Article Per Year (5 Year)
p-Index From 2021 - 2026
0.408
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This Author published in this journals
All Journal Journal of Business, Social and Technology Journal of Economics and Management Scienties
Tommy C. Efrata
Universitas Ciputra
Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Industrial & Manufacturing Engineering Library & Information Science Social Sciences

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Implementasi Blue Ocean Strategy untuk Menciptakan Value Innovation di Elmaskin Aesthetic and Anti-Aging Clinic Mochammad Atiq Kurniawan; Eric Harianto; David Sukardi; Tommy C. Efrata
Journal of Economics and Management Scienties Volume 8 No. 4, September 2026 (Accepted)
Publisher : SAFE-Network

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37034/jems.v8i4.541

Abstract

The aesthetic clinic industry in Surabaya is characterized by intense competition, homogeneous treatment offerings, price-driven promotions, and growing customer expectations for transparent and personalized services. This study aimed to design and implement an innovation strategy grounded in Blue Ocean Strategy to create value innovation at Elmaskin Aesthetic & Anti-Aging Clinic. A descriptive qualitative approach with a project-based research design was employed. Data were collected through in-depth interviews, observations, and document analysis involving ten informants selected through purposive sampling, including representatives of management, doctors, nurses, customers, competitors, and aesthetic clinic industry expert. The data were analyzed using SWOT Analysis, Key Success Factors, Strategy Canvas, Four Actions Framework, and Six Paths Framework. The study developed the Elmaskin Transparent & Personalized Beauty Journey, which transforms conventional treatment transactions into a transparent, personalized, educational, and continuous care journey. The concept was operationalized through eight integrated strategies: brand positioning, personalized programs, treatment development, membership optimization, customer relationship management, information transparency, omnichannel marketing, and digitalization of forms. Initial implementation increased customer satisfaction from 82.2% to 94.3%, average returning-patient visits by 11.5%, and the number of new patients by 8.2%. Revenue in May 2026 was also 5.6% higher than the pre-implementation average. These findings suggest that information transparency, service personalization, and continuity across the customer journey can create a differentiated value curve in the aesthetic clinic industry.
Internal Service Quality of the Purchasing Department: Its Relationship with Internal Customer Satisfaction, Performance, and the Moderating Role of Organizational Culture Putri Handayani Sirait; Tommy C. Efrata; Damelina Basauli Tambunan
Journal of Business, Social and Technology Vol. 7 No. 3 (2026): Journal of Business, Social and Technology
Publisher : Politeknik Siber Cerdika Internasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59261/jbt.v7i3.686

Abstract

Background: In the context of the animal feed manufacturing industry in Indonesia, the purchasing function plays a strategic role in providing operational raw materials; however, its performance evaluation often overlooks internal service aspects. Objective: This study aims to analyze the influence of the purchasing department’s internal service quality on internal customer satisfaction and performance, with organizational culture serving as a moderating variable. Methods: A quantitative survey-based approach was employed, involving 175 internal customers from the Production, Quality Control, Finance, Marketing, and Warehouse departments of an Indonesian animal feed manufacturing company. Respondents were selected using purposive sampling. Data were collected through a structured questionnaire based on SERVQUAL dimensions and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4 to examine direct, mediating, and moderating relationships. Results: The results demonstrate that the purchasing department’s internal service quality has a positive and significant effect on internal customer satisfaction (β = 0.903, p < 0.001) and internal customer performance (β = 0.252, p = 0.017). Internal customer satisfaction significantly mediates the relationship between the purchasing department’s internal service quality and internal customer performance (β = 0.517, p < 0.001). However, organizational culture does not moderate the relationships between internal service quality and satisfaction (β = −0.036, p = 0.174) or performance (β = −0.027, p = 0.182). Conclusion: This study extends SERVQUAL to the internal purchasing function in Indonesian manufacturing and shows that internal customer satisfaction fully mediates the relationship between service quality and performance. Managers should monitor internal service quality and strengthen purchasing staff's interpersonal skills to improve cross-functional performance.
Co-Authors Damelina B. Tambunan David Sukardi Eric Harianto Mochammad Atiq Kurniawan Putri Handayani Sirait