ANALISIS RESTRUKTURISASI STRATEGI RESOURCE BASED VIEW DENGAN MENERAPKAN STRATEGI DESTRUCTION PADA PT HM SAMPOERNA PASCA AKUISISI
| Main Authors: | , Danang Kukuh Wibowo, , Dr. Widigdo Sukarman, M.B.A., M.P.A. |
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| Format: | Thesis NonPeerReviewed |
| Terbitan: |
[Yogyakarta] : Universitas Gadjah Mada
, 2013
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| Subjects: | |
| Online Access: |
https://repository.ugm.ac.id/120376/ http://etd.ugm.ac.id/index.php?mod=penelitian_detail&sub=PenelitianDetail&act=view&typ=html&buku_id=60407 |
Daftar Isi:
- Sale of PT Hanjaya Mandala Sampoerna Tbk. (Sampoerna) to Philip Morris was a strategy of former owner that is the Samporna family to restructure the company. This sale is the biggest destruction by Sampoerna and the start for implemetation of other destruction strategies. Sampoerna commited destruction against its resources in order to operate effectively and efficiently in achieving corporate goals. This paper aims to analyze the success of the restructuring undertaken by Sampoerna towards resource based view (RBV) strategy using the approach of post-acquisition destruction strategy This study used primary and secondary data which is related to the company or associated with the tobacco industry. The data used include the financial and annual statements of Sampoerna, the Central Bureau of Statistics (BPS), and others. In addition it also made observations on the activities of the company. Information was also obtained through informal discussions with the relevant parties. The analysis begins by looking at the acquisitions made by the company. The next step is to identify the resources of the company and look at the implementation of destruction strategy on those resources. The result of this destruction process is the creation of a strategic resource that will be used in restructuring RBV strategy. The last step is to analyze the relationship between the RBV strategies adopted, destruction strategies made and corporate goals that have been defined. Sampoerna changed the corporate structure from conglomerate to focus on the business of tobacco processing. This change created a vertical integration that supports the integration between production, marketing, sale, and distribution of cigarettes. Sampoerna implemented a corporate governance system that reduces dependence on individuals. Sampoerna came out of their comfort zone as a manufacturer of premium cigarettes by entering the cheap cigarettes segment. Furthermore Sampoerna also produces new products by utilizing proprietary technologies. Sampoerna opened a new factory and formed a partnership with Mitra Pelinting Sigaret (MPS) to increase production capacity. Sampoerna also expanded the focus of their distribution network from traditional markets to modern markets Successful restructuring of the resources brought Sampoerna to be a leader in cigarettes and tobacco industry with a market share of 29.8% in 2010. If compared with the performance of Sampoerna in 2005, in 2010 Sampoerna's sales increased by 76% and earnings per share increased by 169%.