Analisis sustained competitive advantage perusahaan minyak goreng di indonesia melalui pendekatan resource-based view (studi kasus di pt.smart tbk.marunda)

Indonesia as the biggest palm oil poducer in the world exported the majority of its product to fill global market demand. Government urge downstreaming of palm oil industry by issuing Finance Ministry Regulation No. 136 Year 2015 regarding progressive export tax (Sekretariat Kabinet, 2015). The industry responded by building new palm oil refineries and upgrading existing plant’s capacity to increase processed palm oil production and its export. Government on the other hand issued Presidential Instruction No. 8 Year 2015 regarding moratorium on conversion of primary natural forests and peat which limit the expansion of plantation area and furhter limit the raw material supply for cooking oil industry in Indonesia. These conditions affect competition level within palm oil industry. Ministry of Agriculture (2017) publish data of palm cooking oil usage annual growth rate up to 25,90% as an opportunity available to grab by every cooking oil producer. Frontier Consulting Group publish their survey of selected palm cooking oil brands from 2012-2018 which shows ranks and level of competition in consumer pack product. Filma brand (PT. SMART Tbk.) along with Tropical, Sania and Sunco brands sit as follower with each scored less than 20%. Bimoli brand (PT. Salim Ivomas Pratama Tbk.) leading the score with 40-50%. Companies within the same industry, facing the same challenges and opportunity yet have significantly different performance. It became interesting to seek the differentiating factors within the company that affect the company’s performance. This research aims to identify company’s resources and capabilities using Value Chain Analysis (VCA), analyze resources and capabilities identified using VRIO framework and formulate company strategy to achieve sustained competitive advantage through in-depth interview and literature review. The company has two valuable capabilities but not organized properly and resulting competitive disadvantage. The company has two resources and two capabilities only match the VRO criteria and resulting temporary competitive advantage because the competitors can easily imitate or subtitute them. The company has one resource and one capability which match all VRIO criteria and became source of sustained competitive advantage for the company