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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 11 Documents
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Search results for , issue "Vol 2, No 3 (2013)" : 11 Documents clear
Strategic Recommedation on Consumer Financing Business Center (CFBC) a Part of Consumer Banking Division PT Bank Syariah Mandiri Setiawan, Ari Ervan; Jayaprawira, Acep R
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

The position of consumer financing PT Bank Syariah Mandiri (BSM) until the end of 2011 reached Rp16 trillion, where achievement is increased by 58.23% compared to the end of 2010. An increasing number of consumer financing is also accompanied by another achievements namely stable value of NPF. Management target consumer financing in 2015 amounted to Rp50 trillion. This journal is to formulate a strategy for Consumer Finance Division, particularly in the business unit Consumer Financing Business Center (CFBC). The strategy formulated by external analysis through STEEP (Sociocultural, Technological, Economic, Ecological, And Political-Legal Environmental Forces); industry analysis porter five-force, and industry matrix. While an internal analysis conducted by analysis of quality of service, with a SWOT analysis to know the root of the problem. The results of the external and internal aspects of SWOT then summarized in SFAS (Strategic Factor Analysis Summary). Strategy formulation derived from the TOWS matrix. SWOT analysis showed Consumer Finance Division is in the area grow and build with alternative strategies include intensive strategy (market penetration, market development, and product development) or integration strategies (backward integration, forward integration, and horizontal integration). Effort needs to be done is to optimize the acquisition of CFBC application from Development Cooperation by way of making a scheduled visit of CFE (Consumer Financing Executive) that are always monitored directly by CSM (Consumer Sales Manager). Implement a comprehensive B2B collaboration to potential developers. Optimizing referrals from the branch, propose to the Consumer Finance Division that branches provide referral incentives on KPI (Key Performance Indicator), so that the branches are encouraged to approach the developers. Create and develop talent management. Increase promotion through various media and several ways. Keywords : Islamic banking, consumer finance, CFBC, grow and build, strategy.
Proposed Approach to Develop Corporate Social Responsibility Activities at KSO Pertamina Depot Cikampek Muhammad, Arisman; Rudito, Bambang
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Corporate race to do Corporate Social Responsibility (CSR) not only as marketing tools but also because Indonesian government has regulate it. In return, of corporate CSR, social legitimacy is established. CSR also can create corporate imaging in society; it will be good for company reputation in business world and can attract investors or other company who is willing to have partnerships. Pertamina Depot Cikampek is Pertamina depots manage by Pertamina Patra Niaga using Joint Operation (KSO) systems as a partner. Depot management has done some CSR programs, however community judges Depot management doing unsatisfying CSR program. Relation between Depot management with community and local administration are not go well. Research is done by doing observation, interviews and secondary data gathered from local administrations. From gathered data, it was found that communication between communities with the Depot is not running properly due to lack of a system to perform engagement. In addition, Depot management did not have planning for long term and sustain CSR program. Implementation begins from doing stakeholders analysis and mapping by doing stakeholders engagement. At the same time, CSR division should be establish and recruit its officers. After management can figure out community needs, they can start planning and preparation for CSR program. Lastly, implementation of program can be conducted.  Keywords: Pertamina Depot Cikampek, Corporate Social Responsibility, stakeholders engagement.
Marketing Strategy of 3M Sandpaper kusumoanggo, Prabantoko; Hudrasyah, Herry
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Business situation nowadays has undergone many changes as well as the competition which is getting fierce and tougher. The strong pressure in domestic competition has changed the nature of the economy led to a change in the way of operating for industrial enterprises. Facing this situation the company should be able to survive and win the competition by doing a strategy-oriented growth in the future. A multi level company in Indonesia facing stagnant sales problem of sandpaper product. Sales close to zero, but the quality of the product is actually great and promising. And now how to increase shares in sandpaper market with this situation. By doing market research and internal-external analysis, the root cause of the stagnant sales can be known and be solved immediately. By performing a comprehensive marketing strategy using the STP - Marketing Mix, Brand Awareness, Competition – Customer Analysis, 5C (Market Analysis) and Porter Five Forces as a tool to analyze the problem and determine the right marketing strategy that is able to deliver the changes and evaluate performance in creating a value in days to come through improved performance of the activities that carry out the proposed marketing strategy. The implementation of those marketing strategy starts from the rebranding, the increased activities of promotion and improvement of distribution channels as well as the market expansion, so that leading to a change towards the improvement of the company itself. Key words: Rebranding, marketing strategy, promotion, and market expansion.
An Analysis of Property Development Projects: HIGH HILLS Setiabudi & DERMA JAYA Samudera Jaya Muktamar, Riri
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

HIGH HILLS and DERMA JAYA as property developers need to relate the competitors’ project and condition of neighborhood (infrastructures and facilities), in determining market segmentation, and the way of to enhance their system by doing sort of analysis with several factors that shall be considered in conducting those analysis. This research combines the basic principles of project management, with strategic management and marketing management. It’s been conducted in a very simple way, but trustfully to be workable in property development sector. Even though there are numerous elements affecting a property development project, but this research will focus on the application of SWOT analysis in strategic management, 4Ps in marketing management and TQC in project management. Through process of observing neighborhood condition and analyzing competitor’s property development projects, author took a conclusion that mid-low customers are the most appropriate segment for DERMA JAYA’s project in Samudera Jaya, Bekasi Utara. Employees of a lot of industries in surrounding areas from supervisor to manager level are potential buyers for DERMA JAYA’s property products. Through process of observing neighborhood condition and analyzing competitor’s property development projects, author took a conclusion that mid-up to premium customers are the most appropriate segments for HIGH HILLS’ project in Sersan Bajuri, Bandung. Local people of Bandung and people from outside Bandung who have interest to own classy properties in North Bandung are very potential to be HIGH HILLS’ product buyers. In order to improve its system, DERMA JAYA and HIGH HILLS are recommended to create sort of standardized forms to control all steps of construction since the early constructing foundation to finishing process, in order to assure that all works are being done in accordance with company quality standards and government regulation. Another recommendation is to create a solid marketing team, in order to make sure that all products are feasibly marketed. Marketing team is to be actively involved in future development process. Their idea and opinion are to be taken as consideration in establishment of future marketing strategy. Keywords: SWOT Analysis, TQC Analysis, 4Ps Analysis.
Decision Analysis on Survey and SOil Investigation Problem in Power Engineering Consultant Setyaman, Amy Maulany; Sunitiyoso, Yos
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

The study aims to gather and organize information for decision making against the problems arising in Power Engineering Consultant’s survey and soil investigation product due to new policy in production cost efficiency that is implemented in 2012. The study conducted using Kepner and Tragoe's analytical process that consisted of four stages analytical process such as situation analysis, problem analysis, decision making analysis and potential problem analysis. As for the decision making analysis, the analysis will be conducted using Mix Method research. Starting with the qualitative method that involving detailed exploration from interview session with selected person and followed by a quantitative method, in which SMART analysis method is implemented. As the input of decision making analysis, there are five alternatives solution for Power Engineering Consultant’s problem, such as: fix the problem and continue to cooperate with third party institutions, establish cooperation with external surveyor team, establish internal surveyor team, acquisition of one selected surveyor company, and establishing “umbrella contract” with selected surveyor company. After the decision making analysis is conducted, the alternative to establishing “umbrella contract” with selected surveyor company is selected as the best alternative solution for Power Engineering Consultant’s problem. The result is considered as the best solution since the decision makers are involved in the entire decision making process. Based on this result, the implementation plan then made to be in line with Power Engineering Consultant’s current condition Keywords: Problem Analysis, Decision Making Analysis, Umbrella Contract, Surveyor Company 
Investment Analysis of New Inpatient Wards Project at Ulin Hospital of Banjarmasin Nugraha, Aldilla Wira; Aliludin, Arson
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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Adequate health care in a province is one of the primary needs that cannot be neglected. These needs will affect the health and life expectancy of the population of the province. Hospital is one of the health facilities provided by the government or private, in which there are many types of health services one of which is the inpatient ward. The research for this thesis conducted at new inpatient wards project of BLUD Ulin hospital in Banjarmasin. At this time, RS Ulin has ten class inpatient services with a total capacity of 520 beds. The main focus of this thesis is to conduct an investment analysis on new inpatient wards which claimed a total investment cost of Rp. 39,781,562,180. Investment valuation method used is Net Present Value (NPV), Internal Rate of Return (IRR) and payback period (PBP). Alternative funding of this project is 100% through APBD or 60% debt of investment cost. From the analysis it was found that the value of the project by fully APBD funding alternative budget has a greater NPV and IRR and PBP faster the NPV is Rp 28,496,595,592; IRR 14.67%; simple PBP 7 years 5 months; discounted PBP 10 years 5 months while that for second alternative funding the NPV is Rp (1,504,304,542); IRR of 9.15%. The scenarios analysis are set to five scenarios, which are very pessimistic, pessimistic, mostly-like, optimistic, and very optimistic with their respective optimal occupancy rate 56%, 63%, 70%, 77%, and 84%. Under the very pessimistic scenario the project has NPV Rp 10,899,289,212; IRR 11.06%; simple PBP 8 years 2 months; PBP discounted 12 years 7 months Keyword: Hospital, inpatient, BOR, NPV, IRR, PBP
Business Strategy Formulation for Crunchy’s Fried Chicken at Bekasi Area Tri Moerdani, Laksmana; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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The growth of the franchise is growing in Indonesia. The existence of a flourishing franchise in recent years cannot be avoid anymore. Crunchy's Fried Chicken or be referred by CrFC is one of thousands of existing brands. With so many competitors in the market, the products are particularly common in the region causing CrFC to determine the right business strategy formulation to be well received by the market. This study will explore the formulation of business strategy CrFC using a business model. Product leadership and customer intimacy use in crafting the Business strategy formulation. Keywords: Crunchy's Fried Chicken, Business Strategy, Business Model Canvas, Customer Intimacy, Product Leadership
Marketing Strategy of Narapati Indah Syariah Hotel Nurahman, Gari; Purwanegara, Mustika Sufiati
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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In 1992, the formation of Muamalat Bank as the first bank that based on syari’ah in Indonesia is the starting point of growth and development of syari’ah economic paradigm factually in Indonesia. So did in the global capital markets, the Western views this as one ethycal invesment or business of ordinary course, who enchase commercial values of a business with certain values. Meanwhile, the hospitality business as business engaged in accommodation services are maintained commercially is basically one other businesses, clean. However, because the tendencies of hedonistic desire, there were a lot of  “person” of hotel business who  shifting to the practice that contradicting to the governmental regulations, and from religious side, it becomes an “immoral” value. Regardless of all phenomenas, Ahmad Gemma Nurrahman as a General Manager of Narapati Hotel, motivated by his desire to make his hotel as a first hotel that applying syariah values, at the end of 2011 proposed an idea to convert the system and mechanism of his hotel management into the hotel that applying the syariah values. Until the end of 2011, the occupancy level of Narapati Indah Hotel & Convention average reached 62 %. But if it is compared in 2008 which reached 62.29 %, it means a significant decline. In 2012, after applying the label and values of “Syariah” beginning from the name to all activities implemented, so the point will has an impact on the loss of potential customers in the side and the emergence of potential on the other hand. The current question is, how to increase of Narapati Indah Hotel & Convention occupance with the customers who have morrality? Unclear STP make lack of differentiation. With no differentiation make the awareness became low, that’s the main reasons why Narapati Indah Syariah Hotel & Convention have a low occupancy level, beside of highly industrial competition is also became the other reason. The main thing to be done is to improve Occupancy Rate as desired by management of Narapati syariah Hotel & Convention is do proper marketing communication to build awareness of syariah hotel, defined new STP for syariah hotel, and reinforce the marketing effort in marketing mix, especially product, process, physical evidence and also Promotion. Keywords: Syariah hotel, low occupancy,Unclear STP,Islamic hotel 
Spasi Artistik Interaktif untuk Anak (SAIA): Creative Business Model Proposal for Children's Interactive Art Space and Art Therapy Augustin, Elfitra Mercredi; Larso, Dwi
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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Plato, the Greek philosopher once opined that "Art is supposed to be part of basic education or should be the foundation of education, because art, to a certain extent, it forms our personality sharpen the mind and character." This indicates that art has a very strong influence in the formation of human character, especially if introduced in early stage. On one hand, Art is also considered as an effective mental health treatment. In psychotherapy often used as an expressive medium to help clients communicate, cope stress and explore more in various personality aspects. Art therapy may eventually be an option for children with special needs. The need for a location that serves as a children's art community and the availability of art therapy in Indonesia seen quite possible. This thesis is to focus on the proposal / initiation of a creative social business model that has Value Proposition as a Children's Interactive Art Space and Art Therapy called Spasi Artistik Interaktif untuk Anak (SAIA). For limited source of information, the analysis be done by benchmarking against some overseas locations that have the same vision and mission as well as analyzing the needs of the external environment in Indonesia through interviews with experts and literature study. It resulted in how Children's Art Space and Art Therapy can be a very promising field to be implemented in Indonesia and a well-strategic plan is needed to overcome its weaknesses of lacking in initial capital and art therapist resources. Solution is generated by using Business Model Canvas to create a creative business model proposal that suits with the need and environment in Indonesia. With parents and children and/or children with special needs as the main Customer Segment, SAIA has three main Key Activities which are Art Space, Art Therapy and ArtCubator. Using Lovermarks style of Customer Relationship, Revenue Streams is generated from classes, workshops, art therapy and lease of space. Physical, human and financial as SAIA's Key Resources; and partnership with numerous organizations, companies, medias, foundation related with children, art, social and education. Implementation of the business model will be placed on the consolidation of all aspects in the Business Model Canvas into 18 month development process strategy which include a series of program like DSUSFellowship, Stack Them Up and Spread The News. Keywords: business models, art space, art therapy, children, children with special needs.
Increasing Salespersons Performance through Performance Evaluation Management in A Book Direct Selling Business Unit
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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Performance evaluation is probably the most important phase in the salespersons performance management system. Not only the results can be useful for other phases of the system, performance evaluation is the only phase where the salespersons formally can give feedbacks and suggestions to the company and therefore increase their job’s motivation and satisfaction. Increasing the quality of the evaluation process would also increase the performance management, thus increasing the salesperson’s performance. Sygma Daya Insani (SDI) is a book direct selling business unit that was established in 2005, in Bandung. As a direct selling company, the most critical element of SDI business model is its salespersons performance. Final data in 2010 and 2011 show that in average, only 10% of the salespersons made transactions each month. Furthermore, only 1-3% salespersons from all total productive salespersons made transactions every month (12 months) throughout the year for the last two years. All of these describe the low quality of the salespersons’ performance. Therefore, in order to improve its performance, SDI should improve its salespersons performance. The methodology to solve the problem is that the first step is to analyze the SDI corporate performance management. The second step is doing a literature review on salespersons performance evaluation management system. The third step is to formulate a new salespersons performance evaluation management system. This step is divided into 4 phases, a) company’s objectives identification, b) salespersons’ behavior identification, c) formulating a new system, and d) the new system assessment. The final step is formulating the final recommendation of the new salespersons performance evaluation system and its implementation phases. From the problem findings and the result of the questionnaire involving both management and the salespersons, it is concluded that the current salespersons performance evaluation system has the following conditions; a) except for the sales unit, there are no direct relationship between performance and rewards, b) absence of formal discussion of performance objectives and goals between salespersons and their supervisors, c) absence of formal discussion of performance evaluation session, d) performance standards and methods of evaluation were not very well defined, e) no standard criteria to be promoted as a sales supervisor, f) no scheduled time of the evaluation session, and g) no records of the performance evaluation that had been conducted. The proposed method is a combination between Management by Objectives (MBO) and Quantitative and Qualitative Measures. The process is that the organizational purposes are diagnosed and met by joining the sales supervisor and the salesperson in the pursuit of mutually agreed upon goals and objectives and joined to an action plan and then the progress and goal attainment are measured and monitored in appraisal sessions. The concept is expected to be a systematic, relevant, reliable and comprehensive system considering all of the elements and phases of performance evaluation management system in order to facilitate the continuous improvement process of the salesperson. Keywords: performance management, performance evaluation system, direct selling, management by objectives

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