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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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Proposed Go-to-Market Strategy for new mobile Application on leisure industry in indonesia Analyes Perdana, M Jumeidil; 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— Indonesia is a mobile-first country where majority access the internet through mobile gadgets such as smartphone or tablet. The number of internet users in Indonesia is 88 million and continue raising. The momentum has given impact to the national trend which is called the digital economy. People in Indonesia also has seen the emergence of national sharing platforms such as Go-Jek, a startup that let us sharing the motorbike in Indonesia, as well as the concept of sharing economy startups such as Grab, Uber, and Airbnb. In Indonesia, experience economy is also raising, especially for millennials or young generation. The number of an event such as music concert, sports entertainment, and other experience or event, gradually increase year by year. According to McKinsey data in 2011, the leisure industry is expected to growth 7.5% annually. Based on the current trend such as sharing economy, digital economy, and experience economy among the young generation, a startup company, Pleasurra is taking action to innovate on leisure industry business by combining the sharing economy with experience economy through technology especially mobile application. However, Pleasurra is facing several problem in their business especially getting traction of users in their mobile application. The problem can result. In this journal, the writer will focus on marketing problem of Pleasurra. The business condition will be analyzed first by using 5’C analysis including climate, customers, company, competitors, and collaborators. After conducting the root cause analysis, the main problem is low traction of users. In order solve that, the writer propose to define go-to-market strategy. The go-to-market strategy will be proposed based on the 3V’S marketing mix model by Nirmalya Kumar. Valued customers, value proposition, and value of network. The supporting solutions such as word of mouth marketing and content marketing also will be explored further in this journal. In the end, the writer will get the right go-to-market strategy for Pleasurra mobile application. Keywords: digital economy, leisure industry, startup marketing, go-to-market, 3v’s model
The evaluation of quality of learning of industrial development and training centre (ppkpi) jakarta using kirkpatrick method Essada Nurachmah, Asri; Ghazali, Achmad
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract. In order to enhance the level of social welfare, Indonesia is working hard to create many job opportunities for its citizens as well as Government of Jakarta. PPKPI as a subsidiary of Bureau of Labor and Transmigration Jakarta Province has a vision and mission that related to Governor and mission to be a Centre of Excellence by becoming a training centre for Jakarta citizens and its surrounding before entering working society and compete with other workforce. However, in doing the program, PPKPI faced an issue that might be an obstacle to measure how effective and good the quality of the alumni after finish the program. The feedback issue from all stakeholders including students, alumni, and users are not in the maximum level that makes PPKPI faced difficulty to measure its training program. The Kirkpatrick method about four level of evaluation of training program is designed to identify the issue that appeared in PPKPI by assessing reaction, learning, behavior, and result level to the all stakeholders in PPKPI. The objective of this research is to create an evaluation system or procedures with purpose to prove that PPKPI programs impact positively to the community as its vision. This research focused on questions how the condition of current evaluation system is, what issues that came up from the root cause, and what solution that is being proposed to improve the training development program. From the findings done by interview and secondary data, the trainees in PPKPI already competent in hard skill however, they are still loose job opportunity due to lack of interview skill, etc. The solution to PPKPI for improving the quality of learning during training program are procuring general basic course including Focus Group Discussion (FGD) done by alumni and user, trial of psychological test to acknowledge trainees, and new concept of collecting the feedback. By doing those activities, PPKPI shall gain quality of learning during training program that reflects to the its vision to be a Centre of Excellence.Keywords: Training Development, Learning Quality, Kirkpatrick Four Levels of Evaluating Training Program, Jakarta Government, Social Welfare.
Measuring financial performance of going public companies of oil & gas industry during the period of before and after 2010s oil glut phenomenon in 2010-2016 Andriana, Putri; Daryanto, Wiwiek M.
The Indonesian Journal of Business Administration Vol 7, No 2 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Energy is one of the most important commodities in the world. This is proven by the increasing of total world’s production and consumption of crude oil every year. The supply of crude oil started to exceed 0.6 million barrels in 2014 and keep going until 2016 (Annual Report of OPEC, 2016) then, it led the world to 2010s Oil Glut. Unfortunately, 2010s Oil Glut caused the falling back of world’s crude oil prices. This research aims to measure, analyze, and compare the financial performance of Public Listed Oil and Gas Companies in Indonesia namely PT Medco Energi Internasional Tbk. (MEDC), PT Energi Mega Persada Tbk. (ENRG), and PT Benakat Integra Tbk. (BIPI) from 2010 to 2016. This research uses financial ratios such as Return on Assets (ROA), Total Debt to Total Assets (TDTA), and Total Assets Turnover (TATO) and also uses paired t-test to verify the differences of financial ratios during the period of before (2010-2012) and after (2014-2016) 2010s oil glut. The results of this study show that the ROA value of MEDC was positive, but for ENRG and BIPI were negative. Moreover, the TDTA of the companies were high which above 60 percent. MEDC has accepted the alternate hypotheses for ROA and TDTA variables with paired t-test results 0.018 and 0.042 respectively. Meanwhile, ENRG has accepted the alternate hypotheses for TATO variable with paired t-test results 0.017. And lastly, BIPI has accepted the alternate hypotheses for TDTA and TATO variables with paired t-test results 0.026 and 0.036 respectively. Author recommends the companies for doing assets management and controlling the amount of debt to be taken during 2010s Oil Glut Phenomenon in order to survive in this situation.Keywords: 2010s Oil Glut, Financial Ratios, Paired T-Test
New business strategy to improve the enterprise resources planning (erp) system in order to increase the performance and efficiency of the operational maintenance program: case of chevron indonesia Kresno Adikusumo, Linung; Dung Do, Anh
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract— Since last year the oil and gas industry in grim conditions. Almost all companies in difficult conditions as a result of oil and gas prices were low. Even today a giant oil companies like Exxon, Chevron, Shell and others also began to be affected. Chevron, the current was devastated because the company is focused on upstream business where oil reserves are available today are secondary and tertiary reserves. Investment in the exploration of oil and gas reserves of the secondary and tertiary very expensive because it requires a modern and sophisticated technology. Unsuccessful drilling activity will result in tremendous losses in some oil and gas fields. External factors also affect the company in how to run a business; local government permits, issue a contract extension, the discovery of shale gas, and global economic conditions greatly affect the company to make the best strategy. These conditions forced the company to reduce exploration activities and focus more on production. Production is the most economical series in the upstream business chain. Crude oil is a commodity, the competition occurs in differentiating the company to improve the effectiveness and efficiency of the business. Companies must also adhere to the existing rules so as to build the confidence of the shareholders. Efficiency through the development of organizations that are into is a must, if not then Chevron would not survive in competition with rivals. To create a sustainable competitive advantage, Chevron should remain sustainably strengthen the factor that differentiates it from its competitors. Technology as a differentiator to be able to enhance the company's core competencies, thus making a positive impact on the company's core business. ERP (Enterprise Resource Planning) system is essential to be able to be a tool that is capable of integrating the functions of important business. Module EAM (Enterprise Asset Management) is part of the ERP system and as part closest to the Operation Maintenance and should be able to support the maintenance business in order to achieve better business efficiency and effectiveness through increased system reliability, capability (usability and functionality) and sophisticated reporting system. In other words, implementation of ERP systems In other words, implementation of ERP systems and specifically to the EAM module will be able to optimize production by reducing the LPO (Lost Production Opportunity). Proposal business strategies to increase investment in ERP are: 1. Revision JDE governance in Indo Asia Business Unit and IT support Team, 2. Build a Business Intelligence as a solution for reporting requirements, 3. Realize the JDE upgrade project to improve the reliability and capabilities of the system, 4. Implement Viziya to strengthen the maintenance scheduling system, 5. Conduct regular visits to customers, holding gatherings for Power Users, and training regularly. Some of the proposed strategies have been approved by the management of Chevron Indonesia, while several other strategies are still in the approval process. The new business strategy will strengthen the ERP system particularly EAM module to improve the performance and efficiency of program maintenance operations and strengthen core competencies and create a sustainable competitive advantage. Keywords: Enterprise Resources Planning, Enterprise Asset Management, Business Strategy Introduction
Business Strategy Formulation for "Remaja Peduli Lingkungan" in order to Increase Its Donor and Beneficiary Growth and Develop Its Sustainable Competitive Advantage ., Wahyudin; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 6, No 2 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract –  Remaja Peduli Lingkungan is a nonprofit organization that provides services for people who want to donate their money to people in need. The organizations today are facing several problems in carrying out their work. The competitive environment is now an inevitable threat to the organization. For that reason, Remaja Peduli Lingkungan needs to find the right strategy to boost its donors growth in order to enlarge their activities  to the community sustainably. Based on SWOT, the RPL strategy using diamond framework and new business model is designed. The study begins with analyzing the external environment using Porter 5 analysis, PESTEL analysis, and competitor analysis and internal analysis using a business model canvas analysis and value chain analysis. Based on internal and external analysis, obtained points of SWOT which indicate that the competitiveness of Remaja Peduli Lingkungan is currently still in temporary competitive advantage. In the analysis of business level strategy shows that the organization needs to remain in differentiation focus strategy. In the arena of analysis, differentiator, and partner, shows that organizations need to be more specific classify these items on both sides of the market. Implementation of the proposed strategy arranged on new business models canvas that can satisfy donors and beneficiaries.The changes in the proposed business model canvas adding items on each element of the business model canvas. The proposed implementation plan is designed for a period of three years considerating the environment rapid changing.Keywords: diamond strategy, business model canvas, sustainable competitive advantage
Proposed Business Strategy for Inditex Global Mukmin Qowiy, Ismail; Hudrasyah, Herry
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Rising prosperity and a spread of wealth have given a huge and expanding market for textiles and clothing industry. Market are expanding and so the competition. Inditex as a leader in the industry seek this opportunity to increase its standing among the top player of this industry. With its “fast fashion” model, Inditex has been performed exceptionally well, proofed by its huge channel of 1,700 stores in 86 countries leaving behind its main rival like GAP and H&M. However the success not last long. Contrast with rapid expansion several years before, in 2013 annual sales report Inditex began showing sign of slowdown. For the last few years, company has been aimed to find new source of profit due to shrinking growth. The aim of this study is to find out the root cause behind the slowdown and to formulate the strategy to tackle the problem and enhance the growth of Inditex. This study is divided into four chapters. The first chapter talks about the outlines of the research background and highlight the objective of the study. Chapter two talk about business issue and the analysis of business environment. Chapter three provides the business solution alternatives. Last chapter discusses the application and practice of the solution. It highlights the execution of the business strategy on four aspect; marketing, finance, research & development (R&D), and management information system. This chapter also presents the conclusion of the main findings.  Keyword: Business strategy, Fast fashion, Growth slowdown, Business Expansion, Apparel industry
Proposed Business Strategy for "Mie Ayung" in Order to Sustain in Competitive Market Andre Budiono, Stevanus; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 6, No 3 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Mie Ayung is a noodle shop that was founded by Hendra Paulus in 2005. Mie Ayung is focusing on serving Bangka authentic chicken noodle that taste delicious and affordable for office workers and new small family. Mie Ayung serve homemade product, it’s specialty such as: chicken noodle, pempek (fried fish cake), and Tahu-Kok (fish meat ball, and tofu meat ball). Although the company surviving more than a decade, Mie Ayung having a hard time in today’s competitive environment where the company is struggling to growing with rapidly changing new trend and reading customer preferences. This past year economy and political condition in Indonesia, especially Jakarta, makes the company replanned for opening new outlets due to bad economic conditions which is resulting in fear of not being able to make enough sales to cover the business. Also, the trend of hybrid Instant noodle that currently blooming in Jakarta, has become a challenge for Mie Ayung, the sales and enthusiasm for traditional noodle shop has been decreasing. To solve these problems, the methodological approach will be used by mixing mixing method of integrating quantitative and qualitative data. In-depth structured interviews will be used to completing qualitative data, while quantitative data will be accumulated from questionnaire; which, using SWOT matrix, TWOS matrix, and the Porter’s three generic strategies, the best strategy for Mie Ayung can be tailored to sustain the business in competitive environment and define different strategy, where the company will emphasize the uniqueness in terms of time, customers, location, and customer relationships in the new business model canvas. In the proposed business plan for Mie Ayung, the company can solve the problem by looking for new approached. Adding more customers by open up and adding its customer segments. As well as give better dining experiences and creates more comfortable space for the customers. The rapid current of trends changing can be challenging, however Mie Ayung can also ride the current and having fun. Mie Ayung can start going online, creating websites and involved in app based food ordering regime; therefore, Mie Ayung can both increasing sales and get exposure to broader audiences.Keywords: Business model canvas, noodles food, Porter’s three generic strategies, restaurant, sustainable competitive advantage, SWOT analysis, TOWS analysis.
A Review Based on Young Adult Consumers' Perspective: What Should McCafe Indonesia Do? Lawrance, Lawrance; Wicaksono, Agung
The Indonesian Journal of Business Administration Vol 2, No 19 (2013)
Publisher : The Indonesian Journal of Business Administration

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Coffee Café Shop industry continued to show a positive trend. This case evidenced with the increasing number of players in the industry, it is not limited only for multinationals but also small local players. But, seems the coffee café companies still focus to target relatively similar consumers. Can be said that the market leader, Starbucks, has major influence on how competitors act. McCafe Indonesia, which is an initiative coffee cafe from McDonald's, will become an interesting research object considering its mother brand effect. Should McCafe targets similar consumers to Starbucks or other white space potential? Therefore, the authors are interested in doing research to map out how the consumers of coffee cafes in Indonesia today. Through a market mapping, hopefully new segment could be explored by McCafe.   Keywords:Segmentation, Positioning, McCafe, Starbucks, J.Co
Strategy formulation for kanawa coffee to win the competition using diamond strategy framework Ikhsan Jauhari, Mochamad; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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ABSTRACT - Food and beverages business is one of the business that have a promising future because food and beverages is a primary need for people. Kanawa Coffee is a coffee shop located in Suryo street, south Jakarta which is a mainstream area for find a restaurant or coffee shop. There are many competitors in the industry that made the competition in this industry so tight, so Kanawa Coffee need to have a good strategy to win the competition also avoid the chances of imitation.The research was conducted with scanning the internal and external environment of the business and also through the data collection from interview and questionnaire. The strategy formulation method that will be used is Diamond Strategy, strategies that has been formulated will be made into a layered activity mapping to avoid the chances of imitation and also made into a new business model canvas for Kanawa Coffee. Kanawa Coffee should improve the key variables that influenced people, So the strategies that has been formulated are based on the key variables itself. There is a chance for competitor to imitate the strategy that has been proposed, so to avoid the chances of imitation Kanawa Coffee should do layered activities in order to make competitor difficult to imitate the strategies. With the result of diamond strategy formulation and strategy to avoid imitation, there are an improvement in business model canvas of Kanawa Coffee. Management and staffs of Kanawa Coffee need to be prepared before execute the strategies proposed and then do the improvement as soon as possible. The improvement need to be measured by Kanawa Coffee in order to know the impact of each strategy. In order to implement the strategy successfully Kanawa Coffee need to maintain their relationship with their stakeholder because it also became the key for Kanawa Coffee to implement the strategies successfully and win the competition in the future. Keywords: Business Strategy, Coffee shop business, Diamond Strategy , Attack Strategy, Business Model Canvas 
Development of Business Strategies of PT Aquanest Archipelago (Seawater Ornamental Fish & Coral Reff Trading Company) Adamapramudita Gilrandy, Vicky; Larso, Dwi
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT.  Aquanest is an ornamental fish and coral reefs export trading company in Indonesia.  Since its establishment in 2012 until now, PT.  Aquanest has been successfully exporting the 3000 pieces ornamental fishes and 4500 pieces coral reefs to 10 countries in the world such as the United States, Brazil, Germany, England, Austria, Brazil, Greece, Iran, Malaysia and Singapore.  In the process, the company find significant sales gap trend each year. There are high season sales between november to april and low season sales between May to September.  Company analyzed, the caused of this matter it is influenced by the condition of the season in the country, where the biggest market is the United States and European countries. Therefore, PT.  Aquanest tries to make solution for low season sales by expanding in domestic market which  is not affected by the conditions of the season.  It means that companies must be provide the consumer basic needs in this business.  The company decided to create a retail division that sells four main products which is livestocks, equipments, maintenance supply and ready-system aquarium. On Six month after store launching, the sales did not have significant growth and tend to be low. The worst is ready-system aquarium product which is not sales at all.To fix this problem, company needs determine the best business strategy to increase the ready-systems aquarium products sales. After analyzing Company’s external and internal environment, differentiation strategies are the fittest way to achieve business performance. With using TOWS matriks, company generated several recommendation strategies. Creating aquarium project department to provide comprehensive custom aquarium from consultancy to the on-going maintenance for the clients are the main strategy to improve sales performance. This strategy will be delivered with the new business canvas model and new marketing mix. With the new value proposition “bring the spectacular beauty to your place”, PT. Aquanest will be helped to achieve revenues target by the end of the year. To ensure the strategies is on track, business timeline is applied. Keywords: the ornamental fishery and coral reefs Business, business strategy, Business, Retail, Differentiation strategies, Aquanest

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