Judul: Analysis of Strategy Formulation in Virtual Gas Pipeline Business Development.
Abstrak: Pada penelitian ini memiliki latar belakang pengembangan bisnis pada virtual gas pipeline (CNG dan LNG), yang dikaitkan dengan kebutuhan gas untuk sektor industri dan komersial. Perlu dirumuskan lebih lanjut mengenai strategi yang tepat agar pengembangan bisnis tersebut bisa tumbuh menjadi bisnis yang bisa diandalkan oleh korporasi. Hal ini terjadi karena sampai saat ini revenue dan profit perusahaan belum optimal dicapai, mengingat besarnya potensi bisnis CNG dan LNG. Tujuan peneliti yang ingin dicapai dari penelitian ini antara lain, yaitu: 1) Menganalisis faktor-faktor internal dan eksternal yang mempengaruhi kinerja bisnis virtual gas pipeline (CNG dan LNG); 2) Merumuskan alternatif strategi untuk pengembangan bisnis virtual gas pipeline (CNG dan LNG) dan urutan prioritasnya; dan 3) Merumuskan program kerja pengembangan bisnis virtual gas pipeline (CNG dan LNG) sebagai penjabaran strategi baik strategi taktikal maupun operasional. Penelitian ini dilaksanakan di PT Pertagas Niaga yang berlokasi di Kantor Pusat di Jalan Jendral Gatot Subroto, Jakarta Selatan. Waktu penelitian dilaksanakan pada bulan Agustus 2019 sampai dengan September 2020. Penelitian dilakukan melalui pendekatan metode deskriptif dengan jenis penelitian pendekatan studi kasus, dengan menggunakan data primer dan data sekunder. Wawancara terstruktur dengan menggunakan kuesioner kepada para ahli sebagai responden merupakan data primer. Sedangkan berbagai sumber yang diperoleh dari studi pustaka, instansi dan kelembagaan lainnya serta literatur internet merupakan data sekunder. Teknik pengumpulan data dan informasi dalam penelitian ini dilakukan dengan cara wawancara dan kuesioner. Teknik pengolahan dan analisis data menggunakan analisis deskriptif, kualitatif maupun kuantitatif dengan matriks External Factor Evaluation (EFE), matriks Internal Factor Evaluation (IFE), Matriks IE (Internal-Eksternal), Matriks SWOT (Strengths-Weaknesses-Threats-Opportunities) dan QSPM (Quantitative Strategic Planning Matrix). Hasil identifikasi yang diperoleh dari faktor kekuatan internal terbesar yang dimiliki oleh PT Pertagas Niaga adalah Kualitas Produk CNG dan LNG yang baik. Sedangkan faktor kelemahan yang perlu segera diatasi yang ada di internal PT Pertagas Niaga adalah Sistem internal dalam Proses penagihan ke konsumen. Sementara itu hasil identifikasi pada faktor eksternal didapatkan peluang terbesar yang perlu direspon oleh PT Pertagas Niaga yaitu Produk CNG dan LNG yang kompetitif dibandingkan LPG dan BBM (harga BBM dan LPG fluktuatif dan mahal). Sedangkan ancaman terbesar yang perlu ditangani segera oleh PT Pertagas Niaga adalah Tingkat kolektibilitas yang rendah dalam penagihan konsumen. Berdasarkan hasil analisis Matriks IE dan hasil analisis SWOT merekomendasikan alternatif strategi, yaitu Strategi Penetrasi Pasar, Strategi Pengembangan Pasar, dan Strategi Pengembangan Produk. Rekomendasi prioritas strategi bisnis bagi PT Pertagas Niaga dalam berdasarkan pendekatan QSPM (Quantitave Strategy Planning Matrix) yaitu Strategi Penetrasi Pasar sebagai prioritas utama, Strategi Pengembangan Pasar sebagai prioritas kedua, dan Strategi Pengembangan Produk sebagai prioritas ketiga. Peneliti menyarankan bahwa Pertagas Niaga dapat memberikan pelayanan yang baik dan berbeda dengan para pesaingnya, sehingga produk PT Pertagas Niaga khususnya pipeline gas, dapat diminati oleh konsumen. PT Pertagas Niaga bisa mencari produsen (hulu) gas baru karena PP nomor 79 tahun 2014 menargetkan penggunaan energi gas ditingkatkan, yang semula sekitar 20% pada tahun 2014 ditingkatkan menjadi 25% -30% pada tahun 2025- 2050. Ini merupakan kesempatan bagi PT. Pertagas Niaga meningkatkan penjualan karena adanya dukungan pemerintah. Kata kunci: matriks IE, matriks SWOT, manajemen strategik, Pertagas Niaga, QSPM
Keyword: matriks IE, matriks SWOT, manajemen strategik, Pertagas Niaga, QSPM

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: Photosensor producing based on ferroelectric material of Ba0,5Sr0,5TiO3 doped by Ferrium Oxide (Fe2O3) on a P-Type Silicon Substate Si (100) applied as a digital camera with a single pixel image sensor
Abstrak: Thin film Ba0,5Sr0,5TiO3 (BST) doped with Fe2O3 was grown on p-type silicon substrate (100) using chemical solution deposition (CSD). It used the solvent 2-methoxyethanol with annealing temperature of 850°C and the doping treatment Fe2O3 of 2.5, 5, 7.5, 10 % of the mass formed BST. Pure BST had the highest absorption of 600 nm of light wavelength. Additions Fe2O3 moves highest absorption in the range of 560 nm. Fe2O3 addition was strengthening thin film sensitivity to the effects of light. In general, doping Fe2O3 10% was result the best absorbance and current-voltage of BST thin film. Electrical properties of thin films BST include dielectric, photoconductivity, and dissipation energy. Based on the current-voltage (I-V) analysis, pure BST and doped BST showed photodiode properties. Dielectric values obtained in the range from 23.32 to 243. Based on electrical conductivity data and energy dissipation, BST thin films have shown photodiode characteristics and are therefore suitable as light sensors. The image sensor in a digital camera is also a light sensor. This BST thin film has been scientifically proven to be a light sensor and also it can be applied as an image sensor. This is a novelty image sensor based on thin film Ba0.5Sr0.5TiO3.
Keyword: barium strontium titanate, thin film, photodiode, image sensor, digital camera