STRATEGIC PLANNING PERUSAHAAN DAERAH AIR MINUM (PDAM) SURYA SEMBADA KOTA SURABAYA WITH QSPM
Utami, Christina Whidya
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The development in external environment has led to a strict competition between private and state-owned water supply companies in Surabaya. As a water supply company in Surabaya, PDAM Surya Sembada needs to plan their work programs and activities strategically in order to maintain the sustainability of the company and fulfill the responsibilities expected from a water supply company. This research observes and analyzes the internal and external factors that affect the company’s performance in order to make a strategic planning for the company. The methods used to formulate the company’s strategic planning include SWOT (Strength, Weakness, Opportunity and Threat), SPACE (Strategic Position and Action Evaluation), and QPSM (Quantitative Strategic Planning Matrix). The SWOT matrix can be classified into four categories; SO (Strength-Opportunity) Strategy, ST (Strength-Threat) Strategy, WO (Weakness-Opportunity) Strategy, and WT (Weakness-Threat) Strategy. The SWOT analysis can be used to run the IE (Internal-External) Matrix which classifies the company into three categories; Grow and Build, Hold and Maintain, and Harvest or Exit. The SWOT analysis can also be used to conduct SPACE Matrix which classifies the company into four categories; Aggressive, Conservative, Defensive, and Competitive. The QPSM will then determine the most effective strategy for the company based on the relative appeal of each strategy alternative. SPACE Matrix result suggests that the company should consider the Conservative profile which has stable market opportunities and low growth. The company must focus on improving the production and distribution channels, reducing cost (efficiency), protecting competitive products, developing new products, and maximizing the benefits of an excellent market. The IE Matrix result indicates that the company is in the second territory, which is the Grow and Build stage. The most suitable strategy for this position is intensive strategies, such as market penetration, market development, and product development. The QPSM result of all respondents (including management and stakeholders) suggests that the management effectiveness and efficiency improvement strategy has the highest overall score of 6.6013. Other alternatives include service improvement strategy with 6.5896 and business development with 6.5329.