In the context of accelerating electrification ratios, the power plant construction program with a total capacity of 35,000 MW is proclaimed by the Government of Indonesia. The portion of the program is shared to PT PLN, the state owned enterprises, and IPP as a private power plant, with the largest portion being given to the IPP. Amidst the declining market share conditions and the obligation of PT XYZ as a subsidiary of PT PLN to participate in the success of this program, the right competitive strategy formulation is needed to remain competitive. Data collection through questionnaires and in-depth interviews with experts was then carried out. Based on the strategic analysis tools used (PEST, external internal matrix, SWOT matrix, and QSPM), it was obtained that the current position of PT XYZ is grow and build. The priority strategy selected was to increase reliability in the plant operation. Ten main work programs were then developed to support the strategy implementation.
NIGERIAN BANKING REFORMS IN STRATEGIC FINANCIAL MANAGEMENT PERSPECTIVE: LEAST SQUARE SPECIFICS (Published)
From strategic financial management standpoint, reform-driven capital restructuring process has three critical stages which are the diagnostic stage of identifying the cause of a problem, the prescriptive stage of proffering appropriate solution-bound course, and the monitoring stage of following up and seeing remedial recipes through to actualization and sustainability. Banking reforms in characteristic symbolism have not been so thorough in the Nigerian economy over the years. Adopting ordinary least square regression analytical framework, this study examines bank capital as predictor variable in relation to aggregate private sector credit and gross domestic product as respective criterion variables. Financial data (time series) are drawn from related publications of the Central Bank of Nigeria and Nigeria Deposit Insurance Corporation covering 23 years (1985-2008), a focal time frame which captures the critical banking reform vicissitudes of the Nigerian economy. The analytical results clearly establish efficacy of bank capital as significant determinant of the dynamics of aggregate private sector credit and gross domestic product in Nigeria. The strategic redirection being advocated underscores conscientious fixing of the age-long monitoring – stage missing link. This should be facilitated by creation of functional corporate governance, judicial/legal, and digital tracking substructures in a holistic banking frame