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All Journal Jurnal Indonesia Sosial Sains Eduvest - Journal of Universal Studies
Yos Sunitiyoso
Institut Teknologi Bandung, Indonesia
Aerospace Engineering Humanities Astronomy Biochemistry, Genetics & Molecular Biology Chemistry Computer Science & IT Decision Sciences, Operations Research & Management Earth & Planetary Sciences Economics, Econometrics & Finance Energy Environmental Science Health Professions Immunology & microbiology Law, Crime, Criminology & Criminal Justice Library & Information Science Materials Science & Nanotechnology Neuroscience Physics Social Sciences

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Business Strategy for Future Car Rental Business in Road Transportation Industry with Scenario Planning Adhika Aryamurti; Yos Sunitiyoso
Jurnal Indonesia Sosial Sains Vol. 6 No. 3 (2025): Jurnal Indonesia Sosial Sains
Publisher : CV. Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jiss.v6i3.1660

Abstract

The road transportation in Jakarta experiencing significant growth due to the the increasing demand for transportation services that offer flexibility and convenience to provide solutions for customers, particularly for people with business purpose and tourist who have high mobility in Jakarta. This research focuses in identifying scenarios that may occur in car rental companies and aims to develop a business strategy for next 5 years in the car rental business as part of road transportation industry. Therefore, the author will evaluate the appropriate scenario planning in determining the business strategy for future car rental company by exploring the internal company and external environment using PESTEL and Porter’s Five Forces. Then, scenario planning analysis will be conducted where the driving forces will be identified through in-depth interview with regulators, experts, consumers, and person in industry players as stakeholders in the road transportation industry in Jakarta. Government Regulation and Customer Behaviour are the key uncertainties identified in this research which resulted four scenarios, which are Harmonized Growth, Opportunities Expansion, Reluctant Adoption, and Stalled Progress. Implications and Options will be created from each scenario presented.
Developing A Sustainable Business Growth Strategy Through Franchising Case Study Of Company X Haidhar Hibatullah Wurjanto; Yos Sunitiyoso; Hasnul Suhaimi
Eduvest - Journal of Universal Studies Vol. 4 No. 9 (2024): Journal Eduvest - Journal of Universal Studies
Publisher : Green Publisher Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59188/eduvest.v4i9.1502

Abstract

The primary objective of this research is to analyze the current business situation of Esteh Indonesia's Franchise Model, identify factors affecting its sustainability, and develop a new business strategy for sustainable growth. The conceptual framework is based on Rothaermel's AFI Framework, incorporating a comprehensive analysis of the 7P Marketing Mix, industry analysis using PESTEL and Porter’s Five Forces, and core competency evaluation through the VRIO framework. The literature review highlights key theoretical foundations, including franchising strategies, critical success factors, franchising relationship models, and the concept of Blitzscaling. The research method utilized a mixed-method approach, collecting qualitative data through one-on-one in-depth interviews with ten franchisees selected via convenience sampling revealed operational and market challenges and quantitative data through an online questionnaire administered to 200 customers. provided insights into purchasing behavior and brand perception. The qualitative data was analyzed using thematic content analysis to identify patterns and insights, while the quantitative data was analyzed using descriptive statistical analysis and Likert scales to measure customer perceptions and behaviors. To achieve sustainable growth, Esteh Indonesia should adopt a multifaceted strategy leveraging strengths, addressing weaknesses, capitalizing on opportunities, and mitigating threats. Focusing on a differentiation strategy based on the Porter’s Generic Strategy, emphasizing market penetration and product development based on the Ansoff Matrix , and utilizing the BCG Growth-Share Matrix to identify and replicate high-performing outlets, providing enhanced franchisee support, and upgrading to the 'Esteh 2.0' model will boost sales and brand equity, driving sustainable growth and solidifying Esteh Indonesia's market leadership.
The Decision Criteria for the International Entry Mode for Badan Pengelola Keuangan Haji: an Application of Analytical Hierarchy Process Medina Azzahra Hadar; Yos Sunitiyoso
Eduvest - Journal of Universal Studies Vol. 5 No. 10 (2025): Eduvest - Journal of Universal Studies
Publisher : Green Publisher Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59188/eduvest.v5i10.51354

Abstract

Badan Pengelola Keuangan Haji (BPKH), a government agency mandated to manage hajj funds, is authorized to invest abroad under Law No. 34 of 2014. In 2023, BPKH established its first subsidiary in Saudi Arabia through Sole Ownership (Greenfield) as its chosen international entry mode. However, the organization currently lacks a formal framework for selecting the optimal mode. This study aims to determine and prioritize decision criteria for BPKH’s international entry mode selection and to develop a decision-making model to support future investments. Using the Analytic Hierarchy Process (AHP), the study systematically evaluates qualitative and quantitative criteria derived from the Eclectic Paradigm framework and expert interviews with seven key BPKH decision-makers. Expert pairwise comparisons indicate that Location Advantage is the most influential criterion (0.519). Among sub-criteria, Organizational Capability (0.175), Part of the Hajj Ecosystem (0.170), and Market Potential (0.154) rank highest in influence. The analysis of four alternative entry modes shows the following ranking: (1) Sole Ownership (Acquisition) with a score of 68.82; (2) Majority Joint Venture (58.06); (3) Sole Ownership (Greenfield) (57.75); and (4) Minority Joint Venture (52.94). The findings provide a structured model enabling BPKH to make better-informed and accountable international expansion decisions aligned with its mission to optimize hajj fund management for the benefit of Indonesian pilgrims.
Co-Authors Adhika Aryamurti Haidhar Hibatullah Wurjanto Hasnul Suhaimi Medina Azzahra Hadar