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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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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, 
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
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