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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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Proposed Strategy and Implementation for Grand Atyasa Convention Center Fabianto, M. Rizqi; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 3, No 9 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Trend of beauty industry is growing rapidly in Indonesia. Now, the number of beauty clinics business have reached hundred of thousands. Other interesting fact that should be known about beauty clinic business is the majority of their customers are women. Carissa Beauty Clinic, as a new player in the industry of beauty clinic, saw a business opportunity to serve the women that are concerned about their skin and body health.The purpose of this final project is to provide suitable strategies for Carissa Beauty Clinic in corporate, business and functional level of the company in order to achieve their goals grew their business and maintain its existence. In addition to the increasing competition in the beauty clinic business, it indirectly requires any beauty clinics to have strategy that appeals to customers and provide the best service to satisfy customers. Methodology in this final project is by evaluating the external and internal environment in order to get the company’s strength, weakness, opportunity, and threat or SWOT. From the SWOT, corporate strategy can be created using TOWS matrix. The building of the TOWS matrix is supported by IFAS and EFAS table. After conducting analysis of both internal and external to the company, still many obstacles or barriers facing company such as competition is high in the beauty clinic business, replacement products that sold freely on the market, human resource are still weak, incomplete clinical infrastructure, marketing strategies are not effective, and lack of ability of the company to establish a relationship with customers.Strategy recommendation as a solution to Carissa Beauty Clinic is to improve the internal barriers faced by the company such as improve service to customers and maintain the quality of service, creating products and latest innovative treatment program, strengthening the organizational structure of the company, information technology applications for operational activities, using the media for promotional activities and information for costumers, and start making CSR (Corporate Social Responsibility) as establishment of brand image in the community. This strategy should be monitored and assessed as very influential for the condition of the company in the future. For that measurement strategies should be conducted to determine whether the strategy can meet the company's objectives so as to maintain a presence and is able to grow any further.Keywords: competition, beauty clinic business, growth strategy
Corporate Sustainable Development Through An Integrated Management System Approach: A Case Study of Corporate Sustainability Practice at PT. X Indonesia Dafid, Dafid; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 17 (2013)
Publisher : The Indonesian Journal of Business Administration

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a change in resource availability has been a concern of various parties. With the rapid economic growth in many parts of the world, global GDP is expected to increase from U.S. $ 70 trillion in 2008 to U.S. $ 135 trillion (increase 95%) in 2030. At the same time, the world population will grow from 6.7 billion people to 8.2 billion people. This phenomenon has prompted the more responsible and sustainable way to resource management, including resource management best-practice. Recent research from McKinsey suggests that the corporate sustainability practice has increased the ability of businesses to compete in the market. Recently, PT. X Indonesia has planned to implement corporate sustainable initiatives are more integrated, systematic, and continuous-based. Considering that corporate sustainability is a wide scope corporate initiative which involved many stakeholders both internal and external, PT. X Indonesia is very concerned about how to approach sustainability most effectively to gain sustainability competitive advantage through leverage their capabilities and will reduce future risk to sustainable growth of company’s business. The author has proposed the use of sustainability integration into business management systems through PDCA cycle of continuous improvement based on integrated management system approach. This solution would be basis to further develop PT. X Indonesia sustainability management practice in the areas of control, integration, and performance management. Implementation of final project is expected to optimize corporate sustainability initiatives to gain competitive advantage by ensuring their alignment to the achievement of business objectives and provide clarity and flexibility in managerial, measurement and assessment. The author has recommended implementation plan: establish objectives, prepare management programs, and monitoring progress in the last part of this document. Keyword: Corporate Sustainability, Integrated Management Systems, Business Management System, Organizational Capabilities, Stakeholders, Competitive Advantage.
Proposed Business Strategy Formulation for CIMB Niaga Syariah Ghalba, Firdaus; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 8 (2013)
Publisher : The Indonesian Journal of Business Administration

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Indonesia is a country that is highly developed. In the future, With a very large population, Indonesia will play a major role in the world economy,. Slowly, Indonesia becomes the world's investment objective. This makes banking industry play a major role in supporting these developments. CIMB Niaga Syariah, as part of CIMB Niaga and CIMB Group, will support the financial transactions of its customers, especially in the Islamic banking segment. Some Islamic banks in Indonesia have separated “spin off” from the parent company to form a new legal entity. Applicable laws actually give space to Islamic banking to run business efficiently, by using office channeling scheme. CIMB Niaga calls it Dual Banking Leverage Model (DBLM). This project will define the most appropriate strategy to adopt by CIMB Niaga, by evaluating internal and external factors. The internal and external analysis are based on Islamic banking business proces, then discuss them with the management of CIMB Niaga Syariah. The writer will present early analysis in the form of questionnaires which will be distributed at several Branch Managers, Marketing/Business Managers, Support Unit at Headquarters and Dual Banking PICs. Internal and External analysis results will be established in the SWOT analysis/matrix. And then formulate strategies by using the TOWS Matrix. The outcomes of the analysis are solution and implementation, i.e forming more integrated Product Development Group, proposed partial closure of a branch which can not produce profits, and maximizing Office channeling. Supervision will also be improved with more structured program. Access to information will also be simplified for the purpose of increasing employees ability.
Business Model Improvement of PT Telin Submarine Cable Network to Become The World's Digital Hub Winata, Hendra; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 3, No 4 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract—. Nowadays, long-distance communication growth as an important part of human life, include data communication called internet. According to HCom (2011), 97% international data traffic carried by submarine cable network. Although this fact pointed that submarine cable network is the important infrastructure in telecommunication industry, unfortunately, TELIN did not optimize the strategic role of submarine cable network in its business model for reach its vision to become the world’s digital hub. Basically, this study using qualitative method where primary data comes from In-depth interview and focus group discussion with the expert of submarine cable within TELIN while secondary data comes from annual report and other publication data related to submarine cable industry. Some steps was taken to improve the business model of submarine cable network beginning with environment scanning summaries in SWOT Analysis, strategic positioning summaries in TOWS Matrix, and assess current business strategy and business model. Result of the study show that there are some key opportunities and strengths for TELIN to leverage international submarine cable network such as strategic geographical location of Indonesia and strong support from Indonesian Government combined with strong financial of TELKOM Group and broad coverage of domestic submarine cable network. Therefore, competitive business strategy of TELIN’s submarine cable network should be changed from cost-focus to integrated cost-leadership and differentiation. Along with that, business model also improved with value driven base where value proposition shifted from Focus in Serving Low-Cost International Bandwidth Requirement for TELKOM Group traffic while serving other International customer to Serving Low-Cost, High Quality, and Unique Service of Submarine Cable Network for Domestic and International Customer. For further study, this study can be as the inputs for adjust functional strategy in Marketing, Human Resources, Operation, and Financial aspect, which support the TELIN’s vision to become the world’s digital hub. Keywords: Business Strategy, Business Model, Submarine Cable, Digital Hub 
Strategic Alliance between PT Dirgantara Indonesia and Airbus Millitary (A Case Study of PT Dirgantara Indonesia) Indriyanto, Reza Relen; Wandebori, Harimukti; Astuti, Novika Candra
The Indonesian Journal of Business Administration Vol 2, No 6 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT Dirgantara Indonesia (PT DI) is one of the aircraft manufacturing companies in Indonesia. The tight of competition in aerospace industry needs to improve its performance to gain niche market. Therefore, Ministry State of Own Enterprises has instructed PT Perusahaan Pengelola Aset (PT PPA) and PT DI to restructure and revitalize company with supported by Airbus Military as a strategic alliance partner, in order to increase the performance of production capacity, aircraft sales, and financial. This study focuses on the lifecycle of strategic alliance between PT DI and Airbus Military that consists of planning, formation, operation and termination phase. Strategic alliance is classified into stakeholder support, matching strategic, cross-culture understanding, initial goals and reason, forms of co-operation, alliance initial agreement, human resource management, organizational arrangement, management control system, internal drivers, and external drivers. We use technic in-depth interview and internal data to analyze the strategic alliance between PT DI and Airbus Military. The life cycle of strategic alliance within one and half years between PT DI and Airbus Military includes planning phase, formation phase, and operation phase. After identifying the life cycle of strategic alliance phases, PT DI should improve performance and take benefits from this strategic alliance. Strategic alliance agreement between PT DI and Airbus Military is joint operation or non-equity alliance. It is expected to evolve become equity alliance that requires share of ownership among parties. This study provides strategic alliance evolution that requires company to place trust and commitment, organizational, society, technological, and financial. The result gives contributions for the strategic alliance theory especially in alliance evolution. Keywords: strategic alliance, aircraft manufacturing, alliance evolution
Proposed Corporate Strategy Formulation and Implementation Plan for PT Adhi Persada Properti Kenny, Kenny; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 12 (2013)
Publisher : The Indonesian Journal of Business Administration

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The commercial property construction sector which includes high-rise buildings and retail spaces, is growing fast with averages growth of demand at 13% for the following years. ADHI Persada Properti is a subsidiary of ADHI Karya, a construction company owned by the Government of Indonesia specialized in commercial property construction sector. Compared with their competitor, they gained very low performance with only 0.24% of the market share in 2011. Since the company just entered the market in 2009 while the parent company targeted the company revenue to grow at 30% for the following years, the company needs to revise its strategy in order to achieve growth.This research is conducted in order to propose new strategy for ADHI Persada Properti through the strategic management process. After conducting external and internal analysis by using the PEST Analysis, Porter’s Five Forces analysis, Value Chain Analysis, and Parenting-Fit Matrix, it is identified that ADHI Persada Properti have several strength, weaknesses, opportunities, and threats.To propose new strategy for ADHI Persada Properti, the SWOT Analysis, the competitive advantage matrix, the BCG matrix, the GE Business Screen, and TOWS Matrix will be used.To Implement the proposed strategy, a series of program and action plan will be delveloped in each functional department of ADHI Persada Properti. 
Proposed Strategy Formulation and The Implementation for PT. XYZ Jumar, Jumar; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 1, No 2 (2012)
Publisher : The Indonesian Journal of Business Administration

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Indonesian paint market is one of the fastest growing  markets in the world (CAGR 2009-2011 at 8.3 %) and the market still has huge potency to grow due to the paint consumption per capita (PCP) still low at 2.8 kg/person (world PCP at 6-7 kg/person). On the other side, paint companies currently faced pressure on profit margin due to the more strict competition and increase of the key raw materials price (eg. TiO2 and binder). PT.XYZ, a paint company, has established in Indonesia since 1983. By 2010, its sales just accounted for  2.2 % market share, and just use 48.3 % of its total production capacity. From the external and internal environmental analysis concluded that the main problems (weaknesses) faced by XYZ are the lack of advertising programs that cause low brand awareness of its products, and lack of high skills marketing human resources. The root cause of the problems is the absence of strategic management processes at PT. XYZ. The purpose of this research is to propose the strategy formulation and the implementation plan for PT. XYZ to improve its performance through strategic management processes. The corporate strategy generated from SWOT matrix is “concentration (horizontal) growth strategy”.  The alternative strategies to accomplish the growth strategy are generated through Ansoff matrix that include: market penetration, product development, market expansion to new geographical markets, and enter into industrial paint segment. The proposed business strategy is “differentiation” strategy via its distribution, products, and services. The functional strategy generated via TOWS matrix are categorized into marketing strategy, operation strategy, financial strategy, and human resources strategy. A Focused Group Discussion (FGD) was performed to evaluate, select, and make prioritizing of the selected strategies. The selected strategies and the priority are: market penetration strategy, product development strategy,  and market expansion to other geographical markets. The implementation of the selected strategies are through developing integrated programs and actions plan at each functional departments. The marketing programs are focused to increase its product brand awareness  and increase sales via advertising, sales promotion and more focus in project channels. The operation programs are increase actual production capacity and establish efficient operation. The human resources programs are to provide the HR needed to execute the selected strategies and establish good HR management practices  at SCI for the long-run program. Then, the financial program is raising external funds and manage funds efficient and effectively. Key words: strategic management, corporate strategy, business strategy, functional strategy, program and action plan
Corporate Strategy of PT Miga Orricom Indonesia Hidayat, Teddy Mulyadi; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 17 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT. Miga Orricom Indonesia is a supply company for electrical measurement devices and wireless products. After grow up in the last 10 years, the company’s achievement was declined. Based on change in PLN market in 2011, the opportunity exists is becoming a threat for the company. After the e-procurement, the company lost the market significant The total sales fell to the lowest level in the last five years and net profit margin declined from 9.3% to 3.5%. However, there are no strategic plans which can minimize the threat and enhancing the opportunity exist, yet. So, the fundamental issue nowadays is how the company minimizing the strategic gap exists in between what the company offers and the market needs. The business issue has been explored by Strategic Management Model.  As a result, strategic policy of the company to develop a product portfolio of services with YANTI brand in PLN DJBB has been implemented in first year. Dashboard monitoring program has been developed in accordance with the new corporate strategic planning.         Key Words : corporate strategy, differentiation focus, forward horizontal integration
Proposed strategy improvement for Citilink Airlines to increase market share Darmawan, Adhytia Pradiktha; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 14 (2013)
Publisher : The Indonesian Journal of Business Administration

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Airline industry is one of the areas of business that affected by economic growth in Indonesia. According to Ministry of Transportation, the number of domestic and international passengers has increase from 2009 until now. Meanwhile, according to Minister of Tourism and Creative Economy, Indonesia is the third in the world in middle-class society people after China and India. This conditions stimulate grow in Low Cost Carrier (LCC) airlines industry. Citilink is a low-cost airline headquartered in Jakarta, Indonesia. It was established in 2001 as a low-cost subsidiary of Garuda Indonesia. The competition among LCC aviation is very competitive in Indonesia. Nowadays, features given by every LCC airlines is more sophisticated, this condition impact Citilink service to be more perfect both in tangible and intangible part for increasing customer satisfaction.The focus of this thesis is to find a solution that can help Citilink to increase the market share. Author gather a data based on interview with Citilink managements, collecting questionnaire about perception and expectation of Citilink by consumers, and analyzing business situation (external analysis and internal analysis).  The analysis shows that the root of the problem that caused the lost market share of Citilink Airline is the low level of customer satisfaction, human resources that existed at Citilink Airlines.To solve the business issue faced by Citilink, author proposes improvement strategy formulation based on the data gathered. Some service strategies recommendations are proposed to respond these conditions. The resulting strategy is to improve the quality of supporting crew as human resources and optimizing use of technology advance to increase efficiency in Citilink activity.
Proposed Business Strategy And Its Implementation For Moslem Fashion Wear Ragazza Pratama, Riski; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 3, No 7 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract—Ragazza is a local brand in Indonesia, which serves customers with the products of Muslim women's clothing that is unique and also stylish. Along with the development of Muslim clothing industry as well as technology, the demand and revenue also increased for Ragazza. However, from the results of the analysis show that the performance of Ragazza not so good. Without a good strategy formulation causes Ragazza has unstable income and can’t meet the demand well. Strategy formulation process is done with the external and internal environment analysis to identify existing opportunities and threats that will be faced by Ragazza, as well as the strengths and weaknesses possessed by Ragazza that called SWOT analysis. Porter's Generic Competitive Strategy also performed to determine the focus of the strategy to be used. Blue Ocean Strategy is used to help Ragazza build an innovation strategy in this intense competition to make the competition irrelevant. Strategy Diamond helps in determining the strategy and the steps that necessary to compete in the market. Overall, this Muslim clothing market is an attractive market and has a promising growth in the future. Ragazza must take some appropriate action adapted to its capabilities. This implementation is done to improve the performance of Ragazza in order to capture the market and greater profits as well as improving the company's competitive position.Keywords: Muslim Clothing, Business Strategy, Blue Ocean Strategy, Strategy Diamond
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