Business Resilience Through Adaptive Marketing Strategy: A Case Study Of Pt Kereta Api Indonesia (Persero) In Responding To Market Segmentation Shifts Using The Dynamic Capabilities Approach

Abstract

This study investigates how PT Kereta Api Indonesia (Persero) enhances its business resilience in response to shifting market segmentation through the lens of dynamic capabilities and adaptive marketing strategy. The research emphasizes the importance of organizational agility and digital transformation in the public transportation sector within a volatile business environment. The study employs a qualitative case study approach using semi-structured interviews with eight key informants from PT KAI, selected through purposive sampling. Informants include managers and operational staff from the divisions of facility, cleanliness, customer service, and centralized service control (PUSDALYAN). Data were analyzed using thematic analysis following Braun and Clarke’s six-step approach. Themes were developed based on the dynamic capabilities framework—sensing, seizing, and reconfiguring—and enriched through document analysis and service report triangulation. The findings reveal that PT KAI’s ability to sense customer behavior shifts, seize opportunities through adaptive marketing efforts, and reconfigure service systems using digital tools (e.g., CRM, service escalation) significantly contributes to organizational resilience. Customer-centric innovations and cross-functional collaboration were found to be key enablers in adapting to evolving passenger expectations. The study proposes a conceptual model illustrating how dynamic capabilities drive adaptive marketing strategies that enhance business resilience in the public transportation context. The insights offer both theoretical and managerial implications, particularly for public-sector organizations undergoing market transformation.