3.6. Data Analysis
3.6.1. Problem Formulation
The first in policy analysis is formulating the problem. This is a crucial and difficult activity in the multi-actors system. In the condition of biodiesel
development policy in Indonesia, problem solving process proved to be very difficult and same problem arises over the following years of implementation the
biodiesel program. The garbage can model, proposed by Cohen, March, and Olsen 1972, can be applied in the complex situation of biodiesel program in
Indonesia.
Figure 6
The Garbage Can model by Cohen et al. 1972
3.6.2. Driven factor determination
Enserink et al. 2010 Provides the sequence of step in the described of contextual concept to determine the contextual factors and driving forces. The
following steps are: Step 1, Determine the key question, problem definition and proposed
policy Step 2, Determine the factors or crucial power in the environment of the
policy field Step 3, Determine the driving forces or mega trends behind those factors
and then indicate which actor cannot be influenced by own policy Step 4, Arrange the contextual factors and driving forces according the
importance uncertainty and then select the most important and the most uncertainty.
3.6.3. Long term strategy formulation
SWOT is an acronym for Strength, Weaknesses, Opportunities, and Threats. As the name implies, SWOT analysis is used to identify the strengths,
weaknesses, opportunities and threats. It is used to decide on the actions to be taken after the elements of SWOT have been determined Mason, 2011.
Luecke 2006 In his elaboration of SWOT analysis posits that although strategy begins with goals, goals cannot stand in isolation and must draw upon
insights from the sensing of the external environment and their organization’s internal capabilities. He points out that practical people form goals based on
what is feasible, given the environment in which they must operate their own resources and capabilities, and that strategic choices available to the enterprises
comes from “looking outside and inside”
Table 5
SWOT Strategic Alternatives Matrix
External Opportunities O 1.
2. External Threats T
1. 2.
Internal Strengths S 1.
2. SO
Maxi-Maxi Strategy
Strategies that use strengths to maximize opportunities.
ST
Maxi-Mini Strategy
Strategies that use strengths to minimize threats.
Internal Weaknesses W 1.
2. WO
Mini-Maxi Strategy
Strategies that minimize weaknesses
by taking advantage of opportunities.
WT
Mini-Mini Strategy
Strategies that minimize weaknesses
and avoid threats.
This is will help to identify strategic alternatives that address the following additional questions:
Strengths and Opportunities SO – How can you use your strengths to
take advantage of the opportunities?
Strengths and Threats ST – How can you take advantage of your
strengths to avoid real and potential threats?
Weaknesses and Opportunities WO – How can you use your
opportunities to overcome the weaknesses you are experiencing?
Weaknesses and Threats WT – How can you minimize your
weaknesses and avoid threats?
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