The Indonesian Journal of Business Administration
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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<![CDATA[Proposed Financial Strategy of Paid Up Capital Requirement for Bank Sumsel Babel Syariah's Spin Off in 2020 ]]>
<![CDATA[Faradhipta, Adrian Chandra]]>;
<![CDATA[Aliludin, Arson]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 10 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract. Indonesia Banking Act No. 21 issued on 16 July 2008, and Bank Indonesia Regulation No. 11/10/PBI/2009 or known as PBI No.11 regarding Sharia Business Unit enacted on 19 March 2009. Both regulations require all conventional banks which owned Sharia Business Unit (UUS) to spin off their UUS becoming general Islamic Bank or known as Bank Umum Syariah (BUS). Bank Sumsel Babel that has Sharia Business Unit called Bank Sumsel Babel Syariah is also no exception in these regulations. They have to obey the rules and doing spin off at least in 2023.In 2011 Bank Sumsel Babel had already gave a proposal to Bank Indonesia. They already arranged the the scenario of paid up capital. In meantime there are a lot of factors affected Bank Sumsel Babel operation. They just only could gather 232 Billion up till 2014, this lead Bank Sumsel Babel Syariah being struggle with their own plan to do spin off in 2020. In order to find out the solution, the writer of this thesis analyse the available options for Bank Sumsel Babel to get additional paid up capital from various sources. Based on the analyses and some considerations the best option for Bank Sumsel Babel is doing IPO about 25% of it shares to public with totalKeywords: international expansion, market growth strategy, lubricant market, passenger cars and pickup trucks sectors, flanking strategy, Hambrick and Fredrickson’s framework of strategy.]]>
<![CDATA[Implementation of Change Management in Store X ]]>
<![CDATA[Putra, Rangga Permana]]>;
<![CDATA[Rudito, Bambang]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 10 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract - The author doing the implementation management changes directly to the Store "X" located in Sukabumi, the company has been moving in this industry for 24 years. Changes that will be conducted the company namely, transformation that includes leadership, strategy, structure and culture and have the nature of revolutionary. If the, encounter of failure will lead to shocks in the company, so that the necessary the application of changes management in to manage them. This research describes how to perform the transformation and handling of resistance that will arise in making changes. The model used is Prosci's Change Management Process and The ADKAR model, because this model overall will guide agents of change in determining the stages of will be conduct in the process of change management. In the implementing the change, the process will be divided into two stages, the first stage is the introduction formulation of business requirements and designing concepts, the next is the second stage namely to apply and implementing. The Company has conducted a survey of its employees, amounting to 20 people. The results of the survey showed the awareness and the desire to make a change with the value of 3,35 and has a sufficient understanding of the changes with the value of 3,25. This change program will be succeed with attention to other factors like a planning and strategic namely, the implementation process and application the program of changes. The company has planned implementation of this change program during the term 18 months. Keywords : Change Management, Transformation, The ADKAR Model, Implementation]]>
<![CDATA[Proposed Marketing Strategy for PINISI Hotel ]]>
<![CDATA[Putriamalia, Livia]]>;
<![CDATA[Wibowo, Satya Aditya]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 10 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract.Bandung is known as the one of the cities in Indonesia, rich in tourism objects that are able to attract tourists (international and domestic) from year to year. The presence of trade and services sector has increased significantly compared to other sectors. This condition proves the hospitality business in Bandung is still profitable. Pinisi Hostel is a hostel that located in Bandung. As a new entrant, there are various issues that hit the Pinisi Hostel, such as not well known yet and stagnant occupancies rate, the demand high only on the weekend or holiday. The purpose of this study is to give solution for Pinisi Hostel, so that Pinisi Hostel can increase its sales. Some solutions that provided can be useful and give an input and also can used as a marketing strategy to increase sales for Pinisi Hostel. The resulting business solution is renew Segmenting, Targeting and Positioning as a basis of establishment of Pinisi Hostel marketing strategy. Then the marketing strategy recommendation applied to the form of the Marketing Mix.Key words: tourism objects, hospitality business, Bandung, marketing strategy]]>
<![CDATA[Proposed Marketing Strategy for Mr. Komot Café and Cakeshop ]]>
<![CDATA[Lestari, Adinda Ayu]]>;
<![CDATA[Wibowo, Satya Aditya]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 10 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract. As the culinary city within Indonesia, Bandung surely has a potential in culinary which can lead into a great opportunity for many business people within food business. Therefore, Mr.Komot café and cakeshop as one of café in bandung try to catch this opportunity within food business. Mr.Komot was established on October 3rd, 2010 and offers many delicious food and beverage, especially cakes. Even though Mr.Komot has been existed in food business within Bandung for more than three years, people seem to choose other café more than they choose to come to Mr.Komot. The business issues which are faced by Mr.Komot are sales performance and the lack of brand awareness of Mr.Komot. The internal analysis was conducted through STP and Marketing Mix analysis while the external analysis was conducted through Porter’s Five Analysis and competitor analysis. After conducting internal and external analysis then SWOT can be defined. As the result, the root cause of this research can be found and the next step to do is proposing the business solution. Survey was conducted through questionnaire to know about the importance and performance of Mr.Komot Marketing Mix from the respondents. There are five attributes of root cause which consist of Product, Price, People, Physical Evidence and Promotion which are divided into critical quadrant based on Importance-Performance Analysis (IPA). Keywords: food business, bandung, café, marketing strategy]]>
<![CDATA[Proposed Marketing Strategy for Enjoy Tour and Travel ]]>
<![CDATA[Hadianie, Zenie]]>;
<![CDATA[Aldianto, Leo]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 10 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract – Nowdays every people need a holiday for entertaining themself after density of their activity. Holiday for every people has been important. Todays how many tour and travel services which is can help us to arrange our holiday so it easier to do a holiday. The business players in the Tour and Travel industry were competing to gain profit by providing various attractive offers so that customer prefer to receipts their services compared to its competitors. Enjoy Tour and Travel participate in providing tour and travel services, especially in Bandung and Jakarta. Enjoy Tour and Travel be operates since 2011. And in 2012 Enjoy Tour and Travel doing the expansion of destination in their business. And nowdays they faced the problem the unsuccessful the expansion and the increasing of the competitor in this industry. The variuous analysis such as external analysis, internal analysis, customer analysis, competitor analysis and SWOT analysis doing to know the root cause of the problem that faced by Enjoy Tour and Travel. The main cause of this problem then grouped by three type, they are the problem of no strategy marketing, the problem of limited financial of company and the problem of barrier to entry is low. To rising this problem, the writer proposed the solution for Enjoy Tour and Travel. The Solution business consist of the proporse the STP and proposed the marketing mix. As for the plan implementation for doing the solution business that proposed consist of plan implementation marketing mix, budgeting financial and plan time activity. Keyword : Tour and Travel, Strategy Marketing, Marketing Mix]]>
<![CDATA[Estimating Brand Switch Among Telkomsel, Indosat, and XL Customers in Twitter Data by Using Text Mining Method ]]>
<![CDATA[Moniaga, Steven]]>;
<![CDATA[Iskandar, Budi Permadi]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 10 (2014) ]]>
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<![CDATA[Abstract. Telecommunication industry needs to retain its customers because the cost for recruit new customer is higher than to retain customers. Therefore, telecommunication industry needs to estimate its customer churn.Indonesian telecommunication industry is characterized by the dominance of prepaid market and estimating customer churn in prepaid market is more difficult because the limited customer data. On the other hand, Indonesian people tend to express their opinion through social media such as Twitter. Because of that, Twitter can be a tool to gather customer information.However, the data gathered from Twitter is text data which is difficult to be processed by the computer. Text mining method is used to extract information from text data. Text mining is analysis of text which is done by the help of computer.With text mining methods, of the many complaints from consumers can count the number of customers who switch brands. This proves that the method of text mining can be used as a new method to get information from text data contained in social media. This research will try to apply a text mining method for estimating the customer loss among Telkomsel, XL, and Indosat.]]>
<![CDATA[Analysis of Corporate Financial Decisions at PT Telekomunikasi Indonesia Tbk in Order to Increase Its Firm Value ]]>
<![CDATA[Whuana, Wiweka Reksa]]>;
<![CDATA[Soekarno, Subiakto]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 10 (2014) ]]>
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<![CDATA[Abstract— Any firm goes through the same life cycle – start up, rapid expansion, high growth, mature growth and decline. There are similar characteristics shared by firms within the same phase of life cycle in term of choices to increase firm value. They also typically share the same financial performances although some firm may not face the same circumstances. But it is rather an exception than the norm. PT Telekomunikasi Indonesia, Tbk (Telkom) has seen its growth decelerating. While on the other hand, it wishes to achieve market capitalization ofIDR 300 trillion by 2015. This paper analyzes corporate finance decisions of Telkom in its bid to increase the stock price. This study also employ the concept of corporate finance as outlined by Damodaran (2010), in which corporate finance can be detailed into three important decisions: investment, financing and dividend decision. This study found the investment decision, represented by IDN, to be feasible from the valuation standpoint. However, it is subject to Telkom satisfying several assumptions. The capital structure of Telkom is also found to be optimal, in the sense that the cost of capital is the lowest. On dividend front, this study concluded that Telkom still has more cash to be returned to the shareholders.The implementation of IDN should be done in an orchestrated and well-planned manner. Units responsible for deploying the capital expenditure should keep up with the schedule. Any late deployment will impact the ability of Telkom to grab certain markets. While for returning cash to shareholders, this study prefer stock buyback to dividend as the former provides more flexibility.          Keyword: Corporate Finance, Valuation, Capital Structure, Dividend, Stock Buyback]]>
<![CDATA[Proposed Design of Competency Based Career Path Development for Machining Job Group in PT Dirgantara Indonesia ]]>
<![CDATA[Inayah, Inayah]]>;
<![CDATA[Gustomo, Aurik]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 10 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract. PT. Dirgantara Indonesia is a State Owned Enterprise (SOE) that was founded in 1976, has its headquarters in Bandung and provides products and services in its business lines. PT Dirgantara Indonesia has a vision to be a world-class aerospace company based on the mastery of high technology and cost competitiveness in the global market. In mid-2010, PT. Dirgantara Indonesia was trying to show the new expectations and potential growth to become a better company. PT Dirgantara Indonesia is planning new strategy related to human resources, it is trying to restructure and stabilize the regeneration of human resources. It needs to be done because lack of motivation and a lot of employees left the company led to stagnant labor productivity. This is being happened because the company has not developed structured career planning for its employees and implementation of human resources management practice also has not well integrated. The development of competency-based career paths is one of solution to resolve the issue. Career paths are designed based on competency model that defined from the values and objectives of the company's business and also based Job Family. The research methodology used in this study is a mixed method, using both qualitative, used for collecting data from in depth interviews and reading literatures, and quantitative that used as a measurement tools to define business solution by SPSS. Development of career paths in this research using hierarchical cluster analysis for the 45 job title on machining job group by Directorate of Production based on 6 core competencies, 10 functional competencies and 2 technical competencies and career path that will be developed in this research is single career path. Based on this research resulted job competency for 45 job title and grouped into three cluster on Job Family, and each job title consist of different job class. Based on three clusters will develop one cluster as whole after several stages of clustering analysis. Career path development can be implemented as part of a career management system for PT Dirgantara Indonesia’s future, so it expected to increase productivity of employee performance and succession of career planning also can be structuredKeywords: Competency, Career Path]]>
<![CDATA[Proposed Recording System of Materials Usage in Say Cheese Restaurant ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 10 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract - Say Cheese is a start up restaurant that struggling to survive in the very competitive restaurant business in Jatinangor. The problem facing the Say Cheese is the inaccuracy of recording the materials usage. Poor accuracy of materials usage record, requires more capital and make it difficult to conduct right pricing strategy. This study aims to find out what is causing inaccuracies in recording the materials usage on Say Cheese, and what the solution to resolve the recording inaccuracies. This study uses Inventory Record Accuracy (IRA) methods to measure the actual accuracy of materials usage records in Say Cheese. Then by ishikawa diagram, the root causes for these inaccuracies are defined. To resolve the the root causes, the solution are selected from solutions alternative using “Decision Matrixâ€. The results show the accuracy for recording the materials usage in Say Cheese is poor, mainly because the system for recording are still manual, relies heavily on the actions of people to do the recording. Making a computerized system, that can be automatically convert the sales data into materials usage data is the solution for the inaccuracy problem. The solution implemented into four phases. The phase are data and information gathering, material usage recording system making, standardization and regulation, and phase implementation dan evaluation phase. The implementation for the solution will be done in twelve weeks. Benefit that will be gain is the increase of recording accuracy. Keywords: culinary industry, inventory record accuracy, Ishikawa Diagram, Decission Matrix.]]>
<![CDATA[Proposed Assessment for PT KAI Station Hotel ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 10 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract- PT. KAI has many premium assets such as land that is used by Perum Damri as pool bus at Jl. Kebun Kawung. PT. KAI plans to build a hotel in this unproductive land since hospitality industry has become an opportunity for the company to gain profit by adding this industry to its business portfolio. Macro economic and hospitality industry conditions are still very promising. Their growths give the possibility to make a good profit. Hotel to be built is a budget business hotel. In addition, the possible risks of this project are also identified and mapped. The risk management helps determine factors that affect the IRR of the hotel to be built.There are several factors to be used to maximize the company’s return. Such factors, affecting the IRR, are Room Rate Inflation; Capital Structure; Occupancy Rate; Construction Costs; Land Compensation; Room Rate; Interest Rate; and Pre-ConstructionKeyword: Risk Management, Hotel Planning, Sensitivity Analysis, Monte Carlo Analysis ]]>
