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All Journal Jurnal Manajemen Indonesia Syntax Literate: Jurnal Ilmiah Indonesia Journal of Economics and Business UBS
Pri Hermawan
Institut Teknologi Bandung
Humanities Economics, Econometrics & Finance Education Environmental Science Law, Crime, Criminology & Criminal Justice Social Sciences Other

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Viable System Model as A Framework for Value Co-Creation Service System Analysis of Technology-based Business Incubator Eka Yuliana; Utomo Sarjono Putro; Pri Hermawan; Astri Ghina
Jurnal Manajemen Indonesia Vol 23 No 1 (2023): Jurnal Manajemen Indonesia
Publisher : Fakultas Ekonomi dan Bisnis, Telkom University.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25124/jmi.v23i1.4674

Abstract

Bandung Techno Park (BTP) at Telkom University has a crucial role in the technology-based business incubation scheme. From the recruitment process, learning goals, venture capital, commercialization with all impacted to start-ups accomplishment. These observations resulted by using qualitative research methods for one year. Referring to the concept of service systems, it was founded that business incubators in higher education can produce the holistic service system diagnostics to develop the external collaboration between university and industry. These findings are successfully set out by used the Viable System Model (VSM) from service system science approach which is divided into five main functions: (1) Operationalization, (2) Coordination, (3) Monitoring and Control, (4) Intelligence, (5) Policy. The important collaboration of the integrated service system at BTP is framed in a structured concept. Incubator operation supervision focuses on service systems that play a role in four types of management, namely: business innovation and incubation, tenant service and support, marketing, and technology solutions. The findings of the analysis with VSM relate to the role of technology-based business incubators in creating value co-creation from a service science point of view. Keywords— Value Co-creation; New Technology-based Firms; Business Incubators; University-industry Collaboration
Decision-Making Process for Improving The Marketing Strategy of Bakso Benhil Purwokerto Using Integrated SWOT-TOWS AHP Method Mega Dita Pradana; Pri Hermawan
Syntax Literate Jurnal Ilmiah Indonesia
Publisher : Syntax Corporation

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36418/syntax-literate.v10i2.57690

Abstract

Bakso Benhil Purwokerto, a micro, small and medium enterprise (MSME) established in July 2024, faced challenges in achieving sales targets, with a decline in sales in the third month since opening. This research uses SWOT-TOWS and Analytic Hierarchy Process (AHP) methodologies to identify and prioritise strategic solutions to increase revenue and ensure sustainable business growth. The SWOT analysis highlighted strengths such as strategic location in the student culinary area, variety of high-quality meatball products, and halal certification. However, weaknesses such as limited digital promotion and customer knowledge were also found. External opportunities include the trend of digitalisation of MSMEs and the increasing demand for convenience food among students, while threats include fierce competition and fluctuating raw material prices. By integrating these factors in the TOWS matrix, strategy alternatives were formulated and prioritised using the AHP method. The most optimal strategy is to increase digital marketing, including the development of engaging social media content, collaboration with local influencers, as well as promotional programmes on online ordering platforms. This strategy aims to expand market reach, increase brand awareness, and ultimately increase business revenue. This research provides a strategic framework that can be applied by businesses in the food and beverage industry.
Evaluation And Analysis Of Decision-Making on the Business Method of hhe Paseh's Strategic Business Unit (SBU) For The Stones And Non-Metallic Mine At Jasa Sarana (Bumd Of West Java) Topan Ardiansyah Putra; Pri Hermawan
Journal of Economics and Business UBS Vol. 12 No. 2 (2023): Regular Issue
Publisher : UniSadhuGuna Business School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v12i2.186

Abstract

Jasa Sarana is a BUMD Holding of the West Java Provincial Government engaged in Infrastructure. In running its business, Jasa Sarana applies the Business Strategic Unit (SBU), a rock and non-metal mineral mining business. It was initiated in 2005-2006, with a mining area of 19.45 hectares, with rock mineral resource reserves of 3.3 million BCM. However, it could only do optimized by 24% over 16 years. If done correctly, the mining business plan must be implemented for only 15 years. With a target Payback Period of 3.35 Years, an NPV of Rp. 1,641,000,000, and IRR of 20.44%. The remaining rock mineral resources currently available are 2.5 million BCM, expected to be re-developed and generate profits for the company. Jasa Sarana has carried out preparatory steps, including conducting feasibility studies and exploratory research on this mining business unit. It did expect that the losses suffered by the company could recover in a fast time. Decision-making on the right ways and methods to reactivate this Business Unit becomes a concentration of research, consisting of situation assessment, decision analysis, and analysis of potential problems. An evaluation of the situation determines the conditions and causes of business operations underperforming externally and internally. Several problems were revealed, such as corruption, mis-partners, ineffective work methods, to improper handling of mining techniques, which became the root of the problem. Jasa Sarana has several options for handling this Business Unit with several alternatives. Including running this business unit owned by providing additional capital and recruiting competent experts, looking for the right partner with the qualifications of an experienced partner, or even selling this business unit so that it does not become a burden on the company.
Co-Authors Astri Ghina Eka Yuliana Mega Dita Pradana Topan Ardiansyah Putra Utomo Sarjono Putro