Business Strategy Analysis for Green Start Up Through Quantitative Strategic Planning Matrix

The increasing demand for eco-friendly transportation options has spurred the rise of companies like Amerta Bali Lestari (ABL) in Bali, Indonesia, which are embracing sustainable business practices. ABL, a locally-owned startup, offers electric motorcycle rentals with a convenient battery-swapping system. However, to grow and navigate the industry effectively, ABL must reevaluate its business strategy. This study applies strategic management tools to analyze ABL’s current standing by examining both external and internal factors, then quantifying these insights to develop a viable growth strategy. ABL’s core strengths lie in its dependable and environmentally friendly transport services, supported by established partnerships. Nonetheless, the study reveals challenges such as limited technological innovation and reliance on external suppliers. Based on these findings, strategic recommendations for ABL include closely monitoring market trends and technological advancements to remain competitive, expanding its reach throughout Bali, leveraging partnerships, and integrating horizontally with other motorcycle rental services. Additionally, investing in advanced IT infrastructure can improve operational efficiency and facilitate direct customer engagement, broadening ABL’s customer base. The study highlights the importance of green businesses and strategic partnerships in achieving sustainable growth within the renewable energy sector. By implementing these recommendations, ABL is well-positioned to become a significant contributor to Bali’s green transportation sector, promoting sustainable solutions.

Introduction

As of 2023, climate change, primarily driven by human activities emitting greenhouse gases, has become a critical global issue with far-reaching environmental, social, economic, and political consequences (Köpke, 2022). Despite international agreements like the Paris Agreement, which aims to combat climate change and promote sustainable development, challenges persist, particularly in countries like Indonesia (Aditiyawanet al., 2023). Indonesia has pledged to contribute to the Paris Agreement through its “Indonesia 2045” vision, emphasizing environmental sustainability and green projects. However, the country still faces challenges in reducing greenhouse gas emissions, particularly in the energy sector (Wijayani & Tumiwa, 2022). To address this, the Indonesian government is actively promoting the development of the electric vehicle (EV) sector, creating opportunities for start-ups to enter the emerging market, especially in electric motorcycles, given the nation’s high motorcycle usage. Bali, in particular, has shown significant support for electric motorcycles and their ecosystem, presenting a promising opportunity for start-ups in Indonesia’s electric motorcycle market. PT Amerta Bali Lestari (ABL), a newcomer in the energy sector, faces challenges impeding its growth and success, primarily stemming from the absence of a well-defined business strategy. This deficiency inhibits the company’s ability to position itself effectively in the market, pursue long-term goals, and seize emerging opportunities. Furthermore, it hinders ABL’s capacity to understand its target market and differentiate itself from competitors. To address these issues, ABL must allocate resources and effort to develop a comprehensive business strategy, analyze market dynamics, trends, and competitive landscape, ensuring a more strategic and competitive market presence.

Materials and Methods

To develop ABL, it requires a comprehensive analysis of its internal competencies. Internal analysis includes Resource Analysis and Value Chain Analysis. The VRIO framework is a valuable strategic tool used to evaluate a business’s internal resources and capabilities, enabling the assessment of its competitive advantage (Vargas-Hernández & Garcia, 2019). VRIO stands for Value, Rarity, Imitability, and Organization. Value chain analysis is also an important part of internal environment analysis. Value chain analysis is a vital strategic tool for understanding how a company’s activities create products or services that customers value and give the company a competitive edge. It involves breaking down activities into primary (like production and customer service) and support (like procurement and technology development) activities and examining their interconnections. (Kohnová & Salajová, 2023a).

ABL also needs to understand its business’s external environment to understand any opportunities and threats. A method to analyse external analysis is through a General Environment Analysis using PESTEL and an Industry Analysis using Porter’s five forces (Kohnová & Salajová, 2023b). PESTEL covers six key segments: Political, Economic, Socio-Cultural, Technological, Environmental, and Legal (PESTEL). Porter’s Five Forces is a framework for assessing industry competitiveness. It encompasses five critical forces: rivalry among competitors, the threat of new entrants, substitute product or service threats, supplier bargaining power, and buyer bargaining power (Kennedyet al., 2020).

Strategic analysis of internal and external factors will serve as a foundation for formulating a clear and feasible action strategy through SWOT and TOWS Matrix. SWOT analysis combines external and internal factors to generate information for identifying strategic issues and developing effective strategies (Kennedyet al., 2020). By leveraging strengths, addressing weaknesses, capitalizing on opportunities, and mitigating threats, businesses can enhance their success and formulate strategies. The TOWS matrix is formed by combining internal strengths and weaknesses with external opportunities and threats, resulting in four categories of strategies: SO (leveraging strengths to seize opportunities), WO (addressing weaknesses to seize opportunities), ST (using strengths to mitigate threats), and WT (addressing weaknesses to mitigate threats) (Pasaribuet al., 2023).

Through the results of the SWOT and TOWS analysis a Quantitative Strategic Planning Matrix (QSPM) can then be applied to prioritize and evaluate strategies using quantitative data. It systematically compares and ranks strategic options, aiding in informed decision-making.

Data collection will involve primary and secondary sources (Taherdoost, 2022). In this research, a questionnaire will be used to gather primary data from competitors to benchmark the company’s products and services. Secondary data will be collected from reputable sources such as journals, articles, online books, documents, well-sourced news, and past research papers to support market and green industry sector analysis.

This research paper adopts a mixed-method approach, combining both qualitative and quantitative methods (Schoonenboom, 2023). Qualitative obtained through primary source (the questionnaire) and primary source will be utilized for the External and Internal Analysis of the business. Results of questionnaire will be used as benchmark for several points in the data analysis. External analysis and internal analysis will then be utilized for SWOT Analysis. Quantitative data will be utilized in the Quantitative Strategic Planning Matrix (QSPM). Based on the data of the SWOT Analysis, strategic insight and analysis will be made and quantified based on its attractiveness and its weight of contribution. Then the total score will be utilized in order to pick which alternative strategy is worth looking into. This method is applicable to various stages of business, whether they are start-ups or large companies. It aids in decision-making for the strategic steps necessary to foster the company’s growth (Zulkarnainet al., 2018).

Findings and Results

For the external analysis, in case of general environment analysis PESTEL, consist of politic, economic, socio-cultural, technology, environment or ecological and legal.

From the view of political aspect, the government is taking steps to accelerate green development (Wijayani & Tumiwa, 2022). Efforts include converting fossil fuel motorcycles to electric ones through the development of EV infrastructure, offering incentives for traditional motorcycle taxis to transition to electric, and plans to subsidize the sales and conversion of one million electric motorcycles over the next two years with specific quotas. Electric vehicles must be domestically produced with a minimum local content requirement of 40% (Wulansari & Aziz, 2023). Additionally, the government provides exemptions from motor vehicle tax and the Motor Vehicle Ownership Transfer Fee for electric vehicles to promote clean energy. The Balinese government fully supports these green development initiatives and aims to increase the number of electric motorcycles in use locally by 2026, aligning with their Regional Action Plan. These measures offer significant opportunities for electric motorcycle businesses like ABL, especially in the electric motorcycle rental sector.

Bali has always been known for its thriving tourism industry. It heavily relies on visitor arrivals and related economic activities. The number of foreign tourists that visits Bali can be seen from Table I.

Table I. Number of Monthly Foreign Tourists to Bali by Entry Points (People)

Year	2022	2021	2020	2019	2018
Total	2,155,747	51	1,069,473	6,275,210	6,070,473

The global emphasis on environmental sustainability presents economic advantages in Bali through the adoption of electric motorcycles and sustainable transportation. By reducing reliance on fossil fuels, long-term cost savings are achieved. Electric motorcycles offer lower operational expenses compared to traditional fuel vehicles (Habibie & Sutopo, 2020). Which in turn will lead to increased disposable income for individuals and businesses in Bali. The adoption of electric motorcycles and sustainable transportation in Bali has significant economic benefits, including cost savings for individuals and businesses, job creation through infrastructure development, and opportunities for local businesses. This shift towards sustainability aligns with Bali’s image as an environmentally conscious destination, attracting eco-minded tourists and diversifying the tourism market (Rizkiet al., 2021). Improved transportation planning and eco-friendly modes can enhance the overall tourist experience, leading to increased satisfaction, repeat visits, and longer stays, benefiting various sectors of the economy.

In the aspect of socio-cultural, there has been a record that there over one million motorcycles in 2023 and that motorcycles takes up to 85.77% of the type of transportation utilize by the populace. Which can be seen in Fig. 1.

Fig. 1. Distribution of motorized vehicles by type in the province of Bali (BPS Provinsi Bali, 2023).

Through this we can understand that the local populace prefers motorcycle as a means of transportation. A recent study in Indonesia (Astuti & Susanti, 2022) highlights a strong preference for electric motorcycles among the younger generation, particularly those aged 20–24 followed by those aged 35–39 and 45–49. Based on the populace data of 2023, the projected population of locals in Bali that falls within the category of age groups that shows a preference for electric motorcycle than internal combustion engine (ICE) motorcycle is estimated to be a total more than a one million individuals (BPS Provinsi Bali, 2023). This reflects a growing environmental consciousness among the Balinese population, making it a promising market for electric motorcycles. Additionally, a study on domestic tourist travel behaviour in Bali (Wiradnyanaet al., 2021) reveal that repeat visitors tend to choose cars, while those with higher incomes and larger groups prefer buses/minibuses and motorcycles. Key factors influencing their choice include travel time and companions, making motorcycles a popular option.

In terms of technology, there are many types of Electric two-wheelers and battery swap systems. Standardizing batteries for two-wheelers is a challenge in Indonesia, which can impact interchangeability (of different models), swap station density, and compatibility. Standardization can benefit customers needing longer driving ranges with frequent recharging or swapping (Aqidawatiet al., 2022). National-level standardization might be explored to balance standardization’s potential advantages and drawbacks. For Bali, an estimated 580 standardized swap stations will be needed by 2030 which can be seen on Table II.

Table II. Projected Number of Swapping Stations in Bali

Parameter	2022	2023	2024	2030
Total e-motorcycles (thousands)	27	95	241	1851
Swapping stations standardized	43	148	376	580
Area per swap station standardized (km2)	136	39	15	<10

Despite challenges, the deployment of electric motorcycles and swap stations in Bali is expected to advance, supporting sustainable mobility. Moreover, battery storage system development can significantly enhance electric motorcycle infrastructure.

From its environment or ecological aspect, a report of Indonesia’s historical emission has shown that Indonesia is not able to meet the 1.5°C goal for environment sustainability. With Power Sector encompassing the highest contribution of emission which is then followed by the Transport Sector (Wijayani & Tumiwa, 2022). The transport sector holds significant potential for reducing CO₂ emissions, with motorcycles being the most widely used vehicles. Accelerating the adoption of electric motorcycles is crucial. In Bali, implementing EV policies for tourist mobility could lead to substantial CO₂ reduction, estimating up to 1.9 million kg of CO₂ saved annually with government support and an extensive charging station network (Rizkiet al., 2021).

Based on its legal aspect, the legal framework in Indonesia strongly supports the development and adoption of electric motorcycles. Various regulations at both the central and regional levels promote electric mobility (Wulansari & Aziz, 2023). For instance, electric motorcycles are exempt from motor vehicle tax under the Regulation No. 6 of 2023. The Ministry of Energy and Mineral Resources, through Regulation No. 13 of 2020, is actively enhancing the electric charging infrastructure and battery swap stations, with future revisions to further accelerate development. Presidential Regulation Number 55 of 2019 emphasizes the use of local components in electric vehicles, setting out the minimum Domestic Component Level (TKDN) for electric motorcycles. Regulations from Indonesia’s Ministry of Transportation, such as Numbers 65; Number 45; and Number 44 of 2020 which focuses on safety standards and guidelines for converting, testing, and operating battery-based electric motorcycles. While the Ministry of Industry’s Regulations Numbers 7 of 2022 and 6 of 2023 address manufacturing processes and subsidy eligibility, collectively aiming to foster the adoption and production of these vehicles. At the regional level in Bali, local policies support electric motorcycles (Asian Development Bank, 2022). This is evidenced by the Governor’s Regulations that endorse clean and sustainable energy sources (Bali’s Governor Regulation 45/2019) and promote the use and development of battery-based electric vehicles, including electric motorcycles (Bali’s Governor Regulation 48/2019).

Viewed from its industrial analysis using Porter’s five forces, in terms of threat of new entrants, ABL, operating in Bali’s electric motorcycle rental market, faces a moderate threat from potential new entrants. Although this market holds opportunities due to increasing electric vehicle demand and government support for green initiatives, barriers to entry exist. These barriers include complex licensing and permitting processes, legal requirements, and the need for substantial initial investment in infrastructure like charging and battery swapping stations (Habibie & Sutopo, 2020). ABL has an early-mover advantage, having already navigated these requirements, developed relationships with authorities, and established the necessary legal framework. Additionally, the development of charging infrastructure, which ABL has already invested in, is another obstacle for new entrants. In the long run, with standardized charging systems, the barriers to entry may diminish. ABL’s competitive edge lies in its early entry and established infrastructure, which can help mitigate the threat of new entrants. Staying focused on exceptional service and market awareness will be key to maintaining leadership in Bali’s electric motorcycle rental market.

The bargaining power of suppliers is a significant factor to consider in ABL’s electric motorcycle rental service in Bali. Suppliers provide crucial resources, components, and infrastructure for ABL’s operations, and currently, they hold a high level of power due to their specialized offerings. ABL relies on these suppliers for their battery swap system, which is a unique feature. To address supplier power, ABL can build long-term partnerships, diversify their supplier base, negotiate favourable contracts, and invest in in-house capabilities.

The bargaining power of customers is a critical factor to consider when evaluating the viability and profitability of ABL’s electric motorcycle rental service in Bali. Currently the Bargaining Power of Customers for ABL is high. Customers in Bali’s electric motorcycle rental market hold significant bargaining power due to the availability of alternatives, easy access to information, and customer concentration. As a start ABL must be able to focus on the most important aspect viewed by the customers which are ease of charging and affordable pricing (Haryadiet al., 2023).

The threat of substitutes for ABL’s electric motorcycle rental service in Bali is moderate, primarily due to the presence of traditional gasoline motorcycles. However, factors like charging infrastructure, perceived quality, technological advancements, regulations, and cultural preferences play a significant role in determining this threat. ABL can minimize the risk by highlighting the unique advantages of its electric motorcycles, monitoring industry trends, engaging with authorities, and promoting eco-friendly aspects.

The competitive rivalry in Bali’s electric motorcycle rental market is high, with established rental companies and new entrants competing for market share. Factors influencing this rivalry include market growth rate, price competition, distribution channels, and industry regulations. ABL must focus on strategic pricing, value-added services, distribution partnerships, and staying informed about regulatory changes to maintain a competitive edge in the market. The emergence of electric motorcycles as a sustainable and preferred option provides ABL with a unique selling point in a market with limited electric vehicle options.

For resource analysis, VRIO framework is used. Something that adds value to ABL is its source of income which is its electric vehicle. As of 2023 ABL currently owns a number of electric motorcycles. These electric motorcycles are the core of ABL’s business as an electric motorcycle rental service. These motorcycles can be categorized as low power vehicle as in those with power under 125cc. However, they do provide an environmental friendlier option.

A rarity in the motorcycle rental market would be the electric motorcycle however they do exist. They can either be powered through fast charging stations or through a battery swap system. The motorcycles provided by ABL are not only electric but also charged through a battery swapping system. A battery swapping system, allows faster and easier charging in comparison to charging stations. Battery swapping at a station has also been observed as a preferred method by consumers (Balijepalliet al., 2023). The motorcycle model chosen are those that are compatible to be modified with the battery swap system of ABL’s partner PT Oyika Powered Solutions (Oyika).

The partnership that ABL was able to establish while imitable is quite difficult as they are made under certain circumstances and deals that ABL was able to make with them. A simplified version of ABL’s partnership and business model can be seen in Fig. 2 ABL Partnership. Certain partnership is also made under exclusive terms meaning they cannot make partnership with other parties under the same circumstances within Bali. Due to ABL’s early lead, this partnership was able to be made. ABL was also able to create a partnership and deals with partners that owns an armada of motorcycle for various services. One of which is company that provides motorcycles for ride-sharing services.

Fig. 2. ABL partnership.

By leveraging and organizing all of its resources, ABL has developed a competitive and profitable business model. This model focuses on providing a rental service for electric motorcycles, allowing customers the option to keep the motorcycle after renting for a specified period and offering free battery charges. Like other rental models, the success of ABL’s business model is influenced by four key variables: coverage distance, cost for motorcycle title transfer, rental cost, and fuel prices (Waluyoet al., 2022), all of which can be covered by ABL’s partnerships.

To create a value chain analysis, we looked into the Support Activities and the Primary Activities of ABL’s business value chain. For its Primary Activities we first look into Inbound Logistics. ABL’s value chain encompasses procurement, operations, outbound logistics, marketing and sales, and service. The company acquires electric motorcycles and battery swap systems from manufacturers and suppliers, shipping them to Bali. Its operations focus on vehicle maintenance and battery swap stations, with a strategic location in South Bali based on customer concentration. ABL manages customer reservations, motorcycle registration, and scheduling, utilizing technology to track and maintain its fleet. Marketing and sales are primarily driven by partnerships with rental shops, ride-sharing providers, and motorcycle communities, with rent pricing based on market rates and agreements. ABL’s service extends to maintaining relationships with partners and ensuring customer satisfaction, fostering good standing in negotiations and showcasing its operational efficiency.

ABL’s analysis reveals several key strengths in its business model. ABL demonstrates several core strengths in its business model. Notably, it offers a unique value proposition in the form of eco-friendly electric motorcycles and a battery swapping system, positioning itself as an environmentally responsible alternative to traditional gasoline-powered vehicles. ABL’s early entry into the electric motorcycle market has enabled the formation of essential partnerships and exclusive agreements, granting access to a fleet of electric motorcycles and fostering valuable supplier collaborations. The company has also established a strong infrastructure, boasting an efficient management team, well-trained employees, maintenance facilities, legal licenses, and a comprehensive charging system, ensuring the smooth and compliant operation of its rental service. Collaborations with Oyika and battery swap stations provide a competitive edge by offering a more advanced and efficient charging solution. Furthermore, ABL effectively manages its logistics operations, ensuring a stable supply of electric motorcycles and a seamless customer experience.

Discussion

ABL’s business model exhibits both strengths and potential areas for improvement. While the company relies on valuable partnerships, fostering them is essential for business success but also leaves ABL vulnerable to shifts in these relationships. Additionally, limited technological development due to the absence of an R&D department and reliance on third-party suppliers might hinder ABL’s ability to stay competitive in a dynamic market. The need for enhanced IT infrastructure and a more comprehensive rental management system is evident for future scalability and improved operations. Furthermore, expanding the operational scope beyond the south of Bali could open up opportunities for attracting a broader customer base and enhancing service coverage, contributing to the company’s growth and sustainability.

ABL faces potential threats, including intense competition from traditional motorcycle rental providers and newcomers in the electric motorcycle sector. Changes in regulations and government support could affect the business, which is still positive as of 2023 (Askinatinet al., 2023). Supplier dependence may lead to cost and supply issues. Changing customer preferences or legal changes may impact demand for electric motorcycle rentals. To navigate these threats, ABL must stay adaptable in a dynamic market.

Based on the SWOT analysis made, the next step is to create a TOWS matrix shown by Table III Which allows connections to be formed to create the following alternative strategies:

1. Expanding the business and area of operation throughout Bali through the development of its charging infrastructure and finding new market through partnership or horizontal integration (SO1, ST1, WO4).

2. Expanding business operation outside of Bali in other parts of Indonesia (SO2).

3. Expand business to market end customers through the development of an IT Infrastructure or adopting an established one (SO4, WT3, WO3).

4. Expand ABL’s product lineup to include internal combustion engine motorcycle (WT1).

5. Pursue vertical integration by taking over partners business or adopting their business model (SO3, WO1).

6. Monitor and adapt to changes in regulations and market that may affect ABL’s business while also and partnership through adopting new innovation (ST2, ST3, WT4, WO2).

7. Diversify supplier partnership by finding other suppliers that utilizes similar or better charging system which may mean changing contract with existing partners to no longer be exclusive (ST4, WT2).

Table III. TOWS Matrix

	Opportunities (O)	Threats (T)
Strengths (S)	SO1. Expand the business throughout Bali through expansion of the charging infrastructure (S1, S3, O1, O4)	ST1. Create a partnership or horizontal integration with existing motorcycle rental services (S1, S3, S4, T1)
	SO2 Expand customer base in growing market outside if Bali while the market is still emerging (S2, S4, O2, O4)	ST2. Monitor and adapt to changing regulations that may affect ABL’s business and partnership (S1, S3, T2)
	SO3 Pursue vertical integration by taking over partners business or adopting their business model. (S2, S4, O3)	ST3. Strengthen supplier relationships through constant communication (S2, S4, S5, T3)
	SO4 Diversify customer segment through finding more partners or direct marketing (S3, S4, O2, O4)	ST4. Innovate and align with evolving customer preferences through adaptation of new technology or partnership. (S5, T1, T4)
Weaknesses (W)	WO1. Improvement of the business strategic control through vertical integration (W1, W2, O2, O3)	WT1. Increase of ABL’s business to include internal combustion engine vehicles (W4, T1, T4)
	WO2 Improve technological development through adoption of new innovations (W2, W3, O2, O3)	WT2. Diversify suppliers in orders to decrease their power over ABL which means changing existing contract to no longer be exclusive (W1, W2, T3)
	WO3. Enhance IT infrastructure to allow easier reservation of rental services for potential direct customers (W3, W4, O3, O4)	WT3. Utilize other rental service IT Infrastructure for ABL’s use through cooperation or buying them. (W2, W3, T1)
	WO4. Expand area of operation through increase of infrastructure (W4, O1, O2, O4)	WT4. Monitor and adapt to changes in the industry that may affect ABL’s business and partnership (W1, T2, T4)

Based on the data from the TOWS Matrix and the SWOT analysis result we can get then quantify the weight of each attribute shown in the Table IV.

Table IV. SWOT Variables Weight for QSPM

No.	Description	Weight
Strength
1	Unique value proposition	0.10
2	Early entry and partnership	0.11
3	Established infrastructure	0.10
4	Competitive advantage	0.10
5	Efficient logistics	0.10
No.	Weakness
1	Reliance on partnerships	0.15
2	Limited technological development	0.10
3	Better IT infrastructure	0.12
4	Limited area of operation	0.12
	Internal total	1.00
Opportunities
1	Area of operation	0.13
2	Growing market	0.12
3	Vertical integration	0.13
4	Market diversification	0.13
No.	Threat
1	Intense competition	0.12
2	Changing regulations	0.13
3	Supplier power	0.12
4	Changing customer preferences	0.12
	External total	1.00

In order to be as impartial as possible the author has decided to make a somewhat balance might between variables in the internal factor and the external factor. Only some variables are adjusted to weigh more as they are deemed to be important factors within the SWOT analysis.

Based on SWOT Weights and the listed Alternative Strategies, a QSPM can then be made. As for the attractiveness score, the author decides to put a 1 where an alternative strategy coincides with the SWOT Variables and a 0 where an alternative strategy doesn’t coincide with a SWOT Variable. This means the more an alternative strategy can utilize the SWOT of the company, the more they will be valued.

From the results in Table V, we see that the alternative strategy that should be prioritize (from top to bottom) for ABL business are as follow:

1. Alternative 6: Monitor and adapt to changes in regulations and market that may affect ABL’s business while also and partnership through adopting new innovation (TAS 1.63).

2. Alternative 1: Expanding the business and area of operation throughout Bali through the development of its charging infrastructure and finding new market through partnership or horizontal integration (TAS 1.38).

3. Alternative 3: Expand business to market end customers through the development of an IT Infrastructure or adopting an established one (TAS 1.29).

4. Alternative 5: Pursue vertical integration by taking over partners business or adopting their business model (TAS 0.83).

5. Alternative 7: Diversify supplier partnership by finding other suppliers that utilizes similar or better charging system which may mean changing contract with existing partners to no longer be exclusive (TAS 0.71).

6. Alternative 2: Expanding business operation outside of Bali in other parts of Indonesia (TAS 0.46).

7. Alternative 4: Expand ABL’s product line-up to include internal combustion engine motorcycle (TAS 0.36).

Table V. Quantified Strategic Planning Matrix

Description		Weight	Alternative strategy
			1		2		3		4		5		6		7
No.	Strength		AS	TAS	AS	TAS	AS	TAS	AS	TAS	AS	TAS	AS	TAS	AS	TAS
1	Unique value proposition	0.10	2.00	0.20	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	1.00	0.10	0.00	0.00
2	Early entry and partnership	0.11	0.00	0.00	1.00	0.11	0.00	0.00	0.00	0.00	1.00	0.11	1.00	0.11	0.00	0.00
3	Established infrastructure	0.10	2.00	0.20	0.00	0.00	1.00	0.10	0.00	0.00	0.00	0.00	1.00	0.10	0.00	0.00
4	Competitive advantage	0.10	1.00	0.10	1.00	0.10	1.00	0.10	0.00	0.00	1.00	0.10	1.00	0.10	0.00	0.00
5	Efficient logistics	0.10	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	1.00	0.10	1.00	0.10
No.	Weakness
1	Reliance on partnerships	0.15	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	1.00	0.15	1.00	0.15	1.00	0.15
2	Limited technological development	0.10	0.00	0.00	0.00	0.00	1.00	0.10	0.00	0.00	1.00	0.10	1.00	0.10	1.00	0.10
3	Better IT infrastructure	0.12	0.00	0.00	0.00	0.00	2.00	0.24	0.00	0.00	1.00	0.12	1.00	0.12	0.00	0.00
4	Limited area of operation	0.12	1.00	0.12	0.00	0.00	1.00	0.12	1.00	0.12	0.00	0.00	0.00	0.00	0.00	0.00
Internal total		1.00
No.	Opportunities
1	Area of operation	0.13	2.00	0.26	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00
2	Growing market	0.12	1.00	0.12	1.00	0.12	1.00	0.12	0.00	0.00	1.00	0.12	1.00	0.12	0.00	0.00
3	Vertical integration	0.13	0.00	0.00	0.00	0.00	1.00	0.13	0.00	0.00	1.00	0.13	1.00	0.13	0.00	0.00
4	Market diversification	0.13	2.00	0.26	1.00	0.13	2.00	0.26	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00
No.	Threat
1	Intense competition	0.12	1.00	0.12	0.00	0.00	1.00	0.12	1.00	0.12	0.00	0.00	0.00	0.00	1.00	0.12
2	Changing regulations	0.13	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	2.00	0.26	0.00	0.00
3	Supplier power	0.12	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	1.00	0.12	1.00	0.12
4	Changing customer preferences	0.12	0.00	0.00	0.00	0.00	0.00	0.00	1.00	0.12	0.00	0.00	1.00	0.12	1.00	0.12
External total		1.00
Total score		2.00	12.00	1.38	4.00	0.46	11.00	1.29	3.00	0.36	7.00	0.83	14.00	1.63	6.00	0.71

The strategy that needs to be focused on are those with scores higher than 1. Based on that, to overcome ABL’s business challenges and ensure sustainable growth, a well-planned implementation strategy is crucial. The first strategy involves ongoing monitoring and adaptation, integrated into daily operations to proactively respond to external changes, maintain competitiveness, and decrease reliance on a sole partner. Monthly strategic meetings will facilitate effective communication and alignment. The second strategy, expansion of the business and area of operation, will be initiated after two years to establish a strong foundation in the current market. ABL will develop charging infrastructure in other parts of Bali and pursue strategic partnerships, enhancing its competitive position. The third strategy involves developing an IT infrastructure in the second and third years, streamlining operations and enhancing efficiency. ABL aims to diversify its customer base and establish a stronger brand recognition through an improved customer experience.

Conclusion

This study offers insights and strategic recommendations for Amerta Bali Lestari (ABL), an electric motorcycle rental company in Bali, to support its sustainable growth goals. The analysis highlights ABL’s strengths in providing eco-friendly transport options and leveraging partnerships, while also identifying challenges related to technology limitations and dependency on suppliers. The strategic plan for ABL emphasizes ongoing market monitoring, expanding services across Bali, and investing in IT infrastructure to boost operational efficiency and broaden its customer reach. By adapting to market shifts, strengthening infrastructure, and focusing on customer engagement, ABL can solidify its position in Bali’s green transportation sector, taking advantage of emerging opportunities and addressing key challenges.

Recommendations for ABL’s management center around reinforcing partnerships with suppliers and collaborators, implementing consistent market monitoring, and enhancing customer outreach through marketing initiatives and digital infrastructure. ABL is encouraged to extend its charging network beyond Bali’s southern region, focusing on sustainability and eco-friendly practices to stand out in the market. These proactive steps will enable ABL to capitalize on strengths, mitigate weaknesses, and seize growth opportunities, positioning the company as a leading player in Bali’s electric motorcycle rental industry. Future research should include long-term studies on customer behavior, partner satisfaction, competitive benchmarking, and a lifecycle sustainability analysis of ABL’s offerings to reinforce its commitment to sustainable transportation.