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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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Formulating strategy of thé objekt home living facing hypercompetitive environment Riasmanida Pramestry, Theresa; 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 - Creative industries has increased significantly, people nowadays start to appreciate local products that bring up many local designers exist competing each other with their uniqueness and characteristic. Thé Objekt is a retail company that sells home decorative products that focuses offering different products in this dynamic environment. The development of this dynamic market was supported by rapid population growth, the increasing number of creative people who able change taste of style rapidly. Dynamic environment have an important role in product innovation, technological developments and new tastes are created. Therefore, the purpose of this research is to propose how company responds in developing competitive advantage facing hypercompetition environment that occur in this industry. Company finding the answer of these industry wuestions (1) what are Thé Objekt home living’ strategies to win the existing business? (2) What are Thé Objekt home living’s strategies to win and disrupt the future business? (3) What is the ways to fulfill new customer or existing customers better? The steps in solving the above problems include (1) analysis customer's perception of  Thé Objekt’s product or service, (2) data analysis through cluster analysis, (3) analysis of the external environment, (4) analysis of the internal environment, (5) analysis strategy for existing business, (6) analysis hypercompetition strategy, (7) integrate existing strategy and the future, (8) the implementation plan of the strategy. Data, information and knowledge to perform troubleshooting steps are derived from primary data through research and secondary data from existing records.  Keywords: Hyper competition, Home and Living, Business Model Canvas
Formulating business strategy using strategy diamond, case study : rumah makan bu haji cibubur Nindya Basuki, Karisha; 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 - Rumah Makan Bu Haji Cibubur is a traditional restaurant that has been established in Cibubur since 1995. Its consistency on providing authentic traditional taste food with quick serving service has made it this far. This restaurant was having first mover advantage on providing customized soto betawi. Today, food industry in Cibubur has growth rapidly. This interesting growth of food industry had become a challenging market as there are increased of number competitors (direct and subtitutes) as well. In order to grow, compete, and sustain in this challenging market, Rumah Makan Bu Haji Cibubur needs to find its competitive advantage through optimizing its asset. Internal and external environment analysis is done to formulate business strategy using strategy diamond. Strategy diamond is a framework comprising five facets for understanding the content of a strategy (arena, vehicle, differentiator, staging, and economic logic). In proposed arena, maintaining major cluster of customers are important, but targeting new potential market is an opportunity to expand the market. By enhancing current differentiators, this restaurant could create a bigger value that will help to boost sales of goods and services as well as increase in profit. Implementation plan is done in staging in order to keep the development alligned. Pricing over value analysis is done to support economic logic. The conclusion of this research are focussing on its internal development. Through optimizing assets and infrastructure, Rumah Makan Bu Haji Cibubur will strengthened its internal management to prepare for a bigger challenge in the future. The recommendations  involves various internal development from conducting research, sales promotion, enhancing products and services as well as creating joint venture to support delivery services. All the proposed business strategy and recommendation will still hold its ‘authentic’ image. Keywords : Business Strategy, Strategy Diamond, AHP, Traditional Restaurant.
KEMAMPUAN TRANSLASI DAN TRANSFORMASI REPRESENTASI MATEMATIS SISWA DALAM OPERASI BILANGAN PECAHAN SEDERHANA Toha, Mohamad; Bistari, Bistari; Nursangaji, Asep
Jurnal Pendidikan dan Pembelajaran Khatulistiwa Vol 7, No 7 (2018): Juli 2018
Publisher : Jurnal Pendidikan dan Pembelajaran Khatulistiwa

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AbstractThis study aims to determine the translation ability and transformation of mathematical representation of students in the operation of simple fractions in class VII MTs IKA - PGA Baiturrahmah Pontianak. The method used in this research is descriptive method. Researchers sought to describe the translation ability and transformation of mathematical representation of students in the operation of simple fractions. The result is the students ability is still very low . The average score representation translation R-V is 1,83. The average score representation translation V-R is 0,5. The average score representation translation V-S is 0,67. The average score representation translation S-V was 1,11. The average score representation translation R-S is 1. The average score representations translation of S-R was 0,36. While the average score transformation capabilities representation R is 1,67, representation V is 1,44 and the representation of S is 2,06.Keywords: Translation, Transformation, Mathematical Representations
Corporate Strategy Formulation for Poultry Equipment Division PT Medion: Directional, Portfolio, and Parenting Strategy Hirawan, Bubun Setiawan; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 2, No 18 (2013)
Publisher : The Indonesian Journal of Business Administration

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Rapid growth in poultry industry provides opportunities and threats for Medion. With multiple businesses to manage, Medion needs effective corporate strategy to maximize its value. What is the appropriate directional strategy for Medion? How Medion should manage its portfolio and how Medion should organize its poultry equipment businesses?. To understand the situation, external and internal analysis must be done using STEEP analysis and Porter’s Five Forces. Corporate strategy formulation includes directional, portfolio, and parenting strategy. How Medion responds to this situation will be answered under directional strategy. Portfolio strategy will be done using BCG Matrix and GE Business Screen. Parenting framework is appropriate for Medion as parent company. Medion can put influence on each its business unit and assess whether it can create or destroy value. The framework assess critical success factors of each business, available parenting opportunities, and parenting characteristics, then assess the fit and misfit between these elements.  Data is collected by secondary data, interview and survey to assess situation and formulate strategies. Quantitative survey on Medion’s customers is done on questionnaire using judgmental sampling. The suitable directional for Medion is concentric growth because the company has strong competitiveness and the market is attractive. In portfolio strategy, Medion needs to develop star business because currently it lacks one. The ideal candidate is brooding business. Meditech business should be liquidated and the resource allocated on other businesses. As parent company, Medion has to develop parenting opportunity to improve brooding business from edge of heartland category into heartland and keep the whole ownership of feeder, drinker, and brooding business. Through these strategies, PT Medion should be able to respond correctly to the changing environment of poultry industry by investing, growing, maintaining, and even harvesting the right businesses. Finally, the company will achieve higher business growth and produce sustainability on long term basis.   Keywords: corporate strategy, grand strategy, portfolio strategy, parenting framework
Selection of Strategy Positioning and Formulation Strategies for Improving Business Performance of Bakery XYZ Siregar, Yigal Allon; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 1, No 5 (2012)
Publisher : The Indonesian Journal of Business Administration

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Economic growth will increase competition among companies in industry, and it happen in Bandung area, with current  growth in economic and tourism industry also influence competition level in culinary business in Bandung. Bakery XYZ, that already in Bandung since 1991 affected of the current competition in culinary business. Currently Bakery XYZ is facing decreasing sales volume due to increasing competitors. To improve its business performance, is required to analysis Bakery XYZ’s business strategy and analyze Bakery external environment. The approach for analyzing this issue is through societal environment analysis, task environment analysis, STP analysis and acquiring data using questionare to 100 respondents to know their point of view of Bakery XYZ to know whether there is gap between company strategy compare with respondent expectation. After analyzed the datas. Its concluded that Bakery XYZ positioning is too abroad thus make company have no specific strategy for creating distinctive compentency, and in other side company facing high theat of external environment. Based on this conclusion, its recommended for Bakery XYZ to settle its strategic positioning in differentiation strategy in obtrude in product’s taste. Keywords: societal environment analysis, task environment analysis, distinctive competency, strategic positioning, differentiation strategy.
Crafting New Business Strategy In Indonesia's Fertilizer Company ( Case Study in PT XYZ) Faswara, Lufan Nassya; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 1, No 4 (2012)
Publisher : The Indonesian Journal of Business Administration

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Fertilizer is the important product in Indonesia. The growth of Indonesia’s is highly depending on the supply of fertilizer. PT XYZ is one of the national fertilizer company in Indonesia. PT XYZ is a subsidiary company of a State Owned Enterprise (BUMN) in Indonesia which engaged in fertilizer production and distribution. PT XYZ is the first fertilizer company in Indonesia with objectives to supply fertilizer products to Indonesian farmers. This time, PT XYZ is facing problems in achieving its sales target, having old plant facilities, and sourcing of natural. Those problems are the overcome challenges of the company in the future. In accordance with those problems, this final project will craft PT XYZ’s business strategy and its implementation plan to overcome future challenges.To craft the business strategies, business situations were explored externally and internally. External opportunities & threats and internal strengths & weaknesses are the main factors to formulate the business strategy. Those business situations are described in the SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. SWOT analysis is determining strategic positioning to formulate company’s business strategy. Business strategy formulation is conducted with using TOWS Matrix and Business Model Analysis tools. The strategic implementation plan has developed based on strategic formulation and the availability of the company.The result of analysis toward the information that is obtained from PT XYZ, it concludes that PT XYZ’s business strategy is based on cost leadership strategic positioning. Those proposed business strategies are conducting fertilizer plant revitalization, conducting of coal gasification system, increasing non subsidized fertilizer sales, and developing business area to Tj. Api-Api.The implementation plan of those strategies is suggested on action plant that adjusted with related functions in the company. Strategic implementation will be implemented in the next 4 years and will start in 2012.Keywords: Fertilizer Industry, Business Strategy, Business Model Analysis
Business Strategy Formulation Using Business Model Case Study: PT. Kartina Tri Satria Priandita, Audria; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 2, No 1 (2013)
Publisher : The Indonesian Journal of Business Administration

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Muslim fashion in Indonesia is rapidly growing. Until a few decades ago the Islamic fashion is not particularly common in Indonesia, but recently has become a trend, not only among those wearing them, but also as a production sector. PT. Kartina Tri Satria is one of the companies that are in the competition of products or brand fashions which going on at the moment. PT. Kartina can perform some steps to strengthening the quality of the product and to providing excellent service to their customers. Keywords: Textile Industry, PT. Kartina Tri Satria, Muslim Wear, Business Strategy, Business Model Canvas.
Business Strategy to Serve Secondary Market for Premium Medical Devices Business in Indonesia (Project East Java-XYZ Company, "A" Division) Bombong, Andreas V; Toha, Mohamad; Wicaksono, Agung
The Indonesian Journal of Business Administration Vol 1, No 4 (2012)
Publisher : The Indonesian Journal of Business Administration

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The project is to formulize business strategy for “A” Division to maximize its presence and market share in Secondary Market.  The target is to have annual sales of 6 billion rupiah from one projected area only and touch 90% of total healthcare facilities in the area.  The Project started from determining desired Area, Key Success Factors, Implementation Plans, Activity Plan, and budget feasibility. The result of data processing combined in business model is the company need to expand to East Java, have business representative in every city of the area, build strong brand identity through training and education to Healthcare Professional, reduce price list in order to be more competitive, and build strategic partnership with Ministry of Health and other professional Infection Organization.  From above strategic plans, the project should manage to reach its target . The conclusion is that Secondary Market has big potential that in return will benefit the company if treated correctly. East Java project alone would be able to contribute around 15% of national target for “A” Division in the next 5 years.  Recommendation: XYZ to start the project in other potential area like North Sumatera, West and Central Java, South and North Sulawesi, East Kalimantan, and East Indonesia, with Surabaya as the hub of distribution.  Further studies regarding local production should be done by XYZ Medical Indonesia to have a better competition landscape in the market, as well as better reception by the policy makers as the product will have high local content. Keywords: Medical Devices, Business Strategy, Business Model, East Java
Business Strategy Formulation for Crunchy’s Fried Chicken at Bekasi Area Tri Moerdani, Laksmana; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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The growth of the franchise is growing in Indonesia. The existence of a flourishing franchise in recent years cannot be avoid anymore. Crunchy's Fried Chicken or be referred by CrFC is one of thousands of existing brands. With so many competitors in the market, the products are particularly common in the region causing CrFC to determine the right business strategy formulation to be well received by the market. This study will explore the formulation of business strategy CrFC using a business model. Product leadership and customer intimacy use in crafting the Business strategy formulation. Keywords: Crunchy's Fried Chicken, Business Strategy, Business Model Canvas, Customer Intimacy, Product Leadership
Strategy Formulation and Action Plan Based On Customer Perception (Case Study: Gianni\'s Cafe) Nugraha, Nandi Wardhana; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 4, No 3 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract.Gianni's Café is one of western food restaurant in Bandung that was established in 2007. In the midst of many competitors both direct and indirect competitors, Gianni's Café is required to survive and grow. This study aims to formulate effective and efficient business strategy in order to achieve the appropriate market target and formulate an action plan to improve important factors based on customer perceptions so as able to keep and attract customers.The framework uses a strategic triangle, which consists of customer-base, competitor-base, and corporate-base. They were analyzed by the support of quantitative data that taken by spreading questionnaires to 100 potential customers and 100 existing customers of Gianni's Café. The questionnaire contains 16 customer buying criteria that were obtained through interviews with several general respondents at the beginning of this research. The result of questionnaires was processed by dendrogram using word's procedure to determine the number of clusters of Gianni’s Cafes’ customer. Then the process of cluster analysis was conducted based on the level of income. On the customer-base, it was obtained 4 clusters of customers who visit the restaurant based on income. On the company-base, it was known the strengths of Gianni's Café performance compared to competitors based on 16 customer buying criteria within the four clusters. On the competitor-base, it is known the strengths of competitor performance compared to Gianni's Cafe based on 16 customer buying criteria within the four clusters. Based on those three considerations, the appropriate market target and business formulations were then chosen.From result of the study, it was obtained that the appropriate market target for Gianni's Café is a segment of customers that has an income per month over 10 million rupiahs. To target these segments, there are six key factors that should be improved and adjusted by Gianni's Café. These six key factors become the value proposition for Gianni's Café and are derived to be key activities to maintain and attract new customers. Lastly, it can be compared the existing business model canvas to the ideal business model canvas which is to be implemented by Gianni's Café.Key word: Strategic Triangle, Customer-Base, Competitor-Base, Corporate-Base, Restaurant Business, 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