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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 7, No 3 (2018)" : 44 Documents clear
Valuation analysis to determine fair market value of sft hotel the company case study: subsidaries companies of apl (period 2014-2017) Ferdo, Redian; Sukarno, Subiakto
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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As the number of branded hotels in Indonesia increase significantly which lead more investor and business owner to see opportunity to purchase well-designed and well managed hotels. That means the owner will be thinking more about the valuation of the hotels. How much is the business really worth is the main question of this research, the main purpose of this analysis is to find the market value of the business. APL is the biggest player in property developer in Indonesia with experience more than 40 years. The company has played significant role in developing luxurious property market in Indonesia including hotel, office, house and apartment. As with the growing number of property developed by APL which lead the company to sell their business segment in order to gain more capital to expand their area property of development.  This research using secondary data without gaining information directly from the company. This analysis using discounted cash flow analysis to determine the value of the company. During the analysis, this research using several financial performance analysis including their financial historical year on year, ratio analysis and projection analysis.Keywords: Valuation, Hotel, Market Value
Strategy to develop and manage an aquaponic farm: case of kebun bersama Ariesto Herman, Bintang; Dung Do, Anh
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Kebun Bersama is the designation for the aquaponic garden owned by the author. Apart from being a hobby, it also has a high economic value. Its products are organic vegetable and fruit accompanied by source of animal protein in the form of fish, made aquaponic becoming an interesting urban farming system. The problems faced by Kebun Bersama and the aquaponic farmers are; marketing, aquaponic installation costs and production capacity. Today, Kebun Bersama and aquaponic farmers can only utilize community forums as a medium for products and self-introduction to the public, to reach a wider market this is ineffective marketing tool. The initial cost for aquaponic installation is expensive, many people are rethinking for installing aquaponic because of the risk of failure. The third problem is the production capacity, as urban farmers who use limited land and faced the expensive cost of developing the system makes aquaponic farmers distress in the provision of large production. Based on the results of the analysis of the initial condition of aquaponic farmers which is then coupled with the results of interviews and questionnaires, the authors can formulate a new strategy that can support the business of aquaponic farmers. The strategy can be seen in TOWS Matrix and Strategy Diamond in this research. The results of this study indicate that Kebun Bersama must sell aquaponic system installation, training session, and various things related to Aquaponic to get more profit. Then Kebun Bersama should develop an application/system that helps solve marketing problems and has a function as an online training system. Using the system, Kebun Bersama can also create collaboration between aquaponic farmers; a system that can help monitor the activities of aquaponic farmers in a community, as a media sharing progress update and media consultation. Feedback from every consumer will be a marketing tool within the system created by Kebun Bersama. Using this system Kebun Bersama will have benefits in terms of acquisition of new consumers as well as repeat order from existing customers. Keywords: Business Strategy, TOWS Matrix, Business Canvas Model, Strategy Diamond, The Lean Startup, Aquaponic
Business strategy formulation for ku ka to gain competitive advantage in e-commerce industry Ramadhan, Mochamad; Fajarindra Belgiawan, Prawira
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract. E-commerce is a process of buying and selling that occurs between business perpetrators and consumers via online. Nowadays, e-commerce has made it easier for people to do shopping without having to bother buying directly from a physical store. However, most of e-commerce platforms in Indonesia are B2C platforms that provide various products made from abroad, especially China Due to this circumstance, Ku Ka as one of the e-commerce platforms in Indonesia decided to start its own operations in 2015 on a social business model basis that only sells Indonesian products as a differentiator among other e-commerce platforms and has a noble purpose to help the local business perpetrators and SMEs in Indonesia. This study aims to analyze the current condition of the e-commerce industry and propose a new competitive strategy for Ku Ka to improve its competitiveness. There are four questions that are discussed and answered during this research. The first question is “what is the current condition in the e-commerce industry?” Second, “what are the current Ku Ka business strategies?” The third one is “what are the best competitive strategies for Ku Ka?” and the last one is “what other features that need to be implemented in Ku Ka’s platform?” The external analysis needs to be conducted on this research in order to define the level of external opportunities and threats faced by Ku Ka in the e-commerce industry, while internal analysis is conducted to review resources, strengths, and weaknesses of Ku Ka itself within the company. In addition, TOWS Matrix and Five Diamond Strategy are useful for formulating alternatives and solutions that need to be implemented inside Ku Ka in order to improve its competitiveness. Furthermore, the author formulates a series of business solutions by focusing on three main dimensions, which are Features & Technology, Partnerships, and Campaign.Keywords: e-commerce, Ku Ka, competitive strategy, online shopping, online retailer.
Content marketing strategy (case study: gogh!) Kotaro, Hans; Fathnur Ahmad, Nazmi
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract – During this contemporary period (2017), the Internet has become one of the major supporting factors that substantiate business across the globe. The growth of E-commerce or online-based business is impacted greatly by the increasing number of Internet users. According to a survey conducted by the Indonesian Central Bureau of Statistics (BPS) within the period of 10 years; E-Commerce growth has increased by 17 percent, which is a total increase of 26.2 million E-commerce businesses in the span of 2006 until 2016. Even though more companies have turned to digital marketing on 2017, there are still challenges ahead. According to Iwan Setiawan and Savitry Yosanova on the book "New Content Marketing" (2016), people are not directly consumed by advertisement due to the three global shifts that occurred within this period. The first shift is the conversion from 'vertical' to 'horizontal.' In this shift, the marketers should not position themselves above the customers. Customers are asking to be on the same level as marketers. They want the freedom to decide what they want to say and do. The second shift is the conversion from 'exclusive' to 'inclusive.' These shifts and changes have successfully shaped an era of New Wave Marketing, whereas promotions are eventually turned into conversations. The occurrence of this conversation process should be done by methods of 'storytelling'. Along with the story, the prospective consumers will engage and generate conversation about the brand with other prospective customers. The use of Content Marketing tactics can eliminate distance and shape a friendlier, more relatable image with the customers. Content Marketing have different concepts in contrast to conventional advertising, as it conveys what the customer want to hear. When content marketing speaks, the concept of customer centrism is preferred. The brand prioritizes on what the customers preferred to to hear, and creativity takes precedence as the key (Setiawan and Yosanova, 2016).'Gogh!' is a lifestyle brand that provides affordable designers apparel. The brand caters to its interpretation of contemporary culture and produce sustainable fashion with a flair of Pop Art.  The company was founded in 2015, but officially run in 2016. The researcher used two types of methodology; quantitative and qualitative research, then the researcher use SWOT and PESTLE to analyze the business.  The next process is determine the objective, Interviewing the customer, target mapping, creating content in content ideation process, creating content in content ideation, distributing the content in content distribution process and evaluating the result in content marketing evaluation. Keywords:  Gogh, geek, popculture, marketing, content marketing
Business strategy formulation of three brothers barbershop to increase the cutomer base Jaya, Surya; Sunitiyoso, Yos
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract – The barbershop industry is still a promising industry because it has good growth. Increasing purchasing power of the people, supported by the ease of disseminating information about lifestyle, fashion, men’s trend, and more through the internet is one of the factors supporting the growth of this barbershop industry. This good growth makes the barbershop business becomes an attractive business for many people. As the result, many new barbershops pops up and makes competition in the barbershop industry even tighter. As a newcomer to the barbershop industry, Three Brothers Barbershop which has been open since August 2017 has difficulty finding its market share, despite its strategic position, which is located at Jalan Karang Tengah Raya, South Jakarta city. It's been a year since its opening, but Three Brothers Barbershop still suffers losses every month. This study aims to help Three Brothers Barbershop formulate its business strategy to find its market share, create a huge customer base, and gain profit. In this research, some internal analysis and external analysis will be conducted. Internal analysis was carried out using Value Chain Analysis and Business Model Canvas methods, while external analysis was carried out using PEST Analysis and Porter Five Forces methods. Results from internal and external analysis will then be summarized in the SWOT method.The results of this study indicates that actually Three Brothers Barbershop has a good assessment of its customers, but the lack of marketing efforts led to Three Brothers Barbershop. Improvements in terms of marketing, both offline and online marketing must be done by Three Brothers Barbershop to gain market share.Keywords: Barbershop industry, business strategy, internal analysis, external analysis
Identifying learning styles for effective learning and development in manufacturing industries using learning style questionnaire Sadar Adi Pratomo, Dian; Welly, John
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract—A start up training provider company has been running for one year and planning to incorporate experiential learning approach to improve its product so their client (learners) will have better learning outcome. Company needs to understand how experiential learning can deliver an optimal outcome to be gained by the learners (clients). Field research hence took place among manufacture workers at Cikarang Plant as one of Company’s clientele in December 2017. Research is designated to identify learners’ current learning styles and how they can gain benefit from experiential learning program. Analysis is using Learning Styles Questionnaire (LSQ) test by Honey & Mumford.  Test is performed among 30 employees with age ranging from 18 to 53 years old having high school to undergraduates as their last education and have working experience between 0 to 35 years. Conclusion is that 60% of their learning style is Activist-pragmatist. This style preference is caused by their age background and cognitive quotient accumulated throughout their life experience. There are two experiential learning solutions offered to enable an effective improvement of their learning styles. Those are audio-visual and on-line simulation game to be implemented by Company’s facilitators and adapted into identified learning styles.  Keywords: Learning Styles Questionnaire (LSQ), Experiential Learning, employee development, training program
Marketing strategy of ppsdm kebtke as public service agency Juni Ferson, Nico; Rudito, Bambang
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Human Resources Development Center For Electricity, New Energy, Renewable And Energy Conservation (PPSDM KEBTKE) is a training institution under the Ministry of Energy and Mineral Resources which has the duty and function to educate and train Human Resources in Electricity, New Energy, Renewable And Energy Conservation which previously serving in the internal environment only Ministry of Energy and Mineral Resources and in 2018 changed to the Public Service Agency based on Decree of the Minister of Finance No. 965 / KMK / .05 / 2017 on December 27, 2017 and is expected to improve services and to provide services to the community and in conducting its activities based on the principle of efficiency and productivity, but the condition of this change has a very big challenge because previously PPSDM KEBTKE has never done business practice and not yet known, so that PPSDM KEBTKE known and get the market then needed the right marketing strategy.This study used a qualitative approach where the primary data is taken from both internal and external interviews and for secondary data obtained through supporting literature. From the results of this research analysis found that PPSDM KEBTKE currently not maximized in marketing and approaches to consumers who become the target, then from this research obtained some strategies to improve consumer awareness and strengthen PPSDM KEBTKE to be known and excel in the competition. Keywords: Training, Public Service Agency, Marketing Strategy, Qualitative, external, internal
Analysis of the startegy acquisition of axis telekom indonesia by xl axiata - lessons for future acquisition strategy in indonesia telecom sector Karima, Intan; Bobby Titus, Amol
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract – To developed telecommunication industry, Indonesian government initiative to consolidate the industry for efficiency. The government is targeting that by 2019, just four telecommunication operators will be in operation. The future consolidation in the industry could involve mergers, acquisitions or expulsion from the industry. It is hoped that consolidation of the industry will enhance service quality and allow more competitive prices for consumers. In March 19, 2014, XL announced that the company has officially acquired PT Axis Telekom Indonesia (AXIS) with transaction value of US $865 million. As in the plan, XL set the main target of merger and acquisition was to get an additional 1800 MHz spectrum, where the spectrum is needed by XL to improve service quality and expand the company's network coverage. Although the acquisition process was successful, XL failed to meet its expectation when acquiring AXIS. There are three explanations that is most attributed: 1) Overpaying, 2) Overestimating synergies, and 3) Incomplete integration. As the lessons for future acquisition strategy in Indonesia telecom sector, the Author recommends to control cost strictly during implementation period in order to meet projected targets and not too much of debt as interest servicing will consume cash flow.Keywords: merger & acquisition, spectrum, telecommunication industry.
Proposed attack strategy for nugget product of pt bernas mulia sakti to increase comapny's revenue Amril Putri, Farrah; Toha, Muhammad
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Introduction:   PT Bernas Mulia Sakti (PT BMS) is one of the strategic player in broiler industry. For the last five years, sales of PT BMS has been increasing moderately by averagely 7.6%. Nevertheless, the profit tends to be fluctuating at 5.9% within the same periods. In order to prevent further fluctuation in the upcoming periods, board of directors comes up with the agreement to innovate with new product, called product diversification. The firm desires to improve profit in the near future, and it can be achieved by product diversification as relying on existing product means relying on purchasing power of the current market share. Grabbing new market share would be an option, but it would lead to less-efficient cost.  Methods: The research done has survey-based analysis, Porter’s Generic Strategy, The Five Major Element Strategy, Strategy Moves Attack Strategy and Proposed Business Model Canvas. Results: The first fact is that most of chicken nugget consumers are millennial generation by 83%. Therefore, PT BMS would compete in the market using non-price approach which is positioning as healthy chicken nugget. Conclusion: In executing differentiation business strategy, PT BMS technically implements bypass attack strategy considering that it is relevant in introducing new product to a market with strong competition, as well as attempting to cover new service that competitors do not actually cover. With the bypass attack strategy, PT. BMS identifies which aspects of the competitor that can be indirectly attacked, which are (1) competitor’s product still uses preservatives therefore it would be strong positioning for Nuggetin as healthy chicken nugger; (2) competitors sell frozen product which reduce the quality of the taste, while Nuggetin offers home delivery service for fresh product; and (3) proactive after-sales service including consultation services for customers in terms of living healthily. That way PT BMS is expected to improve its sales performance in the future. Keywords:  Attack Strategy, Broiler Industry, Diversification Product, New Market, New Product
Developing talent management for organizational excellence: a case study at secretariat general of ministry of energy and mineral resources Rahmani Sugiharto, Reni; Ghazali, Achmad
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract – In achieving organizational excellence in accordance with the mandate of the President for the people of Indonesia which prioritizes Bureaucratic Reform in the national development goals, it is time for the Secretariat General of the MEMR to focus on talent management to be implemented in the Ministry of Energy and Mineral Resources thoroughly in the future. In order to initialize the application of talent management in service to the general public, the author in this final project examines Strengths, Weaknesses, Opportunities, and Threats of Human Resource Management at the MEMR using SWOT Analysis and Talent Management strategy to answer the research objective, that is to propose Talent Management model that are in accordance with the vision and mission of the Ministry of Energy and Mineral Resources. To achieve the purpose of this writing, there are 3 (three) questions in the final project that are attempted to be analyzed in this final project, they are: (i) what kind of talent management strategy has been applied specifically to the position of Administrator and Supervisor at the Ministry of Energy and Mineral Resources, (ii) what are the strengths, weaknesses, opportunities and threats of the strategy in the position of Administrator and Supervisor at the Ministry of Energy and Mineral Resources, and (iii) what solutions and recommendations that the Ministry of Energy and Mineral Resources could do to minimize threats in implementing talent management strategies in the future will come. In this final project, the author uses qualitative research methods namely literature review and interview. From various sources (books, journals, expert resource persons, applicable government regulations and interviews), the author tries to examine each of the sources of information in detail to obtain the purpose of writing this final project, namely to present examples of Talent Management models that are appropriate to the vision and mission of the Ministry of Energy and Mineral Resources and answer the first question of this final project. SWOT analysis is also used by the author to answer the second question of this final project. While to answer the third question of this final project, the author uses an analysis of 8 (eight) Management Change Steps initiated by J.P. Kotter. Based on the research method and process of analysis in this final project, results are obtained such as (i) talent management strategies have not yet been implemented in the Ministry of Energy and Mineral Resources, although most of the selection process to employee retirement still uses HR Management strategies. This strategy focuses on all employees in the organization, not on "key employees" or "talents" who can be defined as people who routinely exceed expectations while showing correct and appropriate behavior in this research approach, (ii) there are several strengths, weaknesses, opportunities and threats found in HR development strategies at the Ministry of Energy and Mineral Resources. Its strength is selection based on performance measurement data (SKP), integrity (user evaluation), SIPEG application data for daily attendance, Meeting Forum or Baperjakat which is always under the leadership of the Secretary General and an assessment process organized by third parties. The disadvantage is the selection of filling positions that are done according to needs without planning, the comparison between candidates and vacant positions is very large, the process is done in a hurry and the process of harmonization of time that takes a short time in aligning the schedule of Echelon II leaders in organizing Baperjakat. The opportunity to develop talent management patterns at the Ministry of Energy and Mineral Resources is derived from the framework of good governance, workforce growth, organizational reputation, people development, inventory of future leaders, and statements and support of the Deputy Minister of Energy and Mineral Resources regarding Human Capital strategies in this agency. The last is that threats such as apathetic work and the slow achievement of long-term organizational strategies in this organization are a challenge in the development of talent management strategies, and (iii) to minimize these threats, the Ministry of Energy and Mineral Resources needs to start implementing Talent Management in the management of HR development. Focusing on "key-staff" and "talent", talent management strategies can help organizations overcome talent needs to fill strategic vacant positions in the organization.Keywords: human capital, organizational excellent, people development, talent, talent management, talent pool

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