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 18 Documents
 1   2 
Search results for , issue "Vol 8, No 2 (2019)" : 18 Documents clear
Financial Strategy for Shanghai Electric Group Company Limited Yanan, Wang; Murtaqi, Isrochmani
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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

Abstract

Abstract. In recent years, the environment of power manufacturing industry has become severe. As the price of steel raw materials in the international market rises year by year and China's electricity demand tends to be saturated, power equipment manufacturing companies face enormous challenges. While exploring new markets, efforts to improve financial management and reduce costs have become the goals that power industry companies need to achieve. How to implement a good finance strategy is an urgent need for power equipment manufacturing companies. This research aims to analyze and measure the financial health conditions of Shanghai Electric Group Company limited for period 2013-2017, as an example for case analysis. The research concerns about five classification of ratios measurement that includes liquidity, solvability, activity, profitability and growth capacity ratios, which makes analysis with directly competitors, namely Dongfang Electric Company, and China XD Electric Company. In addition, this research also uses DuPont analysis, Porter's five-force analysis and SWOT analysis methods to deeply analyze the financial status and market competitiveness of Shanghai Electric Group Company Limited. Based on the analysis, this final project concludes that in order to maintain a leading position in power equipment manufacturing industry, Shanghai Electric needs to improve the effective utilization of funds, strengthen the management of accounts receivable, enhance its comprehensive budget management, increase financial risk awareness, establish diversified investment management and make reasonable market adjustment.Key Words: Shanghai Electric, Corporate Strategy, DuPont
Designing Knowledge Management System to Improve Employee Competencies at Saka Grou" Loudia Anggita, Ingelora; Ghazali, Achmad
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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

Abstract

Abstract. In 2014, when PT Saka Energi Indonesia (SEI) acquired HESS; oil and gas companies from the United States, Saka changed the organization including in terms of human resource management. It was found that some regions still had gaps, namely: career management and competence, remuneration, learning and performance. At present, knowledge is seen as a strategic resource whose role is very important for the Company to have a competitive advantage. One of the Company's successes in generating competitive advantages depends on the Company's ability to manage, obtain and assimilate knowledge. Without realizing it, knowledge management has been carried out by workers as individuals or individuals. This research was made to be able to determine the extent to which the understanding and interest of Saka workers has a knowledge management system to be applied in the Company using qualitative and quantitative methods. Referring to the 4 (four) perspectives in the SECI Nonaka model: people, processes, technology and governance are expected to be able to answer the questions in this study. The results of this study show that SAKA workers have carried out knowledge management in their daily work and they support if this is legalized.Keywords: Knowledge Management, Knowledge & Information Management, Energy Sector, Oil and Gas Industry, Saka Group
Developing business strategy for pt katarda indo global to sustain in indonesia tourism industry Inassa, Dhini; Rudito, Priyantono
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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

Abstract

Abstract. PT KATARDA INDO GLOBAL has been operating in the tourism industry running for four years and can be categorized as a new company and is one of the travel agents in Bandung. Who professionally offers the best services — along with the times, accompanied by increasingly advanced technological developments, such as the presence of the internet and all digital access in various activities. People can only make transactions such as buying goods, ordering travel tickets, or sending money using a smartphone. This also affected the tourism industry, where conventional travel agents have begun to be replaced with online travel agents such as Traveloka, Pegipegi.com, Tiket.com, and other online travel bookings or other online travel agents. With this, the impact of the business of PT KATARDA INDO GLOBAL is where there has been a decline in revenue in the past year and a lack of brand image in the company. This study aims to analyze the business situation both internally and externally in the tourism industry, especially in tourism and travel; Resource-based views do internal analysis, business models, VRIN analysis, and value chain analysis. While the external analysis was carried out based on PESTEL analysis consisting of Political Factors, Economic Factors, Social Factors, Technology Factors, Environmental Factors, and Legal Factors. Besides, analysis of five of Porter's strengths, and competitor analysis, and SWOT Analysis concluded the two analyzes. The research method used was qualitative, where Focus Group Discussion (FGD) was used by management and customers of PT KATARDA INDO GLOBAL after conducting interviews with partners from hotels, restaurants, and other travel agents. So from the FGD results and interviews, it can help in developing or formulating a better business strategy model for PT KATARDA INDO GLOBAL to improve income performance. Which in the previous strategy was still not optimal in implementing it such as marketing strategies and human resource strategies, besides the last goal is to analyze new business strategies so that sustainability in the tourism industry, PT KATARDA INDO GLOBAL can implement it.Business solutions that will be carried out through TOWS analysis developed from SWOT analysis, after that Company Level, Business Level, and Functional Level Strategy. The implementation of business strategies is carried out within eight months, up to the end of the year or more following the capabilities of the company. With the implementation and business development of this strategy, it expected that PT KATARDA INDO GLOBAL could increase revenue, increase brand awareness, and be able to compete with competitors. Keywords: Tourism Industry, PT Katarda Indo Global, Business Strategy
Business Startegy to Adding New Service - Case Study of PT SPARES Philby, Mohammad; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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

Abstract

Abstract - In a global perspective, every year Airline industries are still growing, aircraft manufacturers deliver more and more aircraft to their customer. From our Directorate General of Civil Aviation (DGCA), until 2015, there were at least 1.448 aircrafts that operate in Indonesia, 121 AOC (Aircraft Operation Certificate) Holder that consisting of scheduled airlines, scheduled cargo airlines, un-scheduled airlines, un-scheduled cargo airlines, and non-profit airlines. There are also 33 MRO (maintenance repair organization) that support all aircraft that not only operate here but also from overseas market. PT SPARES was founded in October 2014 with the main objective is to provide drone inspection service and consumable spare part for aviation industries in Indonesia but now its main selling point is aircraft consumable spare part services for airlines. The Objective of this thesis is to analyse the possibility of PT SPARES to expand their business in order to survive and to provide a recommendation regarding the new Business Model if expansion is feasible. Researcher is proposing to open logistics service to the customer with utilizing the third-party logistics model to minimized the investment. In PT SPARES, there is 7 key challenge parameter that can affect PT SPARES for expanding their line of business. The 7 key parameter are Government Policy on Export & Import Industry – Economic Policy Package VIII, Government Policy in Aviation Industry – Deregulation of Airline Tariff, Aviation Condition – Growth of Aircraft in Indonesia, Logistic Transport Condition – Interconnecting and creating new connection between cities, Skilled employee – There is needed a new skilled employee in the aviation & logistics, Market Share – Take on niche market and a need of Government support in Export & Import – Improvement of Export & Import system. Based on these findings, we found that they need to prepare how to handle related challenges in order to survive in logistics industries and proposed new Business Canvas Model with the new value proposition, Good government connection, Efficient customs brokerage, Efficient logistics service, and One-stop spare-parts solution. With the new value proposition, the operation of the PT SPARES will be change to accommodate it. There are also several implementations plans that we propose, in short-term, medium-term and long-term plan that hopefully can be a guidance for PT SPARES to achieve the sustainability and maintain and deliver customer expectation and satisfactory.Keywords: Airline, Aviation, Logistics, Spare Parts, Business Strategy, Value Preposition, Risk Management, Sustainability.
Digital Business Model Development for PT. Ascada Musik Indonesia Setiawan, Affan; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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

Abstract

Abstract - In the year of 2010, PT. Sutera Indomusik which has been establish since 1997 and many others local records label company is went bankrupt. The main reason of the bankruptcy is because the records company is focusing on selling physical records such as CD (compact disc) and cassettes while the piracy activity in Indonesia is still very high and seems uncontrolled. Two years later, Mr. Dicky as the owner of PT. Sutera Indomusik is establish the new company called PT. Ascada Musik with the main focus are to thrive in digital music businesses. Digital music are the terms used by music industry to define how the product is being sold on the market. If the music is sold by pay the CD or cassettes fee, then it is called physical and if the music is sold by paying download fee or subscribing fee or streaming fee then it is called digital. Since its establishment, Ascada Musik is successfully achieve its goal which is success on digital music businesses especially on Ring back tone (RBT) and full track download. For years, Ascada Music is mainly focus on RBT and full track download sales but as mention from IFPI (International Federation of Phonographic Industry) music reports, the revenue recorded from digital (RBT and full track) is going down every year. This trend is followed by another trend which is streaming technology because along with the decline of revenue by RBT and full track the revenue from streaming is increasing. So this is a phenomenon that happen in digital music industry and It is not align with the business strategy of Ascada Music since it is still focus on RBT and full track only. So the objective of this research are to analyze the internal and external factors of Ascada Music that influenced the company digital music business and to develop new strategies according to the current phenomena. The research methodology will be divided into three parts, first is to do the literature study to analyze the internal and external factor of the company using tools/platform then the second is building an interview protocol and selecting comprehensive stakeholder to be interviewed and collecting and analyzing the data from the interview. Last, based on the first and second step researcher compose a strategy suggestion for the company. Based on analysis, it is clear that the way people consume music is changing and Ascada Musik is not ready for that. This is influence the digital business of Ascada Musik because more of the customer is consuming music by streaming (audio and video) and leaving RBT and full track download which is the current focus of Ascada Musik. So Ascada Music should align its focus with the phenomena and develop new strategies to success. In the end, researcher has developed the recommendation business strategies and implementation plan for Ascada Musik. This implementation plan consists of three parts which is short term plan for plan under one-year time, medium term plan for plan between 1-3 years plan then the long-term plan for plan from 3 to 5 years. Hopefully the implementation plan can guide Ascada Musik to develop their digital business.Keywords: Digital Music, RBT, full track, streaming, business strategy
Conducting Concept Test as a Part of Product Development to Achieve Product/Market Fit for Jola Skirt House Melati Auzriani G, Zesyara; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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

Abstract

Abstract – Fashion is a business sector that never dies. In Indonesia, out of 2.5 million companies in creative sectors, 1.3 million are in fashion industry, where they contributed to 50% of National GDP. Jola Skirt House decided to do something about the statistic and enter this industry. Jola targets niche market with a unique differentiated product, but is facing problems upon entering the market. The sales number is decreasing, stocks are piling up, only one product dominates the sales count and it seems like current customers are saturated without new product. A question emerged: has Jola products achieved product-market fit? To answer the question, 5 people were interviewed. From this step, it was found that both product-market fit and problem-solution fit were confirmed. Hence, the next step of the research is doing product-development to achieve product-market fit for the new products. Because of the limitation, this research only covers the concept-test in a form of a photoshop-rendered design of the products. A total of 14 people was surveyed and asked to evaluate, rate and decide three product designs for Jola’s new collection. From the survey results and analysis, only the first product achieved a threshold of 80% positive feedback while both second and third product only received 64% positive feedback. In conclusion, the first product can proceed directly to product development, undergoing sample production, product test and real production. The second and third designs will need to be re-tested before deciding if it should proceed to product development.Keywords : Fashion, Creative industry, Product-market fit, Product development, Concept-test
Strategic Marketing Plan for OY! Indonesia Mashayu, Intan; Kartajaya, Hermawan
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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

Abstract

Abstract. In this digital era, smartphone and mobile application are inseparable parts of human life. With the wider internet accessibility and large population, Indonesia provides the mobile application industry with a very big market. Embracing this opportunity, Jesayas and Jan established OY! in 2016. OY! name is derived from the way Indonesians greet and call others. As a new player, OY! Indonesia is aiming to increase its users’ base and total payment transaction. It offers differentiation for its users by providing payment feature in its chatting room. However, as the players in the industry are significantly increasing, the competition is also getting tougher. Thus, this research is aiming to establish marketing strategy to achieve the goals. The first step is understanding OY!’s current marketing strategies—which consist of segmentation, targeting, positioning, and marketing mix; current customer path; and expected customer path. The following part will gain understanding about external and internal factors affecting OY!’s business. The last part will elaborate proposed marketing strategy and the implementation plan to achieve the expected customer path. The research done has resulted in the strategies to improve OY!’s customer path. The initiatives, which are grouped according to its marketing mix, are already mapped out in the Gantt chart. The implementation of the suggested initiatives will involve all OY!’s employees. This way, OY! is hoped to continuously develop its people, improve internal processes that affect users’ experience and satisfaction, increase performance in every customer touch point, and eventually increase its users’ base and total payment transaction. Keywords: BAR, brand awareness, customer path, marketing metrics, mobile application, PAR, strategic marketing plan
Knowledge management readiness and knowledge management planning in craft industry (case study: woodka) Handayani, Melia; Hendarman, Achmad Fajar
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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

Abstract

Abstract. Based on data from Bekraf Indonesia . there are three most significant sub-sectors of industry, namely fashion, culinary, and craft. Woodka is a company included in the craft industrycategory in Indonesia. Woodka's production consists of jam with wood-based materials made by local craftsmen. To still be able to overcome the increasingly rapid competition in the craft industry, Woodka must improve the performance of its employees so that they can continue to innovate the company. Before innovating further, the company must know Knowledge Management Readiness in the company. Knowledge management readiness will measure the level of preparedness of companies in Woodka to manage their knowledge and apply it to the company. Based on the questionnaire, the most significant given is in the variable process. In the process of a variable gap between current conditions and expectations is 1.1. That is, with the current perception score of 3.4 and expectations 4.5. The most significant amount compared to other variables. For the perception score entered into the refinement of the category. The second considerable gap after the process is system management within the Woodka company. The way Woodka gives rewards to employees is also an essential factor in improving employee competency. In this study, the gap between perception and expectation is 1.1.Perception score 3.4 From the most significant gap obtained, we know about KM Woodka at this time, namely, process factors and system management factors that must be corrected, so suggestions from Woodka researchers make their experience for KM projects for their employees. A company must establish a way to build good communication compilation among companies in using the SECI Model with joint socialization, externalization, combination, and internalization.Keywords: Knowledge Management Readiness, SECI Model, Craft Industry

Page 2 of 2 | Total Record : 18

 1   2 

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