Article Per Year (5 Year)
p-Index From 2021 - 2026
0
P-Index
This Author published in this journals
All Journal Journal of Business Strategy and Execution
Gerald Ariff
Faculty of BINUS BUSINESS SCHOOL, BINUS UNIVERSITY, JWC Campus, Jl. Hang Lekir I No. 6, Senayan, Jakarta 12120
Economics, Econometrics & Finance

Published : 2 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 2 Documents
Search

 1 
ANALISIS PERANCANGAN BISNIS BASEBALL DAN SOFTBALL HOMERUN BATTING CENTER Ariff, Gerald
Journal of Business Strategy and Execution Vol 3, No 2 (2011): Published on June 2011
Publisher : Bina Nusantara University

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Sports are healthy activities that can refresh the body. Some people consider sports as a hobby to be done every week, while others consider sport to be a more regular part of their lifestyles, an there are even those who make it their profession. The urban population desperately needs these activities to keep their bodies fit and healthy, and have begun making sport part of their lifestyle. This lifestyle is not limited by age or gender but is dominated by the upper middle class population. Baseball and softball are among the types of sports that are done in teams or groups. The sport originated from the United States and is very popular there, Japan, and Chile. Baseball and softball are sports that are not yet very popular in Indonesia, compared with soccer, badminton, and volleyball. Even so, Indonesia’s baseball and softball teams have had achievements such as winning the Asian division 2 cup in 2001 and winning in the Asia - Pacific region in 2006. This business model emphasizes the creation and introduction of trends to improve baseball and softball’s sporting exposure in Indonesian society with a ‘batting center’ format that is simple and practical, equipped with 24- hour café facilities as a place to gather, relax, and chat. The design of the business model is through two core phases, namely the business concept and final design as a whole. The business concept is then developed with more detail into the business plan and final design of the prototype.
IMPROVING TIME PRODUCT LAUNCH WITH BALANCED SCORECARD AND KEY PERFORMANCE INDICATORS IN PT. DIPA PHARMALAB INTERSAINS Bunawan, Gabriel Mardi; Iqbal, Moh. Kiki; Ariff, Gerald
Journal of Business Strategy and Execution Vol 4, No 1 (2011): Publish on November 2011
Publisher : Bina Nusantara University

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

As a pharmaceutical company, DPI has implemented many management improvement systems such as 5S, ISO, BSC and Kaizen. Starting in 2005, DPI implemented 5S to improve its filing system and continued with ISO 9001 for management quality improvement. In 2007, DPI received ISO certification and Balanced Scorecard (BSC). Despite long implementation time, the BSC system has not run well because of poor understanding and weak top down enforcement. Although DPI had achieved good performance without BSC, its top management never really knows what the current situation of DPI’s business is. Implementing BSC at that time still couldn’t answer the question. On the other hand, implementing BSC was a kind of waste time of and money with very minimum impact on top management decision monitoring of DPI’s business processes DPI’s BSC has been modified several times. The last version was implemented in 2011 with a breakdown of KPIs down to individual level. Still this last version and KPIs are not running well especially in quality aspect. With this new version, top down strategic map and KPIs seem to run well but the horizontal KPI are not yet established. With this situation every department only have guidance in vertical line and don’t care about other departmental achievement. One sample of this situation could be seen on launching new products. This situation has to be improved using BSC and KPI.
Co-Authors Gabriel Mardi Bunawan Moh. Kiki Iqbal