NATIONAL RENEWABLE ENERGY STRATEGY:

EIGHT (8) STEPS DESIGNING THE STRATEGIC PLANNING

Bambang Sugiyono Agus Purwono, Ubud Salim, Djumahir, and Solimun

Doctorate Program in Management Science,
Faculty of Economics – University of Brawijaya - Indonesia
Email:bambang_sap@yahoo.com

Abstract

Purpose – The purpose of this paper is to introduce the eight (8) steps designing the
Strategic Planning and to consider how to design the National (Indonesia) Renewable
Energy Strategic Planning that have not been published or designed.
Design/methodology/approach – Using the informants of 35 people from four different
countries, there are from the Republic Democratic of Timor Leste (there are eight
people, three ministers, one producer, and four users), Malaysia (one informant who is
the Dean of Faculty Mechanical Engineering-University of Technology of Malaysia),
German (one informant who is the Director of RDTL GTZ) and Indonesia (26 people,
there are one minister, three ex ministers, one board of committee of the Bank Danamon,
five producers, eight researchers, and the rest are users). The eight (8) steps designing the
Strategic Planning are Vision, Missions, Objectives, Strategies, Policy, Program,
Budgets, and Procedures. The method of analysis is Qualitative approach.
Findings – The paper finds that, practitioners can design the corporate strategic planning
using the eight (8) steps designing the Strategic Planning easily.
Practical implications – The findings of the study are useful for administrators, project
managers, and practitioners.
Limitations - The findings of the study do not discuss the business ethics, values, and the
external and internal factors.
Original/value – The paper is a part of the dissertation resulting the eight (8) steps
designing the Strategic Planning or is a part of the continuing study by the author
(Bambang Sugiyono Agus Purwono) on the strategic planning.

Keywords Strategic Planning, Renewable Energy, Community.

Paper type Research paper

Introduction

The interesting phenomena in Indonesia (in some provinces) in the middle of the year
2005 is the longest queuing of the public transportation and private cars in the SPBU
(Public Gas Station). Some cars have to wait for queued fueling the gasoline or diesel oil
for a half day, because there is not enough fuel in the SPBU. If there is any gasoline or
diesel oil in the SPBU, the fuel price increases very highly and the volume is very

1
limited. The problem solution is to substitute the fossil fuel or non- renewable energy
(the gasoline and diesel oil) with the non-fossil oil or bio-fuel or alternative energy or
renewable energy (e.g. Straight Jatropha Curcas Oil/SJC Oil, Cassava, Algae, sugar cane
residual, etc).

The background of this paper is the decreasing of the deposit of the fossil fuel (the crude
oil and diesel oil), the increasing price of the crude oil and diesel oil, the increasing need
for the crude oil and diesel oil, the need for the alternative energy or renewable energy,
creating the jobs for new workers in the agricultural and rural areas, concerning with the
pollution because content of the exhaust gas or the emission of the exhaust gas from the
public transportation system and private cars, and the publishing of the National Energy
Policy of The Republic Of Indonesia and The Availability of Bio-fuel Act in January 25,
2006.

The Economic Potential

The average diesel oil consumption level in Indonesia is up to 14 millions kiloliter or

88.000 barrel (1 barrel = 159,25 liter) every year. For making a substitution of 5% only,
it needs about 700 thousand kiloliter (4.400.000 barrel) of bio-diesel every year. That
bio-diesel demand actually can be obtained easily in Indonesia, because Indonesia is rich
enough with a lot of plants that can produce bio-diesel mixture. The main source of bio-
diesel is the cheap CPO (Crude Palm Oil) and SJC oil.

The SJC plants specialist from ITB, Manurung, R, described that 1 Ha of SJC plant can
produce about 4.3 tons of oil per year or can be obtained about 4.7 kiloliter of bio-fuel
per year. Remembering that the SJC plant can grow in the dry areas and Indonesia has
extensive dry areas, so castor planting is expected to give an excess for the society.

Besides, the planting SJC plants for bio-diesel supply is also good for increasing the
productivity of the dry areas and later can increase the land owner’s income. This dry
area exploitation also will not affect the food supply, because it never happens in such an
area to cause compete between food plant and SJC plant. According to the data from
BPS, in 2003 the critical area in Indonesia is up to 22 million Ha. Based on the estimation
of Manurung, R, above, the planting of SJC plant in the critical area only 10% we can
obtain 10.3 million kiloliter of bio diesel every year.

After the realization and distribution of the bio-fuel or bio-energy, the government and
the people will receive:

1. The reduction of the operating cost in industries, because the price of the bio-fuel
is lower compared to gasoline and diesel oil.
2. The fishermen will be able to fish and sail their boats (fueling the bio-diesel oil)
which will allow them to produce for the domestic and export commodities.
3. The involvement of the people who live around the bio-fuel factories as workers
(create new jobs).

2
 4. The reducing of the operating cost of the factories, because the bio-fuel price is
lower than the gasoline and diesel oil.
5. The increasing of the knowledge and skill of the people who live around the bio-
fuel oil factories.
6. The increasing of the regional income or tax for the regional government.

Government Commitment

There are many of the Government commitments such as the Presidential Regulation No.
5 (2006), about National Energy Policy, the Presidential Directive No. 1 (2006), about
supplying and exploiting of Bio-fuel as another (alternative) fuel, the Government is
planning to mix diesel oil with SJC oil or bio-diesel up to 10% in 2010, PT Pertamina’s
target to change 400.000 kiloliter of diesel oil with bio-fuel from SJC oil in three years
and later will be marketed through more than 200 gas Station in Jakarta, Surabaya and
Denpasar (Hanung Budya, Vice Director of Commercial of PT Pertamina, Ltd), LoC
(Letter of Commitment) between Eco-Securities with 11 Indonesian companies to
guarantee SJC oil market (November 22, 2005), the forming of the National Team to Bio-
fuel Program, which is recognized by Al-Hilal Alhamdi, Director General of Oil and
nature Gas decree no. 3674K/24/DJM/2006 dated on March 17, 2006 about allowing the
mixing gasoline with 10% ethanol, and the Government has determined SNI 04-7182-
2006, that is standard for substitution of fuel of diesel motor (B10). With these Letters, it
means the using of B10 and E10 can be used legally by the society.

The eight (8) steps designing the Strategic Planning

Hitt, MA (2005: 7) stated that the strategy is an integrated and coordinated set of
commitments and actions designed to exploit core competencies and gain a competitive
advantage. Koontz, H and Heinz Weihrich (1988: 58) stated that Strategic Planning can
be used as a set of concepts or statements that integrates the organizations’ goals,
policies, and action in order to fulfill the organizations’ future mission. Strategic planning
can help the organizations to achieve their long-term objectives. Strategic planning is the
systematic identification of opportunities and threats that lie in the future. Strategic
planning can build expected future trends, data, and assumptions. Strategic planning is
much more action oriented than long range planning. And the Strategic planning will
improve the company performance.

In this paper the writer will discuss the eight (8) steps that anyone can design their own
strategic planning using these eight (8) steps designing the strategic planning. The eight
(8) steps are:

1. Vision,
2. Missions,
3. Objectives,
4. Strategies,
5. Policy,
6. Program,

3
 7. Budgets, and
8. Procedures.

Figure 1 presents the eight (8) steps designing the strategic planning.

Figure 2 presents the definition of every step in the eight (8) steps designing the strategic
planning.

For the purpose of this discussion some of the steps will be taken separately.

Figure 1 The eight (8) steps designing the strategic planning

Figure 2 The definition of the strategic planning

4
The eight (8) Step discussion

Step 1 - Vision

Determining the strategic direction of a firm involves developing a long-term vision of

the firm’s strategic intent. A long-term vision seems typically at least five to ten years
into the future. A philosophy with goals, this consist of the image and character of the
firm. The ideal long-term vision has two parts: a core ideology and an envisioned future.
While the core ideology motivates employees through the company heritage, the
envisioned future encourages employees to stretch beyond their expectations of
accomplishment and requires significant change and progress in order to be realized. The
envisioned future serves as a guide to many aspects of a firm’s strategy implementation
process, including motivation, leadership, employee empowerment, and organizational
design (Hitt, MA, 2005: 385).

A vision is a statement about what the organization wants to become. All members of the
organization should be able to identify themselves with it and it should help them to feel
proud, excited, and be part of something that is much bigger than themselves. A vision
should stretch the organization’s capabilities and image of itself. It gives shape and
direction to the organization’s future.

Vision ranges in length from a couple of words to several pages, the shortest is, the
easiest to remember. Effective vision statements are clear, concise, catchy, and
memorable.

The definitions of the vision are:

1. The impossible dream, and

2. A specific, detailed statement of direction.

The key vision ingredients are:

• It is clear,
• It is challenging,
• It can be, and
• It must be.

Figure 3 presents the vision of National Renewable Energy Strategy.

Step 2 - Mission

When properly constructed, a mission statement should provide a clear, concise

description of an organization’s overall purpose. A mission statement should answer
three questions:

1. What do we do?

5
 2. How do we do it?
3. For whom do we do it?

The mission can enable large groups of individuals to work in a unified direction toward
a common cause. A good mission statement is compelling, passionate, and energizing. It
should be risky and challenging, but also achievable.

Figure 3 The Vision and Mission statements

An effective mission statement has these key characteristics:

• Clear: No complex words; no awkward wording.

• Concise: The fewer words the better; less than 25 if possible.
• Catchy: Snappy sounding without using slang or colloquialisms.

The definition of the mission are:

1. A statement of the organization’s people – what it wants to accomplish in the

larger environment.
2. It states who you wish to reach.
3. What business are we in?

The prerequisite of the mission are:

1. Market oriented,
2. Realistic,
3. Specific,
4. Market environment,
5. Distinctive competencies, and
6. Motivating.

6
Figure 3 presents the mission of National Renewable Energy Strategy.

Step 3 - Goals/Objectives

Mission and vision, although frequently short statements, are broad, encompassing and
far-reaching. They can often seem overwhelming and perhaps even impossible to
achieve. Goals and objectives create the bite size pieces, the road map and manageable
stepping stones to achieve the mission, make the vision a reality, and navigate the course
we have set for our business, or for ourselves.

Goals are the bigger fuzzy things and objectives are the SMART:

• Specific,
• Measurable,
• Attainable (accountable),
• Rewarding (realistic), and
• Timed (timeliness).

Steps through which we achieve our goals.

To be effective goals and objectives they must be written. If they aren’t written they’re
merely ideas with no real power or conviction behind them. Written goals and objectives
provide motivation to achieve them and can then be used as reminder to you and others.
Clearly and specifically written, they also eliminate confusion and misunderstanding.

Having well developed goals and objectives also helps:

• Maintain focus and perspective,

• Establish priorities,
• Lead to greater job satisfaction, and
• Improve employee performance.

As time goes on and goals are achieved, or conditions and situations change, it’s
important to reevaluate and establish new goals and objectives. Failure to periodically set
new or more challenging goals can lead to stagnation in the business and boredom among
employees.

The definition of the objectives (Figures 4 and 5) are:

1. The end results of planned activity,

2. They state what is to be accomplished by when and should be quantified if
possible,
3. A desirable change in its characteristics, and
4. An object of effort or ambition.

The prerequisite of the objectives should be as specific as possible.

7
The key objectives ingredients are:

1. Profitability (Net Profits),

2. Efficiency (Low cost, etc),
3. Growth (Increase in total assets, sales, etc),
4. Shareholder wealth (Dividents plus stock price appreciation),
5. Utilization of resources (ROE, ROI),
6. Reputation (being considered a “TOP” Firm),
7. Contribution to employees (Employement security, wages, diversity),
8. Contribution to society (taxes paid, participation in charities, providing a needed
product or service),
9. Market leadership (Market share),
10. Technological leadership (Innovation, and creativity),
11. Survival (avoiding bankcruptcy), and
12. Personal needs of top management (using the firm for personal purposes, such as
providing jobs for relatives).

Figure 4 The Objectives statements

Step 4 - Strategy

For years the military used the word “strategies” to mean grand plans made in the light of
what is believed and adversary might or might not do. While the term “strategies” still
usually has a competitive implication, managers increasingly use it to reflect broad areas
of an enterprise operation.

Three definitions are indicative of the most common usages of the term strategies are

1. general programs of action and deployment of resources to attain comprehensive

objectives,

8
 2. the program of objectives of an organization and their changes, resources used to
attain these objectives, and policies governing the acquisition, use, and disposition
of these resources; and
3. the determination of the basic long-term objectives of an enterprise and the
adoption of courses of action and allocation of resources necessary to achieve
these goals.

The definitions of the Strategy are:

1. The art (knowledge) or science (an organized knowledge) of war.

2. Skill managing any affair.
3. The use of a track in order to succeed in some purposes.

The prerequisite of the strategy are:

1. Market penetration,
2. Product development,
3. Market development, and
4. Product diversification.

Step 5 - Policy

Policies also are plans in that they are general statements or understandings which guide
or channel thinking in decision making. Not all policies are “statement”; they are often
merely implied from the actions of managers (Figure 6).

Policies define an area within which a decision is to be made and ensure that the decision
will be consistent with, and contribute to, an objective or is a broad guideline for decision
making that links the formulation of strategy with its implementation. Policies help
decide issues before they become problems, make it unnecessary to analyze the same
situation every time it come up, and unify other plans, thus permitting managers to
delegate authority and still maintain control over what their sub-ordinates do.

Step 6 - Program

Program are a complex of goals, policies, procedures, task assignments, steps to be taken,
resources to be employed, and other elements necessary to carry out a given course of
action; they are ordinarily supported by budgets (Figure 7).

The definition of the program is activities needed to accomplish the plan.

Step 7 - Budgets

A budget is a statement of expected results expressed in numerical terms. It may be

referred to as a “numberized” program. In fact, the financial operating budget is often
called a “profit plan.” It may be expressed either in financial terms or in terms of labor-

9
hours, unit of product, machine-hours, or any other numerically measurable term. It may
deal with operations, as the expense budget does; it may reflect capital outlays, as the
capital expenditures budget does; or it may show cash flow, as the cash budget does.

The definition of the budgets is the cost of programs or some budgets are also control
devices (Figure 8).

Figure 5 The Strategy statements

Figure 6 The Policy statements

10
 Figure 7 The Program statements

Figure 8 The Budgets statements

Figure 9 The Procedures statements

11
Step 8 - Procedures

Procedures are plans that establish a required method of handling future activities. They
are guides to action, rather than to thinking, and they detail the exact manner in which
certain activities must be accomplished. They are chronological sequences of required
actions.

The definition of the procedures is sequence of steps needed to do the job (Figure 9).

Conclusions

The eight steps designing the strategic planning are Vision, Missions, Objectives,
Strategies, Policy, Program, Budgets, and Procedures.

The eight steps designing the strategic planning is a part of the strategic management
process. It helps to create a corporate strategic planning by administrators, project
managers, and practitioners easily.

References

Amaratunga, D, David Baldry, Marjan Sarshar, and Rita Newton. 2002. Quantitative and
qualitattive research in the built environment: application of “mixed” research
approach, Work study journal 51 (1): 17-31.

Ananta, A. 2003. The Indonesian crisis: A human development perspective. Institute of

Southeast Asian Studies. Singapore.

Ansoff, I. 1957. Strategies for diversification, Harvard Business Review, Boston. 1957.

Ansoff, I. 1965. Corporate Strategy, McGraw Hill, New York.

Arbuckle, J L., and Werner Wothke. 1999. Amos 4.0: User’s Guide, Small Water
Corporation, Chicago.

Arikunto, S. 2006. Prosedur Penelitian: Suatu pendekatan praktik. Edisi VI. Penerbit
Rineksa Cipta. Jakarta.

Arikunto, S. 2005. Manajemen Penelitian. Edisi Revisi. Penerbit Rineksa Cipta. Jakarta.

Bungin, B. 2001. Metodologi Penelitian Kualitatif: Aktualisasi Metodologis ke Arah

Ragam Varian Kontemporer. Rajagrafindo Persada. Jakarta.

Bungin, B. 2005. Metodologi Penelitian Kuantitatif: Komunikasi, Ekonomi, Kebijakan

Publik, serta Ilmu-ilmu Sosial Lainnya. Kencana Prenada Media Group. Jakarta.

12
Bungin, B. 2007. Penelitian Kualitatif: Komunikasi, Ekonomi, Kebijakan Publik, dan
Iilmu Sosial Lainnya. Kencana Prenada Media Group. Jakarta.

Calingo, LMR. 1997. Strategic Management: In the Asian Context, John Wiley and Sons,
Singapore.

Calingo, LMR. 1997. The Evolution of Strategic Quality Management, International

Journal of Quality and Reliability Management 13 (9): 19-37.

Certo, SC. and J Paul Peter. 1995. Strategic Management: Concepts and Application,
Third Edition, Austen Press, Chicago.

Chen, Y, BJ Collier, and JR Collier. 1999. Application of cluster analysis to fabric

classification, International Journal of Clothing Science and Technology 11 (4):
206-215.

Cheney, D, 2001. National Energy Policy: Report of the National Energy Policy
Development Group, US Government Printing Office, Washington.

Chow, I, Chow, I, Neil Holbert, Lane Kelley, and Julie Yu. 2004. Business Strategy: An
Asia-Pacific Focus, Second edition, Prentice Hall-Pearson, Singapore.

Cooper, D R, and Pamela S Schinder. 2006. Business research methods. 9th Edition.
McGraw-Hill/Irwin. New York.

Cooper, D R, and C William. 1996. Business research methods. 5th Edition. Richard D
Irwin. New York.

Cravens, D W. 2000. Strategic Marketing. McGraw-Hill Companies. Boston.

Creswell, J W. 1998. Qualitative inquiry and research design: Choosing among five
traditions, Sage Publications, New Delhi.

Crowe, T J., and Chao-Chung Cheng. 1995. Using quality function deployment in
manufacturing strategic planning. International Journal of Operations and
Production Management 16 (4): 35-48.

David, F R. 2005. Strategic Management: Concepts and Cases, 10th Edition, McGraw-
Hill and Irwin, New Jersey.

Dillon, W R. and Matthew Goldstein. 1984. Multivariate Analysis: Methods and

Applications, John Wiley and Sons, New York.

Eldabi, T, and Zahir Irani, Ray J Paul, and Peter ED Love. 2002. Quantitative and
Qualitative decision making methods in simulation modelling, Management
Decision journal 40 (1): 64-73.

13
Ferdinand, A. 2006. Structural Equation Modeling dalam Penelitian Manajemen. Edisi 4.
BP-UNDIP. Semarang.

Ferdinand, A. 2006. Metode Penelitian Manajemen. Edisi 2. BP-UNDIP. Semarang.

Feurer, R. 1995. Analysis of Strategy Formulation and Implementation at Hewlett-

Packard, Management Decision Journal 33 (10): 4-16.

Feurer, R, and Kazem Chaharbaghi. 1995. Researching strategy formulation and

implementation in dynamics environments, Journal of Benchmarking for Quality
Management and Technology 2 (4): 15-26.

Feurer, R, and Kazem Chaharbaghi. 1995. Strategy Formulation: a learning methodology,

Journal of Benchmarking for Quality Management and Technology 2 (1): 38-55.

Fries, J. 2006. The contribution of business intelligence to strategic management, A

Dissertation, Vrije Universiteit, Brussel.

Ghozalli, I. 2007. Aplikasi analisis multivariate dengan program SPSS. Badan Penerbit-
UNDIP. Semarang.

Green, J H. 1996. Renewable energy systems in Southeast Asia. PennWell Books.

Oklahoma.

Graetz, F. 2002. Strategic thinking versus strategic planning: towards understanding the
complementarities, Journal of Management Decision 40 (5): 456-462.

Griffin, M D. 2006. 2006 NASA Strategic Plan, Houston.

Gujarati, D N. 2003. Basic Econometrics, Fourth Edition, McGraw_Hill, New York.

Hanson, D, and Martin Grimmer. 2007. The mix of qualitative and quantitative research
in major marketing journals, 1992-2002, European Journal of Marketing 41 (1/1):
58-70.

Hair, J F., Rolph E Anderson, Ronald L Tatham, and William C Black. 1998.
Multivariate data analysis, Fifth Edition, Prentice Hall, New Jersey.

Hermanto, B. 2006. Cases in Management: Indonesian’s real companies. Penerbit

Salemba Empat. Jakarta.

Hicks, C R. 1982. Fundamental Concepts in the Design of Experiments, Holt, Rinehart

and Winston, New York.

14
Hitt, MA., R Duane Ireland and Robert E Hoskisson. 2005. Strategic Management:
Competitiveness and Globalization, Sixth Edition, Thomson-south Western, Ohio.

Houghton, JD., and Christopher P Neck. 2002. The revised self-leadership questionnaire:
Testing a hierarchical factor structure for self-leadership, Journal of Managerial
Psychology 17 (8): 672-691.

http://en.wikipedia.org/wiki/Strategic_management. tanggal 20 Desember 2006.

http://www.opec.org/Annual Statistic Bulletin 2007, 5 Maret 2008.

http://www.esdm.go.id/, 5 Maret 2008.

http://www.pertamina.org/, 5 Maret 2008.

http://www.bloomberg.com/, 25 Oktober 2008.

http://www.nytimes/, 20 Oktober 2008.

http://www.adb/globalization/ADR_Vol20-2_Stiglitz.PDF, 29 Desember 2006.

http://www.epa.gov/, 29 Desember 2006.

http://www.ethanol.org/. 29 Desember 2006.

http://www.pln.co.id/, 29 Desember 2006.

http://www.distillery-yeast.com/, 29 Desember 2006.

http://www.distillery-yeast.com/Fuel Ethanol Stills, 29 Desember 2006.

http://www.RFA.org/, tanggal 29 Desember 2006.

http://www.greenhouse.gov.au/Australian Energy Act, 2 Desember 2006.

http://www.wtrg.com/prices.htm, 29 Oktober 2009.

http://technologyindonesia.com/, 31 Oktober 2008.

http://www.kompas.com/, 25 Oktober 2008.

http://www.tempointeraktif.com/, 25 Oktober 2008.

http://www.jawapos.com/, 25 Oktober 2008.

http://www.business-news.com/, 02 November 2008.

15
Idrus, MS, and J Slaunton, A Strategic Planning approach to the evaluation of
performance: A theoretical Framework, Journal Management Forum 15 (1): 21-35.

IEA. 2008. Key world energy statistics, http://www.iea.org/statistics/, 02 Desember 2008.

Joreskog, K G., and Dag Sorbom. 1996. Lisrel 8: User’s Reference Guide, SSI, Chicago.

Kerkovsky, M, 2003. Research into Strategic Management in Czech Companies, Faculty

of Business and Management, University of Technology Brno, Czech.

Kondo, Y. 1988. Techniques: Hoshin Kanri – A Participative Way of Quality

Management in Japan, The TQM Magazine 10 (6): 425-431

Koontz, H and Heinz Weihrich. 1988. Management, McGraw_Hill Book Co., New York.

Kotler, PE. 2000. Marketing management. Prentice Hall International. New Jersey.

Kusumaatmadja, S. 1996. Keputusan Menteri Negara Lingkungan Hidup Nomor 15

tahun 1996 tentang: Program Langit Biru. Jakarta.

Lee, RG, and BG Dale. 1998. Policy Deployment: an Examination of the Theory,
International Journal of Quality and Reliability Management 13 (9): 520-540.

Loewen, P, and Robert Loo. 2004. Assesing team climate by qualitative and quantitative
approaches, The Learning Organization journal 11 (3): 260-272.

Lumban, B. 2002. Listrik untuk kesejahteraan rakyat. Grafika Indah. Jakarta.

Malik, N. 2007. Orientasi strategi manajemen sumber daya manusia dan kinerja pasar
perusahaan perbankan, PDIM PPs-FE Unibraw, disertasi, Malang.

Masroni, dan Bambang Sugiyono AP. 2007. Strategi Produksi Bahan Bakar Nabati (Bio-
Fuel) di PT AG, Penelitian, Politeknik Negeri Malang, Malang.

Maholtra, N K.. 1993. Marketing Research: An Applied Orientation, Fourth Edition,

Prentice Hall, New Jersey.

Maxwell, JC, 2002. The Maxwell Leadership Bible, Maxwell Motivation, Inc.,
Tennessee.

McMahon, D. 1999. The Contribution of Chester I Barnard to Strategic Management

Theory, Journal of Management History 5 (5): 228-240.

Miller, I, and John E Freund. 1985. Probability and Statistics for Engineers. Third
Edition. Prentice Hall of India. New Delhi.

16
Moleong, L J. 2007. Metodologi Penelitian Kualitatif. Edisi Revisi. Penerbit PT Remaja
Rosdakarya. Bandung.

Montgomery, C A, and Michael A Porter. 1991. Strategy: Seeking and Securing

Competitive Advantage. A Harvard Business Review Book. Boston.

Neuman, W L. 2000. Social research methods: Qualitative and Quantitative approaches.

Fourth edition. Allyn and Bacon. Boston.

Newman, Y. 1982. Strategy in action: The execution, Politics, and Payoff of Business
Planning. The Free Press. London.

Nicholas, R F. 1992. The neglected service industries od Eastern Europe: Some

quantitative and qualitative aspects, International journal of Service Management
3 (3): 46-61.

Nugroho, R. 2002. Public Policy. Penerbit PT Elex Media Komputindo. Jakarta.

Parkin, N, MJ Linsley, JFL Chan, and DJ Stewardson. 2002. The introduction of QFD
in a UK original equipment manufacturer, Managerial Auditing Journal 17 (1): 43-
54.

Pearce, JA., and Richard B Robinson. 1994. Strategic Management: Formulation,

Implementation, and Control, Fifth Edition, Irwin, Chicago.

Pekdemir, I, C Cuneyt Arslantas, Aykut Berber, and Arzu Ulgen. 2001. A Study on
Hoshin Kanri Planning System Applications in Companies that have received ISO
9001-9002 Certifications from the Turkish Standards Institution, Istambul.

Porter, M E. 1980. Competitive Strategy, Free Press, New York.

Prawoto, RB. 2001. Proses Pembuatan Keputusan Pembangunan Desa (Studi Kasus di
desa Randu Agung Kecamatan Singosari Kabupaten Malang). Jurnal Ilmu-ilmu
Sosial 13 (2): 237-246.

Pun, KF, KS Chin, and Henry Lau. 2004. A QFD/Hoshin Approach for Service Quality
Deployment: A Case Study, Journal of Managing Service Quality 10 (2): 156-169.

Pun, K F. 2004. A Conceptual Synergy Model of Strategy Formulation for

Manufacturing, International Journal of Operations and Production Management
24 (9): 903-928.

Purwono, Bambang Sugiyono A, Suyanta, dan Zahratul Jannah. 2006. Analisis

Perbandingan Sifat Mekanis dan Kimia antara Minyak Jarak (Bio-Diesel) dan
Solar (Diesel Oil), Penelitian, Politeknik Negeri Malang, Malang.

17
Purwono, Bambang Sugiyono A, dan Masroni. 2006. Aplikasi Upstream Supply Chain
Management di PT SB Malang, Proceeding Seminar Nasional Logistic Supply
Chain Management, ISBN 979-15551-0-9. MM UGM, Yogyakarta.

Purwono, Bambang Sugiyono A, Suyanta, dan Masroni. 2007. Analisis Perbandingan

Sifat Mekanis dan Kimia antara Bio-Premium (Bahan Bakar Nabati) dan Bensin
(Premium), Penelitian, Politeknik Negeri Malang, Malang.

Purwono, Bambang Sugiyono A. 2007. Konsistensi, Fleksibilitas, Keandalan, dan

Produktivitas sebagai Implementasi The Toyota Way untuk pengembangan
Polinema. Proceeding Seminar Nasional dan Forum Ilmiah Politeknik. ISBN 978-
979-98910-1-3. Politeknik Negeri Malang, Malang.

Purwono, Bambang Sugiyono A, dan Masroni. 2007. Manajemen Strategik di dalam

mengembangkan industri Bio-Fuel di PT Arta Gumilar, Seminar Nasional MM-
ITS, 3 Februari 2007, Surabaya.

Purwono, Bambang Sugiyono A, dan Masroni. 2007. Aplikasi Manajemen Strategi

Untuk Pengembangan Industri Biodiesel Sebagai Energi Alternatif Di PT AG,
Proceeding Seminar Nasional Politeknik Negeri Malang 16 Februari 2008, ISBN:
978-979-98910-1-3, Malang.

Purwono, Bambang Sugiyono A, Ubud Salim, Djumahir, dan Solimun. 2009.

Menyingkap Rencana Strategi Perusahaan Nasional: 8 Langkah menyusun Rencana
Strategi, Program Pasca Sarjana Universitas Brawijaya, ISBN: 978-602-8540-73-5,
Malang.

Ratcliff, D. 2002. Qualitative Research Resources, http: //don.ratcliff.net/ qual/

expql.html. 12 Januari 2009.

Rangkuti, F. 1997. Analisis SWOT, Gramedia group, Jakarta.

Rangkuti, F. 2007. Riset Pemasaran, Gramedia group, Jakarta.

Rao, B. 2001. East Asian Economies: The miracle, a crisis and the future. McGraw-Hill
companies. Singapore.

Sargowo, D. 2008. Pedoman penulis tesis dan disertasi. Pasca Sarjana Universitas
Brawijaya. Malang.

Sekaran, U. 2003. Research Methods for Business: a Skill Building Approach. Fourth
Edition. John wiley and sons Inc. New York.

Silverman, D. 2005. Doing Qualitative research: A practical handbook. Second edition.

Sage publication. London.

18
Singh, K, and Nitin Pangarkar, and Loizos Heracleous. 2004. Business Strategy in Asia:
A Casebook, Thompson, Singapore.

Solimun, dan Adji Rinaldo. 2008. Multivariate Analysis: Aplikasi Software SPSS dan
Microsoft Excell. LPM-UNIBRAW. Malang.

Steers, R M. 1985. Introduction to organizational behavior. Scott, Foresman and

company. Oregon.

Sugiyono. 2008. Metode Penelitian Kuantitatif, Kualitatif dan R & D. Penerbit Alfabeta.
Bandung.

Suri, RK. 2007. International Encyclopaedia of Organizational Behaviour. Pentagon

Press. New Delhi.

Suwarsono. 1996. Manajemen Strategik: Konsep dan Kasus, Edisi Revisi, UPP AMP
YKPN, Yogyakarta.

Tashakkori, A, and Charles Teddlie. 2003. Handbook of Mixed Methods: In social and
behavioral research. Sage Publication. London.

Tenner, A R., and Irving de Toro. 1992. Total Quality Management, Addison-Wesley
Publishing Company, Massachusetts.

Thomas, H. 2007. Business school strategy and metrics for success, Journal of
Management Development 26 (1): 33-42.

Thompson, A A., and AJ Strickland. 2001. Strategic Management: Concepts and Cases,
12th Edition, McGraw-Hill and Irwin, New York.

US Dept. Of Energy. 1995. How to Measure Performance: A Handbook of Techniques

and Tools. Oak Ridge Ass. Universities, Oak Ridge.

Walpole, R E. 1995. Introduction to Statistics, Third Edition, Bambang Sumantri

(Penerjemah). Pengantar Statistika, Edisi ke-3, PT Gramedia Pustaka Utama.
Jakarta.

Wells, D L. 2000. Strategic Plans Handbook, Dept. Of The Navy Total Quality
Leadership Office, Virginia.

Wheelen, T L., and J David Hunger. 2004. Strategic Management and Business Policy,
Ninth Edition, Pearson-Prentice Hall, New Jersey

19
Witcher, B J., and Vinh Sun Chau. 2007. Balanced Scorecard and Hoshin Kanri: dynamic
capabilities for managing strategic fit, Journal of Management Decision 45 (3):
518-538.

Witcher, B J. 2002. Hoshin Kanri: A Study of practice in the UK, Managerial Auditing
Journal 17 (7): 390-396.

Witcher, B J., and Vinh Sun Chau. 2008. Dynamic Capabilities: top executive audit and
hoshin kanri at Nissan in South Africa, International Journal of Operations and
Production Management 28 (6): 540-561.

Wijanto, S H. 2008. Structural Equation Modeling dengan LISREL 8.8: Konsep dan
tutorial. Graha Ilmu. Yogyakarta.

Wolf, W B. 1995. Decision Processes as analysed by Chester Irving Barnard, Journal of

Management History 1 (4): 1-110.

Yang, TM. 2007. Application of Hoshin Kanri for Productivity Improvement in a

Semiconductor Manufacturing Company, Journal of Manufacturing Technology
Management 18 (6): 761-775.

Yorke, M. 1995. Self-scruting of quality in higher education: a questionnaire, Journal of

Quality Assurance in Education 3 (1): 10-13.

Yudhoyono, SB. 2006. Peraturan Presiden Republik Indonesia No. 5 Tahun 2006:
tentang Kebijakan Energi Nasional, Jakarta.

Yudhoyono, SB. 2006. Instruksi Presiden Republik Indonesia No. 1 Tahun 2006:
tentang Penyediaan dan Pemanfaatan Bahan Bakar Nabati (Bio-fuel) sebagai
bahan bakar lain, Jakarta.

Yudhoyono, SB. 2007. Undang-Undang Republik Indonesia No. 30 Tahun 2007:

tentang Energi, Jakarta.

Yusgiantoro, Purnomo. 2008. Peraturan Menteri Energi dan Sumber Daya Mineral
Nomor 32 Tahun 2008: tentang Penyediaan, pemanfaatan dan tata niaga bahan
bakar nabati (Bio-fuel) sebagai bahan bakar lain. Jakarta.

20