Spare Parts Marketing
Development Strategy Using SWOT and BMC Approaches: A Case Study on PT. Persada
Utama Diesel
Prasetyo Wicaksono1, Eva
Ervani2
Universitas
Padjadjaran, Indonesia
prawikoyo@gmail.com1,
eva.ervani@unpad.ac.id2
|
Keywords |
Abstract |
|
Marketing
strategy, SWOT, Business Model Canvas, Spare parts, Logistics |
This study aims to develop a spare parts
marketing strategy using SWOT and Business Model Canvas (BMC) approaches at
PT Persada Utama Diesel. Globalization has encouraged economic growth in
various sectors, including exports and imports. However, international
business activities also have risks that must be managed properly. Effective
risk management can increase investor confidence, maintain company
reputation, and ensure long-term business sustainability. This research uses
a qualitative approach with a case study on PT Persada Utama Diesel. Data
were collected through interviews, observations, and documentation studies.
SWOT analysis and Business Model Canvas (BMC) were used to develop a spare
parts marketing strategy. The results of the SWOT analysis identify the
strengths, weaknesses, opportunities, and threats facing the company. Based
on the BMC analysis, the company's current business model was also evaluated
and developed. The recommended spare parts marketing strategy includes
improving operational efficiency, developing a global distribution network,
and strengthening strategic partnerships. The application of SWOT and BMC
approaches is effective in developing a spare parts marketing strategy that
can help PT Persada Utama Diesel in facing challenges and capitalizing on
opportunities in an increasingly competitive international market. |
Corresponding
Author :
Prasetyo Wicaksono
E-mail: prawikoyo@gmail.com
INTRODUCTION
With the advancement of globalization in
Indonesia, economic growth is accelerating in various sectors, including
exports and imports. This sector plays a crucial role in driving economic
growth, as it gives companies the opportunity to enter the global market and
increase trade activities. Factors that drive economic growth in the
international context include the lack of disruptions and barriers to sales
transactions, such as ease of customs clearance and the existence of free trade
agreements between countries (Chow
& Schoenbaum, 2020). In addition, the number of
foreign competitors also encourages companies to continue to innovate and
improve operational efficiency to remain competitive in the global market.
This, of course, can spur companies to expand internationally to increase
sales, by opening branches abroad, building global distribution networks, and
establishing strategic partnerships with foreign companies. Thus, international
expansion not only provides opportunities to increase revenue, but also helps
companies strengthen their position in an increasingly competitive global
market (Kotabe
& Kothari, 2016).
Business activities are always
accompanied by various risks that companies must face. These risks can include
market fluctuations, regulatory changes, operational disruptions, and financial
risks. While these risks can pose challenges, companies that are able to
identify, manage and respond to risks well will have a greater chance of
surviving and growing (Lam,
2014). Effective risk management
can also increase investor confidence, maintain a company's reputation, and
ensure long-term business sustainability. Therefore, a deep understanding of
business risks and their mitigation strategies is a key element in running
successful business activities.
Therefore, in international business
activities, in addition to the positive benefits that can increase the growth
and profitability of the company, there are also business risks that need to be
predicted and managed carefully (Suprapto,
Hartono, Jennifer, Liu, & Nicholas, 2023) . To manage these risks,
companies need to adopt a proactive approach that includes risk identification,
evaluation and mitigation. One way is to implement an effective risk management
strategy for its business. By doing so, companies can minimize potential losses
and maximize growth opportunities in competitive international markets.
On the news page written by Dony Lesmana
(2024) in March of the same year, Jawa Pos revealed that one of the sales of
spare parts for the Mitsubishi brand reached up to 1.44 trillion rupiah, which
increased by almost 17% from 2022. From this data, it can be concluded that the
increased need for spare parts for logistics is needed for logistics service providers
and heavy equipment, because as stated by Aji Jaya, Director of Sales and
Marketing of PT Krama Yudha Tiga Berlian Motors (KTB), quoted from
Mobilitas.id, written by Arif Arianto (2024) revealed:
"Because the logistics sector is
very concerned about supporting the public consumption sector. So spare parts
are items that businesses need to maintain the continuity of the condition of
their trucks as a support for business operations" (Arif
& Anggraeni, 2023) .
This is what makes the spare parts
business for logistics very necessary because logistics turnover in Indonesia
is very large, so the need for spare parts also continues to exist even in the
Covid-19 conditions which impose a lockdown on all areas in Indonesia.
Quoted from the VIVA news written by
Herawati (2023) entitled "Online Automotive Equipment Sales in Indonesia
Continue to Increase" revealed that sales of spare parts through the
marketplace in Indonesia have continued to increase by almost 300% in the last
three years since 2023 (Herawati,
2023) . This shows that automotive
products have a great opportunity for business actors to use the marketplace as
a step to encourage economic growth for the company itself.
In terms of competitiveness in the export
market, the automotive spare parts industry has its own advantages in the
international market. This is supported by the development of the automotive
industry in Indonesia (Khalidazzia,
2024) . This is also influenced by
the trend of automotive spare parts exports to several countries. This was
stated by the Indonesian Automotive Components magazine published by ITPC
(Indonesia Automotive Components) which stated that, from 2013 to 2018,
Indonesia had sent automotive products such as motorbikes, cars and various
related components to various countries. The average export volume during this
period exceeded 1.2 million units per year, to meet market demand for
replacement parts (REM) and also the needs of the OEM market.
Figure 1 Number of Imported Spare Parts
and Equipment
for Transportation Equipment in
Thousand Tons
Source: Central Statistics Agency
Import
data for spare parts and equipment for transport equipment in thousand tonnes
from 1996 to 2023 shows a significant upward trend. In the early period of
1996-2000, imports were relatively low, ranging from 144.3 to 399.8 thousand
tonnes. However, from 2001 to 2010, there was a steady increase with some
fluctuations, reaching a peak of 852.9 thousand tonnes in 2009. This upward
trend continued more sharply in the 2011-2023 period, where the amount of
imports increased from 475 thousand tonnes to the highest peak of 1338.9
thousand tonnes in 2023.
Figure 2 Total Value of Imports (CIF)
of Parts and
Equipment for Transport Equipment in millions
of dollars
Source:
Central Bureau of Statistics
Overall, despite some fluctuations, the
data reflects a consistent increase in imports of parts and supplies for
transport equipment. This increase may be due to the growth of the automotive
and transport industries that require more parts and equipment for maintenance
and repair. The highest peak occurring in 2023 indicates a significant increase
in demand in recent years.
PT Persada Utama Diesel was established
in 2000 in Jakarta, Indonesia, and has since become closely associated with the
supply of spare parts for various types of trucks from Europe and Japan, as
well as tanker and trailer engines such as Volvo, Scania, Hino, Nissan, Isuzu, and
Mitsubishi. In addition, the company has expanded its services to provide a
range of spare parts for maritime equipment, as well as high-quality spare
parts for the latest technologies required by organizations and companies in
the logistics or transport services sector. Although the company's main focus
is on the supply of spare parts, it also offers a full range of services
including repair and maintenance for electrical equipment and machinery.
In
practice, PT Persada Utama Diesel prioritizes its business in the spare parts
supply sector for heavy equipment and trucks. The replaced spare parts have
various ages. It should be noted that the spare parts provided by this company
must be guaranteed in order to maintain the stability of logistics activities
in Indonesia. The activity of obtaining information from various business
actors is very important in running company operations (Delvika,
2016). Therefore, PT Persada Utama
Diesel must have access to this information as well as possible.
Figure 3 Fifth Wheel in Goods Delivery
Source: Researcher documentation
PT. Persada Utama Diesel is a company
engaged in the distribution and sale of vehicle spare parts, especially those
related to diesel engines. Apart from providing spare parts needs for logistics
companies, PT. Persada Utama Diesel also offers a variety of superior services
to ensure customer satisfaction and operational efficiency. According to Sri
Ningsih (2024), as the wife of the late Main Director of PT. Persada Utama
Diesel, Late. Mr. Darsono, said that in 2007 – 2015 PT. Persada Utama Diesel
has the ability to import spare parts directly from abroad, which has been done
consistently for approximately ten years. This shows the empowerment of PT. PUD
to import these goods uses the company's strengths and becomes the sole
importer and distributor in Jakarta for the Volvo aftermarket brand, namely
Diesel Technic.
Based on the background above, research
was obtained with the title "Spare Parts Marketing Development Strategy
Using the SWOT and BMC Approach: Case Study at PT. Persada Utama Diesel” which
is expected to increase competitiveness in domestic and global markets. Objective
of this research is to find out the strategy for developing the truck spare
parts business at PT. Persada Utama Diesel using the SWOT method in the
automotive industry, as well as to develop marketing of truck spare parts at
PT. Persada Utama Diesel using the BMC analysis approach in the automotive
industry.
It is hoped that this research can
provide a useful contribution to the development of knowledge and practical
needs for several parties. For the author, preparing this final assignment
report provides an opportunity to explore the research topic thoroughly,
increase understanding, deepen insight, and develop the necessary analytical
skills. For readers, this research provides insight into the commodity trading
process to better understand the problems faced by business people. For
companies, the results of this research can be used as a solution for business
strategy, especially in providing services and spare parts, and can be used as
consideration in making further decisions.
RESEARCH METHODS
Location and Time of Research
The research was conducted at the PT
Persada Utama Diesel office located at Jalan Gunung Sahari XI No. 12 RT 18/03
Gunung Sahari Utara, Sawah Besar, Central Jakarta 10720. Data collection was
conducted through direct interaction with internal parties involved in the
process of shipping goods from Jakarta to Cilegon for foreign companies by
land, through interviews, discussions, and observations. This research was
conducted in July - August.
Type of Research
In this study, researchers used
descriptive qualitative methods because descriptive qualitative research allows
researchers to understand the context of the phenomenon under study more
deeply. This approach allows for a broader and more detailed exploration of the
research subject. Therefore, this study utilizes descriptive qualitative
methods to describe facts, identify symptoms thoroughly in the aspects under
investigation, and expand existing theories to generate new hypotheses.
Therefore, the findings of this research can be conveyed to all parties
involved.
Data Collection Techniques
In this study, researchers collected data
into two parts, namely primary and secondary data. The data is qualitative and
becomes the main core of this research and will then be processed using the
SWOT and BMC methods. Meanwhile, quantitative secondary data is used to support
and strengthen the results of the qualitative data analysis. The combination of
these two types of data is expected to provide a comprehensive picture related
to the object under study in this research. The data collection techniques used
was interviews and observations. Through interviews, researchers collected data
on the procurement process, the company's efforts in running its operations,
and negotiation strategies with customers and potential customers. Meanwhile,
observation was carried out by direct observation in the company environment,
which aims to collect factual and objective data related to work dynamics,
employee behavior, operational processes, and environmental factors that affect
company activities. The combination of interviews and observations is expected
to provide valid and reliable data to support the analysis in this study.
Data Analysis Techniques
In this research, the data analysis
technique uses a qualitative approach. Qualitative data is presented in the
form of descriptive analysis with the aim of providing an overview of the
characteristics of the visual design to be produced. The method used in this
research is Business Model Canvas (BMC) with nine blocks that have been
compiled, as well as four SWOT elements, which will produce a strategy that is
concluded from both approaches.
RESULTS AND DISCUSSION
SWOT Analysis
In determining the right strategy for developing
marketing, it is important to apply a SWOT analysis approach (Phadermrod, Crowder, & Wills, 2019). This approach includes identifying
strengths, weaknesses, opportunities and threats related to all marketing
activities of PT. Persada Utama Diesel, both at the head office and outside the
area. Through SWOT analysis, companies can identify and understand internal and
external factors that influence marketing activities (Namugenyi, Nimmagadda, & Reiners, 2019). This analysis provides insight
into the strengths and weaknesses that exist within the organization, as well
as opportunities and threats from the external environment. With the
information obtained, PT. Persada Utama Diesel can formulate a more effective
marketing strategy. This strategy will be adjusted to market conditions and
company capabilities. In this way, the company can maximize its potential. This
contributes to improving marketing performance and achieving expected business
goals.
Table 1 SWOT Analysis Table
|
Strengths (Strength) |
Weaknesses |
|
1.
Old
customers who are loyal to the company 2.
Have a
permanent supplier 3.
Have
regular customers 4.
Competitive
product prices 5.
Connectivity
with mechanics 6.
The
company has been around for a long time 7.
Quick
response service |
1.
The
company's location is less strategic 2.
Suppliers who are not contractual (so they do not have price and stock
stability) 3.
Promotions
are not carried out optimally 4.
Does not
have a dedicated marketing team 5.
Companies
do not have access to stable sources of capital 6.
Minimal product knowledge |
|
Opportunities |
Threats |
|
1.
Products
are very much needed in the logistics industry 2.
The
market is still wide open nationally 3.
The
world of logistics is developing rapidly 4.
Utilization
of international automotive exhibition events |
1.
Unhealthy
business competition 2.
Competitor
development of promotions and markets 3.
Many
similar companies 4.
Consumer
purchasing power decreases 5.
An
unstable dollar 6.
Economic
disruption (changes in customer
behavior |
Source: Data processed by the author
IFAS (Internal
Factor Analysis Summary) and EFAS (External Factor Analysis Summary) matrices
After carrying out a SWOT analysis approach, these
points are the company's strengths and weaknesses as seen from internal and
external factors, then an Internal Factor Analysis Summary (IFAS) and External
Factor Analysis Summary (EFAS) plan is made which aims to determine the weight,
rating, and score (Bastian & Shallyana, 2021). The weight determination must not
exceed or be less than the sum of all IFAS or EFAS elements by 1.00. Each of these
factors is given a rating scale starting from 1 point (very poor) to 4 points
(very good) (Dhari, 2020). The weights and ratings are
calculated based on information obtained from interviews with several employees
of related companies and business colleagues who have businesses in the same
field. The following is a table of weighting score calculation results for IFAS
and EFAS.
Table 2 IFAS Table
|
No |
Strengths
(S) |
Weight |
Ratings |
Score Value |
|
1 |
Old
customers who are loyal to the company |
0.09 |
2 |
0.18 |
|
2 |
Have
a permanent supplier |
0.08 |
2 |
0.16 |
|
3 |
Ease
of transaction for me go
through regular payments |
0.06 |
3 |
0.18 |
|
4 |
Competitive
product prices |
0.12 |
4 |
0.48 |
|
5 |
Connectivity
with mechanics |
0.08 |
3 |
0.24 |
|
6 |
Established
since 2000 |
0.09 |
3 |
0.27 |
|
7 |
Quick
response service |
0.05 |
2 |
0.1 |
|
Sub Total (S) |
0.57 |
|
1.61 |
|
|
No |
Weaknesses
(W) |
Weight |
Ratings |
Score Value |
|
1 |
The
company's location is less strategic |
0.02 |
2 |
0.02 |
|
2 |
Non-contractual
suppliers |
0.02 |
2 |
0.04 |
|
3 |
Promotions
are not carried out optimally |
0.07 |
3 |
0.21 |
|
4 |
Does
not have a dedicated marketing team |
0.15 |
3 |
0.45 |
|
5 |
Companies do not have access to stable sources
of capital |
0.18 |
3 |
0.54 |
|
6 |
Minimal
knowledge of product knowledge |
0.1 |
2 |
0.2 |
|
Sub Total (W) |
0.43 |
|
1.46 |
|
|
Total Internal Factors (IFAS) |
1.00 |
|
3.07 |
|
Source: data processed by the author
The company has several significant internal strengths
according to the IFAS matrix. First, success in retaining loyal old customers
shows that an effective customer retention strategy has been implemented.
Support from suppliers continues to provide stability in the supply of raw
materials or products, which is an important asset in maintaining production
quality and reliability. The ability to offer recurring payments provides
customers with flexibility in managing consumer finances, which can increase
the product's appeal. In addition, competitive product prices enable companies
to compete effectively in the market.
Good relationships with mechanics and strong
after-sales service strengthen the brand's reputation in the market. The
company's long experience since 2000 reflects its stability and ability to
adapt to changes in the business environment (González, 2015). Responsive service also provides
significant added value, helping to increase customer satisfaction and
differentiate the company from competitors. Overall, these strengths provide a
solid foundation for companies to maintain and improve their position in the
competitive market.
Table 3 EFAS Table
|
No |
Opportunities
(O) |
Weight |
Ratings |
Score Value |
|
1 |
Products
are very much needed in the logistics industry |
0.1 |
3 |
0.3 |
|
2 |
The
market is still wide open nationally and internationally |
0.15 |
2 |
0.3 |
|
3 |
Utilization
of international automotive exhibition events |
0.2 |
3 |
0.6 |
|
4 |
The
world of logistics is developing rapidly |
0.1 |
2 |
0.2 |
|
Sub Total (S) |
0.55 |
|
1.4 |
|
|
No |
Threats
(T) |
Weight |
Ratings |
Score Value |
|
1 |
Unhealthy
business competition |
0.1 |
3 |
0.3 |
|
2 |
Competitor
development of promotions and markets |
0.05 |
2 |
0.1 |
|
3 |
Many
similar companies continue to improve and develop |
0.07 |
2 |
0.14 |
|
4 |
Consumer
purchasing power decreases |
0.05 |
3 |
0.15 |
|
5 |
An
unstable dollar |
0.08 |
3 |
0.24 |
|
6 |
Economic
disruption (change in customer behavior
) |
0.09 |
3 |
0.27 |
|
Sub Total (T) |
0.45 |
|
1.2 |
|
|
Total External Factors (EFAS) |
1.00 |
|
2.6 |
|
Source: data processed by the author
With a total score of 2.6, the EFAS matrix shows that
the company is under the influence of more opportunities than threats, but
needs to consider strategies to deal with the risks that exist in the external
environment. By exploiting existing opportunities and managing threats well,
companies can strengthen their competitive position in the market.
Based on EFAS analysis, the company has great
potential to take advantage of opportunities that exist in the external
environment. Opportunities include the high demand for products in the
logistics industry, markets that are still open at both national and
international levels, as well as the benefits of participating in international
automotive exhibition events to increase visibility and networking.
Additionally, the rapid growth in the logistics industry provides opportunities
for further expansion in keeping with the rapidly evolving market trends.
However, companies are also faced with several threats
that need to be addressed. Threats include unhealthy competition in the market,
intensification of competitors in promotion and market penetration, as well as
the impact of unstable currency exchange rate fluctuations. The trend of
decreasing consumer purchasing power and the potential for economic disruption
are also threat factors that need to be considered. By considering the balance
between exploiting opportunities and managing threats, companies can optimize
their strategies to increase sustainable growth and maintain competitiveness in
the global market.
Internal –
External Matrix (IE)
The internal-external matrix aims to find more
effective strategies. The IE Matrix uses the total score from the Internal
Factor Evaluation Matrix (IFE) on the X axis and the total score from the
External Factor Evaluation Matrix (EFE) on the Y axis. Companies or an
organization in cells me, II, or IV should adopt a growth and development strategy.
For divisions in cells III, V, and VII, a more appropriate strategy is to defend
and maintain. Meanwhile, divisions in cells VI, VIII, or IX should use a
harvest or divestment strategy.
Figure 2 Internal – External Matrix
Source: data processed by the author
The analysis results from the IFAS matrix show a value
of 3.07, while the EFAS matrix produces a value of 2.65. The meeting point of
these two matrices shows that the most appropriate strategy is in quadrant IV,
namely the growth and development strategy. Based on the IE matrix image above,
it can be seen that PT. Persada Utama Diesel is located in cell IV, which
indicates that the company is more suitable for implementing development
strategies in the marketing division.
SWOT Quadrant
The SWOT analysis quadrant is divided into four main
parts, where each part has a different strategy (Keban, Arifin, & Wahyono, 2019). The first quadrant focuses on
profitable aspects by exploiting opportunities and strengths, so that it can
encourage the growth of the related industry. The second quadrant uses
diversification strategies to face threats. In the third quadrant, the industry
has the opportunity to expand the market but is hampered by internal
weaknesses; The strategy that can be applied is a reversal strategy. The fourth
quadrant describes a situation where the industry faces various very
detrimental threats.
The results of the IFAS matrix analysis show a total
score for strengths of 1.61 and for weaknesses of 1.46, with a difference of
0.15. On the other hand, the EFAS matrix analysis recorded a total score for
opportunities of 1.40 and for threats of 1.20, with a difference of 0.20. The
internal factor scores are indicated on the X-axis, while the external factor
scores are located on the Y-axis. Thus, this analysis provides a clear picture
of the organization's position.
Figure 3 SWOT Quadrants
Based on the picture above, the position of PT.
Persada Utama Diesel in the SWOT analysis is located in Quadrant I with
coordinate points (0.15, 0.20). Quadrant I offer advantages because companies
can take advantage of existing strengths and opportunities, so they can
implement SO strategies. This allows companies to develop more effective
strategies and improve overall performance. By combining positive internal and
external factors, organizations can strengthen their position in the market and
achieve business goals more efficiently.
SWOT Matrix
Analysis
Table 4 SWOT Matrix analysis table
Source: Data processed by the author
Based on the analysis results from the matrix table
above, it can be described as an alternative strategy that will be used to
develop marketing strategies carried out by PT. Persada Utama Diesel in
developing its business. The following are strategies that can be used to
develop a marketing strategy:
1.
SO Strategy (Strengths-Opportunities)
SO strategy that can be used at PT. Persada Utama
Diesel is as follows:
a
Expanding market share by utilizing economies of scale
to offer competitive prices. Increasing the market can be done by utilizing
more sophisticated and efficient technology. This technology can be used
according to consumer needs.
b
Utilizing integrity by offering products to potential consumers.
With the reputation of the Persada Utama Diesel trademark – founded in 2000 –
PT. PUD has a fairly strong reputation compared to new players in the logistics
spare parts industry. This reputation must be utilized as best as possible and
must be in accordance with current market trends.
c
Develop aggressive online marketing campaigns and
special offers to increase e-commerce sales. To develop aggressive online
marketing campaigns and special offers to increase e-commerce sales, companies
can utilize various digital channels effectively. The strategy includes using
paid advertising such as Google Ads and social media (Facebook, Instagram, and
TikTok) to reach a wider and specific audience. SEO optimization and quality
content on websites and blogs can increase organic visibility. Special offers
such as limited-time discounts, bundle deals, and loyalty programs can attract
customers. Using email marketing and push notifications to inform customers
about the latest promotions and personalizing offers based on shopping behavior
is also very effective. Data analysis and regular A/B testing are necessary to
measure campaign effectiveness and make necessary adjustments.
d
Utilize a wide distribution network to increase sales.
To take advantage of a wide distribution network to increase sales, companies
can strengthen relationships with distributors and retailers by providing
incentives, product training and marketing support. This strategy includes
expanding geographic reach by adding more distribution points, increasing
product availability in different regions, and ensuring sufficient stock in
each location. Using data analytics to identify areas with high growth
potential and targeting marketing efforts in those areas is also important.
Additionally, integrating technology to monitor and manage inventory and
optimize logistics will ensure efficiency and rapid response to market demand.
2.
ST Strategy (Strengths-Threats)
ST strategy that can be used at PT. Persada Utama
Diesel is as follows:
a.
Offer loyalty programs and special discounts to
existing customers to maintain their loyalty and prevent them from switching to
competitors. Attractive loyalty programs, such as reward points that can be
exchanged for products or discounts, exclusive early access to new products,
and special offers only for members, provide added value for loyal customers.
Special discounts and personalized offers based on purchase history also make
customers feel valued and cared for. By engaging customers through regular
communications, such as newsletters and mobile apps that offer updates and
exclusive deals, companies can strengthen relationships and ensure customers
remain loyal.
b.
Establish closer relationships and long-term
agreements with permanent suppliers. With the right strategy and commitment to
maintaining good relationships, companies can maximize the benefits of
long-term collaboration with permanent suppliers.
c.
Expanding recurring payment options and offering more
flexibility in payments to help customers better manage their finances.
Offering more flexible periodic payment options helps customers manage their
finances better. This includes interest-free installments or monthly payments
for certain products or services, which can reduce the customer's financial
burden.
d.
Strengthen relationships with mechanics through
training, incentives and special collaboration programs. By knowing the items
needed by the company, PT. PUD can know more about the ins and outs of the
goods needed by the consumer purchasing team. This can also anticipate what
spare parts can still be utilized optimally.
e.
To emphasize product quality and reliability in
marketing campaigns, as well as highlight differences with new competitors.
f.
Improve the responsive service system by introducing
new technology such as chatbots or customer service applications to ensure
faster and more efficient responses to customer complaints and requests.
3.
WO Strategy (Weaknesses-Opportunities)
a
Actively participate in international automotive
exhibitions to increase company visibility. Actively participating in
international automotive exhibitions is an effective strategy to increase the
company's visibility globally. Participation in the event provides an
opportunity to expand your network, build relationships with key industry players,
and showcase the latest products and innovations to a relevant international
audience. In addition, automotive exhibitions also function as a platform to
introduce company brands to a wide market, increase consumer confidence, and
gain more comprehensive and in-depth insight into rapidly developing global
market trends and demands in the automotive industry.
b
Take advantage of the large market potential to
negotiate long-term contracts with suppliers. Take advantage of the large
market potential to negotiate long-term contracts with suppliers to secure
stable supplies and competitive prices over the long term. This not only
strengthens relationships with suppliers but also provides operational
certainty and reduces the risk of product price fluctuations.
c
Increase promotional activities by focusing on
platforms frequently used in the logistics industry, such as social media,
websites and advertisements in industry magazines
d
Form a marketing team focused on the logistics
industry, with members who have in-depth knowledge of market needs and trends
in the spare parts logistics industry. The fast-moving automotive industry
market can also pose a threat to companies if not addressed quickly. This is
because the product knowledge for each truck is different every year and is
updated every year and must match the spare part number of the product.
e
Use capital efficiently with low-cost but effective
marketing strategies. Using capital efficiently with a low-cost yet effective
marketing strategy involves focusing on digital channels such as SEO, social
media, and quality content to reach target markets with measurable investments.
This approach allows companies to maximize the use of marketing budgets with
optimal results, expanding reach without significantly increasing costs.
f
Increase employee literacy by participating in
automotive and industrial exhibitions to increase insight and knowledge about
products. This not only improves the quality of service to customers through
deeper knowledge, but also prepares employees to interact more effectively with
audiences at exhibition events, promoting products with greater confidence and
trust.
4.
WT Strategy (Weaknesses-Threats)
WT strategy that can be used at PT. Persada Utama
Diesel is as follows:
a
Increasing operational efficiency as an effort to
optimize PT's operations, resources and workforce. PUD so that it can achieve
maximum results with minimal cost, time and effort. Increasing operational
efficiency can be balanced by adopting digital technology and good management. This
is necessary to achieve ease of coordination within the team.
b
Diversify distributors and suppliers to reduce
dependency. Distributor and supplier diversification is a strategy in which a
company works with various distributors and suppliers to provide the products
and raw materials needed. The main goal is to reduce the risks associated with
depending on one or a few specific distributors or suppliers. By having several
sources, PT. PUD can be more flexible and resilient in the face of supply
disruptions, price changes, or quality problems from one of the distributors or
suppliers. This diversification helps ensure operational continuity and supply
chain stability. Change relationships with non-contractual suppliers to obtain
long-term contracts with suppliers that can provide supply and price stability
because often prices and supply do not match consumer demand.
c
Increasing promotional efforts through digital
marketing focused on cost-saving companies can take several strategic steps;
leveraging social media to reach a wide audience at minimal cost through
engaging and interactive content, optimizing SEO to increase website visibility
naturally without requiring large investments in paid advertising. Third, use
email marketing to communicate directly with customers and prospects, providing
special promotions and useful content. Lastly, conduct regular analysis of
campaign performance using analytical tools to evaluate effective strategies
and adjust approaches in real-time, thus ensuring every marketing budget is
used efficiently to achieve maximum results.
d
Improving the effectiveness of supply chain management
can be done with several key steps. Implementation of technology such as
investment management systems and analytical tools to monitor stock in real-time,
thereby reducing the risk of stock shortages or excess. Apart from that,
logistics processes can be optimized by streamlining delivery routes and
adopting best practices in warehouse management to increase efficiency and
reduce costs. After all these steps have been carried out, data analysis can be
carried out to predict demand and adjust the supply chain proactively to
anticipate changes in the market and customer needs.
e
Establish a dedicated marketing team that focuses on
market analysis and developing effective promotional strategies. Establishing a
dedicated marketing team focused on market analysis and developing effective
promotional strategies involves hiring employees with expertise in data
analysis, market research, and digital marketing strategy, including market
analysts, SEO experts, social media managers, and content specialists. Once the
team is established, provide in-depth training on the latest analytical tools
and marketing platforms to enable them to effectively collect and analyze market
data, identifying trends, customer preferences and competitor positions. Based
on these insights, teams can develop and execute customized promotional
strategies, such as social media campaigns and paid advertising, while
continuously monitoring and evaluating campaign effectiveness to make necessary
adjustments, ensuring that promotions reach the right audiences and deliver
maximum results in conversions and ROI.
BMC analysis
Table 5 Business Model Canvas Analysis PT. Persada
Utama Diesel
|
Key Partners |
Key
Activities |
Value
Propositions |
Customer
Relationships |
Customer
Segments |
||
|
●
Business coworkers ●
Strategic alliance ●
Partnership ●
Distributor ●
Business Mentor |
●
The supply of goods ●
P.O ●
Invoices ●
Picking up goods from suppliers ●
Distribution ●
Research and development ●
Marketing |
●
Service to the place (storing ) ●
Competitive price ●
Term payments |
●
Entertain customers ●
Private customers ●
After sales service |
●
Corporate ●
Individual |
||
|
Key
Resources |
Channels |
|||||
|
●
Human Resources ●
Company-owned building assets |
●
Marketplaces ●
Landing
Pages ●
Official website ●
Physical store |
|||||
|
Cost
Structure |
Revenue
Streams |
|||||
|
●
Employee salary ●
Operating costs ●
Marketplace
promotions |
●
Entertain ●
Employee bonuses ●
Tip ●
Tax |
●
Direct sales ●
Commission |
||||
Customer
Segments
In
Customer Segments PT. PUD divides its market segmentation into two parts,
corporate and individual. Market segmentation arises as a result of consumer
behavior itself. Not a few logistics service actors are individuals who operate
alone without having their own team. Market segmentation by corporation or not
is used to understand the characteristics, preferences and needs of each
customer group so that marketing, sales and service strategies can be adjusted
more effectively according to each segment.
Value
Propositions
● Service to the
place (storing)
Service to where the consumer is the
main service value of PT. PUD in providing facilities to consumers. This was
done by PT. PUD depends on consumer needs. In general, consumers will ask PT.
PUD to send the required goods to the problematic truck position or what is
usually called storing. Because it is not easy for all business actors to
provide storing services considering the availability of goods and the mode of
transportation used.
● Competitive prices
The price offered by PT. PUD is able
to compete with other trading actors. In these value propositions, companies
offering competitive prices focus on providing products or services at prices
that are lower or comparable to competitors, but with significant added value.
● Term payments
Companies offering term payments
focus on giving customers flexibility in making payments. This can attract
customers who need or want a payment option that does not require full payment
up front. At this point, not all customers get this facility.
Channels
● Through the
marketplace
PT. PUD reaches out to customers to
convey products in general. Marketplaces can also increase awareness of the
products and services owned by PT. PUD through high visibility on platforms
used such as Tokopedia and Shopee.
● Physical stores
Physical
stores have advantages compared to other channels, one of which is increasing
personal interaction with the company in order to build strong relationships
and increase consumer loyalty. With physical stores, consumers have the
experience of being able to see, touch and try products before purchasing which
results in increased trust and satisfaction.
● Official Website
The official website of PT. Persada
Utama Diesel goes to the page https://pudtrucks.com. This website contains
general product knowledge and services offered by PT. PUD. The official website
can be accessed by customers all over the world which can expand market share.
The website also contains company contact information so that potential
consumers can request additional information via the telephone number provided.
Figure 4 Official PT Page. Persada Utama Diesel
Customer
Relationships
● Entertainment
for customers
To provide entertainment to
customers, companies can adopt various approaches that enhance their
experience. It should be noted that there are several companies that involve
the practice of "entartaining" to several collaborating companies.
This strategy strengthens customer relationships while improving the brand's
image as a company that cares and listens to consumer needs.
● After-sales
service
After-sales service as a customer
relationship refers to a series of activities and services provided to
customers after they purchase a product or use a service. This aims to maintain
and improve long-term relationships with customers, as well as increasing
customer satisfaction and loyalty.
Revenue Streams
● Direct sales
Through direct sales, PT. PUD has
reusable margin for companies to increase profits, ensure sustainability, and
have the flexibility to navigate market challenges.
● Commission
Through PT commission. Persada Utama
Diesel obtains additional revenue streams obtained through collaborations with
external parties. This collaboration comes from a company that needs a
"flag" in the form of a PT. in order to help facilitate the project
having a stronger legal entity.
Key Resources
● Human resources
Key resources at PT. Persada Utama
Diesel in terms of human resources (HR) includes talent and technical expertise
of employees, a company culture oriented towards innovation and customer
service, as well as an effective HR management system. A company culture that
supports collaboration and commitment to service quality helps increase
employee and customer satisfaction and loyalty.
● Company-owned
building assets
Key resources at PT. Persada Utama
Diesel include strategic company-owned building assets, employee talents and
expertise, as well as effective management systems and processes. The
combination of strong physical assets, competent human resources and efficient
management is the key to PT's long-term success Persada Utama Diesel.
Key Activities
● Administrative
activities of buying and selling.
This activity is used by PUD in
recording sales and purchases. This activity contains; creating goods offering
documents, purchase orders, and creating invoices as proof of transactions for
the next stage, namely billing.
● Distribution
The beginning of distribution
activities by PT. PUD is carried out by taking goods from suppliers who supply
the goods. These goods are taken based on consumer needs and carried out
repeatedly (Paduloh, Djatna, Sukardi, & Muslich, 2020). Distribution is carried out by PT. PUD through operational
activities carried out every day. The need for logistics spare parts is
provided to all segments and depends on customer demand. Distribution can be
carried out via land owned by the company or through other cooperating
transportation and sea agents.
● Marketing
Many marketing efforts have been
carried out by PT. PUD in order to attract new customers in this spare parts
sector. Many of these efforts are carried out depending on market segmentation
and location of the logistics market in Indonesia (Risnawati, Sumarga, & Purwanto, 2019). Like the Kalimantan area, many individual and corporate
entrepreneurs look for spare parts on marketplaces available in Indonesia, such
as Tokopedia and Shopee. As for the Facebook application, many logistics
service entrepreneurs look for their goods needs on Facebook, generally they
offer them in buying and selling groups and Facebook's marketplace.
Key
Partnerships
● Business
colleagues
Business Partners who collaborate
with PT. Persada Utama Diesel to achieve common business goals. This is proven
by the existence of collaboration with various companies in coordinating
business strategies in order to complement each other's shortcomings. These
shortages often occur when a company offers goods that are quite difficult to
find because the goods are rare or have an inappropriate price.
● Partnership
Relationships between companies and
individuals. This has been done by PT. PUD by expanding its business to places
that still have broad market potential, for example Tegal Regency and Cilegon
City as one of the destinations for PT. PUD to expand its market and increase
profits.
● Distributors
At distributor PT. PUD is found in
collaborating parties who are given responsibility for supplying spare parts.
Moreover, distributors provide facilities to PUD so that they can gain profits
for retailers such as PUD, for example PUD can pay through term payments and at
lower prices.
Cost Structure
In the cost structure, the costs
incurred in marketing PT. Persada Utama Diesel can be categorized into fixed
costs and variable costs:
a.
Fixed Costs
1.
Employee salary
2.
Marketplace Promotions
3.
Operating costs
b. Variable Costs
1.
Commission
2.
Entertainment
3.
Bonuses
4.
Tip
Marketing
Strategy Development
Based on the results of the SWOT (Strengths,
Weaknesses, Opportunities, Threats) and BMC (Business Model Canvas) analysis
that have been described, PT. Persada Utama Diesel can carry out various
marketing strategies as follows:
1. In-depth market
research
Careful market research is an important stage in
gaining a thorough understanding of market dynamics, competitors and consumer
needs. Through this process, companies can dig deep information to identify
market trends, analyze consumer behavior, and evaluate competitor strategies.
Thus, market research not only serves as a tool for collecting data, but also
as a foundation for making more precise and effective decisions in developing
marketing and sales strategies.
2. Improve the quality of
human resources
To improve the quality of human resources (HR) in an
organization, the first step is to ensure that the recruitment process is
carried out selectively and carefully. Selecting candidates who not only have
the appropriate skills and experience, but also company cultural values that
are in line with the vision and mission, will form a strong foundation.
Furthermore, it is important to provide ongoing training and development to
employees. Training programs can include technical, managerial, or leadership development
learning, which helps improve employee competency and quality in the long term.
Apart from that, the implementation of mentoring and
coaching is also crucial in strengthening the quality of human resources. This
program not only helps new or emerging employees within an organization learn
and develop more quickly, but also builds valuable relationships between
mentors and mentees. A company culture that supports growth and learning also
needs to be built, by encouraging employees to take healthy risks and learn
from their experiences. A balance between recognition of employee achievements
and fair rewards is also an important factor in motivating and retaining
high-quality human resources.
Lastly, open and transparent communication between management
and employees is key to building high levels of trust and engagement. By
providing constructive and clear feedback, and ensuring that employees feel
valued and recognized for their contributions, organizations can create a work
environment that allows employees to grow and develop optimally. Regular
evaluation of HR development strategies is also important to adapt and improve
the approach that has been taken in accordance with changing needs. By
combining these steps, organizations can significantly improve the quality of
their HR and achieve better overall performance.
3. Analyze and measure
Company performance
Analyzing and measuring company performance is a
critical process for understanding the extent to which an organization achieves
its business goals and strategies. The main goal is to provide comprehensive
and in-depth insight into the company's overall performance as well as identify
areas that require improvement or adjustments.
Company performance analysis involves assessing data
that has been collected to evaluate achievements based on various metrics. This
process includes comparison with previously established targets or standards.
In addition, this analysis also identifies long-term and short-term trends, as
well as factors that influence company performance results.
Corporate performance analysis involves measuring and
evaluating various aspects of business operations to assess how well a company
is achieving its strategic goals. Key Performance Indicators (KPI) such as net
profit, profit margin, revenue growth, and Return on Investment (ROI) are often
used to provide a quantitative picture of a company's performance. By measuring
these KPIs regularly, companies can identify trends, measure operational
efficiency, and identify areas that need improvement.
Involving external parties in company performance
analysis is very important because they provide an objective and independent
perspective. Management consultants, external auditors, and financial analysts
can help companies identify weaknesses that internal teams might miss.
Additionally, they can also provide recommendations based on industry best
practices and international standards, which can help companies adopt more
effective and efficient strategies.
The importance of involving external parties is also
seen in the aspects of trust and credibility. Performance reports that have
been verified by external parties are more trusted by investors, creditors and
other stakeholders. This not only helps in attracting new investments but also
strengthens relationships with existing stakeholders. Thus, involving external
parties in company performance analysis not only helps in improving operational
efficiency but also improves reputation and trust in the market.
CONCLUSION
In conclusion, the BMC approach not only helps PT
Persada Utama Diesel design a more effective and adaptive marketing strategy,
but also enables the company to remain competitive and responsive to market
changes and customer needs in the spare parts business. By focusing on the
elements of BMC, companies can optimize their operations and direct marketing
efforts more strategically to achieve sustainable growth. The SWOT and BMC
approaches offer a comprehensive framework for formulating an effective spare
parts marketing strategy for PT Persada Utama Diesel. By capitalizing on
strengths, addressing weaknesses, and exploiting opportunities and managing
threats, coupled with the use of BMC to identify key elements of the business,
the company can create sustainable value for customers and maintain
competitiveness in the market. This strategy not only supports short-term
planning, but also helps in forming a more structured and adaptive long-term
vision.
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