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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
Formulating new e-commerce related finance business in indonesian market Sato, Jun; Ashari Nasution, Reza
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT Sinar Mitra Sepadan Finance (the Company hereinafter) is one of JV multifinance company between local Indonesian company and a Japanese multinational company. The company has strong background on IT and is currently pursuing next profit generator. After applying analytical framework of Porter's five forces, BCG matrix and the innovation ambition matrix, the existing businesses of Company is not likely to have prosperous future in the long run. Comparing the rate of growth between existing car finance market and e-commerce market, the Company is suggested to enter into e-commerce finance. In order to create new business in e-commerce market, there are three points to be examined. The first point is how to build up this eco system. The author propose that the Company should have business partnership with payment gateway providers (PGPs) as PGPs have a wide range of connection with e-commerce sites and amount of data. Furthermore, PGPs have a skill of fraud detection. The second point is how to secure the healthiness of receivable of the company. From this perspective, implementation of concept of fintech, utilization of social media for credit approval process, and participation to new credit bureau are suggested. The last point to be examined is how to set up product features in order to generate profit. Based on the nature of e-commerce, small-size, short-term, no collateral finance is considered. Revenue structure of the product is also different from conventional used car finance. There is no charge over customer in e-commerce finance unless becoming overdue. Fee charge over e-commerce sites is the source of income, which is as similar as credit card business. In conclusion, the Company could create new business model in white space of e-commerce with higher growth rate. To enjoy the first mover advantage, its is suggested to start its business implementation which will take approximately 6 months based on the plan by the author. Key words: e-commerce, fintech, multifinance
Develop brand loyalty through business innovation Dahlan, Ilyasa; Raafaldini Mirzanti, Isti
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Busingss fashion retail industry in Indonesia is growing rapidly since 1995. Characterized by its growing number of international brands to enter Indonesia. This condition is of course also impact to the local brand that provides many options for customers to choose fashion which according to their characteristics. The demand for local products from Bandung has a huge market of big cities in Indonesia, such as Jakarta, Semarang, Surabaya and Medan. Another thing that causes the growth of the local brand in the fashion industry in Singapore increased significantly is the price of imported products very expensive, so the biggest target market that is largely started looking for a subsstatute item. With so many demands of the market, many local entrepreneurs are competing to offer their products. With growing fashion retail industry in Indonesia, many new products found in the market. In this study, researchers wanted to examine how local brands brand can compete and increase customer loyalty to a brand through innovation of business done performing and using the innovations. In this study, author use you local brands from Jakarta name Kala as a subject. The method that author used is by interview respondent that match with characteristic with the target market Kala. From the results of interview author can generate some of the alternative business innovation. Business innovation in question is doing product innovation, consisting of product innovation and manufacture innovation, the next process is by innovating the process of delivering information to the target market is by brand innovation and marketing innovation. Keywords: Kala, business innovation, innovation marketing innovation, product innovation, brand loyalty
Strategy Formulation of PT. Tunggal Sejati Kencana (Case study : Pekanbaru Logistic Center in Pekanbaru, Riau) Anugrah Wangsa, Airin; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract- The formulation process to create a business strategy for PLC started from external and internal environment scanning those are be done by several methods such as : PESTEL Analysis, SWOT analysis, Porter’s Five Forces Analysis, Resources Based View Analysis, Value Chain Analysis, Current Corporate and Business Level Analysis, EFAS Matrix, IFAS Matrix, IE Matrix, TOWS Analysis, Grand Strategy Matrix, Ansoff Growth Matrix. Next step is to integrate cross functional with capabilities and positioning. To take action in the proposed strategy must be aligned with the company’s vision, mission and values. Based on the result of analysis, the corporate strategy that can be implemented by PLC Warehouse based on orientation toward growth strategy, it aims to create value for the shareholders, customers and also citizens. Besides, to increase the revenue, should do the market penetration by using differentiation as the best business strategy. Market penetration and differentiation focused strategies are also supported with functional strategies that consists of marketing, research and development, and human resource. New strategies that should be pursued by the company includes : competence and leadership personnel, customer relationship management, marketing by digital media, cost control, develop capabilities, technological warehousing system. In conclusion, PT. TSK currently has competitive advantage in the warehousing industry but the company also needs to prepare for the future treats and opportunities. The company should align their strategy from corporate level and business level strategy to achieve the goals in the future. Keywords: Business Strategy, Corporate Level Strategy, Competitive Advantage, Strategic Management, Warehousing Business Industry
Marketing Strategy for Bank BJB to Increase Fee Base Income Mobile Harsa Bani Partapraja, Harry; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Technological development and information are unavoidable, its usefulness. Many companies the world attempts to change itself into power generators (powerhouse) global business through various investment radicals in e-business, e-commerce, and effort information technology (IT) other incredibly global. So there is a need clear managers, business and practitioner business to understand how to manage a functional organization that this important.
Marketing Strategy To Increase Azura Travel Tour Sales Seroya Indah, Mira; 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 - Azura Travel Tour was established in early of 2014 in Bekasi. The company operates on the tourism sector. Azura Travel Tour focuses on the sales of travel agent system which has full facilities including domestic and international air flight tickets purchasing, train tickets purchasing, hotel reservation, domestic and international tourism packages, Hajj Plus and Umroh Trips, multi-payment and pre-pay credits, documents and packages air shipping which cooperate with Lion Group, airport shuttle, travel bus. In 2015, Azura had 200 million Rupiahs as the numbers of net profit target. However, Azura net profit on January to December 2015 was only reached 43% of the expected target. Moreover, among 136 people who are listed as Azura current total of members, only 51% who conduct the transaction. Azura was analyzing the external and internal issues of the company to figure out the problem solving. The external and internal analysis is using PEST Theory and Porter's 5 Forces, STP Analysis, Marketing Mix, Developing Effective Communication, Channel Management Decision, Purchasing Decision's Factor, Competitor Analysis, Data Exploration, and Questionnaire to 136 members of Azura. The root cause of problems in Azura are less effectiveness in strategies making by the intention of winning over the competitors, the lack of effectiveness in designing strategies on advertising programs, the last one is the lack of effectiveness in managing relationship with Azura members After realizing the existing root cause, Azura provides the solutions to fix these issues. The strategies which are going to be used are the designing advertising programs based on company promotional intention and constantly measuring the results of advertisement, fixing strategies on the application of marketing mix in order to win the competition among the competitors, keep embracing the members in handling complaints, conducting business motivation, and also rewarding interesting gifts and awards as appreciation according to the accomplishment, then the members will compete to increase their transactions. Azura will focus on the strategies by the intention of achieving better profit target in the next upcoming years in the implementation plan by designing effective strategies on advertising programs, Ads in newspaper media constantly, advertising cooperation with the members, members evaluation, members gathering. By the analysis and proposed improvement strategies, Azura is expected to be able in achieving better profit target of sales in the next upcoming years. Keywords: Strategy, Profit, Member, Azura Travel Tour
Optimization of human capital management to drive organizational performance towards business targets: case study at pt pertamina persero – mor v Zuhroni, Mohamad; Ghazali, Achmad Fajar
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. In high business competition today, human capital is a major asset for the company to drive other assets and provide a guaranty to be able to perform on the top level in a relative long period. Nevertheless, in order to get the benefit of human capital asset, these asset need to be managed in a proper way and in line with company’s strategy. Pertamina – MOR (Marketing Operation Region) V is facing extraordinary business challenges. Carry out duties as the company's main revenue driver in decreasing oil prices recently, Pertamina MOR - V is expected to boast organizational performance and optimize all of its capitals, especially human capital. This study aims to elaborate how the implementation of human capital management, which drivers of human capital management that have significant impact on organizational performance, and determine the most appropriate intervention programs for those drivers. The research approach used in this study is a quantitative approach that starts from an online survey sent to the respondents including all employees of Pertamina - MOR V. After the survey data collected, statistical analysis applied and followed by a focused groups discussion to encounter and obtain a clear understanding of the measurement findings emerged from the data questionnaire. Keywords: human capital management, organizational performance, and organizational competitiveness. 
Integrated Business Solution as a New Enterprise in The Tight Market of Interior Design Service Industries and Digital Media Competition Prakasha, Reza; 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. The objective of this paper is to develop integration strategy in term of Business Strategy, Marketing and Product Development. The Business Strategy focused on Business Model, The Marketing exposed about Marketing Strategy and Plan, while Product Development is planning about Digital Services Innovation. PT. Presisi Tata Kreasi itself created on July 14th 2014. It is run the Commercial or Corporate Interior segmentation of Architecture Services which parts of Creative Industries. Base on the tight competition and the declining economic situation nowadays, several industries cut their marketing budget and impact to the income or revenue of the mostly creative industries, especially the niche commercial interior segment. The company in this segment must take several action survive in very tight competition, including PT. Presisi Tata Kreasi. Otherwise the company will be eliminate too soon by the economic situation. This study of PT. Presisi Tata Kreasi business is used interview and questionnaire for consideration and guidance making decision. The result is; environment: direct competitor aggressiveness and tight competition in the industries. Management: The supply chain of PT. Presisi Tata Kreasi are not having strong agreement with the suppliers, cause to the cash flow of the company. Measurement: there are wide gap between the consumer perception and satisfaction of product/service quality. Marketplace: consumer segmentation that PT. Presisi Tata Kreasi targeting are not match with its value proposition. Method: the method that PT. Presisi Tata Kreasi use are very conventional.The business solution; first is short term solution which is Business Model Improvement that trying to solve the management problem. Second is mid-term Solution which is Marketing Strategy are trying to solve marketplace and method problems. And third is Long term Solution which is New Product/service innovation are trying to solve environment and measurement problems. Keywords: interior industries, root cause analysis, marketing strategy, services innovation, business model
Development of Business Strategy For Doping Studio Harimurti, Krisna; 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. In Indonesia, children play an important role in product purchasing and preference of a family which consist of 70% of total family expenditure be spent for children needs and wants. This clearly indicates the potential and uniqueness of children market where their purchasing power comes from their parents. Therefore, children party planner business in Indonesia is a promising opportunities business that aims to help parents, which are time and fund constraint, in organizing memorable and emotionally attached moments with their children. Kiddy-O is a start-up company that position itself as Personalized Party Planner for Children which existed by specifically targeting niche market that includes events, party, and gathering where its main target customer object is children below 12 years old. Every start-up business faced high challenges in competing for success especially those in preliminary stages. This issue is also faced by Kiddy-O. This study therefore aim to find out the appropriate STP strategy and the targeted market audience needs in party planner of children service for the prospect of Kiddy-O business. Kiddy-O have to understand their target market rigorously and understanding the demands in order to provide product and services that are able to fulfil the demand of the market. It is essential for Kiddy-O to overcome this issue since it will help Kiddy-O during early stages and prevent from insolvency. Moreover, by understanding their target market well, Kiddy-O will be able to compete and survive in this business industry. To complete the analysis of the internal and external terms, the method of analysis used questionnaires to determine the views of consumers need of party planner for kids. Questionnaire addressed to 40 female respondents who live or work in Bandung City and have children age under 12 years old. After that, the survey result use to create strategy formulation, the author try to match Segmenting, Targeting and Positioning analysis based on author assumption and survey result of questionnaire. Kiddy-O’s consumers segment are female with range of below 25 – 45 years old above. Their last educational level are high school, diploma, bachelor and master. Segmentation by occupation is employees, entrepreneur and housewife. With average income between Rp 2,500,000 – Rp 7,500,000 above per month. And the geographic aspect divided into Bandung, West Java, Indonesia. Consumers social class are from upper class and consumers life style are divided into conspicuous consumers and survivor. Segmentation market is educated well. And the attitude are hardworking, acquisitive and competitive, concerned with position and show. Kiddy-O target market are female with range of 25 until 35 years old, have children age under 12 years old, bachelor degree, work as employees with the average income Rp 5,000,100 – Rp 7,500,000 live in Bandung. Positioning, the concept that were offered by Kiddy-O is to become a personalized private party planner that provide an interactive thematic events. To re-enacted traditional fun games and songs as well to promote Indonesian culture with fresh new ideas and concept by integrating an interactive activity games and challenges. Based on the research, there are many demand in this service. They think that using Party Planner service is important. Many of them will use this service for arrange birthday party events, despite will use the service for celebrate circumcision is becomes potential market too. Consumers satisfaction becomes the main objective. If the events not as good as expected, Kiddy-O will give compensasion to minimize complaints from consumers. We will do preventive action and make sure it does not happen again. Because the quality control and customer satisfaction are the important indicators that can make survive in business.Key Words: Party Planner, Children, Segmenting, Targeting, Positioning
Public perception of e-money in the perspective of marketing communication strategy (Bandung) Wirajati, Nugraha; S. Hariandja, Evo.
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Gardenia Diary is a photography and videography business based in Bandung Indonesia, founded in 2010 and rebranded in late 2013, these company now focuses on wedding photography and videography but also deliver services to other type of work categories such as commercials, editorial and events. Wedding business in Bandung is high in competitive, there is a lot of similar vendor who serve similar services. While the traction and client are increasing but it is in a slow progress. Gardenia Diary monthly capacity projects is low, while most effort in advertising did not give a good result. Dependencies from wedding documentaries, which are seasonal, are making business revenue unstable. Gardenia Diary management realized that they needs to do improvement in marketing strategies. To create a new marketing plan strategy, the author did a quantitative research. The data from questionnaire will be combined with company situation, business situation and supported with company data. All of these data are used to discover the root cause of business problem and proposing business solution of Gardenia Diary. To achieve company goals, Gardenia Diary should improve its marketing mix. The proposed marketing plans are done to support and solve business problem, which mainly cover costumer relationship improvement, efficient marketing plan, and create a new differentiated products. To make it succeed, the implementation plan must apply correctly and under the supervision of owner or manager. Key Words: Marketing strategy, wedding documentary
Knowledge Retention Strategy for Dealing with Knowledge Loss at Bank Bisnis Headquarters Kiki, Kiki; 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. One of major challenges for organizations nowadays is the aging and shortening of experienced workforces. As experienced or senior staff retire, then critical knowledge and their experience will leaving the company and will be a threat to company unless that knowledge can be successfully retained and transferred to other existing workers which less experienced. Due to high turnover, the retention of valuable organizational knowledge from senior and experienced workers has been recognized as an urgent need. Due to high employee turnover rate in the last two years at Bank XYZ Headquarters, will increase the possibility of critical knowledge leaves the company. In 2015, headquarters recorded the turnover rate was 24.39%, increase almost 3 times from the previous year, and most of them are experienced and senior staff. The goal of this research is to deal with knowledge loss at Bank XYZ by formulating Knowledge Retention Strategy by using the suitable Knowledge Retention framework. By using the Analytic Hierarchy Process (AHP) of Prof. Thomas L. Saaty (2001), acquired knowledge retention framework suitable for this study, which is selected from three alternative models of knowledge retention. With the selected framework of knowledge retention from Deller and Burmeister, this research finding out first what critical knowledge that posses by employee in Bank XYZ Headquarters and how to retain them.4 factors which help to formulate the strategy are critical knowledge, individual characteristic, relationship characteristic, and contextual characteristic. Based on the result of this analysis, the company have so many critical knowledge that need to be retain. This caused by lack of monitoring about knowledge retention and too formal interaction among employees that less support the retention activities.The result of this research is Bank XYZ Headquarters will implement Knowledge Retention Strategy to prevent knowledge loss in the future. The implementation run through 3 kind of activities: skill development and training, informal activities, and exit management. Based on knowledge retention framework analysis, all the retention activities will exactly as needed by Bank XYZ Headquarters employee.

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