39 Chapter III Research Methodology The author's thorough research approach is described in Chapter III. The research question will serve as the base for developing an organized and systematic approach. Additionally, more information is provided regarding some of the framework and tools used during the research. This chapter is divided into three sections. The first section talks about research design. The second section talks about data collection method. And the third section talks about data analysis method. III.1 Research Design According to (Cooper and Schindler, 2014), the research design is the blueprint for fulfilling objectives and answering questions and selecting a design may be complicated by the availability of a large variety of methods, techniques, procedures, protocols, and sampling plans. Meanwhile, according to (Creswell and Creswell, 2018), a research design is a set of formal procedures for collecting, analyzing, and interpreting data such as those found in a quantitative experiment or qualitative case study. The author creates the research design by adapting the scenario planning development method in order to address the research question by developing plausible scenarios for aggressive strategy creation in steel sales. The research design are types of inquiry within qualitative, quantitative, and mixed methods approaches that provide specific direction for procedures in a research study (Creswell and Creswell, 2018). The major methodology for this study will be a qualitative approach, mostly due to the need for qualitative data from specialists or experts in the steel industry. In creating scenario planning in PTKS as a steel industry, the author will analyze the problems from both internal and external factors. In this research, the business environment is captured using three different analysis 40 designs. The analysis of the general environment comes first. The company should be aware of how the environment will impact the steel industry activities because it is complex and interconnected in order to gain a general understanding of business. The analysis of the overall environment will be undertaken to manage this. There are four components, namely scanning, monitoring, forecasting, and assessing. The political, economic, sociocultural, technological, environmental, and legal components will make up the general environment segments. The research will provide guidance for the company in identifying opportunities and threats. The industrial analysis comes second. (Porter, 1996) gave Five Forces Analysis to help the company assess industry attractiveness, how trends will affect industry competition, which industries a company should compete in- and how companies can position themselves for success. There are five basic competitive forces, namely threat of new entrants, bargaining power of suppliers, threat of substitute products or services, bargaining power of buyers, and rivalry among existing firms. The internal analysis comes third. An internal study is built to address the company's concerns. Resources, core competencies, capabilities, competitive advantage, and strategic competitiveness are the elements of internal analysis design that are applied to current strategic decisions and investments. The results of every analysis will be used to build scenario planning for the company. There is list of driving forces for some of focal issues that company deal with. Critical driving forces are used as the axes of uncertainty in the matrix of scenario planning. 41 Figure III.1 Research Design Framework Source: (Author, 2023) Figure III.1 is the research design framework that will be used in the research. It is started with a research approach where there is a need for an aggressive strategy for steel sales in PTKS that must be implemented in order to dominate the domestic market and sell steel products close to plant capacity, then proceed to a qualitative approach, data collection, and data analysis which the process can be iterative between data collection and data analysis. At this point, the author should be able to identify many future trends that will serve as the foundation for developing scenarios and serve as key driving forces. In order to create plausible future scenarios, the chosen driving forces are then used as important uncertainties in the scenario development stage. There will be four scenario planning outputs that can be used for creating the aggressive strategy in steel sales in PTKS. 42 III.2 Data Collection Method This final project employs a qualitative and quantitative approach of data collection to gather the required data and appropriate information through a literature review and interviews with professionals in the steel industry from both internal and external stakeholders. Interviews with the consumers (external stakeholders), attending the Indonesian Iron & Steel Industry Association Business (IISIA) Business Forum, and discussions with the Coordinating Ministry for Maritime Affairs and Investment are being included to round out the perspective. After the interview, the author created a questionnaire to rate the driving forces with the goal of creating 2x2 scenarios with the two most critical uncertainties as axes and to level the five basic competitive forces in the results of Porter's Five Forces analysis. The questionnaire is limited to the person being interviewed only. All interviews with interviewees are used to gather the primary data needed for developing the scenario planning as well as to gain their expertise on driving forces, industry trends, industry uncertainties, implications, and early warning signals, the author conducted a semi-structured interview with a variety of professionals from across divisions, departments, and consumers. Meanwhile, secondary data comes from attending the Indonesian Iron & Steel Industry Association Business (IISIA) Business Forum, discussions with the Coordinating Ministry for Maritime Affairs and Investment, literature study and desk study by reading various literature, academic journals, PTKS annual reports, articles, news, and other reports related to steel industry. The goal of secondary data is to provide the author with plenty of unprocessed data or information that will help frame the interviewee’s response. In addition to supporting the argument made by the primary data, the secondary data may also encourage the interviewee to consider potential future trends. The interviewees are selected, six interviewees come from PTKS with the level organization of all interviewees varies from Senior Sales, Manager 43 (Vice President), and General Manager (Senior Vice President). Three interviewees come from consumers with the level organization of all interviewees varying from Manager, Department Head, and Authorities of the Board of Directors. List of interviewees as shown in Table III.1.