Articles
<![CDATA[IMPROVING DISTRIBUTION CHANNEL AT PT. SUMBER GRAHA SEJAHTERA (SGS) ]]>
<![CDATA[Alamsjah, Firdaus]]>;
<![CDATA[Wirawan, Aryo Adityo]]>;
<![CDATA[Sendiko, Saleh]]>
<![CDATA[ Journal of Business Strategy and Execution Vol 4, No 1 (2011): Publish on November 2011 ]]>
Publisher : <![CDATA[Bina Nusantara University ]]>
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<![CDATA[SGS is the company is a leading timber processing company in Indonesia. With over 1 million m³ of processing capacity, they are among the top five tropical hardwood plywood producers globally, and one of the largest in Indonesia. The purpose of this research is to develop SGS distribution network especially related to the company’s intermediaries.  Through their owned network, the company hopes that it will create brand loyalty and also create integrated services for consumers which most of company’s consumers are developer and contractor where they are became company’s target market. In order to reach maximum result it is better for the company to replace current distribution channel and build new distribution channel. The first step in designing distribution channel, the company must understand the service output levels its target consumers want. The second step is establishing objectives and constraint for the channel. The third step is identifying and evaluating major channel alternatives. Therefore, to build new distribution strategy aim to retain all control to the market as a key factor, writers provide three alternatives of distribution channel strategy to the company. All the alternative of distribution strategy are made based on the company’s sales data which is provide information about the company sales areas as well as total sales volume on each area. To increase company’s sales, one of the strategies that company could implement to increase sales is developing suitable and sophisticated distribution channel. Meanwhile, to develop suitable distribution channel, the company should knows well about the market specifically about their consumers.]]>
<![CDATA[KUNCI KESUKSESAN IMPELEMENTASI BALANCED SCORECARD DI INDONESIA ]]>
<![CDATA[Tanios, Debby]]>;
<![CDATA[Alamsjah, Firdaus]]>
<![CDATA[ Journal of Business Strategy and Execution Vol 2, No 1 (2009): Published on November 2009 ]]>
Publisher : <![CDATA[Bina Nusantara University ]]>
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<![CDATA[In this era, a very competitive business environment and turbulance have encouraged companies to measure their performance in planning goals in the future. Without measurement, a company will never know whether a correct strategy has been implemented or whether the strategy has been well implemented. Therefore, there exist several performance measurement systems. In the last decade, the Balanced Scorecard (BSC) is one of  most succesfull concepts and has become the top-list tool for performance measurement system in the world. Many companies has claimed that they adopted BSC but some of them were not continously used because they were assumed not being able to give a significant contribute to the business development. The purpose of this research is to find which factors influenced the successful of BSC’s implementation, so that business practitioners may focus on the success factors. By collecting data using questionnaire and using the SPSS software to utilise Chi-Square and multiple regression methods for the data analysis, the transition time, scorecard design, scorecard’s detail distribution to all levels, BSC development process time, and treat BSC as a project system have given a significant influence toward the success of BSC implementation.]]>
<![CDATA[INDUSTRIES AWARENESS ON KOTRA AND THEIR PERCEPTION ON KOTRA SERVICE QUALITY ]]>
<![CDATA[Istianto, Harry]]>;
<![CDATA[Pribadi, Dimas Haryo]]>;
<![CDATA[Alamsjah3, Firdaus]]>
<![CDATA[ Journal of Business Strategy and Execution Vol 1, No 2 (2009): Published on June 2009 ]]>
Publisher : <![CDATA[Bina Nusantara University ]]>
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<![CDATA[Since 2008, KOTRA Indonesia has focused its strategy on the customer satisfaction enhancement, both in the origin country and destination country. However, there hasn’t been any adequate research to achieve a better understanding of how Indonesia market perceived KOTRA. Further more, there is a concern that Indonesian companies might not very familiar to such international promotion agency like KOTRA regardless the longstanding existence in Indonesia. The main objectives of this thesis are to measure the industries awareness on KOTRA, and how they perceive KOTRA service quality. Methods are using questionnaire and measurement using statistical through mean scores. Complimentary data on import-export volume is also deployed. Results show that industries which are not KOTRA’s customers are not familiar with International Promotional Agencies. Further more, all of Non-KOTRA Customers respondents do not know about KOTRA. However, KOTRA Customers have good understanding in IPA with a very good perception on KOTRA’s service quality. Recommendations given are strongly on the brand awareness building through promoting image and association with Korean products]]>
<![CDATA[SUPPLIER PERFORMANCE CRITICAL SUCCESS FACTOR IN OIL AND GAS INDUSTRY IN KALIMANTAN, INDONESIA ]]>
<![CDATA[Alamsjah, Firdaus]]>;
<![CDATA[Dewi, Jayanti Cinde Laras]]>
<![CDATA[ Journal of Business Strategy and Execution Vol 4, No 2 (2012): Publish on June 2012 ]]>
Publisher : <![CDATA[Bina Nusantara University ]]>
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<![CDATA[The current activity trend of the oil and gas upstream sector shows increasing trend in production and exploration. In order to accommodate this, the availability of Goods and Services is becoming crucial to be fulfilled. Supply Chain Management (SCM) department needs to ensure that supplier will deliver the right Goods/ Services on time, that’s why supplier management is needed. Moreover, to ensure the continuity of operations and to prevent the delayed of operations, SCM need to identify which one of the supplier development strategy, which consist of supplier inventive, communication, and competitive pressure that is best applied for Goods supplier and best applied for Services supplier. The purpose and importance of this study is to deliver an outcome that will be of knowledge and beneficial to the oil and gas industry in Indonesia to improve their vendor performance system or as a knowledge reference for this industry to know whether the most critical supplier development strategy to be implemented on materials/goods supplier is the same or not with the most critical supplier development strategy to be implemented on services supplier, so the company is able to choose a good vendor performance management strategy and approach to gain better supply chain activity for better operation. By using multiple linear regression method, this research delivers a conclusion that communication turns out to be the best critical supplier development strategy to be applied for Goods supplier and Services supplier.]]>
<![CDATA[KUNCI KESUKSESAN IMPELEMENTASI BALANCED SCORECARD DI INDONESIA ]]>
<![CDATA[Debby Tanios]]>;
<![CDATA[Firdaus Alamsjah]]>
<![CDATA[ Journal of Business Strategy and Execution Vol. 2 No. 1 (2009): Published on November 2009 ]]>
Publisher : <![CDATA[Bina Nusantara University ]]>
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<![CDATA[In this era, a very competitive business environment and turbulance have encouraged companies to measure their performance in planning goals in the future. Without measurement, a company will never know whether a correct strategy has been implemented or whether the strategy has been well implemented. Therefore, there exist several performance measurement systems. In the last decade, the Balanced Scorecard (BSC) is one of most succesfull concepts and has become the top-list tool for performance measurement system in the world. Many companies has claimed that they adopted BSC but some of them were not continously used because they were assumed not being able to give a significant contribute to the business development. The purpose of this research is to find which factors influenced the successful of BSC’s implementation, so that business practitioners may focus on the success factors. By collecting data using questionnaire and using the SPSS software to utilise Chi-Square and multiple regression methods for the data analysis, the transition time, scorecard design, scorecard’s detail distribution to all levels, BSC development process time, and treat BSC as a project system have given a significant influence toward the success of BSC implementation.]]>
<![CDATA[SUPPLIER PERFORMANCE CRITICAL SUCCESS FACTOR IN OIL AND GAS INDUSTRY IN KALIMANTAN, INDONESIA ]]>
<![CDATA[Firdaus Alamsjah]]>;
<![CDATA[Jayanti Cinde Laras Dewi]]>
<![CDATA[ Journal of Business Strategy and Execution Vol. 4 No. 2 (2012): Publish on June 2012 ]]>
Publisher : <![CDATA[Bina Nusantara University ]]>
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<![CDATA[The current activity trend of the oil and gas upstream sector shows increasing trend in production and exploration. In order to accommodate this, the availability of Goods and Services is becoming crucial to be fulfilled. Supply Chain Management (SCM) department needs to ensure that supplier will deliver the right Goods/ Services on time, that’s why supplier management is needed. Moreover, to ensure the continuity of operations and to prevent the delayed of operations, SCM need to identify which one of the supplier development strategy, which consist of supplier inventive, communication, and competitive pressure that is best applied for Goods supplier and best applied for Services supplier. The purpose and importance of this study is to deliver an outcome that will be of knowledge and beneficial to the oil and gas industry in Indonesia to improve their vendor performance system or as a knowledge reference for this industry to know whether the most critical supplier development strategy to be implemented on materials/goods supplier is the same or not with the most critical supplier development strategy to be implemented on services supplier, so the company is able to choose a good vendor performance management strategy and approach to gain better supply chain activity for better operation. By using multiple linear regression method, this research delivers a conclusion that communication turns out to be the best critical supplier development strategy to be applied for Goods supplier and Services supplier.]]>
<![CDATA[Does The Digital Marketing Capability of Indonesian Banks Align with Digital Leadership and Technology Capabilities on Company Performance? ]]>
<![CDATA[Banon Amelda]]>;
<![CDATA[Firdaus Alamsjah]]>;
<![CDATA[Elidjen Elidjen]]>
<![CDATA[ CommIT (Communication and Information Technology) Journal Vol. 15 No. 1 (2021): CommIT Journal ]]>
Publisher : <![CDATA[Bina Nusantara University ]]>
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DOI: 10.21512/commit.v15i1.6663
<![CDATA[Digital transformation is more than just providing online and mobile banking services. The banking and finance industry needs to innovate by combining digital technology with customer interactions. In this case, these new technology findings should make it easier and more convenient for users to access banking services. However, to understand the relationship between resources (capabilities) and performance, the empirical research is still very limited and rare to explain why some firms successfully use their capabilities while others do not. The aim of the research is to answer whether digital technology, digital leadership, and digital marketing have a significant influence on company performance. The research is a quantitative study using a survey method by distributing questionnaires to employees and leaders in banks. It obtains 100 respondents. The analytical method is the Structural Equation Model (SEM) approach using the Smart Partial Least Square (PLS) statistical software. There are several obtained results. First, digital technology capabilities have a positive and insignificant effect on company performance. Second, digital leadership capability significantly, positively affects digital technology capability and digital marketing capability. Third, digital marketing capability has a positive and significant effect on company performance. Finally, digital leadership capability only has a positive and significant effect on company performance after being mediated by digital marketing capabilities. However, the effect is not significant if it is mediated by digital technology capabilities.]]>
<![CDATA[The Drivers of a Digital Signature System Adoption: Evidence from Finance and Information System Departments ]]>
<![CDATA[Ahmad Arif Santosa]]>;
<![CDATA[Firdaus Alamsjah]]>
<![CDATA[ Journal of Information Systems Engineering and Business Intelligence Vol. 8 No. 1 (2022): April ]]>
Publisher : <![CDATA[Universitas Airlangga ]]>
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DOI: 10.20473/jisebi.8.1.80-90
<![CDATA[Background: With the massive e-commerce transactions and document transfers, reliable system protection is needed. A digital signature is a tool that consists of encryption and decryption algorithms in a secret key to prevent data theft and online fraud. Objective: This research proposes an integrated technology-organization-environment (TOE) and the unified theory of acceptance and use of technology (UTAUT) to determine the factors affecting consumer intention to adopt the digital signature system. This research uses finance and information system departments’ perspectives in various industries. Methods: The analytical method is the Structural Equation Modeling (SEM) approach using the Smart Partial Least Square statistical version 3.0 software to examine the hypothesized connections between latent variables. Results: The results show that support from top management, size of the enterprise, and social influence have significant and positive effects on digital signature adoption. Meanwhile, user involvement and perceived simplicity have a negative effect on the adoption of a digital signature system in finance and information system departments. Conclusion: The current research suggests that executive levels in the finance and information system departments encourage the adoption of digital signature tools in doing daily tasks to increase efficiency. Keywords: Digital signature, consumer intention, finance and information system, structural equation modeling, TOE and UTAUT]]>
<![CDATA[THE IMPACT OF INFORMATION INTEGRATION IN THE SUPPLY CHAIN ON FINANCIAL PERFORMANCE ]]>
<![CDATA[Firdaus Alamsjah]]>;
<![CDATA[Ahmad Seiichi Ramadhan]]>;
<![CDATA[Andre Kusuma]]>
<![CDATA[ Journal of Management and Business Vol 11, No 1 (2012): MARCH 2012 ]]>
Publisher : <![CDATA[Department of Management - Faculty of Business and Economics. Universitas Surabaya. ]]>
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DOI: 10.24123/jmb.v11i1.202
<![CDATA[Companies in Indonesia are still struggling to improve their intra- and inter-firm integration, and are still in the early stages of such integration. Therefore, this study is to measure and confirm the relation of horizontal information integration within a company's cross functional integration to vertical information integration of the company with their customers and suppliers, and how that affects customer satisfaction and financial performance. We used structural equation modeling (SEM) to investigate supplier and customer integration strategies using a sample of 90 manufacturing, distribution, and retail companies in Indonesia. The respondents from each company were limited to senior managers with functional areas of expertise and responsibility. The research was conducted through a survey questionnaire. The results of the study show 1) a positive direct relationship between integrated information and customer satisfaction, 2) a positive relationship between customer satisfaction and financial performance, and 3) a positive relationship from integrated information through to financial performance. The holistic implementation of information integration strategies in other developing countries can help companies to excel and gain measurable financial performances]]>
