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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
Arjuna Subject : -
Articles 1,144 Documents
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The Business Strategy Development of Bright IMC Fuad, Rifqi; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 6, No 2 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract. Marketing Communication Agency is a fast growing Industry for both in Indonesia and Worldwide. Bright IMC is one of the local agencies that try to compete in this industry. However, even though the industry itself is growing yet Bright IMC was having a performance downfall in 2016. This problem will be handled by analyzing the external and internal condition of the company and try to find the most suitable strategy to compete in 2017. PESTEL Analysis, Porter’s Five Forces, and Competitor Analysis are used as the External Analysis. Value Chain for Services (VCSE) and VRIO Model will be conducted as Internal Analysis. Root Cause Analysis was conducted in order to know the root problem that was happening in Bright IMC, and to explain more about the best strategy for Bright IMC is done by Strategy Diamond, Business Level Strategy and Business Model Canvas. In the last chapter, it is found that although there was some external problem that happened in 2016, yet the main problem of Bright IMC was actually on the unpreparedness of Bright IMC’s internal team to face their situations at that time. First, Bright IMC didn’t have a proper account team whereas the role of account in agency world is one of the most important roles where the communication between Bright IMC team with clients and determine whether the projects are acquired or determine client’s satisfaction in Bright service. Second, Bright IMC managerial team have never defined basic managerial needs such as Job Descriptions for all employees, agency’s workflow, the weak internal and external communication occurred, un-updated digital assets that are used for promotion, and in planning and mapping clients. Third, although Bright IMC stated that they have all services that are needed for client’s marketing communication needs, however, the quality of Bright IMC internal team is not yet capable enough to be classified as IMC agency. Based on findings, the author recommends implementation plans that hopefully will be able to help Bright IMC in facing their problems and to prepare them to be more ready to maximize their capability for years ahead.Keywords: Marketing Communication, Advertising Agency, IMC, Root Cause Analysis, Business Strategy, Business Level Strategy, Strategy Diamond, Business Model Canvas
Variance Analysis as A Tool for Cost Control on The FIN Fan Cooler Foxtrot Compresor Project at PT Intan Prima Kalorindo Azis, Azolla Degita; Murtaqi, Isrochmani
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT Intan Prima Kalorindo is a company which focused on design, manufacture, installation, and maintenance in Heat Exchanger Industry. Kalorindo is one of the largest Domestic Company of Heat Exchanger in Indonesia with 60 employees and total assets more than Rp 25 Billion in 2012. This company had 13 Projects in 2013. One of their biggest project is Fin Fan Cooler Foxtrot Compressor for Oil and Gas Company with valued $796.500. This project was expected to have profit 60-70% as a source to cover the fixed overhead costs and run business operational. But this project has a gap between budgeted plan and realized until 84%. It will impact to the company that will face several problems, which are debt increase, annual profit decrease, target not achieve, resources become wasted, and inability to pay several expenses.However, to achieve Kalorindo vision, mission, and goals, it is needed to improve their performance and do some strategy to win the competitive advantage. In this research, variance analysis is developed as the synthesis of literature and case study. This model is utilized to analyze the cause from differences between standard and actual project budget through define the cost allocation and behavior. This research shows that this company has unfavorable price and efficiency variance on Foxtrot Compressor Project. The proposed business solution implementation is based on the analysis result, includes KaizenStandard Costing PDCA scheme and schedule planning to have an evaluation for its employeesand departments in Kalorindo, and help them to define their strategy plan as continuous improvement for the future.  Keyword: Heat Exhanger, Cost Behavior, Variance Analysis, Kaizen Standard Costing
New Business Strategy to Get More SMEs as Customers: Case of PT. XL AXIATA Tbk Ihsan, Muhammad; Dung DO, Anh
The Indonesian Journal of Business Administration Vol 6, No 3 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract. This research will analyze a business case of PT. XL Axiata Tbk. (XL), a mobile telecommunication operator, with specific focus on penetration market of the SMEs to get more new subscribers. Therefore, the objective of writing the paper is to identify how XL could possibly increase new subscribers of SMEs through business strategy formulation and new business model generation for XL in order to achieve sustainable competitive advantage. In order to achieve the research objectives, the data has been collected from literature study and conducted interview session with 37 SMEs. With that data, conduct further analysis using environment analysis, strategy formulation, business model and implementations plans. Based on analysis of data that has been collected, some key points that capture that the actor of SME is in millennial age which more adaptable possibility with new technology and product that offered. Digitalization should be an alternative to offer to them, such platform with integrated system to the digital media, third party system (delivery, packaging), cloud system that can be used to record any transaction, stock list. And the interested thing that the SME need capital loan which can be provided by XL.  Keywords:  business strategy, business formulation, small medium enterprise, focus strategy.
Strategy Planning For Tiara Bunda Elementary School Bandung Fransiska, Fransiska; Lantu, Donald Crestofel
The Indonesian Journal of Business Administration Vol 2, No 19 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Education is one of the important things to create good human resources.It is purpose to improve their potential which is to have a spiritual power, self-control, manner, intelligent, attitude nobility, and skills for themselves, community and the nation. There are some levels of education. Education level is a step which is set based on the improvement of the students, the purpose, and the improvement skills. Tiara Bunda Foundation Bandung runs an education business established on October 12, 2006. Provide from preschool to elementary. But for this paper, author focus on the elementary.The research method used is to analyse the internal and external situation in Tiara Bunda School. Questionnaire also used to find information from internal respondents (parents) and some external analysis such as the school’s competitors or the new curriculum challenges. The result of this study is to find some suitable strategies to increase costumer’s trust, as well as the teachers and the learning methods Also expected to be the solution about problems for Tiara Bunda development Key Words : Elementary school, uniqueness of learning, external and internal situations, business strategy
Business strategy formulation of eggshell party planner to face competitive environment Mirah Tiara, Sheila; 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. Eggshell Party Planner is a company operates in wedding decorations since 2013. The company is still growing however it faces (1) Many competitors are entering the same segment in the décor service industry, however, the market has limitation, Eggshell Party Planner in the near future will find difficulties, (2) Sales of Decoration service is around 95% of total sales. It means that Eggshell Party Planner still very weak in other product, (3) If Eggshell Party Planner just playing for wedding decoration, the increasing number of competitors and their innovation threaten the position of Eggshell Party Planner, (4) Vendors or partners who cooperate with Eggshell Party Planner began to steal the company’s market. They learn how Eggshell Party Planner work then practice using the same practices like Eggshell Party Planner do. They are also trying to imitate Eggshell Party Planner’s product. Steps taken to solves the problem are (1) Internal analysis (business models canvas, VRIO framework, Resource Based View), (2) external analysis (PEST analysis, industry analysis, competitor analysis), (3) SWOT, (4) The Strategy Diamond, (5) strategies to avoid imitation products, (6) strategy to conduct partnership. The method used in this research are quantitative and qualitative research. The Qualitative research were conducted interviews to 10 people who are preparing for the wedding, and the quantitative distributed to 106 respondents by Eggshell Party Planner’s customer in Jakarta and Central Java.The results of this final project are (1) Strategies to win the competition, Eggshell Party Planner using diamond strategy, With the limitations of the market Eggshell Party Planner will focus to customers, concern about the service, Time, creativity, portfolio, price. as the target of their segments, based on the SWOT analysis, (2) There are 5 Variables key success factors, based on the level of performance, (3) There are several steps to perform the activities of the most important. priorities derived from the benefits of the activity and also Eggshell Party Planner capability in terms of resources (4) Eggshell Party Planner estimate their sales in year 2. their sales will increase, from IDR 336.960.000 to IDR 374.400.000. This will increase to 10% and will continue to increase every year, (5) And vehicles that will be used by Eggshell Party Planner is an activity that is done on the staging, (6) The unique concept of graphic design, flexible prices, market niche, Innovation constantly, Strong Brand, service great. With this steps, Eggshell Party Planner will be able to avoid the imitation by partner or competitor, (7) Partnership strategy should be applying for Eggshell Party Planner is a cross-media promotion or strategic alliances for the win from competitors. Based on the result, Eggshell Party Planner is recommended to (1) Eggshell Party Planner should focus in the selecting market segment that concern about service, Time, creativity, portfolio, price. (2) Diamond Strategy is effective strategy to win the competition, (3) Eggshell Party Planner must have The unique concept of graphic design to avoid the imitation, and Eggshell Party Planner must add a graphic designer for continuing the innovation from company. (4) Eggshell Party Planner should be partner with vendors that support the industry of Eggshell Party Planner for the win from competitors. Keywords: Diamond Strategy, Wedding Decoration, Partnership Strategy, Business Model Canvas
Strategy Formulation of PT. Tunggal Sejati Kencana (Case study : Pekanbaru Logistic Center in Pekanbaru, Riau) Anugrah Wangsa, Airin; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract- The formulation process to create a business strategy for PLC started from external and internal environment scanning those are be done by several methods such as : PESTEL Analysis, SWOT analysis, Porter’s Five Forces Analysis, Resources Based View Analysis, Value Chain Analysis, Current Corporate and Business Level Analysis, EFAS Matrix, IFAS Matrix, IE Matrix, TOWS Analysis, Grand Strategy Matrix, Ansoff Growth Matrix. Next step is to integrate cross functional with capabilities and positioning. To take action in the proposed strategy must be aligned with the company’s vision, mission and values. Based on the result of analysis, the corporate strategy that can be implemented by PLC Warehouse based on orientation toward growth strategy, it aims to create value for the shareholders, customers and also citizens. Besides, to increase the revenue, should do the market penetration by using differentiation as the best business strategy. Market penetration and differentiation focused strategies are also supported with functional strategies that consists of marketing, research and development, and human resource. New strategies that should be pursued by the company includes : competence and leadership personnel, customer relationship management, marketing by digital media, cost control, develop capabilities, technological warehousing system. In conclusion, PT. TSK currently has competitive advantage in the warehousing industry but the company also needs to prepare for the future treats and opportunities. The company should align their strategy from corporate level and business level strategy to achieve the goals in the future. Keywords: Business Strategy, Corporate Level Strategy, Competitive Advantage, Strategic Management, Warehousing Business Industry
Anti bribery management system (abms) impelementation in govenrment institution - mitigating bribery risk by integrating iso 31000 into iso 37001 Dwi Sesantiningsih, Rika; J. Susilo, Leo
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract.Nowadays people are becoming more aware of bribery risk that can disrupt organizational goal achievement. Bribe brings big impact for any organization, start from financial loss until reputational damage that will ruin organization reliability. Triggered by three element of triangle of fraud, a perpetrator could execute bribery activities even involving its family member.  Considering its role and responsibility within oil and gas upstream industry that may exposed to bribery risk, SKK Migas has been implementing anti bribery management system based on ISO 37001 since 2017. This system rely heavily on optimum bribery risk assessment as reference to determine action to address bribery risk. By integrating ISO 31000 into ISO 37001, organization could use risk assessment based on ISO 31000 as a powerfull tools to produce optimum bribery risk assessment to mitigate the bribery risk. SKK Migas has implemented risk management based on ISO 31000 earlier in 2015. Using an established system by integrating ISO 31000 into 37001 could support the implementation of anti-bribery management system to mitigate the bribery risk. Considered the importance of mitigating bribery risk, this integration should be monitored to ensure that it will always bring optimum value for implementation of anti bribery managemen system. Keywords: Bribery Risk, Business Process, Integration, Mitigation, Risk Assessment
Marketing strategy analysis to optimize lemigas assets as blu (public service agent) case study: lobp lemigas Julois Pakpahan, Henry; Wicaksono, Agung
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract – This research was conducted based on the low acceptance of technological services from Lube Oil Blending Plant (LOBP) LEMIGAS as a government assets under Research and Development Center for Oil and Gas Technology “LEMIGAS”. In the year of 2017 LOBP LEMIGAS only worked 187,000 liters per year, while the maximum capacity that can be done by LOBP LEMIGAS is 10,000 tons/year. This means that the acceptance of LOBP LEMIGAS technology services in 2017 only reached 2.3% of the maximum production capacity. In addition, LEMIGAS as a Public Service Agency (BLU) is required to increase its revenue because the State Budget (APBN) for Research and Development will decrease every year. The issued of finance minister's regulation number 136 / PMK.05/2016 concerning the management of Public Service Agency (BLU) assets has opened up more opportunities to optimize LOBP LEMIGAS. The purpose of this study is to analyze the internal and external conditions of LOBP LEMIGAS. Furthermore, analyze the things that are a barrier to the development of LOBP LEMIGAS, and formulate the right marketing strategy. This study uses qualitative methods, where primary data is obtained from interviews with parties related to LOBP. While secondary data is obtained through a literature study. The results of the analysis of this research indicate that the current LOBP LEMIGAS expansion has proceeded well, but it is necessary to improve the marketing strategy so that the utilization of LOBP LEMIGAS assets can be optimized.Keywords: LOBP, BLU, Assets, Opportunities, Marketing strategy
Designing Knowledge Based Performance Management System (KBPMS) in Coffindo Bandung Branch Pasaribu, Amanah; Wibisono, Dermawan
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract- Coffindo is known as one of coffee company in Indonesia and has been established since 1999. The company has grown into a national export and trading company and has 9 sales offices in Medan, Jakarta, Surabaya, Pekanbaru, Bali, Bandung, Balikpapan, Singapore and United State of America. On Coffindo Bandung branch, the business sector focused on supply company product to market trade, hotel restaurant cafe (horeca) and coffee shop. The current competitive conditions occur very quickly. The company is expected to improve the performance of external and internal in order to realize the vision. The critical issue is because the company does not have a performance management system. This study was conducted to design performance management system in the Coffindo Bandung branch. Proposed the Knowledge-Based Performance Management System (KBPMS) as the framework considers that KBPMS allows measure performance in integrated ways. The method of collecting data uses interview and distribute questionnaires to the manager and employees of the company. To determine the indicator linkage was used Analytical Hierarchy Process (AHP).  KBPMS has three perspectives include business result, internal process and resource capability perspective. In this study business result perspective includes finance aspect of 3 measurement indicators and financial aspect of 3 measurement indicators. Internal process perspective includes innovation aspect of 2 measurement indicators, operation aspect of 3 measurement indicators and marketing aspect of 3 measurement indicators. Resource capability perspective have 4 measurement indicators include human resource, technology resource and organizational resource. The finding of linkage using AHP shows that finance is more important than non financial and sales growth affected it. For internal process the value of priority vector average for innovation is higher than the operation and marketing, and the product innovation indicators affected it. Human resource is the important indicators for resource capability.  Benchmark describe that Coffindo lag behind in support and market share in the segment of Horeca. Finally, this designing performance management system needs to be implemented and the implementation plan consists of measurement, evaluation, diagnosis and follow up.   Keywords: Coffindo, Knowledge-based performance management system (KBPMS), analytical hierarchy process (AHP), Benchmark
Risk Based in Lieu of Time Based Inspection to Improve Cost Effectiveness for Offsahore Platform in Indonesia Oil and Gas Industry Gumilang, Fentarie; Tjendrasa, Kin
The Indonesian Journal of Business Administration Vol 6, No 2 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract- This paper addresses to provides an overview of offshore platform inspections in Indonesia that were previously using time-based to be replaced with risk-based inspections. By Indonesian regulation every platform should be inspected at a time based inspection interval. There are three levels of inspection that were determined by the Indonesian authority, namely minor, major, and complete inspections. Before the risk based method was implemented, the scope and the interval of these inspections were determined by the Indonesian authority by using a time-based approach, with a cycle of 1-year, 2-year, and 4-year for the minor, major, and complete inspection respectively. As underwater inspections are very costly, the risk based underwater inspection (RBUI) analysis is performed to obtain the most efficiency way of carrying out the inspections. Risk based inspection use a mix of qualitative and quantitative analyses. A qualitative analysis is used in the consequences of failure (CoF) factor calculation, and a quantitative analysis is used in the probability of failure (PoF) calculation both of them are used to determine the risk of the platform. The decision making strategy are based on the comparison between time based inspection and risk based inspection from the cost of inspection point of views. The net present value was used to compare between time based inspection cost and risk based underwater inspection cost. Based on the analysis, the cost reduction for a platform on average would reduce by half of the amount projected cost of inspection by implementing the risk based underwater inspection. SWOT analysis and SWOT matrix are used to determine what strategic needs to be done by Indonesian government in implementing risk based inspection to any offshore platform in Indonesia. One of the things that need to be done is to make a regulation as the legal basis for implementing the risk based underwater inspection in Indonesia.Keywords: offshore platform, time based inspection, risk based inspection, net present value, SWOT analysis.

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