The Indonesian Journal of Business Administration
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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<![CDATA[PROPOSED KEY PERFORMANCE INDICATOR DEVELOPMENT FOR ENGLISH PRESTASI LEARNING CENTER USING A HYBRID APPROACH ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 8, No 3 (2019) ]]>
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<![CDATA[Measuring performance has become obligatory for every company in order to improve their current performance. Doing some tasks without knowing the current performance will result in less effective outcome that is probably not close to what company desired. Therefore, the development of Key Performance Indicators (KPI) will be needed as the performance standard to assess whether the jobs are performed well or not. English Prestasi Learning Center (EPLC), one of developing English courses in Bandung, is highly aware of that and has also initiated to move towards KPI development to improve its performance and even to outperform its competitors. That EPLC has not incorporated KPI in its performance management is an issue to be addressed for an immediate solution. Hence, this paper is intended to help solve the issue currently faced by the company by proposing a set of Key Performance Indicators that is developed through a comprehensive method and analysis.In order to make sure that the proposed KPIs are relevant enough to indicate the company’s success, they are set out from the vision and mission of the company’s that have been translated into a strategy portrayed in a strategy map using the perspective of Balanced Scorecard. The Balanced Scorecard will help the determination of KPI to comprise all substantial perspectives for company’s success such as financial, customer, internal business process, and learning and growth perspective. Most of the data required to develop the KPI is obtained through a qualitative method by conducting some interviews and observation. As for the finalized KPI, a quantitative method is utilized to determine the priority of each indicators by calculating the weight with Analytical Hierarchy Process. The result of this research show that EPLC, an organization which runs in an education sector, specifies its priority around learning and growth perspective (36.8%) in order to generate an excellent human capital, and so an ethical point of view is also utilized as a supporting indicator which forms a hybrid approach-a combination of balanced scorecard perspective and ethical climate. The finalized design of the KPI results in 21 indicators from 4 perspectives and will be included into the performance appraisal system. To be more practical, those KPIs are cascaded to divisional level so that each division can focus on improving the indicators with which they are assigned.Keywords: Key Performance Indicator, Balanced Scorecard, Strategy Map, Performance Management System, Ethical Climate]]>
<![CDATA[URBAN CONSUMER ATTITUDE AND BEHAVIOR TOWARD TRADITIONAL HERBAL DRINKS (JAMU) CASE STUDY: MARKET PENETRATION STRATEGY FOR “RAMONA” PRODUCT ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 8, No 3 (2019) ]]>
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<![CDATA[There are so many companies unable to compete with other beverage products in our society today, especially in urban society. In the other hand, awareness of the dangerous impacts of chemicals in food is growing between people. The trend against purchasing organic food and drinks is increasing between people. As a basis for determining marketing strategies to increase sales it can be identified what encourages consumers to buy herbal drinks. Based on the planned behavior theory there are 3 main factors that affect behavioral intention: attitude towards behavior, subjective norms and perceived behavioral control. Attitude towards behavior includes health problems, environmental problems, product quality and marital status. This research have purpose to identify consumers' behavioral intention towards herbal drinks (jamu). This research showed that perceived behavioral control was the most influencing factor in behavioral intention, after that attitude and the last is subjective norms. These results are used as a reference for making a marketing mix strategy for PT Rahsa Nusantara for its new product, Ramona.Keywords: urban consumer attitude and behavior, herbal drinks, marketing mix, market penetration strategy, planned behavior theory]]>
<![CDATA[PROPOSED OF MARKETING STRATEGY FOR OUTSOURCING BUSINESS AT PT. PELINDO DAYA SEJAHTERA ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 8, No 3 (2019) ]]>
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<![CDATA[Most of the companies over the past decade has sent some of their job function usually a non-core job, to other parties with the intention of focusing the company’s growth and win the business competition. These activities called an outsourcing activity and its already become a global trend recently since it creates a new specific market demands and business opportunities. The outsourcing company still interesting the Domestic market to be developed and marketed, likewise PT Pelindo Daya Sejahtera (PT PDS), as a PT Pelindo III’s subsidiaries company, PT PDS was established to manage contract workers in PT Pelindo III who already have work competencies in port industries. PT PDS’s Market Size still dominate with PT Pelindo III Group (Captive Market) as much as > 99% while the external market only < 1%.Whereas, the external outsourcing market for a non-core job activity, both in Port Industries nor general industries outside Pelindo III Group are still potentially captured by PT PDS, but it still can not be captured by PT PDS.The thesis is organized to analyze the Marketing Strategy that will be implemented and run by PT PDS in order to expand the market size especially the External Market. In formulating a possible strategy in PT PDS, are using the analysis tools namely PESTEL, Porter's Five Forces, Competitor Analysis and Market Analysis for company's external factors and as a company's internal factors analysis will be using a value of chains analysis and resources analysis. The proposed of product strategy in expanding PT PDS external market is the recommendations as results of the analysis that has been done and will set into an action plan that will be executed by PT PDS. Based on this action plan, then the timetable and planning resources are arranged.Keywords: an outsourcing business, internal market, the external market, market size, marketing strategy]]>
<![CDATA[PROPOSED MARKETING STRATEGY FOR KAI ACCESS APPLICATION (CASE STUDY IN BANDUNG) ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 8, No 3 (2019) ]]>
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<![CDATA[PT. KAI released an official application called KAI Access, where there are several products and features that are only available in the application. However, the sale of train tickets in the KAI Access application is under other online travel agent applications. The researcher conducts internal analysis that consists of segmenting, targeting and positioning analysis, and marketing mix analysis. On external analysis consists of porter’s five forces analysis, competitor analysis, and customer analysis. The primary data of this research is customer analysis through questionnaire. The result is each variable of marketing mix has a significant influence on customer satisfaction except place and people. Each variable of marketing mix except price does not have a significant direct effect on customer loyalty, and customer satisfaction can significantly affect customer loyalty. Then SWOT (strength, weakness, opportunity and threats) analysis is carried out based on internal and external analysis, after doing SWOT analysis is continued by doing root cause analysis. The result of root cause analysis is There are three main factors which cause lack of selling, which is external, internal and promotion. And the last, the researcher make marketing strategy recommendation by using TOWS analysis based on SWOT analysis. Keywords:Application, Customer Loyalty, Customer Satisfaction, KAI Access, Marketing Mix, Price Promotion]]>
<![CDATA[BUSINESS STRATEGY FORMULATING FOR SMALL MEDIUM ENTERPRISE GROWTH (CASE STUDY IN HELLIKOPI) ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 8, No 3 (2019) ]]>
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<![CDATA[Hellikopi is a micro scale business located in Bandung, Gegerkalong Hilir area. Hellikopi is a small coffee shop that sells drinks such as coffee and other soft drinks. The challenges faced by Hellikopi was to achieve its growing goals in the coffee business often hampered due to the decline in the center of competitiveness caused by the market share of saturated premium coffee and the rapid growth of the premium coffee business, which has the potential to decrease the hellikopi market share. This research was conducted to create a business strategy for Hellikopi in order to increase its competitiveness with both old and new competitors.The current issue faced by the hellikopi is that there is no strategy or plan to be able to compete or develop in an industry that is very competitive, especially the internal problems of the Hellikopi organization which often lead to management errors, especially in terms of financial records which result in a significant imbalance of net income with net income by recording financial assets. This could threaten the operation of the hellikopi so that over time the hellikopi will bankrupt and close if the business issue not immediately resolved.The purpose of this research is to be able to formulate a strategy to the solution of the problems faced by the hellikopi. By using internal analysis and external analysis using interview data, survey data, sources from the internet researchers can formulate SWOT analysis so that researcher can find each SWOT element in the hellikopi so that researchers can find the root of the problem faced by the hellikopi. After finding the root of the problem faced by hellikopi, the researcher continuing the SWOT analysis to the next stage that was TOWS analysis so that researchers can formulate the right strategy for hellikopi use based on the SWOT component owned by the hellikopi so the output strategy formulated by this study is product and service quality control (ST2 ), new collaborative products or services (ST1), utilization of digital platforms (WO1 & SO1), utilization of online motorcycle taxi platforms (WO2), creating a collaborative push culture (SO2), creating effective organizations (WO3) Keywords: Small Medium Enterprises, Five Stage of Small Business Growth, Restructuring Organization, Coffeeshop, Creative Economy]]>
<![CDATA[PROPOSED BRAND ACTIVATION STRATEGY FOR A NEW WOMEN’S FASHION BUSINESS CASE STUDY: AUBRE AND LIESSE ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 8, No 3 (2019) ]]>
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<![CDATA[Since 2010 many local fashion brands have been established in Indonesia. The great demand and opportunity of fashion products and businesses create a high-level competition. In 2016 there were 1,230,988 fashion companies (BEKRAF, 2017) and the main competition is not with the foreign brands but with fellow local brands. As a new fashion brand, Aubre and Liesse has to formulate a brand activation strategy to enter the market, make the potential target market become aware with the brand and interested with the product and gain a market share. To formulate the brand activation strategy, Aubre and Liesse has to conduct an internal and external analysis. The internal analysis consists of analysis of segmentation, targeting and positioning (STP) and business model canvas. The external analysis consists of consumer behavior, porter's five forces model and competitor analysis. Based on the result analysis, the steps of a brand activation strategy are researching about the need, desire, value and behavior of the target market; determine the core message; determine the communication voice; determine the distribution channel; decide social media advertising; retargeting; and make a cooperation with the key opinion leader. The brand activation process will need to be carried out for 3 months.Keywords: Branding,Brand Activation Strategy, FashionBrand, Fashion Industry, Women’s Fashion.]]>
<![CDATA[THE READINESS OF IMPLEMENTING THE HR DIGITALIZATION SYSTEM USING HUMAN CAPITAL MANAGEMENT MATURITY AND ORGANIZATIONAL AGILITY METHOD (CASE STUDY AT PT. PIN) ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 8, No 3 (2019) ]]>
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<![CDATA[In response to fluctuate in net income in the post and courier business growth projections - which supports over 55% of PT. PIN's revenue, and the positive high growth projection of e-commerce businesses by ten times and package business revenues and PT. PIN couriers decided to divert business to digital. To become a successful postal and courier company, PT. PIN created a strategic initiative with HR transformation that adopted the concept of digitalization system by considering the success factors of implementing the HR digitization system for that success. This paper aims to evaluate the implementation of strategic human resource management initiatives based on digitalization systems - the successful implementation of HR digitalization transformation, through HR Maturity and the Organizational Agility Maturity model and formulate recommendations for PT. PIN to make organizations more mature and agile. This study uses 11 dimensions of the HR Maturity Model Method and Organizational Agility as a tool. The questionnaire consisted of 2 methods, 8 dimensions, 29 indicators and 42 questions asking about the extent to which respondents agreed with the practice of the current conditions in accordance with the questions asked. The survey results indicate that PT. PIN is currently in a state of underdeveloped HR organization or at level three where the company still performs basic HR and agile functions as an organization. These results conclude that with the method used in this study, transformation can be declared less successful. This is because according to the results there are gaps in the capabilities that the organization has now with the capabilities needed in the future, such as maintaining and improving workforce optimization still need improvement and dexterity is currently still needed, especially the increase related to flexible structure.Keywords:Human Resource Management, Organizational Agility, HCM Maturity, Transformation]]>
<![CDATA[PROPOSED DIGITAL MARKETING STRATEGY FOR BYKOSHKOSH WEBSITE ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 8, No 3 (2019) ]]>
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<![CDATA[Bykoshkosh is an online shop focusing on fashion industry that offers several clothing products for daily basis. In the current development of technology especially the uses of internet, people's demand and interest for online shopping are high. Not merely online platforms, but social media platform such as Instagram is also getting popular among Indonesian as a shopping online platform.At this stage, Bykoshkosh wants to increase sales by utilizing Bykoshkosh website (www.Bykoshkosh.com). Bykoshkosh wants to increase demand to increase customer traffic for Bykoshkosh website. In this research, Bykoshkosh seeks the way to improve sales and marketing through Bykoshkosh official website by using quantitative descriptive method, interviews, questionnaire, several theories and benchmarking to Bykoshkosh competitors. The author uses AIDAS theory, Marketing Mix 7P, and Digital Marketing.However, the data from questionnaire showed there are still many customers who do not now the existence of Bykoshkosh official website caused by the lack of promotion through social media, payment method choices, and information. Furthermore, this research will explain more about the digital marketing which was used as a media promotion for Bykoshkosh to improve sales. There are several result that can be implemented in Bykoshkosh company. One of which is develop the digital marketing strategy especially in social media needs to promote Bykoshkosh website. Optimization Bykoshkosh website to increase sales and visitor through Bykoshkosh website. Bykoshkosh also create activity plan each month to develop the service and quality regarding to our product. Keywords: Digital Marketing, Online Shopping, Bykoshkosh, Website.]]>
<![CDATA[Proposed Business Strategy for Online Travel Reservation “TRAVY” PT. ANGKASA PURA II (Persero) ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 8, No 3 (2019) ]]>
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<![CDATA[PT Angkasa Pura II (Persero) is a State-Owned Enterpises which is given the authority to manage 16 airports in Indonesia. PT Angkasa Pura II through the Project Business Airport Digital Business has developed e-commerce portfolio by creating an Online Travel Reservation or Online Travel Agent (OTR/OTA) product with the brand name "Travy". In the process of planning, Travy is expected to become the new revenue stream. After undergoing 7 months implementation in the internal and external of PT Angkasa Pura II (Persero), Travy has not reach the target. The achievement of revenue target from Travy approximately 0.02 % of the target. This is a challenge for Project Business Airport Digital Business Unit that need to overcome and find ways to reach the target of revenue. The strategy is optimizing the corporate cooperation with PT Angkasa Pura II (Persero) group and other State owned- Enterprises and optimizing last minute ticket sales to accommodate the needs of passengers at airports. All of these process are carried out online by utilizing the Travy web application.In the process of implementation, Travy is expected to reach maximum revenue and were implemented at all subsidiaries of PT Angkasa Pura II (Persero) and other State- Owned Enterprise. The sales of Last-Minute Ticket will be installed as the default page on free internet service computer and Pop-Up Ads on Wi-Fi at all airports. Digital Lounge and Information Center at each airport will be used as a physical promotion asset for Travy, assisted by Customer service officer of PT Angkasa Pura II (Persero).Keywords: New Revenue Stream, Online Travel Reservation/Online Travel Agent (OTR/OTA), Marketing Strategy]]>
<![CDATA[EARNED VALUE ANALYSIS FOR AIRCRAFT MANUFACTURING PROJECTS ]]>
<![CDATA[ The Indonesian Journal of Business Administration Vol 8, No 3 (2019) ]]>
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<![CDATA[Indonesian Aerospace is engaged in the manufacture and sale of Aircraft and Helicopters and Services. Timely, precise costing and project accuracy are the key success factors to be considered in aircraft manufacturing project to measure both efficiency and effectiveness in the use of resources in the aircraft manufacturing project.At this time, the problem of on-time delivery has been the main issue in the aircraft delivery at IAe, so it needs a more precise method and accurate which can measure the performance status to predict more accurate result of project in future. In variance method the project cost monitoring and control, display comparisons between planned cost and actual and each other is controlled separately (cost, schedule, and performance). The variance method potentially creates burdens in evaluating project’s progression and forecasting of both schedule and cost performance at completion. This research focuses on eliminating those issues through implementation of Earned Value Management (EVM) method as part of Project Management Body of Knowledge (PMBOK).In EVM method can combine three dimensions, which are scheduled, cost and work performance so that it can be estimated the cost and time to complete the project. The ultimate benefits will be improvement on cost efficiency and on-time delivery of the aircraft manufacturing. Keywords: Variance Method, EVM, Aircraft manufacturing projects, PMBOK, delayed on delivery]]>
