Pengembangan Strategi Bersaing pada Industri Handheld Mobile Computing (Studi Kasus: PT XYZ)

Abstract

Penelitian ini bertujuan untuk merumuskan strategi bersaing yang efektif bagi PT XYZ dalam industri handheld mobile computing di Indonesia. Industri ini mengalami pertumbuhan pesat seiring meningkatnya kebutuhan teknologi otomatisasi di sektor-sektor strategis seperti logistik, ritel, manufaktur, dan kesehatan. PT XYZ merupakan perusahaan yang telah beroperasi selama lebih dari tiga dekade dan memposisikan diri sebagai pelopor sekaligus market leader dalam solusi teknologi Automatic Identification and Data Capture (AIDC) di Indonesia. Meskipun demikian, persaingan yang semakin ketat dan ketergantungan terhadap produk impor mendorong perlunya strategi bersaing yang adaptif dan berkelanjutan. Penelitian ini menggunakan pendekatan kualitatif deskriptif dengan metode studi kasus. Data dikumpulkan melalui wawancara mendalam dengan enam informan kunci dari jajaran manajemen PT XYZ, serta dianalisis dengan integrasi beberapa kerangka strategis, yaitu Resource-Based View (RBV), analisis Valuable, Rare, Inimitable, Organization (VRIO), analisis eksternal yaitu analisis Politik, Ekonomi, Sosial, Teknologi, Lingkungan dan Hukum (PESTEL) dan Five Forces, SWOT, serta Quantitative Strategic Planning Matrix (QSPM). Hasil analisis menunjukkan bahwa PT XYZ memiliki sejumlah sumber daya dan kapabilitas internal yang memberikan keunggulan kompetitif berkelanjutan, terutama pada aspek daya beli besar (bulk buying power), reputasi perusahaan, kemitraan strategis, serta budaya organisasi yang berorientasi pada kepuasan pelanggan. Analisis eksternal menunjukkan bahwa faktor politik, regulasi pemerintah terkait Tingkat Komponen Dalam Negeri (TKDN), serta dinamika teknologi merupakan tantangan sekaligus peluang strategis yang perlu diantisipasi. Sementara itu, hasil QSPM mengidentifikasi strategi prioritas yaitu pengembangan produk dengan meningkatkan diversifikasi produk dan meningkatkan kompatibilitas perangkat, kemudian alternatif strategi kedua yaitu vertikal integration dengan membangun supply chain lokal untuk accesories dari main unit handheld mobile computing mengurangi dampak global supply shock. Dan untuk alternatif strategi ketiga yaitu penetrasi pasar dengan memperkuat promosi dan edukasi digital untuk perluas pemanfaatan solusi PT. XYZ, memperkuat diferensiasi layanan purna jual dan Service Level Agreement (SLA) nasional, memperkuat sistem informasi manajemen untuk adaptasi regulasi dan membangun brand melalui content marketing dan studi kasus.

This study aims to formulate an effective competitive strategy for PT XYZ in the handheld mobile computing industry in Indonesia. This industry has experienced rapid growth in line with the increasing demand for automation technology in strategic sectors such as logistics, retail, manufacturing, and healthcare. PT XYZ is a company that has been operating for more than three decades and positions itself as both a pioneer and the market leader in Automatic Identification and Data Capture (AIDC) technology solutions in Indonesia. Nevertheless, the intensifying competition and dependence on imported products have prompted the need for an adaptive and sustainable competitive strategy. This research employs a descriptive qualitative approach using a case study method. Data were collected through in-depth interviews with six key informants from PT XYZ’s management team and analyzed by integrating several strategic frameworks, namely the Resource-Based View (RBV), the Valuable, Rare, Inimitable, Organization (VRIO) analysis, external environmental analysis using Political, Economic, Social, Technological, Environmental, and Legal (PESTEL) factors, Porter’s Five Forces, SWOT analysis, and the Quantitative Strategic Planning Matrix (QSPM). The analysis results indicate that PT XYZ possesses a number of internal resources and capabilities that provide sustainable competitive advantages, particularly in terms of bulk buying power, corporate reputation, strategic partnerships, and an organizational culture focused on customer satisfaction. The external analysis reveals that political factors, government regulations related to the Domestic Component Level (TKDN), and technological dynamics are both strategic challenges and opportunities that must be anticipated. Meanwhile, the QSPM results identify the priority strategy as product development, focusing on increasing product diversification and enhancing device compatibility. The second alternative strategy is vertical integration by developing a local supply chain for accessories of handheld mobile computing main units, thereby reducing the impact of global supply shocks. The third alternative strategy is market penetration through strengthening digital promotion and education to expand the adoption of PT XYZ’s solutions, enhancing after-sales service differentiation and establishing a national Service Level Agreement (SLA), reinforcing management information systems for regulatory adaptation, and building brand awareness through content marketing and case studies.