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[PT. Panca Manpowerindo Business Strategy To Overcome Future Challenges In Mining Industry ]]>
<![CDATA[Ihsan, Aulia]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 7 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract. In the era of globalization, and from the business standpoint capitalism already gripping throughout the life , and the nature of capitalism are expansive and exploitative, they also sounded “business efficiency†so business every year can grow but it has a domino effect. PT Panca Manpowerindo established since 2009 and first began working with PT Newmont Nusa Tenggara. As manpower providers, PT PMP got their first job called “Relining project†where the task had routine maintenance on Concentrator - SAG Mill and Ball Mill area, in recent years the business has grown as a manpower provider and a provider of haul truck operator for some heavy vehicles that are supported by Trakindo.This final project is discussing about PT Panca Manpowerindo business strategy facing the uncertain conditions in the mining industry, PT Panca Manpowerindo needs to make quick decisions in the near future so the company can still operate and still make profit. Currently, the company running an outsourcing business that supply manpower to several mining company but along with internal and external conditions in the business environment, PT PMP thinking to diversify their business by applying market development strategies and product development strategies, so PT Panca Manpowerindo not only can survive and has business continuity, but also can remain competitive in the mining industry that is currently in a period of downturn due to the enactment of UU No. 4 of 2009 on Mineral and Coal, which prohibits the export of raw minerals for some types of commodities.. Keywords : Business strategy,Diversification / Product - Market matrix strategy, Generic Competitive strategy]]>
<![CDATA[Expansion Strategy PT. Crown Pratama to Competitive Packaging Market of Bali ]]>
<![CDATA[Champio, Champio]]>;
<![CDATA[Toha, Mohammad]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 7 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract – PT. Crown Pratama is a packaging company for the needs of hotel, restaurant and cafe. they want to expand to Bali because the amazing growth of hotels, restaurants and cafes. Besides the competitive packaging competition in Bali has a market leader, PT. Crown Pratama should have a strategy in order to grab and increase the sells unit. The right attack strategy is needed in order to attack the main competitor. The objective of the final project is to know key success factors and appropriate attack strategy for PT. Crown Pratama in Bali. Business exploration is done by define internal and external analysis. Internal analysis tool is used SWOT analysis, while external analysis tool is used Porter’s Five Forces. Strategy is formulated by conducting a simple qualitative method market research in order to get the key success factors. The result of interviewed 10 customers from different industry segment are 6 key success factors. Company and competitor characteristic are also determined to know the strength and weakness of both. The result of this research are suggested company to use flanking attack as appropriate attack strategy for PT. Crown Pratama because there is already a strong market leader in Bali. Focus to grab the customer where the competitor not focused on their strengths in customer segment or geographical area Keywords : business strategy, packaging, key success factors, attack strategy]]>
<![CDATA[New Marketing Strategy For Tatuis Mukena Fashion ]]>
<![CDATA[Putri, Dwidania Sabarina]]>;
<![CDATA[Paramarta, Riawan B]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 7 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract - Tatuis is a company pioneered the mukena fashion industry in Indonesia. Mukena and sajadah fashion first launched by Tatuis on 2010 brought changes in the national mukena industry. At that time, the mukena on the market generally in plain white color. Variance of mukena design is evolving due to moslem woman’s taste which more fashion sensitive. How is the marketing strategy of Tatuis in maintaining its position as the mukena fashion pioneer in Indonesia? How Tatuis increase their brand awareness in the market? How Tatuis increase their sales number? How Tatuis face the competitor in the future? Research started with the analysis of the current business situation. The research then combine with the relevant theories and completed with market research of mukena customer in Jakarta. Based on the research analysis using relevant theories and market research analysis, the author proposed to do the market penetration strategy. The result of the analysis found that market penetration strategy is the most suitable marketing strategy for Tatuis mukena fashion. The reasons for selecting market penetration strategy is because the business still on growth stage, the market share is great but still can be improved in order to obtain new customer from the existing segment. Author found that the best business strategy for Tatuis is differentiation strategy. The reason for selecting the differentiation strategy based on the character of the industry, where the product is the main factor that will attract the customer to buy their products and the tough competition among the players. The differentiation strategy will focus on the value received by the customer through their elaboration of product features. This strategy will take Tatuis to a position where competitor will not easily match. The condition will make Tatuis position as the leader in mukena fashion industry hardly rivaled by the competitor. Keyword : fashion, mukena, moslem, marketing strategy, business strategy, Marketing Mix, market penetration strategy, differentiation]]>
<![CDATA[Effectiveness Analysis Of Community Development Programs As A Form Of Social Mitigation Tools To Reduce Social Conflicts ]]>
<![CDATA[Asmara, Febrian Dama]]>;
<![CDATA[Rudito, Bambang]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 7 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract. The interaction that occurs between oil and gas companies and local communities are closely related to the conflict. Conflicts often disturb the oil and gas company’s operations. Disturbances caused by conflict are not only affected the company but also will have an impact on the declining of state revenues due to the stop of production. As the second largest state revenue contribution after tax, the things that can disturb the operation of the upstream oil and gas will certainly affect the stability of the state economy. In order minimize those problems, mainly the social resistance which can lead to conflicts between the companies and the local communities, oil and gas companies implement the Community Development (CD) programs to mitigate social conflicts. This CD program is expected to effectively resolve social conflicts between companies and local communities in order to facilitate the upstream oil and gas operations. But it is necessary to study further to evaluate the relation between SR programs through the CD programs with social conflict mitigation. Therefore, by doing research on two (2) Production Sharing Contract Contractors (PSC Contractors) which are Medco E&P Rimau Asset and Joint Operating Body (JOB) Pertamina - Medco Tomori Sulawesi, this final project is expected to provide a comprehensive evaluation on the relation of SR programs through the CD programs with social conflict mitigation. The solutions from this final project are expected to give ideas on how the PSC Contractors should pay more attention to the implementation of CD programs as a form of social conflict mitigation. The results showed that the CD programs have relations with social conflicts mitigation, the role of the CD programs in social conflict mitigation is very important, and CD programs’ improvement effort to mitigate social conflicts is very high. However, CD programs implementation must have to follow the rules and norms. The control as well as the evaluation from the SKK Migas and PSC Contractors must be carried out to avoid the ineffective CD programs implementation which could leads into the failure of reaching the objectives. Recommendations from this final project are the adjustment of the CD programs implementation business process with the guidelines of ISO 26000: Guidance on Social Responsibility and implement the award ceremony as well as the appreciation of the Government of the Republic of Indonesia to companies from various industry sectors in the community development efforts. For internal PSC Contractors, the recommendations given are to implement systematic and continuous programs and education and provide training on related ISO 26000: Guidance on Social Responsibility to internal PSC Contractors. Keywords: ISO 26000: Guidance on Social Responsibility, Community Empowerment, Conflict]]>
<![CDATA[Proposed Attack Strategy For Ermi Tours In Order To Expand To The New Market ]]>
<![CDATA[Martadinata, Indriana Qoriaini]]>;
<![CDATA[Toha, Mohammad]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 7 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract – Ermi Tours is a local company for tour and travel business in Indonesia, which provide the best quality with affordable price in tour and travel services for both international and domestic travelers. The business issues faced by Ermi Tours is no growth in its sales because of the tight competitive on the limited market. Whereas, the fact states that the potential market in the tourism industry is growing rapidly. Ermi Tours planned to expand the business to the new market to solve the issue so they need to explore the current business to formulate an appropriate attack strategy. The current business explored with the external and internal environment analysis to identify existing that strengths, weaknesses opportunities and threats possessed by Ermi Tours, called SWOT analysis. Grand Strategy also performed to ensure that expand the business is the most appropriate strategy to execute. The formulation of attack strategy and its steps are determined through five key elements of Strategy Diamond, which also involves Strategic Moves and Competitor Analysis while selecting the most appropriate attack strategy to compete the new market. All things considered, this tourism industry has an attractive market and has promising growth while expanding to the new market. However, to penetrate new market and win the competition, Ermi Tours must take appropriate implementations adapted to its capability to improve performance and competitive position of the company in order to capture market opportunities and greater profits.Keywords: business strategy, attack strategy, tour and travel business, strategy diamond]]>
<![CDATA[Proposed Business Strategy And Its Implementation For Moslem Fashion Wear Ragazza ]]>
<![CDATA[Pratama, Riski]]>;
<![CDATA[Wandebori, Harimukti]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 7 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract—Ragazza is a local brand in Indonesia, which serves customers with the products of Muslim women's clothing that is unique and also stylish. Along with the development of Muslim clothing industry as well as technology, the demand and revenue also increased for Ragazza. However, from the results of the analysis show that the performance of Ragazza not so good. Without a good strategy formulation causes Ragazza has unstable income and can’t meet the demand well. Strategy formulation process is done with the external and internal environment analysis to identify existing opportunities and threats that will be faced by Ragazza, as well as the strengths and weaknesses possessed by Ragazza that called SWOT analysis. Porter's Generic Competitive Strategy also performed to determine the focus of the strategy to be used. Blue Ocean Strategy is used to help Ragazza build an innovation strategy in this intense competition to make the competition irrelevant. Strategy Diamond helps in determining the strategy and the steps that necessary to compete in the market. Overall, this Muslim clothing market is an attractive market and has a promising growth in the future. Ragazza must take some appropriate action adapted to its capabilities. This implementation is done to improve the performance of Ragazza in order to capture the market and greater profits as well as improving the company's competitive position.Keywords: Muslim Clothing, Business Strategy, Blue Ocean Strategy, Strategy Diamond]]>
<![CDATA[Proposed Business Strategy for "Tedja Catering" Maintaining Competitive Advantage ]]>
<![CDATA[Putri, Santhya Ramadhani]]>;
<![CDATA[Inggriantara, Alibasjah]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 7 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract- Tedja catering is the catering services that has been established since 1996. This business started from a hobby and economic pressures, Ms. Ginawati and her husband try hard for his life and the lives of their children. The business issues is Tedja catering have to increase their pprofit and maximize the production capacity everyday Tedja catering customers are office buildings and factories. Growth in factory, office buildings and number of workers has increase every years. This make Tedja catering thought to the increasing customers each year. The method used by observation and interviews to the company. To analyze the internal factors using the business model canvas and value chain analysis, for the external factors using PEST, Porter's five force and competitor analysis then data will be calculated and analyzed by using IFAS and EFAS matrix, and IE matriks. The strategy are market penetration and product development after analyze with IE matrix. To know which of both strategy would be appropriate by using the calculation QSPM. The results of this research are recommending the business strategy with market penetration, the author give an action plan for the next 5 years to make Tedja catering more grow up and better than the other competitor. Keywords: business strategy, catering business, business model canvas]]>
<![CDATA[Proposed Growth Strategy For Dian Institutepare ]]>
<![CDATA[Maulana, Danis]]>;
<![CDATA[Toha, Mohammad]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 7 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract- The growth of formal education and non-formal education is very promising in Pare, the number of competitor in education institution is also increasing. The competition is getting tougher, requires every education learning doing innovation, development and improvement in their course program to get new target market. In order to overcome the competition, Dian Institute should know what positioning strategy could be used for prospective students especially for new target market The strategy formulation begins with analyzing external and internal environment to identify opportunities and threats of the industry as well as the strengths and weaknesses of the company using several methods such as Political, Legal, Socio-Cultural and Technology (PEST) Analysis, Porter’s Five Forces Analysis, Competitor Analysis, Current Business Model Analysis, and Value Chain Analysis. The SWOT derived from the external and internal analysis is then used to generate IFAS and EFAS score, and interpreted to the Grand Strategy Selection Matrix and Four basic strategic, determining the current position of the Dian Institute and the strategy it should execute. The result of the analysis indicates Dian Institute in quadrant 1 of grand strategy. Quadrant I of the Grand Strategy Matrix are in an excellent strategic position. For Dian Institute, continued concentration on current markets (market penetration and market development) and products (product development) are appropriate strategies.so that after succeeding in growth strategy, author make new business model canvas for Dian Institute for make this business better .All things considered, to analyze the current business situations and internal conditions of Dian Institute as the basis of strategies formulation. And to develop growth strategies that can be implemented by Dian Institute to get new target market and the last one to design the implementation plans of the growth strategy that can be conducted by Dian Institute which is adjusted with institution competition in pare market.  Keywords: growth strategy, Business model, service industry, Strategic positing]]>
<![CDATA[Proposed Business Strategy For PT. Mec To Develop Market Share In Southern Jakarta ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 7 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract— Mayestik eye clinic (PT. MEC) is a clinic located in Mayestik, southern Jakarta. Build in 1992 the clinic was meant to channel the desire of some ophthalmologist that wants to practice at a clinic that they can call their own. This clinic was also based on the idea that middle to low income people need a cheaper option for their eye care services. One of the most obvious differences to the stronger player in eye care service is how unknown PT. MEC to the public. From the growth of eye care hospital in Indonesia from 2009 to 2013 we can see that PT. MEC needs to stay relevant to the competitive. The purpose of this research is to identify the strength and weakness of PT. MEC, and to know opportunities and threats in an eye care industry, and finally formulate effective business strategies recommendation. To evaluate the internal condition of PT. MEC, business model canvas and corporate resource analysis are put to use. While on evaluating the threats and opportunities lies in eye care industry, 5C and competitor analysis are put to use. According to the cell position at IE matrix we can then conclude that the more appropriate strategy for PT. MEC are market penetration and product development. From the QSPM calculation we can conclude that market penetration is the more important one. In the end, this research recommends action plan to implement market penetration strategy. Those action plan are: implementing information system, marketing activation, and work culture assimilation. Keywords: business strategy, eye clinic, business model canvas]]>
<![CDATA[Proposed Business Strategy For Technical Service Department (Tsd) Pt Traktor ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 3, No 7 (2014) ]]>
Publisher : <![CDATA[The Indonesian Journal of Business Administration ]]>
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<![CDATA[Abstract - Technical Service Department (TSD Dept.) is one department under the auspices of the Product Support Division PT TRAKTOR that established in 1970 and become authorized dealer for “TANGGUH†product in Indonesia in 1971. Main task of TSD is performing service and maintenance for “TANGGUH†product, to support After Sales Service “TANGGUH†product in Indonesia. Following the growth of heavy equipment maintenance business, TSD’s revenue during the last few years also increased. However, when looking at the financial statements for two consecutive years (2011 & 2012) TSD still had operating losses while in that period the business in good condition and very conducive for TSD to make a profit. In order to improve TSD’s productivity, efficiency, and implement new business model, new strategy is required by determining Directional Strategy, Business Strategy, and Functional Strategy. The strategy is formulated then followed up with its implementation plan through the work program for each function in the company within next 5 years. The successful of these strategies is depends on people, organization, and support system readiness. Keywords: Industrial Equipment Maintenance, Business Strategy, TOWS Matrix, Canvas Business Model.]]>
