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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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Search results for , issue "Vol 2, No 16 (2013)" : 10 Documents clear
Analysis Impact of Transfer Some Assets PT Tambang Timah to PT Timah (Persero) Tbk on The Performance and Efficiency PT Timah (Persero) Tbk Mahdalena, Eva; Wiryono, Sudarso Kaderi
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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The independence program's subsidiary company PT Timah (Persero) Tbk (PT Tbk) among others PT Tambang Timah (PT TT), which resulted in leasing transactions for buildings, machinery and equipment are charged by PT TT to PT Tbk for the use of buildings, machinery and equipment PT TT used by PT Tbk. PT Tbk is a tin ore mining company that lease the assets from its subsidiary (PT TT) in the form of 5 (five) dredges for tin mining operations based on mining permission (IUP) of PT Tbk with a total cost of lease per year is Rp. 40.202.862.562, - (include VAT) with a lease term of 5 (five) years. With the company's operational cost efficiency, then  PT Tbk review if the cost of leasing this property is cheaper or more expensive than the assets purchased by PT Tbk from PT TT. Buying Option 5 (five) dredges can result  efficiency with reduce cash out money amounting to Rp. 90.257.696.866,- and can improve the performance of PT Tbk is shoThe independence program's subsidiary company PT Timah (Persero) Tbk (PT Tbk) among others PT Tambang Timah (PT TT), which resulted in leasing transactions for buildings, machinery and equipment are charged by PT TT to PT Tbk for the use of buildings, machinery and equipment PT TT used by PT Tbk. PT Tbk is a tin ore mining company that lease the assets from its subsidiary (PT TT) in the form of 5 (five) dredges for tin mining operations based on mining permission (IUP) of PT Tbk with a total cost of lease per year is Rp. 40.202.862.562, - (include VAT) with a lease term of 5 (five) years. With the company's operational cost efficiency, then  PT Tbk review if the cost of leasing this property is cheaper or more expensive than the assets purchased by PT Tbk from PT TT. Buying Option 5 (five) dredges can result  efficiency with reduce cash out money amounting to Rp. 90.257.696.866,- and can improve the performance of PT Tbk is shown in the ROA ratio analysis projected in 2013 to 11%, ROI (11%), and ROE (15%).  Implementation plan buying of 5 (five) dredges are Dredges 16 Kebiang, Dredges 20 Belitung 1, Dredges 21 Singkep 1, Dredges 11 Karimata and Dredges 7 Meranteh is expected in mid-2013, the company efficiency is soon realized.  Thus, the funds already budgeted for the payment of taxes and interdistric transaction on lease 5 (five) dredges can be used to the five dredges maintenance costs itself. Keywords: Leasing-Buying, ROA, ROI, ROE.wn in the ROA ratio analysis projected in 2013 to 11%, ROI (11%), and ROE (15%).  Implementation plan buying of 5 (five) dredges are Dredges 16 Kebiang, Dredges 20 Belitung 1, Dredges 21 Singkep 1, Dredges 11 Karimata and Dredges 7 Meranteh is expected in mid-2013, the company efficiency is soon realized.  Thus, the funds already budgeted for the payment of taxes and interdistric transaction on lease 5 (five) dredges can be used to the five dredges maintenance costs itself. Keywords: Leasing-Buying, ROA, ROI, ROE.
Business Strategy Development and Business Model RS Bakti Timah (RSBT) Groups Pangkal Pinang Under Bakti Timah Foundation (YBT) Become PT RS Bakti Timah as An Existance of Diversification Effort from PT Timah (Persero) Tbk Wibisono, Muhammad Subuh; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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Rumah Sakit Bakti Timah groups (RSBT ) is a hospital that managed by Bakti Timah Foundation. Now, RSBT  will become independent through forming an Inc (Incorporated) that will be called “PT RS Bakti Timah”. Concern with the stock-holdings from this PT RS Bakti Timah (99 %) by PT Timah (Persero) Tbk, and (1 %) by Bakti Timah Foundation. This research shows the internal condition of the company and external industry situation with internal and external analysis to find the root causes. In this part, the authors used some model, they are external business situation analysis (macro environment) PESTLE Analysis, Industry Analysis Porter’s Five Force, Internal Analysis Resources and Capability, Business Model and Value Proposition Alignment, Business Model Need Analysis, SWOT analysis, and qualitative survey in questionnaire form and interview. From the business issues faced by RSBT groups, we got major problem that  RSBT groups has difficulty to get investment asset from investor (Bank) because its status under foundation. If RSBT groups will become independence, RSBT will get many benefit from PT Timah (Persero) Tbk Company as majority asset holder (99 %) and minority asset holder of Bakti Timah Foundation ( 1 %). From business issues that RSBT groups faced, the major caused by RSBT groups’ status under Bakti Timah Foundation until RSBT groups has difficulty to get investment asset from investor (Bank) because its status under foundation, with this independent of RSBT groups many benefit will be get for PT Timah (Persero) Tbk Company as majority asset holder (99 %) and minority asset holder of Bakti Timah Foundation ( 1 %). The result of this study we solve this problem by  using Strategic Innovation and Business Model Canvas, Strategic Generic Porter’s ; Corporate Strategy PT RS. Bakti Timah  and Business Strategy RSBT groups, together with Business Model Canvas RSBT groups existing and Business Model Canvas RSBT groups New/proposed. From the results, we suggest to implement analysis results into practical action. Keywords: RSBT groups, hospital business, development strategy, Strategy Implementation, business model Canvas
Business Strategy Development of PT DAK (Dok Air Kantung) in Order to be a Market Leader in The Shipyard Industry Wibowo, Ari; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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The aim of this final project is to find the root of the problems that occur in PT DAK (Dok Air Kantung) that is about the number of shipyard customers from internal PT Timah as a holding of 80% and the number of shipyard customers of the external which is only 20% of total revenue. The root of the problems that wasfound is that the quality of work offered by PT DAK is still less than the expectations of customers, customer complaints are not responded quickly, and the lack of marketing employee that can search the  external customer. Business strategy of the company must be changed immediately with respect to the shipyard key success factor. Business strategy development method used is the canvas business model, which used nine basic building blocks that must be fixed one by one to obtain the appropriate business strategy with the root problems that occur. Keywords: Shipyard, PT DAK, Canvas Business Model, Human Resources.
Early Mover Chasing an Opportunity: A Case Study of a Candidate of REDD+ Indonesia Project Developer Yulianda, Yoga; Sumirat, Erman
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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One of the crucial issues today faced by all of human being is climate changing. To fight with this phenomenon, some efforts are underway to overcome it. Reducing Emission from Deforestation and Forest Degradation (REDD) is one of these efforts. Business model of this approach is quite simple; who protect or upgrade forest condition should be paid. However, while other efforts have been regulated and enjoy carbon trading in the cap and trade horizon, carbon credits from REDD+ is still floating and waiting for decision from United Nations Framework Convention on Climate Change (UNFCCC), and the available market to sell REDD+ carbon is voluntary. Since it is voluntary only, then market size becomes obstacle in delivering carbon credits produced by REDD+ project type. Along with preparation of REDD+ institution in Indonesia, an early mover ready to catch the opportunity has taken an action in the middle of some uncertainties; regulation, market, price, paradigm and so on. Besides those challenges, some options exist to be chosen in creating expected value. Then this process needs management flexibility. Being involved with voluntary market only will tend to the negative Expected Net Present Value (ENPV) direction. But with the hope of incoming regulated market, ENPV is changing. This changing ENPV is merely because of wide difference on market shares. Since this hope is only 50% being occurred, handling the project cost should extend as far as possible from grant making. Along with this effort lowering Verified Emission Reduction to sell it in high quantity should be done for the first 5 to 10 years project life cycle, face it with progressive marketing strategy, and or executes conservation activities first. Free, prior, and Informed Consent becomes the guidance for project developers in engaging communities. It is valuable both for project quality enhancement and for the practical reason in upgrading VER price under Climate, Community, and Biodiversity Alliance.Key Words: Climate Change, REDD+, Carbon Finance, Real Options Analysis (ROA), Stakeholder Analysis
Analysis and Proposed Changes of TIN ORE Processing System on Cutter Suction Dredges into Low Grade to Improve Added Value for The Company Hutahaean, Benny Pahala; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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Mining technology using Cutter Suction Dredges (KIP) is currently performed by PT Timah (Persero) Tbk. Currently tin ore processing system in KIP produces high grade tin ore (±70% Sn). By applying high grade tin ore processing system in KIP, recovery of tin ore is low and associated minerals of tin contained in concentrates secondary jig will be wasted. To change the processing system to be low grade in KIP be enough to negate the sluice box equipment, because the secondary jig produces concentrates of tin ore with low grade levels. System changes tin processing in KIP be low grade, the consequences will transport tin ore to Mineral Processing Plant (PPBT) with a larger amount so that it will add the cost of transportation and processing costs in PPBT. By using production data in 2012, when the operating KIP converted into low grade, the tin is generated by changes in the system amounted to 741,02 tons and will be gained by economic value amounting to Rp. 115.752.676.478,- To implement a system change in tin processing KIP from high grade into low grade to note any factors which are very critical and critical factors. The main requirement of resources is human resources, financial resources, and information technology. Success factor the changes system is at  capacity ocean freight, recovery PPBT and management support, so that the system changes in Cutter Suction Dredges tin ore processing of high grade into low grade will succeed. Key Words : Cutter Suction Dredges, Mineral Processing Plant, Sluice Box, Tin Ore High Grade, Tin Ore Low Grade,Recovery.
Risk Management-Based Internal Audit for Auditor to Improve The Performance of Internal Audit Unit of PT Timah (Persero) Tbk Bura, Esther; Wiryono, Sudarso Kaderi
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT. Timah (Persero) Tbk. is a holding company whose primary activity is related to tin mining operations and services marketing  products of their business group. During company's time course and development, PT.Timah (Persero) Tbk. Internal Audit Unit/SPI, as the internal audit executor, always face demands of dynamic personnel professionalism and working capacity in all conditions. Related to challenges in the process of task implementations and internal audit function, interrelation between risk management and internal audit was obtained. Therefore, it is unavoidable for internal audit activity to use risk management process. From a comparative study of  3 (three) domestic as well as foreign companies is PT Petrokimia Gresik, PT Sucofindo and Turk Tellekom (Turki), strong link was found between risk management and internal audit and their roles in improving internal audit of those companies.  Moreover, based on analysis results of PT.Timah (Persero) Tbk.'s role in carrying out its function and part, by using qualitatively-based research methodology, it was found that there were some weaknesses that could potentially reduce internal audit effectiveness and efficiency. Hence, a suitable approach of the application of risk management-based internal audit was proposed in form of a business solution for the internal audit unit of PT. Timah (Persero) Tbk. Benefits of the application was provided with reference to those 3 (three) domestic and foreign companies that have applied the approach. Keywords: Risk, Risk Management, Audit, Audit Internal
Reformulation of Business Strategies for Increasing Sales of TIN Product Stabilizer at PT Timah Industri Sundoyo, Hadi; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT. Timah Industri (PT TI) is a subsidiary of PT. Timah (Persero) Tbk which exploit comparative advantage of its parent company as the second largest tin producer in the world. With these advantages PT TI entered the downstream PVC stabilizer tin base. Starting from the difficulty of selling their products and then raised the question in inventory management. PT TI should immediately take strategic steps to save the tin chemical business continues to lose money from time to time. From the results of an exploratory study on the issue of business acquired four main issues, namely: on the product and marketing, material, financial and managerial. Then advised there are three (3) basic strategies that can be selected as the main basic approaches for achieving the strategic objectives of PT TI market development, product development strategy and strategic alliance strategies. This new formulation of business strategies to use PT TI Business Model Canvas in 2013 and used as the basis for the application of Diamond Strategy until the end of 2015 which includes a focus on the core business, forming strategic alliances, developing a network of distribution channels and financial restructuring in the hope that the business of PT TI can continue to survive and thrive, and sustained in the future. Keywords: Business Strategy, Business Model Canvas, Market Penetration, PVC Stabilizer
Business Analysis of Antimony Between PT Timah-Mitsubishi-Yamanaka Purwoko, Purwoko; Wiryono, Sudarso Kaderi
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT Timah (Persero) Tbk is the State Owned Enterprises that do tin mining business integrated starting from exploration, mining, smelting and marketing. The company set a target revenue growth of at least 15% per year by the company's business development strategy year (Albar, Alwin, personal interview, 10/9/2012). Inorganic Chemical Unit is a business unit of Mitsubishi Corporation that provides services and products, ethanol, methanol, ammonia, sulfuric acid, fertilizers, mining products and other.  Yamanaka & Co Ltd has a copper smelting business, metallic materials, electronic materials, chemical industry, and experienced more than 20 years to produce antimony trioxide.  Since the 2009 China as the supplier of the world's largest antimony metal (82%) regulate antimoni industry in the country, one of which implements the antimony metal export quota and prevent illegal mining or smuggling activities. This brings Chinese policies impact antimony metal supply deficit in global market and lead to a price increase from USD 5,500/ton in 2007 reached peak USD 17,200/ton in 2011 and USD 13,400/ton in June 2012. According to projections made by Mitsubishi Corporation, world consumption antimony in 2016 for 241,650 tonnes with supply of 206,460 tons so that there will be a supply shortage 35,190 tons. Antimony smelting plant requires a total project cost of $ 16,851,655 and financial analysis of the business of appealing to run because of the calculation of the financial projections all provide good indicators, namely: IRR 110.02%, NPV of USD 30,641,727; ROI 55.8%; PBP 1.1 years and PI 7.5. This situation is captured as a business opportunity by PT Timah (Persero) Tbk, Mitsubishi Corporation and Yamanaka Co Ltd is planning to form a strategic alliance Joint Venture Company (JV Co) with antimony smelting plant established in Indonesia with a capacity of 5,000 tons / year. The sales target for the Japanese market as much as 3,000 tons / year, South Korea targeted 1,000 tons / year and the rest for the Indian market, Thailand, Hong Kong, Europe and the Americas allocated a maximum of 1,000 tons / year. Keywords : antimony business, strategic alliance, business analysis of antimony, antimony metal, antimony smelting project.
Merger Review Process Finance PT Timah (Persero) Tbk and PT Tambang Timah Eliani, Fina; Wiryono, Sudarso Kaderi
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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Law no 4 in 2009 is about Mineral and Coal Mining 2009 and its implementation rules set mining companies do their own mining activities and conduct processing and refining facilities in the country and has its own processing or purification. PT. Timah (Persero) Tbk is having the biggest Tin Mining Permit in Indonesia but has no mining equipment, metal processing and refining facilities and other assets due to the mining operations supporting the asset has been transferred in the context of business expansion (spinn off) in 1998 as a capital contribution Subsidiary to the PT.Tambang Timah. After the enactment of the Mining Law, PT. Timah Tbk conduct mining activities that give rise to its own internal transactions between PT. Tambang Timah and PT. Timah Tbk ineffective and inefficient.In 2012 Minister of Energy and Mineral Resources (ESDM) published law No.7/2012 of Added Value Through Mineral Processing and Refining Mineral activities, in order to comply with the regulations PT. Timah Tbk purchase processing facilities and / purification along with other supporting assets are located in Unit Metallurgy. Therefore it will be proposed merger solution. Analysis shows that with merger in 2013 reachs efficiency Rp. 8.9 billion and increase in cash / cash equivalents of Rp 23, 7 billion. Expected merger synergies will also result in managerial, streamlining organizational structure and company’s support going concern. Through this merger would make PT. Timah Tbk as mining companies an efficient and integrated with core ownership of whole mining assets so it can achieve the conditions in accordance with the Mining Law and its implementation. Keywords: Mining Law, Merger (Merger), PT. Timah Tbk, PT. Tambang Timah
Judicative Analysis Towards Assets Protection which are Realties and Building of PT Timah (Persero) Tbk (A Case Study of Official Home)
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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In the early nineties, PT Tambang Timah, recently known as PT TIMAH (Persero) Tbk is  Stated - owned enterprise that its operational area control  in Bangka and Belitung islands, Bangka Belitung Province and Singkep and also Karimun - Kundur, Riau Archipelago Province was involved in fluctuation by overwhelming of world supply of tin that caused world price of tin decrease drastically at that time. That condition made PT TIMAH was involved in financial difficulty for operational cost. Concerning  that condition, PT TIMAH should take a company deliverance action by doing restructure. One of restructure action was doing assets transforming / resignation that were not relevant to the company main business. Principle approval of abrogation and displacing of fixed assets issued by letter of Monetary Minister of Indonesia Republic No. S-1218/MK.016/1992 dated October 13th, 1992 and by implementing according to regulation enterprise. Assets transformation that is official home was still get some problems with the Timah retirees up to now. The problem caused by the differences point of view in analyzing of the letter issued by Monetary Minister of Republic Indonesia, it will be mastery of the official home by retirees.  Keywords: Realties and buildings. Judicative, Assets protection

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