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Business Duration Strengthens Capital and Cost Management for MSME Profitability M. Syamsudin Al Hanafi; Heri Widodo
Indonesian Journal of Cultural and Community Development Vol. 16 No. 3 (2025): September
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/wsr6pz69

Abstract

General Background: Micro, Small, and Medium Enterprises (MSMEs) play a vital role in sustaining village economies and community livelihoods in Indonesia. Specific Background: Sayangan MSMEs in Kebakalan and Kesambi Villages represent hereditary manufacturing businesses facing challenges in managing capital, production costs, and sales turnover to achieve stable profitability. Knowledge Gap: Prior studies show inconsistent findings regarding how these factors relate to profitability, particularly regarding the role of business duration as a moderating variable in village-based MSMEs. Aim: This study examines the relationships between business capital, production costs, and sales turnover with profitability, while positioning business duration as a moderating factor. Results: Findings reveal that capital and sales turnover are positively associated with profitability, production costs are significant, and business duration strengthens the relationships between capital and costs with profitability but not between sales turnover and profitability. Novelty: The study integrates business duration as a moderating variable within a localized village MSME context, providing a community-based managerial perspective. Implications: Results offer practical guidance for MSME actors to prioritize efficient cost control, optimal capital use, and experiential learning to maintain sustainable profitability in rural enterprises.
An Analysis of the Impact of Dividend Policy Structure, Capital Structure, and Profitability on the Stock Prices of Companies in the Oil & Gas, Coal, and Oil, Gas & Coal Support Services Sub-Sectors in Indonesia for Decision-Making: Analisis Pengaruh Struktur Kebijakan Dividen, Struktur Modal, dan Profitabilitas terhadap Harga Saham Perusahaan Sub-Sektor Mi-Gas, Batu Bara, Pendukung Minyak, Gas & Batu Bara di Indonesia untuk pengambilan keputusan Yoga Rizky Amirulloh; Heri Widodo
Indonesian Journal of Law and Economics Review Vol. 21 No. 2 (2026): May
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijler.v21i2.1701

Abstract

General Background: Customer segmentation and data-driven marketing strategies are important for identifying sales potential and understanding customer purchasing behavior in the food service industry. Specific Background: PT Sukanda Djaya manages several healthy brands, including Biokul, Jungle Juice, Diamond, Oatside, and V-Soy, whose sales performance and customer contributions require systematic evaluation. Knowledge Gap: Previous studies have primarily applied K-Means clustering to data grouping, while the integration of customer segmentation insufficiently addressed in the context of healthy brand sales. Aims: This study aims to analyze customer segmentation and healthy brand sales potential at PT Sukanda Djaya using K-Means clustering, RFM, Decision Tree, SWOT analysis. Results: The analysis of secondary food service sales data from 2020 to 2024 produced silhouette scores ranging from 0.94 to 0.96, indicating high clustering quality. Diamond consistently dominated most customer clusters, whereas Oatside and V-Soy faced competitive challenges. Novelty: This study integrates K-Means clustering, RFM, Decision Tree, and SWOT analysis to connect customer characteristics with healthy brand positioning and business strategy. Implications: The findings provide a basis for prioritizing high-value customers, strengthening product distribution, developing healthy brand positioning, and formulating data-driven marketing strategies. Key Findings Customer clusters achieved silhouette scores of 0.94–0.96, indicating high clustering quality throughout the 2020–2024 analysis period. Diamond dominated most customer clusters, while Oatside and V-Soy experienced competitive pressure from other brands. The 2024 analysis identified financial potential of 520.81% for Cluster 1 and 107.58% for Cluster 2, supporting customer prioritization strategies. Keywords : Customer Segmentation, K-Means Clustering, RFM Analysis, Healthy Brand, SWOT Analysis
Accounting Treatment Of Head Office And Branches Based On SAK EP: A Study on UMKM Rams Dimsum: Perlakuan Akuntansi Kantor Pusat dan Cabang berdasarkan SAK EP: Studi pada UMKM Rams Dimsum Fadhilah Ramadhan; Heri Widodo
Indonesian Journal of Law and Economics Review Vol. 21 No. 2 (2026): May
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijler.v21i2.1706

Abstract

General Background: Micro, Small, and Medium Enterprises (MSMEs) require structured accounting systems to manage financial information as their business operations expand across multiple branches. Specific Background: Rams Dimsum, a culinary MSME in Sidoarjo, operates through a head office and several branches, but its accounting practices remain largely manual and are not fully aligned with the Private Entity Financial Accounting Standards (SAK EP). Knowledge Gap: Previous studies have mainly examined accounting standards in MSMEs generally, while research specifically addressing head-office and branch accounting under SAK EP remains limited. Aims: This study analyzes the accounting treatment between the head office and branches of Rams Dimsum based on SAK EP. Results: Using an interpretative qualitative approach, the study finds that fixed assets are recorded as expenses, financial reports are combined rather than separated by branch, goods distribution lacks written supporting documents, damaged inventory is not specifically recorded, and liabilities are recorded simply as routine expenditures. Novelty: This study provides a contextual examination of head-office and branch accounting practices in a culinary MSME by comparing actual practices with SAK EP requirements. Implications: More structured accounting records are needed to improve financial information and support business decision-making. Key Findings Highlights The accounting system does not yet separate financial reporting for individual branches. Asset recognition, inventory recording, and liability reporting remain inconsistent with SAK EP requirements. Centralized financial management supports daily operations but requires stronger documentation and integration. Keywords : Head Office Accounting, Branch Accounting, SAK EP, Financial Reporting, Micro Small and Medium Enterprises
Financial Performance Moderates Intellectual Capital And Firm Size Predicting Corporate Value: Kinerja Keuangan Memoderasi Modal Intelektual Dan Ukuran Perusahaan Memprediksi Nilai Korporasi Alvianti Rosida; Heri Widodo
Indonesian Journal of Law and Economics Review Vol. 21 No. 4 (2026): November
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijler.v21i4.1724

Abstract

General Background The banking sector continuously transforms into a knowledge-based industry, requiring strategic resource optimization to maintain competitive advantages. Specific Background Intellectual capital and physical firm size serve as crucial organizational elements that signal operational stability, resource capacity, and prospect viability to investors. Knowledge Gap Despite theoretical consensus, previous empirical studies present inconsistent findings regarding how non-physical resources and corporate dimensions directly determine organizational worth, suggesting the necessity of investigating financial metrics as moderating mechanisms. Aims This study examines how knowledge resources and company dimensions determine corporate worth while analyzing financial outcomes as a moderating variable within the Indonesian banking industry. Results Based on Moderated Regression Analysis of 150 observations from 30 listed banks between 2020 and 2024, both intellectual capital and firm size positively and significantly dictate organizational worth. Furthermore, financial performance significantly strengthens these direct relationships. Novelty This research integrates resource-based and signaling theories to explicitly map how high financial returns magnify the investor assessment of knowledge resources and corporate dimensions simultaneously. Implications Banking executives must prioritize non-physical resource management and operational efficiency, as robust financial outcomes maximize investor confidence and overall corporate worth. Highlights: • Knowledge resources significantly determine organizational worth within the banking industry. • Business scale positively correlates with higher market assessment among financial institutions. • Profitability metrics strengthen the relationship between non-physical assets and overall company pricing. Keywords: Intellectual Capital, Firm Size, Financial Performance, Firm Value, Banking Sector