Purpose: Strategy formulation is part of organization design study to evaluate decision thoroughly, then enable organization to achieve company goal. This study aims to formulate strategy of automation and digitalization for PT XYZ, to be ready for welcoming future growth of demand by maintain competitive cost within the same industry. Method: The study collects primary data from focus group discussion with selected participant of PT XYZ, located in Bandung, Indonesia, with participant selection based on information rich person reference. Data collection and analysis utilize qualitative and quantitative approach, and utilize three steps of strategy formulation (input stage, matching stage and decision stage). Results: Strategy formulation steps as per theory, applicable to finalize strategy to support industry 4.0 transformation at PT XYZ. Combine steps with latest internal and external factor analysis method, such as PESTLE, VRIO, Porter Value Chain analysis, and QSPM, help broaden the perspective of the participant during discussion. The study resulted eight strategies, which then simplified by data reduction approach to be four. Conclusions: The study successfully formulates PT XYZ's digital transformation strategy for Industry 4.0 by integrating comprehensive strategic tools such as PESTLE, Value Chain Analysis, VRIO, SWOT, TOWS, and QSPM. Strategy execution is prioritized in three phases: establishing an organizational hierarchy aligned with internal capabilities, adapting appropriate technologies to support human functions, and enhancing local and intercompany networks. Limitations: This study is limited by its qualitative reliance on focus group discussions, which may be influenced by participant bias and lack real-time implementation feedback. Contributions: By conducting this study, author expect it will prove the practical implementation of strategy formulation in industry 4.0 transformation for aerospace industry in Indonesia and Asia.

Purpose: This paper illustrates the significant branding enhancement for PT Laluasa Cipta Asia using the concept of brand positioning strategy, specifically for one of their business units called Gizalab which focuses on User Experience design services. The study's primary objective was to evaluate the current service process to identify strengths and weaknesses, understand customer behavior, and analyze the competitive landscape. Method: The main methods in this study are market surveys, competitor analysis, and in-depth interviews. The author uses a market survey to discover how the target market perceived the existing brand perception. This understanding is important as the basis for the creative brand positioning strategy. Results: While VRIO analysis emphasizes what valuable resources are from the company’s point of view, the in-depth interviews exhibit the gap in what matters to the customers and the target market. There are several key prominent insights found through in-depth interviews, one of them is the poor performance of the company’s branding strategies. The research results indicate that the existing Gizalab’s branding as the user experience design expert is not perceived as intended and currently is not convincing the target market. Conclusions: The study highlights the critical importance of basic branding elements in supporting business growth and stakeholder vision. A key finding reveals that Gizalab lacks foundational branding assets, particularly a clear brand positioning. Without a strong and concise positioning statement, the company risks confusing potential clients and missing opportunities for differentiation in the market. Limitations: This study was limited to an internal branding assessment and did not include comprehensive market analysis or competitor benchmarking, which could provide a deeper context for strategic positioning. Contributions: The findings of this study are particularly relevant to branding consultants, marketing strategists, and business development teams working with startups or SMEs lacking structured brand frameworks.

Purpose: The purpose of this study is to obtain the best gas field development scenario based on company values. Research Methodology: This research used qualitative methods obtained from interviews, questionnaires, and discussions. The data obtained were analyzed by researchers with a focus on the content and the relationship between one content and another. This method is used in the value-focused thinking process to determine goals, criteria, and alternative solutions. In addition to qualitative methods, quantitative analysis was performed using the Analytic Hierarchy Process method. This method is used to determine the ranking of project selection criteria and sub-criteria and to determine the best field development scenario. Results: The Project Profitability criterion has the largest weight score of 0.529, while the most important sub-criteria are the Profitability Index (PI) ratio and Net Present Value (NPV), with global weight scores of 0.266 and 0.263, respectively. The selected solution based on the analysis was scenario two with a weight score of 0.477 and an inconsistency value of 0.05. The scope of work for this scenario is drilling nine wells, building a pipeline, and installing a compressor, which is divided into two stages, starting with the MP-HP compressor and the LP-MP compressor. Conclusions: This study applied VFT and AHP methods to evaluate gas field development scenarios, considering criteria such as cumulative production, cost, profitability, and risk. Profitability emerged as the most influential criterion, with the Profitability Index and Net Present Value being the highest-ranked sub-criteria. Scenario 2 was identified as the optimal development plan, involving nine wells, staged compressor installations, and pipeline construction. Limitations: The values of reserves, production, and economic data were slightly modified due to company policies but did not change the qualitative nature of the data. An interview, Focused Group Discussion, and pairwise comparison questionnaire were distributed to Subject Matter Experts who are knowledgeable and involved in decision making in the company. Contribution: This research provides a reference for companies who want to know how to make the right decisions according to company values, particularly in the upstream oil and gas industry.