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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 International Journal of Management, Entrepreneurship, Social Science and Humanities (IJMESH) 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 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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Abstract

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
Strategy Formulation and Implementation for PT.Multigarmen Jaya Yoanita, Martha; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 13 (2013)
Publisher : The Indonesian Journal of Business Administration

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- The objective of this  final project is to formulate and proposed the strategy for  PT.Multigarmen Jaya (PT.MGJ) to faced the tight competition in garment industries. The analysis begins from environmental analysis that consist of external and internal analysis. For external analysis used PEST, Porter five forces, and competitor analysis, and for internal analysis used value chain analysis and resources analysis. From that analysis, there are several problems discovered, such as competitor threats from within and outside the country, delays in raw material delivery, and errors often occur in delivery. There are three kinds of strategy proposed to PT.MGJ. Based on corporate strategy analysis, PT.MGJ is classified into growth strategy alternative, and for that matter, vertical integration strategy was selected to create an enhancement in delay on raw material. Business strategy on PT.MGJ is integration cost leadership/ differentiation, where the goal from this strategy is to efficiently produce products with some differentiated features. And the last is functional strategy which is result from TOWS matrix. Besides, there are implementation plan for each strategies. The implementation strategy is divided into some activities in proposed value chain, which consists of inbound logistics, operations, outbound logistics, marketing and sales, as well as supporting activities. There was also a proposal to establish cooperation with suppliers of raw materials fabric with strategic alliance. Keywords: garment industry, PEST, Porter five forces, value chain analysis, integration cost leadership/ differentiation, strategic alliance, TOWS matrix
Pasundan Delivery Services (PT. Wahana Bumi Raya) Business Strategy Formulation and Implementation to Create Sustain Future Competition Haryanto, Iman; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 1, No 1 (2012)
Publisher : The Indonesian Journal of Business Administration

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Pasundan Delivery Services (PDS) is the delivery services provider using motorcycle provide solutions for visitors and Bandung citizens to effective and efficient their valuable time, run its costumer order through smartphone and social media, lucrative demand leads PDS to formulate its strategy to reach more costumers among existing competitors to win the competition in and as the leader the future. Formulation of strategic management involving small team discussion group as the management of PT. WBR, observations and employee sharing during evaluation. The methodology based on the strategic management framework. scanning the external environment and internal organization, this phase will identify possible opportunities and threats and its internal environment for strengths and weaknesses. The result of business strategy formulation, growth strategy for corporate level strategy and for business level strategy result on 2 choices of strategy selection, competitive and cooperative, consider its two major services, dine-in services currently faced barrier on reach higher number of costumers handling due to its limitation order process using smartphone device, migration into hotline costumer care is the best selection plan, cargo and document delivery services to deliver the goods and document across Indonesia, however to succeed the strategy chosen, both services need cooperation with external partnership. Implementation phase to succeed the strategy using Balanced Scorecard as performance measurement system to an interactive management system for strategy execution, consisting of implementation model, gap analysis between current situation and desire objective, it is also using Balanced Scorecard as performance measurement system as an interactive management system for strategy execution. The objectives on each perspectives create the KPI management and deploy the programs into each functional, at the end to reach positive EVA as financial objective.Keywords: Pasundan Delivery Services, Strategic Management, Balanced Scorecard, KPI, EVA
Proposed Strategy for PT Anugerah Pharmindo Lestari (APL) to Increase Merck Product Service Level (Case Study at Indomaret) Abdullah, Rizal; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 4, No 11 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT. Anugerah Pharmindo Lestari (APL) is a national healthcare distributor appointed by PT. Merck Tbk as the main distributor in Indonesia. The company is responsible for distributing the entire Consumer Health products for all types of outlets, including minimarket Indomaret scattered throughout Indonesia.Based on the internal data of PT Merck, the service level of PT. APL to serve Indomaret below trading term agreement target, the average service level of PT APL in distributing the products of PT. Merck to Indomaret only 81%, far from the target of 100%, this final project intends to conduct an analysis of service level of PT. APL to Indomaret. Conceptual framework analysis of the final project is based on the concept of Service Quality Model and IPA Matrix. The final project will analyze the external and internal factors of the PT. APL, it will gain strengths and weaknesses of PT. APL in serving the needs of Indomaret. The next step is to conduct a survey to determine services quality dimensions of PT. APL which undervalued by Indomaret perspective as the customer. Indomaret satisfaction survey results along with the weaknesses of the internal analysis of PT. APL will become business issues to look for improvement strategies proposal.Based on the results of Indomaret satisfaction survey and IPA Matrix Model evaluation, PT. APL has a lower level of service quality on the dimensions of reliability and assurance. Based on internal and external analysis also indicates PT. APL have weaknesses in the delivery of goods to customers. Based on IPA Matrix result, PT. APL has four service parameters are in quadrant I (focus improvement), there are the delivery process that is not timely, error type of goods sent, error quantity of goods sent, and low capability of their KAM and Salesman.Improvement strategy proposal for PT. APL from the internal is the addition of fleet facilities, improvement of the ERP system which made a Merck products special code for Indomaret and automatic order input system, recruiting new KAM specifically serve and manage Indomaret, while the external side is a monthly regular meeting for coordination and evaluation of the service process between PT. APL, Indomaret, and PT. Merck as a principal.Keywords: Consumer Health, Service Level, Servqual Model, IPA Matrix Model 
Business Strategy for Alqa Susu Toko Ibu dan Anak (ASTIA) Mother and Children Care Store Soesilo, Trihandoyo Indroyono; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 4, No 5 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract.The Micro and Small enterprises and the FMCG (Fast Moving Consumer Goods) are highly interrelated one another. The FMCG includes food and non-food everyday consumer product that are usually purchased as an outcome of small-scale consumer decision. Due to locality of the consumer’s residences, some of them prefer to buy at nearby stores that offer good quality products at reasonable prices. The Alqa store is one of them. To begin the elaboration, the nature of micro small enterprises is elaborated, and then the fast moving consumer goods and its marketing will be explained afterwards. The nature of FMCG consists of the FMCG Supply Chain that reaches the consumers through marketing. Marketing deals with identifying and meeting human and social needs. In this case the Alqa Store is one of the marketing actors from the supply chain of the manufacturers before reaching the final customers. Alqa Store faces the problem of stagnant revenue, inadequate profit and intense competition with the competitors. 
Centralization of Consumer Financeing at BNI Shariah JABODETABEK Branches Through Business Strategy Analysis of Griya iB Hasanah Utama, Andenko; 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 - The market share of mortgage financing (KPR) in Indonesia is still very wide open with an estimated population in 2012 was 293.174, in which 85 % of the total population are Moslems. Based on data from Bank Indonesia ( BI ), in the fourth quarter of 2012, 80 % of Indonesian people had been using mortgage as a source of financing for home purchases. Meanwhile, 11.33 % using gradually cash method (cash in advanced), and 8.67% with hard cash method . To seize the market to 80%, management of BNI Syariah has been implementing the  policy in liberalization of sales area and changes in the structure of business unit in its branches of Jabodetabek area. It is aimed to accelerate the growth of Griya iB Hasanah. With the support of the online system (EFO) in processing each application of Griya iB Hasanah, BNI Syariah has the confidence to be able compete in the mortgage industry. In general, the measures taken by BNI Syariah were able to accelerate the growth of the branches in the Jabodetabek area. However, that acceleration was not spead evenly in all branches in the Jabodetabek area. In addition, the time of the application submission process was still uneven and not yet fulfill the SLA of BNI Syariah ie, 3 (three) working days. Up to Q3 of 2013, the growth of  Griya iB Hasanah were dominated by the Branch of BNI Syariah Fatmawati (FMS) and North Jakarta Branch (JKS). In order to find the cause of the problem, it was performed by the comparison of performances between the branches in Jabodetabek area who had a good performance and the low performance through the internal and external environment analysis. The model of Value Chain analysis and Porter's Five Forces was used to determine the root of the problems. Those were encountered as lack of ability, lack of competency, the amount of human resources involved in sales activities, and uneven process of the Griya iB Hasanah product therefore, the sales activity of Griya iB Hasanah was not running effectively and efficiently. The root of the problems encountered are described by using Fishbone Diagram.This final tesis has the improvement proposal in product sales activities of Griya iB Hasanah by improving the sales and process unit, using the business strategy approaches. Accordingly, the  problems are expected, to be resolved.The centralization of consumer financing in the Jabodetabek area is intended to be a solution for the uneven growth expansion of Griya iB Hasanah and irregulerly time of filing the application process of Griya iB Hasanah at BNI Syariah branches in Jabodetabek area. Thus, each unit is expected to have activity more focused, effective, and efficient both in terms of utilization of human resources and the processing.  Keywords: Strategi bisnis, KPR.
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 Darusulistyo, Sidik David CUH Sihotang Dermawan Wibisono 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 Santi Novani 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