<![CDATA[The lubricant industry in Indonesia continues to grow in line with the expansion of the mining,construction, and energy sectors. This condition requires companies to formulate appropriate productdevelopment strategies to remain competitive against strong global brands. This study aims to developa product strategy for PT XYZ’s lubricant line using a quantitative approach through SWOT, SPACE,and the Quantitative Strategic Planning Matrix (QSPM). The Internal Factor Evaluation (IFE) andExternal Factor Evaluation (EFE) analyses produced scores of 3.18 and 3.52, indicating stronginternal capabilities and significant external opportunities. The SPACE Matrix positions PT XYZ inthe aggressive quadrant with coordinates X = 1.5 and Y = 1.0, making a growth-oriented strategy themost relevant. Based on the SWOT analysis, several alternative strategies were formulated andevaluated using QSPM to determine strategic priorities. The QSPM results show that developing anew Pro Synthetic variant with a premium additive formulation achieved the highest TotalAttractiveness Score, 6.20. This strategy is considered the most attractive due to increasing demandfor environmentally friendly lubricants, compatibility requirements with B35–B50 national energypolicies, and rising machine maintenance awareness. It is also supported by the company’s strengths,including OCM services, support from a national parent company, and a strong heavy-equipmenttechnical network. Thus, a growth strategy centered on premium synthetic lubricant innovation isdeemed effective for enhancing PT XYZ’s competitiveness.]]>
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