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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 10 Documents
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Search results for , issue "Vol 3, No 8 (2014)" : 10 Documents clear
Assessment and Implementation Plan of Knowledge Management at PT LAPI Divusi Irvayanti, Rian; Tjakraatmadja, Jann Hidajat
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract- PT. LAPI Divusi is an IT consultant that has been founded for 10 years. During 10 years LAPI Divusi have gain many experience and knowledge. Since founded at 2004, LAPI Divusi has low engagement of their employee. Employee normally will stay in company for two until four years (especially for engineer). Employee turnover since 2009 to 2013 are 28.4%. When employees leave the company, they would bring their knowledge and experience. If company couldn’t capture the knowledge, company will lose it. This condition will lead to large loss for company. High operational cost can not be avoided, one of the causes was duplicate work / reinventing the wheel and employee need extra time to learn and get information. Aware this situation, company attempt to implement knowledge management since 2008, but still didn't success. With assessment of KM readiness using APO KM Framework, strength and opportunity for improvement will be gained to implement knowledge management in PT. LAPI Divusi.Keyword: IT Consultant,  Knowledge Management, KM readiness, assessment
Analysis and Proposed Improvement Permit to Work (PTW) in Chevron Geothermal Darajat Garut Perwira, Bayu Ananta; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Chevron is one of the international companies and businesses that have been run all over the world. Every worker they are committed to getting good results by way of applying the advantages of implementing innovative new technologies, responsible and get new opportunities that will be profitable growth for their success. Energy industry in the world almost all there is involvement of Chevron. Chevron to explore, create and lifting oil crude and natural gas; making power and produces geothermal energy; makes efficient energy and develop new energy sources for the future, including for advanced biofuels research. Chevron have an Operation Excellent for their safety. Operational Excellence is complex and multidimensional. It has to be in order to address all of the potential risks and causes of incidents that can impact our workforce, the environment and our assets. To help navigate this complexity, we developed the Operational Excellence Management System (OEMS). Based on the OE, then every will start the necessary work Permit To Work (PTW). However PTW requires a rather long time to process it. The methodology in this thesis is to conduct research for 2 months straight. During the study found some errors made by workers, that is giving approval is not in the work location. This can lead to the danger that arises in the work. From the results of the interview, according to the workers this is done in order to speed up work time, but on the other hand there is a danger that can arise from the actions of workers. By using the 5 whys, root cause of the problem is obtained that is the lack of workers who become Area Controller. The results of the analysis will result in improvement proposals that will be used to accelerate the process of Permit To Work (PTW) is. The results are in get is by adding people to become Area Controllers or provide training to supervisors in order to become a Controller Area.Keywords : Operation Excellent, Permit to Work (PTW), business solution, area controller
Selecting and Applying "Defense Strategy" of PT. Infomedia Nusantara Cahyaningtyas, RR Febie; Toha, Mohammad
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract – PT. Infomedia Nusantara is Indonesia based company in service industry that has two cores business: contact center and business process management. Currently, the competitor is about to attack the company in the present segment, which is Enterprise Shared Service. The right defense strategy is needed in order to defend the competitor and to sustain the growth. The objective of the final project is to know what key success factors and what suitable defense strategy for PT. Infomedia Nusantara. Business exploration is done by define internal and external analysis. Internal analysis tool that is used is value chain analysis, while external analysis tools that is used are PEST analysis and Porter’s five forces. SWOT analysis is determined from both of internal and external analysis. Strategy is formulated by conducting a simple qualitative method market research in order to get the key success factors. The results of interviewed 13 customers from different industry segment are nine key success factors. Company and competitor characteristics are also determined to know the strength and weakness of both. The result is PT. Infomedia Nusantara uses differentiation strategy. The suitable defense strategy for the company is “holding the ground” defense strategy, which means the company have to perform several tactics to defend competitor along with maximize the strengths and minimize the weaknesses. Five tactics are made based on the key success factors; (1) improve the quality (2) training in regular basis (3) increase good reputation (4) provide LO for different type of customers (5) strengthen the synergy with Telkom group. Keywords: strategic business, defense strategy, key success factors, business process management
Capital Raising Plan to be A National Bank in 2015, Case of Bank BJB Junita, Milda; Anggono, Achmad Herlanto
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Bank BJB as a regional bank will be directed to upgrade to the 'next level' in order to become a national bank which will be growing continuously with high profitability level ("A Strong Sustainable and Profitable Bank") to get higher assets and earnings, stronger in capital and better in service in 2015. According to the data 31 December 2013, based on the Indonesian Banking Architecture (API), Bank BJB is still categorized as a bank that has regional focus with total capital (Tier I and Tier II) Rp 5.7 trillions and based on multiple license regulation, Bank BJB categorized as bank in Caterory III with Tier I capital Rp 5.6 trillions.To become bank that categorized as National Bank in Category III which has capital (Tier I and Tier II) at least Rp 10 Trillion as stated in Indonesian Banking Architecture (API). Bank BJB needs additional Tier I Capital amount Rp 4.3 trillion so that Bank BJB can get capital Rp 10 trillion by 2015 and meet its target to become National Bank in Category III in 2015. If Bank BJB do not reviset its strategies so that Bank BJB cannot meet its target in 2015. There are four strategies alternative to raise capital. In organic growth strategy Bank BJB can reach capital Rp 10 Trillion in 2018. In reducing dividend payout ratio become 53% Bank BJB can reach capital Rp 10 Trillion in 2017. In right issue proceeds Rp 2.5 Trillion Bank BJB can reach capital Rp 10 Trillion in 2015. In issue bonds Rp 5 Trillion gradually in 2015 and 2015 Bank BJB can reach capital Rp 10 Trillion in 2017. So that right issue is choosen with proceeds Rp 2.5 Trillion.Keywords: Bank Business Plan, Tier I, Tier II, capital raising, source of fund. 
Proposed Marketing Strategy Emphasize on Competitor Analysis on Sentra Timur Residence Junaidin, Sefta Marisa Dwipasari; Wibowo, Satya Aditya
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract – Enhancement of economic level has put Indonesia into one of many investment destination. Population growth which accompanied by the increasing number of immigrants who work in the Jakarta and the increasing number of upper-middle class, has made the need to have a place to stay in Jakarta increasing. The fact that needs for housing not accompanied with the increase of land, make vertical housing such as apartments more attractive. In this regard, the thesis will be discussed one of the existing vertical housing in East Jakarta, namely Sentra Timur Residence (STR). The discussion will be focused on the marketing strategy of STR in the face of an increasing number of competitors. Therefore, to analyze whether competitor factor influence significantly to STR sales volume or not we use some analysis which are: PEST, Porter’s 5 Forces, SWOT analysis, and customer analysis. Based on the analysis, it can be concluded that at this time competitors do not have a significant effect on the  sales of STR. The fundamental problem that cause slow growth in sales is due to the following matters: 1) Lack of control to the project contractor that gave impact (delay) on the target of unit handover. 2) Unattractive promotion campaign. 3) Many customers stated does not get the message about green eco-building concept to be conveyed by STR. 4) There is no effective management review of the marketing strategies that have been done, and there is no management review regarding the STR service to customers. Keywords: marketing strategy, apartment.
Proposed Online Marketing Strategy for Candy Bar Chocolate and Candy Shop Fitrina, Benty; Hariandja, Evo S. Hariandja
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract – The research was conducted to form strategy in order to help Candy Bar to overcome the problems in its first year of existence. To survive in the upcoming days, the strategy for Candy Bar generated through analysis of existing 7P and company’s 5C’s situational condition. TOWS Analysis and strategy was conducted after analyzing these two components. Root problem of Candy Bar is found, many weaknesses leaked, start from weak STP and poor marketing strategy, especially promotional. Therefore, the proposed marketing strategies of Candy Bar are re-formed STP and proposed new marketing mix 7P, completed with implementation Plan which will give a clearer guidance on Candy Bar’s promotional program.   Keyword: Candy shop, Chocolate, Online, Marketing strategy, Promotion
Proposed Marketing Strategy for Bank MSP to Increase User and Usage of Mobile Banking Pradipta, Mega Sylva; Rudito, Priyantono
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract.Currently, banking industry in Indonesia is so tight. Bank must have a value added and competitive advantage to attract a new customer and retain existing customer. All Banks should strive to sustain in the competition. One value added that become competitive advantage to survive in the competition is technological advance based. One kind of technology that becomes prominent for the future is Branchless Banking. Branchless Banking is needed by customers because customers want a simple banking technology that can perform so many transactions. One branchless banking is Mobile Banking that provides banking transactions through a hand phone. Current trend reflects that Handphone become must have thing for all people. However, in Bandung mobile banking face problems so that Bank “MSP” cannot significantly increase user and usage of mobile banking. Based on internal and external analysis there are some deficiencies for Bank “MSP” to increase user ad usage of Mobile Banking. Based on surveys and observations conducted, high sales target, incentives/bonus/reward considerations and unclear target market are internal problems that facing customer service as the main responsible person that should sell mobile banking. Lack promotion, many subtitutes product, unflexible promotion tools, no name corelation with brand, not interesting of promotion display & content and customer service that not helpful are the external problems of mobile banking. Some alternatif solutions that can be used was considered. Changing product name is considered to solve brand name problems that not familiar, hire outsourcing people as salesperson also being considered in order to solve internal problems for customer service that has selling product orientation because of high sales target, incentives/bonus/reward considerations and external side to help customers find out more deeply about mobile banking. Bank “MSP” also must know their target market precisely by increasing awareness and interest. The other way to cover awareness and interest are set of promotion that contains local media and using popular social media in Bandung, in banking promotion, brochures, special promotion likes point reward, member get member, discount for shopping and special event. The special feature of Mobile Banking also should maximize in order to become point of sales. In addition bundling registration with Internet Banking and display demo mobile banking product also should launch to grab a new user and retain existing user of mobile banking. The implementation of marketing strategy will take one year ahead and starting at July 2014 until June 2015. To support this marketing strategy budget will require for around IDR 259,100,000.Keywords: Marketing Mix, Consumer Behavior, Mobile Banking, Awareness, Interest
The Relationship of Core Value and Human Capital Drivers to Improve Organization Results (Case Study at PT Shafira Laras Persada) Nirmalasari, Healthy; Bangun, Yuni Ros
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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SHAF.Corp wants to evaluate and had deeper understanding about core values and human capital drivers’ relationship with results on engagement and  innovation based on employees’ perspectives. The purpose of this research is to identify relationship between Core Values (CV) and Human Capital Drivers (HCD) to Organization Results on engagement and innovation based on employees’ perspectives, identify the most predictor element through indicators of variables and the last is initiate improvement initiatives for managerial implication. 127 employees had been chosen as respondent through cluster random sampling and were asked via questionnaire through 85 questions with Likert scale of 6 to get employees’ perspectives. Questionnaire data processed with path analysis using smartPLS software. Data gathered also through deep interview with related department and literature research to get past and current activities. Based on path analysis revealed positive correlation between CV to HCD (82.5%) and HCD to Results (84.3%). Assertive-AST (62.0%)is the the most predictor that contribute highest coefficient to CV and Knowledge Accessibility (KAC) - 65.0% predict highest coefficient to HCD followed by Leadership Managerial Practices (LMP) - 60.8%. Improvement initiatives to improve Organization Results on Engagement and Innovarion through CV and HCD proposed more focus on CV, KAC, and LMP. Keywords: Islamic Fashion, Core Values, Human Capital Drivers, Engagement, Innovation.
Risk Mapping and Mitigation at CV Duta Globalindo Utama
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Global population and urbanization growths increase the overall demand for lighting products. At the same time, resource scarcity and climate change become an increasing concern. CV. Duta Globalindo Utama is a company engaged in the field of products and services that offer the use of LEDs for the needs of the market share in Indonesia generally and in West Java especially, of which products and services include the use of LED lights and solar power applications for street lighting. The company wants to change its strategy and become a leasing company that targets buildings like apartment, office tower, shopping mall, and any other big places for their electricity needs. This strategy could bring big revenue for CV. Duta Globalindo Utama but also give a new risk on the leasing strategy. This study uses AUS / NZS framework, since the company is a trading company which has different clients that can continue throughout the year and occasionally needs adjustments in operational activities. There 21 risks in CV. Duta Globalindo Utama where 2 of them categorized as catastrophic risks and there are total 5 risks that must be handled because of its linkage with other risks. There are factors that considered important for CV. Duta Globalindo Utama to choose strategies to mitigate risk in CV. Duta Globalindo Utama which are cost, time, and conveniency. The criteria from those factors are divided to cost 20%, time 20%, and conveniency 60%. The alternatives that taken to mitigate the risks are stocking goods in the warehouse, providing samples of goods to the customers to eliminate the product specification error, creating website or online marketing, conduct training for employees, and making purchase in units of Rupiah to suppliers and receiving income in units of Dollar from customers. The alternatives are obtained to mitigate the five types of risks analyzed and finally also help mitigate other risks inherent to CV. Duta Globalindo Utama. These chosen alternatives should be done by CV. Duta Globalindo Utama in order to manage these risks and improve the company's performance. Keywords: CV. Duta Globalindo Utama, Leasing Strategy, Risk Management, Analytical Hierarchy Process, LED
Proposed Strategy Formulation of PT Jelajah Alam Raya Komunitas
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Increasing GDP for next decade will lead to increasing Indonesian middle class. It effected the growing of business travel in Indonesia. Based on data from World Travel and Business Council, Oxford Economics, 2013 Indonesia one the biggest contributor demand for business travel in the next 10 years. Indonesian travel market growth estimate in 2012 until 2020 is about 5.9 % per year. Based on the financial performance, JAR Travels have unhealthy financial condition, due to the actual revenue didn’t meet the target revenue. This condition resulted the target Break Even Point for one year is not reached. To get the problem solving of issues that occurred, the analysis strategy and proposed strategies will be discussed in this journal. The environmental scanning for external and internal are conducted to find the root cause. External scanning is done by using the PEST, Five Forces, Collaborator Analysis and Competitor Analysis. The internal scanning is done by using value chain tools. The results of the external and internal analysis is used to obtain directional strategy, proposed business strategy, and to generate functional strategy.From the analysis, JAR Travels is proposed to implement several strategy to achieve target revenue and BEP. The proposed of directional strategy is stability strategy with market penetration. Proposed business strategy is "Differentiation Focus". The proposed functional strategy are increasing online travel service by the build system, increasing capability in IT, maximizing online marketing, Increasing the function of HR, maximizing control in finance, increasing partnerships to support JAR Travels business, change distribution channels, create uniqueness products as competitive advantages, and market penetration to grab the opportunity.Keywords: strategic formulation, online travel community, business strategy

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