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STRATEGIC FORMULATION ANALYSIS OF BUSINESS DEVELOPMENT

OF PT MEGA POWER SURYA (A SUBSIDIARY OF PT MEGA POWER

TEKNINDO)

Gagah Daruhadi

, Elly Yuliati

, Fitri Mutiara Elgasari

, Rhian Indradewa

Dimas Angga Negoro

Faculty of Economics and Business, Esa Unggul University, Jakarta, Indonesia

1,2,3,4,5

gagah_d@yahoo.com

, [email protected]

, [email protected]m

rhian.indrad[email protected]

, dimas.angga@esaunggul.ac.id

ABSTRACT

PT Mega Power Surya (MPS) is a subsidiary of PT Mega Power Teknindo (MPT) which is engaged in

Renewable Energy, especially the Procurement of Goods and Services for Surya Power Generation as a

business diversification of the Company PT Mega Power Teknindo. The main purpose of establishing PT

MPS is to take advantage of promising business opportunities in expanding PT MPT's business in the field

of Renewable energy on the basis of the encouragement of the Presidential Regulation RUEN, Minister

of Energy and Mineral Resources and Local Government (RUED) and RUPTL, sustainable energy

factors, Go Green and responding to the increase in electricity rates from PLN so that consumers who use

electricity will be interested in using surya power plants, namely using natural resources that never run

out even though they are used continuously and it is hoped that the price of electricity for consumers will

be cheaper using Surya energy compared to fully using electrical energy from PLN. Companies need to

plan strategies and conduct business model analysis. The strategy method uses the Value Proposition

Canvas, IFE, EFE, VRIO, CPM, SWOT, IE Matrix, QSPM, Porter's Generic Strategy, and Lean Model

Business Canvas. The results of this analysis can help in identifying the appropriate business model. With

the right strategy and business model, it will enable the newly created company to become a competitive

and sustainable company. Using Value Proposition Canvas, EFE, IFE, VRIO, CPM, SWOT, IE, QSPM,

Porter's Generic Strategy, and Lean Business Model Canvas. This analytical method helps in determining

the right business strategy for PT. Mega Power Surya.

Keywords: Strategic Formulation Analysis, Business Development, PT Mega Power Surya

INTRODUCTION

Indonesia's electricity demand growth is 4.9% per year. Until December 2020, power

plants in Indonesia were dominated by PLTU 48.3%, PLTG/PLTGU/PLTMG 32%, and PLTD

7%. Meanwhile, Indonesia has been an importer of petroleum since 2004, and the limited supply

of coal is predicted to run out in 2038. To avoid the energy crisis and pollution that pollutes the

earth, it is necessary to encourage the use of new and renewable energy (EBT) programs, by the

government through Minister of Energy and Mineral Resources No. 50 of 2017 has planned the

development of new and renewable energy (EBT) by at least 23% by 2025. Based on the RUPTL

2021-2030, the planned construction of a power plant is 40,575 MW, of which 51.6% are power

plants sourced from new and renewable energy in the amount of 20,932 MW (Peraturan Menteri

Energi Dan Sumber Daya Mineral Tentang Pemanfaatan Sumber Energi Terbarukan Untuk

Penyediaan Tenaga Listrik, 2017).

Among all renewable energy potentials in Indonesia, Surya Power Plants (PLTS) have 50%

renewable energy potential, with 207.8 GW of Surya potential (Dirjen EBTKE, 2021;

Kementerian Energi dan Sumber Daya Mineral, 2021a; TPSA, 2019). Meanwhile, the installed

generating capacity of PLTS until December 2021 is 152.1 MW, so the utilization is still 0.07%

(Kementerian Energi dan Sumber Daya Mineral, 2022).

Presidential Regulation No. 22 of 2017 dated March 2, 2017, concerning the General

National Energy Plan (RUEN), mandates that PLTS development is projected at 6.5 GW in 2025,

14.2 GW in 2030, and 45 GW in 2050, or 22% of Surya potential (Peraturan Presiden Republik

Indonesia No 22 Tahun 2017 Tentang Rencana Umum Energi Nasional, 2017).

The Regional Government in the RUED (Regional General Energy Plan) has set a target

for renewable energy capacity in 2025 for a total of 34 provinces reaching 47,658 MW, with the

PLTS development plan in the RUED is 7,557.5 MW or 15.9% of the total EBT development

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plan (Kementerian Energi dan Sumber Daya Mineral, 2021b). (IESR, 2019) and the National

Movement for a Million Surya Roofs (GNSSA) which was initiated to accelerate the construction

of rooftop photovoltaic Surya power plants in housing, public facilities, government offices,

commercial buildings, and industrial complexes. In addition, PLN electricity tariffs for household

customer groups during the 2012-2020 period increased by an average of 8.5% per year, which

will encourage PLN Household Consumers to use Rooftop PLTS.

Based on the explanation above, the PLTS Rooftop business opportunity is very promising,

with the target consumers in this Business Plan being the household sector, namely, there is

potential for the development of PLTS Roofing Customers of Tariff Group R (Household) of

1,525.12 MW in December 2025, and of 3 331.8 MW in 2030 (PT PLN, 2021). In the

development of the PLTS system, it is tailored to the needs of its users, effectively utilizes the

existing energy potential, supports the reduction of carbon emissions, and provides alternative

financing solutions to general consumers (USAID, 2016, 2020).

In this Business Plan, we plan a short term of 2 years with a segmentation target including

household consumers of PLN UID Jakarta Raya and household consumers of PLN UID Banten,

the medium term is 3 years then expanded to household consumers of PLN UID UID West Java,

UID Central Java and Yogyakarta, as well as East Java UID of . Then, a long term of 4 years until

2030 is planned to expand to household consumers of PLN UID Lampung, PLN UID Palembang,

and PLN UIW East and North Kalimantan, PLN UIW South Kalimantan and Central Kalimantan.

RESEARCH METHOD

Value Proposition Canvas

1. Customer Jobs To Be Done

The RUEN contained in PP No 22/2017 requires the use of Surya cells at a minimum

of 25% of the roof area of luxury houses, residential complexes, apartments, and complexes

as a condition for applying for a Building Permit (IMB).

The public also now views Rooftop PLTS as a long-term investment, because it can

save PLN electricity costs, and the excess energy produced can be exported to the PLN

network and can be compensated according to the Minister of Energy and Mineral Resources

Regulation No. 26 of 2021 with an export tariff calculation of 100% of the PLN electricity

tariff. Sunlight is a new renewable energy source and can be obtained free of charge. If PLN's

electricity goes out during the day, the community can still be assured of a supply of their

electricity source through the Rooftop PLTS (Menteri Energi dan Sumber Daya Mineral,

2021).

Today's household consumers have a lot of concern for the environment and feel the

need to actively contribute to shifting to new, renewable, and environmentally friendly

energy. By diversifying electrical energy sources with PLTS Roof, it will reduce coal

consumption which will help reduce carbon emissions. The use of PLTS Roof for home

consumers has become a trend with the increasing use of PLTS Roof 5 times for household

consumers. Based on research on residents of DKI Jakarta conducted by Greenpeace

Indonesia in 2020, where 83-85% of PLN consumer respondents with an installed power of

1300-5500 VA have a desire to use PLTS Roof and 96.2% of respondents who are PLN

consumers with a power of 6600 VA to above wants to take advantage of PLTS Roof

(Gubernur DKI Jakarta, 2019). The survey shows that there is an increase in public interest

in PLTS Roof (Setiawan et al., 2020).

2. Customer Pain

Household consumers have a number of concerns with the PLTS Roofing system

which is a new thing, including concerns about the initial installation cost which is feared to

be quite expensive. In addition, Rooftop PLTS depends on the irradiance of sunlight, so it is

feared that if the sunlight output does not meet expectations because for example, the

weather is cloudy, the energy received is not optimal. Consumers generally have existing

building constructions that are not prepared to accept the burden of Rooftop PLTS, so

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consumers are concerned if the roof construction will be disrupted. Consumers also do not

want the installation of the LTS Roof to interfere with the beauty of the building. Consumers

who are unfamiliar with technical matters are worried if there is a disturbance in the Rooftop

PLTS system and the Rooftop PLTS system will not work. In addition, the consumer society.

The house also doesn't want to be bothered with the registration and licensing procedures for

PLTS Roof which is a requirement for installing PLTS Roof on a grid according to

government regulations (Peraturan Menteri Energi Dan Sumber Daya Mineral Tentang

Penggunaan Sistem Pembangkit Listrik Tenaga Surya Atap Oleh Konsumen PT Perusahaan

Listrik Negara (Persero), 2018).

3. Customer Gain

The home consumer community wants a Rooftop PLTS system that is durable and

long-lasting, has a long lifetime; and expects Rooftop PLTS that has minimal maintenance

and is cheap. If later there is an increase in the need for electrical power due to the addition

of the burden of electronic equipment or building expansion, or a change of position due to

the expansion of the building, the PLTS Roof system can easily be added to its power

capacity from the old PLTS Roof system, at a low price or if consumers move to another

house, consumers certainly want the PLTS Roof system to be moved to be adjusted.

Consumers whose homes use PLTS Roofs will be happy if they get recognition from friends

or colleagues, especially if they get praise for their concern for the environment. Consumers

are also happy if they can monitor the actual amount of electricity cost savings and the

amount of excess energy exported to the PLN network.

Business Solutions

1. Pain Reliever

One of the main concerns of consumers is that the initial investment is quite expensive.

PT Mega Power Surya (MPS) in addition to serving hard cash payments, will also offer

financing solutions through soft cash, installments or credit. The third solution is the Rooftop

PLTS rental system, where consumers pay monthly electricity bills generated by long-term

PLTS with a certain rental period, it is hoped that the value of the bill paid is lower than the

value paid if the energy uses PLN energy (Wheelen et al., 2017). This is a solution for

consumers to choose the most suitable payment system according to consumers. MPS will

provide comparisons between various payment systems and illustrations of installments and

payback periods. To accommodate consumer concerns in the event of a disturbance to the

Rooftop PLTS system, MPS will provide after-sales service which includes 24-hour

customer service to guide if there are a disturbance and service technicians who come to the

location to help resolve existing disturbances. To save time and speed up the PLTS Rooftop

licensing process, MPS will also provide assistance if consumers want to process an

application for PLTS Roofing registration, and licensing according to the rules up to the

Operational Licensing. MPS will provide design optimization in accordance with the

existing roof construction and provide suggestions and design optimization to choose the

type of Surya panel module that suits the roof construction and desired power requirements.

With the help of software, MPS will provide an illustration of the energy produced

throughout the year by taking into account shading, weather predictions, Surya irradiation,

and system losses so that it is hoped that the actual Surya energy can approach the illustration

and give consumers an idea of how much energy can be generated with the Rooftop PLTS

system (Supriyono et al., 2022).

2. Gain Creator

MPS will provide a warranty on the main equipment of the Surya panel module and a

performance guarantee to provide material quality assurance to consumers. Materials. PLTS

Roofs have minimal maintenance and are easy to care for yourself. MPS will provide a

maintenance instruction manual to provide instructions on how to properly carry out

maintenance independently. However, if needed, MPS also provides maintenance services.

As part of the value proposition, MPS will provide a PLTS Roof system solution by

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adjusting the power capacity needs, consumer budgets, and consumer roof area by providing

alternative solutions based on material types, specifications of Surya panel modules and

inverters as well as optimizing the engineering design for the position of the Surya panels at

an angle of inclination. tilt, azimuth, and module efficiency and system losses. MPS will

provide an application that consumers can use to monitor the Surya energy produced, the

energy supplied to the load, and the excess energy exported to PLN (Fahrizal et al., 2022).

The Rooftop PLTS system offered by MPS is modular, making it possible for

additional power if consumers want an increase in the power capacity of Rooftop PLTS. The

Surya panel modules can be disassembled and reassembled easily, even the entire Rooftop

PV system can be moved to another building with only minor changes such as replacement

and adjustment of cable lengths.

3. Products and Services

The products and services offered by Mega Power are the On Grid PLTS Rooftop system

(connected to the PLN network) for PLN customers of the Type R tariff class (Household).

The power capacity of the Rooftop PLTS on Grid offered is 1 kWp, 2 kWp, 3 kWp, 4 kWp,

5 kWp, 6 kWp, 7 kWp, 8 kWp, 9 kWp, 10 kWp, 11 kWp, 12 kWp, 13 kWp, 16 kWp , 23

KWp, 33 KWp and 40 KWp.

There are 3 different payment schemes offered by consumers, namely 1) hard cash; 2)

installments in stages, or 3) monthly rent with a certain rental period.

The Rooftop PLTS system offered adapts to consumer power needs and does not exceed

the power capacity connected to PLN according to government regulations. Mega Power provides

optimization solutions based on the type of Surya panel material offered, power specifications,

and inverter specifications as well as brands that adapt to consumer budgets (Setyoko et al., 2022).

Mega Power provides quality assurance in the form of a Main material guarantee. Mega Power

also sells spare parts to serve consumer needs. Every PLTS Rooftop consumer will be equipped

with an IoT-based mobile application to monitor the actual energy produced by Surya panels,

which are exported to PLN and used by consumers, this is in accordance with the payment system

and consumer desires. Consumers can find out the savings that have been obtained from the

installation of PLTS Roofs. Likewise, rooftop PLTS users will also be able to provide remote

facilities via an application to turn on or turn off the electricity supply on the side after the kWh

Meter exim if needed.

Mega Power provides engineering consulting services, such as PLTS Roof design services.

As part of fulfilling customer satisfaction, Mega Power provides maintenance services and

technician services in the event of a disturbance, as well as registration and licensing services for

Rooftop Surya Power Plants (Subhan et al., 2022).

Figure 1

Value Proposition Canvas

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External Factor

In the external analysis, Porter's Five Forces model and PEST analysis were used. Five

Force Analysis is used to analyze the company's external environment based on competition

between similar existing companies, the threat of new entrants, the threat of substitute products,

the bargaining power of buyers, and the bargaining power of suppliers (David & David, 2017).

PEST external factor analysis in determining the opportunities and threats in the Rooftop PV

mini-grid business is very important. PEST analysis is an analysis of external factors which

include political, economic, social, and technological factors.

Internal Factor

Resources are productive assets owned by the company, while capabilities are what the

company can do. Each resource that is managed well together can create organizational

capabilities. Organizational capabilities, when applied through the right strategy, will become

supporters of competitive advantage. So that resources are productive assets owned by the

company are very important to be a concern in supporting the success of a company's competitive

advantage, namely by analyzing the strengths and weaknesses of the company's internal factors

become very important (Jones et al., 2021).

Strategic Plan

Based on the company's vision and mission, in its business the company makes short-term

(1-2 years), medium-term (3-5 years), and long-term (6-9 years) targets, then conducts strategic

analysis starting from the input stage, the matching stage then decision stage, the analysis adds a

business level strategy and a business model canvas.

RESULT AND DISCUSSION

Internal Factors Analysis of the Assessment of Resources and Capabilities

If the key success factor according to (Grant, 2016) in the PTLS MPS business is being

able to use tangible resources (physical, infrastructure, financial), intangible (technology,

reputation, culture), and human resources (skills, collaboration, motivation) by paying attention

to industry key successes Factor, then the Company is able to compete and gain profits.

Where the ability of the Resources of the MPS Company is to identify Internal Strengths

consisting of Building Values, Workshops, Warehouses and Company inventory, Financial

capabilities, Technology, Reputation, culture, and Human Resources, Organizations must have a

business strategy to manage the company, with existing internal capabilities So it is hoped that

companies can get competitive prices, good service systems, better product quality, manage

company organizations, maximize human resource development, carry out marketing relations

functions, create good product distribution, have product innovations, IOT system innovations

and manage adequate preparations so that the Company gains a competitive advantage. The

Assessment of Resources and Capability of the main resources and capabilities needed in the

PLTS business and assess MPS's position against competitor groups.

In terms of strategic implications, the main resources that differentiate MPS are the

advantages of financial capability, adequate physical facilities, company reputation, and human

resources that can offer good competition on price, quality and service. Therefore, to achieve

efficient scale, with experience MPS in the field of PLTS is still limited, so they have to

collaborate with other experienced companies

Analyzing VRIO (Valuable, Rare, Inimitable, Organized to Capture Value)

The VRIO framework is a tool for analyzing the internal resources of a company and its

capabilities to determine whether the company can become a source of sustainable competitive

advantage. In the VRIO analysis, the company will analyze the following four questions (Antonio,

& Cardael, 2012):

Table 1

MPS VRIO Analysis

Company Capability

Values?

Rate?

Inimittate?

Organized?

Implications for Competition

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(V)

(R)

(I)

(O)

Location

Yes

Temporary competitive advantage

Reputation

Yes

Temporary competitive advantage

Finance

Yes

Competitive Parity

Product Quality Management

Yes

Competitive advantage sustainable

Skills/ Know How

Yes

Competitive advantage sustainable

Capacity for Communication

and Collaboration

Yes

Temporary competitive advantage

Based on that on the IFE (Internal Factor Evaluation) data matrix, PT MPS has received an A

total score of 3,000. This shows that PT MPS has an A total score above the average of 2.50,

indicating that PT MPS responds well to strengths and weaknesses.

Table 2

Internal Determining Factors

Weight (a)

Rating (b)

Score (a×b)

Strenght

Financial Resources

0,10

0,40

Office Buildings, Warehouse

Workshop, inventory

0,10

0,40

Technology

0,05

0,15

Reputation and Culture

0,05

0,15

HR Competence

0,05

0,15

Services to Consumers

0,05

0,15

Price

0,10

0,30

Company Organization

0,05

0,15

Human Resources Management

0,05

0,15

Consumer Payment Product

Innovations

0,075

0,30

IoT System Innovation

0,05

0,15

Product Quality

0,05

0,15

Total Strength

0,775

2,60

Weakness

sources of Raw Materials and

Supplies

0,075

0,15

Relations and Marketing

0,05

Channel Distribution

0,05

Rooftop PLTS Project Experience

0,05

Total Weaknesses

0,225

0,40

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Total

1,00

3,00

External Factor Analysis

The external factor analysis is PEST analysis, and EFE (External Factor Evaluation).

External factors can be concluded as Opportunity (O) and Threat (T).

There are five of Porter's strengths to be analyzed; are Threat of New Entrants,

Bargaining Power of Buyers, Threat of Substitute Products, Bargaining Power of Suppliers,

and Competition between Existing Firms (Porter, 2008). In carrying out Porter's Five Forces

analysis, it is done by giving weights and indexes to each strength. factors of that five strengths.

The results of the weights and indices are multiplied and the results are added.

Porter's Five Forces Analysis

Five Force Analysis is used to analyze the company's external environment based on

competition between similar existing companies, the threat of new entrants, the threat of

substitute products, the bargaining power of buyers, and the bargaining power of suppliers

(David, 2016).

Quantitative weighting measures are as follows:

1. Determine the index value for each competitive strength factor;

a. Index value 1: the level of influence of a factor on competitive strength tends to be

low and does not have a significant influence on competition in the industry

b. Index value 2: the level of influence of a factor on competitive strength has a

significant influence on competition in the industry

c. Index value 3: the level of influence of a factor on competitive strength has a very

significant influence on competition in the industry

2. Determine the weight for each factor based on justification for the value that most

influences competitive strength, the sum of the weighting results must be 1, where the

value 0 is the value that least affects competitive strength. Justification of weighting based

on group analysis results.

3. Multiply the weight of each factor with the index, then add up and conclude that the value

is based on a predetermined range

If the quantitative calculation results of Porter's analysis are in the range of 1.00-1.66, it

can be categorized as low, where the company is in less competitive competition. Meanwhile,

if the quantitative results produce results in the range of 1.67-2.33, it is categorized as moderate,

meaning that the company is in quite intense competition. Quantitative results that are in the

range 2.34-3.00 are categorized as high parameters, which means the company is in an industry

that has a high level of competition and is very competitive

Parameters

Value

Low

1.00 …….. 1,66

Medium

1,67 ……. 2,33

High

2,34 …… 3,00

source: (Porter, 2008)

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Figure 2

Supplier Power

Table 3

MPS evaluation results Total Value of Porter's Five Force

FORCES

Value

Rivalry between Established Competitors

1,9

Threat of New Entries

1,9

Bargaining Power of Suppliers

1,6

Threat of Substitution

1,0

Bargaining Power of Buyers

2,5

Total Average Score

1,78

Based on Tables II.2 and II.3, the average value of Porter's Five Forces is 1.78, so the

overall pressure is moderate towards low. With medium-high consumer bargaining power and

moderate competitor competition, low threat of substitution, and medium-low bargaining power

of suppliers, this industry is worth entering. PT Mega Power Surya must be able to have a

competitive advantage compared to other competitors and must be able to respond well to

consumer needs to overcome the bargaining power of buyers.

External Factors Facter Analysis (PEST)

Based on Tables II.2 and II.3, the average value of Porter's Five Forces is 1.78, so the

overall pressure is moderate towards low. With medium-high consumer bargaining power and

moderate competitor competition, low threat of substitution, and medium-low bargaining power

of suppliers, this industry is worth entering. PT Mega Power Surya must be able to have a

competitive advantage compared to other competitors and must be able to respond well to

consumer needs to overcome the bargaining power of buyers.

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Table 4

External Factors Facter Analysis (PEST)

External determinants

Weight (a)

Rating (b)

Score (a×b)

Opportunities

Government Support

0,10

0,40

Surya Energy Potential

0,10

0,40

Energy Tariff Determination

0,10

0,40

Housing Consumer Interest in

Surya Rooftops

0,10

0,20

Technology Development of

Surya Panel System

0,07

0,21

Technology Development of

Surya Panel System

0,07

0,21

Obligation of Luxury Homes to

use PLTS

0,05

0,15

Go Green

0,05

0,15

Number Of Opportunities

0,67

2,31

External determinants

Weight

Rating

Score

(a)

(b)

(axb)

Threat

Competitors

0,05

0,10

Export Tariff Regulation to

PLN network

0,05

0,15

The Presence of Raw Materials

0,05

0,15

Economy due to Pandemic

0,05

Subsistence Sales to Homes

type Power 900 Watts and

below.

0,05

Kwh Meter import supplied by

PLN

0,04

0,12

USD Exchange Rate

0,04

0,08

NUMBER OF THREATS

0,33

0,70

1,00

3,01

From the EFE matrix table above it is known that the score for weight and rating shows the

number 3.01. This number is considered good, meaning that Mega Power has a pretty good

opportunity because the value is above 3, this is due to the market trend which has increased

significantly over the last 3 years and the existence of government regulations that support the

development of Rooftop PLTS.

Competitive Profile Matrix (CPM)

Table 5

Competitive Profile Matrix

Critical Success

Factor

Bobot

PT Mega

Power

PT AS

PT ST

Rating

Score

Rating

Score

Rating

Score

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Financial

Position/Ekuitas

0,15

0,60

0,45

0,60

Experience

0,05

0,10

0,20

0,15

Office Premises,

Equipment,

Workshops

0,10

0,40

0,30

0,40

Marketing

0,10

0,20

0,30

Price Competitive

0,15

0,45

Product Quality

0,05

0,15

0,20

Type of Supply

0,07

0,14

0,21

After Sales

(Warranty)

0,05

0,15

Payment Method

0,15

0,60

0,45

Development/Inovasi

0,05

0,15

Geographical

Coverage

0,05

0,10

0,15

Website

0,03

0,09

0,12

Total of Opportunities

1,00

3,13

3,38

In this Matrix, numbers are based on estimates that are close to the Company's Website

data based on experience, office location, the value of work and experience, method of payment,

ability to value work, type of supply, price, the scope of supply, Matrix CPM Results PT ST is

superior with a score 3.3 while PT Mega Power Surya is 3.13 and PT AS, the value is 3.13,

meaning that even though PT Mega Power Surya is just starting the PLTS business, it is hoped

that it will not take too long to develop in its business. It is hoped that it will be better than PT

AS because the score of PT The Mega Power Surya is close to the company's.

IE Matrix

Table 6 IE MATRIX

Based on the Internal External Matix results above, the IFE is 3.00 and the EFE is 3.01,

that the MPS company, even though it has financial factors and supporting office and warehouse

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facilities, it has not had experience in handling the Procurement of goods and services specifically

for PLTS, is inexperienced and even though it has experience in the field Procurement and

services that are similar and more complex, are still not supportive because they are related to a

new marketing model, new types of products, so the quality of the product cannot be shown and

the selling value cannot be proven to consumers, even though the 3kWp Roof PLTS work has

been installed as a dummy project that has been energized since April 26, 2022.

SWOT analysis

Strength, Weakness, Opportunity and Threat (SWOT) matrix is an important Matrix used

by the Company in developing four types of strategies: SO (Strength-Opportunity) strategy, WO

(Weakness-Opportunity) strategy, ST (Strength-Threat) strategy, and WT strategy (Weakness-

Threat). SO strategy uses the company's internal strengths to take advantage of external

opportunities. The WO strategy aims to improve internal weaknesses by taking advantage of

external opportunities. The ST strategy uses the company's strengths to avoid or reduce the impact

of external threats. The WT strategy is a defensive tactic aimed at reducing internal weaknesses

and avoiding external threats.

Table 7 SWOT Analysisi

Strength (S)

Weakness (W)

1. Financial Resources

2. Office and Other

Technology Assets

3. Reputation and

Culture

4. HR Competency

5. Service

6. Consumer

7. Price

8. EPC Corporate

Organization

9. Human Resources

Develop

10. Product Innovation

Source of Raw Materials

Product Quality Relations

and Marketing Channels

Distribution Experience

IoT System Innovation

Opportunity (O)

SO STRATEGIES

WO STRATEGIES

Government Support

Allocation of promotional

costs for home consumers

including housing

complexes and luxury

homes in print media and

social media (S1, O4, O7)

Following the PLTS Atap

tender in the government or

BUMN through a

consortium, home

consumers (W1, W2, O1,

O4)

Surya Energy Potential

Penetapan Tarif Jual Energi

Consumers who need

more power during the

day

Financing innovations for

consumers (S10, O4, O6,

O7)

Agency system as a

marketing channel

distribution for home

consumers including luxury

homes in the Central and

Eastern Indonesia area

(W3, W4, O4, O7)

Development of Surya

Roof System Technology

Calculation services for

initial cost optimization,

and return on investment

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for consumers (S6, S7, S10,

O3, O6)

Bank Financing Support

Obligation of Luxury

Homes to use PLTS

Designing, material

procurement, installation of

PLTS Roof installation

system (S1, S2, S3, S5, O7)

Environmentally friendly

and independent of fossil

fuels

Threat (T)

ST Strategies

WT Strategies

Competitors

Market segmentation

strategy

for power consumers

1300VA and above (S6, S7,

T5)

Optimization and

management

inventory storage (W1, W5,

T3, T7)

Uncertain electricity

export tariff (suspended)

The Presence of Raw

Materials

Financing innovation for

power consumers 1300 VA

and above (S10, T4, T5)

Acceleration of KWh Meter

Export Import (W3, T6)

management

Economy due to

Pandemic

Government subsidies

for electricity tariffs with

power of 900 watts and

below

Customer service i.e.

licensing, product

warranty, installation,

maintenance (S5, S6

T1, T6)

Kwh Meter export import

provided by PLN

USD Exchange Rate

The Decision Stage (QSPM)

Quantitative Strategic Planning Matrix or QSPM Analysis is an analytical tool for selecting

strategies based on the attractiveness of strategic alternatives (Ismail et al., 2022). The QSPM

calculation is based on input from internal outside the weight matrix, as well as alternative

strategies at that stage.

QSPM analysis of the strategy to be carried out by PT MPS can be seen in the QSPM

analysis table below:

Table 8 Table QSPM

DESCRIPTION

Consumer

Financing

Innovation with

Bank facilities

Self-financing

(internal)

WEIGHT

TAS

(a)

(b)

(axb)

(b)

(axb)

INTERNAL DETERMINANTS

STRENGTH

Financial Resources

0,10

0,40

0,20

Office Building,Warehouse

Workshop

0,10

0,00

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Technology

0,05

0,00

Reputation and Culture

0,05

0,20

0,15

HR Competency

0,05

0,15

0,10

Service to Customers

0,05

0,20

0,15

Price

0,10

0,30

0,10

Corporate Organization

0,05

0,15

0,10

Homen Resources Management

0,05

0,15

0,10

Consumer Payment Product

Innovation

0,075

0,30

0,15

WEAKNESES

Source of Raw Materials

0,075

0,00

Product Quality

0,05

0,00

Relationships and Marketing

0,05

0,15

0,10

Channel Distribution

0,05

0,00

Surya Roof Project Experience

0,05

0,00

IoT System Innovation

0,05

0,15

0,10

EXTERNAL

DETERMINANTS

OPPORTUNITIES

Government Support

0,10

0,30

0,20

Surya Energy Potential

0,10

0,00

Energy Tariff Determination

0,10

0,00

Housing Consumer Interest in

Surya Power Plant

0,10

0,30

0,20

Development of Surya Panel

Technology

0,07

0,00

Bank Financing Support

0,10

0,40

0,20

Obligation of Luxury Homes to

use PLTS

0,05

0,00

Go Green

0,05

0,00

THREATS

Competitors

0,05

0,15

0,10

Export Tariff Regulation to PLN

network

0,05

0,00

The Presence of Raw Materials

0,05

0,15

0,10

Economy due to Pandemic

0,05

0,15

0,10

Home Sales ≤900 W Power

Type

0,05

0,15

0,10

Kwh Meter import supplied by

PLN

0,04

0,00

USD Exchange Rate

0,04

0,12

0,08

TOTAL

2,00

3,87

2,33

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Based on the QSPM table above, of the two alternatives between the alternative use of

financing innovations with bank facilities is more attractive than independent financing without

bank facilities

General Strategy Porter

Porter Generic Strategies is divided into 5 types, namely Type 1: Low Cost-Strategy, Type

2: Best Value Strategy, Type 3: Differentiation, Type 4: Low-Cost Focus, Type 5: , then the

business level strategy carried out by PT SJA is Cost Leadership, one of which is a generic

strategy, in which the strategy undertaken by the company prioritizes a lower cost structure than

the industry average.

Figure 3

General Strategy Porter

Business Model Canvas

Table 9

Bussines Model Canvas

Key Partners

Key Activities

Value Propositions

Customer

Relationships

Customer

Segments

1. Manufacture

r or

distributor of

Surya

panels,

inverters,

batteries,

panel boxes,

cables,

MCB, etc.

1. Marketing

2. Engineering

3. Procurement

4. Production

5. Construction

6. Distribution

1. Provide

comprehensi

ve services,

engineering

design

optimizatio,

licensing,

product

warranty and

installation,

routine

maintenance

1. Customer

service

2. Media

sosial

3. Diskon

dan promo

Business to

Consumer

Household

Consumers

with power

starting from

1,300 VA up to

capacity

Tindescent

Business to

Business

Key Resources

Channels

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2. PLN

3. Bank

4. Operating

Feasibility

Certification

Body

5. Government

department

6. Local

Government

1. Financial

Resources

2. Offices and

production

sites

3. TBSP

4. Tools and

equipment for

installation &

testing

commissionin

services, and

afer sales

services

2. Offer

alternative

financing

facilities in

collaboration

with Banks

3. Application

Monitoring

• Public

Relations

• Tender

• Agency

• Digital

Advertising

• Social

Media

- State-owned

and private

housing

consumers

- Consumer

property

developers

Cost Structure

Revenue Streams

1. Initial Cost (Investment tools &; equipment)

2. Overhead Cost (Indirect Labor cost, administrative

and general costs, etc.)

3. Direct Cost (Material, direct labor cost, marketing

costs, transportation, etc.)

• Direct selling of PLTS Roof

installation work

• Project Tender

• Maintenance Work

CONCLUSION

Based on the results of the above analysis, starting with determining the value

proposition canvas, analyzing external and internal business factors, then proceed with

the analysis of E FE, IFE, VRIO, CPM, SWOT, IE, QSPM and Porter's Generic

Strategy, so that PT MPS can be built properly . Finally, the business activities carried

out are included in the Lean Business Canvas Model, so that the business will be able

to compete and be sustainable

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