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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 4 (2013)" : 11 Documents clear
Marketing Strategy Formulation And Implementation At The Garuda Wisnu Kencana Cultural Park To Create Word Of Mouth Marketing Putra, Raden Muhamad Mersa Satyawardana; Desiana, Krisnati
The Indonesian Journal of Business Administration Vol 2, No 4 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Krisnati DesianaLocated in Jimbaran, Bali, the Garuda Wisnu Kencana Cultural Park or better known by the locals as GWK with its gigantic Garuda Wisnu statue will serve as Bali's tourism landmark. In this paper the objective of this research is to formulate a Word Of Mouth marketing strategy that will make GWK become larger and better known not just in Indonesia but also around the world.The whole concept is to be a symbol of art and culture. It is projected that GWK Cultural theme Park could become a symbol of international tourism in Indonesia. It will become a tourist destination. The methodology that will be used in this research is Qualitative Research. Qualitative research uses a direct approach that clearly sets forth the purposes of research so the question is simple and straight to the point of the problem, in this case I used the In Depth Interview, ideal for travelers as the target of my respondents. Results that can be achieved will be used as guidelines for the GWK management to be better. Before doing what was described above, it is better for the leadership of the Garuda Wisnu Kencana Cultural Park to conduct internal management primarily about being more modern. It is better to do the research of HR systems as well. Need to do more market research about consumer behavior in the visiting tourist spots.Publication is an important media that needs to be maintained with consistency and content delivery that is direct perception
Proposal to Improve Employee Engagement at PT Telekomunikasi Indonesia, Tbk Prananta, Josia; Gustomo, Aurik
The Indonesian Journal of Business Administration Vol 2, No 4 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT. XYZ transformed into T.I.M.E.S. Company in 2009. This transformation were done to maintain their position as market leader in telecommunications industry. PT. XYZ also transform their organization to support this transformation.Based on survey results XYZ Employee Survey in 2011, the employee satisfaction level in PT. XYZ was categorized high but, this achievement is not supported by the company’s performance. Based on PT. XYZ’s internal report in 2011, only 9 of 69 T-lab areas that able to meet their performance targets. This survey report was confirmed by Theme O Meter (TOM) survey in 2011, that show the level of XYZ’s 5C application is hasn’t meet the corporate target. According to Daft (2009), this condition is caused by ineffective organization. According to Right Management (2010), The organization effectiveness can be enhanced by increasing the level of employee engagement.This research focused on measuring the level of employee engagement in newly transformed unit at PT. XYZ by using a questionnaire survey that composed using the combination of several theories that related with the employee engagement theory.  The questionnaire analysis result show that the most influencing factor to employee engagement is the collaborative innovation factor. Therefore the optimization of collaborative innovation needs to be done. Based on further analysis result, PT. XYZ is suggested to redesign the Theme O Meter (TOM) assessment question, apply the TOM assessment result as the leader’s KPI, and improve the method and the weight of the score in 360o assessment to optimize the collaborative innovation culture.  Keywords: PT. XYZ, employee engagement,collaborative innovation 
Increasing Sales of Pertamina Non-PSO Fuel Through New Concept of Gas Station Pirous, Haekal; Nasution, Reza Ashari
The Indonesian Journal of Business Administration Vol 2, No 4 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Pertamina must increase revenues from the sale of Non- Public Service Obligation (PSO) Fuel. Increased sales of Non-PSO fuel Pertamina can be obtained if Pertamina can give right market offering to the general market segment “BBM Non-PSO and PSO Combiner”. Research showed that Pertamina gas station CVP is under CVP competitors so lowering costumer experience and the business ecosystem of Pertamina also have problem. Based on that data, researchers proposed a new concept of gas station that only sell Non-Pso fuel named Pertamina Prime-X Gas Station and have new business ecosystem.  Keyword: Costumer Value Proposition, Business Ecosystem. 
Decision Analysis of Vessel Re-Flagging: Case Study of PT Hallin Marine Indonesia Wardianthi, Renni Puri; Sunitiyoso, Yos
The Indonesian Journal of Business Administration Vol 2, No 4 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

The underwater inspection services performed by the subsea contractor to support offshore operations in oil and gas industry which is currently depends on foreign companies due to the resources and equipment were not available in Indonesia.  Lack of equipment and resources domestically contrary to the need the underwater inspection skills and dominated by foreign companies and foreign workers the government issued a policy to discontinue the use of foreign flag vessels including foreign workers who work on-board the vessel in Indonesia in accordance with the principle of cabotage to optimize local resources which will implement in early 2013 for several types of vessels operating in Indonesian waters. A contribution towards to support the Government regulations tailored to the needs of the market for diving support vessels to do the underwater services, Hallin intends to revamp its vessel into the Indonesian flagged vessel. This paper will determine the best option which vessel suitable to be re-flagged in-line with the cabotage principle as the bottom regulation for Indonesian water transportation regulation. The analysis of vessel determination will be conducted using a SMART analysis and Basic Patterns of Thinking in the Organization Context such as Situation Appraisal, Problem Analysis, Decision Analysis and Potential Problem Analysis get a suitable vessel to be re-flagged tailored with the questionnaires given to the clients, it is expected to receive a feedback and determining the type of a suitable vessel, the process of implementation and application to re-flagged.   Keywords: Decision Analysis, Cabotage Policy, Diving Support Vessel, SMART Analysis, Problem Analysis, Situational Analysis and Potential Problem Analysis. 
Implementation of Stock Inventory Policy in Indonesia PSC Contract : A Critical Review to Minimize Surplus and Dead Stock Inventory in order to Optimize Government of Indonesia Revenue Yoewono, Erie; Nizar, Adirizal
The Indonesian Journal of Business Administration Vol 2, No 4 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Upstream oil and gas industry is vital to Indonesian economy, more than 30% of states revenues generated from the sale of crude oil and natural gas. Government of Indonesia (GOI) is the holder of mining rights and in practice can delegate the mining rights to both local and foreign contractors to be managed in the form of production sharing. This model known as Production Sharing Contract (PSC). One of the feature of PSC contract is the reimbursement on costs incurred by the contractors in their oil and gas operations. Since 2000, oil production continues to decline, while the number of cost recovery for producing oil and gas continue to climb. The higher the cost recovery, the lower GOI share will be. Therefore, controlling the number of cost recovery needs to be done comprehensively so that the savings can be distributed to the welfare of Indonesian people. So far, BPMIGAS has made many efforts, such as joint-rig procurement, reduction of the number of expatriates, reduction of employee benefits, and many others. But there is one function that often overlooked, which lies in logistics function. This study attempts to identify the causes of surplus and dead stock material arise from logistics function in contractors, and to find the most appropriate solutions to reduce excessive buildup of materials in the future. Studies conducted using surplus and dead stock balance as of December 2011 to describe the actual condition. The combination of primary data, (field observation and interviews to respondents from the contractor and BPMIGAS) and secondary data (journals, books, papers, annual reports, monthly report) was performed to obtain comprehensive analysis. Based on data collection, there are two main causes of surplus and dead stock which are PSC contracts provision that allow non-capital inventory to be charged at the time the materials arrive in Indonesia, the other main cause is the lack of integrated system in material management combined with no uniform material codification among the contractors, thereby reducing the effectiveness of material transfer as a mean of optimizing the movement of assets. Subsequently, several alternative solutions are examined to obtain the optimal solution for controlling the rate of surplus and dead stock in the future. These include: consignment/vendor managed inventory, parts pooling, application of bar code and Radio Frequency Identification (RFID), to outsourced the logistics function, implementation of OEM parts, etc. Of the many alternatives that were examined, change the PSC term at the contract-renewal proposal  by the contractor and, and develop an integrated material management application which include codification can be implemented as the most effective way to mitigate the build up of excess materials in the future. In the end, savings from cost recovery will be greater because procurement of new material can be reduced. Keywords: inventory management, cost recovery, the oil and gas industry
Developing A Differentiation Strategy of A Captive Insurance Companies Case Study of PT XYZ Adriana, Dadi; Sunitiyoso, Yos
The Indonesian Journal of Business Administration Vol 2, No 4 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT. XYZ (XYZ) is an Indonesian captive insurance company which provides various general insurance products. In this research, XYZ’s  differentiation strategy will be crafted by going through the strategic management process by using SWOT and five forces analysis. Based on the result of the environment analysis, XYZ’s differentiation strategy are determined and discussed. In a nut shell, XYZ’s strategy is to “achieve its vision e.i. To be The Most Admired General Insurance Company by offering innovative risk protection solutions.”  Keywords: captive insurance company strategy, strategic management, differentiation strategy.
Business Strategy Recommendation for Que Rico Hamburguesa Restaurant Badalamenti, Vorega; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 2, No 4 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Food and beverage industry in Indonesia is growing rapidly. Burger is one kind of food growing and popular on the market. Number of restaurants and burger outlets are increasing. They offer a burger at a low price even expensive, but did not consider the quality of the burger itself. By looking at these opportunities, Que Rico Hamburguesa established as the pioneer of unique and healthy burger at affordable prices. As a restaurant that has not been in business long enough, Que Rico Hamburguesa faces some problems and challenges. The emergence of competitors in the area makes the competition within industry really tight, Que Rico Hamburguesa does not have appropriate business model and concept yet to be able to survive and win the competition in this industry. This study methodology using qualitative approach by conducting interview with the owner, observation the business activities, and spreading questionnaires to 150 people of Que Rico Hamburguesa’s customers. All those things are done to obtain information to support this research. The data combined with the external and internal factors are analyzed in order to find the solution of the problems and challenges being faced by Que Rico Restaurant Hamburguesa. This research is focused on the making of business strategy for Que Rico Restaurant Hamburguesa using three business strategies to solve the problems and to prepare development strategy for the future. First is Diamond Strategy, which giving the company direction to achieve their vision, implementation strategy, and increase its brand  awareness. Second is Generic Competitive Strategies that define the concept of Que Rico Hamburguesa Restaurant. Que Rico Hamburguesa should focus on differentiation. The last one is Business Model that can determine the identity of Que Rico Hamburguesa business itself by using nine elements of the business model canvas. Those strategiesis as the solutions must be implement properly and systematically execute. Divided into short term and long term plan with several important aspects that should be considered in order to continue to survive in this industry and develop its business. Keywords: Fast Food, Business Model, Business Strategy
Strategic Service Analysis Pusako Hotel to Increase Occupancy Rate Tyas, Anggi Fitrining; Wibowo, Satya Aditya
The Indonesian Journal of Business Administration Vol 2, No 4 (2013)
Publisher : The Indonesian Journal of Business Administration

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The tourism industry is the fourth largest foreign exchange earner for Indonesia after oil and gas, palm oil, rubber and processed in 2011. This industry is expected to continue to grow and expand in Indonesia in line with government programs to take advantage of all the potential of tourism in Indonesia. West Sumatra, especially the Bukittinggi is one of the favorite tourist destinations in Indonesia also felt the positive effects of tourism development in Indonesia, namely the increasing number of tourists, both domestic and foreign to this city. So the demand for hotels is also on the rise. As a result, competition among hotel service providers cannot be avoided. Pusako Hotel is a 4 star resort in Bukittinggi with 23 years of experience in the hotel industry. Since 1989 Pusako Hotel is the only 4-star hotels in Bukittinggi, until in 1995 emerging competition from competitors with the same star or with the same concept. As a result of intense competition, the last two years Pusako Hotel occupancy never reaches the target set by the management. This is also due Pusako hotel cannot provide service to the customers satisfaction. The focus of this thesis is to find a solution that can help service strategy Pusako Hotel to improve the occupancy rate. Root cause analysis is needed to determine why the Hotel Pusako unable to achieve the target occupancy. Internal analysis, analysis of business situations, and analysis of quality of service needs to be done. The analysis shows that the root of the problem that caused the decrease in occupancy Pusako Hotel is the low level of customer satisfaction, on physical facilities and service responsiveness that existed at Hotel Pusako. In addition, the position of the product life cycle Pusako Hotel is currently at maturity phase. Some service strategies recommendations are proposed to respond these conditions. The resulting strategy is to renew Segmenting, Targeting and Positioning (STP) as a basis for the establishment Pusako Hotel marketing strategy. Then the marketing strategy recommendation applied to the form of the Marketing Mix. Keywords: tourism, hospitality industry, Bukittinggi, hotel resort, service marketing strategy.
Managing the Operation of Call Center: An Attempt to Improve Service Quality for Costumer Satisfaction Case Study: PT. Astra International, Tbk - AstraWorld Mukhaiyar, Hadi; Firman, Aries F.
The Indonesian Journal of Business Administration Vol 2, No 4 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

As CRM company for automotive industry, AstraWorld face so many challenges, especially in call center services. Almost every day, our end customers make interaction with call center agents 24 hours and 7 days. The activities are also different and depend on the customers needs, such as inqueries, booking, complaint, customer requests, emergency assistance, etc. But during that time, there is none survey to measure whether the customer feel satisfied or dissatisfied so the company able to set a strategic to improve the operational quality of service. Another fact found from our database analysis research that the customers will make interaction with the call center after 6 month – 12 month later. So looking at this condition, positive or negative services given will determine the customers level of satisfaction or event determine whether the customer want to use call center services again. This project will share about what is the real expectation that the customers bring while using call center and how to manage the operational call center with excellent services. Initial survey from all aspects that affect Customer Satisfaction (CSAT) Index is conducted to all customers who ever made interaction with call center, such as System Accessibility, Process & Procedures, and People. System accessibility related how easy the customers able to reach call center agent after dialing up the hotline number. Process & procedures related on how flexible information requested able to deliver to the customers. And people related to agents level of competencies and knowledge in delivering all customers needs. To be able to find the root cause then additional surveys are required both from internal agents perspective and customers perspective. The problem solution offered focus on quality internal improvement, include Developing People Competencies and Enhancing Knowledge Management Features. Through these strategies hopefully able to develop professional call center agents with excellent services standards. And of course able to improve company CSAT score.  Keywords: Call Center, Customers, Service Quality, Call Center Agent, Customer Satisfaction 
Company Valuation Analysis on PT Dayamitra Telekomunikasi in Preparation of Intial Public Offering (IPO) Wahyudi, Andi; Surya, Budi Arta
The Indonesian Journal of Business Administration Vol 2, No 4 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT Dayamitra Telekomunikasi, known as Mitratel, a subsidiary of PT Telekomunikasi Indonesia Tbk, is a one of the leading company in tower leasing industry. In 2012 General Meeting of Shareholders, the shareholders asked Mitratel to explore the possibility of an IPO (Initial Public Offering). The objective of the shareholders is to unlock Mitratel value and to finance Mitratel capex while maintaining the Debt Equity Ratio (DER) below 4.0x. Mitratel must assess the value of the company and also asses the IPO plan itself. Undertaking an IPO is a business decision that must be based on consideration of a number of factors. The methods used in this final project to determine the value of Mitratel are Discounted Cash Flow (DCF) Valuation and Relative Valuation. DCF method used is two-stage Free Cash Flow to Equity (FCFE) Discount Model. Relative valuation methods used are Price to Earning Ratio (P/E) and Price to Book Value (PBV) multiples. The results from the two methods are combined to come up with the realistic and attractive price of equity per shares. This final project will also analyze the IPO decision based on strategic, financial, and valuation factors, whether the IPO will satisfy the objective of the shareholders. From the analysis, Mitratel is already eligible to list its shares in the main board of Indonesia Stock Exchange, with the recommended price for Mitratel equity is between Rp. 15.000,- to Rp. 20.000,- per share. However from the strategic, financial, and valuation analysis, in order to get better value, Mitratel is recommended to hold the IPO plan. Keywords: Two-stage Free Cash Flow to Equity Discount Model, Relative Valuation

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