2014 as the basis for the reallocation of PCS 1900 MHz PT. Smart Telecom to 2.3 GHz frequency band, getting resistance from other telecommunications providers. In these reallocations, PT. Smart Telecom obtain radio frequency allocation from 2330 - 2360 MHz with 30 MHz bandwidth. The allocation is used for the cellular implementation with nationwide coverage based on neutral technology. The Government actions by reallocating PCS 1900 MHz can cause unfair competition on the national telecommunications industry. With 30 MHz bandwidth based on neutral technology, PT. Smart Telecom will dominate the telecommunications industry through LTE network with speeds of service over 100 Mbps. No cellular providers and other BWA providers that can compete the speed of services that provided by PT. Smart Telecom.Policy evaluation is intended to determine the position of the Government's policy towards the national telecommunications industry. Evaluation is held by comparing the expected results with actual results and determination to ensure that corrective action from the performance as planned.Through analysis using Internal - External (IE) matrix, showed that government policies are in the cell V that is described as hold and maintain. The position of cell V indicates that the policies that have been previously assigned, can be maintained by keeping the existing internal and external positions, or can be enhanced through advanced strategies to achieve cell I, II and IV that is grow and build. Through Quantitative Strategic Planning Matrix, were obtained an option with highest TAS score which is the selected policy corrective action. The policy corrective action is PT. Smart Telecom receives bandwidth allocation accordance with bandwidth allocation of PCS 1900 MHz that is 15 MHz, while the rest is set by the selection mechanism.]"

"Instalasi poliklinik Rumah Sakit Siti Khodijah kota Pekalongan di dalam upayanya untuk mengembangkan diri, memerlukan suatu perencanaan strategik yang sejalan dengan visi dan misi Rumah Sakit Siti Khodijah yang tertuang pada perencanaan strategis Instalasi poliklinik Rumah sakit Siti Khodijah kota Pekalongan tahun 2002 - 2005.Untuk dapat menyusun strategis dari Instalasi Poliklinik Rumah Sakit Siti Khodijah dilakukan penelitian studi kasus dengan analisis kualitatif dan penyusunan ini melalui beberapa tahap yaitu tahap I ( input stage ) terdiri dari analisis lingkungan eksternal dan internal dari instalasi poliklinik , yang terdiri dari poliklinik umum dan spesialis Rumah Sakit Siti Khodijah , yang dilakukan oleh Consensus Decision Making Group (CDMG) yang terdiri Direktur , Staf Struktural Rumah Sakit Siti Khodijah. Kemudian tahap II (matching stage) , CDMG melakukan analisis dengan internal - Eksternal Matrix (IE Matrix ), TOWS Matrix dan menggunakan konsep Balanced Scorecard untuk menentukan inisiatif strategi. Selanjutnya tahap III (decision stage) menentukan prioritas strategi dan QSPM Matrix dan memadukan antara konsep Balanced Scorecard dengan Matrix QSPM untuk mendapatkan prioritas strategi dan inisiatif strategi.Dari hasil penelitian berdasarkan konsep Balanced Scorecard didapatkan inisiatif strategi berdasarkan perspektif keuangan , pelanggan, proses bisnis intern dan pembelajaran dan pertumbuhan yang tersusun dalam tabel Balanced Scorecard Instalasi poliklinik Rumah Sakit Siti Khadijah kota Pekalongan tahun 2002 - 2005 dan berdasarkan konsep Quantitative Strategic Palnning Matrix (QSPM) didapatkan 9 prioritas strategi yang dijabarkan operasionalnya dalam tahel plan of actions yang tersusun berdasarkan prioritas kegiatan , tujuan , sasaran , waktu pelaksanaan kegiatan serta penanggung jawab masing-masing kegiatanPenelitian ini menyimpulkan bahwa Instalasi poliklinik Rumah Sakit Siti Khodijah memiliki potensi pasar yang besar dengan dukungan internal yang kuat , walaupun dengan pesaing yang cukup kompetitif , sehingga masih diperlukan suatu tindakan untuk peningkatan mutu.Sebagai saran untuk tindak lanjut , maka inisiatif strategi yang terpilih perlu dioperasionalkan secara optimal dengan mengorganisir dan memadukan konsep Balanced Scorecard menggunakan perspektif keuangan , pelanggan , proses bisnis intern serta pertumbuhan dan pembelajaran dengan konsep QSPM yang menghasilkan prioritas strategi.

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Strategic Planning For Polyclinics Installation of Siti Khodijah Hospital Pekalongan City in the Year 2002 - 2005The Polyclinics Instalation of Siti Khodijah Hospital in Pekalongan city requires a strategic planning, in alignment to the vision mission of Siti Khodijah Hospital as described in its strategic planning for the year 2002 - 2005.To arrange strategic planning of Polyclinics Instalation of Siti Khodijah Hospital, a case study employing qualitative analysis was conducted, this strategic planning arrangement were put into stages. Stage I (input stage) consisted of external and internal environment analysis of Polyclinics Installation of Siti Khodijah Hospital, which was conducted by Consensus Decision Making Group (CDMG) consisting of Director and structural staff Siti Khodijah Hospital. In stage II (matching stage) , COMO conducted analysis by using Internal - External Matrix ( IE Matrix) , TOWS Matrix and use Balanced Scorecard concept to break off initiative strategic Next in stage III (decision stage ) to melt together between QSPM Matrix with Balanced Scorecard concept to definite the initiative strategy priority.This thesis result Initiative strategy from Balanced Scorecard concept with four perspectives , those are financial , customer , business intern process and growth and learn perspectives., there are composed in Balanced Scorecard table Polyclinics Installation Siti Khodijah Hospital Pekalongan City in year 2002 - 2005 and with Quantitative Strategic Planning Matrix concept result nine priority strategies in plan of actions table.It can be concluded , that polyclinics of Siti Khodijah Hospital has a significant market potential and relatively strong internal capability , in competitive atmosphere. The position of growth and build indicates that a quality improvement is still needed.This study suggests that all selected strategies from QSPM organized with Balanced Scorecard concept to define the initiative strategy priority."

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Industri telekomunikasi telah bersiap mengimplementasikan teknologi 5G secara komersil, dimana teknologi 5G digadang-gadang sebagai evolusi dari teknologi telekomunikasi yang makin memperkuat ekosistem digital saat ini. Di tengah tekanan dari layanan digital seperti layanan over the top (OTT), operator telekomunikasi diuntungkan dengan implementasi teknologi 5G melalui dukungannya terhadap ekosistem Internet of Things (IoT). Namun bagi penyedia menara, evolusi teknologi yang terjadi tidak berdampak apapun secara langsung dan bahkan berpotensi mengancam profitabilitas perusahaan. Oleh karena itu tesis ini akan membahas mengenai strategi penyedia menara dalam memasuki era IoT. Penelitian mengambil studi kasus dari PT. Dayamitra Telekomunikasi (Mitratel) dengan menggunakan Kerangka Perumusan Strategi yang telah disesuaikan, antara lain Matriks Evaluasi Eksternal, Matriks Evaluasi Internal, Matriks SWOT, Matriks Internal Eksternal, Matriks Grand Strategy, dan Quantitative Strategic Planning Matrix (QSPM). Hasilnya dari dua alternatif strategi yang paling sesuai dengan kondisi Mitratel saat ini adalah “Memperkuat dan fokus pada bisnis menara yang sudah dimiliki dengan tidak menjadi penyedia layanan IoT. Strategi dilaksanakan melalui: a). penetrasi dan pengembangan pasar kepada pelanggan yang sudah dimiliki maupun pelanggan potensial, b). Integrasi horizontal yaitu dengan akuisisi perusahaan menara lain.”

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The telecommunications industry has been preparing to implement commercial 5G technology, where 5G technology is predicted as an evolution of telecommunications technology that is increasingly strengthening the current digital ecosystem. Amid pressures from digital services such as over the top (OTT) services, telecommunications operators benefit from the implementation of 5G technology through their support of the Internet of Things (IoT) ecosystem. But for tower providers, the evolution of technology that occurs has no direct impact and even has the potential to threaten company profitability. Therefore, this thesis will discuss the strategy of tower providers in entering the IoT era. The research took a case study from PT. Dayamitra Telekomunikasi (Mitratel) using the adjusted Strategy Formulation Framework, including the External Evaluation Matrix, Internal Evaluation Matrix, SWOT Matrix, External Internal Matrix, Grand Strategy Matrix, and Quantitative Strategic Planning Matrix (QSPM). The results of the two alternative strategies that are most suitable for Mitratel's current conditions are "Strengthen and focus on existing tower businesses by not becoming an IoT service provider. The strategy is implemented through: a). market penetration and development to existing customers and potential customers, b). Horizontal integration is the acquisition of another tower company."

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"Indonesia saat ini memiliki potensi panas bumi mencapai 29.038MW yang tersebar di 276 lokasi. Namun ironisnya, dengan potensi sebesar itu, hanya sekitar 4% potensi yang sudah dimanfaatkan. Saat ini Indonesia menempati posisi 3 (tiga) pengembangan PLTP di seluruh dunia dibawah Amerika Serikat dan Filipina. Hal yang perlu diperhatikan adalah walau potensi panas bumi Indonesia sangat besar, pengembangan PLTP menemui beberapa kendala. Dari sisi pentarifan, harga dasar listrik masih rendah serta resiko investor terutama kegagalan ketika eksplorasi cukup besar sehingga kurang mendorong berinvestasi. Sehingga diperlukan analisa terhadap skema bisnis pengembangan panas bumi di Indonesia, serta faktor-faktor pendukungnya. Tesis ini menganalisa skema bisnis pengembangan panas bumi di Indonesia serta penentuan harga listrik panas bumi di Indonesia dalam kaitan penerapan mekanisme risk sharing sebagaimana yang diterapkan oleh Filipina dan Selandia Baru dalam pengembangan panas bumi. Teknik yang digunakan adalah teknik Quantitative Strategic Planning Matrix (QSPM) sebagai analisa secara kuantitatif guna mengukur kelebihan, kekurangan, peluang serta ancaman dari masing-masing strategi alternatif terhadap skema bisnis pengembangan panas bumi di Indonesia. Hasil penelitian menunjukkan bahwa dari 3 (tiga) strategi alternatif yang dirumuskan berdasarkan Matriks SWOT, maka strategi alternatif - 3 yang dipilih untuk diterapkan di Indonesia dengan nilai Sum Total Attractive Score (STAS) dari faktor-faktor internal utama sebesar 3,69 dan faktor-faktor eksternal utama sebesar 3,86, yaitu mempersempit kesenjangan harga listrik panas bumi dengan melakukan mitigasi resiko serta menekan tingkat resiko proyek dimana pelaksanaan tender dilakukan setelah eksplorasi, dengan demikian pengembang dapat menentukan teknologi, skema peralatan, dan biaya investasi dengan lebih akurat (Site Specific). Dalam strategi alternatif - 3, proses tender dilakukan oleh PLN atau BUMN yang ditugaskan secara khusus (Badan Pelaksana Panas Bumi) sehingga mitigasi resiko eskplorasi tergabung dalam satu badan yang diharapkan dapat menurunkan harga listrik panas bumi serta mendukung iklim investasi panas bumi di Indonesia.

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Indonesia currently has geothermal potential reaches 29.038MW spread over 276 locations. But ironically, with the potential for it, only about 4% of the potential that has been utilized. Indonesia currently occupies the position of 3 (three) the development of geothermal power plants around the world under the United States and the Philippines. The thing to note is that despite Indonesia's geothermal potential is enormous, the development of geothermal power plants to meet some constraints. Of the tariff, the price of electricity is low and investors' risk of failure, especially when exploring large enough to invest less encouraging. So that the required analysis of the business scheme of geothermal development in Indonesia, as well as supporting factors.

This Tesis analyze the business scheme of geothermal development in Indonesia as well as the determination of the electricity price of geothermal in Indonesia in relation to the application of risk sharing mechanism as implemented by the Philippines and New Zealand in the development of geothermal energy. The technique used is the technique of Quantitative Strategic Planning Matrix (QSPM) as a quantitative analysis to measure the strengths, weaknesses, opportunities and threats of each alternative strategy to the business schemes of geothermal development in Indonesia.

The results showed that of 3 (three) alternative strategies are formulated based on the SWOT matrix, then the alternative strategy - 3 selected to be implemented in Indonesia with Total Attractive Score (TAS) of the major internal factors of 3.69 and external factors main of 3.86, which is narrowing the price gap of the geothermal power to mitigate risks and push the level of project risk which the tender after the implementation of exploration, so the developer can define the technology, equipment schemes, and investment costs with more accurate (Site Specific). In the alternative strategy - 3, the tender process conducted by PLN or BUMN which specifically assigned (Badan Pelaksana Panas Bumi) so that exploration risk mitigation incorporated in the same agency that is expected to lower the price of geothermal power and geothermal energy to support the investment climate in Indonesia."

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Dengan berkembangnya industri jasa pelayaran dan bongkar muat kapal yang dikarenakan semakin banyaknya kebutuhan kegiatan pengiriman kargo/hasil tambang antar pulau melalui transportasi laut pastinya akan bertambah juga jumlah Perusahan kompetitor penyedia jasa angkutan laut. Oleh karena itu agar usaha tetap bisa berkembang suatu Perusahaan perlu merencanakan strategi-strategi yang dapat membantu Perusahaan dalam bersaing dan mengembangkan bisnisnya Dalam mengembangkan bisnisnya, Perusahaan perlu memutuskan langkah strategis, tentunya pengambilan keputusan strategi tersebut dipengaruhi oleh banyak faktor, baik secara internal maupun eksternal. Penelitian ini bertujuan untuk merancang strategi alternatif yang dapat membantu Perusahaan penyedia jasa pelayaran angkutan laut kargo/hasil tambang dalam mengembangankan bisnisnya dan cocok untuk diterapkan pada kondisi lingkungan internal dan eksternal Perusahaan saat ini. Metode yang digunakan dalam penelitian ini adalah kombinasi dari analisis SWOT, Analytic Hierarchy Process (AHP), dan Quantitative Strategic Planning Matrix (QSPM). Metode analisis SWOT digunakan untuk mengidentifikasi faktor internal dan eksternal Perusahaan, yang kemudian dapat dikelompokkan menjadi faktor kekuatan, kelemahan, peluang, dan ancaman Perusahaan. Kemudian, sub-faktor dari faktor SWOT tersebut digunakan untuk Menyusun strategi alternatif pengembangan bisnis menggunakan analisis matriks TOWS. Pendekatan AHP digunakan untuk mendapatkan bobot faktor dan sub-faktor SWOT perusahaan dan QSPM dilakukan untuk memperoleh total nilai ketertarikan strategi berdasarkan faktor dan subfaktor SWOT terbobot. Dari penelitian ini menunjukkan bahwa, strategi ST1 (Memenuhi permintaan kebutuhan jasa angkutan kargo dan hasil tambang dari perusahaan holding dan BUMN) memiliki nilai Total TAS (Total Attractivenes Score) yang paling besar dengan nilai 3,14. Hal ini juga menunjukkan bahwa strategi ST1 dapat mencapai sasaran faktor yang paling mempengaruhi perusahaan dan terdapat hubungan yang kuat antara kepentingan key factor Perusahaan dengan karakteristik strategi ST1.

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With the development of the shipping and loading and unloading service industry due to the increasing need for inter-island cargo/mine product shipping activities via sea transportation, the number of competing companies providing sea transportation services will certainly increase. Therefore, in order for a business to continue to grow, a company needs to plan strategies that can help the company compete and develop its business. This study aims to design alternative strategies that can help companies providing sea freight shipping services for cargo/mining products in developing their business and are suitable for application to the Company's current internal and external environmental conditions. The method used in this study is a combination of SWOT analysis, Analytic Hierarchy Process (AHP), and Quantitative Strategic Planning Matrix (QSPM). The SWOT analysis method is used to identify the Company's internal and external factors, which can then be grouped into the Company's strengths, weaknesses, opportunities and threats. Then, the sub-factors of the SWOT factors are used to develop alternative business development strategies using the TOWS matrix analysis. The AHP approach is used to obtain the weight of the company's SWOT factors and sub-factors and QSPM is carried out to obtain the total value of strategic interest based on the weighted SWOT factors and sub-factors. From this study it shows that the ST1 strategy (fulfilling the demand for cargo and mining product transportation services from holding companies and BUMN) has the highest Total Attractiveness Score (TAS) with a value of 3.14. This also shows that the ST1 strategy can achieve the target factors that most influence the company and there is a strong relationship between the interests of the company's key factors and the characteristics of the ST1 strategy.

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