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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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Proposed Marketing Strategy of Streaming TV Service to Increase Customer in Bandung City (Case Study: UseeTV Mobile at PT Telkom) Hapsari, Putri Karima; Purwanegara, Mustika Sufiati
The Indonesian Journal of Business Administration Vol 3, No 2 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract— Recent fast paced of the technology development, especially in mobile device and broadband technology, has created a new demand about type of entertainment that can be accessed anywhere and anytime. PT Telkom Indonesia, as one of the biggest telecommunication provider in Indonesia, as respond to this new opportunity, developing UseeTV a new streaming entertainment services. UseeTV first launched to the market on August 2012. Although it’s still on introduction, the company has stated a target to have 1 million users on April 2013. But unfortunately, up until the due month the target is still not achieved. Finding the root cause of the problem is important by analyzing 5C method, analyzing the consumer behavior along with analysis of marketing strategy that has been created by the company. The analysis shows that there are three main factors causing the issues: low brand awareness, weak value proposition, and not align product targeting and product offered. To solve the problem, an appropriate and interesting marketing strategy needed. Solutions formulated aim to increase the number of UseeTV users. To overcome problem related to weak value proposition of the service, proposed an increasing on more interesting content according to customers’ needs and wants. Besides, a new STP strategy formulated to develop appropriate marketing strategy. A deeper analysis using factor analysis method is performed to know more about several kinds of factors that could affect customer preference on using the streaming TV services. The discriminant analysis method is also used in this research to know some factors that will differentiate between the streaming TV users who use Usee TV product and those who don’t.  Keywords: streaming, value proposition, brand awareness, factor analysis, discriminant analysis
Performance Management System for Information Technology Project (Case Study: NEW ROAM SR Project in Coca-Cola Amatil Indonesia) Wisaksono, Mohammad; Wibisono, Dermawan
The Indonesian Journal of Business Administration Vol 2, No 2 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Information Technology is playing a big role integrating information flow. Information technology implementation is an investment with targeted to gain the efficiency of competitive edge over competitor for business. Ensuring the investment made in Information Technology project to reach the objective and provides value for the business is something that people are used to rely on triple constraint on time, on scope and on budget. Triple constraint only evaluate project fulfillment based on the project plan, on time, on scope and on budget but does not guarantee the final output is providing expected value for business, triple constraint is considered as short term goal which is easy to use for evaluating project but do not reflect the actual impact and benefit. A case study conducted in Coca-Cola Amatil Indonesia to design a performance management system to provide a comprehensive IT project key performance indicator based on PRISM approach to ensure all necessary strategy, process and capability in place to achieve project stakeholder satisfaction and contribution. Keywords: Analytical Hierarchy Process, PRISM, Information Technology Project
Direct Production Cost Improvements at PT. Freeport Indonesia's Concentrating Division Pramono, Karel Yudi; Simatupang, Togar M
The Indonesian Journal of Business Administration Vol 4, No 11 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract

AbstractIn an perfect competition market such as one within the mining and metals industry, gaining competitive advantage through production efficiency and cost efficiency is crucial. At PT Freeport Indonesia’s Concentrating division, where the beneficiation process from ore to concentrate is being done, cost control is a big driver to ensure maximum profitability for the company. Unfortunately, it has been identified that from 2009 to 2013, direct production cost within the division has increased by 29.3% at a time where production had declined by 26% and metal prices were also on the decline. A simple Pareto chart analysis was able to identify major cost elemet contributors to the increased expenses. Further detailed analysis using Failure Mode and Effects Analysis (FMEA) within a Focus-Group-Discussion (FGD) forum was done to identify deficiencies within the business processes related to those major contributors. Eight root causes of process deficiencies were identified through this analysis, which cumulatively contained an opportunity to save USD11.2million per year on cost. Eight concurrent solutions were proposed to solve these business process deficiencies, which were focused on fixing business processes to ensure systematic solutions are applied for sustainable results long into the future.Keywords: Concentrator Direct Production Cost, FMEA for Cost, Pareto Analysis for Cost, Grinding Balls Cost 
Business Strategy of PT Soca Cipta Niaga Risnandar, Mohammad Tedi; Larso, Dwi
The Indonesian Journal of Business Administration Vol 2, No 6 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Growth of Muslim population in Indonesia goes rapidly every year, not only in Indonesia but also worldwide. The need for special Muslim socks is very high mainly to support the hajj and umroh which are performed annually. PT Soka Cipta Niaga (PT SCN), one of the manufacturers of Muslim socks, is currently emergig. "SOKA" socks products has received positive feedback from its customers. But problem arises, where consumers who use socks PT SCN do not recognize the trademark used by the company. They just have known as "wudu socks" instead of socks named "SOKA". Promotion medias used by company have no positive impact on consumer brand knowledge. To solve the problem of the company, the researcher has analyzes the customers, company, competitors, collaborators, SWOT and Porter’s Five Forces. This analysis is to find out the company's strategy of “Soka” brand. The strategy used to increase the popularity of PT SCN socks products urges its employees to actively use social media such as Twitter, Facebook and LinkedIn to introduce the company's products. Community outreach through collaboration to hold bazaar, Muslim seminars are also form of corporate promotional activities to enhance brand and product knowledge from PT SCN. In addition, an important activity is to cooperate with the organizers of hajj and umroh to provide for the needs of pilgrims socks Implementation of the strategy is based on a predetermined time. Ramadhan and hajj session is very important because the company sales will increase rapidly. The company also needs to increase the target  to be achieved in each sale periodically at particular time as a measurement of effectiveness strategies.
New Marketing Strategy Proposal for Train Restaurant Activities Managed by PT Reska Multi Usaha Mekarsari, Julia Kunti; Hudrasyah, Herry
The Indonesian Journal of Business Administration Vol 3, No 3 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract. PT. Reska Multi Usaha is one of the subsidiaries of PT. Kereta Api Indonesia (Persero) that focused on giving the service of restaurant on the train. As the company that responsible for the service on train, PT. Reska didn’t change much every years, that is why some of the sales is decreasing in some area. The issue also followed by new problem from system organization of preparation work inside the company that can lead to train delay schedule. To analyze the root cause of the problem that PT Reska faced the three analyses is being conducted; there are external analysis, internal, and customer analysis. After all the analysis the result that causing the decreasing sale in PT Reska is causes by four problem, that are unfocused customer condition, different perception, habitual buyer, and no promotion. After all the analysis, the recommendation that being proposed is modified the STP and marketing mix and based on all the analysis and the recommendation, the implementation plan also made to help the company to calculate the resource and timeline in implementing the proposed solution.  Keywords: Train Restaurant, Food Industry, Marketing Strategy. 
Business Strategy Planning For Makaroni Cakalang - Ransum Si Tante Runi, Vega; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 2, No 18 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Ransum Si Tante is a culinary business that combines the traditional flavors of Manadonese culinary with modern ingredients that is macaroni. Business issues that exist in the company are the sales that have not reached the target, the lack of resources to support the production, and the lack of public awareness in Bandung about its product, which is Cakalang fish. Several analysis are used for exploring business issues to find the root of the problem. The analysis are the external and internal analysis,  the EFAS and IFAS method, and SWOT analysis. The roots of the problems are the lack of awareness on Cakalang fish for consumers in Bandung, no outlet and the lack of sales channel for optimal direct selling activities, and the production process is done by only one person. In searching for a solution to the root of the problem, TOWS Matrix formulation and functional strategy are used. TOWS Matrix formulation is a tool that can formulate the best solution in creating business strategies that can be used to solve the problems. Functional strategy is a strategy derived from the TOWS Matrix result that consists of five types of strategies, which are marketing, operational, distribution, human resource, and financial strategy. The implementation plan of Ransum Si Tante should be able to improve management to be better than before. Based on the esternal and internal analysis and weighing of EFAS and IFAS, the strategy that should be executed is Growth strategy. Recommendations for solutions to the root causes are summarized in the new business model where the  model is a reference to educate the public about the Cakalang fish through key activities; to increase the number of channel sales and direct selling activities through distribution channel, customer relationship, and new customer segments; and human resource solutions that are needed to make production and promotion processes be more effective through key resources. Keywords: Indonesian Culinary, Ransum Si Tante, Business Strategy
Design and Implementation Strategy of A Real-Time Personnel & Asset Tracking System for Underground Mine at PT. FREEPORT INDONESIA Setiawan, Jati; Sunitiyoso, Yos
The Indonesian Journal of Business Administration Vol 1, No 5 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT Freeport Indonesia (PTFI), an affiliate of Freeport-McMoRan Copper & Gold Inc., is a world class mining company that produces copper, gold, and silver concentrates using open-pit and underground mining methods. The accounting of all personnel who is working or temporary visiting underground mine at any times is not only required under mining regulation of the Government of Indonesia, but also part of the company’s core values in ensuring the safety and health of the employees. The hardware of existing Universal ID and tag-in/tag-out systems are not reliable for providing such a tracking system due to the aggressive underground environment, and are unable to detect the real-time location of every worker inside the underground mine in a case of a massive evacuation. With the new advancements in the real-time location system (RTLS) for mining industry, the use of Radio Frequency Identification (RFID) on top of Wireless-Fidelity (Wi-Fi) infrastructure as the chosen platform for a real-time personnel and asset tracking system in the underground mine environment has been made possible, supported by proven vendors, and aligned with global wireless technology standard for Freeport-McMoRan organization. The Freeport-McMoRan project management process workflow is used as the methodology for proposing the implementation plan. In order to prove the concept, gaining trust from the project stakeholders, and minimizing the overall project risk, a phased implementation approach should be used as it is considered the best deployment strategy for such high capital project. Keywords: Tracking System, Selection Criteria, Decision Making, Project Management, Underground Mine
Development of Competitiveness Model for Small-Medium Enterprises among the Creative Industry in Bandung Utami, Ramadhilla Maghfira; Lantu, Donald Crestofel
The Indonesian Journal of Business Administration Vol 2, No 11 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

In Indonesia, Small-Medium Enterprises (SMEs) have a major role in term of generating employment, contributing to Gross Domestic Product (GDP), and being safety valve in national economic recovery. Nevertheless, nowadays the role of SMEs is not sufficient to promote the economic growth and to increase society income. It is difficult to SMEs to grow becoming larger business “next stage” or persist in sustainable productivity. This problem is considered related to the decreasing of SMEs competitiveness. This study aims to develop model of SMEs’ competitiveness of creative industry cluster in Bandung. The research used intense theories that related to SMEs competitiveness. Based on preliminary study using existing researches, the competitiveness consists competitive abilities both internal and external factors and competing objects both financial and non-financial. This research also used theories on firm competitiveness: Porter’s competitive strategy and competitive advantage model, the resource-based approach, and the strategic management approach. As a means to address its issue, it uses depth interview method using semi-structured interview. The data collection had three phases: preliminary phase, first phase, and second phase. Preliminary phase is conducted to test the questions. The first phase interview is conducted to some sub-sectors of creative industry cluster in Bandung that are included the SMEs criteria. Those are publishing and printing, computer software, culinary, crafts, fashion, interactive games, and performance art. Then, the data would be analyzed using grounded theory analysis in order to generate initial codes, sub-concepts, concepts, and categories. The second phase is conducted to validate the results of first phase and generate the final sub-concepts, concepts, categories, and finally build the theory. By knowing the concept of SMEs’ competitiveness, the recommendation can be given related to development of creative industry cluster in Bandung. Competitiveness is viewed as a comprehensive concept. SMEs’ competitiveness can be assessed from the influences up to the results achieved. Three dimensions that are included in competitiveness concept are potential dimension, process dimension, and performance dimension. Potential dimension consist factors that are needed to develop the business, started from owner characteristics and company’s characteristics that are influenced by internal capability and external environment. The second dimension named process dimension, which is consist effective operation strategy and implementation and effective growth strategy and implementation. The third dimension is performance dimension which is divided into financial performance and non-financial performance. The hypotheses related to model can be developed. Finally the recommendation based on previous analysis can be given to some entities such as business owner, government, and mediator institution in order to develop the SMEs. Key words: SMEs, Creative Industry, Competitiveness, Success Factor
Crafting New Business Strategy In Indonesia's Fertilizer Company ( Case Study in PT XYZ) Faswara, Lufan Nassya; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 1, No 4 (2012)
Publisher : The Indonesian Journal of Business Administration

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Fertilizer is the important product in Indonesia. The growth of Indonesia’s is highly depending on the supply of fertilizer. PT XYZ is one of the national fertilizer company in Indonesia. PT XYZ is a subsidiary company of a State Owned Enterprise (BUMN) in Indonesia which engaged in fertilizer production and distribution. PT XYZ is the first fertilizer company in Indonesia with objectives to supply fertilizer products to Indonesian farmers. This time, PT XYZ is facing problems in achieving its sales target, having old plant facilities, and sourcing of natural. Those problems are the overcome challenges of the company in the future. In accordance with those problems, this final project will craft PT XYZ’s business strategy and its implementation plan to overcome future challenges.To craft the business strategies, business situations were explored externally and internally. External opportunities & threats and internal strengths & weaknesses are the main factors to formulate the business strategy. Those business situations are described in the SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. SWOT analysis is determining strategic positioning to formulate company’s business strategy. Business strategy formulation is conducted with using TOWS Matrix and Business Model Analysis tools. The strategic implementation plan has developed based on strategic formulation and the availability of the company.The result of analysis toward the information that is obtained from PT XYZ, it concludes that PT XYZ’s business strategy is based on cost leadership strategic positioning. Those proposed business strategies are conducting fertilizer plant revitalization, conducting of coal gasification system, increasing non subsidized fertilizer sales, and developing business area to Tj. Api-Api.The implementation plan of those strategies is suggested on action plant that adjusted with related functions in the company. Strategic implementation will be implemented in the next 4 years and will start in 2012.Keywords: Fertilizer Industry, Business Strategy, Business Model Analysis
Capital Raising Plan to be A National Bank in 2015, Case of Bank BJB Junita, Milda; Anggono, Achmad Herlanto
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Bank BJB as a regional bank will be directed to upgrade to the 'next level' in order to become a national bank which will be growing continuously with high profitability level ("A Strong Sustainable and Profitable Bank") to get higher assets and earnings, stronger in capital and better in service in 2015. According to the data 31 December 2013, based on the Indonesian Banking Architecture (API), Bank BJB is still categorized as a bank that has regional focus with total capital (Tier I and Tier II) Rp 5.7 trillions and based on multiple license regulation, Bank BJB categorized as bank in Caterory III with Tier I capital Rp 5.6 trillions.To become bank that categorized as National Bank in Category III which has capital (Tier I and Tier II) at least Rp 10 Trillion as stated in Indonesian Banking Architecture (API). Bank BJB needs additional Tier I Capital amount Rp 4.3 trillion so that Bank BJB can get capital Rp 10 trillion by 2015 and meet its target to become National Bank in Category III in 2015. If Bank BJB do not reviset its strategies so that Bank BJB cannot meet its target in 2015. There are four strategies alternative to raise capital. In organic growth strategy Bank BJB can reach capital Rp 10 Trillion in 2018. In reducing dividend payout ratio become 53% Bank BJB can reach capital Rp 10 Trillion in 2017. In right issue proceeds Rp 2.5 Trillion Bank BJB can reach capital Rp 10 Trillion in 2015. In issue bonds Rp 5 Trillion gradually in 2015 and 2015 Bank BJB can reach capital Rp 10 Trillion in 2017. So that right issue is choosen with proceeds Rp 2.5 Trillion.Keywords: Bank Business Plan, Tier I, Tier II, capital raising, source of fund. 

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