Strategy management grup 1 Astra Internationals

ARDYA “AMO” PRAMODHANA
RIZKY “APE” AULIA PRATAMA
YUSUF “PRAS” PRASETYA
M DUMADI “DUMO” LARAS
Dosen : Risris Rismayani,SMB.,SPd.,MM
Dr. Yudi Pramudiana, MM.,MT

 These statements are the words leaders use
to explain an organization's purpose and
direction. When expressed clearly and
concisely, they can motivate your team, or the
organization as a whole, with an inspiring
vision of the future.

 Vision statements also define your
organization's purpose, but they focus on its
goals and aspirations. These statements are
designed to be uplifting and inspiring.
They're also timeless: even if the organization
changes its strategy, the vision will often stay
the same.

 Mission statements define the organization's
purpose and primary objectives. These
statements are set in the present tense, and
they explain why you exist as a business,
both to members of the organization and to
people outside it. Mission statements tend to
be short, clear and powerful.

 Usually, people write these statements for an
organization, or for an organizational unit or
a team. You can also create statements to
define the goals of long-term projects or
initiatives.

 Ikea – “To create a better everyday life for the
many people.”
 Nike – “To bring inspiration and innovation to
every athlete in the world”

 Ikea – “Offering a wide range of well-
designed, functional home furnishing
products at prices so low that as many people
as possible will be able to afford them.”
 Nike – “To bring inspiration and innovation to
every athlete in the world.”

 A strategist is a person with responsibility for the formulation and
implementation of a strategy. Strategy generally involves setting
goals, determining actions to achieve the goals, and mobilizing
resources to execute the actions. A strategy describes how the ends
(goals) will be achieved by the means (resources).
 The senior leadership of an organization is generally tasked with
determining strategy. Strategy can be intended or can emerge as a
pattern of activity as the organization adapts to its environment or
competes. It involves activities such as strategic
planning and strategic thinking.

GROUP 1
-Ardya Pramodhana
-M Fadhil S
-Rizky Aulia Pratama
-Yusuf Prasetya

 PT Astra International Tbk (Astra) is an
industrial conglomerate principally engaged
in automotive retailing.
 Conduct:
◦ The Financial Services
◦ Heavy Equipment
◦ Mining and Energy
◦ Agribusiness
◦ Information Technology
◦ Infrastructure Segment

 Oppurtunities
Growing global automotive industry: The global
automotive industry was severely affected by the
economic downturn, with a decline in revenues
being recorded in 2008 and 2009.
 Threats
Intense competition: The worldwide automotive
market is highly competitive. Astra faces strong
competition from automotive manufacturers in
its various markets. The competition among
various auto players is likely to intensify in light
of continuing globalization and consolidation in
the worldwide automotive industry.

ASTRA INTERNATIONAL
Key Internal Factors Weight Rating
Wtd
Score
Strengths
1. Payable trade decrease by 24% 0.20 3 0.60
2. Total costumer complaints decrease
by 22 %
0.20 4 0.80
3. The best in other industrial sector
2012
0.10 3 0.30
4. Market share increase from 53% to
58%
0.15 3 0.45
5. More innovative and more product of
Toyota, Daihatsu & Honda Motor
0.15 4 0.60

ASTRA INTERNATIONAL. (cont’d)
Wtd
Score
Strengths (cont’d)
7. Astra International as number 1
automotive choice in indonesia
(Toyota,Daihatsu)
0.10 4 0.40
8. Net revenue from the information
technology division increase by 24 %
0.10 4 0.40
Total 1.00 3.55

ASTRA INTERNATIONAL
Wtd
Score
Weaknesses
1. Net income of TAM decreasing 1 % 0.20 2 0.40
2. Dividend decrease by 4 % 0.30 4 1.20
3. Motorcycle sales decrease 11 % 0.25 4 1.00
4. Komatsu sales decrease 27 % 0.25 3 0.75
Total 1.0 3,35

HIGHEST POSSIBLE Total weighted score is 4.0
 Organization response is outstanding to
threats and weaknesses
Industry Analysis IFE
LOWEST POSSIBLE Total weighted score
is 1.0
•Firm’s strategies not capitalizing on
opportunities or avoiding threats
AVERAGE Total weighted score is 2.5

strengths
Total weighted score of 3.55
• Is near to the highest score of 4
• Indicates that Astra International doing great
job for taking care their costumer by having
more award in 2012
weaknesses
Total weighted score of 3.35
• Indicates that Astra International weakness
is quite big in motorcycle and heavy
equipment sector

 The traditional Value Chain is linear - for
example,it assumes that input logistics are
directly related to operations - and that value
between these linear nodes should be
analyzed. However,in reality,each domain
links with multiple other domains - for
example,sales and marketing often link with
input logistics in order to determine
costs,pricing and branding. These non-linear
relationships should also be considered

 The Value Chain is one method of analysing
the chain from source to delivery. The Supply
Chain and many others are also useful,
parallel Chain Analysis Tools.
Various differences between the models exist.
For example, a focus on the Supply Chain
may lead to optimization (which may cost
money) whereas a focus on the Value Chain
may lead to value-adding (which may save
money).

 The Value Grid, Supply Grid and Chain Grids call
for multi-firm analysis and coordination.
Common value-adding and margin maximizing
activities could include minimizing the risk of the
future cost of oil (purchasing, hedging; this is
common amongst airlines) or countering political
risk in new markets (many western energy firms
considered a move into Russia to carry certain
risks). Gaps found in these forms of analysis can
justify mergers and acquisitions, partnerships,
outsourcing and so forth.

 Value Chains vary over time. Markets evolve,
mature and die. Product innovation modifies
the chain. Snapshots of the Value Chain at
different periods can highlight revealing
value-adding opportunities

 Highly unattractive =1
 Mildly unattractive =2
 Neutral =3
 Mildly attractive =4
 Highly attractive =5

Current Future
Number of
quality balance
competitor
3 3
Product features 3 4
Capacity
increase
3 4
Diversity of
competitors
3 3
Overall 3 3,5

Current Future
Economic of scale 4 5
Product
differentiation
3 4
Brand identification 4 4
Switching Cost 3 4
Access to
distribution channels
3 3
Capital Requirement 3 3
Access to technology 3 4
Government
protection
3 3
Experience effect 4 4
Overall 3,3 4

Current Future
Assets
specialization
3 3
Cost to exit 1 1
Government and
social restriction
1 2
Overall 1,6 2

Current Future
Number
important
buyers
2 2
Buyers switching
cost
3 3
Buyers threat of
backward
integration
3 3
Industry threat
of forward
integration
3 3
Contribution to
quality or
service of
buyer’s product
4 4
Buyer’s
profitability
4 5

Number of
important
suppliers
3 3
Availability of
substitutes for
supplier product
4 4
Differentiation
or switching
cost of
supplier’s
product
3 3
Suppliers of
contribution to
quality or
service of the
industry product
3 4
Important of the
industry to
suppliers profit
4 4
Overall 3 .4 3.6

Current Future
Availability of
close
substitutes
3 4
User’s switching
cost
4 4
Substitute
producer’s
profitability &
aggresiveness
3 3
Substitutes
price/ value
3 3
Overall 3.25 3,5

Current future
Barriers to entry 3 3,5
Barriers to exit 3,3 4
Rivalry among
competitors
1,6 2
Power of buyers 3,2 3,3
Power of
suppliers
3.4 3.6
Availability of
substitutes
3.25 3,5

Current Future
Overall industry
assesment
2,95 3.31

Yusuf Prasetya1201134459
M Fadhil Setiawan 1201130445
M Dumadi Laras1201134432
Rizky Aulia P 1201130443
Ardya Pramodhana1201130439

 These are objectives of ASTRA. The major
objective of ASTRA was to develop a tool for
the analysis of the long-term impacts of the
common transport policy (CTP). For this
purpose the tool should fulfil the following
set of requirements.

 Identify flexible levers to introduce different
types of policies with varying scope and time
scale.
 Consider feedbacks of transport policies with
other related policy fields and other real
systems.
 Integrate all relevant systems that can be
effected in the long-term by changes of
transport policy.

 Provide an interface that enables to modify
policies and review results in an easy-to-use
manner.
 Build and calibrate the integrated ASTRA
model based on a set of reliable and already
existing models from different scientific
disciplines.

 Definition of Strategies: The unifying theme
that gives coherence and direction to the
decisions of an organization
 A method or plan chosen to bring about a
desired future, such as achievement of a goal
or solution to a problem.

 Astra has expanded its business lines not
only in automotive related businesses and
now has six core businesses: automotive,
financial services, heavy equipment,
agribusiness, information technology and
infrastructure. A number of strategic alliances
with leading global players in various
industries has been established. At year-end
2013, Astra Group had a workforce of
217,274 people, spread across 183
subsidiaries.

 In line with a growing mining operations area,
Astra pursues expansion and capacity
building strategies for supporting
infrastructure in order to secure strategic
positioning to in turn capitalise on growth
opportunities and lock in improved future
performance.

 Astra use strategy of backward integration to
improve the control and relations with
suppliers and AHM as forward integration is
to improve the control of the dealership in
order to increase sales

 PT. Astra International leading distribution
channel to the downstream with having outlet
shop and drive which gives services and
selling spare parts.

 Astra’s car market share reduced to 52%,
while motorcycle market share increasing
from 53% in 2012 to 62%.
 Domestic car sales grew by 18%. Astra was
able to maintain a leading market position
withmarket shareof 52%
 Motorcycle sales grewby2%, while Honda
sales grew by 14%, with market share
increased to 62%

Car Market share graph
Motorcycle Market
share graph

 PT Astra International Tbk has developed into
an impressive conglomerate that operates
predominantly in Indonesia and forms the
largest listed company on the INDONESIA
STOCK EXCHANGE (IDX) with a total market
capitalization of more than seven percent.

 Astra adds value to the joint ventures it
participates in by supplying valuable local
marketing and product development advice as
well as extensive experience in distribution. Over
the course of its development, the Company has
formed strategic alliances with reputable
international corporations in its efforts to expand
business opportunities such as Komatsu (heavy
equipment), Fuji-Xerox (document solution),
General Electric (financial services) and CMG (life
insurance).

Opportunities
Growing global automotive industry: The global
automotive industry was severely affected by the
economic downturn, with a decline in revenues being
recorded in 2008 and 2009.
Threats
Intense competition: The worldwide automotive
market is highly competitive. Astra faces strong
competition from automotive manufacturers in its
various markets. The competition among various auto
players is likely to intensify in light of continuing
globalization and consolidation in the worldwide
automotive industry.

 "Internal Factor Evaluation (IFE) Matrix is a
strategy tool used to evaluate firm’s internal
environment and to reveal its strengths as
well as weaknesses.[1]"
 "External Factor Evaluation (EFE) Matrix is a
strategy tool used to examine company’s
external environment and to identify the
available opportunities and threats."

ASTRA INTERNATIONAL 2012
Wtd
Score
Strengths
by 22 %
0.20 4 0.80
2012
0.10 3 0.30
56%
0.15 3 0.45
0.15 4 0.60

Wtd
Score
Weaknesses
Total 1.0 3,35

Wtd
Score
Strengths
by 22 %
0.25 4 1
2013
0.5 3 0.15
51%
0.15 3 0.45
0.15 4 0.60

ASTRA INTERNATIONAL. (cont’d)
Wtd
Score
Strengths (cont’d)
7. Astra International as number 1
automotive choice in indonesia
(Toyota,Daihatsu)
0.15 4 0.60
8. Net revenue from the information
technology division increase by 19%
0.5 4 0.20
Total 1.00 3.6

Wtd
Score
Weaknesses
Total 1.0 3,55

Key External Factors Weight Rating
Wtd
Score
Opportunities
1. Economic Development 0.20 3 0.60
2.Market Demand 0.20 4 0.80
3. High - Technology 0.15 3 0.45
4. Mine Investment 0.05 2 0.10

Wtd
Score
Threats
1. Political Condition 0.15 4 0.60
2. Globalitation issue 0.10 3 0.30
3. Subtitute lower car price 0.05 3 0,15
4. Competitive environment 0,10 4 0.40
Total 1.0 3,40

Wtd
Score
Opportunities
1. Economic Development 0.20 3 0.60
2.Market Demand 0.25 4 1
3. High - Technology 0.10 3 0.30
4. Mine Investment 0.05 2 0.10

Wtd
Score
Threats
1. Political Condition 0.15 4 0.60
2. Globalitation issue 0.10 3 0.30
3. Subtitute lower car price 0.05 3 0,15
4. Competitive environment 0,10 4 0.40
Total 1.0 3,45

 Internal :
- Market Share
- Sales
- Net Income
 External :
- Technology
- Political Issues

Have major
change occured
in the firms
internal
strategic
position?
Have major
changes occured
in the firms
external
strategic
position?
Has the firm
progressed
satisfactorily
toward
achieving its
stated
objectives?
Result
Yes Yes Yes Corrective
Actions
From this matrix we have conclusion Astra Internationals already
achieving the goal / objective of the company because Astra
Internationals still dominating the market

 We still choose old strategy because even the
increase of IFE and EFE not too significant but
we predict in the next year it will increase
significant

 IRREGULARITIES ISSUE ASTRA SYSTEMOUTSOU
RCING & PKWT (CONTRACT WORKER)

 http://elibrary.mb.ipb.ac.id/gdl.php?mod=br
owse&op=read&id=mbipb-
12312421421421412-italestari-778
 https://id-
id.facebook.com/Berita.Indonesia.Terkini/pos
ts/240215962748325

SERIKAT PEKERJA ASTRA MENUNTUT MASALAH PENYIMPANGAN APLIKASI SISTEM OUTSOURCING & PKWT (CONTRACT WORKER)
Serikat Pekerja dari dua perusahaan group PT. Astra Otoparts Tbk yang berafiliasi kepada FSPMI, melaporkan kepada Komisi IX
DPR RI adanya pelanggaran mengenai masalah penerapan sistem kerja outsourcing dan PKWT (Kontrak). Mereka adalah Serikat
Pekerja FSPMI dari PT. Astra Otoparts Tbk Divisi Adiwira Plastik yang memproduksi plastic part, painting, motorcycle seat dan
mirror assy, serta Serikat Pekerja FSPMI dari PT. Federal Izumi Manufacturing yang memproduksi piston untuk otomotif dan
sepeda motor.
Di Komisi IX DPR RI pihak Serikat Pekerja ditemui oleh Ibu Rieke Diah Pitaloka (Anggota Komisi IX sekaligus juga aktivis
perburuhan), Dr. Surya Chandra Surapaty, MPH, Ph.D (Ketua Penyusun Undang-undang No.13 Tentang Ketenagakerjaan), Mr. Arif
Munardi (Ketua Kelompok Kerja Bagian Ketenagakerjaan), dan Ir. Rudianto Tjen (Ketua Poksi PDI Perjuangan). Para anggota dewan
itu telah menyatakan dukungannya kepada pihak Serikat Pekerja.
Manajemen Astra telah melanggar Undang-undang No.13 Tentang Ketenagakerjaan yang berlaku di Indonesia. Didalam Undang-
undang telah jelas disebutkan bahwa pekerja kontrak hanya bisa digunakan pada jenis pekerjaan yang sifatnya sementara,
musiman, serta untuk produk baru yang masih dalam tahap percobaan. Sementara pekerja outsourcing hanya boleh digunakan
untuk bagian cleaning service, catering, security, jasa penunjang pada pertambangan, serta usaha penyediaan jasa angkutan
pekerja.
Namun kondisi aktual yang terjadi di perusahaan sekitar 70 % dari total pekerjanya adalah pekerja outsourcing dan pekerja
kontrak, padahal Astra adalah perusahaan yang telah berdiri selama puluhan tahun, dan Undang-undang yang berlaku melarang
penggunaan pekerja kontrak untuk jenis pekerjaan yang sifatnya tetap dan terus menerus. Pelanggaran lainnya terjadi pada
pekerja outsourcing yang digunakan pada lini produksi, bahkan mesin yang dipakai untuk berproduksi dioperasikan oleh pekerja
outsourcing dan kontrak.
Kondisi ini sangat kontradiktif dengan iklan-iklan di media massa yang menyebutkan bahwa Astra sebagai “market leader” dan
“blue chip company” adalah perusahaan yang menjunjung prinsip Good Governance Company, serta telah berperan dalam
meningkatkan kesejahteraan bangsa Indonesia.
Serikat Pekerja menyatakan, “Pada bulan April 2012, Manajemen Astra Otoparts telah membagikan 40,2 % Deviden untuk para
investor, uang yang diterima oleh para investor itu adalah uang hasil memeras keringat pekerja outsourcing & pekerja kontrak,
uang itu adalah uang hasil pelanggaran terhadap Undang-undang yang berlaku di Republik Indonesia.”
Tentang pengaduan ke DPR RI pihak Serikat Pekerja berkata, “Kami masih mencoba cara diplomatis untuk mempertemukan pihak
Manajemen Astra dengan Dewan sebagai pembuat Undang-undang, yang juga dihadiri oleh instansi pemerintah terkait. Tapi bila
cara ini pun gagal, maka tidak ada cara selain pemogokan. Kami dari pihak Serikat Pekerja sangat tidak menginginkan
pemogokan, karena jika itu sampai terjadi maka dikhawatirkan industri otomotif dan sepeda motor nasional akan lumpuh, dan
otomatis pasokan ekspor otomotif pun akan tertunda !! Karena aksi kami ini dikhawatirkan akan menjadi trigger yang memancing
semua Serikat Pekerja pada 29 perusahaan group Astra Otoparts melakukan pemogokan karena menuntut hal yang sama

 World trade demands change soon in his business ethics in order to fix the order of the world economy
is getting better. In the prevailing concept is not uncommon business purpose justifies all means. Even
the smell of any criminal action taken for the achievement of a purpose. The rapid development of
technology after World War II spurred the business world in a capitalist country – is becoming
increasingly dynamic, but unfortunately less accompanied by thoughts and moral consciousness of the
perpetrators, thus leading to scandal – business scandals that hurt the community, such as the collapse
of enron and Lehman Brothers. Therefore, since 1970-80s, ethics in the business world is becoming
increasingly frequently discussed and demanded its realization. Each company must ensure that the
principles of GCG (Good Corporate Governance) is applied to every aspect of business and across all
ranks of the company if it does not want to experience the same thing with Enron or Lehman Brothers.
According to the results of the research the SWA (2005), PT Astra International Tbk (AI) is a public
company that has implemented the corporate governance. Astra International managed to survive after
implementing corporate governance since 1987 (21 years). With experience dating back over 50 years
and the application of business ethics company for 21 years, then became an interesting consideration
for more researching AI views of business ethics that have been applied. The results of this research are
expected to be made an idea of the application of business ethics that have been applied to the company
in order for the case of Enron and Lehman Brother doesn't happen in PT Astra International, Tbk.
 Based on the background, then the outline of the research problems are (1) howthe characteristics
of karayawan AI and employee Outsourcing? (2) how the application of business ethics of AI especially in
terms of the principles –principles of GCG, (3) how can the management of employee relations,
especiallybetween staff and managers as well as employees of outsourcing that is AIworking in AI, as
well as (4) employee understanding of how AI and outsourcedemployees of company
culture. Of problems are revealed, then the purpose of this research is: (1) analyzing the characteristics
of employees and outsource theAI is expected to strengthen the understanding of the
respondents againstbusiness ethics (2) examines the application of business ethics of AI especially in
terms of the principles – principles of GCG and ethics in work, (3) analyze the relationships
between management personnel regarding the understanding of the value of the company's
business ethics value – especially between staff and managers as well as employees AI outsourcing that
works in AI and (4) analyzingemployee understanding of the corporate culture.
 The research was carried out at PT Astra International Tbk (AI), in May to August2008. This
research uses descriptive method with approach case studies arequalitative and quantitative. The data
used in this research is the primary data and secondary data obtained through individually in –
depth interviews,observations, questionnaires, and dissemination of the study of literature.Sampling
method does is a non-probability sampling using a purposive samplingfor the determination of the
Department and employee outsourcing and the Census for determination of the
respondent's employees AI. The number ofsamples taken in this study is 45 persons, consisting
of 31 employee AI with positions under managers, 3 employee to the position of Manager, AI and
11employees of outsourcing. Processing techniques and data analysis done
withtest, descriptive analysis, Thurstone test Index Skoring, test

Astra international enacting our belief that the aim
of businessactivities is not merely profit growth;
business activities also seek to contribute to the
development of the nation of Indonesia
and to partake in efforts for environmental
preservation through the implementation of
corporate social responsibilities programs based
on our four activity pillars and guided by
the Public Contribution Roadmap toward Astra
2020.

 Environment, Health and Safety (EHS) in 2014
 EHS Policy
 Company Certification
 Activities in the Management of
Environmental Performance
 Activities in Occupational Health and Safety
 Financial Impact of EHS Activities
 CSR Management in 2014
 CSR Program and Policy
 CSR Activities

Structured performance
evaluation consists of corporate assessment, group assessment
and self-assessment, while achievement ratings, from the
highest to the
lowest, are ‘Gold’, ‘Green’, ‘Blue’, ‘Red’ and ‘Black.’ In 2014,
EHS performance evaluation using AGC criteria was conducted
on 505 (2013: 466) of the total 1187 (2013: 1,077) members of
Astra Group. The results of the evaluation are as follows:

One positive effect for Astra Group of environmental
management programs is the efficient use of natural
resources and energy in relation to growth of
production volume and Company income, as
presented in the following chart:

Sunter Nusa Dua Project (SNDP) is a 3-
kilometer drainage management and
maintenance in North Sunter Lake, to reduce
flooding in the region. In 2013 Astra
developed SNDP with simple home
remodeling for residents around Astra with
the amount of 11 houses, that was increased
from 6 houses in 2012. SNDP also developed
drainage infrastructure equipment, Astra
garden, Astra motorcycle taxi stop and
provided trash can at Jalan Gaya Motor Raya.

PT Astra Otoparts Tbk (AOP) with ASMO III
implemented a tree planting program “Go Green“
in Jakarta, Bogor and Bekasi which is part of the
policy and commitment of Astra Group. In May
2013, the Go Green Jakarta region has planted
3,000 trees in Kelapa Gading while in Bogor
regional the implementation of the Go Green was
to plant 5,000 trees in Lanud Atang Sanjaya. In
June 2013, the implementation of the Go Green
Bekasi was located at titik pantau Adipura (Arteri
Road North Cikarang - West and Forest City in
Bekasi District) and the surrounding district
environment as well as school around the Bekasi
District Government offices, was planting 5,300
trees.

Astra Group collaborated with the Ciliwung
observers as an effort to create public awareness
to contribute to the maintainance of Ciliwung
River. Astra contributed the means to the
community to be able to clean trash out of the
river in the form of inflatable boats and motor
carts as well as building a dock for this purpose.
For economic empowerment, Astra built
outbound facilities as IGA along the river that
divides Jakarta. Community members Ciliwung
Condet were equipped with outbound skills as a
facilitator so that they were able to become
Community outbound services providers in the
region of Condet

 Population
in 2011 the country's population was 51 770 560, of which
26 581 769 (51.3%) were female and 25 188 791 (48.7%)
were male. Africans are in the majority at just over 41-
million, making up 79.2% of the total population.
 GDP per capita
6,617.91 USD (2013)
 GDP growth
1.9% annual change (2013)

 South Africa is a parliamentary representative
democratic republic, wherein the President of South
Africa, elected by parliament, is the head of
government, and of a multi party system. It is risky
happen chaos because party sides difference.
 A survey for the period 1998–2000 compiled by the
United Nations Office on Drugs and Crime ranked South
Africa second for assault and murder (by all means) per
capita and first for rapes per capita in a data set of 60
countries . Total crime per capita was 10th out of the 60
countries in the dataset.
 The United Nations Interregional Crime and Justice
Research Institute have also conducted research on the
victims of crime which shows the picture of South
African crime as more typical of a developing country.

 Social and culture intersection
as we know southern Africa is a country that
has many former colonial whites and
southern Africa into a highly advanced
developing countries because it is, so many
western cultures that go into it, then the
western and eastern cultures owned by
Indonesia is very and for its own distinct
social they follow such freedom in the west

 Investation
south africa itself is very open to foreign
investors who can we see is the number of
foreign enterprise company is growing very
rapidly because there is also a lack of human
resources but the resources are very
abundant so very happy if the government
there there is entry of foreign investors

 Merge and acquisition
according to data we have, the local
automotive companies there is very few,one
is general motors south africa (GMSA) and the
possibility to merge and acquisitions is very
small kemungkinanya because they already
have their own market there.

 Government Support
as before we know southern Africa is a
developing country with many natural
resources but have little human resources so
the government will support for the entry of
new market in the country

 South Africa was ranked 52nd out of 144 countries in
the World Economic Forum's Global Competitiveness
Index for 2012.
 It remains the highest ranked country in sub-
Saharan Africa, and claimed third place among the
BRICS countries.
 The law places various prohibitions on anti-
competitive conduct, restrictive practices (such as
price fixing, predatory pricing and collusive
tendering)
 South Africa has a well-developed and regulated
competition regime based on best international
practice. Competition legislation follows European
Union, US and Canadian models.

 South Africa is one of the most sophisticated, diverse
and promising emerging markets globally.
 South Africa is a key investment location, both for the
market opportunities that lie within its borders and
for the opportunity that exists to use the country as a
gateway to the rest of the continent, a market of
nearly 1-billion people.
 The report placed South Africa tenth for its protection
of investors, the best of all African countries, and it
recorded significant improvements in the areas of
trading across borders and enforcing contracts.
 South Africa fell between developed countries such as
France (34) and Spain (38), and above major
developing economies such as Mexico (48), China
(91), Russia (112), Brazil (130) and India (132).

 Small and micro-enterprises predominate – the sectors are
all comprised of micro and very-small enterprises
employing fewer than 50 people.
 Many enterprises and organisations are self-sustaining but
operate with low margins and often enterprises and
organisations are overly reliant on government and
international grant funding to survive.
 In general levels of business skills are low – while the
education levels of the creative owner-entrepreneurs are
quite high, the low profitability of enterprises in the sector
is partly attributable to the lack of key skills in marketing,
entrepreneurship, management and general leadership.
 Evidence of gender equity – the creative industries provide
significant employment and management opportunities for
women of all races.

Improtance point of starting export/import business in
South Africa
- Sound economic policies
- Favourable legal and business environment
- World-class infrastructure
- Access to markets
- Gateway to Africa
- Trade reform, strategic alliances

 - Cost of doing business in SA
 - Ease of doing business in SA
 - Industrial capability, cutting-edge
technology
 - Competitiveness

 South Africa's exchange rate makes it one of
the least expensive countries for foreigners to
live and do business in – with a first-world
infrastructure and high living standards
ensuring good value for money.

 South Africa moved up two spots to rank
39th out of 185 countries in the World Bank
and International Finance Corporation's Doing
Business 2013 report, an annual survey that
measures the time, cost and hassle for
businesses to comply with legal and
administrative requirements.

 The country's manufacturing output is
increasingly technology-intensive, with high-
tech manufacturing sectors – such as
machinery, scientific equipment and motor
vehicles – enjoying a growing share of total
manufacturing production.

 South Africa was ranked 52nd out of 144
countries in the World Economic Forum's Global
Competitiveness Index for 2012. It remains the
highest ranked country in sub- Saharan Africa,
and claimed third place among the BRICS
countries.
 The government has provided incentives for
value-added manufacturing projects, support for
industrial innovation, improved access to finance,
and an enabling environment for small business
development.

 By selling the top 10 world automotive brand
of Toyota is the key success factor of
establish, also ASTRA as the best company of
automotive product in ASEAN.

 Our SPM methods
1. Determine the purpose
2. Measurement of achievement
3. Evaluation of achievement

 Company appraisal
1. What parameters to be assessed. For example, the
suitability of the deadlines, the level of customer
satisfaction, etc.
2. Classification of the type of performance, for example the
performance of managers, regular staff, etc.
3. The classification level of performance achieved. For
example results achieved when viewed from the level of
satisfaction, quantity, etc.
4. The procedures for performance measurement. The
device used includes model used measurement scale
(interval, ratings, ordinal, etc.), The method of calculating
the value, the instrument used to rank.
5. Technical assessment, including assessment frequencies,
the device used (computerized or manual), the method of
assessment feedback.

 Recruitment system
1. determining the qualifications
2. create ads that communicative
3. stage test suitably qualified
4. two-way interviews
5. submit to the experts

 Developing an Export Plan
 Once you have decided to sell your products
abroad, it is time to develop an export plan. A
crucial first step in planning is to develop
broad consensus among key management on
the company's goals, objectives, capabilities,
and constraints. In addition, all aspects of an
export plan should be agreed upon by the
personnel involved in the exporting process,
as they will ultimately execute the export
plan.

 Which products are selected for export development? What
modifications, if any, must be made to adapt them for overseas markets?
 Which countries are targeted for sales development?
 In each country, what is the basic customer profile? What marketing and
distribution channels should be used to reach customers?
 What special challenges pertain to each market (competition, cultural
differences, import controls, etc.), and what strategy will be used to
address them?
 How will the product's export sale price be determined?
 What specific operational steps must be taken and when?
 What will be the time frame for implementing each element of the plan?
 What personnel and company resources will be dedicated to exporting?
 What will be the cost in time and money for each element?
 How will results be evaluated and used to modify the plan?

 Determining Export Readiness
 Determining your firm’s export readiness is the first step in
establishing an export program. Many of the concepts are similar
to domestic business, but as there is an international variable to
every aspect of exporting, these concepts must be addressed
from a different perspective. Aspects that must be considered
while evaluating your export readiness include:
 Knowledge, resources, experience and perception of exporting:
Exporting requires learning new processes and being adaptable
to the different requirements and regulations that each new
country of export brings. Attention to detail is a must, as is the
willingness to learn about markets, market trends and political
situations. Being able to fully utilize all of the resources that are
available to the company is also important as this can save time,
money and frustration. Overall, companies need to be aware that
exporting is not simple and shouldn’t be viewed as such. Lack of
appreciation and attention to any particular area can hinder
overall progress.

 Level of managerial commitment: Similar to the domestic
side of business, without the complete support of
management and staff, the real potential of international
markets may never be realized. Everyone involved in the
process must be fully involved and supportive of exporting
over the long term.
 Access to export assistance, intermediaries and service
providers: There are literally hundreds of sources of
information, export assistance providers and professional
firms available. One of the most important elements in the
export process is to evaluate which organization can help
you with your specific needs. These combinations are
based on the nature of your product, its end use or end
user, your physical location, the market you may target,
financial considerations and any other possible concerns
and issues.

 Strategic Intent: “What is it that we want to accomplish?” is an
important question to ask at the onset. Is the company seeking
to expand the business, or keep it from declining? What are the
sales goals in the short term? How about the long term? Even if
the first goal is to determine whether or not the company is
export ready, it is a productive first step and should help you
determine whether or not you should continue. Finding out you
are not ready, or even deciding against proceeding at this time is
still a very valuable discovery and can save time and money.
 Ongoing Implementation: After your initial export customers are
located and you are exporting to your first target markets, what
will your next steps be? Are you willing to establish additional
markets? Are you willing to make more required product
adaptations? Are you willing to hire someone overseas to
represent you or open your own sales office? Again, you will
need to evaluate your company’s long-term goals in order to
determine whether exporting will be an integral part of your
company or just a side job that you do when you have the time.

 ASTRA will keep develope their exporting
business to other country in Africa. Because
South Africa as the capital economic in Africa
is open gate of exporting business to other
africa country.

Strategy management grup 1 Astra Internationals

Strategy management grup 1 Astra Internationals

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