Tinjauan dan evaluasi integrasi vertikal dan aliansi strategis sebagai pembentuk distinctive competencies PT. Indal Aluminium Industry Tbk.

Salim, Cahyadi (2002) Tinjauan dan evaluasi integrasi vertikal dan aliansi strategis sebagai pembentuk distinctive competencies PT. Indal Aluminium Industry Tbk. Masters thesis, Widya Mandala Catholic University Surabaya.

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Abstract

This study serves two main objectives. First is to examine the strategic activities of a local Indonesian company to compete and survive in the midst of a complex global marketplace. The second objective is to find the explanation and fitness between those strategic activities and their underlying theory often found in the business literature. In its data collection, this study uses participant observation method, in which the author or with the assistance of others acts as the primary data collector. The author takes full participation in this study and is an active constituent of the group being studied. It is said in the business literature that a company will win competition in the marketplace if it possesses a unique competitive advantage, which is impossible or difficult for its competitors to imitate. This competitive advantage is by far dependent on the competitive assets or competencies that are owned by a company. These competencies have to be based always on having a position superior and distinctive - unique and valuable- to those of the target competitors in the industry. Based on the identification of internal and external analysis on its environment, IAI determines its growth strategy. Its growth strategy begins with internal growth. IAI has integrated forward and backward to focus on strengthening its value chain. IAI has transformed itself as a vertically integrated company to secure its position as a leader in the local market and build a solid base for global market penetration. In addition, geographic expansion represents another growth strategy for IAI, in which IAI is able to expand its coverage in the global marketplace using both existing products and new products. In the implementation of this market development strategy, IAI has formed various strategic alliances with renowned companies serving different market segments, such as architectural building, commodity, ladders, electronic heat sink, and AC condenser. By reaching into different market segments, IAI can benefit from a variety of growth potential. IAI has selected its growth strategy to focus on creating distinctive competencies in its value chain by combining strategies of vertical integration and strategic alliances.

Item Type: Thesis (Masters)
Uncontrolled Keywords: Competitive strategy, distinctive competencies, vertical integration, strategic alliances
Subjects: Business
Business > Strategic Management
Divisions: Graduate School > Master Program in Management
Depositing User: Users 12 not found.
Date Deposited: 15 Jun 2015 07:58
Last Modified: 15 Jun 2015 07:58
URI: http://repository.wima.ac.id/id/eprint/2232

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