The document discusses the implementation of corporate strategic planning functions at Waroeng Special Sambal, a popular culinary business in Central Java, Indonesia. It begins with an overview of why strategic planning is important for achieving organizational goals and competitive advantage. It then provides details about Waroeng Special Sambal's history and success. The document reviews the concepts of strategic planning and outlines the 10 steps in John Bryson's strategic planning process, which includes initiating the process, clarifying the organization's mission and values, assessing strengths/weaknesses, identifying strategic issues, formulating strategies, and reassessing plans.

1. IMPLEMENTATION OF COMPANY STRATEGIC PLANNING FUNCTIONS
IN “WAROENG SPECIAL SAMBAL”
BY:
ALIYANA SALMA NAFISYA (20/456876 / SV / 17323)
DEPARTMENT OF ECONOMICS AND BUSINESS
PUBLIC SECTOR ACCOUNTING STUDY PROGRAM
VOCATIONAL SCHOOL OF GADJAH MADA UNIVERSITY
YOGYAKARTA
2021

2. CHAPTER I
WRITING BACKGROUND
I.1 Why Choose Corporate Strategic Planning Management
In Management, planning and strategy are used to achieve organizational goals. Planning is the
most important function, becausewithout planning other functions cannot be implemented and of course
management objectives will not be achieved. The planning function in management is how company
directors set goals to be achieved and formulate strategies to achieve goals. The benefits of the
management function include planning to minimize errors that may occur, the activities of each
management unit aremore organized, planning can facilitatemonitoring of activities carried out, whether
they are in accordance with what has been planned or not, threats and obstacles that may occur can be
predicted and overcome as early as possible. maybe. Therefore, the planning function is followed by
determining the company's strategy, strategy can also be interpreted as a step taken by a company to
support its production activities so as to generate profits.
Strategy is a tool to achieve goals or competitive advantage by looking at internal and external
factors of the company. The company takes actions that can makea profit for both the company and other
parties under the auspices of the company. These strategic concepts are distinctive competence and
competitive advantage. Both of these concepts are actions or efforts developed by the company to be
superior to competing companies. Therefore, there are types of company strategies such as management
strategies, which include strategies that can be carried out by management with a macro strategy
development orientation. For example, product development strategy, pricing strategy, market
development strategy, finance and so on.

3. I.2 Why choose the Special Sambal Waroeng Business.
Waroeng SS is a culinary business unit that is well known by the people of Central Java, especially
the Yogyakarta region. This culinary business unit offers products that are different from other food stalls,
namely chili sauce with various variants but still attaches the characteristics of the Javanese tongue. A
successful business that was founded in 2002 by an Engineering student at Gadjah Mada University has
now earned a turnover of billions of rupiah per month, and its outlets have reached hundreds of branches
in Indonesia and 1 branch in Malaysia. That is why this paper intends to examine the strategic planning
carried out by the founder of Waroeng SS at the start of his business until now and to find out the
marketing strategy of his culinary products so far.
According to the Provincial BPS (Central Statistics Agency) D.I. Yogyakarta that the restaurant
industry business in Yogyakarta is growing increasingly, Yogyakarta region itself is a potential area for
business in the culinary field. Therefore, the more the culinary business develops, the restaurant
competition will become very competitive. This is a challenge for restaurants to implement a branding
strategy in order to strengthen the brand in their consumers. Armed with a definite vision and mission,
restaurant owners must have thought far ahead about how to package flagship products that are quality,
attractive, and liked by consumers.

4. CHAPTER II
REVIEW LITERATURE
II.1 Definition and explanation of Corporate Strategic Planning
Strategic Planning is the process of selecting organizational goals, determining strategies,
policies and strategic programs needed for these goals, and determining the methods needed to ensure
that strategies and policies have been implemented (Handoko, 2003 ). Strategic planning includes a
framework and processes that will guide the company to develop and progress. Strategy is a long-term
goal of a company, to achieve the company's goals, all existing human resources must work in the right
system and optimize all the capabilities of the company's resources (Handoko, 2003). A good
understanding of the concept of strategy and other related concepts will greatly determine the success of
the developed strategy. These concepts are as follows:
1. Distinctive Competence: actions taken by a company in order to perform activities better than its
competitors.
2. Competitive Advantage: specific activities developed by the company to be superior to its competitors.
There are three reasons that indicate the importance of strategic planning (Ibid, p. 2003), namely:
1. Strategic planning provides the basic framework so that other forms of planning must be taken.
2. An understanding of strategic planning will make it easier to understand other forms of planning.
3. Strategic planning is the starting point for understanding and assessing the activities of managers and
organizations.
Strategic planning is an important part of strategic management because it will be
implemented and controlled depending on what the plan has been prepared and considering
environmental factors. For this reason, the discussion of strategic planning is very important as the main
foundation for the implementation and control of strategy in the organization. A strategic plan is
sometimes referred to as a business or institutional development plan, which details the benchmarks the
institution will use to achieve its mission. In a competitive education market the production of a strategic
plan is very important. Without this plan, institutions will be less focused (Edward, 2012)

5. II.2 Series of Strategic Planning
According to John M Bryson, there are 10 steps in strategic planning which include:
1. Intiate And Agree On A Strategic Planning (Initiating and Agreeing on a Strategic Planning Process)
This step aims to negotiate agreements with people who make decisions or opinion formers about all
strategic planning efforts and the most important planning steps.
2.Identify Organizational Mandates (Clarify the organizational mandate)
This is to clarify the meaning of mandate normally and informally, the organizational mandate contains
things that must be implemented.
3. Clarify Organizational Mission and Values (Clarifying the Mission and Values of the Organization)
Clarify the organization's mission and values which will result in a stakeholder analysis and an
organization's mission statement. According to Bryson, "An organization mission and mandates also
points the way toward the ultimate organization and creating public values" (Bryson, 2004).
4. Assess The External And Internal Environments To Identify Strengths, Weaknesses, Opportunities,
And Threats (Assessing External and Internal Environments)
The planning team must explore the environment within the organization to identify opportunities and
threats facing the organization. Assessing the internal environment is an effort to identify the strengths
and weaknesses that exist in the organization. We can recognize it from resources (inputs), current
strategy (processes), and performance (outputs).
5.Identify The Strategic Issues Facing The Organization
The purpose of identifying strategic issues is to identify the main policy options that the organization will
make. The strategic issue statement contains three elements: (1) The strategic issue must be clearly
stated, (2) the various factors that make the issue a fundamental challenge must be listed (3) make a
statement regarding the strategic issue (Bryson, 2004).
6. Formulate Strategies To Manage The Issues
Formulate and adopt strategies and plans. although the two steps tend to be closely related in practice,
they should be kept separate in the planning team member's mind. Strategies can be thought of as

6. patterns of goals, policies, programs, decisions actions and resource allocations that define what an
organization is, what it does, and why it does it (Bryson, 2004).
7. Review And Adopt The Strategies Or Strategic Plan (Reviewing And Adopting Strategies And Strategic
Plans)
Review and approve strategies and plans to facilitate decision makers so that when implemented they
can run effectively. Formulate a strategy for managing the issues, a strategic plan is drawn up based on a
SWOT analysis.
8. Establish An Effective Organization Vision
Develop a vision for organizational success. An overview of the success of the organization if it implements
a predetermined strategy.
9. Develop An Effective Implementation Process
Development of an action planning process such as the role of implementation and responsibilities of
organizational members, specific targets for expected results and important events, relevant handling
steps, preparation of schedules, resources needed and where to obtain them, communication processes,
review processes, monitoring and correction procedures for work walk, and accountability procedures
(Bryson, 2004).
10.Reassess The Strategies And The Strategic Planning Process
Reassessing the strategy and strategic planning process is a necessary review in the next planning.