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INDONESIA
The Indonesian Journal of Business Administration
Published by Institut Teknologi Bandung
ISSN : -     EISSN : -     DOI : -
Core Subject : Science,
Decision Sciences, Operations Research & Management
The Indonesia Journal of Business Administration(IJBA) is a business journal that bridges the gap between business research and practice, evaluating and reporting on new research to help readers identify and understand significant trends in their fields. The IJBA seeks to publish papers relating to business, broadly defined. It publishes articles that address both theoretical and practical issues in the broad areas of Business Strategy and Marketing, People and Knowledge Management, Entrepreneurship and Technology Management, Decision Making and Strategic Negotiation, Operation and Performance Management, and Business Risk and Finance.Contributing academicians and researchers are encouraged to address a variety of concerns relating to all areas of business. We also encourage students to use an interdisciplinary approach to analyzing a topic, which often yields interesting and novel papers. The published articles provide valuable insight into matters of broad intellectual and practical concern to academicians and business professionals. The Journalis published three times a year: in April, July and October. The journal is mainly an outlet of MBA ITB students to publish their final project works, although it also accepts articles written by students at masters level from other institutions. A published paper is an honor that will be unambiguously beneficial for professional and academic careers, especially for those who want to attend graduate/professional schools. This means that papers written in relations to Accounting, Economics, Finance, Marketing, Management, Operations Management, Information Systems, Business Law, Corporate Ethics, and Public Policy all qualify for submission. Information on the journal format can be found in the journal's website. The number of pages must be at 10 pages. After published, the journal article will be available electronically at the journal's website. Print ISSN: 2252-3464; Online ISSN: 2252-9284
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Articles 10 Documents
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Search results for , issue "Vol 2, No 10 (2013)" : 10 Documents clear
Business Strategy Analysis of PT. BPT as Information Technology Value Added Distributor Sudja, Deddy; Do, Anh Dung
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT. BPT is the information technology value added distributor company for full range IBM Hardware and Software products. PT. BPT as part of CTI Group which is established in 2003. Today BPT faces some business issue which how BPT has to anticipate competitive situation and condition while IT market in Indonesia keep growing with high growth rate. Objective of this paper is to do analysis based on literature for recent business issue and research to confirm those analysis. After that, writer propose business strategy including proposed business model  as growth strategy and in order to win the competition by increasing BPT’s competitiveness. Analysis and research are conducted for external environment, industry environment, competitor and internal environment. Internal environment analysis conducted based on business model canvas analysis (Ostrewalder and Pigneur, 2010). Research conducted by interviewed key peoples in internal BPT and CTI Group and also external such as IBM as principal, business partners and end users as stakeholders. Conclusion of those analysis and research are IT demand in Indonesia will remain grow high. It triggers foreign IT Distributors expand in Indonesia. One of them : Avnet become strong competitor for BPT in term of capital, relation with IBM regional & worldwide and also market coverage in Small Medium Business (SMB) / Mid market and Geo market. Proposed business strategy for BPT as part of growth strategy are leverage technical support as one of value proposition in BPT business model, more focus in Mid market and geo market, acquire or create another / own product and go regional. It takes revision of some components in business model and organization structure. Key words :  business strategy, business model, growth strategy
Strategy Proposal for Pelita Rakyat Hospital as Non Profit Organization in Sukabumi Simanjuntak, Yosua Arthur Burhandito; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

The Hospital  is an institution which provides health service for people with their own characteristic. It influenced by the development of health science, technological advances, and economic-social living of society. As institution, they need to fund their activites. It could be come from government subsidies or fee charge from patient. Pelita Rakyat hospital is non-profit hospital which established in 2011. As pioneer, they did not ask charge from their patient moreover they provide free medical service include drug for all people in Sukabumi.  Since 2011, Pelita Rakyat hospital has been facing a problem in Hospital facility. Hospital facility is become a concern because Pelita Rakyat infrastructure such as laboratory and medical waste system are needed to be establish as well as visiting schedule for doctor. All the weakness becomes reasonable because this hospital is running less than two years from July 2011. Most of their financing comes from donors and grants but they do that strategy without long term planning. As a new non-profit organization, the management hasn’t had long term planning strategy yet especially in financial planning. This condition will be an obstacle to meet the requirement of hospital facilities and this is basic question for Pelita Rakyat to formulate several strategies regarding that problem.This research will use qualitative method which its data are come from the interview as primary data and books, articles and journals as secondary data. The interview has objective to get new data and confirm the respondent about his idea.  In business exploration, this article will analyze and  propose strategy for hospital as non-profit organization. In the first time, we should do internal (Value Chain Analysis) and external (PEST and Porter forces) factor scanning that relate to hospital and list it as Strength, Weaknesses, Opportunity and Threats (SWOT). From Analyzing rating of factors through IFAS (Internal Factor Analysis Summary) and EFAS (External Factor Analysis Summary), it is concluded that Pelita Rakyat hospital have less strength and more opportunities (locate in Quadrant II, horizontal integration). As a result, Pelita Rakyat hospital should implement competitive strategy through differentiation focus will give Pelita Rakyat hospital full attention to improve medical facilities for low-class income while strategic alliances with other institution will enhance hospitals support in financial or human resources. As non profit organization, to fund hospital activites, Pelita Rakyat hospital must do fundraising program: charity night, deploying volunteer.  Keyword: hospital, non-profit organization, hospital facility,  strategy 
Reducing Coil Break Rejection At Hot Skin Pass Mill PT Krakatau Steel Mardiana, Dicky; Basri, Mursyid Hasan
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Coil break rejection at Hot Skin Pass Mill PT Krakatau Steel is a repetitive claim from consumer and target of quality objective is still out of target. Coil break is surface defect of hot rolled coil with appearance of surface looks some areas of small lines transverse to rolling direction, low contrast to surface white or black lines. Lower yielding point of the hot rolled coil tends to have coil break rejection. Hot Skin Pass Mill (HSPM) is dedicated to prevent coil break. Anti Coil Break is the equipment at the entry section of HSPM which has main function to prevent coil break. If this equipment works properly then coil break rejection on the surface of strip can be prevented. Engineering, operation, and organization category can influence the rejection. Engineering : Anti Coil Break parameter, inspection of equipment, and quality of strip inspection. Operation: Adjustment of Finishing Temperature-Coiling Temperature and operation parameter HSPM. Organization : Span of control too wide and organization alignment. Each factor will be analyzed by Root cause analysis find the root of problem. Each category of engineering, operation, and organization will be analyzed to recommend as implementation plan. Alternative solutions proposed are : improvement of equipment reliability, redesign Anti Coil Break Roll, implementation of Statistical Process Control, review Quality Product Level, empowerment of structures, and alignment of organization. Each alternative was evaluated to propose as implementation plan. Implementation plan consists of the mandatory plan or the highest priority of each category. Keywords : coil break, PT Krakatau Steel, hot rolled coil, yielding point, finishing temperature, coiling temperature.
Strategy Formulation Of PT. Ajisaka Destar Utama Hardi, Krisna Uvala; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT Ajisaka Destar Utama (PT. ADU) is one of Indonesian leading company in survey mapping industry. Further, the entrance of newcomers and the possibility of politic and economic instability will be a challenge for the company in the future. PT. ADU needs to have a strategy that will help the company reach its vision. The formulation of strategy started from external and internal environment using PESTEL and Porter’s Five Forces Analysis, Value Chain Analysis and Resource Based View Analysis. The information from external and internal environment analysis then used to generate strategy alternatives. The company needs to a vision, mission and values in order to align the strategy to their vision, mission and values. After stating their vision, mission and values, the company can choose the strategy starting from corporate level strategy until functional level strategy. In conclusion, PT. ADU currently has competitive advantage in the industry, but the company needs to prepare for the future challenge. Through analysis of the company’s environment, there is several strategy alternatives can be chosen by the company to achieve their dream in the future. Keywords: Survey Mapping, Strategy Formulation, Vision, Mission, Values, Corporate Strategy, Business Strategy, Functional Strategy
Achieving Sustainable Loan Growth in Banking Industry: A Case Study in PT. Bank Rakyat Indonesia (Persero) Tbk Setiawan, Jeremia Dhany; Do, Anh Dung
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT. Bank Rakyat Indonesia (Persero) Tbk, or commonly called BRI is the oldest and widest bank in Indonesia. Founded in 1895, BRI currently has more than 8,600 working units spread across Indonesia and has been connected in real-time online. Since the beginning, BRI has focused and committed on Micro, Small and Medium Enterprises (MSMEs) segment as the core of BRI’s business. However, currently BRI suffered a setback in SMSEs segment as its major business, especially since the last three years. In fact BRI’s loan growth in the third quarter of 2012 only amounted to 15.08% which is far below the average growth of the national commercial bank which reached 23.6%. This condition is very contradict with the conditions in several years ago in which the BRI’s loan growth is always above the average loan growth of the national banks. Currently BRI is designing a business strategy to improve coordination between business units and also to accelerate the growth of its business. This Final project is composed to examine and explore the business strategy taken by BRI as the oldest and widest bank in Indonesia in order to maintain and accelerate the business growth. Hopefully with this strategy, BRI can maintain a sustainable and healthy business growth in the middle of tight conditions of business competition. Keywords: SMSE, Sustainable Growth, Business Strategy
Change Management Strategy in DPKAD Banten Rizkiah, Tania Nur; Bangun, Yuni Ros
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

In July 2012, Regional Regulation of Banten Province Number 3 Year 2012 about The Establishment of The Provincial Department of Banten was enacted. The regulation mandated changes in Organizational Structure and Work Procedures (SOTK) in Department of Finance and Regional Asset Management (DPKAD) of Banten Province, the function of asset management was diverted and DPKAD was turned into Department of Revenue and Finance (DPPKD) of Banten Province. Changes in SOTK were aimed to make a better department’s performance. In transition period to desired condition, there will be a decline in productivity. To minimize the size and the period of declined productivity, the right change management strategy is needed. This study aims to formulate a change management strategy in DPKAD of Banten Province. Data was collected through the distribution of questionnaires to 112 respondents and conducted interviews with 5 of Chief in DPKAD. From the collected data, it was discovered that 4 major restraining forces in DPKAD are fear of losing incentives, problems in system’s synchronization, skepticism, and change the way employees work. 4 major driving forces are mandated in Regional Regulation, job simplification, desire to obtain WTP and develop job performance. In formulating change management strategy, this research used ADKAR model approach, communication strategy, and designing reward system through KPI as performance assessment which is expected to motivate employee to improve their performance.  Keywords :  Change management strategy, Awareness, Desire, Knowledge, Ability, Reinforcement (ADKAR), Key Performance Indicators (KPI)
Strategic Business Analysis on Investment Method of Coal Transshipment(Case Study of PT. KPC) Mantiri, Simon Aloysius; Siahaan, Uke MMP.
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

The economic slowdown in 2012 has exerted a significant impact on the coal industry. The fluctuation of demand for thermal coal, particularly from a large and growing market, forces producers to revise production plans set long before. Imposing a cost-saving mode throughout its operations, KPC can still maintain its sales volume for customers, while pursuing its strategy to increase coal production. According to Gede Ngurah Ambara, Manager of Business Performance Improvement at KPC, presenting at the 11th Annual Coal Market Conference 2013, KPC plans to produce a total of 66,66 Mt coal this year, still on track towards a 70 Mt production target in 2014. However, the capacity limitation of its coal loading facilities has impelled KPC to upgrade existing infrastructure. With total throughput of 42.5 Mt in 2012, there is a gap of around 27.5 Mt to be considered in 2014. While the main loading facility, Tanjung Bara Coal Terminal (TBCT), is being upgraded, transshipment could be the optimal alternative solution to ensure continuity of the coal supply chain.Playing an important role as an alternative to and complement of the TBCT operation, there must be intelligent selection of transshipment facilities. Thus, this project aims to decide on a suitable transshipment option to fill the gap in coal production. Options include an additional Floating Crane (FC), Floating Transfer Station (FTS) or Floating Coal Storage (FCS). The main factor governing the selection is maintaining a reliable coal supply to oceangoing vessels, avoiding bottlenecks, along with continued efforts to reduce demurrage.In the comparison of the methods, both a quantitative and qualitative assessment will be applied. The quantitative assessment used is an investment analysis of NPV, IRR, with WACC derived from Bumi Resources’ financial statement of 2012, while for the qualitative one, a concept from LD Ports & Logistics, elaborating a Transshipment Solution Decision Model,will cover operational, environmental and other important factors impacting coal loading operations, as applied to KPC. With the assumption of 15 Mt of additional production to be handled by transshipment operations (while the remaining gap will be handled by developed TBCT), it is clear that in the KPC context, Floating Coal Storage is the optimal choice, compared to other options, as buffer storage of around 60,000 t will ensure the reliability of transshipment to oceangoing vessels, and will shorten turnaround and laycan time, thus minimizing any demurrage penalties. Comparing the calculation of lease vs. purchase options for Floating Coal Storage (FCS), along with the consideration of points from the KPC Transshipment Solution Decision Model, it is clear that leasing the facility is a wiser option for the remainder of the CCoW (Coal Contract of Work) period,terminating in 2021.As an additional aspect of this research, Porter’s 5 Forces and a SWOT analysis of the company are to be conducted, with the intention of providing a broader perspective onboth the coal industry and company performance, which will assist in determining whether this project is feasible for implementation.  Keywords : transshipment, reliability, bottleneck, demurrage, throughput
The Analysis of Credit Policy Development in Bank AAA (Case of Implementation New Policy Architecture)
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Bank AAA as one of the largest and oldest private bank in Indonesia. Based on audit findings form Bank Indonesia, it stated that there are inconsistencies in credit policies between one credit policy to other credit policies. This leads to the NPL to be faced by the Bank, which in turn makes banks set large allowance as well. This of course will affect the capital requirements that must be owned by the Bank. Moreover, it causes different perceptions of credit policy that make the process in credit activities become not standard. This inconsistencies also leads to create different perception in doing credit activity process and credit policies. To resolve those two problems, author proposes and idea in credit policy development in a framework of credit policy development that contains of three big phase, pre-development, development and pre-development phase. Author is responsible in implementing the framework with three phases. The purpose of the framework is to have an integrated and structured credit policy. To minimize this, Bank Indonesia issued a new policy relating to capital adequacy is calculated based on the risk profile of each bank. Based on this, the bank that has large bad debt will automatically have the potential for credit risk and the greater the loss. In line with this, Bank AAA applies new policy architecture in bank-wide basis, where all existing policies have to be reconstructing especially in terms of content. With the implementation of the new policy is expected to help the parties who involve in lending activities and will ultimately reduce the amount of bad debt held by the Bank. The next step should be done by the Bank after having a policy is the attestation and monitoring of compliance in carrying out the things that are listed in the credit policy. Keywords: Risk Management, Credit Policy, Policy Architecture
Strategic Review of Mobile Value-Added Services (M-VAS) Opportunity Based On Customer Satisfaction and Loyalty Criteria in Indonesia
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Today, the telecommunications industry in Indonesia is experiencing a relative decline in ARPU (Average Revenue Per User) resulting in lower income mobile telecommunications service providers. This situation reveals that income from conventional voice services will not be enough for the mobile telecom service providers to survive. To overcome this, mobile operators develop a Mobile Value-Added Services (M-VAS) as a source of new revenue and differentiation strategies. Therefore, this research aims to discuss strategies and investigate the use of M-VAS in order to examine the determinants of customer satisfaction and loyalty in Indonesia so it will have an impact on corporate earnings. The findings confirm that mobile browsing and social media are the most frequently used by mobile subscribers. In addition, it was also discovered that the trust did not significantly affect the loyalty and social value does not affect satisfaction significantly. The finding of insignificant trust is allegedly as a result of balance theft that occurred in 2011. Regardless of the government's role as regulator, customer trust will be achieved if the infrastructure overhaul and properly communicated to customers through advertising, sales force activity, and Customer Lifecycle Management (CLM). The proposed implementation plan in the form of a list of activities, resource requirements, and the calendar of events up to the year 2014 where the election will be held. Keywords: M-VAS, Loyalty, Satisfaction, Balance Theft
Feasibility Study for Gas Power Plant Project in Kabupaten Muara Enim
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Kabupaten Enim Muara is one of the districts producing oil and natural gas in Indonesia, but in recent years a decline in lifting in the area which resulted in reduced revenue sharing from oil and gas sector gained Enim Muara District. In the calculation of revenue sharing, there was a significant decline in 2010 that only about 50% from 2009, while the sharing of natural gas, District of Muara Enim get an increase, and dipresiksi will continue to increase. Because of this, Kabupaten  Enim Muara plans to increase revenue by utilizing the distribution of natural gas lifting results. One of the businesses that will be entered by the Kabupaten Muara Enim is the construction of gas power plants. Before running the gas power plant project, Kabupaten Enim Muara will conduct an analysis of the distribution of natural gas they will get, after which it will be converted into the amount of generating capacity that can be built. After that, it can be seen the amount of generating capacity that can be built, then the authors can calculate the amount of the costs incurred, and the price of electricity to be sold to PLN, because electricity prices are calculated based on the costs incurred by an electric generator. From the data that has been calculated, the authors could analyze the feasibility of a gas power plant for Development of these. From the feasibility study analysis conducted, it can be concluded that the construction of gas power plants is feasible to run, it can be seen from a positive NPV (USD 15,175,775), the IRR exceeds the cost of capital (13.12%), more than one PI (1.23), and also the project payback is relatively fast through 6.25 years.                               Keywords: lifing, profit sharing, gas power plants, feasibility studies, montecarlo.

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