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All Journal Journal of Business and Management The Indonesian Journal of Business Administration Journal The Winners JAM : Jurnal Aplikasi Manajemen EKOMBIS REVIEW: Jurnal Ilmiah Ekonomi dan Bisnis The Asian Journal of Technology Management (AJTM) Journal of Economic, Bussines and Accounting (COSTING) SEIKO : Journal of Management & Business Almana : Jurnal Manajemen dan Bisnis Inovasi: Jurnal Ilmiah Ilmu Manajemen International Journal of Economics Development Research (IJEDR) Economics and Digital Business Review Jurnal Pajak dan Bisnis (Journal of Tax and Business) Jurnal Impresi Indonesia Marcapada: Jurnal Kebijakan Pertanahan Journal of Accounting and Finance Management (JAFM) Jurnal Ilmiah MEA (Manajemen, Ekonomi, dan Akuntansi) Jurnal Indonesia Sosial Teknologi Journal Research of Social Science, Economics, and Management e-Jurnal Apresiasi Ekonomi Journal Integration of Social Studies and Business Development Jurnal Manajemen, Ekonomi, Hukum, Kewirausahaan, Kesehatan, Pendidikan dan Informatika (MANEKIN) IIJSE
Harimukti Wandebori
School of Business and Management, Institut Teknologi Bandung, Indonesia
Religion Agriculture, Biological Sciences & Forestry Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Energy Environmental Science Law, Crime, Criminology & Criminal Justice Social Sciences Other

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Journal : The Indonesian Journal of Business Administration

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Strategy Formulation and Implementation of Goraka Network Andries, Patrick Marco; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. The rapid growth of Internet nowadays began to shift the behavior of people accessing information and also the way people of socialize and communicate. The fast changing of people behavior due to the impact of rapid Internet development open a new opportunity to Software House Industry. They were able compete into new market that rapidly growth everyday by utilizing the Web Technology. Goraka Network (GNET) is a one of Software House, in Bandung. Specialized in developed Web based Software and Information Technology Consulting, as the opportunity grows their competitor began to seek similar market with them and produces a fierce competition among software house industry in Bandung. GNET are needed formulate their business strategy comprehensively in order to survive and win the competition in their market segment.To formulate their strategy firstly they were needed to explore their business issue, it can be done by external and internal analysis, external analysis state that there are major issue due to the high software piracy rate in Indonesia and the high rivalry rate among the competitor which resulted fierce competition. In order to win the competition GNET are needed to innovate and give more value to their customer but in other hand external analysis suggest that GNET are still needed to fix their weaknesses which were lack of marketing effort and the unstable revenue due to lack of project they can handled which potentially become an serious problem in the future.Based on external and internal analysis the strategy formulation are made consisting of directional strategy which is stated that GNET were in growth position and needed to focus on horizontal growth by creating new line of services in order to survive from the high rivalry among their competitors, it can be done by utilizing differentiation strategy which also used to anticipate the high software piracy rate in Indonesia. Differentiation will given GNET an unique value for their potential customer that prefer to use pirated software so they may shift to use GNET software. The differentiation strategy can be done by focused at research and development strategies as the foundation of product innovation, but turn out that GNET are needed to create new Small Business Unit (SBU) to support them to provide new services while they focus to improve their own services value toward their customer and overcome their weaknesses that described by the internal analysis.All of the plan of GNET and its new SBU are described as functional strategies, and each of their functional strategy were mapped into implementation plan that consist of budget, timeline and action plan for three years with the milestone for each strategies, the strategies majorly consist of research and marketing strategies. At research GNET were focus at Research of new module of Software while their SBU focused at Research of new kind of Web Product to target specific market niche, each time of research conducted they were expected to produce one kind web product or one kind of software module. In Marketing they shares similar marketing strategies which used online promotion tool via website and social media and offline promotion media using brochure and newspaper this strategy aims for specific numbers of customer each year. By applied the functional strategies both of GNET and its SBU were projected to yield a positive number Economic Value Added and positive revenue projection for three years.Keywords: Software House, Services, Fierce Competition, Business Strategy
Proposed Business Strategy of Indihome a Division of PT. Telekomunikasi Indonesia (TELKOM) Ricky Febrian, Muhammad; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Many companies in Indonesia telecommunications industry require significant corporate strategy development in order to face the high competition in the market. To compete in a dynamic business area, companies in this industry need to develop an effective strategy. The executives must design and implement strategies that fit the needs of the market. In addition, the company is required to seek opportunities to deal with those changes. PT Telkom Indonesia, which is the leader in the telecommunication industry in Indonesia has been preparing a strategy to address industry trends and market changes. PT Telkom with 164 products divided into TIMES (Telecommunication, Information, Media, Edutainment and Services) categories has different maturity level of products with diversified business challenges as well. In 2015, PT Telkom provided an innovative product to customers namely triple play services (3P), which were fix line, internet and internet TV services bundled in one product, Indihome. Unfortunately Indihome was not able to meet the customer needs for data service, characterized by Indihome service penetration targets’ being not achieved in the third trimester. Based on Indihome Market Penetration Data, it appears that the achievement of Indihome service was not maximized, and many operational division found it hard to achieve the target and also face the churn issue.  Besides, looking from the market share perspective, the market share of PT Telkom in broadband industry is constantly decreasing. It is calculated that PT Telkom has the revenue market share with around 64,23% which falls by 9% from the previous years. Because of that PT Telkom should evaluate their business strategy in order to maintain their position as the market leader. Based on such issues, there is a need of analyzing and exploring the internal & external factor that affect the Indihome business and furthermore propose the business strategy suitable with the current condition. This problem can be solved by analyzing both internal and external factors to identify opportunities and threats of the industry as well as the strengths and weaknesses of the company. The tools used to analyze external environment is the general analysis, industry environtment analysis and competitor analysis. The tools used to analyze internal environment is resources, capabilities, core competencies and value chain of the company. This final project focus on determining the company's strategy and implementation process. Internal and external analysis results are used to determine where the company's position in the industry by performing calculations of EFAS and IFAS. Based on directional matrix, the company’s position is in the growth strategy, then the strategies chosen are vertical and horizontal strategy. The business strategy that suitable for Indihome industry is integrated cost leadership & differentiation, supported by eight alternative strategies to support its functional strategy derived from the TOWS Matrix which are market expansion, such as, new product development, build customer satisfaction, maximize existing infrastructure, continous improvement, maximize online media, increase level of productivity and provide new business model. The key performance indicator for PT Telkom especially for Indihome product was made as guidance step to achieve company objective and function level program.   Keywords : Business Level Strategy, Telecommunication Service, Business Formulation 
Proposed Strategy Formulation and Implementation for Puri Luluran Wanoja Ratnapuri, Chyntia Ika; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Nowadays, along with the increasing density of population growth and activity in Indonesia especially in Bandung as one of the biggest city in Indonesia, clearly give significant impact against any person. High levels of stress due to the density of activity became a common thing nowadays, especially for a woman. For the reasons above, the importance of taking the time to take care the body at the spa became very important needs in the present era. The development of a spa industry nowadays was growing rapidly and the competition was very intense. This issue gives a fairly significant impact on the company's condition such as the hijacking of the therapists, declining in profit margin, declining in number of customers, the determination of the price more stringent. Therefore, Puri Luluran Wanoja needs to formulate and implement strategies to compete in the industry and gain a competitive advantage.After identifying the business issue, the next step is to make an analysis to determine the company’s current condition by scanning the company’s environment that was divided into external and internal analysis. This analysis used to determine the strength, weaknesses, opportunities, and threats of the company to compete the tight competition in spa industry. The result of this external and internal analysis will be used to find the root cause of the problem and strategy formulation can be made based on the root of the problems occurred. This strategy formulation required to anticipate the high level of competition and then implementing these strategies to solving the problems.The internal and external analysis also used to determine the company’s position in industry by performing IFAS and EFAS calculations. According to IFAS and EFAS score, Puri Luluran Wanoja is in Growth Position of corporate strategy but still lack of differentiation that can be the competitive advantages in the face of fierce competition in the spa industry. Puri Luluran Wanoja still requires uniqueness and diversification, especially in service to be offered to customers so that can built the customers loyalty. Therefore the suitable diversification strategy is Concentric (Related) Diversification strategy. For business strategy, Puri Luluran Wanoja chooses to conduct a differentiation strategy in order to gain competitive advantage. Some strategy differentiation that will be done by Puri Luluran Wanoja in the future is “One Stop Healing Place”, the unique service of treatment, and built children playground.Strategies should be implemented through an action plan based on strategy formulation of Puri Luluran Wanoja which are make an massive advertisement strategy, using computerize system, create a unique treatment, provide new facilities and create “one stop healing place”. The Milestone, Action Plan and Recommendation expected to increase profits and gain competitive advantages to compete in this tight competition of spa industry.Key Words: PURI LULURAN WANOJA, competitive advantages, strategy formulation
Strategy Formulation and Implementation for PT Manufaktur to Survive and Begin Competing in The National Automotive Market Adrian, Adrian; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. The development of national automotive industry especially in four-wheeled vehicle in the era of business adult. The stability of economic growth, increasing in urbanization, goverment policy that encouraged the production of low-emssion cars are some of the factors that underlying it. Unfortunately, not a local automotive company that dominate this industry, but the automotive company from Sakura’s country. However, through the passing emission test by Esemka Rajawali and Bima that are produced by national vocational schools students, give a new hope and colour in the competition of national automotive industry. PT. Manufaktur as the official local automotive company that producing Esemka cars is expected to compete with Japan automotive companies that has already long dominated the national automotive industry. As the newcomer in the national automotive industry, PT. Manufaktur facing the heavy competition. Some of the challenges such as: lack of public’s confidence for local products, the quality of technology, human resources and the capital owned still far compared to competitors. Fishbone diagram conclude that the main problem of company is losing in competition. Therefore, to deal with this situation, company needs to apply the right strategies in order to survive and compete in this industry. The study focus on designing the strategy formulation and its implementation that will be used by company. The method used in this study is Strategic Management. Starting from analyzing the external (opportunities and threats) through general analysis, five porter forces and competitior analysis and internal (weaknesses and strengths) environment through resource and capabilities analysis, and later called as situation analysis. Then, conducted the strategic factor analysis summary (SFAS) and make the alternative strategies using TOWS analysis. The next step is reviewing on mission and objective which are based on SFAS and TOWS analysis. The resulted of alternative strategies then formulated on a corporate level, business level and functional level. After that, the final stage is executing or implementation stage, which is a step to apply and implement the strategies accordance with the pattern of time that has been determined, how are the details of its activity and which divisions are responsible for that strategy.The result is, PT. Manufaktur need to make efficiency or retrenchment strategy for its every business units and captive to government. Cost leadership strategy and strategy alliance become a guideline for business level. In functional level, some strategies that should be done such as: the construction of a new bigger plant, issued a new variants (Low Cost Green Car, Low Multi Purposes Vehicle and Gas-Fuelled cars type), loan strategy for the funding of new plant, promoting company’s brand, optimize the broad networking and others.Keywords: Automotive industry, Esemka cars, Fishbone, Strategic Management
Proposed Future Business Strategy in Small Medium Enterprise: Case CV Waroenk Asia Solusindo Nurlia Roza, Innayah; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract— Laundry business in Indonesia has been growing so rapid since 2007. Laundry on kilo’s which has become the main business run by CV Waroenk Asia Solusindo has not attractive anymore. Competition, massive new entrants and increasing price of property rent has leave doubts to the company whether they have to stay in laundry on kilo’s or start other laundry segment. With IO model analysis, helped with external analysis through PESTEL and porter five forces, this thesis will help finding attractive segment industry. There are four final solutions suggested as the decision making result from this thesis. First, Waroenk Laundry brand position need brand rejuvenation through marketing strategy and customer relationship management. Dormitory laundry will focus on cooperation with third parties as dormitory management, and works on big quantity laundry project about 100-2000 customers in 1-5 years contract based. Laundry door to door will use sales delivery go around the housing area in specific time for order pickup. Meanwhile laundry exclusive is laundry per pieces services focus on quality, this segment industry is differs with laundry on kilos. Using internal analysis, it will be seen what resources needed by CV Waroenk Asia Solusindo to use the attractive segment industries. SWOT analysis done in this thesis will help to define what strategy needed by CV Waroenk Asia Solusindo in corporate and functional level. Business model canvass will show business process in new industry segment. This strategy is projected with financial projection analysis and economic value added to see strategy plan effectiveness. Keywords: Laundry, business strategy, attractive industry, porter five forces
Proposed Business Strategy to Improve Sales of Jackob Polish Bandung Timothy Winata, Hansen; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract— Growth of the automotive industry is like the never ending process. Everyday in the world each automotive factory produce many cars in each type. A car consists of so many parts and as time goes by the parts need to renew again. There are parts when it broke or already reach the time replacement then that parts must be replace with a new one. There are some chance in parts of car body to open the business. In fact that the car user is increasing day to day. Based on that situation then Jackob Polish Bandung see the opportunity to grab the market in automotive aspect especially in headlamp cleaning. Jackob Polish Bandung focus in headlamp service which is include cleaning and custom blackhousing and need to achieve the target in order to get revenue. There is a need on marketing and promotion support to achieve the target. Jackob Polish Bandung challenged to increase sales on each month so they can reach the long term target. The analysis include the internal and external aspects of the Jackob Polish Bandung. In the internal analysis was done by using Value Chain analysis, resources analysis and VRIO analysis. And the external analysis was done by using PEST analysis and Porter’s 5 Forces analysis. The results of internal and external analysis will be used to proposed the strategies and also TOWS matrix. The proposed strategies must be implemented in order to show the different before action plans done and after action plan done. These strategies also will be guidance for Jackob Polish Bandung for taking the decision. The implementation plans is done by using financial projections performance until 2020 and action plans with person in charge within. Keywords: business strategy, automotive industry, TOWS matrix
Evaluation and Improvement of Marketing Strategy of Lexiderm at PT Biofarma Putra, Ronaldo Bagus; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 9 (2013)
Publisher : The Indonesian Journal of Business Administration

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The decrease of sales in export sector, triggered with the development of private hospitals make PT. Biofarma starts focusing on private sector by cooperating with PT. Compose Element to distribute Hydrogel modern wound care dressing named Lexiderm. The obstacles such as poor socialization, lack of coordination between distributor and marketing division, lack of education and promotion make the marketing strategy becomes less effective and less efficient. However, VMI (Vendor Managed Inventory) and collaboration between the involved parties will facilitate the marketing strategy to become integrated and coordinated. The right promotion to achieve targeted goal needs to be formulated so that sales will increase and brand awareness will improve. Evaluation measures the sales target, service level and on time delivery service and possible to implement. Keywords: Marketing a new product, marketing strategies, supply chain collaboration
Proposed Strategy for Broadband Business Using Fiber-To- The-Home (FTTH) Technology for PT Telekomunikasi Indonesia Ferdinansari, Chindia; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 3, No 5 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract— Telecommunication industry in Indonesia is continuously growing with highly competitive market and increasing bandwidth requirement caused by high bandwidth application content, carrying voice, data (Internet) and also IPTV. Fiber-To-The-Home (FTTH) is one of advanced technology in Broadband that use fiber optic until customer home and ready to serve high-speed bandwidth. PT.Telekomunikasi Indonesia (Telkom) implement FTTH by replacing DSL  (Digital Subscriber Line) or Copper Cable gradually at some selected area in Indonesia. Telkom provide triple play service that bundled phone, Internet (Speedy) and IPTV (UseeTV) as a bundled service, which is called IndiHome. Business Issue for this study is low subscription rate of Fixed Broadband (FBB) Service at FTTH implemented area including low penetration service that lead to big idle capacity, compared with Global Benchmark data. Objective of this study is to improve Telkom FBB service using FTTH technology that lead to increasing of market penetration by knowing the cause of low subscription rate of Telkom FBB service using FTTH technology and know the important aspect from customer of the service to be improved. The root causes are lack of marketing activities concerning in FTTH technology differentiation, communication about competitive advantage of IndiHome, lack of churn prevention program, customer touch points are not maximize and fully optimize as an effective sales channel and also as a one stop information and lack of activities that give experience and educate the customer about high bandwidth provided by FTTH as a stimulation. Business solution for defined business issue emphasize on marketing activities improvement in order to create awareness of customer about the product/service regarding the technology, advantage and service differentiation.  Keywords: Internet, Broadband, FTTH, Triple-Play Service, IndiHome
Strategy Proposal for Pelita Rakyat Hospital as Non Profit Organization in Sukabumi Simanjuntak, Yosua Arthur Burhandito; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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The Hospital  is an institution which provides health service for people with their own characteristic. It influenced by the development of health science, technological advances, and economic-social living of society. As institution, they need to fund their activites. It could be come from government subsidies or fee charge from patient. Pelita Rakyat hospital is non-profit hospital which established in 2011. As pioneer, they did not ask charge from their patient moreover they provide free medical service include drug for all people in Sukabumi.  Since 2011, Pelita Rakyat hospital has been facing a problem in Hospital facility. Hospital facility is become a concern because Pelita Rakyat infrastructure such as laboratory and medical waste system are needed to be establish as well as visiting schedule for doctor. All the weakness becomes reasonable because this hospital is running less than two years from July 2011. Most of their financing comes from donors and grants but they do that strategy without long term planning. As a new non-profit organization, the management hasn’t had long term planning strategy yet especially in financial planning. This condition will be an obstacle to meet the requirement of hospital facilities and this is basic question for Pelita Rakyat to formulate several strategies regarding that problem.This research will use qualitative method which its data are come from the interview as primary data and books, articles and journals as secondary data. The interview has objective to get new data and confirm the respondent about his idea.  In business exploration, this article will analyze and  propose strategy for hospital as non-profit organization. In the first time, we should do internal (Value Chain Analysis) and external (PEST and Porter forces) factor scanning that relate to hospital and list it as Strength, Weaknesses, Opportunity and Threats (SWOT). From Analyzing rating of factors through IFAS (Internal Factor Analysis Summary) and EFAS (External Factor Analysis Summary), it is concluded that Pelita Rakyat hospital have less strength and more opportunities (locate in Quadrant II, horizontal integration). As a result, Pelita Rakyat hospital should implement competitive strategy through differentiation focus will give Pelita Rakyat hospital full attention to improve medical facilities for low-class income while strategic alliances with other institution will enhance hospitals support in financial or human resources. As non profit organization, to fund hospital activites, Pelita Rakyat hospital must do fundraising program: charity night, deploying volunteer.  Keyword: hospital, non-profit organization, hospital facility,  strategy 
Retention Program Recommedation for Improving Customer Loyalty at PT INDOSAT Bandung Fitriyani, Fitri; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 1 (2013)
Publisher : The Indonesian Journal of Business Administration

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Telecommunications business industry is business that have rapid development with higher competition between provider in Indonesia. PT. Indosat is a telecommunications service company that has been established since 1967 and is the second largest telecom operator in Indonesia. Final data in 2011 showed that the customer churn rate Bandung in November is 18% and in December is 16% . It is shows that the customer churn rate is high. To reduce the churn rate, PT. Indosat should reduce the number deletion by arrange retention programs that can increase customer loyalty. To find out the cause of the problem, research performed by doing external analysis, internal analysis, and analysis of service profit chain in PT. Indosat. Based on the analysis, the root of the problem that caused the high churn rate contained in the products, people, place, price, promotion and process. The next step is to distribute 100 questionnaires regarding SERVQUAL by including attributes the root cause. The results of the questionnaire are then processed by the method of IPA (Index Performance Analysis) Matrix, and obtained three factors that should be prioritized for repairs, the People, Promotion, and Product (Network). Proposed solutions to improve the factor that causing customer churn is done by creating a program implemented by the Division of Customer Service and Retention Indosat. The end result of this study is to provide improvements to the factors that lead to customer dissatisfaction with the program and implementation plan to improve customer satisfaction. With the proposal given the expected level of churn rate in PT. Indosat Bandung will decrease.  Keywords: PT.Indosat Bandung, Telecommunications, Retention Program, Customer Loyalty, 
Co-Authors A.A. Ketut Agung Cahyawan W Abdul Mutalib Abdul Rahman Saleh Adhytia Pradiktha Darmawan Adnan Faris Sadewo Adrian Adrian Adriatama, Irshad Aliyya, Zalfa Andenko Utama, Andenko Andika Putra Panengah Arthur Simanjuntak Athaya, Neysa Shifra Audya Anindhita, Audya Aziz Laisa, Abdul Azkiya, Salma Calista, Vina Fabiola Chindia Ferdinansari, Chindia Chyntia Ika Ratnapuri, Chyntia Ika Dafid Dafid David CUH Sihotang Diah Armita, Sendika Dina Fadia Dolitua, Arjuna Dyasanti Vidya Saputri Erik Joost de Bruijn Fadhil Fahmi Fikri Rasyidin, Muhammad Firdaus Ghalba Fitri Fitriyani Florentia Anindita Apsari Isthika Harm-Jan Steenhuis Hendra Winata, Hendra Imaduddin, Dani Akhmad Iman Haryanto Irfan Fauzan Rasyad Iskandar, Bachtiar Ivan Gurhananda Izzah, Zulfa Nurul Jihan Syifania Anwar, Jihan Syifania Jumar Jumar Kenny Kenny Khalandara, Khalandara Lubis, Kevin Fachrul Razi M. Rizqi Fabianto, M. Rizqi Martha Yoanita Matahari Kesadaran, Matahari Melvina Pascaline Mohammad Hamsal Muhamamd Falah Haidi, Muhamamd Falah Muhammad Fakhrizal Muhammad Qareza Qualdi Muhammad Sherdian Wilandria Syofrinaldy Wilandria Syofrinaldy Noer Mulya, Tiwi Permata Mustika Sufiati Purwanegara Namira, Shastya Rizka Novika Candra Astuti Nurlia Roza, Innayah Nurul Huda Patrick Marco Andries, Patrick Marco Pidada, Agung Ananda Putera Qinanti, Rizqyani Rachmat Suhadi Raedi Zulfahmi Hanifi Ramadhani, Nabilla Rizky Ratih Ayudyaputri Reza Relen Indriyanto Riandiza, Bima Ricky Febrian, Muhammad Riski Pratama, Riski Rizal Abdullah, Rizal Ronaldo Bagus Putra Rumintjap, Astrid Felicia Rusbagja, Muhammad Zidane Ryan Gulfa Wijaya Sanctita, Mutia Puri Setiawan, Nisa Aulia Nur Shauma, Rena Fazza Simon, Zefanya Ferdinand Sutansyah Marahakim Syukri, Khariful Tama, Widya Teddy Mulyadi Hidayat Tedo Esmu Ziraga, Tedo Esmu Timothy Winata, Hansen Trihandoyo Indroyono Soesilo, Trihandoyo Indroyono Vanya Winona Wahyudi Wahyudi Widodo, Adzkia Salsabilla Yonathan Adiputra Susanto Zulkifli Zulkifli