CIPAGANTI GROUP

Putra Very - Lisa

WHAT DO YOU KNOW ABOUT CIPAGANTI?

Short video

ABOUT CIPAGANTI
Land Transportation Services Heavy Equipment Mining Property BPRS

PROBLEM IDENTIFICATION
If growth was important for Cipaganti Group, was expansion the only alternative? What other businesses should Cipaganti enter in the next five years? What risks should Cipaganti Group pay attention to?

SWOT ANALYSIS
Visual graphic

GE/MCKINSEY MATRIX

SO WHAT SHOULD CIPAGANTI DO NEXT?

STRENGTHENING INSIDE, EXPANDING OUTSIDE MODEL

Strengthening Inside

Expanding Outside

Demand Booster Strategy

Expansion Strategy

Diversification Strategy

Risks

STRENGTHENING INSIDE
Demand Booster Strategy Demand Booster Strategy is aimed to prepare the company for increasing its sustainable growth from within. We mapped the strategy using Balance Scorecard based on internal analysis of strength and weaknesses.

EXPANDING OUTSIDE
Expansion Strategy Expansion Strategy will provide some alternatives to achieve the sustainable growth through expansion. The expansion includes domestic expansion and global expansion.

Diversification Strategy Diversification Strategy is several new businesses that can be developed by Cipaganti in order to enlarge their market share. Through the existing business opportunities and the similarity of its core competence.

CONQUERING RISKS
Conquering Risks is outlining the solutions to face the challenges that become obstacles for Cipaganti in the future. We analyze the external factors and provide solutions.

STRATEGIC MODEL

DEMAND BOOSTER STRATEGY

Strengthen not only its marketing strategy, but also the human resources Kaplans Balance Scorecard + Marketing Mix + CRM

KBS

MARKETING MIX

CUSTOMER RELATIONSHIP MANAGEMENT

Integrated customer member card for the entire business unit of land transportation services. Cooporate with Indomaret and Alfamart for online ticket sales for shuttle and travel. Creating Consumer Voice service (toll free) to accommodate complaints and suggestions from customers as well as for the evaluation of the material progress of the company Improve the brand image of the company with repair and rejuvenation services office and uniform appearance and or each province there should be one main branch that will control the performance of each province. And branch offices are integrated for all the services so that the community around realize Cipaganti brand well known and trusted by the community.

EXPANSION STRATEGY
To improve sustainable growth, the primary issue is to expand channels to other potential region. Klassen Typology Analysis

Peluang di Land Transportation Services

Data Klassen Tipologi

DIVERSIFICATION STRATEGY
To achieve the 2020 vision, only depends on focus strategy is not enough. Cipaganti needs to diversify and enlarge its business.
Airlines Industry + Smelter + Palm Plantation

AIRLINES INDUSTRY
First, the airlines business is in the vision to be multinational company and become a global company in the transportation business. Second, diversify to airlines industry will give opportunity to learn and transfer knowledge for technical, operation, skills and technology for Cipaganti. Third, the airlines industry creates opportunities so market penetration and market expansion for other business unit will follow.

Data Penerbangan

KALSTAR AVIATION AIRLINES

Alasan-alasan dibikin visual gambar

SMELTER
Alasan-alasan dibikin visual gambar

PALM PLANTATION
Alasan-alasan dibikin visual gambar

BENCHMARK AIRPLANE

ROI SMELTER

CONQUERING RISKS
Strategic decision for Cipagantis sustainable growth also influenced by its external environment.

Economics + Law & Regulation + Social & Cultural

ECONOMICS
Financial Risk. Risk of Fuel Price Increase. Competition risk. General Election.

LAW & REGULATION

Law No.4 of 2009 About Mineral and Coal Mining ( UU Minerba ) The Closing of Iron Sand Mining in Tasikmalaya New Bank of Indonesia regulation about Loan to Value (LTV) in housing loan (KPR)

SOCIAL & CULTURAL

Technology Advancement Risk of Local Culture

TIMELINE

CONCLUSION
Based on the GE/McKinsey analysis at previous explanation, we recommend to prioritize strategic action for core business with strong position, which is land transportation. Demand Booster Strategy emphasis on human resource and marketing force so that the expansion and diversification strategy will be absorbed efficiently. The expansion plans for all division focus on domestic area first, and then regional after the fifth year. The targeted provinces for domestic expansion include North Sumatera, Jakarta, South Sumatera, East Java, Center Java, Bali, Lombok, South Kalimantan, West Kalimantan, East Kalimantan, and South Sulawesi. For diversification opportunity, we recommend Cipaganti to enter airlines industry, smelter industry, and then palm plantation. But the first priority is airlines because it can open new market for other services. In implementing the recommended strategies, Cipaganti must also consider the risks of economic, legal/regulatory, political and socio cultural.