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All Journal Jurnal Manajemen Dan Bisnis Ekonomi Jurnal Inovasi Manajemen, Kewirausahaan, Bisnis dan Digital
Ardhelia Fauzia
Unknown Affiliation
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Other

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Analisis Pemanfaatan Media Sosial sebagai Strategi Pemasaran Brand Exsport Ardhelia Fauzia; Wadiah Saadah; Erwin Permana
JURNAL MANAJEMEN DAN BISNIS EKONOMI Vol. 3 No. 4 (2025): Oktober : JURNAL MANAJEMEN DAN BISNIS EKONOMI
Publisher : Institut Teknologi dan Bisnis (ITB) Semarang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54066/jmbe-itb.v3i4.3573

Abstract

This study aims to analyze the effectiveness of utilizing social media as a digital marketing strategy for the Exsport brand in building brand awareness, increasing consumer engagement, and strengthening customer loyalty. The research methodology uses a descriptive qualitative approach with secondary data analysis of Exsport's social media content on Instagram, TikTok, and YouTube, as well as literature studies related to digital marketing strategies in the fashion industry. The results show that Exsport successfully communicates brand values ​​oriented towards a young, creative, and productive lifestyle through a consistent visual content strategy, collaboration with influencers, and participatory campaigns based on user-generated content and storytelling. This strategy has been proven to increase engagement rates, build emotional connections with consumers, and strengthen the brand's positive image amidst global competition. However, the effectiveness of Exsport's digital strategy requires sustainable, innovative, and adaptive content management to rapidly changing social media trends. Based on these findings, it is recommended that Exsport continue to innovate in content development, strengthen brand identity through creative narratives, and integrate digital strategies with offline marketing activities to create a more holistic customer experience. With this approach, social media serves not only as a promotional tool but also as a strategic instrument for expanding market reach, increasing competitiveness, and maintaining customer loyalty in the Indonesian fashion industry.
Analisis Kinerja Operasional Perusahaan Berdasarkan Lead Time Proses Penjualan Kendaraan dengan Penerapan Value Stream Mapping (VSM) pada PT Astra Internasional Tbk – Toyota Sales Operation Prime Fleet Ardhelia Fauzia; Mulyadi Mulyadi
Jurnal Inovasi Manajemen, Kewirausahaan, Bisnis dan Digital Vol. 3 No. 3 (2026): Agustus: Jurnal Inovasi Manajemen, Kewirausahaan, Bisnis dan Digital
Publisher : Asosiasi Riset Ilmu Manajemen dan Bisnis Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/jimakebidi.v3i3.1488

Abstract

This study aims to analyze lead time conditions, map the vehicle sales process flow, and identify value-added and non-value-added activities at PT Astra International Tbk–Toyota Sales Operation Prime Fleet Department during the 2024–2025 period. This study employed a quantitative approach using a descriptive-analytical method. Data were collected through observations, interviews, documentation, and the company’s internal records. The research sample was determined using purposive sampling by selecting 50 delayed transactions from a total of 964 vehicle orders. The analysis was conducted using Value Stream Mapping (VSM) through the development of current-state and future-state maps. The results indicate that the sampled transactions had lead times ranging from 75 to 210 days, with an average of 93 days, exceeding the company standard of 30 days. Of the 17 activities identified in the current process, 8 activities, or 47.06%, were classified as Value Added, while 9 activities, or 52.94%, were classified as Non-Value Added. Non-value-added activities were predominantly associated with waiting time, repetitive administrative processes, and suboptimal information transfer between departments. The proposed future-state map streamlines the process into 10 activities and has the potential to reduce cycle time from 975 minutes to 600 minutes and waiting time from 93 days to 30 days. Therefore, VSM can identify sources of waste and provide a basis for process improvement initiatives aimed at enhancing the company’s operational efficiency and effectiveness.
Co-Authors Erwin Permana Mulyadi Mulyadi Wadiah Saadah