EVALUASI STRATEGI BERSAING BISNIS UNIT OPTICAL NETWORKS DI PT NSN REGION INDONESIA

• المؤلفون الرئيسيون: , Mozes David Hasudungan Parhusip, , Dr. Harsono, M.Sc.
• التنسيق: Theses and Dissertations NonPeerReviewed
• منشور في: [Yogyakarta] : Universitas Gadjah Mada 2014
• الموضوعات: ETD
• الوصول للمادة أونلاين: https://repository.ugm.ac.id/133540/; http://etd.ugm.ac.id/index.php?mod=penelitian_detail&sub=PenelitianDetail&act=view&typ=html&buku_id=74240

Nokia Siemens Networks is a leading provider of telecommunications infrastructure network solutions that are created as a result of the combined division of Siemens AG COM (not including the Enterprise business unit) and Nokia Network business group. NSN solutions offered to the operator include the design, optimization, supply of product, development, and maintenance of telecommunications networks. NSN ranked second on 2010, in terms of revenue as a global supplier of telecommunications infrastructure, with net sales of 12.7 billion Uero. Above conditions are not in line when viewed from the revenue per business unit , especially Optical Networks business unit , which ranks only ninth based on market share of revenue from Asia Pacific region. With that condition, the authors analyze the competitive strategy of PT. Nokia Siemens Networks related to Optical Networks business unit through performance evaluation based on Balanced Scorecard, as well as internal and external factors of related business unit. Descriptive analysis was conducted based on the information presented in the statement of the company's performance in 2010, the results of the survey agency (Infonetics) for OpticalNetworks market 2010, the results of the survey agency (BMI) for telecommunications business in Indonesia, and interviews with the management of NSN. Above analysis that has been done, it is concluded that: Company performance evaluation based on Balanced Scorecard showed excellent results. By doing holistic sales strategy, the company won contracts worth millions deal. The company also successfully implemented cost efficiency with the development of efficient after-sales service system. Related to the optical network business, holistic sales approach has a positive impact with the increased sales of optical network products. However, there are some shortcomings of the system associated with competitive strategy of Optical Networks business unit. The following are the drawbacks: 1. Implementation of holistic solutions often involves rebates in the form of products and services which usually charged to less profitable business units such as optical networks. This leads to percentage of revenues toward related products lower than the volume of products and services received by the customer. 2. NSN products and services prices are high relative to competitors. This condition causes the flexibility of selling the products separately to be heavy. Flexibility terms in this case are related to price approval process and costing processes. 3. Technical resources development is strongly influenced by the sales made by the company. This condition led to the development of specific resources in one business unit relies heavily on the development of the business unit itself. Above conditions are the reason why market share for the optical network products relatively small. From the analysis of internal and external business environment for optical network, author formulate strategic advices for the company to increase sales of optical network products and services through conduct a strategic partnership with a supplier of optical components, centralize business per area , and product innovation.