Judul: Strategy of PT GAS Facing Business Competition in the Downstream Natural Gas Industry Distribution of West Java and Banten Regions in Indonesia
Abstrak: Indonesia still has conventional natural gas reserves of 100.36 TSCF (Trillion Standard Cubic Feet), and 42.46 TSCF are potential reserves. Apart from conventional natural gas, Indonesia has the potential of non-conventional natural gas, namely coal methane gas known as CBM (Coal Bed Methane) or natural gas from coal and Shale Gas (Flake Gas) potential of 452 TSCF and 574 respectively TSCF. The amount of natural gas reserves illustrates the strategic value of natural gas to fulfill national energy. However, the enormous potential of gas commodities has not yet had a tremendous impact on PT GAS development. Over the past six years, the growth of PT GAS's performance has decreased. This study aims to analyze the internal and external factors that influence the business development of PT GAS, formulate various alternative business development strategies of PT GAS, and determine priority strategies that can apply to PT GAS business development. The research started from November 2018 to April 2019. Primary research data obtained from interviews and discussions with a focus group discussion (FGD) approach and the distribution of questionnaires to nine informants who were considered competent in this study were those directly involved in the preparation of the company's strategy during This was done by PT GAS. Samples took using a purposive sampling method. The data obtained were analyzed descriptively. The strategy formulation analysis consisted of the input stage using an internal and external factor evaluation matrix, the matching stage using IE Matrix and SWOT, and the decision stage using QSPM. The results showed that internal factors were affecting business development obtained from identifying the company's strengths and weaknesses and external factors obtained from opportunities and threats. Internal factor evaluation results got a value of 3.00 (strength of 2.20 and weakness of 0.80) and an external evaluation value of 3.02 (opportunity 2.33 and threats 0.69). Internal and external evaluation calculations determine the company's position in the quadrant grow and build or grow and build. The results of the IE and SWOT analysis results showed seven alternative strategies as well as the priority order of the plan after calculating using the QSPM calculation, namely a) Market Penetration b) Product Diversification c) Improving Pipe Networks d) Improving gas quality e) Improving service quality f) Company reputation g) Strengthening branding. After going through three strategic management planning stages, the next step was selecting the main strategic alternatives that use QSPM as a tool. The primary strategy that gets the highest attractiveness value (3.20) in QSPM is "Market Penetration on an ongoing basis by strengthening the marketing research base by maximizing the pipeline network that there and good gas quality as a value proposition. This strategy is the most attractive strategy for PT GAS today. PT GAS must create a strong marketing research base by strengthening marketing
Keyword: Development Strategy, IE Matrix, natural gas, QSPM