STRATEGIC MANAGEMENT Trisakti University

Nadhila Nurmalasari Nurul Amalia Darra Pradita Hidayat Dodi Pramaditya

BACKGROUND

Trisaktis Profile
Trisakti University, is the only private university in Indonesia which was established by the Government of the Republic of Indonesia on 29 November 1965 by Decree of the Minister of Higher Education and Science. The name Trisakti University given by Ir. Sukarno, President of the Republic of Indonesia at that time. Trisakti meaning taken from a speech Dr. Ir. Sukarno, that is sovereign in the field of politics, selfsufficient in the field of economic and cultural personality. Trisakti University has had 9 (nine) faculties namely - Faculty of Law, - Faculty of Economics, - Faculty of Medicine, - Faculty of Dentistry, - Faculty of Civil Engineering and Planning, - Faculty of Industrial Technology, - Faculty of Earth and Energy Technology, - School of Landscape Architecture, and - Engineering environment.

Vision and Mission

Vision: "Being Universities, the International Quality in Developing Science, Technology and the Arts to Improve Quality of Life and Civilization".

Mission: "Advancing and Developing Human Resources knowledgeable, Character, and Self-inclined Entrepreneurial Ability to Improve the Quality of Life and Civilization".

THEORY

Vision and Mission

Vision
Vision is agreement on the basic vision for which the firm strives to achieve in the long run is critically important to the firms success. Characteristics that should be included in an effective vision: 1. Imaginable 2. Desirable 3. Feasible 4. Focused 5. Flexible 6. Communicable

Mission
Mission is reveal what an organization wants to be and whom it wants to serve. Components and corresponding questions that a mission statement should answer are given here. Customers Products or services Markets Technology Concern for survival, growth, and profitability Philosophy Self-concept Concern for public image Concern for employees

1. 2. 3. 4. 5.
6. 7. 8. 9.

Internal Assessment
Internal assessment focuses on identifying and evaluating a firms strenghts and weaknesses in the functional areas of business. A strategic-management audit of a firms internal operations is vital to organizational health. Strategists must identify and evaluate internal strenghts and weaknesses in order to effectively formulate and choose among alternative strategies. The EFE Matrix, Competitive Profile Matrix, IFE Matrix successfully formulate competitive strategies. The process of performing an internal audit represents an opportunity for managers and employees throughout the organization to participate in determining the future of the firm.

External Assessment
An external audit focuses on identifying and evaluating trends and events beyond the control of a single firm, such as increased foreign competition, population shifts to the Sunbelt, an aging society, information technology, and the computer revolution. An external audit reveals key opportunities and threats confronting an organization so that managers can formulate strategies to take advantage of the opportunities and avoid or reduce the impact of threats. External forces can be divided into five broad categories: a. Economic forces; b. Social, cultural, demographic, and environmental forces; c. Political, governmental, and legal forces; d. Technological forces; and e. Competitive forces.

Development Strategies
Important strategy formulation techniques can be integrated into three stage decision-making framework. Stage 1, of the formulation framework consist of the EFE Matrix, the IFE Matrix, and the Competitive Profile Matrix (CPM). Called the input stage, stage 1 summarizes the basic input information needed to formulate strategies. Stage 2, called the matching stage focuses upon generating feasible alternative strategy by aligning key internal and internal factors. Stage 2 techniques include: Stage 3, called the decision stage involve a single techniques, the Quantitative Strategic Planning Matrix (QSPM).

1. The Strengths-Weaknesses-Opportunities-Threat (SWOT) Matrix The SWOT Matrix is an important matching tool that helps managers four types of strategies: SO (strengths-opportunities) Strategies, WO (weaknessesopportunities) Strategies, ST (strengths-threats) Strategies, and WT (weaknesses-threats) Strategies. Matching key external and internal factors is the most difficult part of developing a SWOT Matrix and requires good judgment-and there is no one best set of matches. The SWOT Matrix appropriate for single business. 2. The Strategic Position and Action Evaluation (SPACE) Matrix The Strategic Position and Action Evaluation or the SPACE Matrix is a fourquadrant framework which indicates whether aggressive, conservative, defensive, or competitive strategies are most appropriate for a given enterprise or company. The SPACE Matrix Analysis is most often employed during professional market analysis of a firm or for graduate level MBA coursework.

3. The Boston Consulting Group (BCG) Matrix

The BCG matrix) is a chart that had been created by Bruce Henderson for the Boston Consulting Group in 1968 to help corporations with analyzing their business units or product lines. This helps the company allocate resources and is used as an analytical tool in brand marketing, product management, strategic management, and portfolio analysis. 4. The Internal-External (IE) Matrix The IE Matrix is similar to the BCG Matrix in that both tools involve plotting organization divisions in a schematic diagram, this why they are both called portfolio matrices. The IE matrix is based on two key dimensions: the IFE total weighted scores on the x-axis and the EFE total weighted scores on the y-axis. 5. The Grand Strategy Matrix (GSM) Grand Strategy Matrix has emerged into a powerful tool in devising alternative strategies. This matrix is basically based on four important elements: Rapid Market Growth Slow Market Growth Strong Competitive Position Weak Competitive Position

IMPLEMENTATION

We have to sub-chapter implemented, there are :

that

DEVELOPMENT VISION AND MISSION DEVELOPMENT STRATEGIES

Development Vision and Mission

For the vision that Trisakti University had, we think is already enough, but for the mission we think need to develop. Vision "Being Universities, the International Quality in Developing Science, Technology and the Arts to Improve Quality of Life and Civilization". Mission Advancing and Developing Human Resources knowledgeable, Character, and Self-inclined Entrepreneurial Ability to Improve the Quality of Life and Civilization Provide education for the development of academic and professional knowledge, professionalism, and character of students to produce quality graduates Conducting basic and applied research for the advancement of science, technology, and arts and culture (science and technology) Establishment of cooperation / partnership in various fields, both with government agencies and private, national and international Availability of infrastructure facilities and quality education facilities to support the lecture system

INPUT STAGE
Strength 1. Name of the University of Trisakti as the leading private universities in Indonesia. 2. Students who come from many cultures and tribes from all over Indonesia. 3. Many SMEs and Ormawa that support students to become better in the future and ready to be a leader after leaving campus. 4. The strategic location of the campus and has a very extensive land to the size of the private college. 5. Creative and variety plan work program of creative and varied. 6. The number of students is quite large and heterogeneous. 7. The number of alumni is quite large and widespread 8. The number of alumni who have succeeded and occupied an important position in the community or company.

Weakness 1. Facilities (room, computers, books, parking) are very rarely carried out reforms. 2. Library with a short operating time. 3. Many of the blocks interactions in the campus so hard to achieve unity of MM Usakti. 4. Campus politics that has been very unhealthy place. 5. Not many options are available at Trisakti faculty, such as Psychology, and Communications. 6. Have not been implementation of tracer-study and not a data base and the establishment of an alumni network that is up to date. 7. Role of the alumni and the organization is not optimal 8. Students do not optimal writing scientific papers

Opportunities 1. Large number of international and national universities in Indonesia and abroad. 2. Self-actualization needs of students primarily motivated. 3. So many senior high school students have already graduated every years. 4. The high level of trust and the business community or firms (national and international) on the existence of institutions and students of the University of Trisakti. 5. Substantial opportunities for cooperation with institutions of higher education / non-educational institutions, both domestic and abroad to conduct joint a positive activities. 6. The number of opportunities to participate in competency in academic and non academic national standard and international standard.

Threats 1. Other universities that have a much more modern facilities and use IT as a based for student learning. 2. The lack of student interest in outside activities. 3. The emergence of stigma Trisakti campus "Demonstration" in the community. 4. The increasing power demands of the competency of students and alumni in the era of globalization. 5. Shifting understanding of ethics and social norms among college students. 6. Dangers of drugs or other negative things for the development of student life. 7. Political and economic conditions that have not been stable.

MATCHING STAGE
SWOT MATRIX

GSM MATRIX

SWOT MATRIX
S O
Builiding a relationship between Trisakti and the business community or firms to improve students skill through internship program. (S1, S6, O4) (Forward Integration Strategy) Developing new products (faculty, major, concentration, etc.) with cooperation with another education institusions both domestic and abroad. (S1, S3, S6, 05) (Product Development) Attract the new students with creative marketing and show to them all about trisaktis privilage (S1, S4, S5, O3) (Market Penetration) Create a new breakthrough with others univesity including education programs, comparative study, campus organization relationship, etc. To reduce number of competitors (S1, S3, O1) (Horizontal Integration)

W
1. Making a beneficial cooperation between Trisakti and some company, to support and provide facilities that Trisaktis needed. (W1, W6, 04) (Backward Integration Strategy) 2. Adding new programs that people who needs through cooperation with another universities in indonesia or abroad. (W5, O1, O5) (Related Diversification Strategy) 3. Creating a new division to provide a students who have an interest or talent in writing, research, and scientific journal. (W8, 02, 06) (Related Diversification Strategy)

S T
1. Campus Organizations

W
(Ormawa) 1. Upgrading an old facilities and

making some events to give positive image about Trisakti and to attract senior high school students (Promotion) (S3, T2, T3) (Market Penetration Strategy) 2. Gain a special accees through alumni who have succeeded for trisaktis

freshgraduate or internship program. (S5, S7, S8, T4) (Forward Integration Strategy) 3. Reforming facilities using and IT work

development

suitable

adding a new facilities appropriate with students needed in order to increase number of students, increase quality, and also trisakti income. (W1, W6, T1) (Product Development Strategy) 2. Closed a faculty that doesnt give a lot of contribution for trisakti, then allocate the money to making new faculty like psychology and communication. (W5, T4) (Retrenchment defensive Strategy & Related Diversification Strategy)

program and empowering an excellent students or cooperate with alumni who have succeed and have links (S5, S6, S7, S8, T1). (Backward Integration Strategy)

Grand Strategy Matrix

Market Development Adding branches of the university in areas outside Jakarta. Product Development Opening of new faculty at the university Related Diversification Opening a new output from Trisakti (Master Degree and Doctor Degree program and Excellentclass programs and International-class for all faculty)

The Alternative Strategy

The alternative Strategies that we choose are Upgrading an old facilities and adding a new facilities and support facilities appropriate with students needed Create a new breakthrough including add new education programs, internship program, new branch, and new faculty

Decision Stage

CONCLUSION
We have chosen the best strategic alternatives for Trisakti University to improve and maintain their quality is Upgrading the old facilities and adding a new facilities and support facilities appropriate with students needed in order to compete with other university, with score by 3.93. In conclusion, if Trisakti University do this alternative strategy and implement our several recomendation, we believe they could be compete with national university even international university.

RECOMMENDATION
Upgrading the toilet, parking land, library, and lift. Adding new parking land and operational time of library in all faculty. Provide hot spot area in whole area of Trisakti University. Builid a relationship between Trisakti and the business community or firms to improve students skill through internship program. Solve the internal problem of Trisakti University between foundation and rectorat. Making an intenational program and excellent class program in all faculty. Build a good relationship with alumni who have succeeded for trisakti freshgraduate. Adding psychology faculty and communication faculty in Trisakti