Article Per Year (5 Year)
p-Index From 2021 - 2026
0.408
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All Journal Journal Research of Social Science, Economics, and Management Eduvest - Journal of Universal Studies
Muhammad Yorga Permana
Institut Teknologi Bandung, Indonesia
Aerospace Engineering Computer Science & IT Environmental Science Health Professions Neuroscience Social Sciences

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Proposed Business Strategy Using Strategic Management Approach for Business Growth (Case Study of PT. Guna Olah Niaga) Raka Aludi Haryanto; Muhammad Yorga Permana
Eduvest - Journal of Universal Studies Vol. 6 No. 3 (2026): Eduvest - Journal of Universal Studies
Publisher : Green Publisher Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59188/eduvest.v6i3.52457

Abstract

Agriculture contributes 13–15% of Indonesia’s GDP and employs a large share of the population, yet decades of reliance on chemical fertilizers have caused serious soil and environmental degradation. To support sustainable farming, PT Guna Olah Niaga (PT GON), a Bandung-based start-up, produces liquid organic fertilizer from invasive and discarded biomass such as water hyacinth and vegetable waste; however, the company faces strategic challenges including limited production capacity, low market credibility, financial constraints, and weak product differentiation. This study develops sustainable business strategies for PT GON using a qualitative case study approach, combining interviews with founders, farmers, government officials, and industry practitioners, supported by secondary data. Internal analysis (Value Chain, VRIO) identifies strengths in waste-based innovation and founder expertise, but weaknesses in standardization, scalability, and financing. External analysis (PESTEL, Porter’s Five Forces) highlights opportunities in rising awareness of sustainable farming and growing B2B demand, alongside threats from subsidized chemical fertilizers, intense competition, and farmers’ hesitation toward new organic inputs. Through SWOT–TOWS synthesis, three strategic pillars emerge: (1) operational enhancement through standardization, automation, and quality assurance; (2) market expansion through partnerships, demonstration plots, and benefit-driven branding; and (3) innovation and capability development via continuous R&D and collaboration with research institutions. These are operationalized through a Balanced Scorecard (BSC) with KPIs for 2026–2028. Overall, the study concludes that strengthening operational excellence, strategic market penetration, and long-term capability building can significantly enhance PT GON’s competitiveness and support its transition into a scalable, sustainable enterprise in Indonesia’s organic fertilizer industry.
Establishing Change Management for Organisational Effectiveness in Architecture Studio Gita Advenia Siahaan; Muhammad Yorga Permana
Journal Research of Social Science, Economics, and Management Vol. 5 No. 7 (2026): Journal Research of Social Science, Economics, and Management
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jrssem.v5i7.1332

Abstract

Architectural studios face ongoing challenges in balancing creativity with business-oriented formalization. This research examines Studio A, an Indonesian architectural studio established in 2010, which has experienced organizational challenges during its growth phase. In recent years, Studio A initiated several organizational changes, including restructuring toward a semi-corporate system and establishing new business units. However, these initiatives have been ineffective, resulting in delayed organizational reform and limited improvements in organizational effectiveness. This study addresses three research questions concerning the gap between current and desired organizational effectiveness, the alignment of Studio A's change process with established frameworks, and strategic actions required to improve organizational reform. Primary data were collected through in-depth interviews and focus group discussions with current and former staff and the principal architect, complemented by benchmarking interviews with comparable studios. Secondary data were obtained from internal documents and relevant literature. The McKinsey 7S framework was used to assess gaps between current and ideal organizational states, while Kotter's 8-step change management framework evaluated the change process. Findings reveal significant gaps across the 7S dimensions, particularly in strategy communication, decision-making autonomy, leadership development, and talent management. The change process analysis indicates weak foundations in the early stages of change management, including an unclear vision and insufficient empowerment. This research recommends strategic actions focused on defining a clear vision, structuring decision-making autonomy, implementing leadership development programs, establishing phased hiring plans, developing structured talent management, and aligning compensation with staff expectations to enhance organizational effectiveness in creative-sector enterprises.
Co-Authors Gita Advenia Siahaan Raka Aludi Haryanto