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"Looking at the brutto premium of PT. Asuransi Jasindo and the development of loss insurance industry in Indonesia, it was obvious that the market competition of insurance industry was very competitive. Such competition could be handled if PT. Asuransi Jasindo could apply a marketing strategy that had a sustainable competitive advantage. This served as the background of the research which aimed at identifying the feasibility of applying the sustainable competitive advantage concept as the marketing strategy and to what extent it can be applied to identify competitive position of PT. Asuransi Jasindo towards other competitors in the loss insurance industry in Indonesia. The research adopted descriptive method through data collection in a form of secondary and primary data. The former used books, annual reports and other documents related with the research. As for the latter, questionnaires designed based on the Likert Scale were distributed to the personnel of PT. Asuransi Jasindo in the units in the head quarter office and 15 branch offices. The research adopted Boston Consulting Group (BCG) matrixs theory and the Sustainable Competitive Advantage (SCA) approach. The BCG matrixs was used to identify the competitive position of PT. Asuransi Jasindo towards the competitors in the loss insurance industry and the SCA approach here was to analyse the components of competitors covering own products familiarity, familiarity towards competitors, familiarty towards the competitors? products and the components of competition techniques comprising of cost advantage, product differenciation, market focus, pioneering products and market sinergy. The results of this research depicted that the competitive position of PT. Asuransi Jasindo in the loss insurance industry in Indonesia was in the star quadrant possessing the growth of long-run opportunities. The strategies that could be adopted were forward integration, backward integration, horizontal integration, market penetration, market development and product development. Whereas the results of analysis ofthe components of prequisite condition of SCA concept was things like the familiarity of own products, familiarity of competitors? products, cost advantage, product differenciation, market focus and pioneering products receiving good/high level category and as for being familiar with the competitors possessing very good/very high category whereas the market sinergy obtained relatively good/relatively high category. Therefore it could be concluded that the SCA concept could be adopted as the marketing strategy of PT. Asuransi Jasindo. The optirnalize the adopt on of the SCA concept as the marketing strategy that possessed the sustainable competition required mending and improvement of such strategies as market synergy, human resource development and the market extention."

"Tujuan penelitian ini adalah mengidentifikasi faktor-faktor eksternal dan internal perusahaan berupa analisis SWOT untuk menyusun merencanakan strategi marketing, mengidentifikasi faktor-faktor yang dianggap beresiko dan dapat mempengaruhi keberhasilan/kegagalan strategi tersebut dan memformulasikan suatu model manajemen strategi dan manajemen resiko yang efektif yang dapat membantu pemegang keputusan untuk menentukan strategi marketing.Metode penelitian yang dilakukan adalah dengan cara studi pustaka, wawancara dan kuesioner pada 20 manajer PT. VSL Indonesia, data market proyek yang ada 4 tahun terakhir, trend market, market proyek kedepan yang teridentifikasi, pertumbuhan Jasa konstruksi (persentage market jasa konstruksi) dari informasi brosur, maupun kuisioner, dan literatur.Hasil penelitian ini dengan mempertimbangkan faktor internal dan eksternal SWOT secara detail maka strategi yang lepat untuk diterapkan di PT VSL adalah : Market Penetration, Market Development, Product Development dan Backward Integration.Dari hasil analisa beberapa faktor yang akan mempengaruhi keberhasilan / kegagalan strategi marketing, antara lain: Kekuatan Tawar Pembeli dan Persaingan antar Perusahaan berupa tuntutan janji, tepat waktu, informasi approach /network, harga kompetitif kualitas unggul, enginering support, dukungan-finasial.memiliki prohabilitas yang tinggi dan akan berpengaruh kepada kinerja perusahaan secara umum, dengan metode korelasi Pearson menggunakan Software SPSS 11.0 dimana implementasinya strategi yang dikelompokkan menjadi dua faktor yang paling dominan dalam persaingan yaitu kekuatan tawar pembeli dan persaingan antar perusahaan.Model regresi yang dihasilkan adalah :Y= 4,300 - 0,334 X1 + 0,239 X2.Dari hasil penelitian lain (resiko) dengan menggunakan metoda AHP menggunakan software windows excel, juga mengungkapkan disamping faktor-faktor yang berpengaruh terhadap analisis strategi bersaing, terdapat 4 faktor-faktor dominan lainnya yang juga perlu diperhitungkan, antara lain: bahan bakar, pertumbuhan industri, hambatan kompetitor untuk mengundurkan diri dari bisnis ini cukup tinggi.

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The objectives of the study are to identify the external and internal factors of SWOT analysis to plan the marketing strategy, to identify the risk factors which influence the successful/failure of the strategy, and formulate the effective management strategic model and risk management to help the decision makers to decide the marketing strategy.

The research method using literature review, interviews and questionnaires to 20 managers of PT. VSL Indonesia, market project data from the last 4 years, market trend, identified future projects, and growth of construction industry.

The result of SWOT analysis is to implement Market Penetration, Market Development, Product Development and Backward Integration. The factors affecting the successful and failure of strategy are the Power of Buyer and The Industry Competitiveness consists of the keeping promise. On time information approach, competitive price, premium quality, engineering support, financial support.

Regression model from the analysis V = 4,300 - 0,334 X1 + 0,239 X2.

From the risk factor using Al-IP method there are four other factors, which should be considered; raw material, industry growth, high competitor barrier to exit."