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"ABSTRAKStrategic Alliance is becoming more important ¡n the globalization era,moreover in the rapid changing technology and greater complexity of process andservices in the business world. Two or more companies with their different corecompetencies could establish a strategic alliance in order to achieve a synergy and toposition themselves as a Competitive company in the market. A comprehensiveunderstanding of Strategic Alliance is presented ¡n Chapter 2. Indonesia as one of the emerging countries ¡n Asia has attracted manyinvestors from different countries. This includes an attractive investment in theproperty industry which experienced booming in 1990 and 1994. The propertymarket in Indonesia particularly in Jakarta has experienced a tremendous growthsince the last five years. This is due to the rapid increase of foreign direct investment(FDI) inflow to Indonesia. A Joint Venture as a form of Strategic Alliance is partnership between twoparties or more. They may establish either fifty-fifty or unequal equity partnership.This study is to elaborate a 50-50 or an equally equity Joint Venture process betweenPT. Z and a foreign investor in property development which is often viewed as aproblem in voting. The purpose of this study is to elaborate a 50-50 Joint Ventureprocese between PT. Z, a local property developer and a foreign investor. As aguidelines a sequence process of joint venture is provided. PT. Z is a medium sized property developer which prefers focusing on a nichemarket. PT. Z has operated a good quality and international standard rentalapartment in South Jakarta. It is performing very well In terms of income andoccupancy level. PT. Z has also acquired a parcel of land in the Jakarta?s CBD areaand keeps it for future development. The shareholders of PT. Z have realized thatthey have a limited capital resources to build the office building. Raising a new loanwill not be possible as the company has already a very high leverage. Havingconsidered all factors by using SWOT analysis, PT. Z will use high value of theapartment to seek foreign partner who can bring new equity to the company. PT. Zoffers 50% equity partnership to the incoming foreign partner. The HIC-SEA (Holding Investment Corporation for South East Asia) is asubsidiary of a large prominent European-based multinational company. The HIC-.SEA isinterested in investing in the property market in the region and will manage propertyportfolio in South East Asia countries including in Indonesia. The HIC-SEA is registered inBermuda and has chosen Singapore as a regional base operation. A WIN-WiN negotiation could be implemented in achieving a joint ventureagreement because both parties will work together for a long term period. Building afoundation for negotiation should be based on similarity of offer/requirements, thenmoving up to negotiate differences in order to achieve WiN-WiN situation.There are several key issues in structuring a 50-50 JoInt Venture such as controland managent, buy-sell provisions In relating to a deadlock resolution in the JointVenture Company. The Joint Venture Company should limit the number of Board ofCommissioners and Board of Directors members in order to speed-up the decisionmaking process. Business plan for the Joint Venture Company should be preparedcarefully to avoid misunderstanding between the two parties. A summary of the joint venture process is as follows: 1. Set-up the objective of doing joint venture 2. Do valuation of the subject properties 3. Arrange all legal documents such as land thle, building permit, artides of association. 4. Do feasibility study for a proposed project and/or prepare property report including investment proposal (e.g. how many percent the shares participation is offered) 5. Set-up criteria for the foreign partner(s) 6. Prepare the agenda for a WiN-WIN negotiation 7. Go through the due diligent process 8. Legally binding agreement"

"ABSTRACTIn Year 2011, heavy equipment sale reached 17,360 units or growth 47% year by year. In 2012, heavy equipment sale is expected to reach 210,000 units, growing 21% compared to 2011. This condition will be impact to the needs of component or spare part for heavy equipment, especially for filter part. Capturing this opportunity, PT Andalan Multi Kencana and PT Astra Otoparts Tbk has made strategic alliance since the end of 2010. This thesis is about analyzes why this strategic alliance cannot capture that opportunity and how to improve the strategy alliance between them. Besides of that, this thesis also analyze the new types of strategy alliance can be adopted by PT Andalan Multi Kencana and PT Astra Otoparts Tbk to enlarge the market size in amount. The analysis will starts from defining external environment and find the opportunities and threat that lie within. Besides of external environment, internal environment also has to be defined to capture the strength and weakness that company has. Using SWOT analysis, strategy can be defined based on all opportunities, threat, strength and weaknesses."

"Salah satu sifat alami dari perusahaan adalah untuk mengejar competitive advantage atas pesaingnya dalam sebuah industri. Namun bagaimanapun, untuk mencapai competitive advantage sangatlah sulit terutama karena persaingan yang kian ketat antar perusahaan. Kondisi ini mengharuskan seorang manajer perusahaan untuk menghasilkan cara baru untuk unggul dalam kompetisi. Oleh karena itu, tesis ini dibuat untuk menganjurkan perusahaan agar terlibat dalam aliansi strategis sebagai media untuk mendapatkan competitive advantage. Penelitian mengatakan bahwa aliansi strategis akan meningkatkan pasokan sumber daya dan saluran jaringan. Selain itu, aliansi strategis juga akan memfasilitasi peningkatan kompetensi inti perusahaan serta untuk belajar dan mengembangkan kemampuan strategis baru. Studi ini menganalisis manfaat yang perusahaan bisa dapatkan jika mereka terintegrasi dalam sebuah aliansi. Manfaat ini juga akan mengarah ke pencapaian competitive advantage. Selain itu, tesis ini juga menyelidiki bagaimana cara untuk membangun sebuah aliansi serta bagaimana cara untuk berhasil mengelola aliansi, karena tidak jarang aliansi menemui kegagalan selama beroperasi. Selain itu, tesis ini juga menghadirkan dua analisa kasus, yang akan menggambarkan konsep dan teori aliansi strategis untuk dunia bisnis yang nyata. Menggabungkan unsur-unsur tersebut, tesis ini berharap dapat mengungkap apa yang diperlukan bagi perusahaan untuk menciptakan competitive advantage dengan terlibat dalam sebuah aliansi strategis yang menguntungkan.

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It is the nature of the firms to pursue competitive advantage over the rivals in the industry. But however, it is very difficult to achieve competitive advantage especially due to the fiercer competition between firms, which now has been amplifying more than ever. This condition forces manager to impose new way to be stand out in the competition. Hence, this thesis promotes firms to engage in strategic alliances as the medium in order to gain competitive advantage. It is said that strategic alliance will boosts the supply of resources and networking channel. In addition to that, strategic alliance will facilitates the improvement of firm’s core competence as well as to learn and develop new strategic capabilities. This study analyses the benefits that the firms may get if they are integrated in an alliance. These benefits will also leads to the achievement of competitive advantage. Furthermore, this thesis correspondingly investigates the approaches for alliance to gain competitive advantage as well as how to successfully manage alliance, since there are many alliances meet failure during the operation. Moreover, this thesis also presents two case analyses, which will illustrate the concepts and theories of strategic alliance to the real business world. Combining those elements, this thesis hopes to unravel what it takes for firms to create competitive advantage by engaging in fruitful strategic alliance."

"What does it take to build a successful corporate alliance? The dramatically high failure rate -- estimated at 60 to 75% -- suggests that alliance managers often lack the knowledge and skills to determine strategic fit, negotiate win-win agreements, align organizational cultures, and -- perhaps most important of all -- get people to work together productively. This book provides the practical guidance needed to make alliances work. In The Strongest Link, strategic alliance experts Slowinski and Sagal draw on over 40 years of experience working with companies to form strong, profitable collaborations, including AT&T, NEC, Battelle, Eli Lilly, and Procter & Gamble. Packed with stories of these and other companies, the book features exclusive, proven methodologies for planning, structuring, and negotiating an alliance, as well as strategies for training participants in collaborative management."

"The research was conducted with the empirical study of implementing the strategic alliances on a complete learning framework’s dimension: relationship capital, surfacing, joint learning structures, and knowledge acquisition. As a result, strategic alliances create dynamic learning, integration, and reconfiguration capabilities to achieve strategic alliance performance. In addition, this research also studies mediation's function on dynamic capability to strategic alliance performance. The result answered the research problem in this research: the high failure rate of strategic alliance implementation in the partial learning framework. The research uses the quantitative method. The interview was conducted as an additional explanatory function.

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Penelitian dilakukan dengan studi empiris penerapan aliansi strategis pada dimensi kerangka pembelajaran lengkap: modal hubungan, permukaan, struktur pembelajaran bersama, dan perolehan pengetahuan. Hasilnya, aliansi strategis menciptakan pembelajaran dinamis, integrasi, dan kemampuan konfigurasi ulang untuk mencapai kinerja aliansi strategis. Selain itu, penelitian ini juga mengkaji fungsi mediasi pada kapabilitas dinamis terhadap kinerja aliansi strategis. Hasil tersebut menjawab permasalahan penelitian dalam penelitian ini: tingginya tingkat kegagalan implementasi aliansi strategis pada kerangka pembelajaran parsial. Penelitian ini menggunakan metode kuantitatif. Wawancara dilakukan sebagai fungsi penjelasan tambahan."

"ABSTRAKIndonesia merupakan negara yang luas wilayah lautnya lebih luas dari daratan, sudah sepatutnyalah memiliki armada kapal perang yang memadai agar dapat mengamankan wilayah kedaulatan Negara Kesatuan Republik Indonesia dari segala macam ancaman, gangguan, hambatan dan tantangan yang datang dari laut. Selain itu laut merupakan sumber kekayaan alam hayati dan non hayati yang dapat dipergunakan untuk mensejahterakan rakyat dan pembangunan nasional. Perkembangan dunia semakin datar, semua perusahaan dimana saja di dunia dapat diakses dengan cepat tanpa batas waktu, perusahaan berusaha untuk memenangkan persaingan bisnisnya dengan beberapa metode dan strategi yang diciptakan, salah satu cara dengan strategi generik yaitu keunggulan kompetitive (competitive adventage ) hasil produk yang berbeda selalu inovative, keunggulan biaya murah dengan mutu yang baik/standar dan fokus pada produk yang dihasilkan. Banyak perusahaan untuk memperoleh keunggulan bersaing, membangun dan mengembangkan usahanya di beberapa negara sehingga menjadi perusahaan multi national. Pengembangan perusahaan multi national dilaksanakan dengan berbagai cara agar dapat masuk kesuatu negara dengan resiko biaya yang lebih rendah, salah satunya dengan melakukan aliansi strategi dimana perusahaan lokal ikut dilibatkan. Bagaimana perusahaan menjaga kontinuitas suatu hasil produk agar dapat berjalan secara terus menerus dari bahan baku sampai barang jadi dan diterima oleh pelanggan, hal ini tidak mudah untuk itu diperlukan suatu metode dengan supply chain management agar diperoleh jadwal waktu penyelesaian yang tepat, biaya murah dan mutu standar. Penulis menjadikan Dinas Pengadaan TNI Angkatan Laut sebagai obyek penelitian karena sebagai pintu masuk yang melibatkan aktivitas bisnis internasional dalam rangka pengadaan kapal, yang merupakan suatu hal yang penulis anggap cukup kompleks dimana dalam satu buah kapal terdiri dari berbagai macam komponen barang dari beragam sumber/produk.

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ABSTRACT

Indonesia is state with wide sea territory which is broader than land, approriately has adequate battleship armada to protect sovereignty region of Republic of indonesia from all threats, trouble, resistance and challenge coming from sea. Besides sea is source of natural resources which can be utilized to secure and prosperous of nation and national development. Increasingly leveled off of world development, all companies around the globe are accesable swiftly without time boundary, company tries to win its business competition with a few method and strategy created, one way with generic strategy that is the competitive adventage, different product result, ongoing inovative, cheap expense advantage with good/standar quality and focus at product yielded. Many companies to have the best of competing, builds and develops its business in some states to become multinational company. Multinational company expansion were executed variously that accessible to a state at lower cost risk, one of them is strategic alliance where local companies were involved. How the company taking care of a result product continuity to run continually from raw material to finished goods and received by client, this were not easy, hence, required a method with supply chain management to obtain correct solution time schedule, with cheap expenses and standard quality. Writer makes Dinas Pengadaan TNI Angkatan Laut as research object due to entrance involving international business activity for the agenda of ship levying, which writer assumes as quite complexes where in one ship consisted of various goods component from varying sources."

"Changes in the world economic climate have fundamentally altered not only the way products are created, but also the way businesses form and thrive. Large organizations once grew by swallowing whole the smaller companies with which they worked. Now, growth for both large and small companies is fostered and nurtured by strategic alliances. This timely book illustrates five types of strategic alliances and how to structure them to achieve the goals of the component companies. Drawing from industries such as communications, healthcare, appliances, and defense, the book covers: * How to determine the right type of alliance, and structure it to meet each company's stated goals * Sharing knowledge and building inter-company teams * Successfully ending an alliance Filled with sample legal documents and agreements, frameworks and guidelines, the book is an essential resource for companies considering strategic alliances."

"ABSTRAKPenelitian ini mengkaji mengenai pengaruh penyelarasan strategis proyekteknologi informasi dan komunikasi TIK di Kementerian Komunikasidan Teknologi Informasi Republik Indonesia. Penelitian ini mencakup115 proyek TIK yang telah diselesaikan dari tahun 2010-2013.Pendekatan manajemen proyek di Indonesia semakin memperoleh tempatsebagai alat untuk meningkatkan pencapaian dampak proyek. Suatuorganisasi mengadopsi manajemen proyek untuk menangani administrasiproyek yang dulunya secara tradisional dikelola secara intuitif, manual,dan semata-mata tergantung pada pengalaman manajer proyek. Namunkini, cara tradisional tersebut tidak memadai lagi, terutama untuk proyekproyekTIK yang memerlukan pendekatan inovatif yang dapat adaptifterhadap ketidakpastian teknologi dan koordinasi dalam kerangkapenyelarasan strategis untuk mencapai kinerjanya. Upaya tersebutmenghadapi kendala teoritis, mengingat atribut proyek TIK, yang antaralain, bersifat sementara, unik, dan interaktif, yang sekilas tampakbertentangan dengan ide keunggulan kompetitif yang berkelanjutan, suatutopik yang sangat dominan di ranah manajemen stratejik. Penelitian inimengusulkan sebuah disain model penelitian yang digunakan untukmenganalisis kinerja proyek dengan koneksi yang relevan dengandampak proyek dengan mengukur variabel penyelarasan strategismultidimensional, koordinasi, dan ketidakpastian teknologi. Hasilpenelitian menunjukkan bahwa penyelarasan strategis multidimensional,yang diukur melalui strategi organisasi, strategi TIK, infastrukturorganisasi, infrastruktur TIK, dan business case, memberikan efekterhadap koordinasi dan ketidakpastian teknologi yang berdampak padakinerja proyek TIK. Penelitian ini juga mengkonfirmasi dampak positifkoordinasi terhadap proyek TIK. Salah satu temuan menarik dalampenelitian ini adalah kinerja proyek terbukti tidak memberikan pengaruhsignifikan terhadap dampaknya kepada pengguna yang dikukur melaluibenefit bagi organisasi dan kualitas layanana. Kesimpulan akan diambiluntuk pengembangan teoritis dan implikasi manajerial

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ABSTRACTThe research focuses on the impact of strategic alignment on informationand communication technology ICT projects in Ministry ofCommunication and Information Technology of Republic of Indonesia. Itadministered a survey of 115 completed ICT project in 2010 2013. Theproject management approach in Indonesia is gaining acceptance as a tool toimprove the performance achievement of organizations. An organizationadopts project management to deal with project administration that has beentraditionally managed intuitively, manually, and solely depend on projectmanager rsquo s experiences. The traditional way is not adequate anymore,especially for ICT projects which has to be done in innovative ways thatengage multidimensional strategic alignment and their impact analysis.However, it has been theoretical issue to integrate the project managementapproach to achieve a broader organization rsquo s performance, in this case is theICT project implementation. The attributes of project, which, among others,are temporary, unique, and interactive, seem contrary to sustainablecompetitive advantages idea that lead to superior organizationalperformance. The paper proposes a model of design research used toanalyze project performance with relevant connection to organizationalperformance by measuring variables of multidimensional strategicalignment, coordination, and technological uncertainty. The result revealthat multidimensional strategic alignment formed by organization strategy,ICT strategy, organization infrastructure, ICT infrastructure, and businesscase factors, can influence coordination and technological uncertainty whichleads to ICT project performance. The strong coordination has a significantimpact on ICT project performance. Interestingly, good project performancedoes not have much effect on its impacts to users measured by benefit fororganization and service quality. Conclusions were drawn for theoreticaldevelopment and managerial and policy implications as well"