PT. Pertamina as state own oil company for years has been become the icon of the oil industry in the country which also monopolized the retail business to end customer, gas station which called SPBU. Even the brand which used in SPBU is Pertamina, actually the owner of the SPBU mostly own by private company or private Institution that work together with Pertamina. But since the opening of Indonesian upstream oil & gasoline market based on the Oil & Gas Regulation (Undang-Undang Migas No. 22 tahun 2001), the paradigm has shifted the SPBU industrial situation from monopolistic to open competition. The situation make Pertamina have to compete with world class player which might theat Pertamina`s position as the market leader in the industry. To win the competition, PT Pertamina (Persero) has established a subsidiary company called PT Pertamina Retail (PR) to develop and operate SPBU under Pertamina brand.

In order to have operational excellence, PR should have strategy which is suitable with the current condition and it have to be able to achieve its defined vision and mission.

This IPMI Group Field Project developed the strategy using a Customer Survey & Value Innovation Analysis. From the analysis, it was concluded that in order to win the competition Pertamina Retail strategy are to delight their customers by fulfilling their basic needs & create some differentiation. In order to do so, Pertamina retail requires a mechanism to describe the total picture of their strategies, transform them into implementable activities and conduct pre-implementation and perspective linkage check.

The team recommended Pertamina retail to use Strategy maps to describe the total picture of the strategies and use Balanced Scorecard to transforms the strategies into strategic measures and implementable activities.

Research Location : PT. Pertamina Retail SPBU

Supervisor : Alexander Cyrus

Accepted : 14 November 2006



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