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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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Decreasing Employee Turnover though Improving Employee Engagement in PT.Central Santosa Finance Yuniarti, Melina; Gustomo, Aurik
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. This research aim to decrease employee turnover in PT. Central Santosa Finance especially in Cimahi branch  through  finding any factor that influenced the level of Employee Engagement and maked  some improvement.Explanatory study was conducted with used employee engagement model such as: Gallup, DDI, ASTD and Aon-Hewitt as a reference and will be confirm with empirical study to find an apropriate model for PT. Central Santosa Finance. Based on that model, conducted employee engagement survey by spreading 149 questionnaire for the whole of employees in PT. Central Santosa Finance. To find the root cause of the problem IPA Matrix (Important Performance Analysis) and indepth analysis were used in this research. The result from the analysis was found there are two factors and three variable factors which should be improve; the first factor is Goal (vision and mission of company), the second is Working Condition which is have two variable; Material and equipment to do the right work and the other variable is salary, benefits, safety and work environment. This study has some recommendation to improve. There are: Socialization about the importance of company’s vision and Mission,  Building The Infrasturcture and framework, Creating Good Working Condition for Employees, Design improvements to Work Process and Working Condition and Redesign the scheme of Compensation and the last improvement is Evaluation and Controlling. Keywords: Employee Engagement, Turnover, Important Performance Analysis, Goal and Working Condition
Financial strategy analysis for china shenhua energy company limited Zhen, Jiang; K. Widhaningrat, Sisdjiatmo
The Indonesian Journal of Business Administration Vol 7, No 1 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstrak. This paper focus on financial strategy which plays a crucial role. Financial analysis is only method that can provide the statistics data to help entrepreneur make decisions. The objectives of analyzing the appropriate financial strategy to revitalize the company growth and improve the company’s performance health. Shenhua is china biggest coal dealer and the company with 20 years history, and is the leader of the coal industry and has succeful experience on innovation and transformation on other industry. Shenhua model is the main business strategy which intergrated the sales of coal, railway, transportation as well as power generation. The business model made the company become large-scale,high efficient and safe production mode in china’s coal industry. This research uses the secondary data completion analysis. The second data is that from company’s data as well public disclourse output. Using du pont business analysis module to evalute the company’s performance. During research, the paper will use solvency analysis, company efficiency analysis, financial quality analysis and risk analysis. After reasearch,  the researchor want to give some recommentions to the entrepreneur,such as: improve cash flow management and financing management, financial planning, internal control, risk management.Key word :shenhua, strategic, du pont analysis,  financial ratio, improvement
Proposed Performance Management System Design Using IPMS (Integrated Performance Management System) Framework at PT Kereta Api Indonesia (Persero) Ravenska, Nanda; Wibisono, Dermawan
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT Oranyeprima or hereinafter referred to company is the state-owned company that provides and manages railway transportation service. The company's goal is to implement and support government policies and programs in the field of economy and national development, by providing high quality and competitive goods and services. Therefore, to assist the achievement of national economic growth, then the company needs to manage its performance by producing a good service to contribute in increasing state revenues, and also be able to compete domestically and internationally. Currently, the performance management system implementation at PT Oranyeprima uses KPKU and Balanced Scorecard frameworks. The implementations of both methods are not effective and not fully implemented by the employees. Most employees do not understand the performance management system, and do not get the essence from the performance management system implementation. This study aims to provide the proposed performance management system design of PT Oranyeprima. PT Oranyeprima focus on meeting customer service according to the company's vision is to be the best railway service provider focusing on customer service and meeting stakeholder expectations. Mission of the company is undertaking the best business practices to create higher added value for the stakeholders. IPMS (Integrated Performance Management System) method was chosen as a performance management framework to be designed at PT Oranyeprima, because IPMS has focus successes in accordance with the vision, mission and objectives of the company which is the integration between aspects of financial and non-financial. IPMS is believed to be easily understood by the employees in the company. The author designed the performance indicators for the company based on three perspectives within IPMS namely: organizational result, internal processes, and resources capabilities. The performance indicators adjusted to the company's strategy in 2015. The performance indicators generated are related to profitability, customer, government and society, welfare and productivity of employees, operation processes, marketing, infrastructure, innovation and technological development. By implementing the performance management system using IPMS, the employees will more easily understand and motivated to implement the performance management system. In addition, the company will obtain a picture of the achievement of the company to date, and also the company can make continuous improvement and achieve the excellence performance. Keywords: IPMS, integrated performance management system, performance management system, railway industry, state-owned enterprise
Formulating Customer Discovery of Fervor Nutrition in South Jakarta arif, Victor; Ghazali, Achmad
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Fervor Nutrition is a start-up company that was established in 2016 and was found by Victor Arif (as Chief Executive Officer or CEO) and Wanda Pradipta (as Operational Manager). Fervor Nutrition moves in nutrition industries. Fervor Nutrition is focus on human body nutrition and to give people the best experience in use of the Fervor Nutrition products as theirs diet. Fervor Nutrition want to give customers, the solutions of the needs and problems of the customer nutrition, and give customer the best nutrition for people who want improve their body and keep fit. Fervor Nutrition will focus in grab fast protein drink with product name ISOPRO. In this research, Fervor Nutrition as a start-up is using Customer Discovery to search problem-solution fit, i.e. a product market fit, that makes the start-up’s value proposition match the customer segment the start-up envisions reaching. To facilitate the Customer Discovery process and get a shared and clear understanding of the business model throughout the company, Fervor Nutrition begins the first phase by stating the Business Model Canvas hypothesis. The Business Model Canvas represents the company in nine boxes that depict the details of a company’s products, customers, distribution channels, demand creation, revenue model, partners, resources, activities and cost structure. On the second phase, Fervor Nutrition will be testing the problem by preparing customer contact and engagement, the goal is to learn about the problem and not to talk about the product or its features, and The Problem Presentation that is designed to elicit information from customers. After enough interviews Fervor Nutrition should be able to determine what the customer problem is and update the hypothesis accordingly. The third phase is testing the solution which consists of five key steps; create the product / solution presentation with the revised hypotheses that can be presented to customers, test the product solution with the customer by measuring enthusiasm most of all, update the business model again to reflect the latest round of Customer Discovery “solution” findings. In the last phase Fervor Nutrition should have identified a serious problem to have solved by solution and identified a large enough market to create a scalable business model. If these criteria are met and the business model is solid, Fervor Nutrition should continue to the next step, to Customer Validation. If the criteria are not met, go back to Customer Discovery or pivot. In order to solving these issue, the methodological approach would be integrating quantitative and qualitative data. For qualitative data, would be get through interviews, meanwhile the quantitative data would be get through questionnaire. Which in result, according to Business Model Hypothesis, Problem Presentation, and Business Model Canvas Improved.Keywords: Formulating Strategy, Customer Development, Customer Discovery, Business Model, Start-up Company, Nutrition Products, Protein Drink, Protein Shake, Beverage
Sustainable and Competitive Tourism Concept and Policy Recomendation for Purworejo Torism and Culture Department Case Study (Giyombong-Cepedak-Gunung Condong) as Integrated Tourism Village) Fauzi, Arief; Anggoro, Yudo
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Giyombong, Cepedak, and Gunung condong is three tourism destination in Purworejo. Purworejo tourism and culture department has a plan to integrate these three destinations to make it more sustainable. Before preparing large investment, the right and valid integration concept is needed to make the investment right on target. Tourism business is a very volatile, uncertain and influenced by many factors outside of its business context. Investments in that kind of tourism business, especially those are still small and do not have a large marketshare implicate a very high risk. With high risk investors will not be interested participating in the business. The output from this research are guidelines of business integration concept of Giyombong, Cepedak, and Gunung Condong and government policy.Keywords: Integration, Policy, Sustainable, Lean business process..
Business strategy formulation for ku ka to gain competitive advantage in e-commerce industry Ramadhan, Mochamad; Fajarindra Belgiawan, Prawira
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract. E-commerce is a process of buying and selling that occurs between business perpetrators and consumers via online. Nowadays, e-commerce has made it easier for people to do shopping without having to bother buying directly from a physical store. However, most of e-commerce platforms in Indonesia are B2C platforms that provide various products made from abroad, especially China Due to this circumstance, Ku Ka as one of the e-commerce platforms in Indonesia decided to start its own operations in 2015 on a social business model basis that only sells Indonesian products as a differentiator among other e-commerce platforms and has a noble purpose to help the local business perpetrators and SMEs in Indonesia. This study aims to analyze the current condition of the e-commerce industry and propose a new competitive strategy for Ku Ka to improve its competitiveness. There are four questions that are discussed and answered during this research. The first question is “what is the current condition in the e-commerce industry?” Second, “what are the current Ku Ka business strategies?” The third one is “what are the best competitive strategies for Ku Ka?” and the last one is “what other features that need to be implemented in Ku Ka’s platform?” The external analysis needs to be conducted on this research in order to define the level of external opportunities and threats faced by Ku Ka in the e-commerce industry, while internal analysis is conducted to review resources, strengths, and weaknesses of Ku Ka itself within the company. In addition, TOWS Matrix and Five Diamond Strategy are useful for formulating alternatives and solutions that need to be implemented inside Ku Ka in order to improve its competitiveness. Furthermore, the author formulates a series of business solutions by focusing on three main dimensions, which are Features & Technology, Partnerships, and Campaign.Keywords: e-commerce, Ku Ka, competitive strategy, online shopping, online retailer.
Product Development Strategy Based on Customer for Mobile Application Development (Case Study: Pleasurr) Mochammad Fajar, Febriyan; Rahardjo, Budi
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract.Pleaurra is a startup which focusing on using technology to solve the problems. In this case, the problem to be solved by Pleaurra is leisure, where people of large cities get bored routines.  Large Cities which is crowded and busy, making populated filled with daily routines are boring. Most people just take advantage of the long holiday time to release their fatigue. As a result of a long holiday full of people  those who want a vacation, because of that impacted in  overcrowding in some tourism areas. The mission of Pleaurra is helping people  to discover and find a unique experience that was around of them by providing mobile application marketplace for unique experiences. A unique experience is activities outside the daily activities that give effect to release stress. In that case, everyone has different interests activities to to relieve their stress, that is a challenge for Pleaurra to build a mobile application based on customer development. This paper’s purpose is to explain and explore the suitable product development strategy by performing benchmarking to the other startups, and literature reviews of product development methodologies.  Keywords: Mobile Applications, Unique Experiences, Product Development, Customer Development
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

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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
Proposed business strategy of pt chandra asri petrochemical polyethylene product in indonesia Goenawan, Rowan; Kartajaya, Hermawan
The Indonesian Journal of Business Administration Vol 7, No 2 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT CAP Tbk is the largest publicly listed petrochemical company in Indonesia. Polyolefins plant produces Polyethylene (PE) and Polypropylene (PP). As of 2017, Indonesia is still a net importer country for PE. Indonesia can be described as the haven of imported materials simply because of stable domestic demand and insufficient domestic supply. And going forward, the condition is expected to remain in deficit and highly dependent on imports as long as there is no domestic plant expansion in the future. For PE, the domestic producers are only have two producers, which are PT Chandra Asri Petrochemical Tbk and PT Lotte Chemical Titan Nusantara Tbk.. The thesis is consisting of: internal analysis, external analysis, business strategy formulation, and implementation plan. In addition, business strategic recommendation would be provided for PT CAP Tbk. The objectives of this study is to provide the insightful information for the most potential resources from the company to grow the business as well as to formulate the best fitted business strategy for PT CAP Tbk in order to capture market opportunities in domestic PE business. As a result, based on SWOT analysis, the business strategies have been formulated, which consists of: production capacity expansion, geo-expansion, new product diversification, R&D collaboration, operational excellence, cost efficiency and effectiveness, human capital development, channel distribution management. The implementation plan would be divided on two phases, short term plan and long term. On short term, PT CAP Tbk should develop and execute marketing strategy for new product development and diversification. And for the long term, the new capacity expansion is worth to be executed in order to capture all the market opportunities in Indonesia PE business.Keywords: polyethylene, Chandra Asri Petrochemical, business strategy, strategy formulation, strategy implementation
The improvements of warehouse management and production process at cv. Purezento Lita Grace Hadyiswanto, Claudya; F. Firman, Aries
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - It is no doubt that creative industry is the wheel for Indonesia’s economic future. However, despite the government support and growth in the creative industry, companies must be able to keep up with the market dynamics. Purezento, as one of the growing companies in the industry, faces a few challenges in this. Purezento encounters problems in its production process and warehouse management. The biggest challenge is the warehouse management where out-of-stock and overstock are the norms in its daily operations. On top of that, the company cannot manage its employees well which is reflected in the productivity level fluctuation. Qualitative research method was used in this paper in order to discover and solve the real problems that hinder Purezento’s production process and warehouse management. The inexistence of knowledge codification is the reason behind Purezento’s problems. The employees do have knowledge but they do not know how to put it in an accessible media. Furthermore, Purezento also employs networked culture and does not have written documents for its rules and regulation that give rise to poor employee engagement. The research gives some recommendations to the company regarding its inventory and workforce management. It suggests the company has 139 lumbers and 213 lumbers for its minimum and maximum standard, respectively. It is also shown that if Purezento can maximize its human resources, the company can save minimum Rp. 210.000,- for the raw material per months and it will be able to avoid Rp. 29.520.000 potential loss the least from its production.                Keywords: Qualitative Research, Production Process, Warehouse Management, Knowledge Management,   Corporate Culture.

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