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Abstrak :
Laporan magang ini membahas mengenai evaluasi prosedur analisis kondisi eksternal yang dilakukan oleh PT ABC terhadap portofolio produk PT XYZ, yang merupakan perusahaan farmasi di Indonesia yang bergerak di bidang kesehatan seksual dan reproduksi. Tujuan PT ABC menganalisis kondisi eksternal adalah untuk memahami potensi pasar dari masing-masing produk PT XYZ dalam rangka untuk merestrukturisasi portofolio produk PT XYZ. Analisis kondisi eksternal yang dilakukan oleh PT ABC terdiri dari tiga bagian, yaitu analisis lanskap pasar, analisis lanskap kompetitif dan analisis lanskap konsumen. Akan tetapi, laporan ini secara spesifik hanya berfokus pada evaluasi prosedur analisis lanskap pasar dan kompetitif. Evaluasi dilakukan dengan membandingkan kesesuaian analisis yang dilakukan oleh PT ABC dengan beberapa teori yang berkaitan dengan analisis lanskap pasar dan kompetitif. Evaluasi utama terhadap prosedur analisis lanskap pasar dilakukan dengan mengacu pada teori Aaker & Moorman (2017), sedangkan terhadap prosedur analisis lanskap kompetitif dilakukan dengan mengacu pada teori Wolter (2011). Berdasarkan hasil evaluasi, ditemukan bahwa analisis lanskap pasar dan kompetitif yang dilakukan oleh PT ABC sebagian besar sudah sesuai dengan teori. Akan tetapi, terdapat beberapa hal yang belum dilakukan oleh PT ABC dalam melakukan analisis tersebut. Oleh karena itu, penulis merumuskan serangkaian rekomendasi yang dapat dikonsiderasi oleh PT ABC agar analisis yang dilakukan dapat lebih mencerminkan kondisi eksternal secara menyeluruh dan tepat. ...... This internship report discusses the evaluation of the external condition analysis procedure conducted by PT ABC on the product portfolio of PT XYZ, a pharmaceutical company in Indonesia that is engaged in sexual and reproductive health. The purpose of PT ABC analyzing the external conditions is to understand the market potential of each PT XYZ’s product in order to restructure PT XYZ’s product portfolio. The external conditions analysis conducted by PT ABC consists of three parts, namely market landscape analysis, competitive landscape analysis and consumer landscape analysis. However, this report only focuses specifically on evaluating the market and competitive landscapes analysis. The evaluation is carried out by comparing the suitability of the analysis conducted by PT ABC with several theories related to market and competitive landscapes analysis. The main evaluation of the market landscape analysis procedure is carried out by referring to the theory of Aaker & Moorman (2017), while the competitive landscape analysis procedure is carried out by referring to the theory of Wolter (2011). Based on the results of the evaluation, it was found that the analysis of market and competitive landscapes conducted by PT ABC was mostly in accordance with the theory. However, there are several things that have not been carried out by PT ABC in conducting the analysis. Therefore, the authors formulate a series of recommendations that can be considered by PT ABC so that the analysis carried out can better reflect the external conditions thoroughly and accurately.

Abstrak :
Todays situations force telecomunication company to continuously evaluate, select and prioritize its product portfolio in order to determine the strategically important products. An analysis of critical success factors that determine product’s strategic importance acts as a good introduction to review and manage the product portfolio as well as to seek ways to develop the product. To achieve this, the company is required to have good alliances and collaborations between departments, develop a clear focus and seek innovative ways of doing business, particularly between marketing and product divisions. This study analyzed the alignment between product and marketing divisions of a telecommunication company in Indonesia, in determining the company’s strategic products. The results indicated that both divisions agreed on using financial performance and revenue as the most important criteria and sub-criteria for identifying strategic product. However, the divisions also faced some different visions in selecting alternative criteria. The Product divisions were more focused on technical spesification of product, while the Marketing division were more oriented on customer and market conditions. The study reported the consequences of these difference in practice.