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All Journal EKOMBIS REVIEW: Jurnal Ilmiah Ekonomi dan Bisnis JPBM (Jurnal Pendidikan Bisnis dan Manajemen) Management Analysis Journal Jurnal Manajerial International Journal of Economics Development Research (IJEDR) Dinasti International Journal of Economics, Finance & Accounting (DIJEFA) International Journal of Applied Business and International Management Journal of International Conference Proceedings

Popy Rufaidah

Universitas Padjadjaran

Author-ID : 2521916

Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Energy Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Social Sciences Other

Published : 21 Documents Claim Missing Document

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Articles

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BUILDING BUSINESS ADVANTAGE THROUGH CORE COMPETENCY: CASE STUDY PT. JAPFA COMFEED INDONESIA, Tbk. Dian Addinna; Andreas Recki Prasetyo; Popy Rufaidah
International Journal of Applied Business and International Management Vol 3, No 1 (2018): August 2018
Publisher : AIBPM Publisher

The purpose of this paper is to explore the business advantages of a company engaged in the field of food through its core competency. This paper provides results of core competency analysis of PT. Japfa Comfeed Indonesia, Tbk (JPFA). The research method used a case study that serves to express information in factual, structure, and accurate about the object study. This paper used the information and data obtained from Annual Report of JPFA and related records. This paper identifies a number of core competency factors based on finance performance analysis, business function analysis, and internal analysis & external factor summary (IFAS and EFAS). The based concept of the core competency refers to model that consists of capability, competence, and resource. The results of this paper show the core competency of JPFA in the capability of the company is able to produce products with good quality. In competence, the company is a market leader in its field by being able to dominate the market for animal feed products and DOC, synergy and efficiency in marketing product supported by the distribution network spread throughout Indonesia, and biosecurity such as isolation, fumigation, and farm management to guarantee quality of the product. In the resource, the company has professional and competent human resources. This paper provided managerial impact to company to maintain and develop business profits through its core competency.

Development Global Competitive Advantage at PT Tiphone Mobile Indonesia, Tbk Case Study using 4C’s Framework Model Aryo Wicaksono; Rivaldi Arissaputra; Popy Rufaidah
International Journal of Applied Business and International Management Vol 3, No 1 (2018): August 2018
Publisher : AIBPM Publisher

This paper discusses about the application of global competitive advantage with the 4C's Framework model (Hao Ma, 2004) that consists of Creation, Competition, Cooperation and Co-option variables in PT Tiphone Mobile Indonesia, Tbk.. The research method used is case study and SWOT Analysis method. The research provides a managerial impact to the company that is under study, namely the implementation of 4C’s Framework model so the company has the advantage of competing globally. The Company achieves global competitive advantage based on ownership-based, access-based, and proficiency-based through the implementation of Creation and Innovation, Competition, Cooperation, and Co-option.

Strategic Group in Textile Industry: Case Study at PT. Sunson Textile Manufacture, Tbk Sarah Sentika; Nurhasanah Nurhasanah; Popy Rufaidah
Journal of International Conference Proceedings (JICP) Vol 1, No 2 (2018): Proceedings of the 2nd International Conference of Project Management (ICPM) Gor
Publisher : AIBPM Publisher

This paper aims to discuss the identification of a strategic group model in the textile industry in Indonesia. Strategic Group is a group of companies that compete in an industry by applying the same strategies (Porter 1979). This study explores the strategic group that reflects a group of companies engaged in the textile industry in Indonesia that using similar competition strategies and approaches to maintain their market positions in an industry. The study identifies PT. Sunson Textile Manufacture, Tbk is one of the players in the textile industry in Indonesia. The company produced various textile products such as yarn and cotton woven fabrics. The research method used is a case study that aims to expose information on research objects accurately by delivering the content in a structured and accurate manner. This case study research method is also used to describe a strategy used by companies as a strategy to deal with competition in industrial groups. The results of the study show the market leader holds the highest product sales using similar strategies with its main competitors in industry through its various product variants. However, even having many product variants does not guarantee the sale of products produces the highest value. Keywords: Strategic group, SWOT analysis, case study, textile industry

A RESOURCE-BASED VIEW (RBV) OF PRODUCT DEVELOPMENT: CASE STUDY OF PT. LANGGENG MAKMUR INDUSTRI, TBK. Khalisa Balqis; Shelly Eka Agustina; Popy Rufaidah
Journal of International Conference Proceedings (JICP) Vol 1, No 1 (2018): Proceedings of the 1st International Conference of Project Management (ICPM) Mal
Publisher : AIBPM Publisher

This study aims to discuss the implementation of Resource-Based View (RBV) modelin product development. This model is used as a basis to explore the application of four types of capabilities as a strategic source in product development based on process efficiency and product effectiveness.The research method uses case study that aims to reveal information factually, structured, and accurately about the object under study.The results show that RBV model approach to product development can be used by the company.This study shows the applied managerial implications of the RBV model in terms of (1) technological capability, only applies R&D and manufacturing in the process of innovation. If the company is determined to achieve the process efficiency, it needs to focus more on technology capability design and technological complementary. (2) In external integrative capability, the company only implements managerial process and managerial system, (3) in internal integrative capability, the company only applies managerial process and managerial system. If the company is determined to achieve product effectiveness, the company needs to focus more on external integrative capabilities in the form of absorptive structures and cultures and values for external absorption and internal integrative capabilities in the form of integrative structures and cultures and values for internal absorption. (4) In marketing capabilities, the company has implemented strategic marketing management. If the company is determined to produce product effectiveness, it should focus more on marketing capabilities in the form of market research tools, marketing-mix policies, and marketing complementary. Keywords: resource-based view model, product development

The Role of Entrepreneurship Orientation and Competitive Strategies Toward Business Performance Putri Tresnawati; Popy Rufaidah
Journal of International Conference Proceedings (JICP) Vol 1, No 2 (2018): Proceedings of the 2nd International Conference of Project Management (ICPM) Gor
Publisher : AIBPM Publisher

This study aims to investigate the effect of entrepreneurship orientation and competitive strategies on the business performance of Small and Medium Enterprises (SMEs) in the Foods and Beverages Sectors in West Java, Indonesia. The study adopted the following concepts to achieve the aims of the study: (1) Entrepreneurial orientation is a process that is attached to an entrepreneur in carrying out his business operations in the form of a proactive attitude in capturing business opportunities, innovation in producing products and services, and the courage to take risks in decision making (Weerawerdeena, 2003: 410); (2) Competitive strategies are a number of tactical steps to maintain a business so that it has better competitiveness than its competitors through the application of cost leadership, differentiation and focus strategies (Porter 1979); and (3) Business performance is the level of business success in achieving its goals through measurable indicators such as sales growth, capital growth, market growth, and profit growth (Munizu 2010). The study is executed to 120 business owners of the SMEs as the respondents of the study. The data analysis technique applied is Structural Equation Modeling (SEM) which is operated through LISREL program. The findings of the study show that the entrepreneurship orientation and competitive strategies simultaneously influenced toward the business performance of SMEs. Keywords: entrepreneurship orientation, competitive strategy, business performance, SME, West Java

Strategic Analysis using TIROCA Model: Case Study at PT Steel Pipe Industry of Indonesia, Tbk. (PT SPINDO, Tbk.). Khoirun Nisa Bahri; Nadia Meirani; Popy Rufaidah
Journal of International Conference Proceedings (JICP) Vol 1, No 2 (2018): Proceedings of the 2nd International Conference of Project Management (ICPM) Gor
Publisher : AIBPM Publisher

This paper aims to examine the application of strategic analysis with the TIROCA (Tangible Asset, Intangible Asset, and Organisational Capability) model as a basis to identify the strengths and weaknesses of a company, namely, PT Steel Pipe Industry of Indonesia, Tbk. (PT SPINDO, Tbk.). The company is one of the steel pipe manufacturers in Indonesia. The company has the largest production capacity in Indonesia and has experience in producing various kinds of steel pipes / tubes and various other related products. The company is one of the largest steel pipe manufacturers with the largets production capacity in Indonesia. The paper used a case study research method in order to explore the strategic strengths and weaknesses of the company through its: tangible asset, intangible asset, and organisational capability. The results of the study show the company's superiority come from the following three-resources: (1) tangible resources are derived from the sophistication of machinery and factory equipment; (2) intangible resources are generated from the innovation and creativity of the firm’s HR in creating various products; and (3) organizational capability resources derived from the firm’s competencies and skills in managing product development and the ability to recruit HR. Keywords: TIROCA Model, strategic analysis, tangible assets, intangible assets, and organizational capability

SETTING STRATEGY USING VALUE CHAIN ANALYSIS: CASE STUDY ON PT. SARASWATI GRIYA LESTARI, TBK Muhammad Affan Gaffar; Muhammad Aulia Rahman; Popy Rufaidah
Journal of International Conference Proceedings (JICP) Vol 1, No 1 (2018): Proceedings of the 1st International Conference of Project Management (ICPM) Mal
Publisher : AIBPM Publisher

The purpose of this research is to discuss about the application of value chain analysis model by using Crain and Abraham (2008) model consisting of upstream and downstream analysis. The model is applied to PT Saraswati Griya Lestari, Tbk which manages three-star hotel and fivestar hotel. This research describes the value chain in the company from the upstream to the downstream side. Through the discussion of the application of the model, this study provides several alternative strategies that can be applied by the company.The research method used is case study which aims to present structured, factual, and accurate information about the object that is under study. The case study method is used to identify the value chain in the company engaging in hotel services through upstream activities up to the downstream side. This study uses SWOT analysis method to identify strategic strengths and weaknesses, as well as threats and opportunities that can be followed up by the company. This study identifies a number of strengths and weaknesses of firms based on (for example) corporate financial analysis. The results of the analysis are set forth in the IFAS and EFAS tables.Based on value chain analysis from upstream to downstream, the company allows to apply relevant strategies to the character of products and services offered by PT Saraswati Griya Lestari, Tbk. This study provides a managerial impact on the company that is under study, i.e. the company can apply the application of setting strategy to achieve company goals and can improve the components that are considered less. Keywords: downstream analysis, EFAS, IFAS, SWOT analysis, setting strategy, upstream analysis, value chain analysis

The Effect of Competitive Strategy and Quality Product on the Business Performance Zenita Apriani; Popy Rufaidah
Journal of International Conference Proceedings (JICP) Vol 1, No 2 (2018): Proceedings of the 2nd International Conference of Project Management (ICPM) Gor
Publisher : AIBPM Publisher

The aim of the study is to examine the effect of competitive advantage and quality product on the business performance in the Small and Medium Enterprises (SME) in West Java’s food and beverage industries. The study is executed to 120 business owners as the respondents of the study. The data analysis used is Structural Equation Modeling (SEM) using LISREL software. Competitive strategy variables are measured using dimensions from Porter (1979), namely leadership costs, deferentiation, focus (cost focus and differentiation focus). Product quality is measured through the dimensions of Durability, Featurs, Reliability, Aestethics. The dimensions of business performance used in this study adopt the most common dimensions, namely sales growth, capital growth, market growth, and profit growth. The results of the study show that competitive strategy and quality product have a significant effect on the performance of SMEs. The results of the study resulted in the implication that business owners of SMEs have the ability to make superior decisions (such as competitive pricing, developing product variations, and focusing on serving target markets) in order to improve business performance such as increased profit and business growth. Another interesting finding is that business owners of SMEs need to prioritize the importance of producing products that have the characteristics of Durabel, attractive, reliable, and aesthetic. Keywords: West Java’s MSMEs, Competitive Strategy, Quality Product and business performance

The Effect of Key Success Factors Based on Business Functions on Competitive Advantage Anggita Ulfazia Rahmi; Popy Rufaidah
Journal of International Conference Proceedings (JICP) Vol 1, No 2 (2018): Proceedings of the 2nd International Conference of Project Management (ICPM) Gor
Publisher : AIBPM Publisher

The study aims to examine the role of key success factors toward the competitive advantages of Small Medium Enterprises (SMEs) in the Foods and Beverages sectors in West Java. Key Success Factors are variables that significantly affect the competitive position of a company in the industry. The dimension of key success factors is measured through four business functions, namely marketing, HR, finance, and operations. Competitive advantage is a factor that enables organizations to differentiate products or services from competitors to increase market share. The variable of competitive advantage is measured using three dimensions, namely cost leadership, differentiation and focus. The study is executed using quantitative research method through descriptive and verificative methods. The respondents of the study were 133 business owners of SMEs in West Java that manufactured food and beverages. The descriptive analysis was applied to describe the dimensions of the key success factors and the competitive advantage of the SMEs. Whilst the verificative analysis was used to examine the model and the relationship between variables studied. Structural Equation Modeling (SEM) is adopted using LISREL to identify overall relationship between the indicators and the variables as well as the relationship between the variables themselves. The findings of the study show that key success factor has significant effect on competitive advantages. Keywords: Key Success Factor, Competitive Advantage, SMEs, Business Functions, West Java

BUILDING BUSINESS ADVANTAGE THROUGH CORE COMPETENCY: CASE STUDY PT. JAPFA COMFEED INDONESIA, Tbk. Dian Addinna; Andreas Recki Prasetyo; Popy Rufaidah
Journal of International Conference Proceedings (JICP) Vol 1, No 1 (2018): Proceedings of the 1st International Conference of Project Management (ICPM) Mal
Publisher : AIBPM Publisher

The purpose of this paper is to discuss the business advantages of a company engaged in the field of food through its core competency. This paper provides results of core competency analysis of PT. JapfaComfeed Indonesia, Tbk (JPFA). The research method used a case study that serves to express information in factual, structure, and accurate about the object study. The case study method used because it can improve the knowledge of what is already known through previous research. This paper used the information and data obtained from Annual Report JPFA 2016 and related records. This paper identifies a number of core competency factors based on finance performance analysis, business function analysis, and internal analysis & external factor summary (IFAS and EFAS). The based concept of the core competency refers to the Ljungquist (2007) model consists of capability, competence, and resource.The results of this paper show the core competency of JPFAin the capability of the company is able to produce products with good quality. In competence, the company is a market leader in its field by being able to dominate the market for animal feed products and DOC, synergy and efficiency in marketing product supported by the distribution network spread throughout Indonesia, and biosecurity such as isolation, fumigation, and farm management to guarantee quality of the product. In the resource, the company has professional and competent human resources. This paper provided managerial impact to company to maintain and develop business profits through its core competency. Keywords: Core Competency, PT. JapfaComfeed Indonesia, Tbk

Co-Authors Addinna, Dian Alvi Diani Khoirunissa Andreas Recki Prasetyo Anggita Ulfazia Rahmi Aryo Wicaksono Fauziah Nur Septiani Hesti Restarani Khalisa Balqis Khoirun Nisa Bahri Khoirun Nisa Bahri Kintan Rachmi Satyodriyani Lysandra Priscilla Maryam Hafidzah Muhammad Affan Gaffar Muhammad Aulia Rahman Muhammad Daffa Lazuardi Nadia Meirani Nurhasanah Nurhasanah Putri Tresnawati Ratna Asri Solihati Rivaldi Arissaputra Rivaldi Arissaputra Sari, Lira Mustika Sentika, Sarah Shelly Eka Agustina Wibisono Harimurti Zenita Apriani

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