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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
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Articles 1,144 Documents
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The impact of transformational leadership towards organization citizenship behavior: case study human resource development center of ministry of energy and mineral resources Prasetya Gusman, Dimas; Hamid Batubara, Abdul
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract. With the fast progressing demand of high competence human resources in the sector energy mineral resource, Human Resources Development Center- Ministry of (HRDC-EMR) must increase its organization performance to achieve competitive advantages.  The  variables to increase the organization performance are including the leader behavior (leader’s technique and style) and organization citizenship behavior. The aim of the study is to find the fundamental relationship of transformational leadership and organizational citizenship behavior in HRDC-EMR, how it impacted each other, and proposes business solution to increase the quality of transformational leadership and organizational citizenship behavior. The quantitative methods were used to gather and evaluate the data using an investigation survey with the distribution of questionnaires. Multiple regressions were used to evaluate the relationship between transformational leadership and organizational citizenship behavior.  The  results  of  this  study show that there  is  a  positive  and  significant  relationship  between transformational leadership and organizational citizenship behavior.  Along with the finding, this study provides a recommendation as a business solution to improve the transformational leadership and organizational citizenship behavior for the betterment of the HRDC-EMR in the future.Keywords: Human Resources, Organization Performance, Transformational Leadership, Organizational Citizenship Behavior
Proposed Business Strategy of Indihome a Division of PT. Telekomunikasi Indonesia (TELKOM) Ricky Febrian, Muhammad; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Many companies in Indonesia telecommunications industry require significant corporate strategy development in order to face the high competition in the market. To compete in a dynamic business area, companies in this industry need to develop an effective strategy. The executives must design and implement strategies that fit the needs of the market. In addition, the company is required to seek opportunities to deal with those changes. PT Telkom Indonesia, which is the leader in the telecommunication industry in Indonesia has been preparing a strategy to address industry trends and market changes. PT Telkom with 164 products divided into TIMES (Telecommunication, Information, Media, Edutainment and Services) categories has different maturity level of products with diversified business challenges as well. In 2015, PT Telkom provided an innovative product to customers namely triple play services (3P), which were fix line, internet and internet TV services bundled in one product, Indihome. Unfortunately Indihome was not able to meet the customer needs for data service, characterized by Indihome service penetration targets’ being not achieved in the third trimester. Based on Indihome Market Penetration Data, it appears that the achievement of Indihome service was not maximized, and many operational division found it hard to achieve the target and also face the churn issue.  Besides, looking from the market share perspective, the market share of PT Telkom in broadband industry is constantly decreasing. It is calculated that PT Telkom has the revenue market share with around 64,23% which falls by 9% from the previous years. Because of that PT Telkom should evaluate their business strategy in order to maintain their position as the market leader. Based on such issues, there is a need of analyzing and exploring the internal & external factor that affect the Indihome business and furthermore propose the business strategy suitable with the current condition. This problem can be solved by analyzing both internal and external factors to identify opportunities and threats of the industry as well as the strengths and weaknesses of the company. The tools used to analyze external environment is the general analysis, industry environtment analysis and competitor analysis. The tools used to analyze internal environment is resources, capabilities, core competencies and value chain of the company. This final project focus on determining the company's strategy and implementation process. Internal and external analysis results are used to determine where the company's position in the industry by performing calculations of EFAS and IFAS. Based on directional matrix, the company’s position is in the growth strategy, then the strategies chosen are vertical and horizontal strategy. The business strategy that suitable for Indihome industry is integrated cost leadership & differentiation, supported by eight alternative strategies to support its functional strategy derived from the TOWS Matrix which are market expansion, such as, new product development, build customer satisfaction, maximize existing infrastructure, continous improvement, maximize online media, increase level of productivity and provide new business model. The key performance indicator for PT Telkom especially for Indihome product was made as guidance step to achieve company objective and function level program.   Keywords : Business Level Strategy, Telecommunication Service, Business Formulation 
Proposed business strategy for “travorama for business” in business to business market Adhitia, Rama; Aditya Wibowo, Satya
The Indonesian Journal of Business Administration Vol 7, No 1 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT Travel Madezy Internasional, which subsequently will be mentioned as TMI in this document, is a relatively new company, established on July 2014. TMI operates in travel e-commerce business using the brand of Travorama (http://www.travorama.com), offering online flight, hotels and travel activities reservation. In the second part of 2016, TMI started the development of new product which was named Travorama for Business. Different from Travorama.com which focuses to sell hotel rooms and flight tickets to retail customer, Travorama for Business is meant to sell hotel rooms and flight tickets to corporate customer. Travorama for Business offer corporate travel management application. This application consists of desktop website, mobile website and mobile app which enables employees to buy flight tickets and hotel rooms online by themselves. This feature improves the productivity of business travel arrangement because employee can make travel arrangements without going through back and forth contact with company administration staff. The purpose of this research is to develop the strategy for Travorama for Business in order to achieve the target market and sustaining the competitive advantage. The research methodology used in this final project is using the qualitative method through the internal interview with the management of Travorama for Business also with potential. The conceptual framework used in this final project arranged by the external analysis and internal analysis of the company. In external analysis using the PESTLE analysis, Porter’s 5 Forces analysis, and competitor analysis. In the other hand, the internal analysis using STP analysis, marketing mix analysis, and the business model canvas analysis. The result of these analysis show several business issues which are lack of brand awareness, the novelty of online travel management concept, a need to expand hotel coverage and flight choice, and finally the high rivalry competition in the industry. The solution offered in this final project is for Travorama for Business to adopt differentiation generic strategy without significantly adding cost.  The strategy formulation starts with doing TOWS matrix analysis. The strategies then are elaborated and expanded further during formulation of the strategy diamond, improvement to 7P marketing mix, and improvement to business model canvas.Keywords:  Corporate Travel, Business Strategy, Marketing Strategy.TOWS Matrix, Strategy Diamond, Business Model Canvas, Marketing Mix
Technology cloud computing strategy At PT. Synnex Metrodata Indonesia Imbang Agung Gumilang Yulius, Muhammad; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - This study describes the strategy of PT. SMI in the era of cloud technology. During this time PT. SMI only focus with the sale of software and hardware only and have not been exploring the world of cloud different with competitors who have previously in cloud business. Sales cloud continues to grow rapidly in Indonesia and PT. SMI should immediately adjust role in the field of this cloud and already many users it uses this cloud services.   In addressing these problems, there are several alternatives that can be used by PT. SMI. Alternative is in the improvements of internal sector so that PT. SMI also not lagging behind again in the business of it. Second improvement is in the resource sector in order to have quality resources. Third improvements is in the planning sector to match what will be achieved. Fourth is in the sector processes that must be run properly and the last is from the sector of the product to be chosen later that will be marketed by PT.SMI. From the analysis of the alternatives was generate cloud solution to, that is by providing technology training in the present and the future on a regular basis so that PT. SMI is ready to face the new world of cloud technology. Then do research on a new technology and its possibilities can develop the technology in Indonesia. Creating standardized procedures for activities and create a new department that is focused on new technologies. The solution to business also is doing the selection target user segment in the small business sector first, and then make the selection cloud product which will be marketed with a focus first on the infrastructure sector. With such a solution has clear what will be done and the implementation will divided into two time periods as for a period of 3 months during the first and the second time is for 12 months. Keywords: cloud, cloud strategy, business clouds
Business strategy and product development using lean startup: case study at pegasus company Rizky Mubarak, Muhammad; Ghazali, Achmad
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Pegasus is a company which operates in gaming industry in Indonesia. Pegasus produces high quality gaming chair for gamers and people who spent most of their time in front of the computers. Pegasus gaming chair significantly reduce body parts pain for people who are sitting for a long time in front of the computer, thus enabling those people to play computer games or sit in front of the computer for a long time. Today, the gaming industry is in uptrends. According to Polygon, The International Dota 2 gaming tournament is watched by more than 20 million people from all around the world and people who play online game in the world has reach more than 1,2 billion people (McWhertor,Michael ,2014). Growth of the game player in Indonesia also grow in a high rate parallel with the industry uptrends. In order to compete in this growing industry and grab its market share, Pegasus need to have business strategy and correct product design that reflect the preference of the customer. The analysis used are internal, external and combination analysis. After the internal external analysis is done, the factors that Pegasus are lacking and what can be improved are identified. TOWS matrix is a tool that is used to develop strategic options from a combination of external and internal analysis (Doherty, B, 2009).  Data that are gathered from the internal and external analysis then is used to formulate business strategy using TOWS Matrix in the combination analysis. The strategies resulted from the analysis are to increase product awareness, create new product line up for different type of customers, create gaming tournaments for additional revenue stream and product exposure, additional distribution channel via online and offline store, and additional international supplier that can provide the product materials with lower cost. According to (Ries, E, 2011) the lean start-up methodology provides an approach in which to create & managing start-up and get the product to the customer’s faster. Lean start-up itself is an approach to new product development. The methodology was utilized in order to develop product based on customer feedback. Data of the improvement to be made that are gathered from the Internal & external analysis with the strategy formed by using TOWS Matrix then are used to improve the business model of Pegasus through its business canvas. The improved business model canvas then is used as a guideline for Pegasus in order to correctly deliver value proposition to the customer and how to manage cost structure and revenue streams. This rapid growth of gaming industry in Indonesia are very good opportunity for Pegasus to capture high number of customer, increasing profit, and also become market leader in gaming chair.  Keywords: Game, Gaming Industry, Gaming Tournament, Gaming chair. 
Marketing Strategy to Improve Sales Growth in Imah Nini Bogor Anshari, Anisah; Aditya Wibowo, Satya
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Imah Nini is a company that specialized on selling Bogor’s steamed sponge form of tubers. Started his business by selling cakes at home, Imah Nini at this time has expanded its business by opening a new pastry shop in the business district in the city center of Jl. Pajajaran No. 1 V-Point office block qz. The company set sales goal every month by selling at least 100 boxes per day in hope that they can return back their capital in time. Although Imah Nini sales did increase every month, for the owner the sales increase really slow and barely reach they sales target every month. The purpose of this study is to provide effective business solutions to existing problems. Methods of research conducted by the author divided into internal and external analysis where the author conducted with the owner Imah writer Nini Ny. Arie Latifah SH and the staff in each division, the author is also distributing questionnaires to the respondents around the store Imah Nini to complete the data analysis by the author. Internal analysis is done by using STP and Marketing Mix to know the basic business activities Imah Nini today. External analysis done by using PESTEL, Porter's Five Forces, and Competitor Analysis to find out how Imah Nini facing any external forces and also to learn more about the customer point of view towards the brand. For the business solution the author will draw a conclusion of marketing strength and weakness from internal analysis, and also marketing thread and opportunity from external analysis. The result from this study shows that Imah Nini current marketing condition is their STP need to be re-positioned again and the best effective strategy for the business right now is by organizing marketing program and advertising based on factor marketing mix 7p with corresponding market STP that has been proposed as a solution by the author. Keywords: Imah Nini, Marketing Mix, PESTEL, STP, SWOT
Strategy Analysis for Coworking Space Operator to Sustain in Indonesia Market Rengganis, Kharisma; Titus, Amol
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Coworking considered as a disruption in the way people work. People who work in a coworking space have the opportunity to work side by side with people from different companies and profession, thus enabling them to collaborate and learn from like-minded people. The community is what makes a coworking space different from another place to work. Coworking space operator would lease a large size of office space from the building owner and then sublease the space in small sizes to other company. Other than workspace, they also provide all the necessary facilities to support member’s daily activities, such as working chair and desk, photocopy machine and printers, meeting room, and pantry. The main customer of a coworking space which are startups and freelancer, is getting the benefit of a fully equipped low cost office space that can be rented in short period, on monthly basis or daily basis. The coworking space movement was started in 2005 in the US, by a software engineer that wanted to combine the freedom and independence in working as a self-employed worker, along with the good working structure and community of working with others by being an employee. Globally, the number of coworking space is projected to grow from 14,411 in 2017 to just over 30,000 in 2022. In Indonesia, coworking space industry was started in 2010 in Bandung. Today, there are more than 200 coworking space in Indonesia, that spread across major city such as Jakarta, Bali, Surabaya, and Bandung.  Keywords:  business strategy, coworking space in Indonesia, disruption, flexible office space, startup company.
Developing indonesia’s natural gas transportation business regulation Lede Mude Ragawino, Ocktavianus; Anggoro, Yudo
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract - After decades natural gas been country revenue, Indonesia had changed the mindset that natural gas should be the motor for economic development. Regards to the natural gas transportation regulation, the government is planned to revise the regulation of Ministry Energy and Mineral Resources No 19/2009 to increase the natural gas transportation infrastructures. The natural gas industry is a network industry. Theoretically, a single company will be more economically efficient than two or more companies. Based on the experiences, the natural gas systems were initially developed by vertically integrated model while the competition was introduced when the market has enlarged since competition will attract new capital and enable new business opportunities. Potential evolutions of the current regulatory framework are bundled centralized- vertically integrated, unbundled centralized – centralized entity responsible for whole operation, and unbundled decentralized – private initiative. The distribution infrastructure development could rely in franchise auctions to offer concessions to distribution utilities. Considering the natural gas system Indonesia is still in young age and it has not mature yet, the regulation should be firstly in bundled centralized system which has advantageous in early stages by establishing Master Plan with franchise method for attracting company.Keywords: bundled centralized, franchise, integrated, Master Plan, mature  
Kampus aba-abi growth strategy Arifudin Anwar, Andi; S. Motik, Suryani
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract — The Constitution of Republic of Indonesia in 1945 said that education for all Indonesian people, Academy of Foreign Language “INDONESIA” LPI and Academy Bank of Indonesia “LPI”, known as Kampus ABA-ABI have participated in educating Indonesian people. Kampus ABA-ABI, which was established in 1965 by Yayasan Lembaga Pendidikan Indonesia, has graduated 70,000 professional executive for English and Banking Diploma Program. One thing of competitive advantage for Kampus ABA-ABI was one of the largest market share in DKI Jakarta in 1990 until 2000 with the amount of students, include University of Indonesia had 25,000 students, followed by Trisakti University had 20,000 students and Kampus ABA-ABI has 17,500 students. However, along with its development, Kampus ABA-ABI has decreased the amount of students from year-to-year. The conceptual framework provides a guideline in this study. The tools that used to explore business issues on internal factors are Value Chain Analysis and Business Model Canvas. Meanwhile, the external factors were using Porter’s Five Forces Analysis and PEST analysis. After analyzing internal and external factors, it will be obtained Strength, Weakness, Opportunity and Threat which are summarized in SWOT analysis. This study literature uses the theories related to strategic management and business models as well as qualitative research methodologies such as direct observation and in-depth interviews with the owner and top executive of Kampus ABA-ABI to collect primary data. Based on those analyzes and in-depth interviews, decreasing the amount of Kampus ABA-ABI’s student from year-to-year due to the business model is not clear. Business solutions proposed some strategies that should be developed by Kampus ABA-ABI that can meet the student’s needs as customers. Kampus ABA-ABI should use the strategy of product development and market penetration. For the next stage of strategic analysis, TOWS Matrix is used to create a new strategy within the business. Further, Kampus ABA-ABI should create new value propositions to students and implemented them into the new Business Model Canvas for the proposed new strategies. New strategies that have already proposed, should be pursued by Kampus ABA-ABI which are making promotions through direct channels and indirect channels as a new marketing strategies, training and rewards to employees and improve the quality of lecturer and students’ learning process. These steps should be taken to reach Kampus ABA-ABI’s success in attracting new customers and increasing profits and sales. Keyword: business strategy, business model, higher education, business model canvas
Knowledge managament strategy for application team in PT. CSP Widanta Kristyo Adhy, Ignatius; Hidajat Tjakraatmadja, Jann
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT. CSP is a local business partner of PT. ERS in Indonesia, which engaged in the field of advanced and smart industrial technology in sensors, field instrumentation, and integrated process and safety automation control system. The automation product that become focus in this research is in DeV product which sold to its client under Solution and Control Division as sales division that faces a business challenge to increase the working efficiency in coordination and communication for submitting project proposal to meet customer expectation and increase the opportunity to win the project. The problem is low efficiency project proposals submission that can have an impact on reducing opportunities for selling and decreasing company profits, this is not good because it has an impact on the performance of the sales force and can result in layoffs. The research is using qualitative methods to identify the problems and adopts the Nonaka’s SECI model in knowledge transformation cycle and the Jann model knowledge management framework as the underlying theory and conceptual framework. The outcome of this research is to get knowledge and initiatives needed to close the gap with knowledge management implementation plan to solve the problem also to increase the efficiency to improve project submission proposal from 14 to 10 working days. Implementation plan cover the 3 enablers of knowledge management of people, process, and technology which every member shall adopt and continuously doing it in order to strengthen application engineer team.  Keywords: Knowledge Management, Jann Model, SECI Model, Sales Division, Application Engineer

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