Sampoerna Guiding Coalition and Anchoring Culture Through Acquisition
IN3N – ORGANIZATION DEVELOPMENT AND CHANGE MANAGEMENT
TEAM PAPER
SAMPOERNA Guiding Coalition and Anchoring Culture Through Acquisition
Disusun Oleh:
Adrien Lasserre (Bordeaux) Adhitya Anggripinanto (2009 02 2986) Kokoh Ronald (2009 02 3000) Shauma Nugroho (2009 02 3005)
I. INTRODUCTION
This paper consists of three parts; organization background, analysis of key success factor, and recommendation. We capture briefly the situation when acquisition happened. Judging from fact that acquisition was succeeded – reaching it goals – we identified that was two key success factors. Guiding by Kotter’s Model we focused on building guiding coalition and anchoring new culture. As our objectives, we recommend some action to Sampoerna’s new CEO which can improve change management in the organization after acquisition.
II. ORGANIZATION BACKGROUND
PT. Hanjaya Mandala Sampoerna (Sampoerna) is the biggest cigarette manufacture in Indonesia. In 2008, it can sell almost 73.3 billion unit cigarette, valued up to 33.9 trillion rupiahs. These stats are the highest among other competitors in the cigarette industry. With terrific product brand like Dji Sam Soe, A Mild, Sampoerna Hijau Kretek, etc, this company became an icon of cigarette industry in Indonesia.
Sampoerna’s story of success is inseparable from the history of its founding family. Sampoerna traces its origin to Liem Seeng Tee, a Chinese immigrant who founded the Company in 1913. At his home in Surabaya, Indonesia, he began producing and selling hand-rolled kretek cigarettes, named after the crackling sound they make as they burn. His small company was among the first to manufacture and market kretek as well as non-clove cigarettes on a commercial basis. Kretek cigarettes quickly grew in popularity. By the early 1930’s, Liem Seeng Tee had changed his family name and the name of his company to Sampoerna (Indonesian term for ‘perfect’).
However, by 1959, three years after
TEAM PAPER
SAMPOERNA Guiding Coalition and Anchoring Culture Through Acquisition
Disusun Oleh:
Adrien Lasserre (Bordeaux) Adhitya Anggripinanto (2009 02 2986) Kokoh Ronald (2009 02 3000) Shauma Nugroho (2009 02 3005)
I. INTRODUCTION
This paper consists of three parts; organization background, analysis of key success factor, and recommendation. We capture briefly the situation when acquisition happened. Judging from fact that acquisition was succeeded – reaching it goals – we identified that was two key success factors. Guiding by Kotter’s Model we focused on building guiding coalition and anchoring new culture. As our objectives, we recommend some action to Sampoerna’s new CEO which can improve change management in the organization after acquisition.
II. ORGANIZATION BACKGROUND
PT. Hanjaya Mandala Sampoerna (Sampoerna) is the biggest cigarette manufacture in Indonesia. In 2008, it can sell almost 73.3 billion unit cigarette, valued up to 33.9 trillion rupiahs. These stats are the highest among other competitors in the cigarette industry. With terrific product brand like Dji Sam Soe, A Mild, Sampoerna Hijau Kretek, etc, this company became an icon of cigarette industry in Indonesia.
Sampoerna’s story of success is inseparable from the history of its founding family. Sampoerna traces its origin to Liem Seeng Tee, a Chinese immigrant who founded the Company in 1913. At his home in Surabaya, Indonesia, he began producing and selling hand-rolled kretek cigarettes, named after the crackling sound they make as they burn. His small company was among the first to manufacture and market kretek as well as non-clove cigarettes on a commercial basis. Kretek cigarettes quickly grew in popularity. By the early 1930’s, Liem Seeng Tee had changed his family name and the name of his company to Sampoerna (Indonesian term for ‘perfect’).
However, by 1959, three years after
Bibliography: Palmer, Ian., Richard Dunford, and Gib Akin. 2009. Managing Organizational Change. New York: McGraw-Hill Schein, Edgar R http://berita.liputan6.com/ekbis/200503/97974/class= 'vidico '. Accessed at October 27, 2009. 15:30 PM http://bisnis.vivanews.com/news/read/61146-john_gledhill__dirut_baru_hm_sampoerna Kurniawan, Agnes. 2009. Why Putera sold his Sampoerna. Accessed at October 27, 2009. 15:30 PM. ______________. 2009. Analisis Industri Rokok Nasional 2007-2008. Accessed at October 27, 2009. 16:38 PM. ______________. 2009. Kenapa Philip Meminang Sampoerna dengan Mas Kawin Sedemikian Besar. Accessed at October 27, 2009. 16:30 PM. ______________. 2009. Perubahan Sampoerna di Tangan Philip Morris. Accessed at October 27, 2009. 16:22 PM. Taco, Tuinstra. 2007. A New Chapter. Accessed at November 2, 2009. 15:12 PM. Institution Central Board of Statistics, Indicator of large and medium enterprise, various years (the latest publication was in 2004) PT. HM Sampoerna Tbk. Annual Report 2005. Jakarta. 2006. __________________. Annual Report 2007. Jakarta. 2008. __________________. Annual Report 2008. Jakarta. 2009. | |another country. | Source: SWA Magazine, February 6, 2008. [1] Cited from company’s website; http://www.sampoerna.com; accessed at October 27, 2009; 16.40 PM [2] Cited from http://berita.liputan6.com/ekbis/200503/97974/class= 'vidico '; accessed at October 27, 2009; 15:30 PM Source: Annual Report, 2005-2008 Figure 1 Source: Annual Report, 2005-2008 Figure 2