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STRATEGI PENYEMPURNAAN IMPLEMENTASI SHARED SERVICE MULTI TOWER PADA SUBHOLDING COMMERCIAL & TRADING PERTAMINA Suterisno, Fadly; Munir, Ningky Sasanti
Jurnal Muara Ilmu Ekonomi dan Bisnis Vol 5, No 2 (2021): Jurnal Muara Ilmu Ekonomi dan Bisnis
Publisher : Lembaga Penelitian dan Pengabdian Kepada Masyarakat, Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jmieb.v5i2.11678

Shared Services Center (SSC) adalah paradigma baru perusahaan untuk meningkatkan efisiensi dan efektivitas dalam kegiatan pendukung bisnis. Studi menunjukkan perusahaan dengan SSC dapat mengurangi biaya hingga 30% (Richter & Brühl, 2019). Pertamina terus bertransformasi untuk mewujudkan visi menjadi perusahaan energi kelas dunia, dengan misi “Aggressive in Upstream, Profitable in Downstream”. Pertamina berinisiatif membentuk organisasi SSC sejak awal tahun 2018, yang diharapkan menjadi driver untuk mengelola kegiatan pendukung bisnis yang bersifat rutin, repetitif dan bervolume tinggi di seratus lebih anak perusahaan dan afiliasi dalam Pertamina grup. Saat ini, semua tipe pekerjaan, baik yang bersifat strategis, taktikal maupun transaksional dilakukan masing-masing entitas, sehingga banyak potensi inefisiensi dalam proses bisnisnya. Melalui SSC, semua kebutuhan bisnis yang berkaitan dengan Finance, IT, Human Capital, Asset Management serta Procurement, akan dipenuhi terlebih dahulu oleh SSC dan diberlakukan chargeback. Permasalahan strategis perusahaan yang menjadi tujuan penelitian ini adalah bagaimana business parenting opportunities serta critical success factors dari subholding C&T dengan implementasi Pertamina Multi Tower SSC? serta kesesuaiannya dengan karakteristik SSC sendiri. Apa strategi yang sesuai untuk diimplementasikan SSC dalam rangka mendukung visi pertamina menjadi world class energy company? Dengan pendekatan studi kualitatif, semua faktor sukses kritis dari anak perusahaan terkait penunjang bisnis dapat dipenuhi oleh karakteristik SSC. SSC menjadi salah satu solusi bagi anak usaha dalam mengelola fungsi supporting. Shared Services Center (SSC) is a new paradigm for companies to improve efficiency and effectiveness in business support activities. Studies show companies with SSC can reduce costs by up to 30% (Richter & Brühl, 2019). Pertamina continues to transform to realize its vision of becoming a world-class energy company, with the mission of "Aggressive in Upstream, Profitable in Downstream". Pertamina has taken the initiative by forming SSC organization since early 2018, which is expected to become a driver for managing routine, repetitive and high-volume business support activities in more than one hundred subsidiaries and affiliates in the Pertamina group. Currently, all types of work, whether strategic, tactical or transactional, are carried out by each entity, resulting in many potential inefficiencies in business processes. Through SSC, all business needs related to Finance, IT, Human Capital, Asset Management and Procurement, will be met first by SSC and a chargeback will be applied. The company's strategic issues that are the aims of this research are how are business parenting opportunities and critical success factors from subholding C&T with the implementation of Pertamina Multi Tower SSC? As well as its compatibility with the characteristics of the SSC itself. What is the appropriate strategy for SSC to implement in order to support Pertamina's vision of becoming a world class energy company? With a qualitative study approach,all the critical success factors of the subsidiaries related to business support can be fulfilled by SSC characteristics. SSC is one of the solutions for subsidiaries in managing supporting functions.

Formulasi strategi bisnis Pari, Johanes Tolan; Munir, Ningky Sasanti
JURNAL MANAJEMEN Vol 13, No 3 (2021)
Publisher : Faculty of Economics and Business Mulawarman University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29264/jmmn.v13i3.10049

PT Smartfren Telecom (Smartfren) merupakan salah satu pemain dalam Industri Telekomunikasi Seluler. Tingkat persaingan pada industri ini cukup ketat, ditandai dengan tingkat penetrasi pelanggan yang telah melebihi jumlah populasi penduduk Indonesia sementara Smartfren merupakan pemain dengan pangsa pasar terkecil (6.8%). Hal ini berdampak kepada kinerja keuangan Smartfren yang masih mengalami tingkat kerugian yang cukup signifikan. Walaupun kinerja yang berhasil dibukukan pada Tahun 2018 dan 2019 menunjukkan trend pertumbuhan pendapatan usaha yang baik, namun hal ini masih belum mampu untuk memperbaiki kinerja keuangan perusahaan secara keseluruhan, bahkan pada semester I Tahun 2020, Smartfren masih mengalami kenaikan tingkat kerugian sebesar 14%, dibandingkan dengan periode yang sama tahun sebelumnya. Penelitian ini bertujuan untuk memformulasikan strategi bisnis yang tepat bagi Smartfren sehingga dapat mengoptimalkan keuntungannya. Penelitian terapan ini dilakukan secara kualitatif, dimana isu stratejik eksternal dikompilasi dalam matriks External Factor Evaluation (EFE) dengan nilai tertimbang 2,87 dan isu stratejik internal dalam matriks Internal Factor Evaluation (IFE) dengan nilai tertimbang 2,85, yang berarti strategi bisnis ke depan adalah tahan dan pelihara (hold and maintain). Langkah selanjutnya adalah melakukan analisis menggunakan Matriks Internal-Eksternal (IE) dan matriks TOWS untuk mengembangkan alternatif-alternatif strategi yang kemudian dipertajam menjadi prioritas-prioritas strategi dengan menggunakan Quantitative Strategic Planning Matrix (QSPM). Dua prioritas strategi yaitu melakukan penetrasi pasar dan pengembangan produk yang didukung oleh prioritas alokasi dan efisiensi biaya serta promosi yang atraktif.

Strategi Pengasuhan PT. Pupuk Indonesia (Persero) Asikin, Budi; Rusdi, Muhammad Arief; Munir, Ningky Sasanti
Journal of Management and Business Review Vol 18, No 2 (2021): Special Issue Konferensi Nasional Riset Manajemen XI, 2021
Publisher : Research Center and Case Clearing House PPM School of Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34149/jmbr.v18i2.294

As a large business entity that already has many subsidiaries, PT Pupuk Indonesia (Persero) is required to carry out a professional corporate governance system based on strong commercial principles, in the sense that it is able to provide added value, benefits and maximum profit levels to shareholders and existing stakeholders. Therefore, PT Pupuk Indonesia (Persero) needs to carry out an in-depth analysis of the implementation of the management strategy of its subsidiaries to determine the level of compatibility between the characteristics of the parent and its subsidiaries. Thus the company can develop a parenting strategy that is appropriate, effective and will further increase the value and competitiveness of the company as a whole. This research is an applied research with a qualitative descriptive approach using the Corporate Parenting Framework from Campbell et al. (1995). Data obtained through interviews, observation, and study of relevant documents. The study shows that the subsidiaries engaged in the main business of the fertilizer and chemical industry are in the Heartland Business category. Subsidiaries engaged in supporting businesses in the industry, trade and energy services sector, shipping and sea transportation and agricultural industry and trade are in the Edge of Heartland category. For subsidiaries engaged in EPC services and trading and general services the position is is in the area of the Alien Territory. So the parenting style of a parent company that is suitable for parenting for a subsidiary that falls into the Heartland Business category is a combination of corporate development and linkage influence; for a subsidiary that is part of the Edge of Heartland area, is stand alone influence. Meanwhile, for subsidiaries that are included in the Alien Territory area, the parenting style is linkage influence.

STRATEGI CEGAH TANGKAL JARINGAN TERORIS DALAM REKRUTMEN DAN SELEKSI PEGAWAI BARU PERTAMINA HULU ENERGI NUNUKAN COMPANY Muhammad Roy Urich Kusumawardana; Ningky Sasanti Munir
Journal of Management and Business Review Vol 17, No 2 (2020)
Publisher : Research Center and Case Clearing House PPM School of Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34149/jmbr.v17i2.184

The terrorism threat nowadays is a formidable challenge due to the phenomenon of terrorist perpetrators that are actually part of company employees. Thus, selecting and recruiting new employees process is a strategic matter in preventing the entry of terrorist networks into the company. PHENC which is a national vital object and subsidiary of the oil and gas company, PT Pertamina (Persero), has the potential to become a terrorist operational target. It refers to the statements of the ex-combatants interviewed in this study. The terrorist team have data of pipelines, wells, oil and gas refineries throughout Indonesian companies. Therefore, PHENC needs to have a strategy to prevent the terrorism network in the recruitment and selection of new employees. This study is applied research using qualitative and narrative approach with detailed situation of the research object. Qualitative data were collected by written interview method with PHENC management representatives and using descriptive analysis techniques. The analysis result shows that currently PHENC has not conducted Background Check in the recruitment and selection process of new employees. Based on the PHENC risk register, recruitment and selection are listed as secutity threat risks. The design of the proposed strategy to prevent the terrorism network in recruitment and selection of new employees consists of three parts: part for new permanent employees, for new outsourcing employees and the implementation of integrated security management system (SMS).

Formulasi Strategi Bisnis PT Jalan Tol Perkasa Reza Febriano; Ningky Sasanti Munir
Journal of Management and Business Review Vol 18, No 2 (2021): Special Issue Konferensi Nasional Riset Manajemen XI, 2021
Publisher : Research Center and Case Clearing House PPM School of Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34149/jmbr.v18i2.281

PT Jalan Tol Perkasa (PT JTP) is one of the strategic units of the PT. Jasa Marga (Persero), Tbk. (JSMR) which operates in the field of toll road development and maintenance. With the Covid19 pandemic, JTP needs to formulate the appropriate business strategy so that it can be implemented in order to achieve the business revenue and profit targets for the 2020-2022 period. This research is an applied research that uses a business strategy formulation framework from David David (2016). Through this framework, the quality of JTP's strategic response to potential opportunities and threats from the external environment is evaluated through the External Factors Evaluation (EFE) matrix, while JTP's strengths and weaknesses are evaluated through the Internal Factors Evaluation (IFE) matrix. The development of alternative strategies is carried out using two matrices: an internal-external matrix (IE) and a SWOT matrix (Strength, Weakness, Opportunity, Threat). From the IE matrix, it is known that JTP is in a position to hold and maintain, where the alternative business strategies that should be taken are market penetration and product development. From the SWOT matrix, three strategies can be implemented: obtaining maintenance work on all Jasa Marga Group and Non Jasa Marga toll roads, implementing Performance Based Maintenance Contracts (PBMC) with long-term contracts, and innovating maintenance products. Finally, the priority strategy that will soon be implemented is determined using the Quantitative Strategic Planning Matrix (QSPM) matrix.

Corporate parenting and corporate entrepreneurship in media company Ningky Sasanti Munir
International Journal of Financial, Accounting, and Management Vol. 3 No. 1 (2021): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ijfam.v3i1.425

Purpose; The study aimed to understand how the multi-business company creates value through a combined effort of Corporate Parenting (CP) and Corporate Entrepreneurship (CE). The parenting-fit matrix was used to describe CP, while CE four model was used to describe CE. Research methodology: This study is qualitative applied research using a case study approach conducted on a multi-business media company. Data was obtained primarily through interviews with senior executives representing the holding company and 18 subsidiaries. Questionnaires were also distributed to executives to develop a parenting-fit matrix and CE model. Results: This study shows that the 18 subsidiaries of the multi-business company fall under four different cells. The CE model applied at the parent company level is the enabler. Limitations: The limitation of this study mainly lies in the measurement method's reliability for corporate parenting and corporate entrepreneurship. Contribution: This study shows that, apart from the parent company, the development of new businesses can also be carried out by the subsidiary companies using the CE producer model.

Kesesuaian Pengasuhan Perusahaan Multibisnis: Studi Kasus Kelompok Bisnis “Media Group” Ningky Sasanti Munir
Jurnal Ekonomi dan Bisnis Vol 20 No 2 (2017)
Publisher : Fakultas Ekonomika dan Bisnis Universitas Kristen Satya Wacana

The strategic objective of a multi-business firm is to generate firm value that exceeds the sum of the values of its strategic business units. Parent company can facilitate the value-creation of multi-business firm trough “parenting” activity. Previous studies show that higher compatibility between parent companies’ parenting style and subsidiaries’ needs likely generates higher firm values. Accordingly, this research aims to investigate the fit between parenting style of the parent company and subsidiaries’ needs of Media Group (MG) as a multi-business firm that engages in media business. I obtain our primary data by conducting interviews with directors of the parent company and subsidiaries. In addition, I also support my interview data by analyzing the firm’s internal documents and information from the firm’s external environment. I classify the results into four categories, namely parent company’s characteristics, critical success factors of subsidiaries, parenting opportunities, and parenting fit matrix. The results show that 15 or all subsidiaries are heartland or edge of heartland businesses; implying high fit between parent company’s characteristics, critical success factors of subsidiaries, and existing parenting opportunities. Although the firm as a whole exhibits a parenting fit, there are two subsidiaries that still underperform.AbstrakSasaran perusahaan multibisnis adalah menciptakan nilai lebih dari sekedar penjumlahan nilai yang diciptakan seluruh unit-unit bisnis stratejik. Kreasi nilai di perusahaan multibisnis dapat dicapai melalui “pengasuhan” dari perusahaan induk. Studi terdahulu menunjukkan, semakin sesuai pengasuhan perusahaan induk dengan kebutuhan perusahaan anak, semakin besar nilai yang diciptakan. Oleh sebab itu dilakukan penelitian yang bertujuan untuk menentukan kesesuaian pengasuhan antara perusahaan induk dan perusahaan-perusahaan anak. Penelitian dilakukan di perusahaan multibisnis, “Media Group” (MG) yang bergerak di bidang media. Penelitian ini adalah penelitian kualitatif terapan yang menggunakan pendekatan studi kasus. Data primer diperoleh terutama melalui wawancara dengan direksi perusahaan induk dan perusahaan-perusahaan anak. Data sekunder diperoleh melalui kajian dokumen internal perusahaan dan informasi dari lingkungan eksternal perusahaan. Hasil penelitian dikelompokkan dalam empat kategori, yaitu karakteristik perusahaan induk, faktor sukses kritis perusahaan-perusahaan anak, peluang-peluang pengasuhan, dan matriks kesesuaian pengasuhan. Hasil penelitian menunjukkan bahwa saat ini 15 atau seluruh perusahaan anak merupakan bisnis heartland dan edge of heartland yang berarti terdapat kesesuaian yang tinggi antara karakteristik perusahaan induk, faktor sukses kritis perusahaan anak, dan peluang-peluang pengasuhan yang ada. Walau terdapat kesesuaian pengasuhan, terdapat dua perusahaan anak yang tidak menunjukkan kinerja yang memuaskan.

BUSINESS STRATEGY FORMULATION OF DAYA MINYAK, Ltd Anugerah Satiawarman; Tanti Sutandra; Ningky Sasanti Munir
Eksis: Jurnal Riset Ekonomi dan Bisnis Vol. 16 No. 1 (2021): April 2021 - September 2021
Publisher : STIE PGRI Dewantara Jombang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26533/eksis.v16i1.769

The weakening of crude oil price had caused the performance of Daya Minyak, Ltd decline. The efforts to improve had succeeded in improving performance, but it was still below the industry average. Therefore, in 2020 a research was carried out aimed at systematically formulating Daya Minyak, Ltd business strategy for the years 2021-2024. This applied research was conducted qualitatively, using the business strategy formulation model from David and David (2016) where external strategic issues were compiled in the External Factor Evaluation (EFE) matrix and internal strategic issues in the International Factor Evaluation (IFE) matrix. The weighted value of the EFE matrix is 2.93 and the weighted value of the IFE matrix is 2.97, which meant that the future business strategy is to hold and maintain. Two alternative strategies, market penetration, and product development were developed using the Internal-External (IE) matrix and the TOWS matrix. Two priority strategies, namely a strategy to increase market penetration through integrated services at low costs and a product development strategy through increasing local content with international standards are determined by the Quantitative Strategic Planning Matrix (QSPM).

Formulasi strategi bisnis Johanes Tolan Pari; Ningky Sasanti Munir
JURNAL MANAJEMEN Vol 13, No 3 (2021): September
Publisher : Faculty of Economics and Business Mulawarman University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30872/jmmn.v13i3.10049

PT Smartfren Telecom (Smartfren) merupakan salah satu pemain dalam Industri Telekomunikasi Seluler. Tingkat persaingan pada industri ini cukup ketat, ditandai dengan tingkat penetrasi pelanggan yang telah melebihi jumlah populasi penduduk Indonesia sementara Smartfren merupakan pemain dengan pangsa pasar terkecil (6.8%). Hal ini berdampak kepada kinerja keuangan Smartfren yang masih mengalami tingkat kerugian yang cukup signifikan. Walaupun kinerja yang berhasil dibukukan pada Tahun 2018 dan 2019 menunjukkan trend pertumbuhan pendapatan usaha yang baik, namun hal ini masih belum mampu untuk memperbaiki kinerja keuangan perusahaan secara keseluruhan, bahkan pada semester I Tahun 2020, Smartfren masih mengalami kenaikan tingkat kerugian sebesar 14%, dibandingkan dengan periode yang sama tahun sebelumnya. Penelitian ini bertujuan untuk memformulasikan strategi bisnis yang tepat bagi Smartfren sehingga dapat mengoptimalkan keuntungannya. Penelitian terapan ini dilakukan secara kualitatif, dimana isu stratejik eksternal dikompilasi dalam matriks External Factor Evaluation (EFE) dengan nilai tertimbang 2,87 dan isu stratejik internal dalam matriks Internal Factor Evaluation (IFE) dengan nilai tertimbang 2,85, yang berarti strategi bisnis ke depan adalah tahan dan pelihara (hold and maintain). Langkah selanjutnya adalah melakukan analisis menggunakan Matriks Internal-Eksternal (IE) dan matriks TOWS untuk mengembangkan alternatif-alternatif strategi yang kemudian dipertajam menjadi prioritas-prioritas strategi dengan menggunakan Quantitative Strategic Planning Matrix (QSPM). Dua prioritas strategi yaitu melakukan penetrasi pasar dan pengembangan produk yang didukung oleh prioritas alokasi dan efisiensi biaya serta promosi yang atraktif.

Business Strategy Formulation of Sharia Rural Bank (SRB) in Facing Pandemic Ningky Sasanti Munir
Al Tijarah Vol. 8 No. 2 (2022): Al Tijarah | December
Publisher : University of Darussalam Gontor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21111/tijarah.v8i2.8153

This study was conducted to formulate a business strategy for a sharia rural bank whose performance has decreased because the financing sector served is affected by Covid-19. This study is applied research that is qualitative and uses a single case study approach. Primary data was obtained through interviews with several members of the board of commissioners, members of the board of directors, and heads of divisions. Secondary data were obtained from internal company documents, while external sources were mostly from regulatory bodies for the sharia banking industry in Indonesia. A framework from David et al. (2020) is used to obtain a business strategy formulation. For the upcoming three years, the business strategy that should be carried out are market penetration and product development, i.e., conducting selective increase in financing in prospective sectors, conducting coaching in the micro and small sectors so that they can better cope with the impact of Covid-19, and developing products for first-time young customers.

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