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All Journal Journal of Business and Management The Indonesian Journal of Business Administration Kinerja The Asian Journal of Technology Management (AJTM) Jurnal Manajemen Indonesia Journal of Economic, Bussines and Accounting (COSTING) Journal of Innovation, Business and Entrepreneurship Jurnal Maenpo : Jurnal Pendidikan Jasmani Kesehatan dan Rekreasi JBMR: Journal of Business and Management Review Jurnal Cahaya Mandalika Multidiciplinary Output Research for Actual and International Issue (Morfai Journal) Eduvest - Journal of Universal Studies Journal Integration of Management Studies
Leo Aldianto
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Marketing Strategy to Increasing of Cycling Apparel Sales (Case on Urbancase) Aprizal, Doni; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Urbancase was established in Bandung city since 2013, this company is clothing apparel specifically to support cycling activities. The first time company producing bags for cycling that has advantage of multifunction bag for cyclist. As a startup company Urbancase encountered several issue which are low distribution, lack of promotion activities and low brand awareness. All these issues affect the sales performance of Urbancase. In Order to solve the issue, the company’s analyzes condition using STP, 4P’s Marketing Mix and Competitor Analysis. After Analyzing the condition of the company, it is found root causes of the problem there is no well planned marketing program and all the activities are still done by the owner alone. To make solving the problem, the company’s describe the 4P's Marketing Mix. Before making development Marketing Mix, first performed STP process in order to marketing program in accordance with the target market. The solutions proposed in this thesis is in the form of new 4P’s Marketing Mix that will attract customers, widen distribution, improve branding, and increase brand awareness. The proposed solution make variety of basic cycling apparel for cyclist, make pricing strategy like a discount price for special moment, member discount and make reseller or wholesale pricing strategy. Make promotion program that is offline promotion such as cooperate with cycling community & bicycle event organizer and organize regular cycling event, online promotion such as promotion by utilizing Google SEO & Google Map, advertise on Facebook, Instagram, Bukalapak.com and make short video as media campaign that became viral on social media, hire marketing employees to increase the number sales and consignment places and hire graphic designer or photographer to create attractive promotion material. All solution are planned to be implemented in 12 months. By implementing all of the solutions, it is expected that after 12 months all the issue that currently encountered by the company will be resolved and the sales performance will improved. Keywords: Fashion Business, Cycling Apparel, Marketing Strategy, Bicycle, Urbancase.
Proposed Marketing Strategy For Arthetiks Legia, Mariska; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. E-commerce is one of the fastest growing fields of business globally. This phenomenon leads to the shift of products and services distribution that include its promotion through Social Networking Sites, including Arthetiks. Through this circumstance, Arthetiks, a homegrown brand that focuses in producing travel mate for young and dynamic urbanites, needs to be able to keep up with the advancement, while taking advantage on the phenomenon at its best. Despite the usability and opportunity on technology advancement, yet the sales made were unsatisfying. The study conducted was the exploration on analyzation of the company’s external analysis through Porter’s Five Forces, and internal analysis that consists of the review of 7P’s Marketing Mix model and SWOT analysis to find the gaps and problems that led to the problems arose. The high unsatisfying results were the results from various causes, such as low customer satisfaction, lack of product differences, unorganized marketing activities and high rivalry.  Arthetiks needs to improve its marketing strategy and implement business derived strategic planning to strengthen its products identity and achieving its’ objectives. STP analysis is applied to help Arthetiks to optimize its’ marketing strategies, especially to effectively delivered the promotional strategies and to produce demands products of the target market. In addition, a new 7P’s Marketing Mix strategies needs to be proposed e.g. increasing product varieties and uniqueness,creating a user friendly website, contribute on collaborations, creating company Mobile App, placing the products on more consignment stores, also enhance promotion strategies, especially via cyber space. Hence, the implementation plan is crucial to ensure the solutions to be realized properly while avoiding any errors on new strategies implementation. It also consists of human resource and budgeting plan. In order to make measurable progress within its scope, budget and time manners, it must be detailed on a time-framed table. The phases’s procedures of the implementation plan are discussed for Arthetiks to meet its objective. Keywords: Social Media, Sales, STP, Marketing Mix
Proposed Marketing Strategy For Monsterstress Records Darmawan, Gega; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Music markets are moving at different speeds with diverse trends in different countries. In ASIA the growth reached 3.6%, and the strong growth occurred in Indonesia which is 16.3%. Nowadays, the way people consume music has been switched to digital, music marketing was certainly shifted in the same direction. However, it is not as simple as moving the platforms from selling CD into digital download, the right marketing strategy for Monsterstress Records, an independent record label from Bandung, Indonesia needs to be done to deal with this challenge. The problems being faced by the company is low sales compared to competitors and it poor performance in the internal of the company. To identify the root cause of problems, this research uses quantitative methodology using the concept of STP (segmenting, targeting and positioning) and marketing’s mix dimension to be applied into importance-performance analysis tool, after that researcher also identify the root cause using SWOT analysis. From the result, it can be concluded that the root cause of the problem is poor product quality and variance, lack of distribution channel, poor promotional activities, and poor organizational system. To overcome the root cause, the solutions are changing the target market and proposing new marketing strategy for Monsterstress Records. Changes occur target market in terms of geographic, demographic, psychographic, and behavioristic. Changes in the target market is the basis in proposing new strategy. New strategies for Monsterstress Records are recruiting new artist, release product in new physical format and digital format, new channel of distribution, new promotion arrangements and changing organizational structure and job description for each division to improve team performance. An implementation plan for applying new strategy is made in the form of a table plan. Implementation plan covering human resources and budgeting for the new strategies. This implementation began in January 2016 through June 2016. Keywords: Record Label, Sales, STP, Marketing Mix
Measuring implementation of risk management using iso 31000 at pt angkasa pura ii (persero) (case study at sultan syarif kasim ii international airport, pekanbaru) Marthalius, Anton; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - In running a company, management is inseparable from risk exposure moreover the nature of activities in PT Angkasa Pura II (Persero) that run an airport management business. To effectively manage risk the company required to implement a good Enterprise Risk Management (ERM). As part of the Risk Management implementation process, PT Angkasa Pura II (Persero) has formulated Risk Management Guidelines (Manual) and has implemented policies and risk control measures. However, PT Angkasa Pura II (Persero) still needs to conduct comprehensive evaluation of  Risk Management in order to get and ideal of the company risk management maturity level. Risk Management maturity level analysis can be conducted through degree of maturity level by using Risk and Insurance Management Society (RIMS) methods for Enterprise Risk Management (ERM). These research is an explanatory research that used qualitative and quantitative analysis. The data processed in this research is primary data through survey, questionnaire, interview and secondary data through data of the existing risk management process in the company. By measuring the existing value of risk management implementation maturity level, it is expected that PT Angkasa Pura II (Persero) espesialy at Sultan Sayrif Kasim II International Airport, Pekanbaru can determine whether the implementation of risk management is effective or not and then this research can generate recommendation for improvements so the implementation of risk management maturity level is in accordance with the desired target from the management.  Keywords: Risk Management Implementation, ISO 31000, Risk Management Maturity Level, Risk and Insurance Management Society (RIMS).
Marketing Strategy To Increase Azura Travel Tour Sales Seroya Indah, Mira; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Azura Travel Tour was established in early of 2014 in Bekasi. The company operates on the tourism sector. Azura Travel Tour focuses on the sales of travel agent system which has full facilities including domestic and international air flight tickets purchasing, train tickets purchasing, hotel reservation, domestic and international tourism packages, Hajj Plus and Umroh Trips, multi-payment and pre-pay credits, documents and packages air shipping which cooperate with Lion Group, airport shuttle, travel bus. In 2015, Azura had 200 million Rupiahs as the numbers of net profit target. However, Azura net profit on January to December 2015 was only reached 43% of the expected target. Moreover, among 136 people who are listed as Azura current total of members, only 51% who conduct the transaction. Azura was analyzing the external and internal issues of the company to figure out the problem solving. The external and internal analysis is using PEST Theory and Porter's 5 Forces, STP Analysis, Marketing Mix, Developing Effective Communication, Channel Management Decision, Purchasing Decision's Factor, Competitor Analysis, Data Exploration, and Questionnaire to 136 members of Azura. The root cause of problems in Azura are less effectiveness in strategies making by the intention of winning over the competitors, the lack of effectiveness in designing strategies on advertising programs, the last one is the lack of effectiveness in managing relationship with Azura members After realizing the existing root cause, Azura provides the solutions to fix these issues. The strategies which are going to be used are the designing advertising programs based on company promotional intention and constantly measuring the results of advertisement, fixing strategies on the application of marketing mix in order to win the competition among the competitors, keep embracing the members in handling complaints, conducting business motivation, and also rewarding interesting gifts and awards as appreciation according to the accomplishment, then the members will compete to increase their transactions. Azura will focus on the strategies by the intention of achieving better profit target in the next upcoming years in the implementation plan by designing effective strategies on advertising programs, Ads in newspaper media constantly, advertising cooperation with the members, members evaluation, members gathering. By the analysis and proposed improvement strategies, Azura is expected to be able in achieving better profit target of sales in the next upcoming years. Keywords: Strategy, Profit, Member, Azura Travel Tour
Building Minimum Viable Product (MVP) for Dance Cover Group of Haru Entertainment Hanifinsani Muhammad, Dhahana; Aldianto, Leo
Journal of Innovation, Business and Entrepreneurship Vol 3, No 1 (2018)
Publisher : Journal of Innovation, Business and Entrepreneurship

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Abstract. Haru Entertainment is a performance based company that have 3 phase of business growth. For each phase, there are investing, promoting and decline period. Currently the company is on the investing period of dance cover focused phase. One of the activity in the investing period is making Minimum Viable Product (MVP). This research conducted in qualitative method using semi-structured interview to gather information about audience’ preference towards dance cover video. The audience’ preference is used for the researcher to create dance cover video to be tested. The test is to conclude id the video already reach MVP or not by testing the value and growth hypothesis. The value hypothesis tested using video scoring test and the growth hypothesis is tested by tracking the number of views on Youtube. By using the current company resources, Haru Entertainment is unable to create MVP for dance cover video and need to do next iteration using insight from the interview conducted. Keywords:  Dance Cover, Growth Hypothesis, MVP, Performance, Value Hypothesis
The Utilization of Coal 4200 Calories Using Value-Added Method and Capital Budgeting Technique For Economic Evaluation Sitohang, Pesta Ferdinan; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 4, No 8 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Coal is an alternative energy derived from vegetation which are buried in the ground for millions of years ago and become rock. The changing of vegetation into the rocks was done by natural with supporting factors such as burial depth, time length of the burial, temperature and pressure in certain depth and also the type of vegetation. The embodied energy comes from the absorption of energy millions years ago by vegetation. Based on quality, coal divided into two main categories. The first category is low rank coal (lignite, sub-bituminous) and the second is hard coal (bituminous and anthracite). This categorization is based on the carbon quantity/component in the coal. PT Trisensa Mineral Utama is a mining company that established from 2004 and starts its production in Sanga-Sanga, East Kalimantan at the end of 2011. Produce coal with 4200 GAR for the first time, PT Trisensa Mineral Utama sold its coal to Hongkong, China, India, Japan, South Korea, etc. PT Trisensa Mineral Utama is a sister company of PT Toba Bara Sejahtra , together with PT Indomining, and PT Adimitra Baratama Nusantara, listed in Jakarta stock exchange since July 6, 2012. The golden era of coal occupied until 2011, where the mining industry enjoys the big margin; while more and more competitors (producer) or new comers and contractor was emerged, from small to big scale. After 2011, the coal price headed to its equilibrium value, causing a lot of players who do not have experience and strong capital into bankruptcy. As the root cause of the problem is that the production cost exceeds the sale price. This condition applied to the two coal category, especially low rank coal (lignite and sub-bituminous). PT Trisensa Mineral Utama which previously had 4200 GAR coal products, move to produce 4800 GAR and 5600 GAR coal. In the end the 4200 GAR coal is abandoned because it cannot give economic value to the organization. Seeing this problem, there is a need of innovation for its coal product. It can be achieved if carried out an increase in value-added products. Coal with 4200 GAR can be used for several types of value added services such as coal to liquid (Liquefaction), coal to gas (gasification), coke, as well as into electric through power generation. Based on existing conditions and needs, the possible solution is the use of coal for generating electricity. This is influenced by the production cost which should be less than the selling price. The evaluation is conducted by using economic analysis based on the capital-budgeting-technique (NPV, IRR, PP), where the results give a positive tone.The solution will necessarily require human resources and finance. Associated with the existing regulation Pasal 5 (1,2,3) Permen ESDM No. 10 Tahun 2014, PT Trisensa Mineral Utama need to form a consortium with another organization/company to establish a new entity for power plant company. The success of the implementation of this solution is very dependent on the readiness and seriousness PT Trisensa Mineral Utama as a major shareholder. Keywords: capital-budgeting-technique, coal value added, power plant
PT Solare Marketing Strategy to Penetrate Business Market Putra, Dimas Prakoso; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 2, No 2 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT Solare is a producer of solar home system and solar powered street lighting. The company was built on the foundation to help people in rural area to receive proper lighting using solar energy as the source of electricity power. To reach this goal PT Solare uses donor-based model where they would approach customers who would want to purchase SHS and donate it to the people who lived in rural areas. PT Solare decided to choose third party firm; CV Citra Surya Utama (CV CSU) as the sales agent that will offer the products to the government organizations, and let the business segment handled by PT Solare personally. In the reality PT Solare just relying on government order which came from CV CSU and neglect the business segment. Based on this situation PT Solare profitability became depended with CV CSU performance, as a result when the performance of CV CSU declined the profitability PT Solare would also declined. Even though the positive trend of solar powered street lighting sales has made the company able to survive in the midst of declining sales of SHS products, the reality is the sales of both products are still below the expectation. PT Solare needs to improve the sales condition so the company can grow and achieve its vision which is to become the top of mind brand in solar powered lighting product. Root cause analysis has determined that the main causes for the low sales of PT Solare are the lack of marketing value in the company culture, and the lack of promotion initiatives. Currently PT Solare just waits until there are orders from CV CSU or other client who directly contacted the company. To address this root causes, PT Solare needs a marketing strategy that will become guidelines in marketing to prevent the problem from reoccurring. This final project uses Internal External (IE) Matrix and Quantitative Strategic Planning Matrix (QSPM) to determine which growth strategy that PT Solare should pursue and evaluate and selects possible strategies that more relevant with PT Solare condition. The result from IE Matrix and QSPM analysis are that PT Solare needs to penetrate the existing market which is the neglected business segment, using existing product by bolstering the perception of product reliability. The recommended strategies to enhance the perception of product reliability through product trial, longer warranty and enhance and communicate the reliability of PT Solare service. The final project also includes the communication method that appropriate for PT Solare to approach the business market. The communication method also addresses the internalization of marketing strategy which is to communicate the marketing strategy to company internal employees. Internalization of marketing communication is necessary in order to weave marketing value in PT Solare culture. Keywords: Marketing strategy
Strategic Management Planning of Soybean Store Hadijanto Trisno With The Purpose of Developing Business and Facing Competition Tedjalaksana, Retta Margaretta; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 2, No 13 (2013)
Publisher : The Indonesian Journal of Business Administration

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Every development demand a change, include in business world.  Small businesses that are still using traditional management system face a challenge to maintaining the business continuity and facing competition in this modern era.  Soybean Store Hadijanto Trisno, a hereditary business is facing some issues in running the business, which are company doesn’t have functional division, lack of workers and transport during peak hours, and no database system. Those business issues are explored through internal and external factors. The external factor will be explored by using PEST analysis (Political Economic Social Technological) and Porter’s five forces model and internal factor will be explore by using Value Chain Analysis and functional area analysis such as organization structure , Marketing, Operations, Human Resources and Information Technology. All explorations will lead to implementation of strategic management. The recommended solutions for Soybean Store Hadijanto Trisno is to implement strategic management that adopted corporate growth strategy to improving their business, using cost focus business strategy to facing the competition, and implementing functional strategies to increasing performance and reach the efficiency.  Keywords: strategic management, business strategy, growth strategy.
Brand Equity Improvement in Makassar Resto Jefry, Kristian Luas Sautan; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 1, No 3 (2012)
Publisher : The Indonesian Journal of Business Administration

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More culinary business developed to fulfill the enthusiastic of market demand. Not only traditional foods but also international foods become good opportunity in culinary business. Bandung is one of big city in Indonesia which became a tourist destination in order to spend their holiday time with shopping or culinary tour. Besides, Bandung is also a destination for students to continue their studies. This is caught as an opportunity to establish a business in the culinary industry. Makassar Resto is one of the restaurants in Bandung that sells traditional cuisine from Makassar (South Sulawesi). Firstly open at October 2nd 2010. Much effort has been made ​​by Makassar Resto to increase the income of the restaurant. But after running for 1 year, Makassar Resto still cannot reach the revenue target given by the management. To find out the cause of the problem of not achieving the revenue target, research conducted from the internal analysis, situation analysis and brand equity of Makassar Resto. Internal analysis conducted by performing analysis on Segmenting, Targeting, Positioning (STP) and Marketing Mix (7P) in Makassar Resto. Situation analysis conducted by analyzing the Company, Customer, Competitor, Collaborator, Context (5C) of Makassar Resto's business environment. While brand equity is performed by analyzing Brand Awareness, Brand Loyalty, Brand Association, and the Perceived Quality. From the analysis results obtained the roots of problems that caused unachieved target. Based on the analysis, the root cause that causing the unachieved Makassar Resto’s revenue target are Makassar Resto Brand Awareness is low, Best Quality does not become Makassar Resto’s brand image, Makassar Resto does not provide quick service.There are several alternative solutions provided to overcome the problems encountered to improve the brand image of Makassar Resto such as, promotions via internet, discount for students, participating in culinary events, create stickers, make a datasheet, cooperate with good supplier, and make SOP. The final results of this study are to provide the proposed improvements of Makassar Resto's brand equity with its program and implementation plan to improve customer satisfaction. With the proposal given, the expected level of Makassar Resto's revenue can reach the targets set by management. Keywords: Makassar Resto, Culinary Business, Traditional Food, Brand Equity
Co-Authors Ace Johara, Ace Aditya Nugroho Santoso Affan Abdul Ghaffur Feizal AINA, QORRI AKBAR, MUHAMMAD FIKRI Amellia Adani Hamid Angga Nugraha Annisa Putri Saraswati Annisa Shafira Aprizal, Doni Budi, Adi Asmariadi Christina Wirawan Cut Anggun Venina, Cut Anggun Darman Mappangara Darmawan, Gega Dedy Sushandoyo Denna Garthinda Dian Fatimah Imhadi Dimas Prakoso Putra Eka Wijayanti, Arlyza Emilia Fitriana Dewi Faisal Rasyid Zulkarnaen Grisna Anggadwita Hanifinsani Muhammad, Dhahana Hardianto Nugroho Humaid Junior, Ghazi Satriando Iffah Shabirah Imaduddin Islam, Ibrahim Imbang Agung Gumilang Yulius, Muhammad Isti Raafaldini Mirzanti Karim, Edwin Karuza, Naura Pasya Kristian Luas Sautan Jefry Legia, Mariska Mamonto, Nicolaus Ernest Marthalius, Anton Martin Hutagalung Mauhibi, Irfan Meliesa Florentin Gunawan Muhammad Iqnaul Haq Murwati, Anggun Siwi Nia Sri Ramania Pesta Ferdinan Sitohang, Pesta Ferdinan Putra, Narendra Kurnia Rabbani, Rahmi Retta Margaretta Tedjalaksana Santi Novani Sarah Sari Utami, Sarah Sari Seroya Indah, Mira Sri Hartati SUSI LESTARI Sweeta Elfonsia Tutupary Tita Gracia Yosheko, Tita Gracia Veby Lin Zonia Wisnu Ajie Prabowo Yanti, Mulyani Dwi Zam Harira, Emil Zenie Hadianie, Zenie