Case Study at the Gojek

STUDENT : Aille Kimberly COURSE CODE : AC46200 SEMESTER/ SEASSIONS : 2022/2023 Sessions CASE STUDY AT GOJEK CHAPTER 1 INTRODUCTION 1.1 Background The rapid changes that occur in the business environment have automatically required every business person to always pay attention and respond to their environment. This conditions the company to then formulate a strategy in order to be able to anticipate changes and achieve company goals. Based on the importance of strategy formulation, the strategy formulation process is a series of activities to find the right strategy for the company. The series of activities required include an analysis of the company's environment, both the internal environment and the external environment. This analysis is useful to determine the strengths, weaknesses, opportunities and threats that can facilitate or hinder the development of the company. The era of economic globalization, accompanied by the rapid development of technology, has an impact on increasingly intense competition and increasingly rapid changes in the business environment. Domestically produced goods now have to directly compete with products from abroad, and companies must accept the fact that rapid technological developments result in the rapid obsolescence of production facilities, shorter product life cycles, and lower profits. The business environment faced by companies in the world is increasingly turbulent, especially since the global crisis and change of government along with social turmoil in the country in early 2009. Especially with the deteriorating internal conditions of most companies and the bankruptcy of several companies, making attention to 1 the influence and impact of the company's external environmental factors become very important. Changes in the business environment will occur at any time, generally in the form of changes in one or a combination of environmental factors outside the company, both on a national, regional and global scale. (Parts of the impact they have caused has been proven to have affected the arrival of various business opportunities), but there are also many recorded cases of external factors that have become obstacles in doing business (business threats and constraints). We often hear how companies that have a good organizational system with the support of a well-planned vision, mission, and action plan business plan do not guarantee success in making profits. In fact, many of these companies experienced a decline in their business performance simply because of errors in interpreting scenarios and assumptions about the influence of the external environment. Entering the era of liberalization and globalization in the 21st century, corporate leaders cannot simply ignore the changes that are happening around them, especially if they want to achieve victory. The increasingly strong signs of global market globalization which are directly influenced by various trade and investment liberalization policies in Asia Pacific, have opened many business opportunities for domestic producers and foreign capital investors. The expansion of the organization and communication network of global companies a few years before the world economic crisis has proven to have provided various business opportunities for domestic private companies in Indonesia in the form of joint ventures and franchising. But instead, we see how the external environment changes very quickly. The adverse effects of external environmental impacts are sometimes subtle, and ruthlessly take away the competitive advantage of several small and medium-sized domestic companies.) We see how the national economic crisis which was followed by various political and social crises since 1998 has in fact changed the entire order (paradigm) to carry out the business activities of national private companies in our country. 1.2 Problem 1. What is meant by the external environment? 2. What is the purpose of external environment analysis? 3. What are economic forces, social, cultural, demographic, and environmental forces, political, governance, and legal forces, technological forces, and competitive forces? 2 1.3 Purpose 1. To add more extensive knowledge about the external environment 2. To increase knowledge about external assessment 3. To increase knowledge about economic forces, social, cultural, demographic, and environmental forces, political, governmental, and legal forces, technological forces, and competitive forces 3 CHAPTER II DISCUSSION A. Case Study of PT. Indonesian Gojek PT. Gojek was founded by Nadiem Makarim in 2010. Gojek is a socialminded company that is leading the revolution in the ojek transportation industry. Gojek partners with experienced motorcycle taxi drivers in Jakarta, Bandung, Surabaya, Yogyakarta, and Bali. Gojek services are available in several major cities in Indonesia including: Jabodetabek, Bali, Bandung, Surabaya, Makassar, Medan, Palembang, Semarang, Solo, Malang, Yogyakarta, Balikpapan, Manado, Bandar Lampung, and Batam. Until June 2016, the Gojek application had been downloaded nearly 10 million times on Google Play for Android users. a. Vision and Mission of PT. Indonesian Gojek Vision: can help improve the transportation structure in Indonesia, make it easy for people to carry out work or daily activities such as sending documents, shopping daily using courier services, and contributing to the welfare of motorcycle taxi drivers in Surabaya and several major cities in Indonesia. Mission: 1. Become a reference for the implementation of compliance and good governance of two-wheeled transportation structures using technological advances. 2. Providing excellent service and value-added solutions to customers. 3. Opening job opportunities as wide as possible for the people of Indonesia. 4. Increase awareness and responsibility towards the environment and social. 5. Maintain good relations with various parties related to the online motorcycle taxi business throughout Indonesia. 4 b. Resources PT. Indonesian GoJek Tangible Intangible Office Brands Employee Price Consumer Service Engineering Quality Application Consumer loyalty Two-wheeled transportation Promotion (motorcycle) Four-wheeled transportation (car) Gojek partners (ojek drivers) and their Innovative attributes Table 3.1 ● Competitiveness 1. Cores: • Have a good brand management. • Included in superior services because they are superior to competitors through the services offered, namely Personal Shopping and also Couriers. • Have credible management in carrying out its business activities. 2. Sustainable Competitive Advantage: • The explanation of good brand management is that management can properly introduce the Gojek brand to the public through promotions carried out. One example of placing a Gojek as a sponsor at every major 5 event. So that the brand positioning is very strong in the minds of consumers. • Go-Glam, Go-Auto and Go-Clean are the newest services offered by Gojek. These services add to the list of advantages offered to make it easier for consumers to carry out work or daily activities. • Gojek is very professional in carrying out its business activities even though Gojek partners with many parties. The services provided have high integrity SOPs. B. External Factor Analysis External Factors Economy Impact: Opportunity ● GDP and high economic growth have led to a high number of Gojek application users ● Transparent and affordable prices make people prefer this Gojek transportation Technology ● Companies are required to always innovate in order to create new services in applications ● Creating secure applications for its users Supplies (Gojek Partners) ● The more suppliers who join Gojek, the greater the opportunity for Gojek to work with the wider community. ● Provide employment for other suppliers Labour Union ● The bond between Gojek drivers is very solid so that it has a positive impact on the Gojek company Socio-cultural ● An increasingly high lifestyle makes a person more intense in traveling, shopping and culinary through the Gojek application 6 ● Social class conditions also determine the high number of Gojek application users 7 • External condition of the company Environmental Threat and Opportunity Profile (ETOP) Table 3.5 External Factors (Environmental Threat) External factors Competitor Impact: Threats (-) Even though Gojek was the first online motorcycle taxi service pioneer. Gojek is obliged to always innovate so as not to lose competitiveness and be able to maintain market share Electronic Media (-) It is hoped that the rapid development of electronic media will advance Gojek and make it easier for consumers to use the application. But you need to watch out if turning around can destroy Gojek's name Political (-) If there is a political polemic in Indonesia or the political situation in Indonesia is unstable, it can hinder Gojek's business Consumer (-) Different consumer behavior basically creates its own difficulties for every business venture as well as Gojek Government (-) The government must provide regulations that are in accordance with Gojek's operational activities 8 • External factor analysis strategy to know threats Table 3.6 Strategic Factors (Threats) Strategic Factors Weight Relative Weight Ratings Score Competitors: Gojek as the market leader 4 0.3 -2 -0.6 Electronic Media: The rapid development 3 0.2 -2 -0.4 2 0.1 -2 -0.2 3 0.2 -2 -0.4 3 0.2 -2 -0.4 15 1 of electronic media obliges motorcycle taxi drivers to always be vigilant Politics: The political situation in Indonesia can indirectly influence the Gojek business Consumers: Different consumer behavior is a challenge in itself for the Gojek business Government: Regulations issued by the government must be in accordance with the needs of the Gojek business Total Value -2.0 Weighting Size: +1 = Slightly Important +2 = Somewhat Important 9 +3 = Important +4 = Very Important Size Threatening Rating: -1 = Slightly Threatening -2 = Slightly Threatening -3 = Threatening -4 = Highly Threatening • EFAS table score calculation total score EFAS table total opportunity score + total threat score = 3.2 + (-2.0) = 1.2 So that the coordinates owned by Gojek are (1.2) • Programs or strategies that can be planned for institutional development Table 3.7 Strategy Recommendations for the Development of PT. Gojek Indonesia External Conditions Threats • Opportunity Threat of 1 Competitor: Gojek as the • in new services in applications and market leader • Threat 2 Government: The emergence of various rules and regulations issued by the government Opportunity 1 Technology: Innovation creating secure applications • Opportunity 2 Economy: Prices are transparent and affordable is sometimes not only beneficial but also threatening if it is not in line with the company 10 (S–T) • (S–O) Always maintain service quality • management so that it is even better to maintain Gojek as the market leader considering there are • service quality Integrate all employee components in order to improve their performance • taxis • good management for the better many competitors from online motorcycle Maintain Use of updated technology to support more efficient and effective promotions If Gojek can establish cooperation and communication with the government, the regulations set can be adapted to the capabilities and needs of the company (W–T) • (W–O) As a market leader, Gojek must try to • expand its distribution reach to small services in the application and being towns. able to reach smaller cities in order to In addition to increasing market share, it can open up broad employment opportunities • Increasingly innovating in creating new expand Gojek's distribution network • Improve and conduct comprehensive Through several existing regulations socialization regarding Gojek SOPs and laws, Gojek has actually complied and Threat Insurance Guarantees with them, so not all of the provisions made by the government are a threat, but until now there have been no regulations that support Gojek, even though the government should support Gojek in order to advance the work of the nation's children. 11 12 CHAPTER III CLOSING A. Conclusion Companies that have a good organizational system with the support of a wellplanned vision, mission and business plan action plans do not guarantee success in making profits. In fact, many of these companies experienced a decline in their business performance simply because of errors in interpreting scenarios and assumptions about the influence of the external environment. There are many threats that can be encountered in the external environment, but in general the threats that can be identified as very influential from the analysis of the external environment at PT. Gojek are the threats of competitors and government regulations, while the opportunities that can be identified from the analysis of the external environment of PT. Gojek, also classified as many, but the most influential can be classified into, technological opportunities and economic opportunities. B. Suggestion In this case study only carried out a macro-environmental analysis through external factors that have been explained with EFAS (External Factor Analysis Strategy) as a tool. strategies that include growth, combination, stabilization and shrinkage which can be determined through a SWOT analysis. 13 BIBLIOGRAPHY Pratiwi, Hana Noviana, and Syiffa Alysia Putri. Strategic Management Macro Environment Analysis Case Study at PT Gojek, 2017. 14