By the year 2005, estimated over 18 million of people living in the built-up area of DKI Jakarta and the urban areas. With population estimate for DKI Jakarta of 13 million, over 5 million people would be living in the urban area adjacent to DKI Jakarta.

The development of large-scale housing areas and new towns surrounding Jakarta has intensified over the last few years, due to the ever-increasing demand for new houses for people living and/or working in the city.

PT Bumi Serpong Damai, a property company that survived the last 1998 crisis - presently holds 50% share of property market in Jakarta. With a strong hold of PT Sinar Mas Group, BSD is an integral part of the regional plan to reduce the pressure of the population growth on Jakarta area.

The competition among the developers is high to attract the consumers by providing attributes of each housing estates such as locations, distances, facility for living in harmony, price, housing concepts, security, type and model of each houses and trust / " confidence to the developer is the most important for consumers to choose the housing estate. Most of consumers still see inflation and interest rate set to rise in the future, prompting them to put on hold their plans to purchase durable goods, houses, furniture and vehicles until next year.

In its business plan which divided into 3 stages, PT BSD is targeting 600,000 populations by year 2019 or 324,000 by end of Stage II in 2009. To meet the target, required population increase from 2006 -2009 would be 56% per annum which is very ambitious in comparison to actual1? .5% growth during last 2 years.

BSD development will continue to build new town as Big City and Big Opportunity by inviting other segmented markets to operate their activities inside the town such local or regional government to provide easy access for the community business and residential, people and public interest to open up new or expanding their business, and most important is inviting local and foreign investors to build the industrial and commercial business. Strategic plans that BSD wants to aim the stage II development though quality development project are:

.Housing and residential

.Commercial (retails, shopping and offices) .Sport and recreation .Education

.Worship / religious .Industrials

BSD has taken the market-driven strategic approach in order to safeguard its long-term competitiveness and attractiveness within the market, which is based on the following key success factors since the new town concepts is built:



.Visionary market driven action plan

.Identification of and response to changing consumer needs and desires .Human resources attraction and enhancement .The creation of location-including assets

.Innovative responses to technological and social changes .Synergy and alliances .A focus on lifestyles

.The provision of infrastructure and facilities to serve the market for the next

century

.Establishment of regional long term economic sustainability

There are 3 strategic pillars that will be taken by BSD for sustainability growth which are as follows:

.Focus on the creation of critical mass to support industrial estate, commercial / retail

.Focus on middle and upper class residential .Effective and efficient

Objective of this thesis is not to review PT BSD's business plan, but rather the Group Field Project conducted to "Analyze Consumers Attribute in Continuous Growth at BSD City" with groundwork of market research conducted between Augusts to September 2005.

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Business Analysis Framework is exercised to see from both External and Internal Factors that influence purchasing power.



Convenience Sampling (non-technique probability) was used in selecting three groups of E respondents (total 95 individual) based on their position toward BSD. Group A -User;

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, Group B -New User and Group C -Non User.

The 5th key factors respondents in making decision for housing estate selection are: .Facility and services

.Security systems and management .Strategic location .Accessibility

.Cozy environment

BSD is being respected by competitors even though its perceived less to mediocre .promotion compare to Kota Wisata, Legenda Wisata and Kelapa Gading /Summarecon. P However, there are some key factors that BSD could improve based on customers analysis f or external such as not easy accessibility, long distance from work place, lot strategically

located, internal situation within BSD organization and its linkage to the corporate management such as cross alignment of each SBU and slogan deployment and promoted internally.

Based O;~ findings, literature and customer survey, we extended set of qualitative suggestion and recommendation for PT BSD to capitalize in closing the gap.





Research Location : PT Bumi Serpong Damai (BSD)