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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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Economic analysis of the underground coal gasification (ucg) in Indonesia Ali Setiawan, Ganjar; Sunitiyoso, Yos
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Indonesia has been facing dramatic changes in natural gas industry development, which contributes to economic prosperity and reduces reliance on petroleum fuels. Indonesia's gas markets will continually growth to support economy development. Resources availability and government eagerness to utilise more on natural gas will lead Indonesia to become one of the major gas consumers in the future. This is the potential market for natural gas industry and also an opportunity for natural gas Company to accelerate the company's business growth. This study aims to identify conditions that might occur in the natural gas business industry in Indonesia for the next five years using a scenario planning approach. This is very useful to anticipate possible implications that will arise on the natural gas industry, so that PT. Natural Gas (“PNG”) can prepare business solutions for conditions that might occur. This scenario planning process started by exploring the natural gas industry condition in Indonesia using the SWOT analysis (Strength, Weakness, Opportunity, and Threat). To be more profound, external environment analysis done by Porter five forces and PESTEL  (Politic, Economy, Social, Technology, Environment and Legal) analysis methods, while the internal analysis uses the VRIN (Valuable, Rare, Inimitable, Non substitutable) method. All of these analyses were used to understand how PNG run the businesses, why, where, and when. Based on the results of business analysis and conducting interviews with those who directly involved in the natural gas industry, two key driving forces that greatly affected the natural gas business in Indonesia were found, namely infrastructure and natural gas prices. From here, four scenarios arise about the natural gas industry possible condition in Indonesia. Finally, a strategy recommendation appears that is suitable to be applied for each possible condition. Things that needs to be done is to conduct an external conditions evaluation continuously and identify signals that arise from the external factors and focus on trends that occur compared to signpost in each scenario.Keyword: Scenario planning, business strategy, infrastructure, natural gas price, economic growth.
Measuring Corporate Culture Internalization at Consumer Division of PT. Telekomunikasi Indonesia Suryawan, Dedy; Welly, John
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT. Telekomunikasi Indonesia as one of the big companies and had a role in providing the telecommunication service in Indonesia realized the important role of the company culture. Telkom also since 2009 to build a corporate culture to support changes in the corporate culture. In 2013 company built a culture called The Telkom Way (TTW). PT. Telkom was doing internalization phase in 2015 for company cultural transformation. The internalization phase is where The Telkom Way are implemented thorough the company in daily operational activities. PT. Telkom after the internalization phase need to measure the result with appropriate tool to make sure the condition of implementation The Telkom Way in the organization. Cultural Transformation at PT. Telkom is in order for the company to stay competitive and to be company with high-performance culture. Hence Degree of Value Integration (DVI) and DICE Framework was used to measure and understand the current position of internalization phase. This research establish the result that most of Telkom values have achieved “Embedded” by the employees in Consumer Division at PT. Telkom Indonesia. This good result is supported by the DICE Score that the change management in PT. Telkom is in the “Win Zone”. Win Zone means that the project is statistically possibly to succeed. Although the values have a good result, still it must be maintained by the company. Keywords: Corporate Culture, Organization Culture Measurement, Degree of Value Integration, DICE Framework.
Business model development for indonesian restaurant daapuandee Amelya Putri, Zora; Hamsal, Mohamad
The Indonesian Journal of Business Administration Vol 7, No 1 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract -­­– Food and beverage industry has a big opportunity in Indonesia. Established on July 2017, Daapuandee is trying this opportunity in this industry providing Padangnese food and another Indonesian foods. This restaurant is a new restaurant, therefore Daapuandee need a proper strategy to develop the business. To help Daapuandee growing in the market, the researcher need analyze the external and internal factors.  The both of data were formed by observation and questionnaire. The researcher conduct the strategy by using TOWS matrix, Porter Generic Strategy dan Strategiy Diamond Model. The result of the business strategy is differentiation strategy such as create innovative product, marketing and promotion activities. On Porter Generic Strategy, the researcher proposed the areas to open new branch, the price, the segment, marketing and promotion using social media. Join on Go-food Grab-food is one of strategy to expand the market and lower the production cost and will impact to increase the sales. Key words: Padangnese Food, Indonesian food, Restaurant, Business Model Development, SWOT 
Value Enhancement of PT Indosat Natalina, Melda; Soekarno, Subiakto
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract- PT IndosatTbk is one of the biggest three telecommunication provider in Indonesia. For the last five years, Indosat has a decreasing performance from its earning profit, revenue growth and share price that tend to decrease. In order to know the cause of decreasing profit is by analyzing its external and internal environment. External analysis is using PEST analysis or Political, Economic, Social and technology and five porter analysis to know its industry analysis. While internal analysis is used to know company performance from its revenue, expenses and profit earning. Besides, financial ratio analysis is used to compare its performance with competitor. Dupont analysis is used to analyze profit earning from Return on Asset and Return on Equity. Return on asset of Indosat in 2013 is  -0.05103 while ROE is -0.1684 due to negative earning profit. Eventhough Indosat still make profit, but from its economic profit the result is no economic value. The cause of decreasing profit is due to revenue growth is lower than other competitor also increasing expenses that cannot covered by its revenue. From internal and external analysis, telecommunication industry has a several player and number of subscriber from the biggest three company, Telkomsel, XL and Indosat are higher than number of Indonesia population. Proposed solution is how to increase its revenue  especially from data service that currently has an increasing demand and how to make cost efficiency. Solution is to increase its technology in order to serve costumer demand in data sector. The result can be seen from targeted stock price that would increase into Rp 7599,-Keywords: Financial Ratio, EVA, Discounted cash flow, Valuation
Formulating new e-commerce related finance business in indonesian market Sato, Jun; Ashari Nasution, Reza
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT Sinar Mitra Sepadan Finance (the Company hereinafter) is one of JV multifinance company between local Indonesian company and a Japanese multinational company. The company has strong background on IT and is currently pursuing next profit generator. After applying analytical framework of Porter's five forces, BCG matrix and the innovation ambition matrix, the existing businesses of Company is not likely to have prosperous future in the long run. Comparing the rate of growth between existing car finance market and e-commerce market, the Company is suggested to enter into e-commerce finance. In order to create new business in e-commerce market, there are three points to be examined. The first point is how to build up this eco system. The author propose that the Company should have business partnership with payment gateway providers (PGPs) as PGPs have a wide range of connection with e-commerce sites and amount of data. Furthermore, PGPs have a skill of fraud detection. The second point is how to secure the healthiness of receivable of the company. From this perspective, implementation of concept of fintech, utilization of social media for credit approval process, and participation to new credit bureau are suggested. The last point to be examined is how to set up product features in order to generate profit. Based on the nature of e-commerce, small-size, short-term, no collateral finance is considered. Revenue structure of the product is also different from conventional used car finance. There is no charge over customer in e-commerce finance unless becoming overdue. Fee charge over e-commerce sites is the source of income, which is as similar as credit card business. In conclusion, the Company could create new business model in white space of e-commerce with higher growth rate. To enjoy the first mover advantage, its is suggested to start its business implementation which will take approximately 6 months based on the plan by the author. Key words: e-commerce, fintech, multifinance
The Business Strategy Development: A Case Study at PT Hijrah Gizi Hewani Mahdi Rajab, Fadil; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT Hijrah Gizi Hewani established since 1991, it is a meat distributor company that sell the product to some several kind of company in Jakarta for example like hotels, restaurants, catering, etc. In 2015, sales of PT Hijrah Gizi Hewani has decreased when compared to the average sales in the last three years. Meat prices rose sharply in 2015 and are likely to continue to rise until Eid in 2016. This is because the government reduce the number of quota imported meat that can be sold in Indonesia. In the middle of 2016, the government slowly opened and adding the import quotas, in September 2016 the government officially allowing the imported meat from India to be sold in Indonesia, that meat is distributed only through BULOG. This makes the importers and distributors be in one level in order to get the imported meat from India .To overcome this, the authors try to formulate the business strategies that will be submitted to PT Hijrah Gizi Hewani. Based on the results of the formulation of the author, a suitable strategy to be applied to the PT Hijrah Gizi Hewani is a cost leadership strategy, where the products that being offered at the distributor level is similar with the other, the differentiator factors are come from price, quality of service and availability of products, particularly in certain brands that become customer’s favorite. In addition, there are some internal restructuring of companies in order to improve the effectiveness and cost efficiency in the process of business activities, where competition is become more tight that caused by the entry of imported meat from India who makes the distributor must also be ready to compete with importers.  Keywords: Business Strategy, Strategy Formulation, Market Analysis
Financial Strategy for Shanghai Electric Group Company Limited Yanan, Wang; Murtaqi, Isrochmani
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract. In recent years, the environment of power manufacturing industry has become severe. As the price of steel raw materials in the international market rises year by year and China's electricity demand tends to be saturated, power equipment manufacturing companies face enormous challenges. While exploring new markets, efforts to improve financial management and reduce costs have become the goals that power industry companies need to achieve. How to implement a good finance strategy is an urgent need for power equipment manufacturing companies. This research aims to analyze and measure the financial health conditions of Shanghai Electric Group Company limited for period 2013-2017, as an example for case analysis. The research concerns about five classification of ratios measurement that includes liquidity, solvability, activity, profitability and growth capacity ratios, which makes analysis with directly competitors, namely Dongfang Electric Company, and China XD Electric Company. In addition, this research also uses DuPont analysis, Porter's five-force analysis and SWOT analysis methods to deeply analyze the financial status and market competitiveness of Shanghai Electric Group Company Limited. Based on the analysis, this final project concludes that in order to maintain a leading position in power equipment manufacturing industry, Shanghai Electric needs to improve the effective utilization of funds, strengthen the management of accounts receivable, enhance its comprehensive budget management, increase financial risk awareness, establish diversified investment management and make reasonable market adjustment.Key Words: Shanghai Electric, Corporate Strategy, DuPont
Proposed performance management system for project based organization in pt telekomunikasi indonesia, tbk (case study: digital project) Alberto, Richard; Ros Bangun, Yuni
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract. (Introduction) To achieve the vision of King of Digital in The Region and achieve the 2018 Striving Triple Double Digit Growth target (Revenue, Net Income and EBITDA), PT Telkom needs to change the organizational structure which is still based on the structure-based organization. The flexible organizational structure will provide acceleration to create new and innovative digital products and services and can no longer rely on legacy products. Changes in flexible organizational structure of technology has become a very important thing to be done to win the competition in the digital era. (Methods)One of the main aspects of flexible organization is designing performance management system (PMS) that can motivate employees to be able to (Results) provide innovations in digital products and services. (Conclusion) Fit PMS will help member of digital project to explore his innovation and make impact to digital business.Keywords: design, digital, , organization, project, performance
Business strategy for market development of photography and videography business in pt. Delapan pilar karya Nugraha, Rendika; Fachira, Ira
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT. Delapan Pilar Karya is a company that established in August 2014 and focusing the business in photography and videography with brand name Eight Motion. Current situation of Eight Motion is the revenue rely from business market segment, which has long payment term and occasional project that impact to instability of sales performance. Author conducts external analysis with some tools such as PEST and Porter five forces to examine what kind of external opportunities for market development that can be captured to earn stable revenue. Internal analysis with some tools such as STP, Marketing Mix 7P, Resource based view, VRIO, and business model canvas also conducted to examine current internal situation of Eight Motion.  SWOT analysis utilized to summarize external and internal analysis. In strategy formulation, author utilized EFAS and IFAS table in order to examine and quantify the strategic factors from SWOT analysis. TOWS matrix developed in order to create alternative strategies. Porter generic strategies utilized by the author to determine which business direction should be through. Diamond Strategy utilized in order to deliberate how the strategy formulation will works by explaining five elements of strategy from arenas, vehicle, differentiators, staging, and economic logic. Finally, author utilized business model canvas in order to capture business activity overview as the implication of strategy formulation. Activity plan that incorporates marketing, Product and operation strategy created in order to become guideline of strategy execution. Keywords: Photography and Videography Business, Market Development, Diamond Strategy
Business strategy for market development in photography business for expose studio Nauvall Rizal, Muhamad; Hamsal, Mohammad Hamsal
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract – EXPOSÉ studio is a digital based commercial and advertising photography service located in Tebet, Jakarta Selatan. EXPOSÉ studio was named V-Studio back in 2013 when it was first established. At that time, the team consisted only with one lead photographer and a small number of freelancers followed numerous trends in photography industries, ranging from pre-wed, wedding, until modelling. EXPOSÉ studio changes its specialty from pre-wed or wedding photography into commercial and advertising photography. EXPOSÉ studio dedicates itself to not only providing creative business strategy consultation but also the execution itself. EXPOSÉ studio relies on business-to-business market segment that utilized its services for product catalogue and advertising purposes. Most of the clients came from fashion and food & beverages sectors within the level of SME. This situation has impacted EXPOSÉ studio sales performances which obstructs EXPOSÉ studio in generating revenues. Several analyses from external environment such as PESTEL and Porter’s Five Forces are conducted in order to gain information on whether the business is competitive enough in the industry. Apart from that, analysis from internal environment such as STP, Marketing Mix 7P, and VRIO are conducted in order to capture current state of EXPOSÉ studio from within. In formulating the strategy, author uses the means of interview and observation in order to gather insights before formulating the approaches. Porter’s Generic Strategy is used to decide in which direction will EXPOSÉ studio lean on in proceeding to its business core value. In order to elaborate the strategy formulation, author uses Diamond strategy, which encompass some aspects in strategy formulation such as arenas, vehicles, differentiators, staging, and economic logic, which become the guideline in executing the strategy. Finally, in order to capture the overview of strategy formulation and its implication to current business activities, author utilizes business model canvas. In implementing the strategy of market development, author summarizes into short-term and long-term planning which two of those planning will be constructed in the activity plan that will become guideline to execute business strategy of EXPOSÉ studio.  Keywords: Photography Business, Market Development, Diamond Strategy.

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