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"There are two main reasons serving as a background for which this research is titled "The Strategy of The Indonesia National News Agency ANTARA in The Global Information Business (A Descriptive Analysis of ANTARA's Competitive Strategy at National and International Levels)". Firstly, ANTARA is facing a serious threat in its information business in the era of globalization as a results of information and communication technology revolution. Secondly, ANTARA has great potentials to competition if it adopts and applies a precise competition strategy.

Therefore, this research will answer the question "How should ANTARA's strategy be?" To answer this question, this research analyzes ANTARA's posisition and condition in the face of the competition, and the internal and external factors which can influence ANTARA's competitiveness nowadays.

Using a descriptive qualitative analytical method, and based on Michael E. Porter's theory on The Five Forces of Competitive Advantage and The Generic Competitive Strategy, this research explains the development of ANTARA since its founding as a news agency of struggle until its entry into competitive business era. SWOT technique are also used to analyze the internal and external factors that influence ANTARA's competitiveness besides TOWS Matrix.

In the I980s, ANTARA's business with international news agencies developed rapidly, as it indirectly received "protection" from the Indonesian government, Under the Information Minister's regulation of 1972, any foreign news agency wishing to operate in Indonesia is required to have local partner and many foreign news agencies have chosen ANTARA as their local partner due to its wide networks.

The era of globalization and reform has made ANTARA's business uncertain. Many newcomers got involved in information business, making competition among news providers tighter. Foreign partners started to reduce ANTARA's revenues from their cooperation which have so far been the main pillar for ANTARA's survival. The sale of ANTARA's pure products accounts for less than 20 percent of ITS annual budget. Many efforts have been made by ANTARA to solve its financial problems, including applying efficient management principles and setting up some strategic business units, but they have not made optimum profit.

One of ANTARA's weaknesses rests with its competition strategy. Its production and sales mechanism tends to follow the old pattern, focuses on traditional customers and doesn't see the bigger opportunities yet.

This research offers ANTARA Porter's competitive generic strategy, namely low cost strategy, differentiation strategy, and differentiation focus strategy. The application of its of this strategies depend on types of products, market segments, and distribution channels. Of course, the application of these strategies must be accompanied by the development of technology and human resources. Multilateral cooperation with other national news agencies must have adequate attention because it will make way for the quick distribution of ANTARA's products to other countries."

"International Roaming adalah salah satu layanan yang diberikan oleh PT. XL Axiata,namun dari tahun ke tahun layanan inimasih menunjukan perkembangan yang lambat,di sisi lain peningkatan jumlah orang yang melakukan pergerakan lintas negara meningkat. Saat ini International Roaming belum dilihat sebagai suatu bisnis yang mendapat perhatian yang optimal dari XL. Hal ini terlihat dari kontribusi layanan ini dalam revenue perusahaan masih sangat kecil yakni kurang dari 5 %. Analisa strategi bisnis International Roaming menggunakan teori manajemen strategi yang terdiri dari identifikasi faktor strategis internal dan eksternal yang kemudian dituangkan dalam Matriks Evaluasi Faktor Internal dan Matriks Evaluasi Faktor Eksternal.Tahap selanjutnya tahap analisa (matching stage) dengan menggunakan Matriks Internal Eksternal, Matriks SWOT dan Matriks Grand Strategy. Tahap terakhir adalah pengambilan keputusan dengan Quantitative Strategic Planning Matrix(QPSM) untuk menentukan strategi yang akan dipilih. Dari Analisa dengan menggunakan Matriks Internal Eksternal diperoleh hasil bahwa posisi PT. XL Axiata berada dalam sel II dan dalam Matriks Grand Strategy berada pada kuadran I. Perusahaan yang berada dalam kedua matriks tersebut mempunyai posisi strategis yang baik. Strategi yang bisa diterapkan oleh perusahaan adalah strategi intensif dan strategi integratif. Pada tahap pengambilan keputusan dengan QPSM untuk menentukan apakahstrategiintensifatauintegratifyangakan dipilih, diperoleh hasil nilai untuk strategi intensif lebih besar daripada strategi integratif. Oleh karena itu dalam menggelar layanan International Roaming, PT. XL Axiata dapat menerapkan strategi intensif yang terdiri dari penetrasi pasar, pengembangan pasar dan pengembangan produk. Dalam menerapkan strategi intensif, PT.XL Axiata perlu melakukan berbagai kajian dalam hal penetrasi pasar, pengembangan pasar dan pengembangan produk yang sejalan dengan visi misi perusahaan. Salah satu penerapan yang bisa dilakukan untuk pengembangan produk adalah dengan mekanisme yang mampu melakukan pengarahan terhadap permintaan koneksi Roaming Outbound.

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International Roaming is one of the services provided by PT. XL Axiata, but from year to year, the service is still showing slow development, on the other hand an increase in the number of people who carry out cross-country movement increased. International Roaming is currently not seen as a business that gets optimum attention of XL. This is evident from the revenue contribution of these services is still a very small company that is less than 5%. Strategic Management Theory is appliedin the analysis of strategy of PT. XL Axiata in International Roaming business strategy. The theory consists of identification of the company as an input forInternal Factor Evaluation (IFE) matrix and External Factors Evaluation (EFE) matrix. The stage called data gathering stage. The next stage is analysis state which consist of Internal External Matrix, SWOT Matrix and Grand Strategy Matrix. The final stage is decision making using Quantitative Strategic Planning Matrix (QPSM) to decide which strategy should be appointed.

From the analysis using Internal External Matrix, PT.XL Axiata lies in the cell II of the matrix. While in Grand Strategy Matrix, PT XL Axiata lies in Quadrant I of the matrix. The Companies lies in both position of the matrix has a goodstrategic position. The strategies that can be applied by the company are a good strategic position. Strategies that can be applied by the company are intensive strategy and integrative strategy. In the decision making stage with QPSM to determine whether intensive or integrative strategy to be selected, the score of the intensive strategy is bigger than integrative. Therefore, in deploying the International Roaming business, PT. XL Axiata can apply intensive strategy that consists of market penetration, market development and product development. In implementing the intensive strategy, PT. XL Axiata needs to conduct studies on market penetration, market development and product development a long with the company's vision and mission. One possible application for product development is the mechanism capable of directing the Outbound Roaming connection requests."

"PT. Asuransi Jasa Indonesia have conduct reformulation it strategy in free competitive market era, As state enterprise, FT. Asuransi Jasa Indonesia got same protection policy by government. But in free market era, the government do not allowed to give same protection to any state enterprise. To face that condition, PT. Asuransi Jasa Indonesia have to formulate it strategy to become market leader.This research aim to formulate PT. Asuransi Jasa Indonesia Strategy to become market leader, in detail are : (1) to analyze external and internal business environment of PT. Asuransi Jasa Indonesia, (2) to know competitive map potency, (3) to formulate PT. Asuransi Jasa Indonesia strategy to become market leader in era free competitive market. In this research the writer use same theory such as; strategic management and strategic marketing Value Chain, BCG Matrix, and Discipline of Market Leader.Method of this research is descriptive, with analyze unit is PT. Asuransi Jasa Indonesia office. To collect data, the writer use : (1) primary data by questioner, (2) secondary data by collecting financial report of PT. Asuransi rasa Indonesia, literature and etc. Sampling method in this research is expert survey method by purposive sampling. To find the strength and weakness is used Value Chain Matrix. To know potential map of PT. Asuransi Jasa Indonesia is used BCG Matrix. To formulated the strategy to become market leader is used "Discipline of Market Leader by Tracy & Wiersema".This research result: (1) from internal analyze: PT. Asuransi Jasa Indonesia have two power that are buyer bargaining and rival level. Key success from external analyze must be owned by PT. Asuransi jasa Indonesia are: prudential, service Coverage, efficiency, liquidity. 2) from potential mapping of PT. Asuransi jasa Indonesia by BCG Matrix shown that PT. Asuransi Jasa Indonesia in "star" position that the company have best long-run opportunities in growth. Same strategy can be used are: forward integration, backward integration, horizontal integration, market penetration, market development, product development. (3) strategy to become market leader by "Discipline of Market Leader" are PT. Asuransi jasa Indonesia very good in product excellence but in operation excellence and costumer intimacy is good. PT. Asuransi Jasa Indonesia have to increase operation excellence and costumer intimacy."

"Tesis ini benujuan untuk menggambarkan strategi pencitraan partai melalui iklan politik serta mengetahui pemaknaan yang dilakukan oleh khalayak terhadap iklan tersebut. Penelitian ini menggunakan paradigma konstruktivisme dengan metode encoding decoding dari Stuart Hall. Temuan penelitian menghasilkan 'bahwa sebuah strategi pencitraan yang direncanakan dengan matang belum tentu pesan yang disampaikan diterima sesuai dengan harapan. Hal ini diakibatkan oleh perbedaan latar belakang khalayak, Khalayak yang mempunyai pengalaman organisasi kemahasiswaan yang berorientasi politik, sangat kritis dalam memaknai iklan tersebut, khalayak ini cenderung berada pada posisi pemaknaan oppositional code. Namun khalayak yang memplmyai pengalaman organisasi kemahasiswaan yang tidak berorientasi politik, cenderung berada pada posisi pemaknaan dominant-hegemonic position dan negotiated code.

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This thesis aims to describe the imaging strategy of political parties through political advertising and to comprehend the reception of the advertisement by the public. This is done by applying constructivism paradigm with encoding-decoding method from Stuart Hall. The research iinds out that a well-planned imaging strategy may not always result in an expected message reception outcome. This happens due to the differences of public member backgrounds. Members of public that have politically- oriented student organizations backgrotmd are very critical in reading the advertisement, these people tend to be in oppositional code reception. But other members of public that do not have politically-oriented student organizations background tend to be in dominant-hegemonic position and negotiated code reception."

"Most companies ignore one of their best opportunities for honing competitive advantage: the opportunity to proactively manage business cycles and macroeconomic turbulence. Despite the profound impact that the business cycle has on the fortunes and fate of so many businesses large and small--and the employees and investors that depend on them--not fa single book offers a comprehensive guide to strategically and tactically managing the business cycle. The Well-Timed Strategy shows how to manage not just the business cycle and industry cycles but also today's unprecedented level of macroeconomic turbulence. Peter Navarro shows how to align every facet of business strategy, tactics, and operations to reflect changing business conditions. Drawing on hundreds of examples, Navarro distills clear, simple management principles for managing economic upswings and downswings. Navarro addresses everything from inventory, production, and supply chain management to marketing, pricing, and long-term capital investment. Navarro presents examples from around the globe, ranging from Broadcom and Cemex to Paccar and Xilinx Chinese real estate developers to U.S. small caps. Clear, concise, and exceptionally readable, The Well-Timed Strategy makes complex macroeconomic forecasting easy to understand -- and even easier to act upon."