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"Indosat adalah salah satu BUMN yang mendapat hak eksklusifitas dari pemerintah untuk menyelenggarakan jasa telepon internasional. Sebagai perusahaan publik, Indosat berusaha konsisten dalam memberikan pelayanan yang terbaik. Dengan meluasnya penggunaan teknologi informasi di berbagai aplikasi, Indosat merasa perlu untuk menyesuaikan diri agar tidak terjadi kesenjangan terutama untuk jasa yang diselenggarakannya. Maka pada RUPS bulan April 2000 lalu, Indosat resmi mengumumkan reposisi strategi bisnisnya dari penyelenggara jasa telepon internasional ke full service network provider berbasis Protokol Internet. Hal ini juga sebagai langkah menyikapi Undang-undang Telekomunikasi No. 36 tahun 1999 yang akan mulai berlaku September 2000 berisi kerangka acuan bagi industri telekomunikasi di Indonesia yang lebih terbuka dan kompetitif juga untuk peluang penyertaan modal asing. Pelanggan korporasi adalah salah satu publik Indosat yang banyak memberikan kontribusi dalam hal pemasukkan dana atas pemakaian jasa yang diselenggarakan. Reposisi yang dilakukan Indosat adalah sesuatu yang haru dikomunikasikan kepada publik termasuk pelanggan korporasi lewat cara tertentu.Penelitian ini bertujuan untuk merancang strategi komunikasi sosialisasi reposisi Indosat kepada pelanggan korporasi, berikut mencari faktor-faktor apa saja yang mendukung strategi tersebut berdasarkan informasi eksternal Indosat. Hal ini dilakukan juga untuk memberi masukkan bagi Indosat dari perspektif akademisi dan hasil penelitian yang didapat memiliki objektifitas yang tinggi.Teori komunikasi pemasaran terpadu dan manajemen kehumasan dipakai dalam mencari jawaban atas permasalahan pada tesis ini. Sedangkan metode yang dipakai dalam penelitian ini adalah teknik delphy dan bersifat eksploratif kualitatif, melibatkan wawancara mendalam terhadap beberapa pakar dari berbagai disiplin, pengamatan langsung dan data sekunder.Hasil dari penelitian adalah sebelum merancang suatu strategi banyak hal yang mendahuluinya. Antara lain citra perusahaan yang baik, peraturan pemerintah yang mendukung, produk dan pelayanan yang sudah matang terlebih Indosat menjual produk teknologi, riset pasar, penentuan target dalam hal ini pelanggan korporasi serta posisi baru mereka. Semua ini ditentukan oleh Indosat jika tidak ingin datanya diketahui pihak luar. Setelah itu baru menyusun strategi komunikasinya. Berhubung muatan edukasinya besar untuk proses pembelajaran teknologi berbasis protokol internet, maka porsi komunikasi lini bawah lebih besar daripada komunikasi lini atas yang dalam hal ini berguna untuk image building dan product awareness."

"State Owned Enterprises (SOE's) in Indonesia, had a significant role in national economics, but its performance did not show satisfying results. So, in 1988, government made reformation efforts in SOE through issued Presidential Instruction No. 5/1988 on State Owned Enterprises Soundness and Management improvement. But until 1998, all SOE that have been reformed still did not perform an improvement. It indicated from the ratio of Return on Asset were only under 4 %. With economical crisis in 1997, government convincing to continue the improvement effort of SOE to become an efficient and effective corporation.

PT Indosat Tbk, as the one of SOE indicated as anomaly in majority of SOE, because of it showed an increasing performance, after government effort to reform that corporation through privatization program in 1994. While several years the financial performance growth rapidly, and PT Indosat Tbk was admitted as The Managed Company from Far Eastern Economic Review. The performance as the result of activities of organization earned profit. However the performance information from financial reports could net be references for defining sustainable performance.

According to Kaplan and Norton theory, in performance measurement Balance Scorecard (BSC), BSC model was relationship model that characterized in systemic and dynamics from financial and non financial aspects. Financial aspects represented from profitability and revenue, whereas non financial aspects were customers, internal business process, growth and learning perspectives. Nowadays, with existing information technology, the relationship model of systemic and dynamic BSC model could be mapped through dynamics system approach. By means of Dynamic System those causal relationship were described in causal loops (cause-and effect relationship), which informed the state of the performance system and this information can be used in current decision making.

Model of system dynamics approach was useful, because of: first, described a simplified representation of system relationship without losing of essence of main object; second, system dynamics method was suitable for mechanism, pattern and trend based on structuring and analyzing of system, pattern of complex system, dynamics, and uncertainties; third, system dynamics could view dynamic process naturally in non linear behavior through simulation.

According to research results by PowerSim program, system dynamics model of PT Indosat Tbk indicated that financial performance (especially SLI) was referencing of " Limit To Growth" behavior. That means financial performance as reflected of corporate performance could not be forced to increase till the certain point. From simulation result, revenue indicator showed increase till year 2000, after that revenue will decrease. Whereas on profit, growth curve still growth until 2003 and then curve would decline.

From mapping system dynamics model of PT Indosat Tbk performance, factors that influence and had a causal relationship with the model consist of: traffic volume, revenue, profit, expenditures, dividend payable, maintenance & administration & general cost, marketing budget, research & development budget, personnel cost, total cost, material cost per unit, discount margin, price, government tariff, customer satisfaction index (CSI), operating excellent index (OEI), training index, external factors. Causal loops that formed of system model was presented by: marketing loop which impact to market share, and customer satisfaction; business internal process loop which includes factors due to all cost that spent for production process, and finally directed to operating excellent index; human development loop that was described through training index.

Following the sensitivity analysis on selected key variables from system PT Indosat Tbk performance resulted that customer factor such as customer satisfaction related to product price had a significant impact on revenue and profit. Increasing price to 5 % could be enough to increase the financial performance, although market share decreased. However taking 10 % discount on price would decreased a financial performance, although there were an escalation of market share. Changing 10 % to CSI and market share had a significant impact on revenue and profit. This conditions meet along with behavior of Telecommunication industries structure in Indonesia, that still had an opportunity in market (because of Oligopoly structure), and fast growing information technology. Because of that, market research was needed to understand customer expectation and perception of product and services, with the result fitting and matching between customer and corporate goals.

Besides all factors above, an available capital for expenditures and reinvestment of business operation development had a significant impact on sustainable performance, it identified from changing behavior of the model. It was accordance with behavior telecommunication that had difficulties of barrier to entry. Because of investment was necessarily in network infrastructures far staying with appropriate technology development. Therefore government could support this condition with provided regulation that facilitated the corporation to cooperate with foreign investors, so PT Indosat could improve the infrastructures quality and operational efficiency, to generate more revenues for the forthcoming years."

"ABSTRAKPenelitian ini ditujukan untuk menganalisa efek arus kas pada penyediaan aset tetap telekomunikasi berupa menara telekomunikasi dengan transaksi sale and leaseback dibandingkan dengan pengelolaan sendiri. Penelitian dilakukan di PT Indosat Tbk. Metode penelitian yang digunakan adalah analisa kuantitatif dengan menggunakan teori sewa guna usaha dan capital budgeting. Dengan asumsi-asumsi serta data yang dipergunakan, penelitian ini menyimpulkan bahwa penyediaan menara telekomunikasi melalui transaksi sale and leaseback memberikan arus kas yang lebih baik dibandingkan dengan pengelolaan sendiri menara telekomunikasi.

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ABSTRACTThe focus of this study is to analyze cash flow effects on provision telecommunication towers fixed asset. Sale and leaseback transaction compared with the management of its own. Research conducted in PT Indosat Tbk. Method of research is quantitative analysis with applying theory of leasing and capital budgeting. With all of the assumptions and data, this study concluded that provision of telecommunication towers through sale and leaseback provide a better cash flow compared with the management of its own telecommunication towers."

"ABSTRAKRestrukturisasi bertujuan untuk memfokuskan bisnis yang dijalani oleh perusahaan.Pemfokusan bisnis dilakukan untuk mengefisiensikan dan meningkatkan performaperusahaan di masa mendatang. Namun, yang terjadi pada PT Indosat Tbk., pertumbuhannet income mengalami penurunan. Penelitian ini ingin melihat bagaimana dampakrestrukturisasi perusahaan terhadap nilai dan kinerja perusahaan serta respon hargasaham atas strategi restrukturisasi yang dilakukan pada periode 2002-2004 terutama saatperusahaan melakukan merger dan divestasi aset menara. Penelitian ini bersifat studikasus eksplanatoris dengan metodologi pengumpulan data triangulation. Hasil penelitianini menunjukkan proses restrukturisasi menyebabkan terjadinya perubahan pada modelbisnis perusahaan, menghasilkan nilai EVA yang positif. Pasar merespon positif mergeryang dilakukan sedangkan merespon negatif divestasi yang dilakukan perusahaan

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ABSTRACTThe purpose of restructuring to focus on the core business of the company. Focusingbusiness is done to increase the efficiency and performance of companies in the future.But in the case of PT Indosat Tbk., the groeth of net income has decreased. This studywanted to see the impact of corporate restructuring on the value and performance of thecompany and the stock price response on restructuring strategies undertaken during theperiod 2002-2004, especially when the companies merged and divested assets tower oftelecommunication. This is an explanatory case study with triangulation data collectionmethodology. The results of this study indicate that the restructuring process madechanges in the business model of the company and generating positive EVA. The responseof the market is positive to the merger and negative on the divestiture of the company"

"ABSTRAK

Adopsi teknologi Generasi Keempat (4G) mendorong perubahan perilaku subcriber pada pasar Indonesia. Teknologi ini diyakini telah mempermudah subcriber untuk akses data ke media sosial elektronik, layanan pesan daring,  layanan transportasi online, dan e-commerce. Di sisi lain keberadaan layanan Over-The-Top (OTT) yang memungkinkan pelanggan  untuk melakukan panggilan voice over IP, video call, dan chatting telah menggantikan teknologi Generasi Kedua (2G) yang selama ini menjadi ladang penghasilan operator di Indonesia. Teknologi  layanan pesan daring yang marak digunakan pada era 4G dinilai telah menyebabkan penurunan trafik layanan 2G, yaitu layanan suara berbasis Circuit Switch (CS) dan Short Message Services (SMS). Penelitian ini bertujuan  untuk menganalisis  keberlangsungan teknologi 2G pada jaringan seluler  PT Indosat Tbk. Dari sisi ekonomi, pada penelitian ini dilakukan pengamatan terhadap market share dan market growth dari ketiga teknologi seluler (2G, 3G, dan 4G) yang saat ini digelar PT Indosat Tbk berdasarkan revenue dan distribusi trafik dengan menggunakan Matriks Boston Cunsulting Group (BCG). Hal ini bertujuan untuk pengambilan keputusan teknologi mana yang harus dipertahankan dan teknologi mana yang harus diterminasi karena sudah tidak menghasilkan growth. Dari sisi teknis,  pada penelitian ini dilakukan pengamatan dan peramalan trafik voice dan data dari ketiga teknologi tersebut. Peramalan trafik bertujuan untuk mendapatkan periode yang tepat untuk melakukan terminasi layanan 2G. Hasil penelitian ini menunjukan bahwa 4G berada pada kuadran II, 3G berada pada kuadran III dan 2G berada pada kuadran IV dari Matriks BCG.  Hasil ini mengimplikasikan bahwa 2G telah berada pada fase decline dari siklus hidup teknologi, sehingga perlu dilakukan divestasi atau switch off pada teknologi ini. Hasil dari peramalan trafik voice  juga menunjukan bahwa teknologi 2G sudah layak diterminasi dan diprediksi penurunan trafik 93% pada pertengahan 2019. Sementara   trafik data 4G diprediksi akan terus mengalami kenaikan. 

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ABSTRACT

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The adoption of The Fourth Generation 4G technology is driving changes in customer behavior in the Indonesian market. This technology is believed to have become an enabler technology for data access to social media, layanan pesan daring, online transportation services and e-commerce. On the other hand, the existence of the Over-The-Top (OTT) service that allows users to make Voice over IP calls, video calls and chat has replaced the 2G technology which has been the operator's main income in Indonesia. Messenger technology that is widely used in the 4G era is considered to have replaced conventional call (Circuit Switch) and Short Message Services (SMS) services. This study aims to analyze the sustainability of The Second Generation (2G) technology on the cellular network of PT Indosat Tbk. From an economic standpoint,  this study an observe the market share and market growth of the three cellular technologies currently held by PT Indosat Tbk is based on revenue and trafik distribution using the Matriks BCG. This is aimed at making technological decisions which must be maintained and which technology must be terminated because it has not showing any growth. From a technical point of view, in this study we observed and forecasted voice and data trafik from 2G, 3G and 4G technologies. This aims to get the right period to terminate 2G services. The results of this study indicate that 4G is in quadrant II, 3G is in quadrant III and 2G is in quadrant IV of Boston Consulting Group (BCG) Matrix. This result implies that 2G has been in the decline phase of the technology lifecycle, so it is necessary to divest or switch off this technology. The results of voice traffic forecasting show that 2G traffic voice will degraded about 93% in mid 2019. While 4G data traffic is predicted to continue to rise.

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"Dalam rangka menyongsong perkembangan telekomunikasi dan era kompetisi global ini, 1NDOSAT telah melakukan transformasi terhadap strategi bisnis yaitu menjadikan INDOSAT sebagai penyedia jasa dan jaringan yang lengkap atau Full Network and Service Provider (FNSP). Sebagai pemain baru dalam binis penyelenggaraan jaringan telekomunikasi, 1NDOSAT harus mempersiapkan beberapa rencana seperti teknologi, keuangan, pendanaan, pemasaran, SDM, dan lain-lain. Dengan persiapan tersebut, INDOSAT dapat melaksanakan bisnisnya sebagai penyelenggara jaringan telekomunikasi secara efektif menghadapi ancaman dan kendala serta dapat memanfaatkan peluang yang ada dalam lingkungan strategis. 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 INDOSAT dalam memasuki bisnis sebagai penyelenggara jaringan dalam meningkatkan pendapatan usahanya dengan melakukan analisa terhadap faktor eksternal dan internal INDOSAT. Metoda analisa yang dipakai adalah menggunakan matrik internal, matrik eksternal, matrik internal-eksternal, 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 INDOSAT. Berdasarkan hasil dari matrik QSPM diperoleh hasil bahwa alternatif strategi yang tepat adalah dengan melakukan kerja sama dengan perusahaan PLN.

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In facing telecommunication trend and global competition, INDOSAT has been transformed their business strategy to be INDOSAT as Full Network and Service Provider. As a new player in networking business, INDOSAT has to prepare some plans, such as the technology, financing, subsidy, marketing, Human Resources, etc. With those preparations, INDOSAT could run the business as Network Provider effectively to face the threat and the problems, also could get the chance in the strategic environment.

To get in the new business, needs the right strategy. Base on that, the goal of this thesis is giving the ideas about the business strategy that INDOSAT could do to get in the business as Network Provider to increase the revenue with analyzing INDOSAT's internal and external factor.

The analysis method is using internal matrix, external matrix, internal-external matrix, and SWOT matrix. The result of the analysis will become some strategy alternative. By using Quantitative Strategic Planning Matrix (OSPM), it will get the right strategy that 1NDOSAT could do. Based on QSPM matrix result, the right strategy alternative to provide the infrastructure is partnering with PLN (Perusahaan Listrik Negara)."