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All Journal The Indonesian Journal of Business Administration IPTEK Journal of Proceedings Series The Asian Journal of Technology Management (AJTM)
Priyantono Rudito
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Computer Science & IT Decision Sciences, Operations Research & Management

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Developing Channel Strategy to Increase Sales; Case Study: Perangkat Industri (PT Jokulin Indonesia Mandiri) Yulius, Mayang Dita Anggryany; Rudito, Priyantono
The Indonesian Journal of Business Administration Vol 2, No 19 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

This research describes the distribution channel strategy is suitable for Perangkat Industri, which is one area of business of PT Jokulin Indonesia Mandiri. Perangkat Industri is an ecommerce business in the industrial field. As a new player in the industry, Perangkat Industri has several internal and external issues that have an impact on the future of the company. The main problem faced by Perangkat Industri is the distribution channel for marketing products to customers. In solving the problem, there are several alternatives that can be used by Perangkat Industri, which is channel distribution through the distribution channel websites, distributors, and salesperson. Three distribution channels are analyzed based on the existing distribution channels (existing channel) and channels based on customer requirements (ideal channel). From the analysis of the resulting channel strategies, that is to make improvements and take advantage of the existing distribution of channels and based on customer requirements, the distribution channels through the website, distributors, and salesperson. The strategy then becomes a recommendation to the company for use as a reference to develop and survive in competition with competitors of this business. Keywords: Industry, Ecommerce, Perangkat Industri, Channel Strategy, Distribution Channel
Disruptive business model development of telkomsel m2m through cross-industry innovation Permana, Addy; Rudito, Priyantono
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - The main challenge for mobile telecom operators is how to innovate their products and services to get sustainability growth. With revenue of legacy voice and SMS tend to decline and increasing demand for broadband data services. Telecom operators must develop the right products based on  broadband technology to keep growth and compete. Telkomsel as the largest mobile operator in Indonesia is undertaking a business transformation. Developing solutions Machine to Machine (M2M) is one of the masterpiece programs. Telkomsel M2M business is designed to trigger the growth of the digital ecosystem in Indonesia which further strengthen the foundation of digital service Telkomsel. By using the framework of research in the form of external environment analysis (PEST, Porter’s five forces), internal environment analysis (Value Chain and VRIO), then continued in the form of business strategy. Further, create Cross-industry innovation to create business models. Telkomsel M2M Business model will be developed based on business models canvas. Development of the business model is also expected to boost the company's earnings significantly, especially as a new generator in digital business.                                                Keywords: Business Model, Telecommunication, M2M
Strategic planning of pt pertamina gas to anticipate governmet initiatives Saniya, Hidayatus; Rudito, Priyantono
The Indonesian Journal of Business Administration Vol 7, No 2 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract – PT Pertamina Gas (Pertagas) is a gas transporter company that needs to formulate strategy to survive in the business because gas business is a government-regulated business. In addition to regulation, the trend of gas transportation business tends to decline and pressure from the competitors is getting bigger. In order to anticipate those threats, Pertagas should analyze internal and external environment business to generate strategies. Strategies formulated consist of corporate strategy, business strategy and functional strategy which can be implemented to achieved vision and mission of the company. The strategies expected to increase company’s performance and competitive advantage to anticipate environmental changes in gas industry. Keywords: Competition, Gas Business, Performance, Regulation, Strategy
Developing business strategy for pt katarda indo global to sustain in indonesia tourism industry Inassa, Dhini; Rudito, Priyantono
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract. PT KATARDA INDO GLOBAL has been operating in the tourism industry running for four years and can be categorized as a new company and is one of the travel agents in Bandung. Who professionally offers the best services — along with the times, accompanied by increasingly advanced technological developments, such as the presence of the internet and all digital access in various activities. People can only make transactions such as buying goods, ordering travel tickets, or sending money using a smartphone. This also affected the tourism industry, where conventional travel agents have begun to be replaced with online travel agents such as Traveloka, Pegipegi.com, Tiket.com, and other online travel bookings or other online travel agents. With this, the impact of the business of PT KATARDA INDO GLOBAL is where there has been a decline in revenue in the past year and a lack of brand image in the company. This study aims to analyze the business situation both internally and externally in the tourism industry, especially in tourism and travel; Resource-based views do internal analysis, business models, VRIN analysis, and value chain analysis. While the external analysis was carried out based on PESTEL analysis consisting of Political Factors, Economic Factors, Social Factors, Technology Factors, Environmental Factors, and Legal Factors. Besides, analysis of five of Porter's strengths, and competitor analysis, and SWOT Analysis concluded the two analyzes. The research method used was qualitative, where Focus Group Discussion (FGD) was used by management and customers of PT KATARDA INDO GLOBAL after conducting interviews with partners from hotels, restaurants, and other travel agents. So from the FGD results and interviews, it can help in developing or formulating a better business strategy model for PT KATARDA INDO GLOBAL to improve income performance. Which in the previous strategy was still not optimal in implementing it such as marketing strategies and human resource strategies, besides the last goal is to analyze new business strategies so that sustainability in the tourism industry, PT KATARDA INDO GLOBAL can implement it.Business solutions that will be carried out through TOWS analysis developed from SWOT analysis, after that Company Level, Business Level, and Functional Level Strategy. The implementation of business strategies is carried out within eight months, up to the end of the year or more following the capabilities of the company. With the implementation and business development of this strategy, it expected that PT KATARDA INDO GLOBAL could increase revenue, increase brand awareness, and be able to compete with competitors. Keywords: Tourism Industry, PT Katarda Indo Global, Business Strategy
Key Success Factors for 5G Technology Commercialization in Telecommunication Company Case Study of an Established XYZ Company in Indonesia Hutajulu, Sahat; Dhewanto, Wawan; Prasetio, Eko Agus; Rudito, Priyantono
The Asian Journal of Technology Management (AJTM) Vol 13, No 1 (2020)
Publisher : School of Business and Management Institut Teknologi Bandung

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12695/ajtm.2020.13.1.2

Abstract

Abstract. Technology commercialization is the long process to bring technology from the research domain into the commercialization area to end-users with monetizing purposes. This study analyzes critical success factors for 5G technology commercialization in an established company in Indonesia. By defining the most significant factors, a company can strategize the most effective investments to important factors only and avoid other less meaningful areas. 5G is approaching fast, and some of the major early adopters Mobile Network Operators (MNO) have already deployed 5G within this year. However, some other MNOs or telecom companies, in general, remain skeptical, considering the wide range of new business cases, the readiness of industries, and twice significant capital investment compare to predecessor technology 4G. This study is based on interpretivism philosophy and uses Qualitative semi-structured in-depth interviews, observation, and deductive scenario planning as the methodology. Use cases, innovation ecosystem, and technology complementary are found to be the key success factors for 5G commercialization in an established company. The novelty of this study is to identify the key success factors for technology commercialization specific for the 5G technology context in Indonesia. Three axes deductive scenario planning using critical success factors as the uncertainties are considered as the originality of this study.Keywords:  Key success factors, technology commercialization, established company, 5G
Evaluation of Contact Center Academy for PT Infomedia Nusantara as a New Business Idea Purba, Dify Martua Togi; Rudito, Priyantono
The Indonesian Journal of Business Administration Vol 1, No 8 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Contact center is a very important service for companies to response and answers customer problem and questions, the example of contact center channel such as, telephone, short text messaging, website, chat, walk-in center, and other media which related to customers. Contact center is vital for companies, the problem occurs is the level of turnover in contact center industry is quite high, and the fulfillment of labor is very slow and difficult, as well as the communication skills of contact center workforce is not meet the standard, then led many companies derive bad image from the customers.To fulfilling contact center workforce that has a good ability to serve its customers as well as well trained on the ins and outs of contact center technology, contact center academy as institution is needed to enhance their knowledge and also the ability for workers in contact center.In this final project, the data collection method is done by distributing the questionnaires to labor in contact center industry and company that has a contact center, and based on the analysis of the issues raised in PT Infomedia Nusantara.From all the data that has been collected by the author, as well as actual problems occur, the solution given by the author is contact center academy as an institution to enhance the capabilities of the contact center workers as well as not only the to improve the services, but as a new business opportunity for PT Infomedia Nusantara, which currently has more than 12,000 agents and also a lot of companies who manage their own contact center.. Keywords: academy, contact center
Proposed Marketing Strategy for Bank MSP to Increase User and Usage of Mobile Banking Pradipta, Mega Sylva; Rudito, Priyantono
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract.Currently, banking industry in Indonesia is so tight. Bank must have a value added and competitive advantage to attract a new customer and retain existing customer. All Banks should strive to sustain in the competition. One value added that become competitive advantage to survive in the competition is technological advance based. One kind of technology that becomes prominent for the future is Branchless Banking. Branchless Banking is needed by customers because customers want a simple banking technology that can perform so many transactions. One branchless banking is Mobile Banking that provides banking transactions through a hand phone. Current trend reflects that Handphone become must have thing for all people. However, in Bandung mobile banking face problems so that Bank “MSP” cannot significantly increase user and usage of mobile banking. Based on internal and external analysis there are some deficiencies for Bank “MSP” to increase user ad usage of Mobile Banking. Based on surveys and observations conducted, high sales target, incentives/bonus/reward considerations and unclear target market are internal problems that facing customer service as the main responsible person that should sell mobile banking. Lack promotion, many subtitutes product, unflexible promotion tools, no name corelation with brand, not interesting of promotion display & content and customer service that not helpful are the external problems of mobile banking. Some alternatif solutions that can be used was considered. Changing product name is considered to solve brand name problems that not familiar, hire outsourcing people as salesperson also being considered in order to solve internal problems for customer service that has selling product orientation because of high sales target, incentives/bonus/reward considerations and external side to help customers find out more deeply about mobile banking. Bank “MSP” also must know their target market precisely by increasing awareness and interest. The other way to cover awareness and interest are set of promotion that contains local media and using popular social media in Bandung, in banking promotion, brochures, special promotion likes point reward, member get member, discount for shopping and special event. The special feature of Mobile Banking also should maximize in order to become point of sales. In addition bundling registration with Internet Banking and display demo mobile banking product also should launch to grab a new user and retain existing user of mobile banking. The implementation of marketing strategy will take one year ahead and starting at July 2014 until June 2015. To support this marketing strategy budget will require for around IDR 259,100,000.Keywords: Marketing Mix, Consumer Behavior, Mobile Banking, Awareness, Interest
Personal Branding Strategy Development of Indra Bekti Aryatama, Aditya; Rudito, Priyantono
The Indonesian Journal of Business Administration Vol 3, No 9 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract. Showbiz (entertainment) industry in Indonesia has grown rapidly. The number of television and radio continue to increase majorly. Currently there are 13 television stations nationwide and more than 100 local television stations and 2078 radio broadcasters who spread all over Indonesia. The competitions of presenter or announcer become more intense than before.To survived in the competition, each of presenter or announcer should have personal branding strategy. Currently Indra Bekti as a host and presenter didn’t have personal branding strategy. As a result, Indra Bekti become less popular than before.This Final Project is trying to design personal branding strategy for Indra Bekti based on internal and external analysis. Internal factors analyzed by STP (Segmentation, Targeting, Positioning) strategy and also marketing mix. External factors analyzed by Keller’s brand equity. The result from internal and external factor analysis, there are two root cause problem for Indra Bekti. First is unclear segmentation, targeting and positioning, and the last one is Indra Bekt trapped in high level of competition.The research provide recommendation of personal branding strategy for Indra Bekti by improving setting up new segmentation, targeting and positioning supported by marketing mix, so that Indra Bekti will re-gaining inspiring, trendsetter and dare to.Key Words: personal branding, brand equity, marketing mix
Strategic Planning Customer Experience using Predictive Analysis Indihome PT Telkom Achmad, Shandy Asri; Anggina, Pratami; Rudito, Priyantono
IPTEK Journal of Proceedings Series No 1 (2020): The 1st International Conference on Business and Engineering Management (IConBEM)
Publisher : Institut Teknologi Sepuluh Nopember

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12962/j23546026.y2020i1.11950

Abstract

Telkom transformation paradigm by Innovating and disrupting the fast-changing industry is the main challenge right now. There is external challenging such as changing customer behavior and high performing Customer Experience (CX) focused industries that seeing customer and business growth. In PT Telkom itself, internal challenges there is a financial performance on a decreasing trend and for Net Promoter Score (NPS) is below best in class benchmark globally. The objective is elevating CX as a corporate strategic priority, engaging all stakeholders to achieve CX transformation. PT Telkom every year doing Net Promoter Score and Net Emotional Value (NEV) to measuring the loyalty of a firm's customer relationships and customer satisfaction that correlated with revenue growth. The author takes the model from secondary data from NPS and NEV Report from 2014 – 2018 of PT Telkom Indonesia, focused in Telkom Regional 3 West Java and assign relationship and satisfaction dimension and attribute. Using predictive analytics is a method that analyzing current and historical facts to make predictions about the future to determine an accurate strategy and can improve customer experience based on the appropriate level of correlation. From NPS and NEV report the dimensions and attributes are processed by predictive analysis using correlation and regression. The fact-finding that based on that analytics will be a strong correlation attributes that would become the key to strategic planning for a customer experience that in a lining with corporate strategy. The strong correlation attribute from this statistical processing is the installation process is long, friendliness of the technician, and ease of accessing points. Then the strategic planning for customer experience is from the result from predictive analytics combine with benchmarking with other telco’s company to propose strategic program end-to-end customer journey and integrated to back end system, digitalization and digital ecosystem will be impacted and gave a result business and revenue.
Co-Authors Achmad, Shandy Asri Aditya Aryatama, Aditya Anggina, Pratami Dify Martua Togi Purba Hutajulu, Sahat Inassa, Dhini Mayang Dita Anggryany Yulius Mega Sylva Pradipta, Mega Sylva Permana, Addy Prasetio, Eko Agus Saniya, Hidayatus Wawan Dhewanto