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"Analysis on The Anticipation of Strategic Changes Towards Macro Environment (Anticipation Case Study on PT. Telkom Towards Laws/UU No. 36 Year 1999)Various pressures are faces by Telkom Tbk in the last few years, including regulative pressures especially the prevailing on Laws/UU No. 3611999 concerning Telecommunication and Blue Print of Indonesian Telecommunication, technological pressures, as well as pressures from the demands of consumers. Those pressures compels Telkom to carryout concentric diversification - besides strengthening its old business - in order to maintain the income flow and its growth. Diversification is done by entering new segments in telecommunication sector, those are international communication (SLI), Internet, multimedia, and mobil telecommunication. The goal of writing this thesis is to analyze the mapping of telecommunication industrial competition nationally, analyzing Telkom strategies in anticipating free competition, as well as analyzing Telkom strategies in winning the said competition. The research method used in this thesis is descriptive analytic method, which is also qualitative research method. In order to obtain primary data, they are collected from focused interviews and as for the secondary data, they are collected through bibliographies. In carrying out analysis on industrial environment and observing the current competition, the theory of five forces by Michael Porter is used. And mixed marketing is used to observe how Telkom creating its competitive advantages. The result of this research is diversified strategies accompanied by mixed marketing concept focused on customers, which can extend the market, creating competitive advantages, and resulting in Telkom capable of participating in the future full competition. In order to capture market shares Telkom must undertake alliances to optimize the resources he owns. By carrying out the said alliances, Telkom can be focused more in developing its capabilities and core competences. "

"Tujuan penelitian ini adalah untuk mengevaluasi pelaksanaan sistem manajemen stratejik pada Divisi Paper Bag di PT X berdasarkan 6 langkah dalam konsep execution premium yaitu develop the strategy, plan the strategy, align the organization, plan operations, monitor and learn, test and adapt. Hasil evaluasi menunjukkan bahwa langkah-langkah tersebut belum sepenuhnya dilakukan oleh perusahaan. Salah satunya adalah proses penyusunan anggaran yang dilakukan secara terpisah dari perancangan strategi objektif dan KPI pada Divisi Paper Bag. Hal ini menunjukkan bahwa anggaran tersebut belum efektif dalam menentukan pencapaian strategi objektif yang dimiliki oleh Divisi Paper Bag.

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The research?s objective is to evaluate the implementation of management strategy system at Paper Bag division in X Corporation based on the concept of execution premium which has six stages i.e., develop the strategy, plan the strategy, align the organization, plan operations, monitor and learn, test and adapt. Result shows that those six major stages are not fully executed by the Company. For example, the budgeting process is done separately from division?s strategic objective and KPI planning process. This reveals that the budget is not effective to determine the Paper Bag Division?s achivement to meet the strategy objective."

"Pemanfaatan sistem informasi dan teknologi SI TI dalam bisnis drilling atau pengeboran dapat membantu perusahaan dalam pencapaian tujuan bisnisnya PT Pertamina Drilling Services PDSI merupakan perusahaan yang berfokus pada bisnis pengeboran dan well services PDSI belum dapat memaksimalkan pemanfaatan SI TI sebab adanya berbagai faktor internal dan eksternal seperti belum adanya integrasi aplikasi antar fungsi perusahaan pengembangan SI TI belum terarah serta belum memiliki strategi SI TI yang baik dalam membantu perusahaan mencapai tujuan bisnis Permasalahan tersebut dapat diatasi dengan adanya dokumentasi perencanaan strategis sistem SI TI yang selaras dengan tujuan bisnis Perencanaan strategis SI TI yang dikembangkan dalam penelitian ini menggunakan metodologi Ward Peppard dengan beberapa metode analisa pendukung seperti SWOT Balance Scorecard BSC Five Forces Model PEST Mc Farlan Matriks serta tren teknologi informasi saat ini dalam menganalisis internal eksternal bisnis dan SI TI perusahaan Hasil dari perencanaan strategis SI TI ini adalah strategi management SI TI berupa usulan baru akan hadirnya struktur IT Steering Committee di PDSI sebagai komite penengah serta penyelaras antara bisnis dengan TI termasuk tata kelola TI strategi SI TI berupa integrasi aplikasi dengan sistem SAP seperti Timesheet Management dengan modul I P2P Sistem Monitoring Aset Rig dengan modul FI Online Maintenance System dengan modul Plant Maintenance dan sebagainya serta strategi pemanfaatan tren teknologi ke depan seperti enterprise cloud bagi perusahaan sampai kepada roadmap implementasi SI TI di PDSI

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Use of information systems and technology IS IT in the business of drilling can help the company in achieving its business objectives PT Pertamina Drilling Services PDSI is a company focused on the business of drilling and well services PDSI have not been able to maximize the use of the IS IT because the various internal and external factors such as the lack of cross functional enterprise application integration development of IS IT is not directed and do not have a strategy of IS IT in helping companies achieve business objectives These problems can be overcome with the strategic planning documentation system IS IT are aligned with business goals Strategic planning of IS IT are developed in this study using the methodology Ward Peppard with several methods of support such as SWOT analysis Balanced Scorecard BSC Five Forces Model PEST Mc Farlan matrix as well as current information technology trends in the internal external analyzing business and IS IT companies The results of the strategic planning of IS IT is strategic management IT in the form of a new proposal for the present structure of the IT Steering Committee The committee PDSI as mediator and alignment between business and IT including IT governance the strategy of IS IT in the form of application integration with SAP systems such as Timesheet Management with I P2P module Asset Monitoring system Rig with FI module Online Maintenance system with Plant Maintenance module and so on as well as the utilization strategy ahead of technology trends such as enterprise cloud roadmap for the company until the implementation of IS IT in PDSI"

"Since the Law Number 20 Year 2003: National Education System has been launched, STIA-LAN, as one of many universities that specialized in the field of governmental specific function, has been impacted by this regulation, both directly and indirectly. This law has restricted and forced STIA-LAN to change their status in order to comply with the regulation. On the other side, STIA-LAN has also to fulfill its function in according with Presidential Decree Number 100 year 1999. Facing with these conditions, STIA - LAN has to make some adjustment in order to respond the environmental change. The adjustment should be done in such way that the change is planned systematically and well prepared.This thesis proposed two research questions to be answered, i.e.: which are strategic environmental factor that drive STIA LAN to be changed? And, what are the strategies to has be taken in responding to the strategic environmental change? In order to answer these questions, a research has been conducted. The research used quantitative and qualitative approaches. The framework of this research can be explained, as follow: first, identification strategic environmental factors that forced the change, both external and internal. This step was taken to analyze the current position of STIA-LAN. The analysis was using SWOT analysis with internal/external matrix. The next step was identification of key success factors that lead to performance to be fulfilled in responding with effective and efficient changing plan. After these steps, it was formulated change strategy based on Change Management Model proposed by Berger. Data and information for the analysis were gathered through interview and survey to key informants who are expert on the research substance.Based on the data and information gathered, the next step was analyzing the position of STIA-LAN by using External/Internal Matrix, which is in the position of growth and stability. This means that STIA-LAN has to take growth or maintain the stability. In other words, STIA-LAN has to expand their market or open the new market, produce the new products, and also use the technology to support their educational process.Based on the reassessment and key success factors, then, can be drawn the change strategy as follows:a. Restatement of mission. This restatement is targeted to be the reference for the change planb. Conducting marker research, in accordance with new product of SI and 52 that are going to be sold to the publicc. Designing new product based on the market research, including which market to be targeted.d. Formulating strategic planning, in accordance with systemic changee. Organizing the educational process based on the regulationf. Identifying the competence need, in accordance with employee competence adjustment to the new look of STIA-LANg. Adjusting the STIA-LAN facilities in order to comply with education standardh. Preparing the plan for facing the competition with other universities through low cost and differentiation strategy, and market penetration strategyi. Preparing for the problem of resistance to change.j. Conducting step for change socialization to all stakeholderk. Conducting strategic alliance with other universities."

"Perkembangan ekonomi yang semakin cepat menyebabkan persaingan bisnis yang semakin ketat. Apalagi dengan adanya perkembangan teknologi yang semakin canggih, perusahaan-perusahaan tersebut berlomba-lomba dalam memanfaatkan teknologi untuk meningkatkan keunggulan kompetitif dan efisiensi kinerja perusahaan mereka dibandingkan pesaingnya. Salah satu investasi teknologi informasi yang populer saat ini adalah sistem Enterprise Resource Planning (ERP) yaitu paket aplikasi yang menawarkan ?best practice? dalam menjalankan bisnis dengan menggunakan satu basis data yang dapat diakses oleh semua divisi dalam perusahaan. Terdapat banyak keuntungan yang dapat dirasakan oleh perusahaan dengan mengimplementasi sistem ERP, seperti mengurangi biaya produksi, meningkatkan integrasi data, dan mengurangi level inventori. Namun, sebagian besar implementasi sistem ERP yang telah dilakukan oleh beberapa perusahaan mengalami kegagalan. Salah satu faktor yang menyebabkan kegagalan ini adalah adanya resistensi pengguna terhadap perubahan. Resistensi dari pengguna ini juga menyebabkan perusahaan tidak dapat memaksimalkan keuntungan dari implementasi sistem ERP. Oleh karena itu, paper ini akan membahas mengenai faktor-faktor yang memengaruhi penerimaan pengguna dalam menggunakan sistem ERP. Faktor-faktor penerimaan ini didasarkan pada model penerimaan pengguna yang sudah ada pada penelitian sebelumnya yaitu model Unified Theory of Acceptance and Usage of Technology (UTAUT).

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AbstractAn increasingly rapid economic development led to the increasingly stringent business competition. Especially with the development of increasingly sophisticated technology, these companies are competing in utilizing technology to enhance competitive advantage and efficiency of their company's performance than its competitors. One of the investment in information technology that is popular today is the Enterprise Resource Planning (ERP) system, is an application package that offers best practice of doing business by using a single database that is accessible by all divisions within the company. There are many advantages that can be felt by companies to implement ERP systems, such as reducing production costs, improve data integration, and reduce inventory levels. However, most implementations of ERP systems that have been done by some companies to fail. One of the factors that caused this failure is the presence of user resistance to change. Resistance from users has also led the company can not maximize the benefits of ERP system implementation. Therefore, this paper will discuss the factors affecting user acceptance of ERP systems in use. Acceptance factors are based on the user acceptance model that already exists in previous studies that model the Unified Theory of Acceptance and Usage of Technology (UTAUT)."

"Dengan semakin meningkatnya kegiatan perdagangan internasional yang dilakukan oleh para pengusaha di Indonesia, bisnis sambungan langsung internasional (SLI) juga mengalami peningkatan pertumbuhan yang tinggi. Hal ini terlihat dari meningkatnya volume trafik percakapan dari 492,5 juta menit di tahun 1994 menjadi 644,7 juta menit serta kenaikan pertumbuhan pelanggan dari 18 % di tahun 1998 menjadi 36,5 % di tahun 1999 yang diterima INDOSAT selaku operator telekomunikasi internasional di Indonesia.Munculnya UU telekomunikasi yang baru yaitu UU no. 36 tahun 1999, serta akan datangnya era globalisasi, akan membuat bisnis ini diselenggarakan secara kompetisi yang akan dimulai pada tahun 2004. TELKOM melihat hal ini sebagai suatu peluang yang baik untuk dapat mengembangkan bisnis portofolionya di masa mendatang. Untuk dapat memasuki bisnis yang baru diperlukan suatu strategi yang tepat, maka dari itu tujuan dari penulisan tesis ini yaitu memberikan usulan mengenai strategi bisnis apa yang akan dilakukan TELKOM memasuki bisnis SLI untuk meningkatkan pendapatan usahanya dengan melakukan analisa terhadap faktor ekstemal dan internal TELKOM.Metoda analisa yang dipakai adalah menggunakan matrik internal, matrik eksternal, matrik internal-eksternal, matrik Boston Consulting Group (BOG), dan matrik SWOT. Hasil dari analisa tersebut akan berupa beberapa alternatif strategi, yang kemudian dengan menggunakan Quantitative Strategic Planning Matrix (QSPM), akan didapatkan strategi mana yang paling tepat dilakukan TELKOM.Berdasarkan hasil dari matrik QSPM diperoleh hasil bahwa alternatif strategi yang tepat adalah dengan melakukan aliansi strategis dengan perusahaan telekomunikasi lain. Untuk mendapatkan keberhasilan dari strategi ini, ada beberapa faktor panting yang harus diperhatikan yaitu pemerintah dengan regulasinya, pemasaran, SDM, Divisi RisTI serta infrastruktur yang dimiliki TELKOM.

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As well as the high demands of international trading to Indonesian merchant, business in International Direct Connection (SL1) also has grown rapidly. This is shown from volume of communication traffic. In 1994, the volume of communication traffic is 492, 5 millions minutes and become 644, 7 millions minutes in 1998. Also, the level of customer that is served by INDOSAT as International telecommunication operator in Indonesia has grown from 18, 4 % in 1998 to 36, 5 % in 1999. Recently, government has issued a new policy in telecommunication, which is UU no. 36/1999. Besides that, there will be globalization era when we must compete not only with Indonesian business companies but also with internationals. TELKOM sees this globalization era as a great opportunity to develop portfolio business in future. The aim of this thesis is to give input about strategy to start this new business. The strategy has a goal to raise the income of the company by analyzing the external and internal factors to TELKOM.Analyzing method uses internal matrix, external matrix, internal-external matrix, Boston Consulting Group (BCG) matrix, and SWOT matrix. The result of the analyzing system will be an alternative strategy, which uses QSPM and it, will get the right strategy for TELKOM.According to the result of Quantitative Strategic Planning Matrix (QSPM) matrix, it will sum up the best strategy for TELKOM. Based on the result of QSPM matrix, the best alternative strategy is doing strategy alliance with other telecommunication company. However, to get the best result of this strategy, there are some important factors that should be considered such as government and its policy, marketing, SDM (the source of human quality), RisTI Division, and the TELKOM infrastructure."

"The management of communication sector which included government as a regulator and providing the service by operator and also other service provider, aimed to provide communication service which can fulfill intention and requirement of all public community not only in country, but also from and to foreign country.

In sea communication sub-sector, especially in port, the government through the revision from Government Regulation No. 7011996 become Government Regulation No. 6912001 has given the facility to stakeholder to be able to respond the situation that happened in liberalization, competition in globalization, transformation in reformation era and also the implementation of decentralization.

By the implementation of Government Regulation No. 6912001, PT. Pelabuhan Indonesia II, in managing port service in the future should positively done in improving income through good strategic management, because the challenge in the future in facing the competition is more competitive either in the country, for example of Local Government demand in order to make-up of Local Government Income and also competition which tend to ascend with other port in ASEAN, for example Port Of Singapore, Port of Kiang, Bintulu, Tanjung Pelepas, Hochi Minh, etc which have more efficient in operational performance.

In facing the competition which tend to global, it is needed the existence of reliable strategic management matching with existing strategic environment which able to assign value added to company growth, especially in make-up its income. This is the condition which need excellence compete in managing its business.

Therefore, in stimulating how the company could succeed in facing the competition in the future which tend to spread out, it is needed the existence of scenario planning of strategic management for company to know the situation happened in the next time, so that various policy which need to solve the condition could set up early.

This research is aiming to analyze how compilation process of scenario planning of strategic management of PT. Pelabuhan Indonesia II in facing the globalization, to show what factors were become resistor in creating excellence competition of the company in providing the port service, and also to explain what factors which can be developed to to create excellence competition in providing the port service.

The theory in this research, are taken from various literature, Internet websites and interview with all experts concerning the strategic management of PT. Pelabuhan Indonesia II to face the competition globally which analyzed with scenario planning approach.

This research are basically showing and describing all external and internal factors related to scenario planning of company which estimated that it can influence emulation of management of port that happened in the future. The approaches used in this research are qualitative approach, so that it can explain the reality or symptom which happened in business management in the future.

From the result of analysis, it can know that the decision of the strategic management of the company in the future very influenced by the decisions as a key factors for scenario input. Hereinafter, from the result of that analysis found that there are 10 factors which have high impact level and uncertainty of degree, which influence the compilation process of scenario, can divide to four clusters.

The conclusion of this research is there are four scenarios in developing PT. Pelabuhan Indonesia II base on most sensible strategic management in the future. Pursuant to interpretation, hence the scenario ?PT. Pelabuhan Indonesia II Berjaya? is the scenario which is more reliable happened in the future.

So that the scenario planning of strategic management of PT. Pelabuhan Indonesia II in facing the of globalization which have been compiled in this research become better and more objective, it is suggested to be continued with additional research by socialization or consulted with other related parties outside the company."

"Sifat lingkungan bisnis yang dinamis membuat perusahaan penting untuk menerapkan manajemen stratejik agar waspada terhadap perubahan lingkungan. Penelitian ini bertujuan untuk menganalisis pengaruh manajemen stratejik terhadap keunggulan bersaing dan kinerja perusahaan PT Krama Yudha Tiga Berlian Motors. Penelitian kuantitatif ini bersifat eksplanatif dengan menggunakan perhitungan Structural Equation Modeling SEM. Sampel dalam penelitian ini adalah 90karyawan PT Krama Yudha Tiga Berlian Motors dengan metode pengambilan sampel yang digunakan adalah simple random sampling. Hasil dari penelitian ini menunjukkan bahwa terdapat pengaruh antara manajemen stratejik terhadap keunggulan bersaing dan kinerja perusahaan secara signifikan.

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The dynamic nature of business environment makes it important for companies to adopt strategic management to be alert to environmental changes. This study aims to analyze the effect of strategic management on competitive advantage and organization performance of PT Krama Yudha Tiga Berlian Motors. This is an explanative quantitative research using Structural Equation Modeling SEM. The sample used was 90 employees of PT Krama Yudha Tiga Berlian Motors and use simple random sampling method. The result of this study indicate an influence between strategic management on competitive advantage and organization performance significantly."

"Perusahaan jasa mover masih sangat sedikit di Jakarta. Kebanyakan masyarakat Indonesia belum sepenuhnya mengetahui lingkup kerja dan jasa yang ditawarkan perusahaan. Penelitian ini bertujuan untuk menganalisa strategi bersaing PT. CPM dalam bidang jasa mover dalam perkembangannya di Indonesia. Perusahaan mengalami pasang surut dalam perkembangan usahanya akibat terjadi beberapa kesalahan manajemen dan juga dampak dari krisis multidimensi yang melanda Indonesia.Penerapan strategi berada dibawah tanggungjawab manajemen direksi yang dikoordinasikan dengan manajemen tingkat atas. Metode penulisan dan pengumpulan data menggunakan metode deskriptif, kualitatif dan eksplanattif. Data primer dikumpulkan melalui wawancara sedangkan data sekinder didapat melalui studi pustaka yang berkaitan dengan obyek penelitian.Pengolahan dan anlisis data dilakukan dengan membandingkan data yang ada dengan teori strategi bersaing yang dibahas. Untuk melihat hambatan dan kendala yang dihadapi, data yang diberikan perusahaan diolah kembali sehingga terbentuk susunan gratik yang kemudian dijelaskan oleh penyedia data. Data tahunan yang digunakan merupakan data total penagihan total penjualan, total keuntungan, dan total biaya selama lima tahun terakhir. Wawancara secara langsung dilakukan secara bertahap dari manajemen tingkat atas dan manajemen tingkat menengah. Pengumpulan informasi secara tidak langsung didapat melalui keikutsertaan penulis dalam pengerjaan suatu peketjaan jasa dan hubungan interaktif penulis dengan karyawan operasional. Informasi juga diperoleh dati beberapa pelanggan jasa yang menggunakan jasa perusahaan.Hasil penelitian menunjukan bahwa perusahaan memiliki potensi yang kuat dalam pengembangan usaha di masa yang akan datang. Setiap masalah yang timbul dijadikan dasar pengalaman pemsahaan dalam menentukan langkah strateginya. Kepercayaan dan loyalitas karyawan pada perusahaan dapat dijadikan alat penunjang keberhasilan perusahaan. Kekompakan dan kerjasama yang terjalin dengan baik di tubuh perusahaan menghasilkan efisiensi dan efektifitas yang terbukti dengan peningkatan penjualan perusahaan. Penetapan fokus perusahaan pada sektor lokal moving dan domestik cargo dinilai sangat tepat untuk mendongkrak kembali penjualan. Keuntungan dan kestabilan kondisi keuangan perusahaan didapat melalui komposisi bauran pemasaran yang cocok yang digunakan pada sektor jasa ini.Dengan analisa lima kekuatan yang dikemukakan oleh Porter, perusahaan mempunyai kemampuan untuk mengelolanya dengan baik. Perluasan bidang usaha yang dilakukan untuk menunjang bisnis utama di bidang mover, terbukti mampu menopang kegiatan perusahaan dalam kondisi normal maupun pada saat mengalami kegoncangan. Adanya pesaing dari perusahaan multinasional yang memliki modal dan jaringan internasional disikapi perusahaan dengan melakukan taktik gerilya. Pertemuan secara langsung dihindari seminimal mungkin. Pemusatan kekuatan perusahaan ditujukan pada sektor lokal moving dan domestik kargo. lkatan emosional dengan pelanggan jasa terus ditingkatkan dengan mengedepankan keramahan dan hubungan kekeluargaan dengan perusahaan.

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There were still little mover companies in Jakarta. Most of Indonesian people still unfamiliar about product and movers services. The purpose of this research was to analyze the competitive strategy of PT. CPM in mover services in Indonesia. The enterprise itself had suffer several mismanagement according of its life and also because the effects of multiple crisis in Indonesia.

The strategy was under directors management responsibility and coordinated with top management. The research and data methods was using the descriptive, qualitative and also using explanative methods. The primer data was collected by interview and the secondary data was taken from literature study which connected with the research object.

To annalists and processed the data was doing by comparing the data with the strategic competitive itself. To look for the barriers and the inhibiting factors, the data was processed and tumed into several graphics which explaining from the data sources. The primary data was the yearly data including the total invoice, the total selling, yearly profit and the total cost for at least 5 years. The interactive interview was doing from top management until the middle management. The rwearcher also got the secondary data from interactive relationship from the operational division. The information also collected from several customers which used the service of the product.

The output of the research was conclude that the enterprise has strong potentials business in movers industry to grow in the future. Every problem adding the enterprise experience to coordinating the strategy. The employees had give their loyalist and respectfulness to the organization was the basic capital for organization success. Strong corporation between enterprise and the affiliates was created the effectiveness and more efficiency to push the product selling. The focus to deal with local moving and domestic cargo was very effective to make the profits grow rapidly.

With the Porter's five forces analysis, the enterprise had the ability to manage its resources very well. The expansion ofthe business doing to maintaining and supplying the core business was proofed to help the enterprise in any situation. To handle the other mover especially multinational competitor, the enterprise has used the guerrilla tactics. The war only happened in unconditional situation. The powers was focused in local moving and domestic cargo sector. Emotional relationship also had the priority to maintaining the family relationship between the customers and the enterprise."

"Sektor UMKM menjadi salah satu penopang utama terhadap perekonomian di Indonesia dimana sektor tersebut didominasi oleh sektor Usaha Mikro dan Usaha Kecil. Kedua sektor tersebut didominasi oleh industri yang bergerak di bidang penyedia makanan yang memiliki tingkat pertumbuhan yang cepat. Hal tersebut mendorong tingkat persaingan yang tinggi, khususnya di wilayah Jabodetabek sebagai pusat perkekonomian dan pembangunan di Indonesia, serta menjadi kawasan pasar potensial dengan tingkat persaingan bisnis yang ketat. Untuk dapat mempertahankan keberlangsungan dan mengembangkan bisnisnya, para pelaku usaha tersebut dituntut untuk memiliki keunggulan kompetitif sehingga dapat meningkatkan daya saing dibandingkan pesaing. Penelitian ini memiliki tujuan untuk menganalisa pengaruh strategic orientation yang terdiri dari entrepreneurial orientation, market orientation, dan learning orientation terhadap digitalisasi dan apakah digitalisasi memiliki pengaruh terhadap keunggulan kompetitif berkelanjutan pada usaha kecil makanan dan minuman di Jabodetabek. Penelitian ini dilakukan menggunakan pendekatan kuantitatif. Pengumpulan data dilakukan melalui penyebaran kuesioner kepada 120 responden secara online dengan teknik purposive sampling. Hasil penelitian ini menunjukkan bahwa entrepreneurial orientation tidak berpengaruh terhadap digitalisasi maupun keunggulan kompetitif berkelanjutan (sustainable competitive advantage) pada Usaha Kecil Makanan dan Minuman di Jabodetabek. Sedangkan, market orientation dan learning orientation memiliki pengaruh positif namun tidak signifikan terhadap sustainable competitive advantage pada Usaha Kecil Makanan dan Minuman di Jabodetabek.

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The MSME sector is one of the main pillars supporting Indonesia’s GDP where it is dominated by Micro and Small Business. Both sectors are dominated by food and beverages industry which have rapid growth rates and drives high level of competition, especially in Jabodetabek, as the center of economy and infrastructure development. This makes Jabodetabek as a potential market area with intense business competition. Therefore, in order to maintain business sustainability and development, the entrepreneurs are required to create competitive advantage to increase competitiveness among their competitors. This research aims to analyze the effect of strategic orientation, consisting of entrepreneurial orientation, market orientation, and learning orientation, on sustainable competitive advantage, and whether digitalisation has an impact on sustainable competitive advantage. This research was conducted using a quantitative approach. Data was collected by distributing questionners to 120 respondents online using purposive sampling technique. The results of indicates that entrepreneurial orientation has no effect on digitalisation or sustainable competitive advantage in small food & beverages business in Jabodetabek. Meanwhile, market orientation and learning orientation have a positive but not significant effect on sustainable competitive advantage in small food & beverages business in Jabodetabek."