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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 44 Documents
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Search results for , issue "Vol 5, No 3 (2016)" : 44 Documents clear
Strategy to grow a small and medium enterprise (sme): a case of an islamic fashion company Febrian Ismet, Rizky; Dung Do, Anh
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Records from Indonesia central statistical agency (BPS) showed the development of SMEs is growing rapidly in recent years, and making it as one of the economic backbone of the Indonesian economy. In BPS record stated that the contribution of SMEs to Indonesia's GDP is around 60% and it creates very large employment opportunities. One fast growing SMEs industry is the manufacturing industry where one the market is Islamic clothing industry. As a country with the largest Muslim population in the world created the Islamic apparel market has a very attractive of selling value and as evidenced it created of high competitiveness among business Islamic clothing owners from being able to attract buyers. Hence, the condition causes each company requires specific strategies in order to grow and compete in this industry. One of the small categorize company is Fadhila Zahra, which produce and sell Islamic clothing products. With limited capital and resource, the company start having a declining sales and revenue due to improper strategies applied. In this paper the author will provide strategy for Fadhila Zahra Company in order to growth and sustain in the industry by understanding the competitiveness concept, internal and external analysis followed with collecting consumer’s feedback through questioners and In-depth Interview with other business in the industry.  Keywords: SME, Competitiveness, Business Strategy 
Business strategy evaluation using scenario planning in pt bukit asam (persero) tbk Wicaksono, Setiadi; Sunitiyoso, Yos
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract – PT Bukit Asam (Persero) Tbk has develop long term strategic plans based on vision “To be a world-class energy company that cares about the environment”. It was single scenario that focus on developing company value chain on coal mining, power, and coal beneficiation in order to align with the vision. Challenge come, when coal industry facing a great uncertainty that gives high impact in Coal Price and Environmental Regulation. Single scenario could not be applied to survive in those uncertainty future. Scenario planning is a way to develop the groundwork for a strategic plan that doesn’t place the company’s future on the emergence of a single “most likely scenario”. Instead it recognizes that at any point in time, there is an array of possible futures that could potentially unfold.  Based on uncertainty factor in Coal Price and Environmental Regulation, PTBA develop 4 scenario planning: Dark Age (Low Coal Price – Loose Environmental Regulation), A New Hope (High Coal Price – Loose Environmental Regulation), Life in Transition (Low Coal Price – Tight Environmental Regulation), and The New World (High Coal Price – Tight Environmental Regulation). Each of scenario planning has certain implications, which need certain option/strategy to deal with it. It also equipped with early warning signal as monitoring tool the emergence of one scenario in which management should prepare certain option/strategy to adapt with upcoming scenario Keyword: Scenario planning, Coal Industry, Coal Price, Environmental Regulation
Marketing Strategy to Increasing of Cycling Apparel Sales (Case on Urbancase) Aprizal, Doni; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Urbancase was established in Bandung city since 2013, this company is clothing apparel specifically to support cycling activities. The first time company producing bags for cycling that has advantage of multifunction bag for cyclist. As a startup company Urbancase encountered several issue which are low distribution, lack of promotion activities and low brand awareness. All these issues affect the sales performance of Urbancase. In Order to solve the issue, the company’s analyzes condition using STP, 4P’s Marketing Mix and Competitor Analysis. After Analyzing the condition of the company, it is found root causes of the problem there is no well planned marketing program and all the activities are still done by the owner alone. To make solving the problem, the company’s describe the 4P's Marketing Mix. Before making development Marketing Mix, first performed STP process in order to marketing program in accordance with the target market. The solutions proposed in this thesis is in the form of new 4P’s Marketing Mix that will attract customers, widen distribution, improve branding, and increase brand awareness. The proposed solution make variety of basic cycling apparel for cyclist, make pricing strategy like a discount price for special moment, member discount and make reseller or wholesale pricing strategy. Make promotion program that is offline promotion such as cooperate with cycling community & bicycle event organizer and organize regular cycling event, online promotion such as promotion by utilizing Google SEO & Google Map, advertise on Facebook, Instagram, Bukalapak.com and make short video as media campaign that became viral on social media, hire marketing employees to increase the number sales and consignment places and hire graphic designer or photographer to create attractive promotion material. All solution are planned to be implemented in 12 months. By implementing all of the solutions, it is expected that after 12 months all the issue that currently encountered by the company will be resolved and the sales performance will improved. Keywords: Fashion Business, Cycling Apparel, Marketing Strategy, Bicycle, Urbancase.
Proposed Marketing Strategy For Arthetiks Legia, Mariska; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. E-commerce is one of the fastest growing fields of business globally. This phenomenon leads to the shift of products and services distribution that include its promotion through Social Networking Sites, including Arthetiks. Through this circumstance, Arthetiks, a homegrown brand that focuses in producing travel mate for young and dynamic urbanites, needs to be able to keep up with the advancement, while taking advantage on the phenomenon at its best. Despite the usability and opportunity on technology advancement, yet the sales made were unsatisfying. The study conducted was the exploration on analyzation of the company’s external analysis through Porter’s Five Forces, and internal analysis that consists of the review of 7P’s Marketing Mix model and SWOT analysis to find the gaps and problems that led to the problems arose. The high unsatisfying results were the results from various causes, such as low customer satisfaction, lack of product differences, unorganized marketing activities and high rivalry.  Arthetiks needs to improve its marketing strategy and implement business derived strategic planning to strengthen its products identity and achieving its’ objectives. STP analysis is applied to help Arthetiks to optimize its’ marketing strategies, especially to effectively delivered the promotional strategies and to produce demands products of the target market. In addition, a new 7P’s Marketing Mix strategies needs to be proposed e.g. increasing product varieties and uniqueness,creating a user friendly website, contribute on collaborations, creating company Mobile App, placing the products on more consignment stores, also enhance promotion strategies, especially via cyber space. Hence, the implementation plan is crucial to ensure the solutions to be realized properly while avoiding any errors on new strategies implementation. It also consists of human resource and budgeting plan. In order to make measurable progress within its scope, budget and time manners, it must be detailed on a time-framed table. The phases’s procedures of the implementation plan are discussed for Arthetiks to meet its objective. Keywords: Social Media, Sales, STP, Marketing Mix
Proposed Marketing Strategy for Telkom STARBox Astiana Soejarno, Hanna; Hudrasyah, Herry
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract – The progression of the use of the internet in Indonesia opens an opportunity to MSMEs to develop its business. Therefore, Telkom launched STARBox as business solution to MSMEs to expand their business by going online. However, despite the great potential, the sales of STARBOX have not shown the good results. There is the underachievement of the sales target. This study then intended to seek an effective marketing strategy for Telkom to meet STARBox sales target. SWOT analysis has shown that there is a low awareness regarding STARBOX. Low customer awareness due to the low activity of marketing and limited distribution channels. The utilization of integrated marketing communications and widening the distribution channels used to address the root of the problem. The IMC plan offered in two option depend on the Telkom’s marketing budget for STARBox and will be evaluated once per six months by receive continuous feedback on what has been done, both from the internal management and consumers. The IMC plan and the expansion of distribution channel are scheduled to be carried out within a one year period. Keywords: marketing strategy, integrated marketing communications, broadband, e-commerce, MSMEs 
Strategy Formulation and Implementation for CV Pinanggih in Automation Business Adi Nugroho, Anintyo; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Based on Frost and Sullivan research result, Indonesia automation market will grow strongly over the forecast period (2014-2018). However, throughout 2014 and 2015, Pinanggih faces a various challenge from external and internal environment. Some of reasons are depreciation rupiah, Falling world crude oil prices and tight competition among of automation companies. Pinanggih net profit Decreased due to, no significant increase in sales, small profit margins, and swelled operating expenses. The objective of this research is to analyze the business environment of automation and make formulation and implementation strategy for CV Pinanggih to compete with other competitors, to penetrate and to add new customers in the end increase sales of the company in the next year. To analyze company current condition use strategic audit framework, the external and internal conditions. The results of external and internal environment become the basis of SWOT formulation. Corporate strategy analysis conducted using the SPACE Matrix and QSPM. To formulate Functional Strategy use TOWS Matrix. The conclusions are unstable the exchange rate, plus the loss of the market potential of the oil and gas industry greatly affects industrial automation. Tight competition among competitors and ineffective strategy used is not a significant impact on the company's growth. Pinanggih must formulate a new corporate strategy and new functional strategy. Keywords: Automation, decrease profit, Strategy Formulation
Decision analysis of shifting lng business model from upstream to downstream in pt badak ngl using analytic hierarchy process (ahp) Gugun Gumati, Anggun; Sunitiyoso, Yos
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract — PT Badak NGL is one of vital asset that Indonesia has. Currently, PT Badak NGL is Non-profit Entity that has been operated by join management group (JMG). All of operational expenditure will be claimed to the gas producers without take any profit for the company. Government, based on law 22/2001, actually has another option of business model that is possible to be applied in this company. The option is downstream business model. Downstream model allows LNG Company like PT Badak NGL to take margin from selling gas. For making decision shifting from existing business model to new business model, there are two big questions; comparing two business model which business model is considered give higher value of business? And what factors should be considered to make that decision? The selection process of those business models can be considered as multi-criteria decision making problem, and AHP (Analytic Hierarchy Process) is one of the tools available that can be used to answer those two questions. Before answering the question which business model is better than the other, it needs to define decision criteria or sub criteria. It would answer second question regarding factor that should be considered for making decision. And at the end it would to compare both business models with considering that factors or criteria to answer which business model that give higher value of business. There are 4 main factors that should be considered. Those are company growth, supply growth, government control and buyer. The decision maker is MoEMR. In this research, the recommendation for the decision makers comes from SKK Migas and PT Badak NGL. SKK Migas consider that upstream model has higher value of business and the most valuable factor is government control (51%). Company growth (5.6%) is the last one. In the other side, PT Badak NGL consider downstream has higher value of business and most valuable factor is company growth (64.1%). All of that individual judgment is merged in group decision. The most important factor is government control (41.9%). The second one is supply growth (30%). The third one is company growth (15.5%) and the last one is Level of LNG Delivery Guarantee for buyer (11.7%). Based on AHP Calculation the upstream (55.5%) model is considered having higher value of business compared to downstream (44.5%). This final project recommends that PT Badak NGL still use upstream model. But, there are significant gap between government perspective and internal company perspective about company growth. Even PT Badak NGL still use existing business model, government should be more involved to improve growth of PT Badak NGL. Keywords: AHP, LNG, Indonesia LNG, Business Model, Upstream, Downstream 
Development of Business Strategies of PT Aquanest Archipelago (Seawater Ornamental Fish & Coral Reff Trading Company) Adamapramudita Gilrandy, Vicky; Larso, Dwi
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT.  Aquanest is an ornamental fish and coral reefs export trading company in Indonesia.  Since its establishment in 2012 until now, PT.  Aquanest has been successfully exporting the 3000 pieces ornamental fishes and 4500 pieces coral reefs to 10 countries in the world such as the United States, Brazil, Germany, England, Austria, Brazil, Greece, Iran, Malaysia and Singapore.  In the process, the company find significant sales gap trend each year. There are high season sales between november to april and low season sales between May to September.  Company analyzed, the caused of this matter it is influenced by the condition of the season in the country, where the biggest market is the United States and European countries. Therefore, PT.  Aquanest tries to make solution for low season sales by expanding in domestic market which  is not affected by the conditions of the season.  It means that companies must be provide the consumer basic needs in this business.  The company decided to create a retail division that sells four main products which is livestocks, equipments, maintenance supply and ready-system aquarium. On Six month after store launching, the sales did not have significant growth and tend to be low. The worst is ready-system aquarium product which is not sales at all.To fix this problem, company needs determine the best business strategy to increase the ready-systems aquarium products sales. After analyzing Company’s external and internal environment, differentiation strategies are the fittest way to achieve business performance. With using TOWS matriks, company generated several recommendation strategies. Creating aquarium project department to provide comprehensive custom aquarium from consultancy to the on-going maintenance for the clients are the main strategy to improve sales performance. This strategy will be delivered with the new business canvas model and new marketing mix. With the new value proposition “bring the spectacular beauty to your place”, PT. Aquanest will be helped to achieve revenues target by the end of the year. To ensure the strategies is on track, business timeline is applied. Keywords: the ornamental fishery and coral reefs Business, business strategy, Business, Retail, Differentiation strategies, Aquanest
Implementation Knowledge Management in X Division Case Study : PT. Bank XYZ Wiguna, Prayuda; Hidajat Tjakraatmadja, Jann
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - IT Division at PT. Bank XYZ is one of the company’s backbones and its performance will affect the achievement of PT. Bank XYZ. PT. Bank XYZ relies heavily on technology in running business. Knowledge management can improve a company's competitive advantages. Combination between IT and Knowledge Management will be a good combination to increase the competitive advantages for PT. Bank XYZ. This study aims to improve the achievement of X Division by implementing Knowledge Management in order to anticipate losing knowledge in X Division, decreasing dependencies on key persons, increasing externalization knowledge in X Division, optimize Knowledge Management Documentation and Knowledge Management system. Exploration of business issues that occur in X Division seen by four components of Knowledge Management named people, process, technology and governance. By using SWOT analysis and Fishbone methodology this research found a strategy that can be implemented in X Division. The strategy is to apply the Knowledge Management by following five steps include KM determining objectives, 9 answering questions, defining KM strategy, obtaining management and implementation plan. This implementation is expected to enhance the achievement of X Division and has positive affect to the performance of PT. Bank XYZ. Key words: Competitive Advantages, Knowledge Management, Achievement, Improvement, Implementation of Knowledge Management
Proposed Business Strategy For Contemporary Rattan Furniture Company Case Study: Studi Hiji Vania Griselda Pardede, Maria; Fachira, Ira
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Furniture industry is one of potential industries that continue to grow along with development of property industry in Indonesia. Every year, the domestic demand for furniture products has increased in line with growth of property business. In 2015, it is projected to raise 15 percent and will continue to increase. Furniture market development in Indonesia is also supported by rising incomes of middle class economy especially those who live in urban areas. It gives big opportunity for Indonesia furniture manufacturer to cover domestic needs rather than just for exporting market. Studio Hiji is a Jakarta–based design studio that creates contemporary rattan furniture. Studio Hiji furnitures are designed by Mr.Abie abdillah, a reputable furniture designer who is known as one of the best rattan designer from Indonesia. Studio Hiji products had won several award and had been exhibited in International exhibition. Since beginning of 2014, Studio Hiji starts selling their furniture product such as chair, benches, stool, and tables. 90 percent of Studio Hiji furniture sales were bought by domestic market and there also small sales from buyer that came from South East Asia Region. Unfortunately, Studio Hiji company revenue has not given significant profit to the company compared to operational and marketing expense. Studio Hiji faced issue of having difficulty to expand their team and to hire new employee because of limited funds they had in this start up phase. Therefore, Studio Hiji need to have more effective and efficient marketing strategy. Acquiring new costumer to increase their sales is very important for Studio Hiji to increase their growth and sustainability in this industry.  Based on the research, it was found that Studio Hiji has two types of customer profiles and why the issue could be experienced by this company because Studio Hiji did not have specific marketing strategies for its customer profiles which has different characteristic. Therefore, there were discrepancies between the target market and how companies apply the marketing techniques and promotion tools to reach the target market. This problem can be solved by analyzing both internal and external factors to identify opportunities and threats of the industry as well as the strengths and weaknesses of the company. Internal and external analysis results are used to make SWOT – TOWS matrix which later is summarized in EFAS, IFAS, and SFAS analysis. This analysis will determine what strategic factor gives most influence on Studio Hiji Company.  Based on research and finding, Studio Hiji need to maximize their marketing effort and focus on B2B marketing strategy. By focusing marketing effort for B2B market, Studio Hiji can increase their sales and sustainability in its first phase. The research also includes a survey that is conducted to view general opinion and point of view of potential business company which is really important for arranging next marketing strategies. Output of the research is business solution based on internal and external business situational analysis which is strengthen by improving marketing mix. At last, author will describe the implementation of the business solution that is shown with schedule activities. Keywords : Furniture Design Industry, Business Strategy.  SWOT-TOWS analysis, EFAS, IFAS, and SFAS analysis, Improvement Marketing Mix.

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