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Competing Value Framework
This document provides a summary of a case study analysis of PT Apexindo Pratama Duta using the Competing Values Framework. It includes a company profile, theoretical background on the Competing Values Framework, an analysis of the company's performance, a Competing Values analysis mapping the company, and recommendations. The analysis found that Apexindo's culture is focused on Compete and Collaborate. It recommends strategies to increase innovation, growth, and efficiency scores, such as improving ROA, costs, productivity, competency, and restructuring.
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Competing Value Framework
- 1. Competing Values Framework CaseStudy – PT Apexindo Pratama Duta Presented by Aditya Narendra Maharsi Angie Pritta Caroline Ahmad Ardiansyah Zein Bambang Wijarnako Pranoto Satrio Wicaksono
- 2. Competing Values Analysis- APEX The Content Company Profile Theoretical Background Performances Competing Values Analysis Conclusion & Recommended Strategies
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- 4. Competing Values Analysis- APEX Company Profile Founder Hertriono Kartowisastro Vision A world-class drilling contractor offering quality without compromise Mission • Maintaining a high standard of Safety, Health, and Environment (SHE) to ensure the safety an welfare of employees and to protect the surrounding environment. • Providing maximum value to all of stakeholders and making a positive impact to the society and the environment. • Developing human resources with global-standard quality and competency.
- 5. Competing Values Analysis- APEX Company Profile : Milestone 1984 Established as an Indonesian offshore Drilling contractor 1992 First submersible swampbarge rig, Maera 2005 ISO 9001 :2000 Certification in Quality Management System 2007 Super premium Jack up rig, Soehanah 2008 Upgrade the ISO 9001 :2008 version 2009 The Safety Campaign
- 6. Competing Values Analysis- APEX Company Profile : Milestone 2000 Expand operation to Middle East 2001 Merged with PT Medco Antareja 2002 IPO : 10 July 2002 2012 PT Apexindo Energi Investama become the new majority shareholder of the Company 2009 Settled IDR Bonds Apexindo Pratama Duta 2011 Certification of ISO
- 7. Competing Values Analysis- APEX Company Profile : Operation Onshore Offshore FPSO (Floating Production, Storage, and Offloading)
- 8. Competing Values Analysis- APEX Company Profile
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- 10. Competing Values Analysis- APEX COMPETING VALUE Kerangka budaya organisasi yang dikembangkan oleh Cameron dan Quinn (1999) berdasarkan model teoritis disebut “Competing Values Framework” atau “Kerangka Nilai Bersaing“. Parameter atau Variabel yang dianalisa : • Concern for Task vs. Concern for People • Stability and Efficiency vs. Flexibility and Innovation • Internal vs external focus. • Long Term vs Short Term. • etc Theoretical Background
- 11. Competing Values Analysis- APEX Theoretical Background CREATE COMPETECONTROL COLLABORATE
- 12. Competing Values Analysis- APEX Theoretical Background Kuadran Ukuran Kuadran Pendekatan finansial yang digunakan Control Quality Gross margin Efficiency Asset turnover Compete Profit EVA Speed Change in EVA growth Create Growth Sales growth Innovation Standard deviations of market model errors Collaborate Knowledge Future growth values Community Sales/number of employees CREATING CVF FROM FINANCIAL EMPIRICAL DATA
- 13. Competing Values Analysis- APEX Innovation Growth Speed Profits Efficiency Quality Community Developement Differentiation Innovation Growth Speed Profits Efficiency Quality Community Developement Cost Leadership Type of Organization Theoretical Background
- 14. Competing Values Analysis- APEX Innovation Growth Speed Profits Efficiency Quality Community Developement Fit Innovation Growth Speed Profits Efficiency Quality Community Developement Stretch Type of Organization Theoretical Background
- 15. Competing Values Analysis- APEX Innovation Growth Speed Profits Efficiency Quality Community Developement Best Cost Innovation Growth Speed Profits Efficiency Quality Community Developement Best Cost – Blue Ocean Type of Organization Theoretical Background
- 16. Competing Values Analysis- APEX COMPETING VALUE INDUSTRY VS COMPANY (example) Theoretical Background
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- 18. Competing Values Analysis- APEX Performances No Type of Listing Listed Shares Listed Date 1 IPO (First Issue) @ Rp550,- 200,000,000 10-Jul-02 2 Company Listing 1,545,000,000 10-Jul-02 3 Rights Issue I 25:12 @Rp550 837,600,000 26-Sep-05 4 ESOP Converted (2005 to 2008) 77,250,000 5 Delisting -2,659,850,000 27-Apr-09 6 Relisting @ Rp1,562,- 2.659.850.000 05-Jun-20013 Listing History
- 19. Competing Values Analysis- APEX Performances 1,500 2,000 2,500 3,000 3,500 4,000 Stock Price Movement (1st Month) Offering Price at relisting (IPO) Rp. 1.562 (5 June 2013)
- 20. Competing Values Analysis- APEX Performances Financial Statement 2013 2012 ∆ Current Assets 152,051,043 465,143,375 -67% Non Current Assets 638,859,911 246,580,991 159% Liabilities And Equity 119,109,331 79,115,039 51% Non Current Liabilities 389,280,099 399,189,027 -2% Equity 282,521,524 233,420,300 21% Revenue 259,595,002 208,757,661 24% Direct Costs 161,331,971 136,394,546 18% Gross Profit 98,263,031 72,363,115 36%
- 21. Competing Values Analysis- APEX Performances Financial Statement 2013 2012 ∆ Income Before Tax Expense 68,855,235 35,449,657 94% Income Tax Expense - Net (19,616,096) (12,357,313) Net Income for the year 49,239,139 23,092,344 113% Other Comprehensive Income (137,915) (45,462) Total Comprehensive Income 49,101,224 23,046,882 Net income for the year 49,239,139 23,092,344 Total comprehensive income 49,101,224 23,046,882 Basic Earning Per Share 0.0185 0.0087 113%
- 22. Competing Values Analysis- APEX Performances 3865 4946.09 0 1,000 2,000 3,000 4,000 5,000 6,000 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 APEX IHSG Stock Price Comparison
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- 24. Competing Values Analysis- APEX Competing Values Analysis Financial data PT Apexindo Pratama Duta for creating CVF Quadrant Measures for quadrant Proxies used Company Sector Actual Adjusted Actual Adjusted Create Growth Sales growth 0.97 0.97 11.4 11.4 Innovation Standard deviation of market model errors 0 0.12 0.95 0.95 Compete Profit EVA (Economic Value Added)/ROA 6.55 6.55 7.23 7.23 Speed Change in EVA grwoth/ROA Avg 0 6.55 12.14 12.14 Control Quality Gross margin 37.85 37.85 26.79 26.79 Efficiency Asset turnover 0.35 0.35 0.81 0.81 Collaborate Knowledge Future growth values/capital spending 35.38 35.38 8.47 8.47 Community Sales/number of employess 6897311232 689.7311232 3334958240 333.495824
- 25. Competing Values Analysis- APEX Competing Values Analysis Industry vs competing value company PT Apexindo Pratama Duta Type of organization 0.1 1 10 100 1000 I Innovation Growth II Speed Profit III Efficiency Quality IV Community Knowledge Company Sector Innovation Growth Speed Profits Efficiency Quality Community Developement Best Cost
- 26. Conclusion & RecommendedStrategies
- 27. Competing Values Analysis- APEX Conclusion • APEX could be categorized as the company with Compete and Collaborate culture. • In term of Quality, Community and Knowledge, APEX’s scores are higher than average sector’s scores. • In term of Innovation, Growth, speed and Efficiency, APEX’s scores are far lower than average sector’s scores. • APEX should have strategies to escalate the Growth, Speed and efficiency score at least close to the average sector’s scores.
- 28. Competing Values Analysis- APEX Recommended Strategies • Increasing the ROA • Escalating the satisfaction of the existing clients and increasing the company performance to attract potential clients and investors. • Escalating QHSE Performance • Developing cost reduction (Cost Efficiency) Program • Developing Training and Development Program to increase the competency of the employee in order to support Cost Efficiency program and increasing the productivity. • Utilizing available IT system to support Cost Efficiency Program and Increasing the productivity. • Re-structuring the existing organization to achieve the efficient and Effective organization.
- 29. Competing Values Analysis- APEX Strategic Mapping Financial PerspectiveCustomer Perspective Internal Business Process Perspective Learning and Growth Perspective ROA Satisfaction Trust Safety Perfor. Cost Efficiency Productivity Competency Restructuring IT System
- 30. Competing Values Analysis- APEX Balance Score Card Perspective Objective Measures Target Financial Escalating the ROA The growth of ROA 10 % Customer Increasing the satisfaction of the existing clients Client’s complain 0 Complain Escalating the trust of potential clients New Project 1/year Internal Business Process Escalating the safety performance FATALITY 0 Property Damage 50 % Cost Efficiency Total Asset Turnover 10 % Increasing Productivity Total Revenue/Employee 20 % Learning and Growth Training and Development Program hour of employee Trained per year 16 h Using available IT Technology Business Intelligent 100 % Rel. Re-structuring No of Position 10 %
- 31. Conclusion & RecommendedStrategies Thank You