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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 12 Documents
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Search results for , issue "Vol 3, No 11 (2014)" : 12 Documents clear
Profitability Enhancement Strategy Through Capacity Expansion and Market Export Diversification (Case Study: Acquisition of Thang Long Cement Vietnam by PT Semen Indonesia Tbk Putri, Anandita Ade; Siahaan, Uke MMP
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Cement industry is expected to be grow respectively high due to demand for house building and infrastructure needs. Indonesia and Vietnam, as part of Southeast Asia region, are facing different kind of market condition. PT Semen Indonesia Tbk is Indonesia’s top leader in cement industry, who had invested major investment by acquiring major shares ownership of Thang Long Cement Company Vietnam, back in late 2012. This acquisition strategy was intended to enhance profitability and reach Southeasr Asia market. One year after the acquisition happened, this strategy needs to be analyzed whether it already goes perfectly as what expected or needed some improvement regarding company’s profitability growth. By doing Discounted Cash Flow valuation with three different scenarios; first is when each companies stand alone independently (before acquisition), second scenario is PT Semen Indonesia Tbk acquired Thang Long Cement Vietnam (current condition) and third scenario is post-acquisition analysis after acquisition with proposed strategy on capacity expansion and market export diversification; and also Relative Valuation as comparable analysis with another cement companies, such as Indocement Tunggal Prakarsa and Holcim Indonesia. This final project suggested Thang Long Cement Vietnam to expand capacity from 2,3 mt/year to 4 mt/year, to improve sales and also doing more exporting market. Vietnam’s cement industry is having excess supply, that’s why exporting cement products to another country is important. Indonesia can also fulfill its massive demand of cement from Vietnamese cement product, which it related to PT Semen Indonesia revenue and inventory availability. Thang Long Cement Vietnam was acquired undervalued with price of US$157million, but it doesn’t mean the company suffered loss from the transactions. PT Semen Indonesia Tbk did major improvement on management structure, business process and debt refinancing for Thang Long Cement Companies. Due diligence was also done before choosing Thang Long Cement Companies as the targetted company, based on its financial ratio analysis which also calculated in this final project. Generally, this acquisition between PT Semen Indonesia and Thang Long Cement Vietnam is a right decision and still possible to reach optimality in profitability enhancement through proposed strategy in expansion and market export diversification. Both companies also proved having synergistic relationship on this acquisition.Keywords: Semen Indonesia, Thang Long Cement Vietnam, acquisition, profitability, expansion, market export, financial analysis
Proposed Business Strategy and Developing Viral Marketing Strategy for Interior Design Business Strat-Up (Case Study: Artspacie) Aziz, Fauzan; Larso, Dwi
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract.Development of the property sector in major cities other than contributes to the national GDP also open a potential market opportunities for interior design business people. Construction of houses, apartments, offices, shops, and other buildings making the ever-increasing needs of interior and product design interior design began in demand by consumers. It is not surprising that the current demand for consulting services and interior design creation is increasingly high day by day. The existence of interior design services, allows consumers to organize the room and realize their want to design the room itself.In the interior design business, number of rivals, especially from businesses that are not academically trained and dare ruining the standards set by Himpunan Desain Interior Indonesia (HDII). On the other hand, has not been conscious people to function and usability design itself so make limited market share, relative only reach the upper middle class. Marketing methods are often used in marketing design services is word of mouth. ARTSPACIE face reality if still using word of mouth or just wait for the consumer, this start-up businesses will be going nowhere and will not develop. Today, the influence of developments in technology and social media influence in selecting the reference community. This study aims to find a business strategy in the face of the digital age and collaborate on word of mouth with social media and digital marketing to develop the interior design business of ARTSPACIE.This study uses a RACE Model methods to plan, construct, and measure the effectiveness of social media used by ARTSPACIE. Viral marketing strategy use social media to increase brand awareness of a product or company in order to achieve the set targets of ARTSPACIE. Social media such as Facebook, Twitter, and Instagram is now used by ARTSPACIE to marketing the products or services. Social media should be integrated with the website ARTSPACIE to build the trust of the audiences. ARTSPACIE will use HootSuite as a tool to manage social media planning.ARTSPACIE added value in use social media as a viral marketing media, #tanyadesainer is a form of added value by providing consultation to the public for free. This strategy aims to education and promotion of ARTSPACIE. With the tagline "We Build your Ideas" is expected to emerge from the creative community and a source of inspiration ARTSPACIE in developing interior design. ARTSPACIE also expect interaction that exists in social media to realize the idea of the audience and prospective clients ARTSPACIE.ARTSPACIE takes three years to implementation of the strategic, build social media into media of viral marketing and integrating social media with ARTSPACIE websites. To increase the trust of clients, ARTSPACIE will establish offices in the second year and will recruit employees in the second year after the office standing. Whatever shape tool use, social media should be properly maintained because social media is only a tool to maximize ARTSPACIE in achieving goals and taking the opportunity of the possible market potential.Keyword: interior design, word of mouth, viral marketing, RACE Model
Strategy Formulation and Implementation of Goraka Network Andries, Patrick Marco; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. The rapid growth of Internet nowadays began to shift the behavior of people accessing information and also the way people of socialize and communicate. The fast changing of people behavior due to the impact of rapid Internet development open a new opportunity to Software House Industry. They were able compete into new market that rapidly growth everyday by utilizing the Web Technology. Goraka Network (GNET) is a one of Software House, in Bandung. Specialized in developed Web based Software and Information Technology Consulting, as the opportunity grows their competitor began to seek similar market with them and produces a fierce competition among software house industry in Bandung. GNET are needed formulate their business strategy comprehensively in order to survive and win the competition in their market segment.To formulate their strategy firstly they were needed to explore their business issue, it can be done by external and internal analysis, external analysis state that there are major issue due to the high software piracy rate in Indonesia and the high rivalry rate among the competitor which resulted fierce competition. In order to win the competition GNET are needed to innovate and give more value to their customer but in other hand external analysis suggest that GNET are still needed to fix their weaknesses which were lack of marketing effort and the unstable revenue due to lack of project they can handled which potentially become an serious problem in the future.Based on external and internal analysis the strategy formulation are made consisting of directional strategy which is stated that GNET were in growth position and needed to focus on horizontal growth by creating new line of services in order to survive from the high rivalry among their competitors, it can be done by utilizing differentiation strategy which also used to anticipate the high software piracy rate in Indonesia. Differentiation will given GNET an unique value for their potential customer that prefer to use pirated software so they may shift to use GNET software. The differentiation strategy can be done by focused at research and development strategies as the foundation of product innovation, but turn out that GNET are needed to create new Small Business Unit (SBU) to support them to provide new services while they focus to improve their own services value toward their customer and overcome their weaknesses that described by the internal analysis.All of the plan of GNET and its new SBU are described as functional strategies, and each of their functional strategy were mapped into implementation plan that consist of budget, timeline and action plan for three years with the milestone for each strategies, the strategies majorly consist of research and marketing strategies. At research GNET were focus at Research of new module of Software while their SBU focused at Research of new kind of Web Product to target specific market niche, each time of research conducted they were expected to produce one kind web product or one kind of software module. In Marketing they shares similar marketing strategies which used online promotion tool via website and social media and offline promotion media using brochure and newspaper this strategy aims for specific numbers of customer each year. By applied the functional strategies both of GNET and its SBU were projected to yield a positive number Economic Value Added and positive revenue projection for three years.Keywords: Software House, Services, Fierce Competition, Business Strategy
Assessment of Human Capital Management (HCM) Implementation and Its Effect on Innovation: Case Study at PT Dirgantara Indonesia Natanael, Wesley; Ghazali, Achmad; Febriansyah, Hary
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. The financial crisis in 1998 requires the state to stop its funding to PT DI. Lack of funds forced PT DI to cut its employees in large numbers in order to sustain the company survival with business turbulence encountered. This massive layoff was followed by experts skill left the company. This condition raises some problems for companies which are lack of expertise, employees age gap and based on previous research there is still a lack of trust in leaders. Improvement of Human Capital Management (HCM) is required considering problems faced is about human resource management, and must be conducted effectively and accurately targeted because of PT DI limited funds. HCM framework used in this study is framework developed by Laurie Bassi and Daniel McMurrer (2007) which states there are five drive (driver) HCM which are leadership, engagement, knowledge accessibility, workforce optimization dan learning capacity. Assessment of HCM implementation in PT DI using questionnaire tool shows that implementation of HCM in PT DI is still at low level and the driver with the lowest score is Engagement. Innovation used as the expected result because PT DI as aircraft manufacturing company is intense company with innovation. HCM correlation analysis with company innovation capability is conducted by Partial Least Square (PLS) using software smartPLS 2.0. PLS analysis generates that Engagement is the driver with the highest correlation to innovation. The series result of research steps indicate that the Engagement is the driver with the highest correlation to the level of innovation as well has the lowest value of implementation level, so that the increase in HCM should be concentrated on the driver Engagement. In this study, the researcher recommends enhancement Engagement with conduct performance management.Keywords: Human Capital Management (HCM), Innovation, PT Dirgantara Indonesia
Decision Analysis of Reorientation Business Strategy Through Corporate Restructuring to Secure Profit Sustainability ( Case Study PT Alam Karya Unggul Tbk) Sembiring, Christian Valentino; Siahaan, Uke MMP
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT Alam Karya Unggul Tbk at first is the company that operates in manufacturing especially plastics and packaging, because of the higher probability of bankruptcy becomes a major problem, in 2013 the company decided to change its core business to coal mine, acquiring Borneo Mining Contractor as a subsidiary. Changing core business ("Business Reorientation" strategy) to coal mining is one of the company rescue effort. However, the directors are still not sure whether the steps taken by them could rescue the company from bankruptcy and make the company profit sustainability. After analyzing the level of bankruptcy using the Altman Z Score, Springate S Score and Zmijewski X Score, can be concluded that the level probability of bankruptcy of the company is very high. Since company produce pp cups and galons also moving show that bankruptcy rate is very high. Board of directors provides four alternative strategies to save and make company profit sustainability. The four strategies are (i) "Company Refinancing" by producing pp cups and galons, (ii) "Product Diversification" by diversifying the product, (iii) "Business reorientation" to continue in coal mining and (iv) "Selling company "to sell the company and bought government bonds with period of 10 years.After performing the analysis using each strategy using projection and same method, generate parameters (i) Net Present Value (NPV), (ii) Internal Rate of Return (IRR), (iii) Payback Period (PP), (iv) Return on Investment (ROI) and (v) Return on Assets (ROA). But the success criteria of profit sustainability only Net Present Value (NPV) from each strategy. After the projection of each strategy, it concluded that "Product Diversification" strategy generates the greatest NPV with value of Rp. 21,238,970,000. For the implementation plan, PT Alam Karya Unggul Tbk must perform Preparation Phase, Pre-Construction Phase and Production Phase to build a factory and doing production.Keywords: reorientation business strategy, financial distress, profitability, product diversification, feasibility study
Proposed Strategy Formulation and Implementation for Puri Luluran Wanoja Ratnapuri, Chyntia Ika; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Nowadays, along with the increasing density of population growth and activity in Indonesia especially in Bandung as one of the biggest city in Indonesia, clearly give significant impact against any person. High levels of stress due to the density of activity became a common thing nowadays, especially for a woman. For the reasons above, the importance of taking the time to take care the body at the spa became very important needs in the present era. The development of a spa industry nowadays was growing rapidly and the competition was very intense. This issue gives a fairly significant impact on the company's condition such as the hijacking of the therapists, declining in profit margin, declining in number of customers, the determination of the price more stringent. Therefore, Puri Luluran Wanoja needs to formulate and implement strategies to compete in the industry and gain a competitive advantage.After identifying the business issue, the next step is to make an analysis to determine the company’s current condition by scanning the company’s environment that was divided into external and internal analysis. This analysis used to determine the strength, weaknesses, opportunities, and threats of the company to compete the tight competition in spa industry. The result of this external and internal analysis will be used to find the root cause of the problem and strategy formulation can be made based on the root of the problems occurred. This strategy formulation required to anticipate the high level of competition and then implementing these strategies to solving the problems.The internal and external analysis also used to determine the company’s position in industry by performing IFAS and EFAS calculations. According to IFAS and EFAS score, Puri Luluran Wanoja is in Growth Position of corporate strategy but still lack of differentiation that can be the competitive advantages in the face of fierce competition in the spa industry. Puri Luluran Wanoja still requires uniqueness and diversification, especially in service to be offered to customers so that can built the customers loyalty. Therefore the suitable diversification strategy is Concentric (Related) Diversification strategy. For business strategy, Puri Luluran Wanoja chooses to conduct a differentiation strategy in order to gain competitive advantage. Some strategy differentiation that will be done by Puri Luluran Wanoja in the future is “One Stop Healing Place”, the unique service of treatment, and built children playground.Strategies should be implemented through an action plan based on strategy formulation of Puri Luluran Wanoja which are make an massive advertisement strategy, using computerize system, create a unique treatment, provide new facilities and create “one stop healing place”. The Milestone, Action Plan and Recommendation expected to increase profits and gain competitive advantages to compete in this tight competition of spa industry.Key Words: PURI LULURAN WANOJA, competitive advantages, strategy formulation
Value Enhancement of PT Indosat Natalina, Melda; Soekarno, Subiakto
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract- PT IndosatTbk is one of the biggest three telecommunication provider in Indonesia. For the last five years, Indosat has a decreasing performance from its earning profit, revenue growth and share price that tend to decrease. In order to know the cause of decreasing profit is by analyzing its external and internal environment. External analysis is using PEST analysis or Political, Economic, Social and technology and five porter analysis to know its industry analysis. While internal analysis is used to know company performance from its revenue, expenses and profit earning. Besides, financial ratio analysis is used to compare its performance with competitor. Dupont analysis is used to analyze profit earning from Return on Asset and Return on Equity. Return on asset of Indosat in 2013 is  -0.05103 while ROE is -0.1684 due to negative earning profit. Eventhough Indosat still make profit, but from its economic profit the result is no economic value. The cause of decreasing profit is due to revenue growth is lower than other competitor also increasing expenses that cannot covered by its revenue. From internal and external analysis, telecommunication industry has a several player and number of subscriber from the biggest three company, Telkomsel, XL and Indosat are higher than number of Indonesia population. Proposed solution is how to increase its revenue  especially from data service that currently has an increasing demand and how to make cost efficiency. Solution is to increase its technology in order to serve costumer demand in data sector. The result can be seen from targeted stock price that would increase into Rp 7599,-Keywords: Financial Ratio, EVA, Discounted cash flow, Valuation
Variance Analysis as A Tool for Cost Control on The FIN Fan Cooler Foxtrot Compresor Project at PT Intan Prima Kalorindo Azis, Azolla Degita; Murtaqi, Isrochmani
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT Intan Prima Kalorindo is a company which focused on design, manufacture, installation, and maintenance in Heat Exchanger Industry. Kalorindo is one of the largest Domestic Company of Heat Exchanger in Indonesia with 60 employees and total assets more than Rp 25 Billion in 2012. This company had 13 Projects in 2013. One of their biggest project is Fin Fan Cooler Foxtrot Compressor for Oil and Gas Company with valued $796.500. This project was expected to have profit 60-70% as a source to cover the fixed overhead costs and run business operational. But this project has a gap between budgeted plan and realized until 84%. It will impact to the company that will face several problems, which are debt increase, annual profit decrease, target not achieve, resources become wasted, and inability to pay several expenses.However, to achieve Kalorindo vision, mission, and goals, it is needed to improve their performance and do some strategy to win the competitive advantage. In this research, variance analysis is developed as the synthesis of literature and case study. This model is utilized to analyze the cause from differences between standard and actual project budget through define the cost allocation and behavior. This research shows that this company has unfavorable price and efficiency variance on Foxtrot Compressor Project. The proposed business solution implementation is based on the analysis result, includes KaizenStandard Costing PDCA scheme and schedule planning to have an evaluation for its employeesand departments in Kalorindo, and help them to define their strategy plan as continuous improvement for the future.  Keyword: Heat Exhanger, Cost Behavior, Variance Analysis, Kaizen Standard Costing
Strategy Formulation and Implementation for PT Manufaktur to Survive and Begin Competing in The National Automotive Market Adrian, Adrian; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. The development of national automotive industry especially in four-wheeled vehicle in the era of business adult. The stability of economic growth, increasing in urbanization, goverment policy that encouraged the production of low-emssion cars are some of the factors that underlying it. Unfortunately, not a local automotive company that dominate this industry, but the automotive company from Sakura’s country. However, through the passing emission test by Esemka Rajawali and Bima that are produced by national vocational schools students, give a new hope and colour in the competition of national automotive industry. PT. Manufaktur as the official local automotive company that producing Esemka cars is expected to compete with Japan automotive companies that has already long dominated the national automotive industry. As the newcomer in the national automotive industry, PT. Manufaktur facing the heavy competition. Some of the challenges such as: lack of public’s confidence for local products, the quality of technology, human resources and the capital owned still far compared to competitors. Fishbone diagram conclude that the main problem of company is losing in competition. Therefore, to deal with this situation, company needs to apply the right strategies in order to survive and compete in this industry. The study focus on designing the strategy formulation and its implementation that will be used by company. The method used in this study is Strategic Management. Starting from analyzing the external (opportunities and threats) through general analysis, five porter forces and competitior analysis and internal (weaknesses and strengths) environment through resource and capabilities analysis, and later called as situation analysis. Then, conducted the strategic factor analysis summary (SFAS) and make the alternative strategies using TOWS analysis. The next step is reviewing on mission and objective which are based on SFAS and TOWS analysis. The resulted of alternative strategies then formulated on a corporate level, business level and functional level. After that, the final stage is executing or implementation stage, which is a step to apply and implement the strategies accordance with the pattern of time that has been determined, how are the details of its activity and which divisions are responsible for that strategy.The result is, PT. Manufaktur need to make efficiency or retrenchment strategy for its every business units and captive to government. Cost leadership strategy and strategy alliance become a guideline for business level. In functional level, some strategies that should be done such as: the construction of a new bigger plant, issued a new variants (Low Cost Green Car, Low Multi Purposes Vehicle and Gas-Fuelled cars type), loan strategy for the funding of new plant, promoting company’s brand, optimize the broad networking and others.Keywords: Automotive industry, Esemka cars, Fishbone, Strategic Management
Evaluation Readiness Bandung Municipality in Responding and Managing Online Public Relation with Twitter Usage Kusumawardani, Anisa; Iskandar, Budi Permadi
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Twitter inspires various parties to become main actor in chosen field. In this study, twitter is applied as an information center and also a tool of public relation. Many city information accounts have been created to realize the public service in terms of facilitating its people, build communication between related agencies and also as a tool to accommodate the aspirations of the community. In this study will be discussed about the readiness of Bandung Municipality in responding and managing twitter as a tool of online Public Relation. Online Public relation is a new thing and it is also an opportunity for the Government to improve public services. The Mayor of Bandung, Ridwan kamil asked to all Department to create a twitter account. With the presence of government agencies to the realm of social media, the public would be easier to deliver a wide range of aspirations and grievances. Social Media could make information become widen, faster, easier, and more interactive. The readiness of Bandung Municipality in managing twitter and its application needs to be evaluated. The authors did a research by doing observation and direct interviewing to five units of the SKPD (a unit Of Work Areas) that are active in responding in twitter. The research lasted for 1 month, and the author has recorded all conversation in twitter and using it as an input data & report. Author also conduct interviews to the community and the parties from each of the SKPD. Through this research with direct observations and interviews, in line with the approaches and analysis based on management function and Online Public relation, it concluded that Bandung Municipality is still not ready yet in the terms of twitter usage, as a tool of online public relation and public services improvement, both in terms of management function and also knowledge about the use of twitter and public Relation. In getting to the conclusion that this aspect of the management function, which consists of Planning, Organizing, Leading, Controlling & Staffing is the most important aspect that needs to be in the clear. Utilization of social media, especially twitter is still not effective because there are still many aspects that need to be fixed.Keywords: Twitter,Bandung, Media Sosial, Management , Public Relation

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