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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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Analysis of Talent Development Influence on Employee Productivity At HR Centre Bandung PT Telekomunikasi Indonesia 2011 Ningrum, Yuni Eka Pradipta; Welly, John
The Indonesian Journal of Business Administration Vol 1, No 1 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

An asset of the company’s that is most important and valuable is its employees, and on the basis of these considerations PT. Telekomunikasi Indonesia designing a new training program called the Talent Development. Talent Development is intended for training employees in PT. Telekomunikasi Indonesia and held for 6 months. This final paper is focus to find the degree of influence on talent development towards the level of employee productivity and to find the backwards in the implementation of talent development at PT. Telekomunikasi Indonesia, and provide new solutions and implementation plans for improvements to the talent development program. Research methodology used in this study is quantitative and qualitative by distributing questionnaires to 100 employees and also through interviews with some of the relevant manager. In this case, the main problem lies in the methods of talent development that according to questionnaires, the participants felt boring and monotonous so they cannot absorb the material that had been presented well. And the proposed solution is to add talent mapping program and also add some new learning methods such as role play, case studies, rolling assignment, and others which the learning process is not only done in the classroom but also outside the classroom or in work situation directly. Key words: PT. Telekomunikasi Indonesia, Talent Development, Employee Productivity
Intregrated Marketing Plan of Beauty and Health Center (Case: Voila) Dewi, Riani Saraswati; Larso, Dwi
The Indonesian Journal of Business Administration Vol 3, No 4 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Growing trend of beauty trends has made the rise of beauty salons in Bandung. The need of pampering and increase good freshness from hectic activities made the idea of making service facility where consumers can enjoy all in one package. With the combination facilities consisting of a salon and fitness classes, Voila became one-stop beauty and health center. Business issues faced by Voila today are stagnancy growth revenue where revenues do not achieve sales target in the initial business plan. Problem solving was restricted into two goals categories that are increase brand awareness and gaining sales revenue. Root cause was analyzed from Voila internal data and customer perception via questionnaire. The analysis obtained that Voila have no marketing action and the business have no uniqueness with compared to other competitors. To solved the problem, Voila need to do marketing strategies and product modification strategy. Implementation plan was divided into immediate and long-term program. For immediate program, Voila strategies were increasing brand awareness by viral marketing, improved productivity by adding temporary high skilled employee and trained low skilled employee also maintain company flow by created financial structure. Marketing strategy can be done by improving website, update in social media, also active in events related to beauty and health issue. Moreover, productivity in health studio will be improved by adding new variation of fitness class. The synergy between salon and fitness studio can be built by making integrated system for each product.  For long-term program, Voila planned for product modification strategy by creating new service in medical-based beauty treatment and create additional facility such as café. In addition medical-base beauty service, Voila will collaborate with dermatologist to create skin care salon medical based, also making mass product of hair and skin treatment. Keywords: marketing, service, brand awareness, beauty and health
Strategic Recommedation on Consumer Financing Business Center (CFBC) a Part of Consumer Banking Division PT Bank Syariah Mandiri Setiawan, Ari Ervan; Jayaprawira, Acep R
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

The position of consumer financing PT Bank Syariah Mandiri (BSM) until the end of 2011 reached Rp16 trillion, where achievement is increased by 58.23% compared to the end of 2010. An increasing number of consumer financing is also accompanied by another achievements namely stable value of NPF. Management target consumer financing in 2015 amounted to Rp50 trillion. This journal is to formulate a strategy for Consumer Finance Division, particularly in the business unit Consumer Financing Business Center (CFBC). The strategy formulated by external analysis through STEEP (Sociocultural, Technological, Economic, Ecological, And Political-Legal Environmental Forces); industry analysis porter five-force, and industry matrix. While an internal analysis conducted by analysis of quality of service, with a SWOT analysis to know the root of the problem. The results of the external and internal aspects of SWOT then summarized in SFAS (Strategic Factor Analysis Summary). Strategy formulation derived from the TOWS matrix. SWOT analysis showed Consumer Finance Division is in the area grow and build with alternative strategies include intensive strategy (market penetration, market development, and product development) or integration strategies (backward integration, forward integration, and horizontal integration). Effort needs to be done is to optimize the acquisition of CFBC application from Development Cooperation by way of making a scheduled visit of CFE (Consumer Financing Executive) that are always monitored directly by CSM (Consumer Sales Manager). Implement a comprehensive B2B collaboration to potential developers. Optimizing referrals from the branch, propose to the Consumer Finance Division that branches provide referral incentives on KPI (Key Performance Indicator), so that the branches are encouraged to approach the developers. Create and develop talent management. Increase promotion through various media and several ways. Keywords : Islamic banking, consumer finance, CFBC, grow and build, strategy.
Business Model and Strategy Development of ABC Groundwater Drilling Benyamina, Stephanie; Toha, Moh
The Indonesian Journal of Business Administration Vol 4, No 9 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract – In 2014, economic growth in Indonesia is around 5% while property sector is growing by 10%. Property sector growth is an opportunity for groundwater drilling companies such as ABC Groundwater Drilling since every property needs clean water. It should encounter numerous competitors by offering valuable services to customers. In 2015, ABC Groundwater Drilling is targeting to increase sales revenue and job volume by 40%. Company should creating a lot of improvements to objectify target so that customers would be well perceived the value to be created and delivered through business model canvas development. Purpose of this research is to develop ABC Groundwater Drilling business model and strategy. Conceptual framework is used as a guideline in this research which start from describe problem identification; define research question; analyze current general environment through Resource Based View, PESTEL, Industry Analysis, Business Model Canvas, and SWOT Analysis; conduct Strategy Diamond Model based on research implementation through Analytic Hierarchy Process (AHP) method; formulate appropriate strategy; and implement formulated strategy. Quantitative and qualitative methods are applied in data collection. In-depth interview and survey by using questionnaire are conducted to collect primary data and secondary data is collected from strategic management and related theories. Based on AHP method, ABC Groundwater Drilling should improve  service attribute or criteria continuously to keep performed over competitors. Criteria to be improved by company are after sales service, driller expertise, consulting services, and accuracy. Company should focus on Strategy Diamond Model Analysis which concluded  (i) arena: house development projects outside prime locations in Bandung require clean water; (ii) vehicles: internal development, strategic partnership, internal process improvement, and marketing campaign; (iii) differentiators are after sales service, driller expertise, consulting services, and accuracy; (iv) staging: starts from internal and external training, procedure renewal, job segregation, partnership approach, internal evaluation, and brand strengthening; and (v) economic logic: obtained through developed employee, improved internal process, technology advancement utilization, and expansion. Keywords: Business Model Canvas, Business Strategy, Groundwater Drilling, Strategy Diamond Model
Developing Strategy For 21st Motoring Raedi, Muhammad; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 4, No 5 (2015)
Publisher : The Indonesian Journal of Business Administration

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On the making a non-dealer car service station business was already been the owner of 21st Motoring’s head at 25 years age, when he was still working at Ford Motor Company. However, 21st Motoring has already run for 2 years which having a hard time to attract new customers, although 21st Motoring has a strong quality on its business with having a standardize of its works and having sufficient tools. In the face of the business issues that needed some methods, they are conducting external assessment by PEST Analysis and Five Forces Porter’s Analysis, and internal assessment by Value Chain Analysis and Existing Business Model Canvas. Then SWOT Analysis is used to conclude both external and internal analysis. SPACE Matrix is used to find the suitable company strategy for 21st Motoring. After analyzing, Competitive Strategy is the right strategy for 21st Motoring which should be pursued, with 2 strategies within it, they are Intensive Strategy and Integrative Strategy. To find the best strategy which should be focused between those 2 strategies, QSPM calculation has to be developed. And the result of that is Intensive Strategy, which are Market Penetration, Market Development and Product Development. Next step will be using a Diamond strategy to propose a business strategy. For the next stage analysis has to be developed by using TOWS Matrix to make a functional strategy within the business. After that, the result of TOWS Matrix will be implemented to the New Business Model Canvas for the propose of new strategies. Keyword: business strategy, car service station, business model canvas
Rescue Strategic Plan Based on Investment Analysis & Financial Concepts, for A Property Project (Case Study: Anaheim Villa Project, Lake Buyan,Singaraja, Bali) Amelia, Anggrina; Siahaan, Uke MMP
The Indonesian Journal of Business Administration Vol 2, No 12 (2013)
Publisher : The Indonesian Journal of Business Administration

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The topic of this final project is how to save Anaheim Villa from bank foreclosures. The investor  want to acquire Anaheim Villa in order to continue to operate and improve the income of this Villa, with  acquired 80% of the assets of Anaheim Villa and  renamed the Anaheim Villa into Brouillard Bali and optimize the land of these Villas. This cooperation is assessed as the most excellent decision for owners of this Villa, this is caused by the owner can be freed from debt to the bank, and can earn passive income by 20% from Brouillard. Business solutions in the estimate by Brouillard Bali are sell with time-sharing method, This method give management a high return. The implementation of sell with time-sharing villa is sell the luxury new unit to the buyer and also manage the villa rent. This solution give the high NPV and IRR number to the investor. Keywords: Business Property, Time-Sharing, NPV, IRR.
Siemens Strategy to Have a Leap Growth on In-Vitro Diagnostic (IVD) Business in Indonesia Reza, Kemal; Marimba, Percy
The Indonesian Journal of Business Administration Vol 1, No 6 (2012)
Publisher : The Indonesian Journal of Business Administration

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Healthcare Diagnostic Industry in Indonesia is showing promising growth by the time. As one of the emerging countries that have the largest population in South East Asia that makes Indonesia is categorized as second wave emerging countries. Healthcare Diagnostic is one of the business divisions of Healthcare Sector PT. Siemens Indonesia. The potential, unique business behavior and niche market attracts management’s attention to seriously develop the business since PT. Siemens Indonesia as principal was handing over the business on 2011.Division of healthcare diagnostic has officially become a division of PT. Siemens Indonesia – Healthcare Sector in 2011. Grow the business on a leap is the main target from handing over business process to Siemens Indonesia. Therefore, it required accurate business strategy to meet the demand and to compete with competitors so that Siemens could develop and achieve the growth on a “leap”.To determine the precise business strategy, the writer will require strategic analysis that includes external and internal. Business strategy developed should be derived down to business model and business tactic to give detail description of the steps taken and determine percentage numbers of “leap” growth to be achieved within five years from the implementation of the business strategy. Keywords: business strategy, leap growth, market analysis.
Formulating Growth Strategy for Carissa Beauty Clinic Yuniar, Rieke Fitri; Larso, Dwi
The Indonesian Journal of Business Administration Vol 3, No 9 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Trend of beauty industry is growing rapidly in Indonesia. Now, the number of beauty clinics business have reached hundred of thousands. Other interesting fact that should be known about beauty clinic business is the majority of their customers are women. Carissa Beauty Clinic, as a new player in the industry of beauty clinic, saw a business opportunity to serve the women that are concerned about their skin and body health.The purpose of this final project is to provide suitable strategies for Carissa Beauty Clinic in corporate, business and functional level of the company in order to achieve their goals grew their business and maintain its existence. In addition to the increasing competition in the beauty clinic business, it indirectly requires any beauty clinics to have strategy that appeals to customers and provide the best service to satisfy customers. Methodology in this final project is by evaluating the external and internal environment in order to get the company’s strength, weakness, opportunity, and threat or SWOT. From the SWOT, corporate strategy can be created using TOWS matrix. The building of the TOWS matrix is supported by IFAS and EFAS table. After conducting analysis of both internal and external to the company, still many obstacles or barriers facing company such as competition is high in the beauty clinic business, replacement products that sold freely on the market, human resource are still weak, incomplete clinical infrastructure, marketing strategies are not effective, and lack of ability of the company to establish a relationship with customers.Strategy recommendation as a solution to Carissa Beauty Clinic is to improve the internal barriers faced by the company such as improve service to customers and maintain the quality of service, creating products and latest innovative treatment program, strengthening the organizational structure of the company, information technology applications for operational activities, using the media for promotional activities and information for costumers, and start making CSR (Corporate Social Responsibility) as establishment of brand image in the community. This strategy should be monitored and assessed as very influential for the condition of the company in the future. For that measurement strategies should be conducted to determine whether the strategy can meet the company's objectives so as to maintain a presence and is able to grow any further.Keywords: competition, beauty clinic business, growth strategy
Business Strategy for Company XYZ Dealing with Domestic Content Requirement in Indonesia Oil and Gas Industry Syamra, Arif Budiman; Wicaksono, Agung
The Indonesian Journal of Business Administration Vol 2, No 9 (2013)
Publisher : The Indonesian Journal of Business Administration

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The 2nd revision of PTK (Peraturan Tata Kerja) No. 007 by BP Migas (Indonesia Oil and Gas Regulatory Body, now called SKP Migas) contains a very strong Nationalization spirit to encourage domestic products and services leveraged. This revision, as stipulated in tender bid documents, requires a comprehensive local content achievement by Contractors, where bidders must meet at least minimum 35% of total products and services offered in their bid proposal are coming from domestic products and services. To some extent of tender scopes, only 2 or 3 international companies only that technically qualified for the works, however these international companies couldn’t achieved this 35% domestic content requirement, while in the other hand, all existing national companies and have better percentage of domestic content utilization, are technically incompetence to perform the requested works. 
Weighted Multi Criteria of Consultant and Contractor Selection at PT. JICT Dewi, Lulita Indra; Firman, Aries F
The Indonesian Journal of Business Administration Vol 1, No 2 (2012)
Publisher : The Indonesian Journal of Business Administration

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The study aims to improve the tender evaluation, particularly in selection criteria. The criteria and attributes were gathered from current procedures and other companies as a benchmark, and also selected some others from 40 attributes introduced by Ling which were suitable with the company’s condition being researched. Later on, a survey using a questionnaire was distributed to project owners and consultant’s employees as the respondents using the Likert scale method to assess the performance level of the vendors in delivering service and level of importance for each criterion and attribute. By using MAVT (multi-attribute value technique), the weights were calculated. Meanwhile, the bid proposal was rated with a standard ratings scale. A formula that showed the relation between the weights and rating was created. This formula proposed the total aggregate score for the technical evaluation. And by summarizing aggregate scores with the bid price score, the highest-scored bidder would be awarded. Another factor discovered in this research was the importance of leadership to manage the team and resources well during delivering a great service for the project owner. Keywords:    project management, criteria, attribute, weights, rating, aggregate score, and leadership.

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