cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
-
Contact Email
-
Phone
-
Journal Mail Official
-
Editorial Address
-
Location
Kota bandung,
Jawa barat
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
Arjuna Subject : -
Articles 41 Documents
 1   2   3   4   5 
Search results for , issue "Vol 8, No 1 (2019)" : 41 Documents clear
The analysis of organizational culture using the organizational culture assessment instrument (ocai) based on the competing values framework (cvf) case study: corporate human resource (chr) directorate kompas gramedia Sandrisha, Mahacita; Budi Saksono, Prasetyo
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract. Organizational culture becomes one of the important factors in determining success of a company achieving its goals. This research is aimed to figure out what the current and expected culture at CHR Kompas Gramedia, and give recommendation based on the gap between current and preferred culture. The objectives will be achieved by doing quantitative data analysis with questionnaires by using the Competing Values Framework based on six dimensions of organizational culture using Organizational Culture Assessment Instrument (OCAI) to all CHR Kompas Gramedia employees with the total population of 67 people. The questionnaire contains eight statements in each dimension, which are divided into four current cultural statements and four expected cultural. The overall organizational culture that is dominated in the CHR Kompas Gramedia is the hierarchy culture with 28.12 points. The clan culture gets the lowest culture with a total of 23.70 points. In the next three years, this organization expects a culture that is inclined to be dominated by clan culture with a number of 32.10 points, by reducing the hierarchy culture by the amount of 18.66 which is currently embedded in the company. Hence, CHR Kompas Gramedia can conduct training such as mindfulness, personal transformation coaching training, team building-learning, bottom-up approach, and propose new service innovation.Keywords: organizational culture, OCAI, CVF, clan, adhocracy, market, hierarchy
Implementation of total productive maintenance in pt. Ip lontar Sidabutar, Daniel; F.Firman, Aries
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract. Total Productive Maintenance (TPM) is a maintenance program which concentrates on total involvement of everyone from top management to all employees in the organization. TPM practice a maintenance program by doing training, Autonomous Maintenance and 5S (Sort, Set in order, Shine, Standardize, Sustain). This program expect to the result in maximum Overall Equipment Effectiveness (OEE), tidier, neat, clean work place and morally boosted employees. This research was compiled based on qualitative methods by conducting interviews with top management, middle management in the company and customer. In-depth interviews were conducted to explore how the opinions of respondents regarding the implementation of total productive maintenance. From the results of interviews and literature studies, There are four recommendation that propose to PT IP Lontar for successful of TPM Implementation. Establish TPM Implementation team, OEE of equipment become employees KPI, Communication and promotion about TPM activity, and People development. In the end, if total productive maintenance has been implemented effectively, the company can reduce cost of maintenance and improve reliability of each equipment because it has a strong foundation in the form of structured maintenance system.Keywords: derating, total productive maintenance, employee involvement, OEE
Marketing strategy formulation of take a bowl Putri Ramadhani, Retno; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract - A food business in Jakarta offers many types of food. Take a Bowl is Indonesian rice bowl, located at a food court which close to a University. It joins as a merchant on ojek online named Gojek to sell the product. Many people still unaware of it, but it lacks of promotion and offers customized menu that is inefficiency for company. This research is using questionnaire which divided in two aspects for offline and online. It uses Five C’s which company is part of internal environment and the remains of it are explain external environment. CPM which uses to compare Take a Bowl with several competitors and appraised by the owners and employee. Moreover, it used STP and Marketing Mix which explains the current situation of Take a Bowl. All those tools generate to SWOT Analysis. As the result, Take a Bowl is the worst compared with the competitors and lack of activities to attract customers. Proposing the new marketing strategy helps company performance which use STP and Marketing Mix as the tools. Afterwards, Take a Bowl should change in more variety way and more attractive. The next plan is to open new branch near colleges and renew the menu with the prices adjusted to it. Take a Bowl will be done some promotion activities which will be scheduled well as implementation plan. This implementation plan will be implemented for the next two years which is intermediate term. A food business is turbulence depend on its trend. Keywords: Marketing Strategy, Food Business, STP, Marketing Mix
Formulating business startegic direction to enhance performance; a case of b-donat company Reyhan Hafiz, Muhammad; Mussry, Jacky
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract. B-Donat is a small company that produces cakes and donuts for middle-to-lower market segments. Founded in 2012 by Effendi Ritan with a traditional small factory. The main buyer of the product from B-Donat is reseller agents who resell the donuts to end consumers through cooperation with various stores, ranging from roadside stores to traditional food stalls. Dependence on its buyers makes the company unable to determine the price for its products and must follow the market's preference for the price of the donuts. Economic downturns and volatility such as the weakening of the Rupiah exchange rate, subsidies reduction, rapid changes in socio-economy, and also the emergence of new competitors decrease the company’s net profit margin, threaten business sustainability and reduce its performance. The company wants to jack up its revenue and get the maximum profit for all of its stakeholders through enhancing its performance. Researcher gathers key issue, and their implications for the company then give proposed solutions to achieve the desired growth of the company’s performance. The company needs a set of activities to enable it performs on the desired performance which the researcher delivers in a business strategic direction.Keywords: business strategic, donuts, developing, small and medium enterprises
Business development with strategic management decision for bank millenial indonesia, tbk Venato, Graeta; Dung Do, Anh
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract - Bank Millennial Indonesia is one the financial institution specialized for commercial business focus. The bank recorded the position in Bank Umum Kegiatan Usaha (BUKU) 3rd category for asset proportion. Bank Millennial Indonesia established on June, 10th 1980. Formerly, the bank known as Indonesian Citizen Bank. In the journey of business, the bank merged with some commercial Bank and changed the name of the Bank from Bank Citizen Indonesia to Bank Millennial Indonesia. The Bank already listed in Indonesian stock exchange with Initial Public Offering on July 2010.  The main focus of Bank is to provide loan product for customer in Usaha Mikro Kecil Menengah (UMKM) and to provide saving and time deposit product for Indonesian Citizen with good interest deposit for the customer. The cost strategy offered with low interest loan and high interest deposit. In one interview, the CEO's explained that the bank should be focusing on loan number proportion in 2019. The bank would be using the bank’s competitive advantage to increase the bank's Net Interest Margin. The target of Loan consumption especially for retail segment and UMKM. In other explanation, the CEO's told that the increasing number of Non-Performing Loan is one of the bank challenges in the following years. The NPL number raised because some of the corporate customers delayed their payment. It potentially increased the percentage of bad debt and NPL ratio. Facing this challenge, the composition of low-interest for Loan and high-interest for deposit should help the bank's staff to attracting more customer and help the bank to facing the challenge. This Final Project included with the bank's internal and external problem analysis and included with the research objective to increase the bank’s profit. This Final Project also contain with strategic improvement planning in the following years especially to reduce NPL number, increase Net Interest Income, and Increase Fee-based income.Keyword: Advertising Product, Non-Performing Loan, Service, Strategy
Analysis of financial performance measurement of indonesia airport companies case studies of pt angkasa pura i and pt angkasa pura ii in the period of 2011-2017 Ibnu Sina, Andy; M. Daryanto, Wiwiek
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract. In 2014, Indonesia government started focus on tourism sector by targeting to 20 million foreign tourists and 275 million domestic tourists in 2019. The target expected in 2019, the tourism sector could contribute 15% of total GDP. In order to the target could be achieved, Indonesia government is conducting accelerate of airport infrastructure development. The government targeted the construction of 14 new airports throughout Indonesia and part of target has been completed in 2017. PT Angkasa Pura I and PT Angkasa Pura II are as state-owned enterprises (SOE) that managing the airport in Indonesia must be able to support the government’s policy. The government’s focus on the tourism sector and infrastructure is an opportunity for companies to improve their company performance by looking at their financial performance. The government’s focus has been running for almost four years, how the financial health of the two SOEs is by measuring eight financial ratios based on the Ministry of SOE Decree No. Kep-100/MBU/2002 concerning health assessment of SOE. The eight financial ratios are Return on Equity, Return on Investment, Cash Ratio, Current Ratio, Collection Period, Inventory Turnover, Total Assets Turnover, and Total Equity to Total Assets. There are three levels on health assessment namely healthy (AAA,AA,A), less healthy (BBB,BB,B), and not healthy (CCC,CC,C). The results of the assessment of the eight ratios from 2011-2017 can be concluded that the financial health of PT Angkasa Pura I is in the healthy category and tend to be increased (from BBB to A). While the financial health of PT Angkasa Pura II is in a healthy category but tend to be decreased (from AA to A). For the last seven years, financial performance of PT Angkasa Pura I was better than PT Angkasa Pura II because of an increase in the category of financial health. Keyword: Financial Performance, Financial Ratio, Financial Health, State-Owned Enterprises, Airport.
Modeling of capital budget for the estabilishment of new food and beverage logistic company: case study in jabodetabek area (2019 - 2028) Kanyaka Ananggadipa, Vanya; M. Daryanto, Wiwiek
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract – Indonesia is the third most populous country in Asia with estimated population of 266 million people in 2018. It becomes the largest market for the food service industry in the ASEAN. Here, the trend of eating out in such restaurants has become part of social activities. The research revealed that 11% of Indonesians eat out in restaurant at least once a day. The growth outlook for food franchises in Indonesia also look good accordingly. However, one of the key to success for the food company is their logistic operations, which is no easy task in the Indonesian environment as an archipelago. Driven by those situation, PT ABC as a leader in Indonesia food industry have decided to establish an independent logistic company named PT DEF. Therefore, the purpose of this study is to assess the economic aspect of the new logistic company to independently operate based on financial terms using capital budgeting model for 10 years’ period in Jabodetabek. The study starts to define the capital structure and Weighted Average Cost of Capital, and Capital Budgeting indicators. The findings show that the capital budgeting indicators is better with 50:50 composition of debt and equity which results the IRR at 68.02% where greater than WACC at 11.13%. The investment generates the NPV of IDR 19.401.050.397, the PI at 8.0, and the payback period is within 3.5 years. This investment also expected to get 17.92% ROI at the first year. So financially the company is considered feasible to be established. The author believe that the findings will be beneficial for the management to come up the best solution for their financing proportion and generate more profit. Keywords: capital budgeting model, capital structure, food logistic industry, financial feasibility study 
Flight routes performance improvement for garuda indonesia using balanced scorecard Ariobimo, Adhityo; Hanafi, Muhammad
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract. Garuda Indonesia is the national flag carrier of Indonesia. The airline operates flights to over 14 countries and 133 destinations worldwide. As a service company, Garuda Indonesia is focusing its main business on air transport that provides full service. In 2017, Garuda Indonesia had experienced a loss of US$ 155 million. It has also found out that there were five routes from Jakarta in 2017 that are underperformed with market share below 20 percent, which are also didn’t make profit because the total costs from those specific routes are higher than the revenues that are generated. There are two problems that is addressed in this study. First is the cause of the five routes to have a low market share. Second is the operation strategy to improve the performance of Garuda Indonesia. This research is utilizing qualitative methodology with conducting in-depth interview with four interviewees from corporate planning and business performance unit. Furthermore, secondary data were also gathered from the company’s internal data. This research then analyzed to examine the root cause of the problem, thus formulating the strategies for the root causes. In formulating the strategies, balanced scorecard framework is used to translate the strategies into KPI and strategic initiatives. Balanced scorecard framework is used to help the research as this method offers many advantages including to translate the abstract goals into action items that can be monitored. It also provides objective measure of the current situation and can help the company in improving the condition of the company. Overall, BSC determines the knowledge, skill and systems that employees will need to innovate and build the right strategic capabilities that deliver specific value to the market. In the end, it will lead to higher shareholder value. It is found out that there are 4 root causes that proves significant in causing the routes to have low market share. Based on the 4 root causes, 8 strategies are formulized with Balanced Scorecard framework which then formed 13 KPIs and 21 strategic initiatives for Corporate Planning division.Keyword: Aviation, Airline, Performance Measurement, Performance Management System, Balanced Scorecard, KPI
The readiness of knowledge managament implementation at pt security training Dwi Oktari, Putri; Bekti, Rudy
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract - PT SECURITY TRAINING is one of the Security Services Business (BUJP). As a newcomer company in this industry, PT SECURITY TRAINING must be able to continue to grow and improve its competence and performance to compete with other companies. Lack of knowledge management causes several problems. Due to poor KM, the potential of losing knowledge that must be used, stored and distributed to support business operations. This study is focused on knowing the readiness of PT SECURITY TRAINING to implement knowledge management in order to get a better performance. Using knowledge management maturity assessment by adopting elements of APO KM Framework, researcher found that the maturity of knowledge management implementation of PT SECURITY TRAINING is at level initiation, which means that the company is starting to recognize the need to manage knowledge or may have started a knowledge management pilot project. Based on the results of this study it can be concluded that there are several obstacles that come from several elements such as processes, human resources, technology, and governance. The recommendations are to develop a business strategy, creating a KM team/division, developing a KM strategy, pilot testing and deployment, develop a KM evaluation system, implement KM, also give do some evaluation and give rewards.Keywords: Organizational Readiness, Knowledge Management Implementation, KM Strategy
Understanding the new customer path in omni channel marketing strategy at berrybenka and its impact on better customer engagement through marketing 4.0 perspective Suhartanto, Meikel; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract - Berrybenka is an Indonesian brand of online shopping store that offers and curates fashion apparel (women and men), beauty products and accessories from various brand locally and internationally, include creating their own private independent label, which become their priority business today. Its step to open offline store as omnichannel strategy seems like conflicting with other brands as their competitor, in which they are only penetrating online channel. In this research the author focuses in analysing the new customer path of Berrybenka’s omnichannel marketing strategy through The Five A’s framework and provide improvement solutions for Berrybenka to have a better customer engagement. This research is using quantitative methodology to collect the data and analyze it from gathered information based on The Five A’s framework theory in Marketing 4.0 perspective and questionnaire data result. Based on generated data, the author then finds out solution for each customer path starting from phase of ‘Awar’e, the author gives initiative plan for increasing brand awareness, improvement for brand appeal in the phase of ‘Appeal’, solutions to increase brand attractiveness in the phase of ‘Ask’, and initiative plans to increase sales conversion in the phase of ‘Act’, also initiative plans to strengthen brand advocacy between customers in the phase of ‘Advocacy’. Therefore, in order to have better customer engagement, Berrybenka should understand how to manage all touchpoints across all integrated channels through The Five A’s framework. At the end, it should be followed by implementing all initiative plans in every phase of the new customer path.Keywords: new customer path, omnichannel marketing, touchpoints, channels, customer engagement

Page 1 of 5 | Total Record : 41

 1   2   3   4   5 

Filter by Year

2019 2019


Reset
Filter By Issues
All Issue Vol 11, No 1 (2022) Vol 10, No 3 (2021) Vol 10, No 2 (2021) Vol 10, No 1 (2021) Vol 9, No 3 (2020) Vol 9, No 2 (2020) Vol 9, No 1 (2020) Vol 8, No 3 (2019) Vol 8, No 2 (2019) Vol 8, No 1 (2019) Vol 6, No 3 (2017) Vol 7, No 3 (2018) Vol 7, No 2 (2018) Vol 7, No 1 (2018) Vol 6, No 2 (2017) Vol 6, No 1 (2017) Vol 5, No 3 (2016) Vol 5, No 2 (2016) Vol 5, No 1 (2016) Vol 4, No 12 (2015) Vol 4, No 11 (2015) Vol 4, No 10 (2015) Vol 4, No 9 (2015) Vol 4, No 8 (2015) Vol 4, No 7 (2015) Vol 4, No 6 (2015) Vol 4, No 5 (2015) Vol 4, No 4 (2015) Vol 4, No 3 (2015) Vol 4, No 2 (2015) Vol 4, No 1 (2015) Vol 3, No 11 (2014) Vol 3, No 10 (2014) Vol 3, No 9 (2014) Vol 3, No 8 (2014) Vol 3, No 7 (2014) Vol 3, No 6 (2014) Vol 3, No 5 (2014) Vol 3, No 4 (2014) Vol 3, No 3 (2014) Vol 3, No 2 (2014) Vol 3, No 1 (2014) Vol 2, No 19 (2013) Vol 2, No 18 (2013) Vol 2, No 17 (2013) Vol 2, No 16 (2013) Vol 2, No 15 (2013) Vol 2, No 14 (2013) Vol 2, No 13 (2013) Vol 2, No 12 (2013) Vol 2, No 11 (2013) Vol 2, No 10 (2013) Vol 2, No 9 (2013) Vol 2, No 8 (2013) Vol 2, No 7 (2013) Vol 2, No 6 (2013) Vol 2, No 5 (2013) Vol 2, No 4 (2013) Vol 2, No 3 (2013) Vol 2, No 2 (2013) Vol 2, No 1 (2013) Vol 1, No 10 (2012) Vol 1, No 9 (2012) Vol 1, No 8 (2012) Vol 1, No 7 (2012) Vol 1, No 6 (2012) Vol 1, No 5 (2012) Vol 1, No 4 (2012) Vol 1, No 3 (2012) Vol 1, No 2 (2012) Vol 1, No 1 (2012) More Issue