Based on the information provided, Agung Podomoro Land effectively utilizes its internal strengths while minimizing weaknesses. Some key strengths include its existing distribution network, barriers to market entry, high profitability and revenue, skilled workforce, and experienced business units. Weaknesses addressed include complications in tax structure and issues regarding some project licenses. Overall, Agung Podomoro Land leverages its internal capabilities well in its strategic management.

1. A Comprehensive Strategic-
Management Model
MardianaR (1201134433)
KidungKinasihMasthika(1201130446)
Luthfan Ghifari (1201134440)
PutuPanji Aditya(1201134455)
Kedar PriyaUtama(1201130460)

3. Develop Vission and Mission
Process :
1. Select several articles about the statements
2. Ask manager to read the background
information
3. Ask managers themselves to prepare a
vision and mission statement for the
organization
4. Top managers, should then merge these
statements
5. Request for a modification, addition and
deletion
6. Formulation, Evaluation and
Implementation
Benefit :
1. Ensure unanimity of purpose within
the organization
2. Provide a basis, or standard, for
allocating organizational resources
3. Establish organizational climate
4. Identify with the organization’s
purpose
5. Facilitate the translation of objectives
into a work structure
6. Specify organizational purposes
Mission statement will answer “What is our business?”
Vision statement will answer “What do we want to become?”

4. Perform External Audit
Develop a finite list of opportunities that could benefit a firm and threats that should be
avoided.
To perform an external audit, a
company first must gather competitive
intelligence and information about :
1. Economic
2. Social
3. Cultural
4. Demographic
5. Environmental
6. Political
7. Governmental
8. Legal
9. Technological Trend
Porter’s Five-Forces Model of competitive analysis is a
widely used approach for developing strategies in many
industries.

5. Perform Internal Audit
Identified strengths and weaknesses in the functional areas of business.
The Process of Gaining Competitive Advantage in a Firm :
Weaknesses ⇒ Strengths ⇒ Distinctive Competencies ⇒ Competitive Advantage
Internal audit is an excellent vehicle or forum for improving the process of communication in
the organization. Communication may be the most important word in management.

6. Establish Long-Term Objective
Long-term objectives represent the results expected from pursuing certain strategies.
The time frame of long-term objective should be
consistent, usually from 2-5 years.
Long-term objectives are needed at the corporate, divisional, and
functional levels of an organization.

7. Generating and Selecting Strategies
Identifying and evaluating alternative strategies should involve many of the managers and
employees who earlier assembled the organizational vision and mission statements,
performed the external audit, and conducted the internal audit
The process that many firms use to determine an appropriate set of
alternative strategies.

8. Implement Strategies Management
Successful strategy formulation does not guarantee successful strategy implementation
• Strategy implementation is managing forces during the action.
• Strategy implementation focuses on efficiency.
• Strategy implementation is primarily an operational process.
• Strategy implementation requires special motivation and leadership skills.
• Strategy implementation requires coordination among many individuals.

9. Implement Strategies Marketing, Finance,
Accounting, R&D and MIS Issues
Successful strategy implementation depends on cooperation among all functional and
divisional managers in an organization.
Strategies have no chance of being implemented successfully in organizations that do not market
goods and services well, in firms that cannot raise needed working capital, in firms that produce
technologically inferior products, or in firms that have a weak information system

10. Measure and Evaluate Performance
Strategy evaluation is important because organizations face dynamic environments in which
key external and internal factors often change quickly and dramatically.
Difficulties on Evaluate Strategies :
1. A dramatic increase in the environment’s complexity
2. The increasing number of variables
3. The rapid rate of obsolescence of even the best plans
4. The increase in the number of both domestic and world events affecting organizations
6. The decreasing time span for which planning can be done with any degree of certainty1
7. The increasing difficulty of predicting the future with accuracy

11. Business Ethics, Social Responsibility
and Environmental Sustainbility
 Social responsibility refers to actions an organization takes beyond what is legally required
to protect or enhance the well-being of living things.
 Sustainability refers to the extent that an organization’s operations and actions protect,
mend, and preserve rather than harm or destroy the natural environment.
Business ethics, social responsibility, and sustainability issues therefore are
interrelated and impact all areas of the comprehensive strategic management
model
Good ethics is good business
Bad ethics can derail even the best
strategic plans

12. Global / International Issues
global considerations impact virtually all strategic decisions.
The advantages of engaging in international business may well offset the drawbacks for most
firms
global information that can be essential to consider in developing a
strategic plan for any organization

13. MardianaR (1201134433)
KidungKinasihMasthika(1201130446)
LuthfanGhifari(1201134440)
PutuPanjiAditya(1201134455)
KedarPriyaUtama(1201130460)

14. What is Vission and
Mission

15. Vission
What do we want become?
 DIRECTING
 FOCUS
 FLEXIBLE
 EXECUTING
 COMMUNICATE

16. Agung Podomoro Land Vission
To continue to grow as an integrated property developer, to optimize value for
clients, business partners, shareholders, and society.

17.  DIRECTING : product (property), market, clients, business partners,
shareholder, society
 FOCUS : not focus but specific in property developer
 FLEXIBLE : yes, to grow as an integrated property developer, to
continue
 EXECUTING : full commit to optimize value
 COMMUNICATE : the language is simple, can understand, but the
sentences is to much not easy to remember

18. Mission Elements
PRODUCTS
MARKET
TECHNOLOGY
SURVIVAL
GROWTH
PROFIT
PHILOSOPHY
SELF
CONCE
PT
PUBLIC
IMAGE
EMPLOYEE
CUSTOMERS
MISSION

19. Agung Podomoro Land Mission
• To meet public needs in quality housing and commercial
developments
• To optimize return on investment from business partners and
shareholders
• To become a developer that can deliver more value to employees
• To actively support Government programs in promoting urban
development and improving the human development index

20. To meet public needs in quality housing and commercial
developments
 CUSTOMERS
 SELF CONCEPT
 MARKET
 PRODUCTS

21. To optimize return on investment from business partners
and shareholders
 SURVIVAL GROWTH PROFIT
 SELF CONCEPT

22. To become a developer that can deliver more value to
employees
 EMPLOYEE
 SELF CONCEPT
 PHILOSOPHY

23. To actively support Government programs in promoting
urban development and improving the human
development index
 PUBLIC IMAGE
 SELF CONCEPT

24. SUMMARY
 From Agung PodomoroLand’s missions we can see that they almost
have a complete elements that we need when we want to make
company mission, except TECHNOLOGY

25. THE
EXTERNAL
ASSESSMENT
AgungPodomoro Land

26. Business Environment

27. Macro Environment
•Because uncertainties in the Indonesian economy. T he Government responded with some strategic policies to maintain the country’s
economic stability including by increasing the benchmark rate of Bank Indonesia by 175 basis points to 7.5% and those to re-regulate
distribution of credit in the micro segment and terms of payment to developers.
POLITICAL
•Nowdays, the economic development has present some chalenges to the property sector couse by sinking value of the rupiah, higher
inflation and minimum wages. Indonesia also rapid flow urbanization that has creates opportunities high demand of property such as
retail space, offices, and residences .
ECONOMIC
•The Company’s corporate social responsibility activities focus on five (5) areas namely education, social, cultural, health, sports, and
religious . Such as “Books Sharing for Indonesian Children” program jointly with Kick Andy Foundation,contributionsto the victims of
disasters and etc. The company also implemented human resource competence development programs through internal and external
trainings to maintain a harmonious work rhythm of our employees with the Company’s expansion.
SOCIAL
•The Company develops an appropriate information technology to support its growing property management business. The Company
keeps its IT usable at all times for all users for example during maintenance and even during seasons of heaviest work load.TECNOLOGICAL
•Ecological is a type of external validity which looks at the testing environment and determines how much it influences behavior of the
industry.ECOLOGICAL

28. Micro Environment
Rivalry Among Competitor
In the Property Industry, Agung podomora have a lot of competitors such as Agung
Sedayu Group, Ciputra World, Bakrie Land etc
Barriers To Entry
In Indonesa to enter property industry its quite difficult because there are a lot of barriers
(i.e the regulatin, taxes, agreement etc)
Barriers To Exit
When the company want to exit from industry there are some obstacles such as :
• The cost of leaving
• Potential Upturn
• High Redundancy cost

29. Availability of Substitutes
There a lot of companies that run in property industry it means the number of substitute
product is high, but Agung Podomoro also produce substituted itself.
Power of Buyer
The buyer’s power of Property Industry is high/strong because buyers are more
concentrated than sellers
• Buyer is well-educated regarding the product
• Buyer pruchases comprise large portion of seller sales
Power of Supplier
Suppliers are the important thing for a company. Agung Podomoro’s suplliers such as Total,
Holcim etc. Delta Jaya Mandiri Propertindo and PT. Tiara Metropolitan Jaya are also its suppliers.
Cont...

30. Operating/Internal Environment
• Competitors
Agung Podomoro has diversity of competitor that make same product and purpose but different features or design.
The competitor such as Lipo kerawang, Ciputra etc.
• Creditors
In July 2009, the Company obtained syndicated loans which is a term-loan from Bank Negara Indonesia (BNI), Bank
International Indonesia (BII)and Bank CIMB Niaga (CIMB), wherein the loans from BII and CIMB constitute transfer of
extended agreement obtained by the Company in prior periods.
• Customers
APLN try to reach the needs of all the customers segment from the middle to high.
• Labor
The employees of Agung podomoro 65% is >35 years old, 57% is graduated and 45% is highschool, 62% is permanent
employees. Agung also constantly develop and educate employees in order to maintain the Company’s
performance quality.
• Supplier
Agung Podomoro has supplier such as Total, Holcim etc.

31. Table 1 ‘The External Factor Evaluation (EFE) Matrix’
KEY EXTERNAL FACTORS WEIGHT RATING WEIGHTED
SCORE
The Company gained 30.0% in current assets which increased
to IDR8,747.0 billion at the end of 2013 from IDR6,727.1 biillion
at the end of 2012
0.05 2 0.10
High demand of property in Indonesia 0.10 3 0.30
APLN succeed minimize the impact
from the weakening value of Rupiah against the US
Dollar.
0.05 3 0.15
Company raising service charges to its mall tenants. 0.05 2 0.10
Up to the end of 2013, the Company had 47 subsidiaries with
indirect ownership in the property sector
0.03 2 0.06
The company has itself availabilities of substitute 0.07 4 0.28
Bank Indonesia expand The KPR(Kredit Pemilikan Rumah)
policy.
0.05 3 0.15
High Number of Backlog 0.05 2 0.10
Opportunities

32. KEY EXTERNAL FACTORS WEIGHT RATING WEIGHTED
SCORE
The increasing interest rate lately 0.05 3 0.15
The new Bank Indonesia
regulations on Loan to Value (LTV) and mortgage
disbursement scheme
0.10 4 0.40
The weakening value of the
Rupiah against the US Dollar
0.15 3 0.45
Demand for property will decrease in 2014 because global
economic is uncertainty especially for housing
0.05 2 0.10
Based on REI research, Property industry is the most attractive
industry than other industry in Indonesia
0.05 2 0.10
Inflation that caused by the increased of BBM prices in
Indonesia
0.03 3 0.09
Maintenance Cost 0.02 2 0.04
Changes on goverment regulation (tax, agreements, etc) 0.10 4 0.40
Total 1.00 2.97
Threats
*Ratings
1 = Response is Poor
2 = Response is Average
3 = Response is Above Average
4 = Response is Superior

33. From total weight score EFE Matrix, the company strategies effectively
take advantage of existing opportunities and minimize the potential effect of
threats. Such as Agung podomoro succeed minimize the impact from the
weakening value of Rupiah against the US Dollar and the uncertainty
economic in Indonesia

34. Table 2 ‘The Competitive Profile Matrix (CPM)’
Critical Success Factors Weight Rating Score Rating Score Rating Score
Market Share 0.15 4 0.60 4 0.60 4 0.60
Product Quality 0.15 4 0.60 4 0.60 4 0.60
Consumer Loyalty 0.05 3 0.15 3 0.15 2 0.10
Customers Service 0.15 3 0.45 3 0.45 3 0.45
Price Competitive 0.10 4 0.40 4 0.40 4 0.60
Good Corporate Governance 0.05 4 0.20 4 0.20 4 0.20
Advertising 0.05 3 0.15 2 0.10 1 0.05
Marketing Sales 0.10 4 0.40 4 0.40 2 0.20
Location 0.20 3 0.60 3 0.60 3 0.60
TOTAL 1.00 3.55 3.50 3.40
Agung Podomoro Ciputra World Bakrie Land
*Ratings
1 = Major Weakness
2 = Minor Weakness
3 = Minor Strength
4 = Major Strength

35. Internal
Assessment
AgungPodomoro Land

36. Agung Podomoroland Agung Sedayu Group
Their Marketing Strategy is through
Advertisement, Environment,
Demographic Condition, Internet, etc
Electronic Media: - Advertisement
- Internet
- TV Show Programs
- Radio
Print Media: - Flyer, Brochure,
Newspaper, Magazine, Baligho
Agung Sedayu Group’s marketing
strategy is almost the same with
Agung Podomoro land, or practically
the same. But one thing is different,
they have a personal selling strategy.
Which is done by a salesperson.
Marketing Sales

37. Agung Podomoro Land Agung Sedayu Group
 They don’t have their own
equipment and materials.
 They do a partnership for heavy
equipment and raw materials with
WIKA and Total Bangun Persada
 Just like Agung Podomoro Land,
they are also have a partnership
with heavy equipment company
and some raw materials
company.
Logistic

38. Agung Podomoro Land Agung Sedayu Group
 Agung podomoro treat the
empolyee by giving them a bonus
compesation and also training for
the employee by providing
Agung Podomoro Learning &
Recruitment Centre
 The bonuses is they giving the
employee to trip to luar negeri for
the vacation and also the
bonuses each year
 Bonus for Imlek
 Insurance
 And the salary raised each year
Human Resources

39. IFE
Key Internal Factors Weight Rating Weighted Score
Internal Strenghts
1 Existing distribution and sales network 0.08 2 0.16
2 Barriers of market entry 0.10 3 0.3
3 High profitablity and revenue 0.15 4 0.6
4 Skilled workforce 0,05 2 0.1
5 Experienced business units 0.05 2 0.1
6 High growth-rate 0.10 4 0.4
7 The Company increase recurring revenues
to 20.5% in 2013 in line with improved
performances of Central Park, Kuningan
City etc.
0.05 2 0.1
Total 1.00

40. No KEY INTERNAL FACTORS WEIGHT RATING WEIGHTED SCORE
Internal Weaknesses
1 Complicated in tax structure 0.19 4 0.76
2 Lower operating margin on project
expansions: APLN booked 2Q13 lower
operating margin of 14%
0.05 2 0.1
3 High price for residential homes and
apartment
0.08 3 0.24
4 Issue on Pluit City project Validity on Pluit
City project license Ministry of fishery
claimed that the license for APLN’s Pluit
City project should be under their
jurisdiction however, it was issued by the
regional government
0.10 3 0.3
TOTAL 1.00 3.16

41.  From the IFE matrix for Agung Podomoro Land, we know if Agung
Podomoro have strong internal position.

42. STRATEGIES
IN ACTION
AgungPodomoro Land

43. Long Term Objectives describe what the organization wants to have or become at
some point in the future (usually 3-5 years).
 The factors of Long Term Objectives:
- Specific improvement
- Technology leadership
- Profitability
- Return on investment
- Employee relations & productivity
- Corporate image

44. Example of Long-Term Objectives
Agung Podomoro Land: to continue to grow as an integrated property
developer, to optimize value for clients, business partners, shareholders and
society

45. Long-term Objectives
Agung Podomoroland
 Continues to grow
as an integrated property
developer
to optimize value for clients,
business partners,
shareholders and society.
Ciputra
 To constantly develop a property
business group with high
innovation and creativities in
generating greater values with
the purpose of providing living
spaces as well as better prosperity
both for the society and the
stakeholders

46. What is Strategy ?
Strategies are the means by which long-term
objectives will be achieved.
For example
Agung Podomoro plans to develop residential and commercial properties found in inner-city
districts of populous areas.

47. Theory from William F. Glueck, and Lawrence R.
Jauch
A strategy is a unified, and comprehensive, and integrated plan
that relates the strategic advantages of the firm to the
challenges of the environment. It is designed to ensure that the
basic objectives of the enterprise are achieved through proper
execution by the organization

48. Strategies That Implemented
Agung Podomoroland
 Fast Churn : Use company capital
efficiently
 Increase continuous income :
balancing sales income when
uncertainty situation (crisis)
 Expansion to second layer cities :
Ekspansion ti the cities that have
higher economic growth
Ciputra
 Going Forward Strategy : Expand
land bank in Jakarta and other
cities, Prioritize commercial
property development

49. Vertical Integration
Agung Podomoroland
 Backward
PT. Adhi Karya, PT. Jaya Kencana, PT. Pulau
Intan Baja Perkasa Konstruksi, PT. Nusa Raya
Cipta, PT. Pembangunan Perumahan, PT
Jakarta Cakratunggal Steel, PT. Pagar Batu
Lestari, PT. Jagat Baja Prima Utama
Agung Podomoroland choose Wika and Total
Bangun Persada as their fix suppliers.
 Forward
Agung Podomoro choose to use electronic
media as a tools to promote their products, The
program itself is presented by the representative
of Agung Podomoro Land and also by using
Feni Rose as the host.
Ciputra
 Backward
Ciputra Group chooses suppliers who best
meet its needs, using four key criteria, which
are:
 Products and Technologies specifications
 Service and Support
 Delivery and timeliness
 Cost
PT. Multindo, PT Shenyang Yuanda Alumunium
Industry, PT Indalex
 Forward
To promote their products, Ciputra group
choose to promote their product by using print
media such brocure and also electronic
media(Internet)

50. Intensive Strategies
Agung Podomoroland
Market
Penetration
Market
Development
Product
Development
• Electronic
Media
• Print Media
• Expansion
to second
layer cities
• Offering
discount for
a short time
Ciputra
Market
Penetration
Market
Development
Product
Development
• Print Media • Expansion to
second layer
cities
• Ciputran
offering
their
product to
their sales
parties

51. Diversification : Related
Agung Podomoroland
 PT Sinar Menara Deli
 PT Simprug Mahkota Indah
 PT Pesona Gerbang Karawang
 PT Buana Surya Makmur
 PT Alam Makmur Indah
Ciputra
 PT Lotte Shopping Avenue
 PT Ciputra Adigraha
 PT Saraneka Indahpancar
 PT Dipo Service
 PT Telkom Tbk

52. Defensive
Agung Podomoroland
 Retrenchment
In 1997, When lot of company face crisis, APLN
success to passed it through pay several of their
debt by aside the devaluation of currency and
introduce strict money policy
 Liquidation
APLN, Take control of the company by
management
 Divestiture
Buy fields from BPPN and also Properties from
developer whom get the crisis and after the
condition get better, they sell it again .
Ciputra
 Retrenchment
Because of the economic crisis ciputra need to
decrease 7000 of their employees and they only
have 35% of their employees,
 Liquidation
In 1997, to cover their debt, Ciputra choose to sell
all of their assets.
 Divestiture
Beside, reducing the operational expenses
dramatically, they need to set new marketing
strategy by selling the kavling that ready to build .

53. STRATEGY
ANALYSIS AND
CHOICE
AgungPodomoro Land

54. STAGE 1 : THE INPUT STAGE
- External Factor Evaluation
(EFE) Matrix
- Competitive Profile Matrix
(CPM)
- Internal Factor Evsluation (IFE)
Matrix
The Strategy-Formulation Analytical
Framework
STAGE 1 : THE INPUT
STAGE
- SWOT Matrix
- SPACE Matrix
- BCG Matrix
- IE Matrix
- Grand Strategy
Matrix
STAGE 1 : THE INPUT
STAGE
- Quantitative
Strategic Planning
Matrix (QSPM)

55. SWOT matrix is an important matching tool that helps managers develop four types of
strategies. SO Strategy, WO Strategy, ST Strategy, and WT Strategy.
THE STRENGTHS-WEAKNESSES-
OPPORTUNITIES-THREATS (SWOT) MATRIX

56. STRENGTHS
• High profitability and revenue
• Skilled workforce
• Existing distribution and sales
networks
• Experiences business units
• High grow rate
• Barriers of market entry
WEAKNESSES
• Complicated in tax structure
• Lower operating margin on
project expansions
• High price for residential homes
and apartment
• Issue on Pluit City project
validity on Pluit City lisence
OPPORTUNITIES
• High demand of property in
Indonesia
• Has itself available of substitute
• Company gained in current
asset increased
• Succeed minimize impact from
weakning value of Rupiah
against the US Dollar
SO Strategy
1. Increasing the good
performance of the company
and experience business units
(S1, S2, S4, O1, 03)
2. Make different/unique product
in property and attractive
market (S1, S3, S6, O1, O2, O3)
WO Strategy
1. Decreasing the price for
residential houses (W3, O1, O2)
2. Seek more business/corporate
for sponsorship and partnership
to Agung Podomoro (W1, O3)
THREATS
• Increasing interest rate lately
• Weakning value of Rupiah
against the US Dollar
• Global economics is
uncertainty
• Maintenance cost
• Changes on goverment
ST Strategy
1. Develop partnership with local
goverment and other party in
industry property (S4,S6, T2,T3,
T5)
2. Offer the discount or bonus
(S1, T4)
3. Research viability of entering
WT Strategy
1. Use availability price for the
property (W2, W3, T1, T2, T3, T4)
2. Make agreement or lisence
about the property resources
and offer KPR (kredit pemilikan
rumah) policy (W1, W4, T5)

57. SPACE matrix is another important stage in matching tool and represent two internal
dimensions (financial strength) and competitive advantage and two external dimensions
(environmental stability) and industry strength.
Space Matrix will show whether aggressive, conservative, defensive or competitive
strategies are most appropriate for a company
THE STRATEGIC POSITION AND ACTION
EVALUATION (SPACE) MATRIX

59. Financial Position (FP) Ratings
Net cash from operating activities increased 22.8%, net
cash from investing activities decreased 29.2%, Net cash
from financing activities decreased by 26.3%
2
Earning per share of APLN in 2013 increase to Rp 41.53, in
2012 Rp 39.60
4
Total Net Income in 2013 increase into Rp 930.240.497.000,
Before Rp 841.290.753.000
5
Total 11
Industry Position (IP) Ratings
Demand for property will never diminish, especially for
housing
7
Uncertainties of Global economic in Indonesia 4
Indonesia is a country currently experiencing a rapid flow
of urbanization
3
Total 14
• SP Average is -6 : 2 = -3
• CP Average is -10 : 3 = -
3,33
• IP Average is 14 : 3 =
4,67
• FP Average is 11 : 3 =
3,67
Calculations

60. Competitive Position (CP) Ratings
APLN has succeeded in constructing prestigious and
glamorous buildings as those in the Podomoro City, Green
Bay Pluit, Kuningan City and Senayan City complexes.
-4
IT management at the APLN is performed by skilled and
experienced staff to secure information technology
sustainability
-3
APLN acquires land or companies with sizeable land
which is then developed into a 3-5 years project.
-3
Total -10Stability Position (SP) Ratings
APLN manages risks through a measurable risk
management system to ensure that adequate financial
resources are available for cooperative and business
development purposes and to mitigate the impacts
- 3
APLN succeeded in procuring sufficient imported
materials to enable it to minimize the impact from the
weakening value of Rupiah against the US Dollar.
-3
Total -6
 Directional Vector Coordinate
o x-axis : -3,33 + 4,67 = 1,34
o y-axis : -3 + 3,67 = 0,67

61. CP
FP
SP
IP
0,6
7
1,3
4
Aggresive Strategy

62.  After we calculate the average of each position and also found the x and y coordinate,
we get that the line is in the top right side. It means the most appropriate strategy for
APLN is aggressive strategy.
Conclusion

63. The BCG Matrix graphically portrays differences among divisions in term of
relative market share porition and industry growth rate.
Relative market share position is defined as the ratio of a division’s own market
share in a particular industry to the market share held by the largest rival firm in
that industry.
THE BOSTON CONSULTING GROUP
(BCG) MATRIX

64. 0
1
2
3
4
5
6
Market Share
MarketGrowth
STAR ?
COW DOG
HIGH MEDIUM LOW

65. APLN is in Star Quadrant Area it means they in the good conditions, for the
long term growth and the good profitabillity for the Organization. This
conditions means APLN is the leader of its Industry (Property) so the position is
already good but to maintain their position they have to spend a lot of money.
CONCLUSION

66. The IE Matrix is based on two key dimension: the IFE total weighted scores on
the x-axis and the EFE total weighted scores on the y-axis. The total weighted
scores derived from the divisions allow construction of the corporate-level IE
Matrix.
IE Matrix

67. I II III
IV V VI
VII VIII IX
2.0
4.0 3.0
3.0
1.0
1.02.0
Low
1.0 to
1.99
High
3.0 to
4.0
Medium
2.0 to
2.99
Strong
3.0 to 4.0
Average
2.0 to 2.99
Weak
1.0 to 1.99
(2.97
)
(3.16
)

68. We can make the grand strategy matrix by using the IFE and also EFE as a
basic tools.
Grand Strategy Matrix

69.  IFE Grand Total used for x coordinate, which is 3,16
 EFE Grand Total used for y coordinate, which is 2,97
Coordinates

70. Grand Strategy Matrix
Quadra
nt 2
Quadra
nt 1
Quadra
nt 3
Quadra
nt 4
2,97
3,16

71.  From the matrix we get that APLN is in the quadrant 1. Firms that is in
quadrant 1, has an excellent strategic position.
1. Market Development
2. Market Penetration
3. Product Development
4. Forward Integration
5. Backward Integration
6. Horizontal Integration
7. Related Diversification
Conclusion

72. QSPM determines the relative attractiveness of various strategies based on the extent to
which key external and internal critical success factors are capitalized upon or improved.
THE QUANTITATIVE STRATEGIC
PLANNING MATRIX (QSPM)

73. KEY FACTORS WEIGHT AS TAS AS TAS
Opportunities
1. The Company gained 30.0% in current assets which
increased at the end of 2013 from the end of 2012
0.10 3 0.30 4 0.40
2. High demand of property in Indonesia 0.08 2 0.16 3 0.24
3. Bank Indonesia expand The KPR(Kredit Pemilikan Rumah)
policy
0.05 3 0.15 3 0.15
4. The company has itself availabilities of substitute 0.05 3 0.15 3 0.15
5. APLN succeed minimize the impact from the weakening
value of Rupiah against the US Dollar.
0.15 4 0.60 4 0.60
6. High Number of Backlog 0.08 - - - -
STRATEGIC ALTERNATIVES
A QSPM FOR AGUNG PODOMORO LAND. TBK
Second-tier
Cities
Industry
Region

74. KEY FACTORS WEIGHT AS TAS AS TAS
THREATS
1. The new Bank Indonesia regulations on Loan to Value (LTV)
and mortgage disbursement scheme
0.10 3 0.30 3 0.30
2. The increasing interest rate lately 0.05 4 0.20 4 0.20
3. Changes on goverment regulation (tax, agreements, etc) 0.15 4 0.60 4 0.60
4. Maintenance Cost 0.08 3 0.24 3 0.24
5. Uncertainty economic especially for housing in Indonesia 0.06 3 0.18 2 0.12
6. Based on REI research, Property industry is the most
attractive industry than other industry in Indonesia
0.05 3 0.15 4 0.20
Total 1.0

75. KEY FACTORS WEIGHT AS TAS AS TAS
STRENGTHS
1. Existing distribution and sales network 0.15 3 0.45 4 0.60
2. Barriers of market entry 0.05 - - - -
3. High profitablity and revenue 0.10 2 0.20 3 0.30
4. Skilled workforce 0.07 1 0.07 2 0.14
5. Experienced business units 0.15 3 0.45 3 0.45
WEAKNESSES
1. Complicated in tax structure 0.15 4 0.60 4 0.06
2. Lower operating margin on project expansions: APLN
booked 2Q13 lower operating margin of 14%
0.10 3 0.30 2 0.20
3. High price for residential homes and apartment 0.15 1 0.15 3 0.45
4. Issue on Pluit City project Validity on Pluit City project
license Ministry of fishery claimed that the license for APLN’s
Pluit City project should be under their jurisdiction however, it
was issued by the regional government
0.08 - - - -
Sum Total Attractiveness Score 1.0 3.89 5.4

76.  From the QSPM table, Second-tier Cities is a more attractive strategy when
compared to Industry Region in Indonesia
Conclusion

77. IMPLEMENTING
STRATEGIES
AgungPodomoro Land
Marketing, Finance/Accounting, R&D, and MIS Issues

78. MARKETING ISSUES

79. Marketing Issues in Podomoro Land
1. Agung Podomoro Land usemultiple channel of
distribution
2. To limit the share of business with singgle customer
3. Agung Podomoro be a price leader
4. Agung Podomoro offer limited warranty
5. Agung Podomoro use advertising with televition and
online
6. Agung podomoro reward employee based on straight
salary and straight commission

80. VARIABLE GEOGRAPHIC
Region
Density
Climate
Jakarta, Medan, Batam, Bandung, Makassar,
Balikpapan,Bali
Inner City, Urban areas and Industry area
Subtropical and tropics
TYPICAL BREAKDOWNS
VARIABLE DEMOGRAPHIC
Age
Gender
Income
Occupation
Upper 18 years old
Male and Female
Upper IDR 30.000.000/month
Professional and technical
VARIABLE PSYCHOGRAPIC
Social Class
Personality
Middle-high Class
Compulsive, Gregarious, Authoritarian etc
Market Segmentation

82. PRODUCT POSITIONING
Agung Podomoro land
Property
- In strategic areas
( urban area and first layer
city)
- High price
Ciputra
Property
- First layer and second
layer
- Middle to high price

83. PRODUCT-POSISTIONING MAP
Low price High price
High-Class
Low-Class
Agung P L
CiputraLippo
Karawaci
Agung Sedayu
Alam Sutra
Intiland Develop
Pakuwon Jati
Summarecon Agung
Sinarmas
Taman Vista
Bakrie Land

84. FINANCE

85. Capital
APLN
 Authorized Capital amounted to
IDR5,740,000,000,000
 From the above authorized
capital, the issued and fully paid
up capital was
IDR2,050,090,000,000

86. ASSETS
 Total Assets of APLN in 2013 Rp
19.679.908.990
 Total Assets of APLN in 2012
 Rp 15.195.642.352

87. Financial Objective
In APLN long-term objectives, there is no specific amount that APLN want to
achieve in the future

88. Research And
Development

90. Research And Development
 Based on research APLN realized that Prestige is become important things
nowadays so that APLN maintain their good reputation by giving
 the exclusive features for the customer,
 place the building in the strategic area (in the inner of the city)
 High price for the worthy products

91. Cost Contributor for RnD
 Approximately 58% is to be allocated for property business development in
Jakarta, West Java, Central Java, East Java, Bali, North Sumatra, Riau
Islands, South Sumatra, West Kalimantan, East Kalimantan and/or South
Sulawesi by both the Company and its Subsidiaries.
 Business development in property, such as hotel development in Bali,
and/or integrated area development/ mixed use/superblock in Jakarta,
West Java, and/or Balikpapan: at around 15%- 20% through APLN, and
around 80%-85% through subsidiaries.
 IDR985,680,861,369 had been allocated IDR154,909,558,939 of it was
distributed through APLN, and IDR830,771,302,430 was through subsidiaries.

92. MIS

93. For the Customer(CRM)
 Agung Podomoro always keep updating the projects that they are working in the present or in
the future via Twitter, Facebook, their website, their customer care, and their TV program. So
the customer will always getting information if they follow APLN’s account.
Job Vacancies(HRM)
 For fresh-graduated college student or anyone else who wants to work at Agung Podomoro,
they can get the information via APLN’s website, twitter, facebook, and others job vacancies
websites.

94. Agung Podomoro
 The Company develops an appropriate information technology to support
its growing property management business.
 The Company is committed to maintaining the capacity of its information
technology in accordance with the scale of its business.
 The Company keeps its IT usable at all times for all users for example during
maintenance and even during seasons of heaviest work load.
 The Company continues to develop competencies of information
technology staff to be able to support the Company’s business activities

95. Review,
Evaluation,
and Control
AgungPodomoro Land

96. Current Advantages and Strategies
 The Company has become one of the largest property developers in Indonesia with
assets in superblocks, retail properties, office buildings, apartments, housing
complexes and hotels.
 As a retail, commercial and residential property sectors, the Company owns,
develops and manages prominent real estate projects.
 The Company has a unique business model labeled as “Fast Churn” concept differs
from those applied by most developers in Indonesia.
 By working quickly and efficiently, our flexible and scalable model optimizes the use of
capital and resources at any given time.
 Increase contribution from recurring revenues.
 Continuously expand its business into second-tier growth cities and replicating its
successful business model.

97. STRATEGY EVALUATION ASSESMENT MATRIX
STRATEGIC EVALUATION ASSESMENT MATRIX
HAVE MAJOR CHANGES
OCCURED IN THE FIRM’S
INTERNAL STRATEGIC POSITION
?
HAVE MAJOR CHANGES
OCCURED IN THE FIRM’S
EXTERNAL STRATEGIC POSITION
?
HAS THE FIRM PROGRESSED
SATISFACTORILY TOWARD
ACHIEVING ITS STATED O
BJECTIVES?
RESULT
YES YES YES
Take Corrective
Action

98.  Most weaknesses for APLN is from government’s tax and the currency inflation.
 The Currency Inflation is keep changing each year. So APLN will manage to
anticipate it by raising service charges to its mall tenants.
 The price of the product will also increasing. But APLN will try to cutting the budget
and mitigating any unimportant activities/costs so that the price will be reduced.
Corrective Action

99. EFE Matrix
KEY EXTERNAL FACTORS WEIGHT RATING WEIGHTED
SCORE
The Company gained 30.0% in current assets which
increased to IDR8,747.0 billion at the end of 2013 from
IDR6,727.1 biillion at the end of 2012
0.05 2 0.10
High demand of property in Indonesia 0.10 3 0.30
APLN succeed minimize the impact
from the weakening value of Rupiah against the US
Dollar.
0.05 3 0.15
Company raising service charges to its mall tenants. 0.05 2 0.10
Up to the end of 2013, the Company had 47 subsidiaries with
indirect ownership in the property sector
0.03 2 0.06
The company has itself availabilities of substitute 0.07 4 0.28
Bank Indonesia expandThe KPR(Kredit Pemilikan Rumah) policy. 0.05 3 0.15
High Number of Backlog 0.05 2 0.10
Opportunities

100. EFE Matrix Threats
*Ratings
1 = Response is Poor
2 = Response is Average
3 = Response is Above Average
4 = Response is Superior
KEY EXTERNAL FACTORS WEIGHT RATING WEIGHTED
SCORE
The increasing interest rate lately 0.05 3 0.15
The new Bank Indonesia
regulations on Loan to Value (LTV) and mortgage
disbursement scheme
0.10 4 0.40
The weakening value of the
Rupiah against the US Dollar
0.15 3 0.45
Demand for property will decrease in 2014 because global
economic is uncertainty especially for housing
0.05 2 0.10
Based on REI research, Property industry is the most attractive
industry than other industry in Indonesia
0.05 2 0.10
Inflation that caused by the increased of BBM prices in
Indonesia
0.03 3 0.09
Maintenance Cost 0.02 2 0.04
Changes on goverment regulation (tax, agreements, etc) 0.10 4 0.40
Total 1.00 2.97

101.  From total weight score EFE Matrix, the company strategies effectively take
advantage of existing opportunities and minimize the potential effect of
threats. Such as Agung podomoro succeed minimize the impact from the
weakening value of Rupiah against the US Dollar and the uncertainty
economic in Indonesia

102. IFE Matrix
Key Internal Factors Weight Rating Weighted Score
Internal Strenghts
1 Existing distribution and sales network 0.08 2 0.16
2 Barriers of market entry 0.10 3 0.3
3 High profitablity and revenue 0.15 4 0.6
4 Skilled workforce 0,05 2 0.1
5 Experienced business units 0.05 2 0.1
6 High growth-rate 0.10 4 0.4
7 The Company increase recurring revenues
to 20.5% in 2013 in line with improved
performances of Central Park, Kuningan
City etc.
0.05 2 0.1
Total 1.00

103. IFE Matrix
No KEY INTERNAL FACTORS WEIGHT RATING WEIGHTED
SCORE
Internal Weaknesses
1 Complicated in tax structure 0.19 4 0.76
2 Lower operating margin on project expansions:
APLN booked 2Q13 lower operating margin of
14%
0.05 2 0.1
3 High price for residential homes and
apartment
0.08 3 0.24
4 Issue on Pluit City project Validity on Pluit City
project license Ministry of fishery claimed that
the license for APLN’s Pluit City project should
be under their jurisdiction however, it was
issued by the regional government
0.10 3 0.3
TOTAL 1.00 3.16

104.  From the IFE matrix for Agung Podomoro Land, we know if Agung
Podomoro have strong internal position.

105. Business Ethics, Social
Responsibility Issues,
Environmental
Sustainability
AgungPodomoro Land

107. Corporate Ethics
In order to run a sound business and safeguard all of its interests, including
supporting all employees in performing their functions and duties in support of
the company’s business, the Company has formulated its Code of Ethic
effective on December 6, 2010

108. Contents of Code of Ethics
In particular, stipulated in the Code of Ethics are:
1. Compliance with applicable law;
2. Unofficial payments;
3. Commission, gifts, meals, services, or other services;
4. Conflicts of interest;
5. Relationships between employees;
6. Employing family members;
7. Contribution to humanity, coaching in sports, and community;
8. Remuneration;
9. Employing government officials or civil servants;
10. Activities and political contributions; and
11. Financial Statements.

109.  The Company gives its Code of Ethics to all employees, contractors,
consultants, suppliers, government officials or civil servants or others
who do business with/or on behalf of the Company.
 A copy of the Code of Ethics is also given to any other party with
whom the Company has financial interest in order for that party to
uphold the standards of conduct in the Code of Ethics.

110. Corporate Culture
Since 2010, the Company has set the following corporate
values:
1. Harmony: working in harmony with customers, business
partners, shareholders, and the society.
2. Resilient: persistent in delivering optimal effort.
3. Quality: maintaining quality in every stage of
development.
4. Environmentally friendly: pay attention to the
environmental aspects of project development.

112. Environment
 Green waste program (waste management) in the residential areas of Podomoro City,
Gading Nias, CBD Pluit, Sudirman Park, and Kalibata City (in a sustainable way).
The Company continues to create a balance
between business and its environment through
environment friendly initiatives in its business
processes.

113. The Company’s social responsibility
programs are aimed to:
• Improve the welfare of the community as well as the
environment;
• Develop the Company’s corporate culture and values
based on the principles of good corporate governance
and pursuant to prevailing rules and regulations;
• Build the Company’s competitive advantage;
• Be able to attract and retain employees, customers,
clients/users;
• Keep up employee morale, commitment and
productivity, and
• Build good relations with other companies, governments,
the media, suppliers, partners, customers, and the
surrounding communities;

114. Education
 The Program “Berbagi Buku untuk Anak Bangsa” or Sharing Books for Indonesian
Children” run in collaboration with Kick Andy Foundation. - May 2013, reading books were
given to elementary students of SD Damai, Pidie, Aceh.
 - July 2013, text books were symbolically given to the Child Activity Center (PKA) “Sahabat
Anak,” in Manggarai, Jakarta

115.  June 2013, participated in the scholarship programs of Karya
Salemba Empat run to assist students with financial incapability.
Through this participation, APLN wishes to promote and prepare
scholarships beneficiaries so they will have integrity and possess
love for their country.
 December 2013, ran a program called “Mobil Pintar (Smart Car)”
which was originally collaboration with with Yayasan Pondok Kasih
(a foundation) by providing a”Smart Car,”. This smart car carries :
1. Books
2. Computers
3. Projector APLN focused on improving the skills of the employees.
APLN realize that there are lot of unfortunate children that
doesn’t have enough money but actually have potential.
So, APLN try to provide education for them by give free
books, and also scholarship programs.

116. Social-Culture and Health
• February 2013, gave assistance to the victims of flood
disaster in the surrounding area and Karet Tengsin Pluit,
Jakarta.
• November 2013, gave assistance to victims of flood in
the Philippines.
• December 2013, gave assistance to victims of Sinabung
disaster, North Sumatra.
It’s a shape of responsibility from APLN to the community
around the company.

117. Sports
• May 2013, participated in sponsorship for activities undertaken Indonesian
Sports Association.
• June 2013, participated in sponsorship of Bali Marathon, which held by BII
Maybank
• June 2012, participated in sponsorship of Bali Marathon, which held by BII
Maybank.
• September 2013, participated in sponsorship for activities carried out by
Bridge Association Board of Indonesia.
• December 2013, participated in sponsorship of Charity Golf Tournament,
whcih held by Bhakti Nusantara Foundation.

118. Implemented through the Company’s involvement in stimulating the public
interest to do some sports and reach their pride through achievements in sports
or encourage them to live a healthy life.

119. Religion
• July 2013, gave assistance to the construction of Nurul Al-Hidayah Mosque in
Gadog, Bogor.
• July 2013, gave out Ta’jil for break-fasting to communities residing around
Podomoro City, West Jakarta.
• July 2013, break-fasting event with 1,250 orphaned children held at the
Ballroom of Pullman Jakarta Central Park Hotel, Jakarta.
assistance to religious activities carried out within the
surrounding community

120. The Company spent IDR10,050,000,000 (ten billion
fifty million dollars) in total for its CSR activities in
2013.

122. ENVIRONMENT SUSTAINABILITY ISSUES
In line with its business development the
Company remains committed to giving back
to the community through direct engagement
in community development programs around
its premises.

123. Environmental Issues Affecting Your
Property
 As a property owner, there are many environmental
issues that can affect you including lead paint problems,
mold contamination, issues with an oil tank and
pollution. Learn the best ways to deal with these
obstacles, as well as how to make your property more
environmentally friendly.

124. Environment
 The Company continues to create a balance between
business and its environment through environment
friendly initiatives in its business processes.
Example of environmental sustainability issues of Agung
Podomoro Land is Green waste program (waste
management) in the residential areas of Podomoro City,
Gading Nias, CBD Pluit, Sudirman Park, and Kalibata City
(in a sustainable way), etc...

126. Waste Managemant
 Lately, Ditjen Cipta Karya make agreement is Emission Reduction in Cities-Solid
Waste Management (ERC-SWM) programme with regency officer in Malang,
Jambi, Jombang ,Sidoarjo, Pekalongan regency, etc. The aims are to build good
waste infrastructure by take advantage loan of US$100 million from Kreditanstalt
fuer Wiederaufbau (Jerman).
 Agung Podomoro Land property also develop areas for manage organic waste in
superblok area. One of example is create special area khusus Green Waste in
Superblok Podomoro City, Jakarta. And also develop Sea Water Reverse Osmosis
(SWRO) application that’s high quality of management tecnology sea water and
it’s can be new edutainment areas.
 For social public IPLN observe about waste, organic and non-organic waste,
poison and non-poisonous waste, recycle waste, etc with first pressuring
operational principle reduce, reuse and recycle (3R).

127. International
Expansion of Agung
Podomoro Land
AgungPodomoro Land

128. Agung Podomoro is a national company in Indonesia. To expand
the business outside, agung podomoro must do some research
and development about the condition of market and situation of
the another country and we choose the nearest place
“Malaysia”.

129. Market Attractiveness Assessment
Population = 29.72 million
GDP Per Capita = 10,538.06 USD
GDP = 313.2 billion USD
As we can see from the GDP of Malaysia that quite high, it
means the possibility of APLN to expand their business in
Malaysia is quite good. APLN target market is peoples from
middle class until high class people.

130. Political issues
 Politic in Malaysia quite stable. Malaysia received a downward trend
arrow due to electoral fraud and structural obstacles designed to
block the opposition from winning power, a decision by an appellate
court to forbid non-Muslims from using the term “Allah” to refer to God,
and worsening hostility and prejudice faced by the LGBT community.
 Almost 20 years ago, the property market in Malaysia was hit hard by
the Asian financial crisis. House prices contracted between 8 to 9.5 per
cent. The government’s stringent policies helped the market to
recover. From 2006 onwards, the residential market experienced
exponential growth

131. Office Real Estate and Land Ownership
 Possible Temporary Solutions : Rental is possible. Consult the MIDA
website for an assessment of cost,
 The Possibility of Buying Land and Industrial and Commercial
Buildings : You can buy land and buildings. Foreigners are not
allowed to buy agricultural land, but they can own more than 20%
of any commercial estate (there is no restriction on the number of
estates).
 Risk of Expropriation : The aim of the bilateral investment guarantee
agreements is to do away with certain non commercial risks such as
nationalization and expropriation and to authorize workers' sending
money home and the repatriation of capital. Malaysia has
concluded such agreements with 71 countries or groups of
countries.

132. Investment in Malaysia
 According to the UNCTAD 2014 World Investment Report, Malaysia is the fifth largest
recipient of FDI inflows in East and Southeast Asia. It is also among the 15 countries most
favoured by multinational companies in 2014-2016. After having reached record levels in
2013, FDI flows reached 35.1 billion RM in 2014. The benefits were felt by the
manufacturing, finance and insurance, mining and distribution sectors.

133. Business Initiation Easiness Assessment
 There are three main races in Malaysia. The Malays, who are Muslims, form
the majority in the country. The other two main racial groups are the
Chinese, who are mostly Buddhists and the Indians, who are mainly Hindus.
The lifestyle in Malaysia progressively becoming more and more modern
with great exposure to the western culture.
 Malaysia property company, Amanah Raya Berhad corporate with
Indonesia property company Gapura Prima Group, to release the Real
Estate Investment Trust Together.
 Government legislation is actively encouraging foreign property
investment through a number of tax incentives and the relaxation of laws
governing real estate purchase by foreigners.

134. Business Initiation Easiness Assessment
(cont.)
From the social and cultures of Malaysia which is quite same with Indonesia, APLN
will not face much difficulties to offer their products in Malaysia. And also there is
one of property in Indonesia that ever joint venture with one of property company
in Indonesia, it means there is a possibility that APLN to get Partner for their business
in Malaysia. The Malaysia government also give regulation about property that
quite the same with the Indonesia government.

135. Industry Attractiveness
 A dotcom market research company also reported that in 2014,
the Malaysian real estate sector will show more positive
demographic trends, with increasing income earning and strong
FDI levels. It also states that the government's plan to increase the
population in Kuala Lumpur to 10 million (from the current 6 million)
by the year 2020, will also spur greater property demand.
Industry property in Malaysia is high competitive because there are
a lot of competitor in property developer such as in below and etc..

136. Supply and Demand
 Factors affect the demand is income of household, substitute product,
taste of preferences, different kind of expectation and population of
market, which also call as demographic. Factors affect the supply is costs
of the housing production, as well as the population of market.
 The demand for housing affected by the rental price of apartments such as
the apartments rented for RM200 per month. So there is much more people
would want to live in apartment rather stay in normal house and also taste
of preferences that involve certain psychological reasons.

137. Supplier
 Agung Podomoro as a new property developer want to expand
their company in malaysia can access with and users and third
party in there.
 The access of technology in Malaysia is could be making an
agreement with third party such as Silterra. Silterra provides
complete solutions for customers to creste leading-edge products,
optimized for its high-yielding manufacturing processes, through
strategic partnerships with industry-leading intelectual property (IP),
offers comprehensive in house failure analysis (FA) services to high-
tech companies, performing contruction and etc...

138. Country Rank
 Based on World Competitiveness Yearbook (WCY) 2014, Malaysia ranking to
place 12th among 60 countries ahead of countries such as the United
Kingdom, Australia, Finland, New Zealand, Japan and South Korea.
 It indicates that, to expand business to Malaysia will required higher standard
of key success factor

139. Key Success Factors
 In the last 20 years, you can a significant grow in
Malaysia Property Industry. Here’re several points of Key
Success Factors
 The standard quality & design
There has been an increased focus on quality of material and
construction
 Price
The improving standard combined with the generally low prices of
real estate in Malaysia
 Government
The government is now actively encouraging foreigners to buy
Property in Malaysia
 Economy
Based on 2015 Index of Economic Freedom, Malaysia’s overall score
70.8 indicates good opportunity to invest.

140. Specific Internal Competitiveness
Assessment
 Management system in Malaysia at least same with in indonesia because the
culture and geographic is almost same.
 Agung podomoro look for professional applicants with motivasion, capability, skill
and knowledge in property business. Agung make a contac system for new
employees and recruit from job agencies, educational institution and etc. Agung
also recruit from outside the company such as open house, advertising, hire the
consultant recruiting to find expert one.
 APLN applies an internal control system to have some insight into operational
activities, financial reports, compliance to laws, regulations and accounting policies
in general
 The Minimum qualification for an Internal Audit member is a Bachelor of
Accounting from University. Every Internal Audit member is independent and is
prohibited to have a double job or position in the Company’s or a subsidiaries
operational activities, is also required to perform professional objectivity in
appraising independently and not involved in any parties that could affect the
appraisal

141. Business Strategy Formulation :
Entry Strategy Midterm & Longterm Direction
We choose to do a partnership rather than
acquisition because its more cheaper. So,
APLN will do a partnership with IOI Properties.
IOI Properties is in the same field and level
with APLN
IOI Properties is the 2nd Best Property
Developer Company in Malaysia
So its the best way to expand APLN business
globally.

142. APLN Business
Model
AgungPodomoro Land

143. KEY PARTNERS
• Building
Material
Companies
(supplier) such
as , Total etc
• Partners
• Marketer and
Designer
• Social
Networking
KEY ACTIVITIES
• Development that
covers contractors
and real estate and
developers
• Making direct or
indirect investment
• Placing investment
n other companies
• Management and
operational
KEY RESOURCES
• Industry expert (well-trained
employees)
• Customers demand
VALUE PROVIDED
TO CUSTOMERS
• Increasing
quality of quality
housing and
commercial
Developments
• Range of the
product (offering
different price
and type to
create product
prescription)
• Credibility
(loyalty)
• Increasing
company
innovation
CUSTOMER
RELATIONSHIPS
• Interactive services
such as in person, face
to face, customer care
(combine self services
and customers
services)
• Online community
such as website,
telephone, email
(customer feedback
and recomendation)CHANNELS
• Direct for example via the Internet
• Create awareness (key partners,TV,
online media, and property industry)
• Relaited party (subsidiaries etc.)
• distributor, wholesaler, broker, or agent
CUSTOMER
SEGMENTS
• Society
(middle-high
class)
• Property
clients/firms
• Investment
owner
COSTS
• Training and certification
• Value drifen (salary for
employee/staff, overhead for website,
COGS)
• Supplier and partner fees
REVENUE STREAM
• Margin sales of Product
• Revenue property sales Distribution
(strata sales, recurring revenue malls,
hotel etc)
• Award
BUSINESS MODEL OF AGUNG PODOMORO LAND

144. Key Partners
 PT. Adhi Karya, PT. Jaya Kencana, PT. Pulau Intan Baja Perkasa
Konstruksi, PT. Nusa Raya Cipta, PT. Pembangunan Perumahan, PT
Jakarta Cakratunggal Steel,PT. Pagar Batu Lestari, PT. Jagat Baja
Prima Utama, PT. Total Bangun Persada

145. Key Activities
1. Development that covers:
• Contractors, including planning, implementing and overseeing contractor
buildings, housings, shopping centers, roads, bridges and the installation of
electrical, water , telephone and other public works;
• Real estate and developers including land acquiring/purchase, processing,
maturation, filling, and excavation, and building infrastructures and facilities, and
planning, developing, leasing, selling and developing real estates, integrated areas,
office centers, buildings, residentials, offices, apartments, industrials, hotels, hospitals,
shopping malls, sports centers and supporting facilities including but not limited to
golf courses, clubs, restaurants, other entertainment spots, and facilities;

146. 2. Making direct or indirect investments in other companies through
placements (investments) or capital release (divestment) that are
related to its core business activities;
3. Placing investments in other companies that have related business
activities to the Company’s core business; and
4. Certain businesses in the area of service including management or
operational service that support the Company’s business activities
excluding legal and taxes services.

147. Key Resources
 Agung Podomoro is a property company which is making a project
based on contract. So they get their resources from their suppliers
and partners. The resources are raw materials for the buildings,
heavy machines, etc. But they make the concept on their own,
based on customers demand.

148. Value Proporsition
Agung Podomoro provides products in:
 Housing industry
 Hotel industry
 Office industry
 Retail industry

149. Customer Relationship
 APLN provide interactive services such as in person, face to face,
customer care (combine self services and customers services)
 APLN provide online community such as website, telephone, email
(customer feedback and recomendation)

150. Customer Segment
 The customer segment is in middle class until high class customers.
But, a regular households are also considered as a customer if they
buy a house from Agung Podomoro’s project.

151. Channels
 Print Media
• Newspaper, Baligho, Flyer, Personal Selling
 Electronic Media:
• Internet,Radio,Television
• KOMPAS TV, METRO TV, TV ONE, Trans TV, Global TV, Jak TV and
INDOVISION

152. Cost Structure
 Raw materials
 Heavy equipment
 Advertising
 Labor cost
 Site plant

153. Revenue Streams
 APLN get they revenue from the construction projects (housing,
hotel, apartment, etc)

154. APLN External & Internal Competitive
Advantages

155. APLN Internal Competitive Advantages
 The Company has a unique business model labeled a
“Fast Churn” concept differs from those applied by most
developers in Indonesia
 APLN has succeeded in constructing prestigious and
glamorous buildings as those in the Podomoro City,
Green Bay Pluit, Kuningan City and Senayan City
complexes.
 The Company plans to declare dividends at least once
a year. The amount depends on the previous year’s net
profit.
 recruitment process, employee composition,
competency development, to career and welfare, are
managed well

156. APLN External Competitive
Advantages
 Indonesia is a country currently experiencing a rapid flow of
urbanization.
 APLN succeeded in procuring sufficient imported materials to
enable it to minimize the impact from the weakening value of
Rupiah against the US Dollar.
 Demand for property will never diminish, especially for housing.
 IT management at the Company is performed by skilled and
experienced staff to secure information technology sustainability

157. differentiation
 The target market of APLN is high-end segmentation (from middle to
high class) therefore all the products is in the high standards.
 So, one of the reason thatcustomers buy the products of APLN
beside of its quality and the features is because of the “prestige”.
Nowdays prestige is become the most important thing.

158. sources
 Green property development (malaysia) by Asian property companies, article from; Muhammad Najib
Razali, Norhaya Kamarudin, Azlina Mohd. Yassin, Yasmin Mohd. Adnan & Zarita Ahmad Baharom
 http://www.agungpodomoro.com/index.php?i=6&cid=1&lang=eng
 Broadening Horizons, Laporan Tahunan 2013 Annual Report
 Laporan Tahunan, Annual ReportKilas Kinerja 2012, Flashback Performance 2012
 https://www.google.com/search?q=giogle&ie=utf-8&oe=utf-
8#q=explain+about+barriers+of+Influences+on+Achieving+a+Market+Orientation
 https://www.google.com/search?q=waste+program+in+agung+podomoro+land&ie=utf-8&oe=utf-8
 http://landlords.about.com/od/EnvironmentalIssues/
 http://www.agungpodomoro.com/index.php?i=6&cid=1&lang=eng
 http://www.marketing.co.id/begini-cara-agung-podomoro-land-manjakan-pelangga
 http://www.reuters.com/finance/stocks/APLN.JK/key-developments
 http://market.bisnis.com/read/20150310/192/410072/agung-podomoro-land-luncurkan-sejumlah-proyek
 http://market.bisnis.com/read/20141112/192/272433/agung-podomoro-land-bukukan-pendapatan-
prapenjualan-rp504-triliun
 http://www.establishmentpost.com/malaysians-worried-property-market-malaysia/
 Etc......