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All Journal The Indonesian Journal of Business Administration Jurnal Wacana Ekonomi Jurnal Maenpo : Jurnal Pendidikan Jasmani Kesehatan dan Rekreasi Akademika International Journal of Environmental, Sustainability, and Social Science Journal Integration of Management Studies Malacca: Journal of Management and Business Development
Mohammad Toha, Mohammad
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Religion Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Library & Information Science Public Health Social Sciences Other

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Strategy formulation of ip radio product at fr telco facing hypercompetitive business environment in asia pacific Magdalena Fenny P, Maria; Toha, Mohammad
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - FR Telco is a telecommunication device supplier based in France. Currently FR Telco face a very tight competition in the industry, particularly with supplier from China. For IP Radio product, specifically in Asia, FR Telco inability to compete due to premium price of FR Telco equipment compared to market price and long delivery lead time. To solve this problem, FR Telco has taken several steps. One of it is by having an integration with other supplier. This is done in order to leverage product portfolio of both companies to offer a flexibility in difining the strategy. In addition to that, the integration will strengthen FR Telco financial statement to acquire other suppliers to expand its technology portfolio. Proposed solution to resolve delivery lead time issue is through centroid methodology. With this methodology FR Telco will be able to locate the right location for manufacture and distribution center for Asia market. Thus, FR Telco will be able to optimize transportation cost and expedite delivery time. This recommended solution is expected can disrupt the high intense competition by providing more competitive price and increase speed of delivery product of FR Telco. Keywords :  competition, low price, delivery time, disrupt the competition
Proposed business strategy for urbancut barbershop in semarang Adhi Wibowo, Hajar; Toha, Mohammad
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - UrbanCut Barbershop is a premium brand of barbershop that was established on May 4, 2013 under CV Ganesha Adhi Pratama. It was located at Tirto Agung Street, No. 12A, sub-district of Pedalangan, district of Banyumanik, Semarang of Central-Java. UrbanCut Barbershop was built to answer the need of modern man in Semarang area that need of a good representative haircut place with hygiene process and cozy place. UrbanCut Barbershop is a growing business and has big opportunity to success due to it has become pioneer in premium barbershop service in Semarang area. It showed by the number of customers that have been served and that increasing sales from its beginning they are opened until now. But, new problem start to come and the competition begin tougher. UrbanCut Barbershop sales performance basically is good and profitable enough for its owner. But owner feels that there have been a condition of sales revenue of UrbanCut after 8 months operation become stable or can be said it come to its optimum point. This phenomenon was discovered after UrbanCut Barbershop opened their second branch located in central business of Semarang area. Owner feels that this condition showed there are problem with UrbanCut Barbershop growing progress. The owner worry if the trend of sales in second branch becoming like the first store that reach its optimum point and don’t grow anymore. Therefore, owner should initiate better strategy to keep increase sales growth and strategy for competes in Semarang Barbershop business. So, the focus of this research is to give UrbanCut Barbershop business strategy to solve their problem. First, author should determine what Urbancut Barbeshop business condition is and what about other external environment that affect their business. Second, author should give further strategy for UrbanCut Barbershop to win the business competition. The strategy objective are to define Arena for UrbanCut Barbershop; To Explore the differentiator factors in order to success; to plan the stages to win competition; To choose the best vehicle to reach the arena; To evaluate whether strategies will succeed in the business. Keywords: Barbershop industry, sales growth problem, internal and external environment analysis, growth strategy, diamond strategy consist of : arena, differentiator, vehicle, stage plan and economy logic.
Expansion Strategy PT. Crown Pratama to Competitive Packaging Market of Bali Champio, Champio; Toha, Mohammad
The Indonesian Journal of Business Administration Vol 3, No 7 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract – PT. Crown Pratama is a packaging company for the needs of hotel, restaurant and cafe. they want to expand to Bali because the amazing growth of hotels, restaurants and cafes. Besides the competitive packaging competition in Bali has a market leader, PT. Crown Pratama should have a strategy in order to grab and increase the sells unit. The right attack strategy is needed in order to attack the main competitor. The objective of the final project is to know key success factors and appropriate attack strategy for PT. Crown Pratama in Bali. Business exploration is done by define internal and external analysis. Internal analysis tool is used SWOT analysis, while external analysis tool is used Porter’s Five Forces. Strategy is formulated by conducting a simple qualitative method market research in order to get the key success factors. The result of interviewed 10 customers from different industry segment are 6 key success factors. Company and competitor characteristic are also determined to know the strength and weakness of both. The result of this research are suggested company to use flanking attack as appropriate attack strategy for PT. Crown Pratama because there is already a strong market leader in Bali. Focus to grab the customer where the competitor not focused on their strengths in customer segment or geographical area Keywords : business strategy, packaging, key success factors, attack strategy
Selecting and Applying "Defense Strategy" of PT. Infomedia Nusantara Cahyaningtyas, RR Febie; Toha, Mohammad
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract – PT. Infomedia Nusantara is Indonesia based company in service industry that has two cores business: contact center and business process management. Currently, the competitor is about to attack the company in the present segment, which is Enterprise Shared Service. The right defense strategy is needed in order to defend the competitor and to sustain the growth. The objective of the final project is to know what key success factors and what suitable defense strategy for PT. Infomedia Nusantara. Business exploration is done by define internal and external analysis. Internal analysis tool that is used is value chain analysis, while external analysis tools that is used are PEST analysis and Porter’s five forces. SWOT analysis is determined from both of internal and external analysis. Strategy is formulated by conducting a simple qualitative method market research in order to get the key success factors. The results of interviewed 13 customers from different industry segment are nine key success factors. Company and competitor characteristics are also determined to know the strength and weakness of both. The result is PT. Infomedia Nusantara uses differentiation strategy. The suitable defense strategy for the company is “holding the ground” defense strategy, which means the company have to perform several tactics to defend competitor along with maximize the strengths and minimize the weaknesses. Five tactics are made based on the key success factors; (1) improve the quality (2) training in regular basis (3) increase good reputation (4) provide LO for different type of customers (5) strengthen the synergy with Telkom group. Keywords: strategic business, defense strategy, key success factors, business process management
Proposed Business Strategy for PT Demarko Technology Innovation to Grab The Oppportunity of Asphalt Market in Indonesia Mangihut, Martin; Toha, Mohammad
The Indonesian Journal of Business Administration Vol 3, No 9 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. PT Demarko Technology Innovation is a subsidiary of PT Demarko Sinar Kemenangan. It was founded in purpose of research, development, and invention in applied technology and industry. Nowdays, the company has develop and maximize its invention in industry field including production of penetration 60/70 asphalt. Based on asphalt supply-demand data, national asphalt demand has not been meet with the availability of asphalt, that there is quite huge gap between supply and demand. Based on company’s data, in recent years, company has a stagnate production capacity and revenues. In this condition, company has to be able to grab the opportunity of huge asphalt market in Indonesia. This study will try to analyse what strategy that suite for the company to face this condition.To formulate business strategy, this study will use some of management tools. This study will analyse internal and external factor of the company, current strategy and its weaknesses, try to find root cause to solve the problem, and formulate business strategy with business model canvas, TOWS matrix and diamond strategy. From TOWS matrix, it shows that PT Demarko Technology Innovation is located in Quadrant I in Strength-Opportunities(S-O) area, so the company potentially to growth. With TOWS matrix, business model canvas and diamond strategy, PT Demarko Technology Innovation expected to be able to supply more asphalt for Indonesian asphalt demand, company need to applied an aggressive strategies through increase promotion and partnerships,buy new production machine and also expand its marketing area. With diamond strategy, company’s strategies will be based on arena that company will faced, differentiators from competitors, vehicle to achieve, staging to achieve, and economic logic the proposed strategies. To implement the proposed strategies, the company need to implement it through each of functional division, consist of marketing strategy, financial strategy, research and development strategy, operational strategy, human resource strategy, and information technoogy strategy, and also human resource allocation. This study will provide time schedule to implement the proposed strategy.Key words : asphalt, penetration asphalt, business strategy, diamond strategy, demarko technology innovation, demarko, bentonas
Proposed Attack Strategy For Ermi Tours In Order To Expand To The New Market Martadinata, Indriana Qoriaini; Toha, Mohammad
The Indonesian Journal of Business Administration Vol 3, No 7 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract – Ermi Tours is a local company for tour and travel business in Indonesia, which provide the best quality with affordable price in tour and travel services for both international and domestic travelers. The business issues faced by Ermi Tours is no growth in its sales because of the tight competitive on the limited market. Whereas, the fact states that the potential market in the tourism industry is growing rapidly. Ermi Tours planned to expand the business to the new market to solve the issue so they need to explore the current business to formulate an appropriate attack strategy. The current business explored with the external and internal environment analysis to identify existing that strengths, weaknesses opportunities and threats possessed by Ermi Tours, called SWOT analysis. Grand Strategy also performed to ensure that expand the business is the most appropriate strategy to execute. The formulation of attack strategy and its steps are determined through five key elements of Strategy Diamond, which also involves Strategic Moves and Competitor Analysis while selecting the most appropriate attack strategy to compete the new market. All things considered, this tourism industry has an attractive market and has promising growth while expanding to the new market. However, to penetrate new market and win the competition, Ermi Tours must take appropriate implementations adapted to its capability to improve performance and competitive position of the company in order to capture market opportunities and greater profits.Keywords: business strategy, attack strategy, tour and travel business, strategy diamond
Proposed Growth Strategy For Dian Institutepare Maulana, Danis; Toha, Mohammad
The Indonesian Journal of Business Administration Vol 3, No 7 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract- The growth of formal education and non-formal education is very promising in Pare, the number of competitor in education institution is also increasing. The competition is getting tougher, requires every education learning doing innovation, development and improvement in their course program to get new target market. In order to overcome the competition, Dian Institute should know what positioning strategy could be used for prospective students especially for new target market The strategy formulation begins with analyzing external and internal environment to identify opportunities and threats of the industry as well as the strengths and weaknesses of the company using several methods such as Political, Legal, Socio-Cultural and Technology (PEST) Analysis, Porter’s Five Forces Analysis, Competitor Analysis, Current Business Model Analysis, and Value Chain Analysis. The SWOT derived from the external and internal analysis is then used to generate IFAS and EFAS score, and interpreted to the Grand Strategy Selection Matrix and Four basic strategic, determining the current position of the Dian Institute and the strategy it should execute. The result of the analysis indicates Dian Institute in quadrant 1 of grand strategy. Quadrant I of the Grand Strategy Matrix are in an excellent strategic position. For Dian Institute, continued concentration on current markets (market penetration and market development) and products (product development) are appropriate strategies.so that after succeeding in growth strategy, author make new business model canvas for Dian Institute for make this business better .All things considered, to analyze the current business situations and internal conditions of Dian Institute as the basis of strategies formulation. And to develop growth strategies that can be implemented by Dian Institute to get new target market and the last one to design the implementation plans of the growth strategy that can be conducted by Dian Institute which is adjusted with institution competition in pare market.  Keywords: growth strategy, Business model, service industry, Strategic positing
Akurasi Smash Forehand Bulutangkis Dikaitkan dengan Kekuatan Otot Lengan dan Koordinasi Mata-Tangan Setiawan, Anang; Effendi, Fauzan; Toha, mohammad
Jurnal Maenpo : Jurnal Pendidikan Jasmani Kesehatan dan Rekreasi Vol 10, No 1 (2020): VOLUME 10 NOMOR 1 TAHUN 2020
Publisher : Universitas Suryakancana

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35194/jm.v10i1.949

Abstract

Pada permainan bulutangkis, smash merupakan salah satu teknik yang dapat digunakan untuk mendapatkan poin. Kekuatan otot lengan dan ketepatan pukulan menjadi beberapa kunci suksesnya pukulan smash. Keterkaitan kedua faktor penentu pukulan smash tersebut perlu diketahui hubungannya. Penelitian ini bertujuan untuk mengetahui hubungan antara kekuatan otot lengan dan koordinasi mata-tangan dengan ketepatan smash forehand dalam permainan bulutangkis. Metode dalam penelitian menggunakan penelitian deskriptif. Teknik pengumpulan data dalam penelitian ini dengan menggunakan tes pengukuran keterampilan smash forehand. Untuk pengujian hipotesis menggunakan uji korelasi Pearson product moment. Populasi dan sampel yang digunakan ialah mahasiswa UKM bulutangkis dengan sampelnya menggunakan teknik sampling jenuh. Hasil penelitian ini menunjukkan bahwa 1) Terdapat hubungan antara kekuatan otot lengan dengan ketepatan smash forehand. 2) Terdapat hubungan antara koordinasi mata-tangan dengan ketepatan smash forehand. 3) Terdapat hubungan antara kekuatan otot lengan dan koordinasi mata-tangan dengan ketepatan smash forehand dalam permainan bulutangkis.
Strategi Entrepreneur KH Abdullah Mujib Hasan dalam Meningkatkan Value Santri Buana, Miftahal Anjarsabda Wira; ZA, Moh. Subhan; Rijal, Akmalur; Toha, Mohammad; Aryanto, Sherif Juniar
Akademika Vol 17 No 2 (2023): Akademika
Publisher : Universitas Islam Lamongan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30736/adk.v17i2.1835

Abstract

Selama ini kebanyakan pesantren hanya memposisikan dirinya sebagai institusi pendidikan dan keagamaan saja. Sedangkan belum banyak pesantren yang memposisikan dirinya dalam menyikapi berbagai persoalan sosial masyarakat. Seiring dengan kemajuan ilmu pengetahuan dan teknologi, timbul beberapa kecenderungan masyarakat dalam melihat posisi, fungsi, dan peran pesantren. Di satu sisi, ada yang menilai pesantren merupakan lembaga pendidikan yang hanya mampu mencetak alumni yang memiliki kemampuan agama tanpa kemampuan yang dibutuhkan pasar, khususnya tenaga kerja. Pandangan seperti ini yang menjadikan pesantren sebagai lembaga pendidikan.Berangkat dari permasalahan diatas, maka penulis merasa tergerak untuk meneliti Strategi Entrepreneur  KH Abdullah Mujib Hasan Dalam Meningkatkan Value Santri Dalam hal ini, diharapkan dapat menjadi contoh bagi lembaga pendidikan ataupun Pondok Pesantren lain dalam mengembangkan potensi santri, oleh karena itu penulis mengadakan penelitian dan mengkaji lebih lanjut terhadap tema tersebut dan dituangkan dalam bentuk Jurnal Studi Multisitus Pondok Pesantren Darul Fiqhi LamonganBerdasarkan hasil penelitian dan pembahasan, maka dapat disimpulkan :Strategi Entrepreneur KH Abdullah Mujib Hasan dalam meningkatkan value santri dengan dengan cara menanamkan mindset pentingnya menjadi seorang entrepreneur, menjadikan entrepreneur sebagai sarana dakwah.  Bentuk upaya yang dilakukan Kiai dalam meningkatkan value santri  ialah dengan memberi pelatihan  atau workshop wirausaha, Mengarahkan untuk berinteraksi langsung kepada teman-teman  yang sudah berhasil usahanya,  Menekankan untuk  berinovasi dalam berwirausaha, Menanamkan rasa tanggung jawab dalam berwirausaha,  menyediakan sarana dalam berwirausaha, Penanaman tauhid : usaha yang kita lakukan adalah kewajiban masing-masing tetapi hasilnya adalah haq Allah. Keberhasilan meningkatkan value santri  yang dilakukan Kiai dengan  peningkatan jiwa entrepreneurship santri berupa nilai-nilai ketauhidan untuk tidak bergantung pada makhluk, kemudian nilai pelayanan yang baik (akhlakul karimah), dan sikap saling tolong-menolong.Kunci : Entrepreneur, Kiai, Value Santri
Case-Based Learning Innovation Strategies in Financial Management of Service Companies: Collaboration Between Universities and Industry to Improve Student Competence Wufron, Wufron; Muminin, Riyadh Sabilul; Febriani, Arini; Toha, Mohammad
Jurnal Wacana Ekonomi Vol 24 No 1 (2024): Jurnal Wacana Ekonomi
Publisher : Fakultas Ekonomi Universitas Garut

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52434/jwe.v24i1.42344

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This study aims to analyze the application of the case study method in improving students' critical thinking skills and enthusiasm in the Financial Management course in the Management Study Program, Faculty of Economics, Universitas Garut. The case study method is used in three learning cycles to evaluate students' ability to identify problems, analyze problems, seek information, draw conclusions, and present the results of their analysis in front of the class. The results of the study show that the application of the case study method is able to improve students' critical thinking skills, especially in topics such as cash flow management, financial statement analysis, investment decisions, and financial planning. In addition, the level of student enthusiasm has also increased significantly, which is reflected in their response, interest, and active participation during lectures. The role of lecturers as motivators, facilitators, and evaluators has proven to be effective in creating an interactive and conducive learning atmosphere. These findings make an important contribution to the development of more relevant and participatory learning methods in the field of financial management.
Co-Authors Adhi Wibowo, Hajar Anang Setiawan Aryanto, Sherif Juniar Champio Champio, Champio Dewi Widowati Effendi, Fauzan Fahlevi, Arif Febriani, Arini Hamza, Hichem Indriana Qoriaini Martadinata, Indriana Qoriaini Magdalena Fenny P, Maria Martin Mangihut, Martin Miftahal Anjar Muhammad Syarifuddin Muminin, Riyadh Sabilul Rijal, Akmalur Ronda, Mirza RR Febie Cahyaningtyas, RR Febie Wufron Wufron ZA, Moh. Subhan