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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 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) 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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Strategic Marketing for Restaurant Business (Case Study of Lawangwangi Café) Gurhananda, Ivan; Wandebori, Harimukti
Journal of Business and Management Vol 3, No 1 (2014)
Publisher : Journal of Business and Management

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Abstract- The purpose of this research is to examine the restaurant strategy by discussing the relationship between the current condition and the service quality of Lawangwangi Café. The research objective is to determine a current condition of the Lawangwangi Café, develop new strategy for the company, and give recommendation for better performance of the company. This research presented the theories that come from the experts. It used to identify and analyse the data and also as the support to answers the research question. The theory used in this research are Service Quailty, External and Internal Analysis, SWOT Analysis, Corporate Strategy, Business Strategy, and Functional Strategy.  For the methods and gathered data, this research used problem identification, exploratory research, external and internal analysis, analysis of strategic factors, strategy formulation, then conclusion and recommendation. For exploratory research, this research used a questionnaire that spreaded to 100 respondents, the respondents were Lawangwangi Café customers. An interview with the owner of the Lawangwangi Café also conducted in this research. After the data gathered from the questionnaire and interview, this research analyzed the data. First is the questionnaire data, it is divided into 5 sections analysis, which are demography, gap between customer expectation toward service given of Lawangwangi Café, Lawangwangi Café’s food and beverage quality, customer behavior, and their recommendation for Lawangwangi Café. The next analysis conduct of interview result, This part explored the information about the management and development of Lawangwangi Café. After that, this research analysed to determine new strategy to be implemented in the Lawangwangi Café in order to improve the service performance to gain more customer. The last part is to determine the conclusion and provide a recommendation in the form of strategy for Lawangwangi Café. The recommended strategies were to do a proper employee training, service quality controlling, hired a professional restaurant manager, and enhance the promotion like student promotion, by showing their student card they can get a discount on weekdays, every Tuesday by showing a student card, they get free ice tea for minimum order Rp. 35.000. Those of promos would become a new attraction for Lawangwangi Café to attract more customers Keyword: restaurant strategy, service quality, external and internal analysis, SWOT analysis 
Marketing Strategy Analysis and Development of Artha Sari Catering Service Panengah, Andika Putra; Wandebori, Harimukti
Journal of Business and Management Vol 1, No 4 (2012)
Publisher : Journal of Business and Management

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In Indonesia, especially in its capital city which is Jakarta, the business opportunities that emerged in culinary are taken by business people to build new catering businesses. Artha Sari Catering Service is a catering that provides catering and also floral services for all kinds of events in Jakarta with various kinds of menu packages. On 2010 and 2011, Artha Sari got most of its revenue from institutions/companies/firms, and since Artha Sari doesn’t have any effective marketing strategy yet, the owner wants to focus its marketing more to institutions/companies/firms to increase the company revenue. One of the main competitors of Artha Sari is Kiki Catering. Therefore, Artha Sari should focus more in serving Indonesian cuisines and improve those Indonesian cuisines’ taste and presentations, set fixed discounted prices for certain menus to their loyal customers, create a membership system the loyal customers and give them fixed discounted price, build more partnership with institutions, companies, and firms, do a follow up for order confirmation, always have staffs to stand by in the office to take the order, improve the appearance of the waiters, improve the overall quality of its table decorations and make them have more characteristic, improve the overall quality website, participate in catering seminars and exhibitions, and build more partnership with buildings and institutions.Purpose: The purpose of this research is to figure out the current marketing strategy of Artha Sari and then to develop the marketing strategy for Artha Sari.Design/methodology/approach: The theory used are Business Strategy which focused on Competitive Strategy by Michael E. Porter, Business Model by Osterwalder, and also marketing mix to analyze the current marketing strategy of Artha Sari, and then to develop the marketing strategy for Artha Sari. The analyses are the current condition and the segmentation analysis of both Artha Sari and its competitor, which is Kiki Catering, the Business Model for Artha Sari, in-depth interview to respondents from different institutions/companies/firms, and comparison analysis between those two caterings.Findings: The end of the research shows that Artha Sari focus in serving certain menu packages. The events that Artha Sari has served and the partnerships that Artha Sari made are fewer compared to Kiki Catering. Artha Sari’s current marketing strategy is it serves both individuals/personal and institutions/companies/firms, provides good taste and presentation quality of various menu packages, good quality and appearance of waiters, and beautiful table and floral decorations, uses website, brochures, and word of mouth for its promotions channel, and creates good relationships to all customers, from personal to company staffs by making phone calls and visits them directly. The strengths of Artha Sari compared to Kiki Catering, are in their product and price factors, and its weaknesses which are in their promotion, process and people factors.Research limitations/implications: This research only cover two companies which are Artha Sari and Kiki Catering that located on East Jakarta, and menus only focus on packages menus.Practical implications: The outcome of this research is Business Strategy in form of new business model for Artha Sari that focused on Marketing Strategy which will generate a differentiation between Artha Sari and its competitor.Social implications: With the conducted marketing strategy, Artha Sari could attract more customers.Originality/value: This research has an outcome which is marketing strategy that useful for a catering service that is still conventional.Keywords: Catering, Business Strategy, Business Model, Marketing MixCategory: Business Strategy; Marketing.
Strategy Formulation and Implementation of UD Suwardi, Areal Estate Company in Bekasi Sadewo, Adnan Faris; Wandebori, Harimukti
Journal of Business and Management Vol 2, No 4 (2013)
Publisher : Journal of Business and Management

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The main theme of this research is Strategic Management and focus on finding a Strategy Formulation and Implementation of UD Suwardi, a real estate company in Bekasi. Since the first tool of this research is Environmental Scanning Analysis, it explains that strategy formulation and implementation can be done after scanning both the external environment, to identify possible opportunities and threats, and the internal environment, for strengths and weaknesses. It also explains that these identifications are purposed to find strategic factors that will determine the future of the company. The researcher uses Sustainability Issues, PEST Analysis, and Porter 5 Forces as the observation tools for external environment and Business Models, Resources-Capabilities-Core Competencies, and Value Chain Analysis as the scanning tools for internal environment. After strategic factors are identified, the researcher use SWOT Analysis to identify the company’s distinctive competencies and SFAS Matrix to know and measure how well a particular company’s management responds to these strategic factors in light of the perceived importance of these factors to the company. From the calculation of EFAS and IFAS Matrix, the researcher uses the quarrel between strength-weakness points and opportunities-threats points as the criterion of company’s position at Corporate Strategy Matrix. By having 3.48 points of EFAS and 3.19 of IFAS, the company is considered as an average firm which has already had sufficient basic to compete in its industry and currently positioned at Growth Stage. Prior to such result and the consideration of real estate developer’s rivalry pattern, the researcher suggests the company to apply Directional Growth Strategy and Differentiation Strategy to acquire key employees for the company and to produce products and services that customer’s perceive different in ways that are important to them . The researcher also uses TOWS Matrix to generate alternative strategies that decision makers of the company might not otherwise have considered for the development of the company, Value-Creating Activities to give specific pictures of what each functional division should do, and Financial Projection as its benchmark of development in the following years.  Last but not least, a functional organizational structure is formed to accommodate the company to implement Differentiation Strategy and its employees to apply development-oriented culture.  Keywords: Sustainability Issues, PEST Analysis, Porter 5 Forces, Business Models, Value Chain Analysis, SWOT Analysis, EFAS Matrix, IFAS Matrix, Corporate Strategy Matrix, Directional Growth Strategy, Differentiation Strategy, TOWS Matrix, Environmental Scanning Analysis--------------------------------DISCLAMER: This paper is created by undergraduate students of School of Business and Management ITB in partial fulfillment of the requirement of the degree Bachelor of Management. Journal of Business and Management is not responsible for the content, opinions, or any other materials expressed here.
Consumer Socialization: A Comparison Between Indonesian Third Culture Kids (TCKs) and Non-TCKs Saputri, Dyasanti Vidya; Wandebori, Harimukti
Journal of Business and Management Vol 3, No 6 (2014)
Publisher : Journal of Business and Management

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An important determinant of a person’s behavior is influence from others. Consumer socialization is the process by which consumers acquire skills, knowledge and attitudes relevant to their functioning as consumers in the marketplace. These skills, knowledge and attitudes are transmitted from various sources of influence, known as socialization agents—peers, parents, the mass media, and the Internet. Typically, these agents exert two types of influence on the consumer—normative influence and informative influence. An attempt is made in this study to present a comparison between emerging adult Indonesian third culture kids (TCKs) and Non-TCKs in terms of a) their consumer susceptibility to normative and informative influences of the four socialization agents, and b) cross-cultural orientation. The study also explores the correlation between cross-cultural orientation and consumer susceptibility to normative and informative influences. The result of this study indicates that compared to their non-TCK counterparts, Indonesian TCKs receive higher overall informative influence and have higher cross-cultural orientation in terms of both attitude and awareness. On top of that, results show that TCKs also receive higher parents informative and Internet informative influence. Keywords: Consumer Socialization, Socialization Agents, Consumer Susceptibility to Interpersonal Influence, Third Culture Kids
Strategy Formulation for Railway Container Transport of PT KALOG Anindhita, Audya; Wandebori, Harimukti
Journal of Business and Management Vol 4, No 9 (2015)
Publisher : Journal of Business and Management

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Abstract - Indonesia has a huge potential of logistics market. However, the performance of logistics in Indonesia is still lagging behind other countries. One of the factor is because of the dependency on trucking modes. PT.KALOG is a subsidiary of PT.KAI which is a railway freight logistics company that has an important role to help streamline the national logistics and help to reduce the utilization of truck. The logistic industry also become more tight with the emergence of the other railway operator. This research aim to formulate the strategy for PT.KALOG to improve its performance in order to become excel in this competition and make the logistic in Indonesia more effective. Keywords - Strategic Management, Strategy Formulation, Environmental Scanning, Railway Container Transport, Logistics
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
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 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 Teddy Mulyadi Hidayat Tedo Esmu Ziraga, Tedo Esmu Timothy Winata, Hansen Trihandoyo Indroyono Soesilo, Trihandoyo Indroyono Vanya Winona Widodo, Adzkia Salsabilla Yonathan Adiputra Susanto Zulkifli Zulkifli