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All Journal The Indonesian Journal of Business Administration Journal of Business Strategy and Execution Journal The Winners Binus Business Review JOIV : International Journal on Informatics Visualization EQIEN - JURNAL EKONOMI DAN BISNIS Journal Industrial Manufacturing The South East Asian Journal of Management Journal of Governance Risk Management Compliance and Sustainability
Mohammad Hamsal
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Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Engineering Environmental Science Industrial & Manufacturing Engineering Social Sciences Other

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Business model development of PT Fajar Adhisurya Perkasa Wenas, Revolt Marthen; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 4, No 5 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract.According a report released by Indonesia’s telcommunication firms overall showed strong revenue growth, averaging 6% to 8 % in the second quarter of 2014. Much of that growth can be attribute to BTS firm’s operators success in delivering affordable mobile broadband. Significant increasing in telecommunication industry showing positive impact to PT Fajar Adhisurya Perkasa.In 2015 subscribe in Indonesia will increasing to 391 million and internet increasing from 40 million in 2015 to 178 million in 2016, and business monitor international expects there to be 441.8 million subscribe with penetration rate of 173.8%. In 2011 the Indonesia telecommunication market generated US$ 14.9 billion in service revenue but in the same time PT FASA’s revenue starting decreasing because cost structure strategy. Following the growth of the telecommunication industry, PT Fajar Adhisurya Perkasa’s revenue should be increase significantly. However the cost structures in business model show that company has negative profitability and performance. Its high interest expenses and no prototype, integrity, and low competencies cause PT Fajar Adhisurya Perkasa to suffer from deficit for two years in 2012 and 2013. To increasing its profit and sales, and also to minimize its expenses, PT Fajar Adhisurya Perkasa need to assess the current situations and revise its strategy with business model development to make more appropriate strategy in the future.The new strategy analysis formulation begins with analyzing internal and external environment to identify opportunities and threat of the BTS industry as well as the strengths and weakness of the company. Business model development in part of cost structure and value preposition with create prototype based on project will help company to faster execute project, save money and time in all aspect. The result of all analysis and strategy, company need to restructure cost from external aspect and design prototype for external and internal, applied integrity and competencies to internal’s company.PT Fajar Adhisurya Perkasa needs to consider this strategy to increase revenue, market, profit and make promising sustainable growth in the future. However the company should take urgent actions regarding its financial problem by cutting interest expenses, create prototype, increasing efficiency, and last output with business model development to improve its competitive position.Keyword: Business Model Development, create prototype, BTS Industry 
The Development of KHI'S Business Model to Enhance Sustainable Competitive Advantage Firdaus, Anton; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 2, No 15 (2013)
Publisher : The Indonesian Journal of Business Administration

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This research about how PT KHI make an improvement in Business model by offering EPC (Engineering, Procurement & Construction) services to costumer to gain a better profit margin. Research result suggests PT KHI to improve its Business Model in order to enhance sustainable competitive advantage. Many competitors have the same business model in industry. PT KHI should offer different business model to stay ahead and winning the competition. The research result indicate based on current condition at PT KHI, a new value proposition will increase company’s profitability to enhance sustainable competitive advantage. The author proposes PT KHI to innovate its business model through new proposed Business Model Canvas.  Keywords; Business Strategy, Business Model, Business Model Canvas, Pipe Industry, Innovation
The Development of Strategic Innovation in Mature Company Case Study: PT. Pryda Indonesia Hermawan, Christine; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 1, No 8 (2012)
Publisher : The Indonesian Journal of Business Administration

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Growing opportunity in construction industry is no longer making PT. Pryda Indonesia experience growth. Revenue decline and the fading of company’s glory time put the company in mature stage that almost reach declining stage. The journal is made to find the root cause that make the revenue decline and recommend to arrange strategic innovation to solved PT. Pryda Indonesia’s problem. The framework to conduct strategic innovation is started with external analysis, internal analysis, and SWOT analysis to find the root cause of the problem. Unsuited STP become the root cause of the problem, because the company cannot compete with both lower price segments and high price segments and the company cannot also fulfill market needs and wants. Finaly, implementation plan is made to be started in January 2013. Keyword: Mature Company, PT. Pryda Indonesia, Strategic Innovation
Formulating Business Strategy fo a Social Business Company; Maximizing Maluku's Big Potential of Seaweed Ganiamalia, Mustika; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 1, No 6 (2012)
Publisher : The Indonesian Journal of Business Administration

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Maluku is one of province in Indonesia which is rich with natural resources, but in the same time Maluku is one of the poorest provinces in Indonesia. One of possible cause is not yet managed natural resources in the Maluku optimally. Maluku Ventura is a social-based company that will manage one of the natural resources that exist in the Maluku professionally. Resource that has great potential in Maluku and will be managed by Maluku Ventura is seaweed.Trading of cottonii dried seaweed in the Maluku began to grow since the last five years. Dried cottonii of Maluku is in great demand because buyers have a relatively better quality than the dry cottonii from other areas, for example from South Sulawesi. Buyers, particularly exporters began looking for a dry cottonii from Maluku because of the larger physical size than dry cottonii from South Sulawesi.This final project aims to analyze the development of business model for Maluku Ventura. And for the next step is preparing business strategy using a diamond model. The methodology used is literature study and survey to collect data.After data is collected, the next step is to make the business model. Business model used in this final project is a model of Hamel. In this model, the business model is divided into four pillars: core strategy, value network, strategic resources and the interface with the target group. Core strategy of the company was started by defining the vision of Maluku Ventura, which to be the biggest and sustainable social company in Maluku to increase Maluku's people quality of life. The core business of this company is raw dried seaweed trading. While for the value network of Maluku Ventura is creating the group in the training season. This group consists of farmers and their families. Training will be held to improve their knowledge. Strategic resources for Maluku Ventura are funding the farmers by cooperation with local banks and also employees with high skills. While the last pillar of the business model is interface with the target group. In this pillar, China is the main target of the Maluku Ventura.After develop the business model, the next step is to formulate a business strategy by using a diamond model. Arena for Maluku Ventura is factories and processors in China. While the vehicles for Maluku Ventura is to do a vertical alliance. For staging and pacing, Maluku planning to do direct trading in 2012, build processors in 2014 and build end user factory in 2017. As differentiators, Maluku Ventura builds brands and do price competition. Economies of scale play an important role in the economic logic stage, through economies of scale, Maluku Ventura can reduce costs. Keywords: business model, business strategy diamond model
Service Quality Assessment in PT.Indokemika Jayatama Using INDSERV Scale and Importance-Performance Analysis Subianto, Eduardus Ivan; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 2, No 5 (2013)
Publisher : The Indonesian Journal of Business Administration

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Everyday, competition in the business landscape is always increasing. In the year 2012, its 25th year of establishment, PT Indokemika Jayatama tries to achieve its goal to become the leading player in the chemicals trading and distribution business. To achieve goal to become leading player, Indokemika needs to better understand market’s perception toward its service quality. This study aimed to achieve that understanding by conducting a market survey, followed by gap analysis in service quality dimensions described by INDSERV scale, which Gounaris introduced in 2005, and focusing the target using Importance-Performance Analysis by Martilla and James (1977). Questionnaires, containing 21 questions to explain B2B service quality attributes, were sent to Indokemika’s active customers. The Performance-Importance Gap Analysis and Importance-Performance Analysis (IPA) Map inferred that Indokemika’s performance of service quality is perceived as lower than customers’ perceived importance. This is showed by the positive gap score with average gap score at 0.302, and 14 attributes dominated by Hard Process and Output Quality dimension of INDSERV scale are above the average gap. The IPA Map then indicates that the quality attribute that needs improvement, which has the third highest gap score, is ‘Look after customer’s interest’ of the Soft Process Quality dimension. Thus, Indokemika should focus improvement in that direction. Keywords: Perceived service quality, INDSERV, Performance-Importance Gap, IPA Map
Business Strategy Recommendation for Que Rico Hamburguesa Restaurant Badalamenti, Vorega; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 2, No 4 (2013)
Publisher : The Indonesian Journal of Business Administration

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Food and beverage industry in Indonesia is growing rapidly. Burger is one kind of food growing and popular on the market. Number of restaurants and burger outlets are increasing. They offer a burger at a low price even expensive, but did not consider the quality of the burger itself. By looking at these opportunities, Que Rico Hamburguesa established as the pioneer of unique and healthy burger at affordable prices. As a restaurant that has not been in business long enough, Que Rico Hamburguesa faces some problems and challenges. The emergence of competitors in the area makes the competition within industry really tight, Que Rico Hamburguesa does not have appropriate business model and concept yet to be able to survive and win the competition in this industry. This study methodology using qualitative approach by conducting interview with the owner, observation the business activities, and spreading questionnaires to 150 people of Que Rico Hamburguesa’s customers. All those things are done to obtain information to support this research. The data combined with the external and internal factors are analyzed in order to find the solution of the problems and challenges being faced by Que Rico Restaurant Hamburguesa. This research is focused on the making of business strategy for Que Rico Restaurant Hamburguesa using three business strategies to solve the problems and to prepare development strategy for the future. First is Diamond Strategy, which giving the company direction to achieve their vision, implementation strategy, and increase its brand  awareness. Second is Generic Competitive Strategies that define the concept of Que Rico Hamburguesa Restaurant. Que Rico Hamburguesa should focus on differentiation. The last one is Business Model that can determine the identity of Que Rico Hamburguesa business itself by using nine elements of the business model canvas. Those strategiesis as the solutions must be implement properly and systematically execute. Divided into short term and long term plan with several important aspects that should be considered in order to continue to survive in this industry and develop its business. Keywords: Fast Food, Business Model, Business Strategy
The Business Model Development of PT Cahaya Majumedika Wardhana, Boma; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 4, No 5 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract.Medical Equipment Industry potential is very attractive currently. With support by Indonesia Government will increasing the growth of this industry. Running a medical equipment industry is require professional management and competencies to move forwards the growth phase. With ten years experience in this business, PT Cahaya Majumedika still only capturing West-Java and Bangka-Belitung markets area while the younger competitor has fast growth compare to them. It is important for PT Cahaya Majumedika to understanding their business model in order to keep sustain in this industry. This research is to analyze PT Cahaya Majumedika business in West-Java and Bangka-Belitung and the analysis result will become cornerstone and expected to lead for an appropriate business model. This research used related theories to business model and strategic management for literature review and qualitative research methodologies to collect primary data. Field Observation and in-depth interview with relevant experts with commissioner and sales marketing manager were conducted to understand intangibles data. Based on root cause analysis and questions at in-depth interviews, slow growth of PT Cahaya Majumedika business is caused by lack of business model understanding. From Generic Competitive Strategy, PT Cahaya Majumedika should keep focus on differentiation strategy by providing premium products and making innovation of their services and performance. With Business Diamond Strategy, PT Cahaya Majumedika should develop their products with adding disposable products to have continuesly order from customer. Broadening its service innovation, Build strong brand image & awareness, and Broadening channels and geographics arenas in Indonesia are also solutions that given from using Business Diamond Strategy. While on Business Model Canvas used as a tools and described more detail for company’s new innovative strategy.Keywords: Business Model, Medical equipment, Supplier, Business Model Canvas  
Reformulation of Business Strategies for Increasing Sales of TIN Product Stabilizer at PT Timah Industri Sundoyo, Hadi; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT. Timah Industri (PT TI) is a subsidiary of PT. Timah (Persero) Tbk which exploit comparative advantage of its parent company as the second largest tin producer in the world. With these advantages PT TI entered the downstream PVC stabilizer tin base. Starting from the difficulty of selling their products and then raised the question in inventory management. PT TI should immediately take strategic steps to save the tin chemical business continues to lose money from time to time. From the results of an exploratory study on the issue of business acquired four main issues, namely: on the product and marketing, material, financial and managerial. Then advised there are three (3) basic strategies that can be selected as the main basic approaches for achieving the strategic objectives of PT TI market development, product development strategy and strategic alliance strategies. This new formulation of business strategies to use PT TI Business Model Canvas in 2013 and used as the basis for the application of Diamond Strategy until the end of 2015 which includes a focus on the core business, forming strategic alliances, developing a network of distribution channels and financial restructuring in the hope that the business of PT TI can continue to survive and thrive, and sustained in the future. Keywords: Business Strategy, Business Model Canvas, Market Penetration, PVC Stabilizer
Strengthening Weselpos Domestic Product Competitiveness Using Business Model Hardiyanto, Hardiyanto; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 2, No 12 (2013)
Publisher : The Indonesian Journal of Business Administration

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Financial service business of PT. Pos Indonesia has been showing the significant growth for contribution revenues. The contribution of financial service business to PT. Pos Indonesia revenues is up to 34% at 2011. Financial service business has potential to increase the revenue by its potential large market and its competitive advantage. The revitalization plan of PT. Pos Indonesia explained that financial service business will be increased on the transaction number and on product portfolio. Currently, not all financial service products of PT. Pos Indonesia have equitable growth. Weselpos domestic product is a product which has decreased the number of transactions from year to year. In formulating business strategies, the analysis of business environment is done either externally and internally to get SWOT (Strength, Weakness, Opportunity, and Threat) of the business. The root cause problem is PT. Pos Indonesia is insensitive about business environment change. The root cause problem of the business is addressed using TOWS Matrix strategic formulation and business model to strengthen the strategy with strategic positioning as a guideline. Differentiation in the process of delivering services to consumers is proposed as strategic positioning, which is from human-based become automatic based. The strategies are focused on increasing customer satisfaction and increase customer loyalty. The implementation of the strategy consist of: create new products portfolio auto-service based, develop the existing products through the development of transaction process, making customer relationship management, and create the right marketing program. The implementation is needed one year time period. Keywords: Weselpos Competitiveness, Business Model, Weselpos Product Development, Financial Services
Crafting Strategy to Improve XYZ Rice Milling Business Competitiveness Herasmara, Ridho; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 2, No 13 (2013)
Publisher : The Indonesian Journal of Business Administration

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East Java rice milling business has been affected by a series of political policy regarding the industry, and increasing raw material purchase competition. This article is concerned about current competitive condition facing XYZ; it is experiencing problem of declining profitability even though the market is in uptrend. This decline is represented by problems in material purchase, production efficiency, and low selling price. The study and is aimed towards improving XYZ competitiveness and profitability. The literature review provided some generic framework in analyzing business condition and developing strategy (Wheelen & Hunger, 2012). Research is conducted by interviewing, observation of XYZ owner, and through secondary data gathering. Result of the research is analyzed to determine elements of business environment affecting XYZ. External analysis of the company point out strategic factors potentially important to the company such as market requirement of premium rice, differing price between east and west jave, as well as notable price discrepancy between area in East Java. Internal analysis of XYZ point out important strategic factors that affect XYZ in terms of its competitiveness, such as the relatively outdated production method and low direct sales effort of XYZ. From SWOT analysis of these factors, it is concluded that problem affecting XYZ competitiveness is requirement for reformulating business strategy. Based on it, a strategy is formulated for XYZ to improve competitiveness by upgrading production machinery, improve material purchase, and increase direct sales. It is concluded that the main problem of XYZ is low efficiency, and it is recommended that XYZ implement the solution to improve its competitive readiness and to prepare for future challenge. Keywords: business strategy, rice milling business, business model, TOWS matrix
Co-Authors Abdul Rochim Aldila Novrizal, Aldila Anton Firdaus Argi Thaufani Ari Wibowo Arta, Aditya Aziiz Priojudanto, Alvino Boma Wardhana, Boma Bramantoro Abdinagoro, Sri Christine Hermawan Dhiani Rakhmawati, Meita Eduardus Ivan Subianto Faruq Nugroho, Aditya Fuad, Rifqi Ganiarsa, Kasandika Gautama So, Idris Hadi Sundoyo Hardiyanto Hardiyanto Harimukti Wandebori Harsa Bani Partapraja, Harry Humiras Hardi Purba I Gusti Ngurah Agung Imaduddin, Dani Akhmad Kirana Putri, Astari Koesmanggala Koesmanggala, Koesmanggala Mahdi Rajab, Fadil Mangiring Ganda Parulian Butar Butar, Paul Melati Faeroza Muhammad Subuh Wibisono Mustika Ganiamalia Nindiani, Aina Nugroho, Antonius Sony Eko Peranginangin, Pulung Philby, Mohammad Qonitza, Maghfira Rahajeng Widiana Purwaningrum Revolt Marthen Wenas, Revolt Marthen Ridho Herasmara Sari Wahyuni, Lily Sudhartio, Setiawan, Affan Utami Putri, Fitri Veronica Hutagalung, Donda Ria Vorega Badalamenti Yuniarty, -