TUGAS MANAJEMEN STRATEGI
Semester Ganjil Tahun Akademik 2018-2019
ANALISIS PERUSAHAAN TESLA Inc.
Disusun Oleh: Kelompok E (kelas A) Sandra Rizky Ferina 2013130071 Alqa Tahalli Kahfi
2013130145
Aji Gunawan
2013130200
Puji Revimingga
2013130204
Universitas Katolik Parahyangan Fakultas Ekonomi Program Studi Akuntansi
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Daftar Isi Company Profile ...................................................................... ....................................................................................................................... ................................................. 4 Visi dan Misi .................................................................................................. ............................................................................................................................. ........................... 5 External Factors .......................................................... ....................................................................................................................... ............................................................. 5 1.
Economic Forces ........................................................................................................... .......................................................................................................... 5
2.
Social, Cultural, Demographic and Natural Environmental Forces .............................. .............................. 6
3.
Political, Governmental, and Legal Forces ................................................... ................................................................... ................ 6
4.
.................................................................................................... ................ 7 Technological Forces ....................................................................................
5.
Competitive Forces ....................................................................................................... ...................................................................................................... 8
.................................................................................................... ..... 8 Porter’s Five Forces Analysis ............................................................................................... 1.
Daya Tawar Pemasok ............................................................. ................................................................................................... ...................................... 8
2.
Daya Tawar Pembeli .............................................................. .................................................................................................... ...................................... 8
3.
Hambatan Dari Pendatang Baru ..................................................................... .................................................................................. ............. 9
4.
Hambatan Dari Produk Pengganti..................................................... Pengganti................................................................................ ........................... 9
5.
Tingkat Persaingan Dengan Kompetitor .................................................................... ...................................................................... .. 9
External Factor Evaluation Matrix Tesla Inc ............................................................. ........................................................................... .............. 10 Capability Profile Matrix ........................................................................................................ ........................................................................................................ 12 Internal Factor Evaluation Matrix .......................................................................................... .......................................................................................... 14 Integration Strategies ............................................................ ............................................................................................................ ................................................ 17 Backward Integration Strategies ....................................................................................... 17
Intensive Strategies................................................................. ................................................................................................................ ............................................... 1 7 Market Penetration Strategy ............................................................................................. ............................................................................................. 17
.......................................................................................... 18 Market Development Strategy ........................................................................................... Diversification Strategies ....................................................................................................... ....................................................................................................... 18 Porter’s Five Generic
Strategies .......................................................................................... ............................................................................................ ... 19
Cost Leadership – Low Low Cost ................................................................................................ ............................................................................................... 19
............................................................................................... ......................... 19 Focus Strategy – Best Best Value ...................................................................... SWOT Matrix .................................................................................................... .......................................................................................................................... ...................... 19 19 BCG Matrix .......................................................................................................................... ............................................................................................................................. ... 21 Space Matrix .......................................................................................................................... .......................................................................................................................... 22 The Internal-External Matrix ............................................................................................... .................................................................................................. ... 24
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Kesimpulan .................................................................................................... ............................................................................................................................. ......................... 28 Daftar Pustaka ............................................................. ........................................................................................................................ ........................................................... 30
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Tesla Inc Company Profile
Tesla inc. atau yang sebelumnya bernama Tesla Motor inc. adalah perusahaan yang dibentuk pada tanggal 1 juli 2013. Perusahaan ini adalah perusahaan yang bergerak di bidang otomotif khususnya mobil-sport elektrik dan panel surya. Perusahaan yang didirikan oleh Elon Musk ini berpusat di 3500 Deer Creek Rd Palo Alto California, United States. Pada segmen otomotif perusahaan ini melakukan kegiatan operasional mulai dari mendesain (design), mengembangkan (development ), ), memanufaktur (manufacture), menginstalasi (installation ), hingga menjual mobil elektrik ( selling ). Begitu juga dengan segmentasi panel surya, perusahaan ini selling ). melakukan kegiatan operasional mulai dari mendesain (design), memanufaktur (manufacture), menginstalasi (installation), hingga menjual panel surya tersebut ( selling selling ) baik itu pada pelanggan rumahan (residential customer ) maupun pelanggan komersial (commercial customers). Pada 31 Desember 2016, perusahaan ini telah memproduksi dan menjual 2 jenis mobil-sport elektrik, sedan Model S dan Model S Sport dengan tipe SUV . Perusahaan ini menawarkan model 3, yaitu sedan yang didesain untuk memenuhi pasar masal (mass market ). ). Perusahaan ini juga menawarkan produk Panel Surya, dimana bertenaga Powerwall 2 , 14 kilowatt hour ( ( kWh), dengan inverter terintegrasi untuk sektor rumah tempat tinggal. Perusahaan ini juga menawarkan Powerpack 2 dengan tenaga 200 kWh, inverter bi-directional untuk sektor rumah tempat tinggal dan komersial Perusahaan ini mengembangkan produk Panel Surya untuk kebutuhan rumah, komersial, dan industri. Aplikasi dari Panel Surya bersistem batre tersebut termasuk penyediaan daya cadangan, kemandirian grid, pengurangan penguran gan puncak demand , respon demand , mengurangi selang perbaharuan generasi listrik dan jasa pasar listrik.
Terdapat 2 jenis pengguna Panel Surya, yaitu pengguna rumahan (residential customer) dan pengguna komersial atau industry (commercial customers). Pada pengguna rumahan, perusahaan ini menawarkan jenis produk Powerwall 2, dimana
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konsumsi sehari-hari. Pengguna rumahan juga dapat memesan jenis produk yang bertenaga lebih tinggi, yaitu powerpack 2 dengan tenaga 200 kilowatt hour (kWh), dingan inverter bi-directional . Untuk pengguna komersial dan industri, Perusahaan ini menawarkan Jenis produk powerpack 2 dengan inverter bi-directional dengan tenaga 200 kilowatt hour (kWh). Perusahaan Tesla Inc. bersaing dengan Audi, BMW, Lexus, Mercedes, Honda, Toyota, Daimler, Nissan, Fiat, Ford, General Motors, Mitsubishi, AES Energy Storage, LG Chem, Samsung, Vivint Solar Inc., Sunrun Inc., Trinity Solar dan Sungevity Inc.
Visi dan Misi Visi
Untuk menciptakan perusahaan mobil paling menarik di abad 21 dengan mendorong transisi dunia menuju kendaraan listrik (“to create the most compelling car company
). of the 21 st century by driving the world’s transition to electric vehicles” ).
Misi
Untuk mempercepat transisi dunia menuju transportasi berkelanjutan (“ to accelerate accelerate
). the world’s transition to sustainable transport” ).
External Factors 1.
E cono conom mi c Fo F or ces ces Kamis 30 Agustus 2018, Departemen Perdagangan AS mengumumkan
Produk Domestik Bruto (PDB) pada kuartal II tumbuh 4,2%. Lebih tinggi dari laporan sebelumnya, yaitu 4,1%. Menguatnya ekonomi AS terjadi karena adanya peningkatan ekspor terutama perangkat lunak dan terdapat pengurangan impor khususnya minyak. Pencapaian ini mengulang pertumbuhan ekonomi kuartal II 2017, dimana tumbuh 2,9% lebih tinggi dari laporan sebelumnya 2,8% . Pada kuartal I
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dipatok Trump, yaitu pertumbuhan ekonomi 3% secara tahunan. Pertumbuhan ekonomi AS yang kuat pada kuartal II 2018, salah satunya didorong oleh paket pemotongan pajak. Sehingga Sehin gga memberikan dorongan bagi daya beli masyarakat. Ukuran alternatif pertumbuhan ekonomi lainnya, yaitu Gross Domestic Income (GDI) meningkat pada level 1,8% di kuartal II 2018. GDI merupakan
statistik perhitungan yang digunakan Bank Sentral AS, Federal Reserve untuk mengukur aktivitas ekonomi pada pengeluaran. PDB dan GDI juga disebut sebagai output domestik bruto dan dianggap sebagai ukuran kegiatan ekonomi yang lebih baik (Ventura, 2018). Efek dari kondisi ekonomi tersebut mempengaruhi Tesla, diantaranya: 1. Penurunan cost baterai baterai (opportunity) 2. Penurunan cost renewable cost renewable energy (opportunity) 3. Masalah Stabilitas ekonomi (threat )
2.
Soc Social, ial, Cultura Cultural, l, D emogra gr aphic and Natura Naturall E nv nvir ir onme nmenta ntal F orces rces Kondisi sosial, tren, kultur mempengaruhi bisnis dan lingkungan makro
perusahaan melalui karyawan, pelanggan, dan investor. Kami menganalisis bagaimana bisnis sejalan dengan tren sosial di pasar targetnya. Manajer perusahaan harus memastikan bahwa strategi diterapkan untuk memaksimalkan manfaat bisnis dari faktor eksternal tersebut. Faktor eksternal social, Cultural, Demographic, dan yang penting dalam mempengaruhi Tesla adalah: Natural Environmental yang 1. Semakin populernya gaya hidup rendah zat karbon (CO, dll) (opportunity) 2. Meningkatnya pilihan akan produk renewable energy (opportunity) 3. Meningkatnya kekayaan distribusi dalam pengembangan pasar (opportunity)
3.
P oliti li tica cal,l, G ove over nme nmental, ntal, and L eg al F or ces ces Presiden Amerika Serikat yang menjabat saat ini adalah President Donald
Trump. President Donald Trump dilantik sejak tanggal 20 Januari 2018. Presiden
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menjalankan kebijakan-kebijakan tertentu. Kebijakan-kebijakan tersebut diantaranya, Mundur dari kesepakatan perdagangan Kerjasama Trans-Pasifik, memotong regulasi bisnis, dan meneruskan pembangunan p embangunan dua pipa kilang kil ang minyak.
Perekonomian Perekonomian di masa transisi Presiden Obama – Presiden Presiden Donald Trump
Ketika Barack Obama menjadi presiden tahun 2009, Amerika Serikat sedang berada di tengah resesi yang terburuk sejak tahun 1930 dengan berkurangnya 800.000 lapangan kerja dalam bulan pertama pemerintahannya. Belakangan perekonomian perlahan-lahan perlahan-lah an pulih dan 11,3 juta lapangan kerja baru tercipta di bawah kepemimpinan Presiden Obama. Setelah
Presiden
Donald
Trump
dilantik,
Presiden
Donald
Trump
menyebutkan perekonomian dalam keadaan ‘kacau’. Setelah berjalan beberapa
bulan, dan laporan bulanan maret dikeluarkan, telah tercipta 235.000 lapangan kerja baru (BBC, 2017).
Politica Politi call F acto ctor s A ffe ff ecti cti ng T esla Busine B usiness ss Keadaan politik Amerika Serikat mempengaruhi bisnis dan lingkungan makro Tesla. Entitas pemerintahan adalah salah satu kekuatan sosial utama yang mempengaruhi bisnis dan industri Tesla. Kita ambil contoh, misalnya kebijakan perdagangan dalam hal ini pembatasan-pembatasan impor maupun ekspor dapat membatasi kinerja industri dan pendapatan tesla. Berikut faktor eksternal politik yang penting bagi tesla dan industri otomotif dan energi:
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keefektifan biaya baterai perusahaan Tesla. Faktor eksternal Technological berikut yang menurut kami cukup signifikan dalam mempengaruhi bisnis otomotif Tesla: 1. Tingkat perubahan teknologi yang tinggi (opportunity dan threat ) 2. Meningkatnya automation dalam bisnis (opportunity) 3. Meningkatnya popularitas online mobile systems (opportunity)
5.
C ompetiti titive ve F orces orces Tesla memiliki competitor antara lain General Motors yang mengeluarkan
kendaraan Chevrolet. General Motors sendiri memberikan beberapa kekuatan kompetitif
antara
lain
menjadi
pemimpin
dalam
produk
dan
teknologi,
mengembangkan Cadillac, terus tumbuh di Tiongkok, melanjutkan pertumbuhan GM Financial, serta menghasilkan efisiensi operasional inti. Selain itu Telsa kompetitor lain seperti Daimler, perusahaan ini memiliki saham terbesar Mitsubishi Fuso Truck dan
Bus
Corporation
yakni
sebesar
89,29
persen
dan
berusaha
untuk
mengembangkan kendaraan listrik dan swakemudi guna menyaingi Tesla. Hal ini merupakan beberapa factor yang dapat menggerakkan Tesla untuk melakukan tidakan maupun strategi sebagau respon atas ancaman-ancaman yang terjadi.
Porter’s Five Forces Ana A nalys lysii s 1.
Daya Tawar Pemasok Tesla menggunakan bahan dasar untuk produksi yang bersifat premium
sehingga pemasok memiliki kuat yang dapat mempengaruhi harga dan kualitas dari bahan dasar yang diperlukan diper lukan Tesla.
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3.
Hambatan Dari Pendatang Baru Pasar Tesla merupakan ceruk pasar karena saat ini hanya sedikit saja
konsumen yang membutuhkan kendaraan premium yang ramah lingkungan. Selain itu Tesla menggunakan teknologi yang canggih untuk memproduksi produk produknya. Hal ini membuat hambatan h ambatan dari pendatang pendatan g baru bagi Tesla menjadi kecil.
4.
Hambatan Dari Produk Pengganti Saat ini sudah banyak produk kendaraan yang beredar di pasar akan tetapi
hanya sedikit yang memproduksi mobil dengan menggunakan bahan bakar listrik. Selain itu konsumen Tesla merupakan orang-orang yang membutuhkan mobil yang ramah lingkungan dengan bahan bakar listrik, sehingga hambatan dari produk pengganti untuk produk pro duk Tesla cukup kecil.
5.
Tingkat Persaingan Dengan Kompetitor Tingkat persaingan dengan competitor untuk Tesla dapat dibilang sedang
karena agak sulit untuk masuk pasar mobil listrik dan sedikitnya produk pengganti untuk produk yang diproduksi oleh Tesla, selain itu pasar Tesla merupakan ceruk pasar dimana sedikit terjadi terjad i persaingan.
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External Factor Evaluation Matrix Tesla Inc
External Factor Evaluation Matrix Weighted External Factor
Weight Rating Score
Opportunities
Expansi secara internasional (perluasan pemasaran, contoh : china, eropa)
0,090
3
0,27
Polusi gas emisi (polusi akibat kendaraan berbahan bakar minyak bumi, polusi
akibat
gas-gas lainnya)
0,175
4
0,7
Kelangkaan minyak bumi
0,175
4
0,7
Teknologi
Autonomous
Driving
0,050
3
0,15
0,080
2
0,16
Peningkatan demand terhadap produk ramah lingkungan lingkun gan
Threat
Tesla sudah melakukan expansi secara internasional, sebagai contoh :china, eropa. Nilai Weight diberi diberi angka 0,090 karena expansi cukup berpengaruh terhadap Tesla, karena Tesla sudah melakukan expansi cukup baik, saya beri Rating 3
Polusi gas emisi, serta kelangkaan minyak bumi, membuat manusia mencari kendaraan berbahan bakar lain, dalam hal ini yang ramah lingkungan. Sehingga saya beri Weight 0,175, dan saya Rating 4, karena Tesla merupakan solusinya (kendaraan tenaga listrik)
Salah satu kelebihan tesla adalah teknologi Autonomous Driving dalam hal ini berarti berkendara secara otomatis (dilengkapi computer canggih untuk berkendara secara otomatis) kami beri Weight 0,050 dan Rating 3
Tidak dipungkiri, Competitor perusahaan Tesla
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Meningkatnya nilai mata uang dollar
0,150
Total
1
2
0,3 1,19
Meningkatnya nilai mata uang dollar, menjadi salah satu Threat Tesla. Weight 0,150 dan Rating 2.
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Capability Profile Matrix
Capability Profile Matrix Tesla
GM
Daimler
Key Success Factors
Weight
Rating
Score
Weight
Rating
Score
Weight
Rating
Score
High Profits
0,050
4
0,2
0,150
2
0,3
0,100
4
0,4
Low Costs
0,070
1
0,07
0,060
3
0,18
0,200
3
0,6
Product Quality
0,150
3
0,45
0,050
4
0,2
0,100
2
0,2
Reputation
0,130
4
0,52
0,040
1
0,04
0,050
1
0,05
Growing Sales
0,130
3
0,39
0,150
4
0,6
0,050
4
0,2
Customer Loyalty
0,150
1
0,15
0,150
4
0,6
0,050
4
0,2
Global Expansion
0,050
3
0,15
0,160
2
0,32
0,150
3
0,45
Market Share
0,070
4
0,28
0,130
3
0,39
0,050
2
0,1
Growth
0,150
2
0,3
0,055
1
0,055
0,200
1
0,2
Demand
0,050
2
0,1
0,055
2
0,11
0,050
2
0,1
Total
1
2,56
1
2,905
1
2,6
12
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Beberapa yang menjadi Key Success Factors pada perusahaan kendaraan berbahan bakar listrik adalah High Profits, Low Costs, Product Quality, Reputation, Growing Sales, Customer Loyalty, Global Expansion, Market Share, Growth, Demand .
Kita akan membandingkan perusahaan Tesla dengan saingannya yaitu GM (General Motors), dan Daimler. Pada High Profits , Tesla dan Daimler tertinggi, karena kedua perusahaan tersebut
mendapatkan
tingkat
keefektifan
High
Profit
yang
tinggi.
Pada Low Costs, Tesla merupakan perusahaan yang paling tidak efektif, dibandingkan dengan saingannya. Hal tersebut dikarenakan, untuk memproduksi produknya, Tesla membutuhkan membutuh kan biaya yang tinggi. Pada Product Quality, Tesla berada di tengah tengah jika dibandingkan dengan pesaingnya. Hal tersebut dikarenakan, masih beberapa error pada sistem komputer produknya, sehingga sehing ga membutuhkan beberapa perbaikan pe rbaikan produk dari dar i Tesla. Pada Reputation, Tesla berada di tertinggi dibandingkan dengan pesaingnya. Siapa yang tidak mengenal CEO Tesla, Elon Musk. Dengan berbagai karyanya, eksentriknya di dunia maya, banyak orang yang mengenal dia. Terlebih dengan berhasil meluncurnya roket Falcon dari perusahaan SpaceX , , ikut mendorong nama Tesla. Tesla
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Pada Global Expansion , Tesla dan Daimler lebih baik dari pesaingnya GM, hal tersebut dikarenakan kedua perusahaan tersebut gencar melakukan ekspansi dunia. Daimler merupaka pesaing berat Tesla dalam hal ekspansi. Pada Market Share, Tesla lebih baik dari pesaingnya, hal tersebut dikarenakan orang cenderung lebih mengenal Tesla dalam hal mobil listriknya dibandingkan perusahaan pesaingnya. Berdasarkan riset, pangsa pan gsa pasar yang dimiliki oleh Tesla dalam hal kendaraan listrik, lebih baik dari perusahaan pesaingnya. Pada Growth, Tesla lebih baik dibandingkan perusahaan pesaingnya. Hal tersebut dikarenakan Tesla terus melakukan perbaikan perbaikan kesalahannya, terus meningkatkan pertumbuhan perusahaannya. Pada Demand , ketiga perusahaan mempunyai Rating 2. Hal tersebut diakibatkan oleh menguatnya nilai mata uang Dollar . Kesimpulan,
perusahaan
Tesla
mempunyai Total Score terendah
jika
dibandingkan perusahaan pesaingnya. Hal tersebut dikarenakan, perbedaan Weight pada pada tiap perusahaan. Tesla yang mempunyai faktor paling berpengaruh yaitu pada Product Quality, Customer Loyalty dan Growth, tidak dapat mempunyai nilai Rating yang
memuaskan. Berbeda dengan pesaingnya yang mempunyai Total Score yang
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Memiliki
lokasi
perusahaan
yang bagus Memiliki kapasitas produksi yang besar
0,025
3
0,075
0,05
2
0,1
0,125
3
0,375
0,1
2
0,2
0,1
2
0,2
0,15
1
0,15
0,025
3
0,075
Weakness
Memiliki harga produk yang mahal Masih
sedikitnya
charging
stations Memiliki baterai yang tidak terlalu kuat Pengisian daya baterai yang lambat Merknya yang kurang dikenal secara luas Total
1
0,825
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Desain sebuah produk otomotif dapat menjadi daya tarik bagi konsumen untuk membeli produk tersebut, dengan demikian maka diberikan nilai weight sebesar 0,05. Tesla pernah memenangkan sebuah penghargaan pada ajang 2013 Motor Trend’s Car of pada produk Model S, maka dapat diberikan rating sebesar sebesar 3. the Year Award pada Lokasi sebuah perusahaan dapat mempengaruhi arus jalan nya kegiatan operasi perusahaan tersebut maka dapat diberikan weight sebesar 0,025. Tesla memiliki perusahaan yang berlokasi b erlokasi di California, dengan itu Tesla dapat mencari teknisi-teknisi teknisi -teknisi sebagai sumber daya manusia mereka di daerah California, maka dapat diberikan rating sebesar 3. Kapasitas produksi sebuah perusahaan dapat menentukan seberapa banyak mereka dapat memproduksi produk mereka dalam periode waktu tertentu yang dapat juga mempengaruhi mempen garuhi profit pro fit perusahaan, peru sahaan, maka dapat diberikan weight sebesar sebesar 0,05. Tesla memiliki kapasitas produksi yang besar, maka dapat diberikan rating sebesar sebesar 2. Produk Tesla inc dikenal produk yang memiliki harga yang cukup mahal jika dibandingkan dengan pesaingnya. Weight sebesar 0,123 dan rating sebesar 3, karena Tesla sedang mengembangkan produk yang akan dijual lebih murah dari produk sebelumnya.
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Pengisian baterai yang lambat menjadi kelemahan kendaraan berbahan bakar listrik lainnya. setidaknya dibutuhkan seharian penuh, 8 - 9 jam (2000 – 2500 2500 watt ) agar produk Tesla terisi bahan bakarnya secara penuh. Secara penggunaan, hal tersebut tidaklah praktis. Weight sebesar 0,15 dan score sebesar 1. Yang terakhir, tidak semua mengenal Brand Tesla. Sebagian besar yang mengetahui produk tersebut adalah orang yang mengerti teknologi dan update pengetahuan mengenai men genai teknologi yang sedang berkembang, ber kembang, sedangkan orang yang tidak update pengetahuan mengenai teknologi, cenderung tidak mengetahui produk Tesla.
Weight 0,025 score sebesar 3 karena Tesla secara gencar berusaha mengenalkan produknya secara global. glob al.
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teknologi kelas atas serta kemewahan yang selama ini menjadi ciri khas Tesla. Tindakan ini diusung oleh Elon Musk sebagai salah satu upaya untuk mempercepat peralihan manusia terhadap kendaraan berbahan karbon menuju kendaraan bertenaga surya dan listrik.
Market Market D evelop lopment Strat Strate egy Market development strategy adalah strategi yang meliputi pengenalan produk
atau jasa yang ada saat ini ke wilayah-wilayah geografis yang baru. Upaya yang dilakukan oleh Tesla inc. adalah dengan menyebarkan produknya ke Eropa, dan Cina. Misalnya pada penjualan di Cina, Tesla menaikkan harga mobil buatannya, yakni model X dan S sebesar 20%. Hal ini dilakukan Tesla sebagai tanggapan atas meningkatnya ketegangan perdagangan antarnegara. Tindakan ini pula yang menjadikan Tesla sebagai
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Porter’s Five Generic Strat Strate egie gi es
C ost L eader der ship shi p – Lo L ow Cost Strategi cost leadership – leadership – low low cost dilakukan dengan cara memproduksi barang dengan biaya yang lebih rendah dengan kualitas yang relatif sama dibandingkan dengan para pesaingnya. pesaingn ya. Pada pertengahan tahun 2018, Tesla akan memulai produksi jenis Model 3, yang dirancang sebagai mobil listrik untuk pasar massal dengan harga
terjangkau.
F ocus Stra Str ateg teg y – Be B est Value Value Strategi fokus digunakan untuk membangun keunggulan bersaing dalam suatu segmen pasar yang lebih sempit. Strategi jenis ini ditunjukan untuk melayani kebutuhan
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teknologi Driving
manajemen
Autonomous
pada
produknya
menjadi
kuat(Strength), Tesla
lebih
baik(opportunities)
yang
dapat
dan
dengan
bersaing perusahaan
membuat produk tesla lebih
kendaraan
elektrik
efisien dalam produk ramah
lainnya (Threat).
lingkungan(opportunities).
Teknologi yang dipakai sudah memeadai
Weakness
Meningkatkan Brand Awareness.
Hal
tersebut dikarenakan Brand Tesla
yang
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NO Ancaman (T) 1.
Strategi ST
Strategi WT
Perusahaan insdustri yang mengembangkan teknologi sama bertambah
Meningkatkan
Autonomous Driving pada Brand Awareness.
produk 2.
Teknologi semakin canggih
mengembangkan teknologi Memperkenalkan & Autonomous Driving pada membuat
pelatihan
produk
pada
karyawan
terhadap
teknologi
yang inovatif
BCG Matrix
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Space Matrix
Internal Strategies Position Financial Position (FP) (+) investment
External Strategies Position Stability Position (SP) (-) Technology changes
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The Internal-External Internal-External Matrix
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The Grand Matrix Strategy
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Ekspansi Penjualan
External Factor Opportunities
Weight
Pengembangan ke produk
berupa
negara-negara
peningkatan
Asia
kualitas baterai
AS
TAS
AS
TAS
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karyawan di negara-negara Asia dapat sadar dan mengikuti perkembangan teknologi
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Daftar Pustaka