Judul: Strategi Optimalisasi Penjualan Gas Bumi PT XYZ di Jawa Timur
Abstrak: Berdasarkan kebijakan dan rencana kerja pemerintah lima hingga sepuluh tahun kedepan terkait infrastruktur dan pengembangan industri gas bumi di pulau Jawa Indonesia, kondisi pasokan dan permintaan gas bumi di Jawa Timur melalui jaringan pipa akan mengalami dinamika. Penelitian ini bertujuan menganalisis dan mensimulasikan pasar gas tahun 2021 hingga tahun 2035 dan mengembangkan strategi penjualan gas untuk mengoptimalkan penjualan gas PT XYZ. Analisis riset pasar gas menggunakan System Dynamic Modeling (SDM) untuk menentukan skema pasokan dan permintaan gas, mensimulasikan model dan skenario berdasarkan periode waktu. Strategi penjualan gas berupa segmentasi, targetting dan positioning menggunakan metode Analytical Hierarchy Process (AHP) dan Focuss Group Discussion (FGD) untuk mengintegrasikan strategi implementasi dalam rangka mengoptimalkan penjualan gas. Hasil kajian menunjukkan bahwa selama periode 2022 – 2025, pasar gas di Jawa Timur mengalami kelebihan pasokan gas sebesar 249 mmscfd, periode kedua pada tahun 2026-2030 pasar gas masih surplus 53 mmscfd, namun pada tahun 2030-2035 pasar gas mengalami kekurangans sebesar 260 mmscfd. Strategi PT XYZ mengutamakan sektor pupuk, industri PGN dan pedagang gas sebagai pembeli utama dengan menggunakan kriteria utama jumlah volume, jangka waktu pemanfaatan dan harga gas sebagai referensi dalam penyusunan skenario dan strategi implementasi. Skenario optimis dengan peningkatan produksi dan penjualan gas akan meningkatkan revenue dan posisi PT XYZ sebagai market leader di Jawa Timur.
Keyword: AHP, Gas Bumi, Model Sistem Dinamik, Skenario Penjualan Gas

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

Judul: Light Microscope Study of ConnectiveTissue in The Spleen of Common Rousette Bat (Rousettus amplexicaudatus)
Abstrak: The spleen is the largest lymphoid organ. As a secondary lymphoid organ, in addition to its immune function, the spleen also has functions as blood filtration, storage, and hematopoiesis. The spleen has different morphologies between species that support different physiological functions, one of which is the difference in the structure of the capsule and trabeculae. Capsule and trabeculae of the spleen generally consist of connective tissue and smooth muscle. The thickness of smooth muscle composed together with connective tissue in the capsule and trabecula determines the function of the spleen that is divided spleen into three storage, defense, and intermediate. Bats are the reservoir of various zoonotic diseases. Bats are thought to have unique immune systems compared to other mammals but the characteristics of its immune organs such as the spleen have never been studied before. This study was conducted to examine the characteristics of capsulae and trabecula of the Common Rousette (Rousettus amplexicaudatus).
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