Corresponding Author: Eko
Agus Suwandi
E-mail: [email protected]
INTRODUCTION
The market segment targeting public trust
is one identifier for implementing strategic educational services management (Buku Ajar Manajemen Strategi (Teori Dan
Aplikasi), 2020). Because mistakes in identifying will
impact the wrong implementation of strategic management, this will affect the existence
of institutions and competitiveness for educational institutions. This is
because the current condition of society, assisted by the acceleration of
information, makes it possible to identify academic institutions.
The acceleration of information requires
society to demand educational attainment following the wishes and demands of
the times. The organization no longer fully believes that students� future is
based solely on fate. However, a bright future is a series of processes that
will be achieved through educational institutions. According to Heene and
Sanchez, this public awareness makes the face of an educational institution not
only interpreted as a service or service institution but as a business company (Mohebi,
2019) (Allui
& Sahni, 2016).
At present, the failure to understand the
condition of educational institutions and market demands means that many
institutions must close or merge to save their existence. Survey results from
the Organization for Economic Cooperation and Development (OECD), as much as
10% of higher education institutions in Indonesia had to be closed due to not
having competitive strength in 2018. This condition was getting worse, with an
increase of more than 15% due to the spread of Covid 19. The biggest factor is
that public trust has decreased as a result of the inability of schools to
manage market strategies (Fradito,
2016).
According to Sri Haningsih, educational
institutions face big managerial problems in this condition. The results of Sri
Haningsih�s research show that the failure of top-level educational
institutions to gain public trust is strongly influenced by the ability to
exist human resources to take strategic and measurable steps (Sholihah,
2018) (Latorre-Medina
& Blanco-Encomienda, 2013). The Covid 19 pandemic should not be
solely used as a single factor as a cause of the failure of educational
institutions to defend themselves against the public trust. The Covid 19
pandemic is an accelerated test of the ability of human resources in academic
institutions to carry out management.
The efforts to increase public trust as a
competitive advantage carried out within a strategic management framework have
proven to yield very good results. The indicator is an increase in the number
of students who enter when new students come (Dwiyama,
2019). SMK Bina Insan I Cirebon carried out
this phenomenon. The strategy developed is broadcasting capability improvement
services for students. Likewise, what was done by MA YPP Babakan Jamanis to
increase its brand in the market. MA YPP Babakan Jamanis uses a marketing
strategy based on graduate competency innovation based on social media. As a
result, at the acceptance of new students in 2020, MA YPP Babakan Jamanis
received a 50% increase in students compared to the previous year (Widiantari
et al., 2022).
Based on the results of these previous
studies, it is important to see the implementation of education-based strategic
management at SMAN 5 Taruna Brawijaya Kediri City. In this context, the Author
looks at the dynamics of implementing strategic management at State Senior High
School (SMAN) 5 Taruna Brawijaya Kediri City. Senior High School (SMA) 5 Taruna
Kota Kediri was originally called Senior High School (SMA) 5 Kota Kediri. The
addition of the name Taruna shows the courage of existing human resources in
targeting a clear market segment. The name Taruna sends a very strong message
that Senior High School (SMA) 5 Taruna is a school provided for the public who
want to send their children to have a career in the world of defense at the
Indonesian police and national army levels. This name also conveys that the
characters instilled discipline, a spirit of nationalism, and a healthy
culture.
According to the Author�s observations,
the learning culture follows the big vision of the cadet�s name-embedding fund.
In its image, teaching and learning activities produce graduates worthy of
being Cadres of National Leaders with Noble, Smart, Superior, and High
Integrity Characters. The word that is attached meaning to Taruna is high
integrity. As for its implementation, children or students are placed in
dormitories during the teaching and learning process with a very tight schedule
that must be implemented. Dressing during teaching and learning activities equates
to army or security defense service uniforms.
Senior High School (SMA) 5 Taruna Kota
Kediri can be said to be an example of the success of revolutionary innovation
with the application of strategic management compared to high school schools in
Kediri City and its surroundings. So far, innovation as a form of strategic
management at the high school level is solely selling the ability to work in
companies and developing language skills which is one of the prerequisites for
ease of continuing studies at well-known campuses. In fact, for these two skills,
course institutions provide shorter time than schools of up to 3 years. This
means that high schools in Kediri City see the same market opportunities as
course institutions.
According to the school�s deputy
principal, as one of the names change teams, Senior High School (SMA) 5 Taruna
Brawijaya was built based on a shared awareness of making improvements for a
long time. However, the momentum came when there was a discourse or policy by
Governor Soekarwo to carry out a transformation at the senior high school level
that would print or produce graduates who would become members of the defense
and security. It is also undeniable the role of all existing human resources
(HR) wants Senior High School (SMA) 5 Brawijaya to be able to compete and gain
measurable public trust.
Like tit for tat, the role of alums in
driving change is also very large. The alums, with colleagues outside the City
of Kediri, became the first batch of very large material students. The request
to the school was stronger by wanting a dormitory as part of military-based
learning. Although, it is also undeniable that the parents� desire for children
during their teenage years is excessively dependent on cell phones.
Senior High School (SMA) 5 Taruna
Brawijaya is one of the senior secondary schools that has received enormous
public trust. This is proven in the acceptance of new students; SMAN 5 Taruna
Brawijaya is included in the five favorite school categories. Another proof is
that SMAN 5 SMAN 5 Taruna Brawijaya can become a superior and leading school.
At the level of fellow cadets, SMAN 5 Taruna Brawijaya is the high school with
the most student acquisition in East Java. So, the purpose of this study was to
analyze strategic management based on cadet education at SMAN 5 Taruna
Brawijaya, Kediri.
METHOD
Based on the
formulation and research objectives, this research is an in-depth study to
obtain complete and detailed data. This study aims to get an in-depth
description of the implementation of education-based strategic management in a
qualitative approach. According to Best, as quoted by Sukardi, a qualitative
approach is a �research method that seeks to describe and interpret objects
according to what they are� (Kurniasih & Zuhriyah, 2017). Prasetya revealed that �qualitative research is research that
explains facts as they are� (Anggito, AlbiAnggito, A., &
Setiawan & Setiawan, 2018). �A qualitative approach was chosen because it can describe and
understand the meaning underlying participant behavior, describe complex
settings and interactions, explore to identify types of information, and
describe phenomena� (Syafei et al., 2020).
This research
is expected to describe the data as a whole and intact regarding the
communication strategy. Applicatively, in this research, the researcher tries
to understand in advance the meaning of the event and its relation to the
communication strategy in attempting to enter the conceptual world of the
subjects being studied in such a way that it is easy to understand what and how
those around them develop an understanding. Events in everyday life (Sugiyono, 2013). This research seeks to understand the meaning of events and
people�s interactions in certain situations. A phenomenological approach uses a
theoretical orientation or theoretical perspective to understand the importance
of events and interactions of people (Zahroh, 2013). This approach is used by observing the phenomena of the subject�s
conceptual world, which are monitored through their actions and thoughts to
understand the meanings composed by the subject around everyday events.
Researchers try to understand the issue from the subject�s point of view by not
ignoring interpretation and making conceptual schemes.
This research
was conducted at State Senior High School (SMAN) 5 Taruna Brawijaya Kediri
City. SMA Negeri 5 Kediri is one of the senior high schools in Kediri City,
East Java. This school is located on the slopes of Maskumambang Hill, Mount
Klotok, Kediri City, East Java, and is the only school in Kediri with a natural
forest right behind the school. Addressed at Jalan Selomangleng No. 2 City of
Kediri, East Java. Senior High School (SMA) Negeri 5 Kediri is the first school
to receive the title of National Adiwiyata at the high school level in Kediri. Senior
High School (SMA) 5 Taruna Brawijaya is geographically close to the Mobile
Brigade Headquarters and the TNI Headquarters, so the potential for
collaboration can be done more quickly. The learning atmosphere can be achieved
by utilizing these two dimensions� facilities and infrastructure.
Based on the
type and research approach, followed by in-depth interviews, observation, and
document excavation. Interviews were conducted with the transition team and
school principals (Moleong, 2017). Comments were made to the research locations (schools and
dormitories). As material or document data following the research focus, the researcher
reads and views documents in transitional proposals and evaluation results
documents every year.
RESULTS AND DISCUSSION
The current condition of Senior High
School (SMA) 5 Taruna Brawijaya is the result of the transformation of Senior
High School (SMA) 5 Brawijaya, Kediri City. When it became Senior High School (SMA)
5 Brawijaya Kota Kediri, this school had not yet received a significant public
response. In each ranking based on student income, Senior High School (SMA) 5
Brawijaya gets an average no above 6. This condition shows that there is a need
for increased competitiveness, which has an impact on the amount of public
trust.
The low trust of Senior High School (SMA)
5 Brawijaya can be described based on the SWOT analysis developed by the Status
Transfer Team. According to the Team Leader, Senior High School (SMA) 5
Brawijaya always gets students with the criteria as leftovers when they are not
accepted at a similar public school. �The average number of students who get it
is because they are not accepted at other public schools rather than private
schools,� said Nuribi Hariyanto. On the other hand, facilities and
infrastructure are still very limited to meet the wishes of the public, looking
for a differentiator from other schools.
The special program offering that is
superior is the same as most other schools, namely English. However, the
fundamental weakness is the school�s location on the city�s outskirts, on the
slopes of a mountain, which limits access to public transportation. This
condition causes parents to provide special vehicles, such as motorbikes. This
weakness makes people who want to send their children to Senior High School (SMA)
5 Brawijaya must increase their funding.
In this context, it can be understood that
challenges will be very easy to face with opportunities if market segments are
more specific. According to Kotler and Keller, a market determination will
determine the accuracy of the strategy to find maximum results. This is like
what automotive companies do, which always analyze market segments before
producing goods.
At that time, the team had the results of
the market determination analysis. Namely, students had a wish, parents had a desire,
and there was a fee. The determination of this segment is the result of an
analysis of the potential to seize the market. According to Nuribi Hariyanto,
there are three criteria for reading market segments, namely:
1.
There is a
student�s desire, there is a fee, but the parents do not wish,
2.
There is a
desire of parents, and there is a cost, but the child has no passion,
3.
Parents and
children have a desire, but there is no cost.
Based on that category, the target market
segment has three components: parents have a desire, students have a passion,
and costs also exist (Christopher
et al., 2013). To fulfill this, the strategy is to
convince SMAN 5 Brawijya to change into Senior High School (SMA) 5 Taruna
Brawijaya, a new face with a cadet-based learning system. This change
guarantees to produce alums who can make it easier to achieve the aspirations
of students and parents.
The analysis results were conveyed to the
Governor of East Java, Soekarwo, and Governor Khofifah. This was done as a form
of seriousness for the entire team to get results. They were allowed to change
the name of Senior High School (SMA) 5 Brawijaya to Senior High School (SMA) 5
Taruna Brawijaya. At the same time, the market analysis results are used to
carry out a strategy with a measurable pattern (strategic management) at SMAN 5
Taruna Brawijaya, Kediri City. �We conveyed this reading to the governor and
the TNI to get approval to transfer the name. To gain more trust, we also
convey measurable strategic steps to manage and develop existing potential,�
said the Deputy Head of the Status Transfer Team.
At the same time, trying to convince the
Governor of East Java and Kasat TNI, Andika Perkasa, the team formulated reform
steps at Senior High School (SMA) 5 Taruna Kediri City. An understanding of
modern management covers these steps: planning, implementing, evaluating,
developing, and controlling. These steps were formulated and written in a
guidebook for implementing education within 25 years.
The steps for implementing strategic
management based on vocational education are as follows:
1. Changes in the Vision, Mission, and Goals
of the Institution
The new naming impacts adding or changing the vision, mission, and
objectives of the State Senior High School (SMAN) 5 Taruana Brawijaya Kediri
City. The concept and mission are as follows: �The Realization of a Cadre of
National Leaders with Noble, Smart, Superior, and High Integrity Characters.�
While its mission is as follows:
a.
Strengthen
faith and devotion to God Almighty.
b.
Strengthening
nationalism, self-sacrifice, and love for the motherland.
c.
Build a soul
of leadership and managerial.
d.
Growing
exemplary in thought, word, and deed.
e.
Building a
spirit of independence, entrepreneurship, and innovation.
f.
The tradition
of scientific and academic ways of thinking
g.
Develop
effective communication skills and global competitiveness.
h.
Foster
excellence, competition, and creativity in various fields.
i.
We are strengthening
our concern for nature and the environment.
Changes in
vision and mission are like giving a new spirit or power to the Senior High
School (SMA) 5 Taruna Kediri City institution. In strategic management, the
vision and mission are the driving force for the movement and development of
the institution. This vision is an accumulation of long-term and short-term
thoughts from reflecting on existing problems. For this reason, strong
reflection on the image and mission always intersects directly with
organizational morale (the philosophical aspect of the institution�s
establishment).
2.
Sharpening
Reading of Internal and External Challenges
One formulation of implementing strategic management is updating
data on internal and external challenges. In this context, the work carried out
by Senior
High School (SMA) 5 Taruna,
Brawijaya, Kediri City uses the same method, namely SWOT analysis (Rangkuti, 2018). Even so, the framework of thinking is improvement and
development. That way, the variables used as measurements are increased�for
example, the opportunity for alums. At the beginning of its establishment, alums
were only oriented toward the four dimensions of defense and security. However,
with the development of challenges and demands, alums can enter four dimensions
on international standard campuses. Evidently, on November 3, 2022, Senior High School (SMA) 5 Taruna Brawijaya City of Kediri collaborated with Malaysian
High School in the framework of the ability to carry out scientific
integration.
3.
Implementation
of Youth Education-Based School Branding
It cannot be denied as a school is a service institution, and the
brand occupies a very important place (Subianto, 2020). The cadet brand has a very significant impact on increasing
public trust. The Taruna brand becoming public awareness is a school that can
produce students with a very high disciplinary character, like the military.
The same goes for alum admissions. One of the strategies developed by Senior High School (SMA) 5 Taruna Kediri is to provide promotional letters to all
institutions that have the potential to use their alums. The institutions to
which the letters were written were of 4 dimensions: the police, air force,
navy, and army. In addition, well-known campuses with international standards,
for example, UNAIR, UI, and Brawijaya.
Another strategy is to use alum networks. The SMKN 5 Taruna
Brawijaya program in Kediri City is to appoint student representatives to
record and manage alums so that they remain involved in developing and
increasing public trust. According to Nuribi Hariyanto, alum management is an
absolute must because it can bring blessings or positive value to individuals
and institutions. For example, some alums want their juniors to have archery
skills. Finally, that way, the school is not too difficult to provide archery
skills for children.
4.
Implementation
of Policy-Based Strategy
Grindle argues that, in theory, public policy is a process of
politics and administration (Subianto, 2020). So, it cannot be denied that policies often deal directly with a
person�s sense of satisfaction even though policies are formulated through and
considering the conditions following the rules of policymaking. The policy can
also be understood as its driving force for members of the organization to
carry out the strategy that has been set. That way, the policy is an important
component that educational institutions must own.
SMAN 5 Taruna Brawijaya City of Kediri implements learning
policies using curriculum 13 with cadetship. All components must support the
implementation of the learning. One of the policy implementations, Senior High School (SMA) 5 Taruna Brawijaya City of Kediri, asked teachers from Kodim V
Brawijaya to become teachers. The hope is that the achievement of learning
based on vision and mission and framed by policies can be obtained easily.
5.
Implementation
of Financing Policy
The context of financing through two paradigms, namely income and
spending. All are framed in internal policies that refer to national guidelines.
For example, in income. The source of income is regulated so that the state
will finance state school revenue. However, it is permissible to ask students
for funding following the provisions of needs that the state cannot meet, for
example, dormitories and other developments. Income is allowed from the results
of legal business management and does not conflict with the law, such as making
videos on YouTube. Meanwhile, financial spending is based on spending standards
determined by the state finance agency. So far, Senior High School (SMA) 5 Taruna Brawijaya, Kediri City, has implemented financial
management to support the strategic direction of developing cadet-based
education in a healthy and accountable manner.
CONCLUSION
The results of this study can be
concluded that the change of name from Senior High School (SMA) 5 Brawijaya City of
Kediri to Senior High School (SMA)
5 Taruna Brawijaya City of Kediri is one of the important pillars in increasing
trust and competitiveness in society. Senior
High School (SMA) 5 Taruna Brawijaya, Kediri City, is one
of the only schools compared to the others. Another success of SMAN 5 Taruna
Brawijaya City of Kediri is that Senior High
School (SMA) 5 Taruna Brawijaya Kota is a driving school.
This development is also supported by the implementation of strategic
management, which can be classified as work, namely, changing the institution�s
vision, mission, and goals, sharpening the reading of internal and external
challenges, implementing youth-based school branding, implementing policies,
and implementing financing policies.
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