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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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Determining Business Strategy of Seismic Survey Vendor Based on Competitive Advantages: Case Study Elnusa Geoscience Soewargono, Dadang; Mangkusubroto, Kuntoro; Wicaksono, Agung
The Indonesian Journal of Business Administration Vol 1, No 10 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Elnusa TBK is one of the biggest oil services in Indonesia established 42 years ago and now have three divisions : 1) Geoscience Services, 2) Drilling Services and 3) Oilfield Services. In the increasingly global competitive oil and gas services industry, company must choose to sharpen its business portfolio.  Competition in the oil and gas services business is quite high, including the entry of several foreign players which forced Elnusa to improve its service and business strategy. This Final Project focus on Geoscience Services division which has the biggest revenue in Elnusa TBK.  Currently Elnusa Geoscience cannot compete with competitors because its fixed cost cannot be reduced.  Therefore, Elnusa Geoscience has to find a way the strategy to compete in this situation.This final project will explore business issues and analyze the factors in oil & gas services industry situation.  Finally this final project provide several alternatives strategy recommendation and implementation plan.. Keywords : competitiveness, oil & gas service company, business strategy
Proposed Strategy Formulation for an Organic Rice Company Ningrum, Astrid Hapsari; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 4, No 2 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract.Rice is the staple food of Indonesia that the number of its demand increases annually in line with the increase of population. In 2010, M Group formed M Pure Farming (MPF) as Department who responsible for developing rice business as a follow-up of the advantages in built good relationships with farmers before. Not to selling some conventional rice products, MPF intend to sell rice that takes account into health aspects in form of organic, which means do not use pesticides or chemicals at all, as well as help preserve the environment today which has become a public concern. With B2B (Business-to-Business) business model, MPF make purchases of rice to farmers and then sell them under the label of MPF rice.Several issues raised by MPF currently are their market, their supply, and their skills of human resources.MPF market is divided by M Group internal market (1) and external market outside the M Group (2) with total sales of approximately 50 tons per year. Unfortunately, after nearly four years of running, this amount is still only capable of holding about 10% of the internal market potential M Group. So it does with the external market, the intended target remains unclear and sales are in smaller quantities than the internal market for sure. Based on the analysis, MPF needs to improve their strategy to run the business. They need a clear strategy to maximize its internal capabilities and take advantage of opportunities that exist to be able to control intended markets.A good strategy requires analysis of both internal and external environment with several tools such as PESTEL, Porter's 5 Forces, Value Chain, and Resource-Based View (RBV). The results of the environmental analysis are then summarized in a SWOT analysis that serves as a tool in the preparation of the new strategy. The proposed implementation based on previous analysis begin with improvements in their internal management, start in human resource management and corporate culture as basic improvement to improve their employees to be able to improve business process and produce some qualified and valuable products, hence the customers will perceived MPF products as reliable products and maintain the purchasing continuously. Afterwards, in 2020 MPF expected to be able to increase sales of at least up to 500 tons / year and can control the internal market M Group as well as penetrate the right external market in form of Business-to-Business model.The proposed strategy is reflected in the implementation of short and long-term programs, each with its resource requirements and schedules required. The proposed strategy are divided in to three levels, namely Corporate Strategy (1) which suggest MPF to implement growth strategies, Business Strategy (2) that supports corporate strategy which suggest MPF to perform differentiation in its products and services, and Functional Strategy (3) which outlines how each division can implement the established strategy.Key Words : Organic Rice, Strategy 
Create Brand Attractiveness to Support Attracting Strategy by Using Employee Value Proposition (Case Study in PT. Dirgantara Indonesia (Persero)) Febriana, Unggaran; Welly, John
The Indonesian Journal of Business Administration Vol 2, No 13 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Half of the total employees of PT. Dirgantara Indonesia almost and already in retirement, especially for engineers almost half of the total engineers no longer an employee of PT. Dirgantara Indonesia, because they actually have long retired. That happened becausethe customers PT. Dirgantara Indonesiaprefere to choose a retired senior engineers to run their projects. This will cause obstacle in the transfer of technology, knowledge and expertise. This situation going worst with recruitment activities undertaken by PT. Dirgantara Indonesia are not going well it can be seen from the data of total applicants in 2011 fell as much as 1:5 to 1:3 in 2012 make PT. Dirgantara Indonesia have a difficulty to regenerate the engineers and other employees in general. The declining number of applicants due to low employer brand ofPT. Dirgantara Indonesia. To be able to create an employer brand that appeal to prospective employees can be used EVP models. Before using the model, first we need to know the employee value proposition in PT. Dirgantara Indonesia. From the observations and discussions with the expert form PT. Dirgantara Indonesia, employee value proposition in PT. Dirgantara Indonesia is leadership, work, performance evaluation, reward, and company. From the analysis that has been done, there a five solution to build the EVP. But because there are a lot of constraints and limitations in the implementation of five improvement areas, PT. Dirgantara Indonesia can run first the most critical areas and provide significant impact and also can respond to the problems PT. Dirgantara Indonesia. Policy is very important to address the issue of transfer of technology, knowledge and skills. And then training and development is important because based onpre-research result training and development is the most important preferences for the job seeker Keywords: EVP, Employee Value Proposition model
Proposal Of Marketing Communication Strategy To Accelerate Adoption And Diffusion Process Of Gentle Birth Sarastri, Pramudita; Purwanegara, Mustika Sufiati
The Indonesian Journal of Business Administration Vol 1, No 7 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

The number of birth will always increasing. Based on the results of Census 2010, population is increasing about 1.96 percent each year. With a population of 2, 39 million, each year is estimated to 62.617 babies born in the city of Bandung.The purpose of this study was to explore the insights of pregnant women in order to create a strategy to accelerate the adoption and diffusion process for the philosophy of Gentle Birth.This research technique is using qualitative methods that apply ethnography method which consists of in-depth interviews, netnography, and videography. The purpose of using this technique is to analyze psychographic of pregnant women to explore in depth insight. In-depth interviews and observations conducted in Bandung in April-July 2012, on the 12 (twelve) of the respondents with the criteria were pregnant and the second trimester. Netnography conducted on discussion forums on the Internet which consists of Mommies Daily and Gentle Birth for All and observing conversations in the forums labeled "Gentle Birth", "Normal Delivery VS Caesar", "water birth", and "C-section".Finding of this research results there are three psychographic segmentation of expectant mothers that generate of motivation toward birthing. Segment A is a segment that wants to do a normal birth more than anything. Segment B placed her child safety as priority without no matter what procedure that must be endured. The last is segment C is choosing C-section because she want to avoid pain. The author determine segment A and segment C as a psychographic target.Insight came from the research was “Mothers are having an amazing experience and she want to get through it with comfort,” Based on that idea, a campaign concept was then developed with objective to create awareness about brand and product.The tactics was using internet marketing, publicity, and personnel communication channel that was selected based on cost-effective consideration.  The overview of implementation strategy are using social media as a tool of communication, penetrate to mother and baby communitiies and maximize the utility of customer service. Key Words: gentle birth, adoption dan diffusion, marketing communication, qualitative research, insight.
Proposed Financial Strategy of Paid Up Capital Requirement for Bank Sumsel Babel Syariah's Spin Off in 2020 Faradhipta, Adrian Chandra; Aliludin, Arson
The Indonesian Journal of Business Administration Vol 3, No 10 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract. Indonesia Banking Act  No. 21 issued on 16 July 2008, and Bank Indonesia Regulation No. 11/10/PBI/2009 or known as PBI No.11 regarding Sharia Business Unit enacted on 19 March 2009. Both regulations require all conventional banks which owned Sharia Business Unit (UUS) to spin off their UUS becoming general Islamic Bank or known as Bank Umum Syariah (BUS). Bank Sumsel Babel that has Sharia Business Unit called Bank Sumsel Babel Syariah is also no exception in these regulations. They have to obey the rules and doing spin off at least in 2023.In 2011 Bank Sumsel Babel had already gave a proposal to Bank Indonesia. They already arranged the the scenario of paid up capital. In meantime there are a lot of factors affected Bank Sumsel Babel operation. They just only could gather 232 Billion up till 2014, this lead Bank Sumsel Babel Syariah being struggle with their own plan to do spin off in 2020. In order to find out the solution, the writer of this thesis analyse the available options for Bank Sumsel Babel to get additional paid up capital from various sources. Based on the analyses and some considerations the best option for Bank Sumsel Babel is doing IPO about 25% of it shares to public with totalKeywords: international expansion, market growth strategy, lubricant market, passenger cars and pickup trucks sectors, flanking strategy, Hambrick and Fredrickson’s framework of strategy.
Business Strategy Analysis of PT. BPT as Information Technology Value Added Distributor Sudja, Deddy; Do, Anh Dung
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT. BPT is the information technology value added distributor company for full range IBM Hardware and Software products. PT. BPT as part of CTI Group which is established in 2003. Today BPT faces some business issue which how BPT has to anticipate competitive situation and condition while IT market in Indonesia keep growing with high growth rate. Objective of this paper is to do analysis based on literature for recent business issue and research to confirm those analysis. After that, writer propose business strategy including proposed business model  as growth strategy and in order to win the competition by increasing BPT’s competitiveness. Analysis and research are conducted for external environment, industry environment, competitor and internal environment. Internal environment analysis conducted based on business model canvas analysis (Ostrewalder and Pigneur, 2010). Research conducted by interviewed key peoples in internal BPT and CTI Group and also external such as IBM as principal, business partners and end users as stakeholders. Conclusion of those analysis and research are IT demand in Indonesia will remain grow high. It triggers foreign IT Distributors expand in Indonesia. One of them : Avnet become strong competitor for BPT in term of capital, relation with IBM regional & worldwide and also market coverage in Small Medium Business (SMB) / Mid market and Geo market. Proposed business strategy for BPT as part of growth strategy are leverage technical support as one of value proposition in BPT business model, more focus in Mid market and geo market, acquire or create another / own product and go regional. It takes revision of some components in business model and organization structure. Key words :  business strategy, business model, growth strategy
De-bottle necking Polyethylene Plant due to Butene shortage: A multi-attribute decision analysis using SMART Handoko, Yulius; Sunitiyoso, Yos
The Indonesian Journal of Business Administration Vol 1, No 1 (2012)
Publisher : The Indonesian Journal of Business Administration

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The E.P Company supplies the customers with varieties of polyethylene products, to increase production capacity on the Low Linear Density Polyethylene (LLDPE) film grade, De-bottle necking in Reactor-2 (reactor dedicated to produce LLDPE grade) done by changing the condensing agent from Isohexane to Isopentane.  Due to the production capacity and reliability on the reactor-2 increase, the demand for raw material Butene increase as Butene use as commonomer in the reactor-2  production. In other hand the Butene plant production decrease because of reduction of cooling capacity and efficiency, this condition create gap on the supply and demand for the Butene. The study objective to be achieved is to find the best solution to overcome Butene shortage problem to produce LLDPE polyethylene with considering the decision maker consideration and at optimize the cost. To achieve that objective, the SMART (Simple Multi Attribute Rating Technique) apply to enable decision maker to gain and increased understanding of his or her decision problem. To fulfill the gap on the supply and demand for Butene, a value tree is created, divided into two component cost and benefit. The study found that the best option for the company is to import Butene from outside (with the condition the new Butene sphere needs to be constructed). This option is recommended for implementation even thought it has the value of benefit at 2nd place (50.9), since a move to the option at 1st place (68.6) is expensive considering that  each point increase in the value of benefits would cost $ USD 515,001.4 and at total $ USD 9,115,524/ year. This option also solves the problem, from attributes view. Keywords: multi-attribute decision analysis, Butene shortage, polyethylene plant
Expansion Strategy PT. Crown Pratama to Competitive Packaging Market of Bali Champio, Champio; Toha, Mohammad
The Indonesian Journal of Business Administration Vol 3, No 7 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract – PT. Crown Pratama is a packaging company for the needs of hotel, restaurant and cafe. they want to expand to Bali because the amazing growth of hotels, restaurants and cafes. Besides the competitive packaging competition in Bali has a market leader, PT. Crown Pratama should have a strategy in order to grab and increase the sells unit. The right attack strategy is needed in order to attack the main competitor. The objective of the final project is to know key success factors and appropriate attack strategy for PT. Crown Pratama in Bali. Business exploration is done by define internal and external analysis. Internal analysis tool is used SWOT analysis, while external analysis tool is used Porter’s Five Forces. Strategy is formulated by conducting a simple qualitative method market research in order to get the key success factors. The result of interviewed 10 customers from different industry segment are 6 key success factors. Company and competitor characteristic are also determined to know the strength and weakness of both. The result of this research are suggested company to use flanking attack as appropriate attack strategy for PT. Crown Pratama because there is already a strong market leader in Bali. Focus to grab the customer where the competitor not focused on their strengths in customer segment or geographical area Keywords : business strategy, packaging, key success factors, attack strategy
Intensive Strategy for Growing Competitiveness of Classico Jersey Tjutjusaputra, Aswin Agustinus; Rudito, Bambang
The Indonesian Journal of Business Administration Vol 4, No 12 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Classico is a company that offer clothing manufacture service. Classico established in Bandung in 2013. Classico need to create competitiveness in order to survive in clothing business. But in the first year operation of Classico, the owner faced several problems that need to be addressed. The problems are low brand awareness in consumer perspective, low quality and lack of human resources that affect the performance. To address the problems, external and internal analysis need to be conducted. The factors will be described in SWOT analysis that shows the strengths, weaknesses, opportunities, and threats for Classico, and then it will be defined in EFAS (External Factor Analysis Summary), IFAS (Internal Factor Analysis Summary), and SFAS (Strategic Factor Analysis Summary).The results of EFAS & IFAS will be defined further in IE Matrix to show the position of Classico which is in IV quadrant (develop and expand). After that, to determine which is the most attractive strategy between intensive or integrative, Quantitative Strategic Planning Matrix (QSPM) analysis need to be done and also there will be new suggestions on segmentation, targetting, and positioning. In the last chapter, based on the business issue, there will be some conclusions and suggested alternative solutions for the implementation plan that will be implemented on Classico. The most attractive strategy is intensive strategy consisting of market penetration, market development, and product development.Keywords: Clothing Manufacture, Business Strategy, Intensive Strategy 
Analysis and Development of Change Management Framework in Jatis Solutions Febria, Dwina; Tjakraatmadja, Jann H; Welly, John
The Indonesian Journal of Business Administration Vol 2, No 7 (2013)
Publisher : The Indonesian Journal of Business Administration

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The study aims to analyze change management implementation in Jatis Solutions and develop solutions to the finding issues to mitigate obstacles and accelerate the change stick. The company wanted to renew its business strategy and has announced it to the employees in Q4 2010.  The organization was restructured, the business process also changed according to the new strategy. Turnover ratio was increased from 17% to 58% in 2011. A study conducted in 2012, analyzing the change implementation by comparing with Kotter’s 8-steps Change Management model. Realizing the change is stuck in removing obstacles and creating short term wins steps, the interconnection business elements of the current change was measured using 7S McKinsey to see the probable imbalance of elements which might be the core obstacles to the change. The initiatives execution then measured using DICE methodology to understand the obstacles on winning the short terms. Improvements to change programs are proposed by preparing readiness for change to managers and employees motivation programs. Keywords: Change Management, IT Delivery Service, Kotter’s 8 Leading Step of Change, 7S McKinsey, DICE methodology

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