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All Journal The Indonesian Journal of Business Administration Jurnal Pendidikan dan Pembelajaran Khatulistiwa (JPPK) Albacore : Jurnal Penelitian Perikanan Laut Nizham Journal of Islamic Studies Al-tsaman : Jurnal Ekonomi dan Keuangan Islam AdZikra: Jurnal Komunikasi dan Penyiaran Islam Jurnal Bingkai Ekonomi (JBE) Izdihar : Jurnal Ekonomi Syariah Khazanah : Journal of Islamic Studies International Journal of Management, Entrepreneurship, Social Science and Humanities (IJMESH) Majapahit Journal of Islamic Finance and Management Fokus Bisnis: Media Pengkajian Manajemen dan Akuntansi Majapahit Journal of Islamic Finance dan Management Danadyaksa: Post Modern Economy Journal Sahwahita: Community Engagement Journal Anjasmoro: Islamic Interdisciplinary Journal Jurnal Pendidikan Islam
Mohamad Toha
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Religion Agriculture, Biological Sciences & Forestry Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Mathematics Social Sciences Other

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Proposed strategy through product rejuvenation in order for Post-it® 3”x3” classic color notes to increase performance in a competitive market Firmansyah, Erick; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 7, No 1 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Post-it® has been operating in Indonesia since 2003 with its office in Jakarta and its manufacturing warehouse in Tambun, Bekasi. Its core product is consumer product within the stationery industry, producing a well-known worldwide product, one of them are Post-it® sticky notes.  From 2012 up until 2016 is considered as a challenging year for Post-it® Indonesia where Indonesia’s economic slowdown and the increasing of import duty have caused its 3”x3” classic color notes sales to decline. Therefore the objectives of this research is to find the right business strategy for the company and to develop a strategic initiatives to help implement the business strategy. After analyzing the internal as well as the external environment of the company through interviews with the customers to define the customers buying criteria and the representatives of outlets where the product is sold, eventually the root causes of this problem were found and they are: lack of thorough knowledge on the customers, intense price competition from other lower priced competitors, technological threat from the digital version of sticky notes, and the increasing of importing duty. Solving these problems will potentially resolve the main problem. A good business strategy must be formulated by the company in order to solve these problems. Having conducted a thorough business strategy formulation, four alternatives strategies were generated and all the four strategies are expanding business coverage, rejuvenating existing packaging to a new smaller-sized packaging, creating a creativity application for smartphones to support the usage of sticky notes, and lastly create a collaboration between complementary brands to support each other as well as adding more value to the product. The implementation of these four strategies is conducted within short-term and long-term plan with continuous evaluation.Key words: business strategy, Post-it, sticky notes, 3M, stationery
Developing business strategy at pt proflexy in the global competition Bayu Irawan, Yuslan; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract -  PT PROFLEXY is a leading manufacturer of flexible packaging as one of the most important global player in the flexible packaging industry. Since periode year of 2010 to 2014 the company faced situation that the gross profit stagnant although the sales revenue is increased. The most of  PT PROFLEXY profit is generated by sales revenue. Base on to the financial report that company have the sales revenue of 60% to the local demand and 40% to the export demand. This target applied by the company remaining that the local demand most generated the profit than the export.But since 2010 the local marketdemand isin saturation market which caused by the global condition in currency depretiation. Regarding to this situation then PT PROFLEXY expand their sales by penetrating potential new markets in Asia, America, Europe, Australia and America. But the strategy is not succesed yet to increase the profit as expected because in point of view the writer that the company has not properly in selecting, targeting and positioning to get the economics operation in competitive global market. In this research the writer propose and recomend the company that tobe a winner in global competition have to do the 3 (three) steps. The first step is company should have and analyse their strength.The second step isthatcompany should have selected the economicsmarket destination by considering in several factors such as GDP, WGI dan LPI, Tax and Duty. These factors are represent of the power of global  buyer, situation & conditions and transportation facilities in each countries destination without ignoring the bilateral and multirateral organization such as WTO, AFTA, etc.The third step is when the destinations are determined then the company should compete in 4 arena of hypercompetition. Base on to this reasearch, finally the writer propose to reprioritize and focused in selected country refer to the company strength to get the profit increasing. Keywords: Sales revenue, Profit, company capabilities, world indicators, hypercompetition
Proposed Business Strategy Roadmap for Smart City Nusantara by Telkom Indonesia Toward Indonesian Urban Vision Year 2025 Ashari, Panji; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Problems arising from the city's high level of urbanization makes the solution to the problem of the city as a priority to be developed for the long-term needs. According to statistics, in 2014 Indonesia's population living in urban areas has reached more than 50% of the total population, the future is expected to reach 67% of the total population living in urban areas in Indonesia. Therefore, a solution is needed for the long-term development and smart city is one of the answer. Smart city is an urban concept based on ICT makes it possible to continue to be developed in accordance with the long-term needs in realizing the livable, equitable, independent, and competitive city in a sustainable manner for the welfare of urban communities, according to the character and potential of local culture as set forth in Vision Urban Indonesia 2025. The methodology research of this final project conducted was a descriptive qualitative research using primary and secondary data. Frontal attack is the recommended business strategy to win the market and competition smart city in Indonesia. Whereas the proposed tactics are Key Factors for Success to act appropriately, effectively, and efficiently. Frontal attack and Key Factors for Success then allocated  in activity mapping and then proceed to business model canvass and roadmap.Key words: Smart City Nusantara, Telkom Indonesia, business strategy, smart city, Indonesia
Developing maneuver strategy for bowflag in liquid vaporizer industry Adika Rangkuti, Dermovi; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Personal vaporizer is a device that used to perform a similar activity as smoking but without the health hazard. One of the main elements in vaporizer is the liquid. Liquid on vaporizer is used to fill the vaporizer device with flavor so it can be consumed by their users. Bowflag liquid is one of the producers of liquid vaporizer who exist in the industry with fierce competition. Vaporizer industry is still new, young and small. The industry growth rate is high especially in the last couple of years. This growth comes with threats from outside the industry such as the possibility of strong cigarette companies entering the market or from inside of the industry itself including its market leaders and its new entrants emerging to the industry. To face the adversity, Bowflag require strategies to win the competition from cigarette industry and liquid industry. Therefore research is needed to determine what strategy maneuver Bowflag should conducted to face this adversity. To formulate the required strategies a serial steps of attack strategy formulation was conducted. These steps are external and internal environment scanning, customers perception study, maneuver strategy to face cigarette formulation and maneuver strategy to win in the liquid industry. The required data and information for this study captured using both qualitative and quantitative with interview and survey. The findings from this research are supportive external-internal environment, bypass strategy maneuver usage to face cigarette competitor and frontal maneuver usage to compete with other liquid companies. Bowflag must create entry barrier while stealing the market from cigarette companies and perform head to head combat to other liquid companies in the industry, with quality as its main weapon. Bowflag must conduct the strategy integration and develop business model.Keywords:           strategy moves, maneuver strategy, attack strategy, Bowflag, business model, target market, entry barrier.
Formulating business strategy for “allstar agency” in order to become a market leader Gozali, Kenny; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract.  Allstar coorperation is a company which operates as an insurance agency, agency Allstar is part of Prudential Life office sales force in Indonesia, based in Jakarta, so that the product sold by Allstar are Prudential life insurance. Allstar as a new agency stood at the date of January 9, 2015, by the three founder Oei Hong Tzan, Dendy Gunawan, David Gozali At the time of the end of 2015 Allstar agency made a breakthrough in Prudential Indonesia, having just stand can reach the 6th position in Indonesia beat agency that has a long standing and has been great from Allstar agency. Allstar agency after seeing a performance and a great result in the last year saw an opportunity and believe that can reach the position 1 in Indonesia and could be a market leader in Indonesia. To achieve these goals it is necessary to analyze the strategy right, and put on filling the questionnaire of customer Allstar own view peforma agent Allstar, and also filling the questionnaire agent Allstar to see a performance agency Allstar, because this is a service business importance level and performance level is associated, and if the result is nice to be sustainable and can even thrive, because mendaptkan references from satisfied customers. In this business the agent is very important, if the team owned small will greatly affect the turnover that get it for Allstar agency, because the annual turnover Allstar agency is a collection of the turnover that get it from the team Allstar, and revenue Allstar agency around 10% of annual turnover. Therefore, external and internal analysis is very influential. And the results of the analysis of external as well as internal and also the results of the questionnaire will be used in planning strategies for Allstar agency to deal with the live market from competitors and also make business canvas new one in order to increase the strength and also the opportunities that are useful in the formation and strategic planning Allstar fits within this agency.
Business Strategy Formulation for "Remaja Peduli Lingkungan" in order to Increase Its Donor and Beneficiary Growth and Develop Its Sustainable Competitive Advantage ., Wahyudin; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 6, No 2 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract –  Remaja Peduli Lingkungan is a nonprofit organization that provides services for people who want to donate their money to people in need. The organizations today are facing several problems in carrying out their work. The competitive environment is now an inevitable threat to the organization. For that reason, Remaja Peduli Lingkungan needs to find the right strategy to boost its donors growth in order to enlarge their activities  to the community sustainably. Based on SWOT, the RPL strategy using diamond framework and new business model is designed. The study begins with analyzing the external environment using Porter 5 analysis, PESTEL analysis, and competitor analysis and internal analysis using a business model canvas analysis and value chain analysis. Based on internal and external analysis, obtained points of SWOT which indicate that the competitiveness of Remaja Peduli Lingkungan is currently still in temporary competitive advantage. In the analysis of business level strategy shows that the organization needs to remain in differentiation focus strategy. In the arena of analysis, differentiator, and partner, shows that organizations need to be more specific classify these items on both sides of the market. Implementation of the proposed strategy arranged on new business models canvas that can satisfy donors and beneficiaries.The changes in the proposed business model canvas adding items on each element of the business model canvas. The proposed implementation plan is designed for a period of three years considerating the environment rapid changing.Keywords: diamond strategy, business model canvas, sustainable competitive advantage
Proposed Business Strategy for "Mie Ayung" in Order to Sustain in Competitive Market Andre Budiono, Stevanus; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 6, No 3 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Mie Ayung is a noodle shop that was founded by Hendra Paulus in 2005. Mie Ayung is focusing on serving Bangka authentic chicken noodle that taste delicious and affordable for office workers and new small family. Mie Ayung serve homemade product, it’s specialty such as: chicken noodle, pempek (fried fish cake), and Tahu-Kok (fish meat ball, and tofu meat ball). Although the company surviving more than a decade, Mie Ayung having a hard time in today’s competitive environment where the company is struggling to growing with rapidly changing new trend and reading customer preferences. This past year economy and political condition in Indonesia, especially Jakarta, makes the company replanned for opening new outlets due to bad economic conditions which is resulting in fear of not being able to make enough sales to cover the business. Also, the trend of hybrid Instant noodle that currently blooming in Jakarta, has become a challenge for Mie Ayung, the sales and enthusiasm for traditional noodle shop has been decreasing. To solve these problems, the methodological approach will be used by mixing mixing method of integrating quantitative and qualitative data. In-depth structured interviews will be used to completing qualitative data, while quantitative data will be accumulated from questionnaire; which, using SWOT matrix, TWOS matrix, and the Porter’s three generic strategies, the best strategy for Mie Ayung can be tailored to sustain the business in competitive environment and define different strategy, where the company will emphasize the uniqueness in terms of time, customers, location, and customer relationships in the new business model canvas. In the proposed business plan for Mie Ayung, the company can solve the problem by looking for new approached. Adding more customers by open up and adding its customer segments. As well as give better dining experiences and creates more comfortable space for the customers. The rapid current of trends changing can be challenging, however Mie Ayung can also ride the current and having fun. Mie Ayung can start going online, creating websites and involved in app based food ordering regime; therefore, Mie Ayung can both increasing sales and get exposure to broader audiences.Keywords: Business model canvas, noodles food, Porter’s three generic strategies, restaurant, sustainable competitive advantage, SWOT analysis, TOWS analysis.
Strategy formulation for kanawa coffee to win the competition using diamond strategy framework Ikhsan Jauhari, Mochamad; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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ABSTRACT - Food and beverages business is one of the business that have a promising future because food and beverages is a primary need for people. Kanawa Coffee is a coffee shop located in Suryo street, south Jakarta which is a mainstream area for find a restaurant or coffee shop. There are many competitors in the industry that made the competition in this industry so tight, so Kanawa Coffee need to have a good strategy to win the competition also avoid the chances of imitation.The research was conducted with scanning the internal and external environment of the business and also through the data collection from interview and questionnaire. The strategy formulation method that will be used is Diamond Strategy, strategies that has been formulated will be made into a layered activity mapping to avoid the chances of imitation and also made into a new business model canvas for Kanawa Coffee. Kanawa Coffee should improve the key variables that influenced people, So the strategies that has been formulated are based on the key variables itself. There is a chance for competitor to imitate the strategy that has been proposed, so to avoid the chances of imitation Kanawa Coffee should do layered activities in order to make competitor difficult to imitate the strategies. With the result of diamond strategy formulation and strategy to avoid imitation, there are an improvement in business model canvas of Kanawa Coffee. Management and staffs of Kanawa Coffee need to be prepared before execute the strategies proposed and then do the improvement as soon as possible. The improvement need to be measured by Kanawa Coffee in order to know the impact of each strategy. In order to implement the strategy successfully Kanawa Coffee need to maintain their relationship with their stakeholder because it also became the key for Kanawa Coffee to implement the strategies successfully and win the competition in the future. Keywords: Business Strategy, Coffee shop business, Diamond Strategy , Attack Strategy, Business Model Canvas 
Proposed Business Model and Strategy Development for Radix Guitars Wicaksono, Aditya; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract – Radix Guitars is a company engaged in the manufacturing industry with the main product is the guitar. Radix was founded in 2008, having previously used the brand Marlique. After eight years of operation, Radix realize that their business activities only from selling guitar and benefit less than optimal. Lack of brand awareness encourages Radix to formulate business strategy for the survival of its business. To address these issues, an analysis of external conditions using PEST analysis, Porter's Five Forces and Competitor Analysis. As for internal analysis, using VRIO framework analysis and examine business model canvas that is currently running by Radix. All of these analyses are summarized in SWOT analysis to be used as a basis for strategy formulation. Radix Guitars has competent resources to create quality products and face the competition. The formulation of a strategic move to develop business models and strategies will be scaling up competitiveness and brand awareness of consumers. Keywords: Guitar Manufacture, Business Strategy, Strategy Diamond
Business strategy formulation of eggshell party planner to face competitive environment Mirah Tiara, Sheila; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Eggshell Party Planner is a company operates in wedding decorations since 2013. The company is still growing however it faces (1) Many competitors are entering the same segment in the décor service industry, however, the market has limitation, Eggshell Party Planner in the near future will find difficulties, (2) Sales of Decoration service is around 95% of total sales. It means that Eggshell Party Planner still very weak in other product, (3) If Eggshell Party Planner just playing for wedding decoration, the increasing number of competitors and their innovation threaten the position of Eggshell Party Planner, (4) Vendors or partners who cooperate with Eggshell Party Planner began to steal the company’s market. They learn how Eggshell Party Planner work then practice using the same practices like Eggshell Party Planner do. They are also trying to imitate Eggshell Party Planner’s product. Steps taken to solves the problem are (1) Internal analysis (business models canvas, VRIO framework, Resource Based View), (2) external analysis (PEST analysis, industry analysis, competitor analysis), (3) SWOT, (4) The Strategy Diamond, (5) strategies to avoid imitation products, (6) strategy to conduct partnership. The method used in this research are quantitative and qualitative research. The Qualitative research were conducted interviews to 10 people who are preparing for the wedding, and the quantitative distributed to 106 respondents by Eggshell Party Planner’s customer in Jakarta and Central Java.The results of this final project are (1) Strategies to win the competition, Eggshell Party Planner using diamond strategy, With the limitations of the market Eggshell Party Planner will focus to customers, concern about the service, Time, creativity, portfolio, price. as the target of their segments, based on the SWOT analysis, (2) There are 5 Variables key success factors, based on the level of performance, (3) There are several steps to perform the activities of the most important. priorities derived from the benefits of the activity and also Eggshell Party Planner capability in terms of resources (4) Eggshell Party Planner estimate their sales in year 2. their sales will increase, from IDR 336.960.000 to IDR 374.400.000. This will increase to 10% and will continue to increase every year, (5) And vehicles that will be used by Eggshell Party Planner is an activity that is done on the staging, (6) The unique concept of graphic design, flexible prices, market niche, Innovation constantly, Strong Brand, service great. With this steps, Eggshell Party Planner will be able to avoid the imitation by partner or competitor, (7) Partnership strategy should be applying for Eggshell Party Planner is a cross-media promotion or strategic alliances for the win from competitors. Based on the result, Eggshell Party Planner is recommended to (1) Eggshell Party Planner should focus in the selecting market segment that concern about service, Time, creativity, portfolio, price. (2) Diamond Strategy is effective strategy to win the competition, (3) Eggshell Party Planner must have The unique concept of graphic design to avoid the imitation, and Eggshell Party Planner must add a graphic designer for continuing the innovation from company. (4) Eggshell Party Planner should be partner with vendors that support the industry of Eggshell Party Planner for the win from competitors. Keywords: Diamond Strategy, Wedding Decoration, Partnership Strategy, Business Model Canvas
Co-Authors A.A. Ketut Agung Cahyawan W Adika Rangkuti, Dermovi Aditya Wicaksono Agnes Agnes Cahyatria Manaku Agung Wicaksono Almar'atus sholikhah Andre Budiono, Stevanus Andreas V Bombong Anityo Yusman Adisuwondo Anwar Abidin, Achmad Ardiyansyah Ardiyansyah Asep Nursangaji Ashari, Panji Atik Aprianingsih Audria Priandita Aziz, Muh. Bachtiar Bayu Irawan, Yuslan Bistari Bubun Setiawan Hirawan Debby, Teresia DWIYAMA, FAJRI Eko Sri Wiyono Eni Lutfiani Firmansyah, Erick Fitriani Gozali, Kenny Habibah, Neng Julfa Ikhsan Jauhari, Mochamad Ira Fachira Isbahi, Muhammad Baiqun Khitnah Ummul Qori’ah Laksmana Tri Moerdani Lufan Nassya Faswara M. Afif Zamroni Masruroh, Emy Laily Mirah Tiara, Sheila Muhammad Satria Akbar Abbas Nandi Wardhana Nugraha, Nandi Wardhana Neng Julfa Habibah Nindya Basuki, Karisha Nur Dinah Fauziah Nurdiyanto, Ahmad Dwi Nurlatipah, Wita Sri Prahara, Rahma Sandhi Prasetyo, Dzulfikar Wahyu Pratisara Satwika Anindita Qurrotu Aini, Qurrotu R, Nurhasanah Rahman, Fadali Riasmanida Pramestry, Theresa RR. Ella Evrita Hestiandari Sofyan, Mahardhika Dwi Ananta Supriyanto Supriyanto Ulfa, Elly Yanti Sandra Dewi, Novi Yigal Allon Siregar Zuana, Muhammad Mujtaba Mitra