THE NATIONAL RENEWABLE ENERGY STRATEGIC PLANNING USING

BUFE METHOD

Bambang Sugiyono Agus Purwono

(Doctorate Program in Management Science)
Ubud Salim
(Faculty of Economics – University of Brawijaya – Indonesia)
Djumahir
(Faculty of Economics – University of Brawijaya – Indonesia)
Solimun
(Lecturer – State Polytechnics of Malang – Indonesia)

Abstract

Purpose – The purpose of this paper are to introduce and develop the BUFE methods
or eight steps for designing the Strategic Planning
Design/methodology/approach – The two types of research variables are internal
and external environments. Internal environments including strengths and weaknesses
and external environments including opportunities and threats. The variables of
strengths consist of inbound logistics, operations, outbound logistics, marketing and
sales, service. The variables of weaknesses consist of firm infrastructure, human
resources management, technological development, and procurement. The external
environments consist of technology, demographic trends, economic trends, political
and legal environment, and socio-cultural environment. Participants were regulators,
providers or producers, researchers, and end users who concern with the renewable
energy. The method of analysis used qualitative approach. The qualitative approach
were interviewed twenty five participants. The interviews were recorded by audio-
visual or handy-cam.
Findings – The paper finds that, the qualitative approach arranged the eight steps for
designing the Strategic Planning are Vision, Missions, Objectives, Strategies, Policy,
Program, Budgets, and Procedures.
Practical implications – The findings of the study are useful for lecturers,
administrators, project managers, and practitioners easily.
Limitations - The findings of the study did not discuss about business ethics, and
values.
Original/value – The paper was a part of a dissertation resulting the eight steps for
designing the Strategic Planning.

Keywords Strategic Planning, Renewable Energy, Eight Steps.

1. Introduction
An interesting phenomena in Indonesia (in some provinces) in the middle of
the year 2005 was the longest queuing at the Gas Station (SPBU/Stasiun Pengisian
Bahan Bakar Umum). Some cars have waited for a half day, because there was not
enough fuel at the Gas Station. If there is any gasoline or diesel oil in the SPBU, the

1
fuel price increases very highly and the volume was very 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, Coconut
Palm/Cocos nucifera, African Oil Palm/Elaeis guineensis, cassava/manihot esculenta,
Zea mays L., Arenga pinnata, etc).

The Economic Potential

The average diesel oil consumption level in Indonesia is up to 14 million
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 bio-fuel specialist from ITB, Manurung, R, stated that 1 Ha of SJC plant
can produce about 4.3 tons of oil per year or can produced about 4.7 kiloliter of bio-
fuel per year. Remembering that the SJC plant can grow in non-productive/dry/critics
areas and Indonesia has extensive dry areas, castor planting is expected to give an
excess for 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. According to
the data from Centre Beaurau of Statistics (BPS/Badan Pusat Statistik), 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 critic area is only 10% can
obtain 10.3 million kiloliter of bio fuel 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. 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 (a creating new jobs).
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 knowledge and skill of the people who live around the bio-
fuel oil factories.
6. The increasing revenues or tax for the regional government.

2
3
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 an alternative energy, the
Government will plan to mix diesel oil with 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 bio-diesel market (November 22, 2005), the
forming of the National Team to Bio-fuel Program, which is recognized by Al-Hilal
Hamdi, Director General of Oil and nature Gas (Tubagus Haryono) decree no.
3674K/24/DJM/2006 dated on March 17, 2006 about allowing the mixing gasoline
with 10% ethanol/alcohol, 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.

2. Literature Review

Strategic Management Process

Stephens P Robbins (Robbins, 2009: 276) stated that Strategic Management
Process defined as a six-step process that encompasses strategic planning,
implementation, and evaluation (Figue 1). The six-step are:

1. Indentifying the organisation’s current mission, goals and strategies,

2. External analysis,
3. Analysing the organisation’s resources and capabilities (internal analysis),
4. Formulating strategies (SWOT analysis),
5. Implementing strategies, and
6. Evaluating results.
In other words, the strategic management process is gathering the quantitative
data and qualitative data for designing the matrix SWOT and SWOT analysis and
designing the strategic planning for formulation strategy, and the next step are
implementation strategy and evaluation and measure (Figure 2).

Strategic Planning
The function of management consist of planning, organizing, actuating, and
controlling (POAC). Strategic planning is a part of the planning function.

4
 Figure 1 Strategic Management Process

Figure 2 Strategic management process for formulation strategy

Harold Koontz and Heinz Weihrich (Koontz, 1988: 62, 82) stated that the
strategic planning steps are Purposes or missions, Objectives, Strategies, Policies,
Procedures, Rules, Programs, and Budgets (Figure 3).
Bititci’s observation (Lee, 1998: 527, 531) stated that hoshin kanri (policy
deployment) is not a solution to all planning problems but a process which enables
managers to plan effectively and translate those plans into actions. And the steps for
designing strategic planning are vision, Business Objectives, Strategic goals, Critical
success factors, Critical task action plan, and Performance measure (Figure 4).
In other words, the writer defined the strategic planning steps as Vision, Missions,
Objectives, Strategies, Policy, Program, Budgets, and Procedures (Figure 6).

5
 Figure 3 Hierarchy of plans

Figure 4 Steps in Strategic Planning

Internal and External Environment

Kulwant Singh (Singh, 2004: A9) stated that strategy intent and strategic
mission influenced by external environment consist of opportunities (possibilities)
and threats (constraints) and internal environment consist of strengths and
weaknesses. The variables of strengths consist of inbound logistics, operations,
outbound logistics, marketing and sales, service. The variables of weaknesses consist

6
of firm infrastructure, human resources management, technological development,
and procurement.
The other approach for determine the external environment/variables using
Michael E Porter’s Value Chain Analysis (Hitt, 2005: 89) and the external
environments consist of technology, demographic trends, economic trends, political
and legal environment, and socio-cultural
cultural environment (Figure 5).

Figure
igure 5 Michael E Porter’s Value Chain Analysis

Fries (2006: 6) stated that the relationship between organisation and

environment factors impact to the factors of strategy (Figure 6).

7
 Figure 6. Factors that influenced the Strategy

3. Analysis And Interpretation

Qualitative Methods of Analysis

The BUFE methods for designing the Strategic Planning
Hitt (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 and Weihrich (Koontz, 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 BUFE methods or eight steps that
anyone can design their own strategic planning using these eight steps. The steps are:
Vision, Missions, Objectives, Strategies, Policy, Program, Budgets, and Procedures.
Figure 6 presents the BUFE (Brawijaya University – Faculty of Economics) methods
or eight steps designing the strategic planning.

Figure 7 presents the definition of every step in the eight steps designing the strategic
planning.

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

8
 Figure 6 The eight steps designing the strategic planning

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 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, 2005: 385).

Figure 7 The definition of each steps in the strategic planning

A vision describes what the organization would like to become (Wheelen,

2004: 11). A vision involves looking to the future, attempting to assess what is
needed and the best ways to supply those needs (Murphy, 2004: 87, 98). A vision
defined as an almost “impossible dream” that provides a direction for the company
for the next 10 to 20 years (Kotler, 2009: 82). 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.

9
 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.

In another word, a vision is defined by realizing the impossible dreams in the future.

The ministry of energy and mineral resources (2007) stated that

The Indonesian government set up the Autonomous Village Energy

(Desa Mandiri Energi/DME) program, the aim of which is to provide
2000 poor, remote villages with modern energy systems based on
renewable that can be sustainably operated by the local community. By
January 2009, however, only 430 villages had been electrified.
The purpose of the project is to improve the rate of implementation of
the DME program and thus to contribute to the dissemination of
renewable energy sources in rural regions of Indonesia. The quality of
the implementation process is to be improved through a structured
dialogue between all the involved parties including self-evaluations and
independent evaluations. As a support, several studies will be prepared
in order both to identify examples of good practice and also to develop a
uniform implementation structure as well as proposals for suitable
technologies. The dialogue will be accompanied by a training program
designed to boost the technological capacities of the implementation
structures.
Implementation of the measures will speed up the realization of the
DME program and thus the dissemination of renewable energies.
Electrification of the villages will contribute to the economic
development of the affected regions and will also create jobs.
Another participants – SUT - expressed:
You (the people in the villages) will learn and operate the sophisticated
technology if you have the mindset “doing the things right” and able to
carry out the appropriate training program, so in the future you can
operate the (high tech) processors efficiently.

The vision of National Renewable Energy Strategy (Figure 8) is empowering the

communities (the people in the villages) to sustain and to produce the bio-fuels
efficiently also to maintain the environment.

Step 2 - Mission

10
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 (Thompson, 2003: 32):

1. Who we are?
2. What do we do?
3. Where we are now?
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.

The definition of the mission statements broadly describe an organization’s present

capabilities, customer focus, activities, and business make-up (Thompson, 2003: 7).
Hitt (2005: 22) stated that strategic mission is a statement of a firm’s unique purpose
and the scope of its operations in product and market terms. Wheelen (2004: 10)
stated that an organization’s mission is the purpose or reason for the organization’s
existence. Fred R David (David, 2003: 10) stated that misson statements are enduring
statements of purpose that distinguish one business from other similar firms.

Figure 8 The Vision statement

11
 Figure 9 The Mission statements

The prerequisite of the mission (Armstrong, 2007: 38-39) are Market

oriented, Realistic, Specific, Market environment, Distinctive competencies, and
Motivating.

Another participants - AB - expressed:

The regional government have to support for producing the bio-fuels or

alternative energy related to the budgets, human resources training
program (the people in the vilagges) and commercialize the products.
Regional government design a small group activities (SGA) in the
villages and arrange the cooperation between regional government,
people in the villages and universities. The SGA will produce the bio-
fuels, distribute to the people in local villages and the rest should be
commercialize, and the Pertamina company should be purchased the
products as a national stock.

Figure 9 presents the mission statements 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 (Amstrong, 2007:
38-39): Specific, Measurable, Attainable (accountable), Rewarding (realistic), and
Timed (timeliness).
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.
The definition of the objectives are:

1. The desired results (Murphy, 2004: 87).

12
 2. A desirable direction in which we want to move (Dervitsiotis, 1981: 9).
3. The ends toward which activity is aimed (Koontz 1988: 62).
4. The end results of planned activity (Wheelen, 2004: 12).
The prerequisite of the objectives should be as specific as possible.
Figure 10 presents the objectives statement of National Renewable Energy Strategy.

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.

Figure 10 The Objectives statements

The definitions of the strategy are:

1. As plan, play, pattern, position, and perspective (5 P’s Mintzberg) (Hubbard,
2004: 11).
2. The broad program for defining and achieving an organization’s objectives;
the organization’s response to its environment over time (Stoner, 1995: 266).

13
 3. The decisions and actions that determine the long-run performance of an
organization (Robbins, 2009: 273).
4. The act of the general or plan the destruction of one’s enemies through
effective use resources (Calingo, 1997: 5).
5. The act of the general or a general leading an army (Calingo, 1997: 5).
6. Both proactive/planned (intended and deliberate) and reactive (adaptive)
(Thompson, 2001: 12).
7. Strategy is the skill in managing or planning (Feurer, 1995:11).

H Igor Ansoff (Kotler, 2009: 85) stated that the prerequisite of the strategy are
Market penetration, Product development, Market development, and Product
diversification.

Another participants - YO - expressed:

Nusa Tenggara Timur is one of the potential region to produce an
alternative energy using raw materials such as the sorghum, and
Borassus flabellifer or palmyra (lontar or siwalan). There are many non-
productive field. The regional government look like expressed not
seriously – sometimes is very boombastics but the other side nothing to
do, so the people in the villages always ask – how will the alternative
energy continue? The regional govenment concern about the alternative
energy but did not focus, always talk about the equipments or
technology selection. The contraint is water supply. The regional
govenment is not talk only – using political will –say nothing – have to
do the reality.

Figure 11 presents the strategy statement of National Renewable Energy Strategy.

Figure 11 The strategy statements

14
5 - Policy
Policies also are plans in that they are general statements or understandings which
guide or channel thinking in decision making.

The definitions of the policy are:

1. A standing plan that establishes general guidelines for decision making.

(Stoner, 1995: 296). And a standing plan is an established set of decisions
used by managers to deal with recurring or organizational activities; major
type are policies, procedures, and rules.
2. Plans in that they are general statements or understanding which guide or
channel thinking in decision making (Koontz, 1988: 64).
3. A broad guideline for decision making that links formulation of strategy with
its implementation (Wheelen, 2004: 14).
Another participants - AB - expressed:

The lecturers in universities should provide their working time to

observe this product till 15%.
Another participants - RSj - expressed:

This alternative energy will create a new jobs. The government should
arrange the condusive rules, or give the tax holiday for the investors.

Figure 12 presents the policy statements of National Renewable Energy Strategy.

15
 Figure 12 The policy statements

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.
The definition of the program is activities needed to accomplish the plan.
Figure 13 presents the program statements of National Renewable Energy Strategy.

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-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.

Another participants – Har - expressed:

We can invite the foreign investors, but if we can use the local investors
is better than the first.
The definition of the budgets is the cost of programs or some budgets are also control
devices.

Figure 14 presents the budgets statement of National Renewable Energy Strategy.

16
 Figure 13 The program statements

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.

Another participants – CY - expressed:

Be carefull, use the equipment in good procedures, the highest

efficiency, prepare the every raw materials and equipment wiil be used,
sequence the processes. And concerning the environment or ecology.
The definition of the procedures is sequence of steps needed to do the job.

Figure 15 presents the procedures statement of National Renewable Energy Strategy.

Figure 14 The budgets statements

17
 Figure 15 The Procedures statements

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

Implications

There are two implications of the research are theoretical implications and
practical implications.
Theoretical implications
The research findings is the steps for designing the strategic planning are
Vision, Purposes or missions, Objectives, Strategies, Policies, Programs, Budgets,
and Procedures. This finding will improve the statements of the past researchers -
Harold Koontz and Heinz Weihrich (Koontz, 1988: 62, 82) stated that the hierarchy
of the plans are Purposes or missions, Objectives, Strategies, Policies, Procedures,
Rules, Programs, and Budgets. This finding is supported by the Bititci’s observation
(Lee, 1998: 527, 531) stated that hoshin kanri (policy deployment) is not a solution
to all planning problems but a process which enables managers to plan effectively and
translate those plans into actions. And the steps for designing strategic planning are
vision, Business Objectives, Strategic goals, Critical success factors, Critical task
action plan, and Performance measure. The findings provided the statements of
Thomas L Wheelen and J David Hunger (Wheelen, 2004: 9-10) stated that Strategic
Management Process consist of four basic elements: Environmental scanning,
strategy formulation (missions, Objectives, Strategies, Policies), Strategy
implementation (Programs, Budgets, and Procedures), and Evaluation and Control
(Performance). Environmental scanning is the monitoring, evaluating, and
disseminating fo information from the external and internal environments to the key
people within the corporation.
Practical Implications
The findings of the study are useful for lecturers, administrators, project
managers, and practitioners easily.

Limitations

The findings of the study did not discuss about business ethics, and values.

References

18
Amaratunga, D, Baldry, B., Sarshar, M, and Newton, R. 2002. Quantitative and
Qualitattive Research in the Built Environment: Application of “Mixed”
Research Approach, Work study journal 51 (1): 17-31.
th
Armstrong, G and Kotler, PE. 2007. Marketing: An Introduction. 8 edition,
Pearson-Prentice Hall International. New Jersey.
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 Wothke, W. 1999. Amos 4.0: User’s Guide, SmallWaters
Corporation, Chicago.
Arikunto, S. 2006. Prosedur Penelitian: Suatu Pendekatan Praktik. Edisi VI.
Penerbit Rineksa Cipta. Jakarta.
Arora, R. 2009. A Mixed Method Approach to Understanding Brand Personality.
Journal of Product and Brabd Management 18 (4): 272-283.
Arikunto, S. 2005. Manajemen Penelitian. Edisi Revisi. Penerbit Rineksa Cipta.
Jakarta.
Brannen, J. 1993. Mixing Methods: Qualitative and Quantitaive Research. Avebury,
Aldershot.
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.
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 Peter, JP. 1995. Strategic Management: Concepts and Application,
Third Edition, Austen Press, Chicago.

19
Chen, Y, Collier, BJ, and Collier, JR. 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, Holbert, N, Kelley, L, and Yu, J. 2004. Business Strategy: An Asia-
Pacific Focus, Second edition, Prentice Hall-Pearson, Singapore.
Cooper, D R, and Schinder, PS. 2006. Business Research Methods. 9th Edition.
McGraw-Hill/Irwin. New York.
th
Coulter, MK. 2002. Strategic Management in Action. 2 Edition. Prentice-Hall Inc.
New Jersey.
Cooper, D R, and William, C. 1996. Business Research Methods. 5th Edition.
Richard D Irwin. New York.
Cravens, D W. 2000. Strategic Marketing. McGraw-Hill Companies. Boston.
Creswell, J W. 2009. Research Design: Qualitative, Quantitative, and Mixed
Methods Approaches, Third Edition, Sage Publications, New Delhi.
Creswell, J W, and Clark VLP. 2007. Designing and Conducting: Mixed Methods
Research, Sage Publications, New Delhi.
Creswell, J W. 1998. Qualitative Inquiry and Research Design: Choosing Among
Five Traditions, Sage Publications, New Delhi.
Crowe, T J., and Cheng, Chao-Chung. 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.
David, FR, and David, FR. 2003. It’s Time to Redraft Your Mission Statement.
Journal of Business Strategy, January/February, 11-14.
Desouza, KC, Chattaraj, A, and Karaft, G. 2003. Supply chain perspectives to
knowledge management: research propositions. Journal of Knowledge
Management, 7 (3): 129-138.
Dillon, W R. and Goldstein, M. 1984. Multivariate Analysis: Methods and
Applications, John Wiley and Sons, New York.
Eldabi, T, and Irani, Z, Paul, RJ, and Love, PED. 2002. Quantitative and Qualitative
decision making methods in simulation modelling, Management Decision
Journal 40 (1): 64-73.
Ferdinand, A. 2006. Structural Equation Modeling dalam Penelitian Manajemen.
Edisi 4. BP-UNDIP. Semarang.

20
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 Chaharbaghi, K. 1995. Researching Strategy Formulation and
Implementation in Dynamics Environments, Journal of Benchmarking for
Quality Management and Technology 2 (4): 15-26.
Feurer, R, and Chaharbaghi, K. 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.
Hair, J F., Anderson, RE., Tatham, RL, and Black, WC. 1998. Multivariate Data
Analysis, Fifth Edition, Prentice Hall, New Jersey.
Hanson, D, and Grimmer, M. 2007. The Mix of Qualitative and Quantitative
Research in Major Marketing Journals, 1992-2002, European Journal of
Marketing 41 (1/1): 58-70.
Hasyim, I. 2005. Siklus Krisis di Sekitar Energi. Proklamasi Publishing House.
Jakarta.
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.
Hitt, MA., Ireland, RD, and Hoskisson, RE. 2005. Strategic Management:
Competitiveness and Globalization, Sixth Edition, Thomson-south Western,
Ohio.
Houghton, JD., and Neck, CP. 2002. The Revised Self-Leadership Questionnaire:
Testing a Hierarchical Factor Structure for Self-Leadership, Journal of
Managerial Psychology 17 (8): 672-691.

21
http://en.wikipedia.org/wiki/Strategic_management. tanggal 15 Februari 2010.
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/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/, 30 Januari 2010.
http://www.tempointeraktif.com/, 25 Oktober 2008.
http://www.jawapos.com/, 25 Oktober 2008.
http://www.business-news.com/, 02 November 2008.
http://dikti.org/, 30 Januari 2010.
http://www.google.com/, 30 Januari 2010.
http://www.iea.org/statistics/, 02 Desember 2008.
http://www.indonesia.go.id/, 18 Februari 2010.
Hubbard, G. 2004. Strategic Management: Thinking, Analysis, and Action. Second
Edition. Pearson Education Limitied. New South Wales.
Idrus, MS, and Slaunton, J. 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.
Instruksi Presiden Republik Indonesia No. 1 Tahun 2006: tentang Penyediaan dan
Pemanfaatan Bahan Bakar Nabati (Bio-fuel) sebagai bahan bakar lain, Jakarta.

22
Joreskog, K G., and Sorbom, D. 1996. Lisrel 8: User’s Reference Guide, SSI,
Chicago.
Khalil, TM. 2000. Management of Technology: the Key to Competitiveness and
Wealth Creation. McGraw-Hill Book Co., Singapore.
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 Weihrich, H. 1988. Management, McGraw_Hill Book Co., New York.
Kotler, PE. 2000. Marketing Management. Prentice Hall International. New Jersey.
Kotler, PE, and Keller, KL. 2009. Marketing Management. Thirteenth Edition,
Pearson-Prentice Hall International. New Jersey.
Keputusan Menteri Negara Lingkungan Hidup Nomor 15 tahun 1996 tentang:
Program Langit Biru. Jakarta.
Lee, RG, and Dale, BG. 1998. Policy Deployment: an Examination of the Theory,
International Journal of Quality and Reliability Management 13 (9): 520-540.
Lee, SF, and Ko, ASO. 2000. Building Balanced Scorecard with SWOT Analysis,
and Implementing “Sun Tzu’s The Art of Business Management Strategies” on
QFD Methodology, Managerial Auditing Journal 15/1/2: 68-76.

Loewen, P, and Loo, R. 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 Purwono, BSA. 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 Freund, JE. 1985. Probability and Statistics for Engineers. Third
Edition. Prentice Hall of India. New Delhi.

23
Moleong, L J. 2007. Metodologi Penelitian Kualitatif. Edisi Revisi. Penerbit PT
Remaja Rosdakarya. Bandung.
Montgomery, C A, and Porter, MA. 1991. Strategy: Seeking and Securing
Competitive Advantage. A Harvard Business Review Book. Boston.
Murphy, PE, and Murphy, AE. 2004. Strategic Management for Tourism
Communities: Bridging the Gaps. Channel View Publications. Clevedon.
Naisbitt, J. 1995. Megatrends Asia: the Eight Asian Megatrends that are Changing th
World. Nicholas Brealey Publishing Limitied. London.
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 on 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.
Parker, C and Case, P. 1993. Management Information System. Second Edition.
McGraw-Hill, Inc. Singapore.
Pearce, JA., and Robinson, RB. 2003. Strategic Management: Formulation,
Implementation, and Control, Eighth Edition, McGraw-Hill companies, New
York.
Pekdemir, I, Arslantas, CC, Berber, A, and Ulgen, A. 2001. A Study on Hoshin Kanri
Planning System Applications in Companies that have received ISO 9001-9002
Certifications from the Turkish Standards Institution, Istambul.
Peraturan Presiden Republik Indonesia No. 5 Tahun 2006: tentang Kebijakan
Energi Nasional, Jakarta.
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.
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.

24
Pun, KF, Chin, KS and Lau, H. 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, BSA, Suyanta, dan Jannah, Z. 2006. Analisis Perbandingan Sifat Mekanis
dan Kimia antara Minyak Jarak (Bio-Diesel) dan Solar (Diesel Oil), Penelitian,
Politeknik Negeri Malang, Malang.
Purwono, BSA, 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, BSA, 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, BSA. 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, BSA, dan Masroni. 2007. Manajemen Strategik di dalam Mengembangkan
Industri Bio-Fuel di PT Arta Gumilar, Seminar Nasional MM-ITS, 3 Februari
2007, Surabaya.
Purwono, BSA, 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, BSA, Salim, U, 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.
Purwono, BSA. 2010. The Strategic Planning Using 8 (eight) Steps. Seminar
Nasional Teknologi Infomrasi dan Aplikasinya. Politeknik Negeri Malang.
ISBN 2085-2347, Malang.
Ratcliff, D. 2002. Qualitative Research Resources, http: //don.ratcliff.net/ qual/
expql.html. 12 Januari 2009.
Rangkuti, F. 1997. Analisis SWOT Teknik Membedah Kasus Bisnis: Reorientasi
Konsep Perencanaan Strategis untuk Menghadapi Abad 21, Gramedia group,
Jakarta.
Rangkuti, F. 2007. Riset Pemasaran, Gramedia group, Jakarta.

25
Rao, B. 2001. East Asian Economies: The miracle, a Crisis and the Future. McGraw-
Hill companies. Singapore.
Rivers, PA, and Glover, SH. 2008. Health care competition, strategic mission, and
patient satisfaction: research model and propositions, Journal of Health
Organizations and Management 22 (6): 627-641.
Robbins, SP, Bergman, R, Stagg, I, and Coulter, M. 2009. Management. Pearson
Education. New South Wales.
Santos, GJ. 2006. Card sort technique as a qualitative substitute for quantitative
exploratory factor analysis, corporate Communications an International
International 11 (3): 288-302.
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.
Simintiras, AC, and Thomas, AH. 1997. Cross-cultural sales negotiations: A
literature review and research propositions, International Marketing Review 15
(1): 10-28.
Singh, K, and Pangarkar, N, and Heracleous, L. 2004. Business Strategy in Asia: A
Casebook, Thompson, Singapore.
Solimun, dan Rinaldo, A. 2008. Multivariate Analysis: Aplikasi Software SPSS dan
Microsoft Excell. LPM-UNIBRAW. Malang.
Stacey, R. 2000. Strategic Management and Organizational Dynamics: The Chalenge
of Complexity. Third Edition. Pearson Education Limited. Essex.
Steers, R M. 1985. Introduction to Organizational Behavior. Scott, Foresman and
company. Oregon.
Stoner, JAF, and Freeman, RE, and Gilbert, DR. 1995. Management, Sixth edition,
Prentice-Hallo International, Inc. New Jersey.
Suyanto, M. 2007. Strategic Management: Global Most Admired Companies.
Penerbit CV Andi Offset. Yogyakarta.
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.
Swink, M, and Way, MH. 1995. Manufacturing strategy: propositions, curent
research, renewed directions, International Journal of Operations and
Production Management 15 (7): 4-26.

26
Tashakkori, A, and Charles Teddlie. 2003. Handbook of Mixed Methods: In Social
and Behavioral Research. Sage Publication. London.
Tenner, A R., and deToro, I. 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 Strickland, AJ. 2003. Strategic Management: Concepts and
Cases, 13 th 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.
Undang-Undang Republik Indonesia No. 30 Tahun 2007: tentang Energi, Jakarta.
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 Hunger, JD. 2004. Strategic Management and Business Policy,
Ninth Edition, Pearson-Prentice Hall, New Jersey
Witcher, B J., and Chau, Vinh-Sun. 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 Chau, Vinh-Sun. 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.

27