cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
-
Contact Email
-
Phone
-
Journal Mail Official
-
Editorial Address
-
Location
Kota bandung,
Jawa barat
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
 55   56   57   58   59 
A Proposal to Improve Business Performance of CV Seruni Snack Through Better Production Method and Employee Engagement Heryana, Agni Luthfi; Saksono, Prasetyo Budi
The Indonesian Journal of Business Administration Vol 2, No 14 (2013)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

— Snack industry has a rapid growth today. One industry that is involved in snack industry is CV Seruni Snack. CV Seruni Snack is a producer of Palembang Crackers. Last several months ago, CV Seruni Snack faced some problem. One symptom that emerge from the problems encountered by CV Seruni Snack is there are a lot of employees who resigned in recent months. From the interview, it was found that most of the employees have a low engagement level. This low engagement level caused by two things, that are inadequate salary and lack of business owner’s attention. The company itself cannot provide an adequate wages to their employees because of the small profits that it got from the Palembang Crackers production activity. This paper propose the solution to overcome the problems of CV Seruni Snack from two sides, that are operational and human resource management. From the operational side, improvement of the production method is proposed to increase the effectivity and the efficiency of the production process so the profit will increase. From human resource management side, this paper propose the implementation of piece rate wage system, leadership practices according to Kouzes and Posner, and job rotation. Key words: engagement, piece rate wage system, leadership practices
Implementation of Knowledge Management for Business Competitiveness in Provecta Capital (Venture Capital) Fahroni, Ramdhan; Tjakraatmadja, Jann Hidajat
The Indonesian Journal of Business Administration Vol 2, No 11 (2013)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Provecta capital as new venture capital firm is facing business challenges. The firm has an obligation to promote business start-up that became the investee company. Provecta Capital business success is depends on the success of their investee companies business. Therefore, increasing business competitiveness of their investee-companies is become challenge to Provecta Capital. The development solution of Provecta Capital is by implementing knowledge management in their business. Ideally, knowledge management implementation should increase the business competiveness of investee companies.  The research in this final project is using qualitative research by using in-depth semi structured interviews. Based on interview result, the current condition will be correlated with the basic theory of knowledge management at literature review to propose design KM strategy in Provecta Capital. After synthesizing the result, the research will elaborate on proposed design plan of knowledge management. The design plan will connect to the implementation plan of knowledge management in Provecta Capital and investee-company.  Keywords: business competitiveness, knowledge management, venture capital. 
Proposed Marketing Strategy Emphasize on Competitor Analysis on Sentra Timur Residence Junaidin, Sefta Marisa Dwipasari; Wibowo, Satya Aditya
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract – Enhancement of economic level has put Indonesia into one of many investment destination. Population growth which accompanied by the increasing number of immigrants who work in the Jakarta and the increasing number of upper-middle class, has made the need to have a place to stay in Jakarta increasing. The fact that needs for housing not accompanied with the increase of land, make vertical housing such as apartments more attractive. In this regard, the thesis will be discussed one of the existing vertical housing in East Jakarta, namely Sentra Timur Residence (STR). The discussion will be focused on the marketing strategy of STR in the face of an increasing number of competitors. Therefore, to analyze whether competitor factor influence significantly to STR sales volume or not we use some analysis which are: PEST, Porter’s 5 Forces, SWOT analysis, and customer analysis. Based on the analysis, it can be concluded that at this time competitors do not have a significant effect on the  sales of STR. The fundamental problem that cause slow growth in sales is due to the following matters: 1) Lack of control to the project contractor that gave impact (delay) on the target of unit handover. 2) Unattractive promotion campaign. 3) Many customers stated does not get the message about green eco-building concept to be conveyed by STR. 4) There is no effective management review of the marketing strategies that have been done, and there is no management review regarding the STR service to customers. Keywords: marketing strategy, apartment.
Proposed Business Strategy Formulation for CIMB Niaga Syariah Ghalba, Firdaus; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 8 (2013)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Indonesia is a country that is highly developed. In the future, With a very large population, Indonesia will play a major role in the world economy,. Slowly, Indonesia becomes the world's investment objective. This makes banking industry play a major role in supporting these developments. CIMB Niaga Syariah, as part of CIMB Niaga and CIMB Group, will support the financial transactions of its customers, especially in the Islamic banking segment. Some Islamic banks in Indonesia have separated “spin off” from the parent company to form a new legal entity. Applicable laws actually give space to Islamic banking to run business efficiently, by using office channeling scheme. CIMB Niaga calls it Dual Banking Leverage Model (DBLM). This project will define the most appropriate strategy to adopt by CIMB Niaga, by evaluating internal and external factors. The internal and external analysis are based on Islamic banking business proces, then discuss them with the management of CIMB Niaga Syariah. The writer will present early analysis in the form of questionnaires which will be distributed at several Branch Managers, Marketing/Business Managers, Support Unit at Headquarters and Dual Banking PICs. Internal and External analysis results will be established in the SWOT analysis/matrix. And then formulate strategies by using the TOWS Matrix. The outcomes of the analysis are solution and implementation, i.e forming more integrated Product Development Group, proposed partial closure of a branch which can not produce profits, and maximizing Office channeling. Supervision will also be improved with more structured program. Access to information will also be simplified for the purpose of increasing employees ability.
Business Model Improvement of PT Telin Submarine Cable Network to Become The World's Digital Hub Winata, Hendra; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 3, No 4 (2014)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract—. Nowadays, long-distance communication growth as an important part of human life, include data communication called internet. According to HCom (2011), 97% international data traffic carried by submarine cable network. Although this fact pointed that submarine cable network is the important infrastructure in telecommunication industry, unfortunately, TELIN did not optimize the strategic role of submarine cable network in its business model for reach its vision to become the world’s digital hub. Basically, this study using qualitative method where primary data comes from In-depth interview and focus group discussion with the expert of submarine cable within TELIN while secondary data comes from annual report and other publication data related to submarine cable industry. Some steps was taken to improve the business model of submarine cable network beginning with environment scanning summaries in SWOT Analysis, strategic positioning summaries in TOWS Matrix, and assess current business strategy and business model. Result of the study show that there are some key opportunities and strengths for TELIN to leverage international submarine cable network such as strategic geographical location of Indonesia and strong support from Indonesian Government combined with strong financial of TELKOM Group and broad coverage of domestic submarine cable network. Therefore, competitive business strategy of TELIN’s submarine cable network should be changed from cost-focus to integrated cost-leadership and differentiation. Along with that, business model also improved with value driven base where value proposition shifted from Focus in Serving Low-Cost International Bandwidth Requirement for TELKOM Group traffic while serving other International customer to Serving Low-Cost, High Quality, and Unique Service of Submarine Cable Network for Domestic and International Customer. For further study, this study can be as the inputs for adjust functional strategy in Marketing, Human Resources, Operation, and Financial aspect, which support the TELIN’s vision to become the world’s digital hub. Keywords: Business Strategy, Business Model, Submarine Cable, Digital Hub 
Determining Operations Strategy for KPC Melawan Coal Handling Plant Praptono, ES Heru; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 4, No 9 (2015)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract. PT KPC have goal to reach 70 MTPA (million ton per annum) productions in 2017. Plant expansions have been done to fit the infrastructure to that goal.  KPC Melawan CHP (Coal Handling Plant) with Overland Conveyor has been built to increase crushing capacity and reduce energy consumption. The plant will be handed over to operation in July 2015. Melawan CHP expected reach sustain capacity of 30 MTPA.  The operations strategy for new plant should be set for the course of action over time for a long-term capability of operation. To determine operations strategy, it’s started by evaluating gap between the existing with new plant in order to gain information to identify problems based on structural and infrastructural decision area. Root causes examined using CRT (Current Reality Tree). From CRT exercise, the identified root causes are inappropriate structural and infrastructural operations strategy decisions. Core problem from those root causes is Unadjusted existing operations strategy to be used for the Melawan CHP. Business solution part start with visit existing strategy maps to recognize required performance objective that not yet covered. Adjusted strategy objectives is to ensure the sustain coal production, that flexible to marketing requirement which supported by four decision areas consist of capacity, supply network, process technology, and development & organization. Five performance objectives are combined with those decision areas to generate operation strategy matrix. After finding operations strategy in the matrix, existing Balance Scorecard and Strategy Map are adjusted and additional strategy initiatives are developed. The critical strategies are reliable throughput, controlled quality, clarity in cost, and production planning ‘fit’. Future Reality Tree (FRT) was used as decision tools to determine the best strategy using the ‘injection’ of new initiatives to eliminate root causes.  To implement the proposed solution, company should focus on internal capabilities to translate operations strategy into operational task. Hence, operations strategy is emphasized in internal-external and financial-non financial factor balancing.  Keywords: Operation Strategy, Current Reality Tree, Balanced Scorecard, Strategy Map, Future Reality Tree.
Strategy to Increase Sales at Caffetto as A Coffee Company Jaya, Fandy Mahatma; Taufik, Tonton
The Indonesian Journal of Business Administration Vol 4, No 6 (2015)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract. As the fourth largest coffee producer of the world, the welfare of coffee farmers in Indonesia is still much below the average and less powerful. Then, the potency of Indonesian coffee itself is considered less than optimal because most of Indonesia’s coffee production is Robusta (80%) and Arabica (20%). Actually, the most circulation of coffee around the world (70%) is dominating with Arabica, and then Robust (29%), and 1% is other species. And also Indonesia coffee sales has been primarily as raw materials commodity without processing, so it will be just raw materials commodity without value-added.The anxiety of this condition led to an idea to set up a coffee company that can process and produce high quality coffee, able to empower all involved stakeholder (especially coffee farmers). Caffétto as a coffee processing company has a core competence in the field of premium Arabica roasted coffee beans. Caffétto has high commitment to produce high quality and value product. Not only premium Arabica roasted coffee beans (whole beans) production, but more than that, Caffétto also provide some services such as coffee roasting service, coffee consultancy, and catering. As a start-up company, Caffeto still faces many problems. To solve those problems, this research tries to find out the root cause of all problems in Caffétto business and formulate solutions to Caffétto can grow and achieve sustainable competitive advantage. From the survey and analysis of problems, it can be concluded that the root cause found in this research are: (1) Wrong market segment. Caffétto only assume that their market segment is all cafes regardless of whether the cafe already had a roasting machine or not, (2) Promotion is not optimal and human resources have not been sufficient in the field of marketing, customer service, and operating, (3) The brand awareness is still low.To overcome these problems, Caffetto make some changes in some aspects by applying differentiation-focus strategy. Caffétto need to implement the specific strategies in several aspects, such as marketing, HR, financial strategy, and branding strategy. In marketing strategy, Caffétto can run some promotions tools of IMC that advertise their products and services in social media, magazines and participating in exhibitions. Those strategies are scheduling for 12 months, beginning November 2014 until October 2015. Keyword: Coffee, SME, brand awareness, increase sales, Integrated Marketing
Early Mover Chasing an Opportunity: A Case Study of a Candidate of REDD+ Indonesia Project Developer Yulianda, Yoga; Sumirat, Erman
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

One of the crucial issues today faced by all of human being is climate changing. To fight with this phenomenon, some efforts are underway to overcome it. Reducing Emission from Deforestation and Forest Degradation (REDD) is one of these efforts. Business model of this approach is quite simple; who protect or upgrade forest condition should be paid. However, while other efforts have been regulated and enjoy carbon trading in the cap and trade horizon, carbon credits from REDD+ is still floating and waiting for decision from United Nations Framework Convention on Climate Change (UNFCCC), and the available market to sell REDD+ carbon is voluntary. Since it is voluntary only, then market size becomes obstacle in delivering carbon credits produced by REDD+ project type. Along with preparation of REDD+ institution in Indonesia, an early mover ready to catch the opportunity has taken an action in the middle of some uncertainties; regulation, market, price, paradigm and so on. Besides those challenges, some options exist to be chosen in creating expected value. Then this process needs management flexibility. Being involved with voluntary market only will tend to the negative Expected Net Present Value (ENPV) direction. But with the hope of incoming regulated market, ENPV is changing. This changing ENPV is merely because of wide difference on market shares. Since this hope is only 50% being occurred, handling the project cost should extend as far as possible from grant making. Along with this effort lowering Verified Emission Reduction to sell it in high quantity should be done for the first 5 to 10 years project life cycle, face it with progressive marketing strategy, and or executes conservation activities first. Free, prior, and Informed Consent becomes the guidance for project developers in engaging communities. It is valuable both for project quality enhancement and for the practical reason in upgrading VER price under Climate, Community, and Biodiversity Alliance.Key Words: Climate Change, REDD+, Carbon Finance, Real Options Analysis (ROA), Stakeholder Analysis
Analyzing The Effect of Human Capital Drivers on Company Performance Through Employees Perspective Case Study: LKBN PERUM ANTARA Zakaria, Adyssa Riska Larasati; Welly, John
The Indonesian Journal of Business Administration Vol 4, No 6 (2015)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract. In Indonesia, the rapid growth of media industry has become undisputed fact all over the last ten years. The researcher conducted this research to get deeper insights that focused on organizational condition in ANTARA, one of the leading news agency in Indonesia, particularly about its human resource practices in order to increase the company’s performance. The research objective is to capture and identify human capital practices using a self-developed survey based on SHRM Foundation Effective Practice Guidelines Series titled “Human Resource Strategy: Adapting to The Age of Globalization” by Patrick M. Wright and the human capital measurement tool developed by Laurie Bassi and Daniel McMurrer. The survey was spread to employees that work in ANTARA offices in Jakarta during August to October 2014.The results of this research shows that ANTARA still needs to do some effort in order to maintain and develop their performance by improving their human capital practices, particularly to focus in increasing their employee engagement, knowledge accessibility, workforce optimization, and learning capacity.Keywords: human capital, assessment tool, company performance, employee perspective, news agency
Lease Versus Purchase: Case Study of PT. Ardhia Multi Parama Issadi, Alif Anandata; Nugroho, Anggoro Budi
The Indonesian Journal of Business Administration Vol 4, No 3 (2015)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract.This study analyze and determine which financing method for DengarSaya, a digital production company, to get a recording studio and all needed equipment regarded to the studio which are born from the needs of DengarSaya to having its own recording studio for its main core value creation. DengarSaya itself is a digital production company which offers and provides services to make digital products concentrated in music, video, and graphic production. The target customer is every person or institution that needs digital products. However, as an early established SME, DengarSaya wants to gain recording studio with the most efficient financing method. Meanwhile, purchase the asset by cash is seems not attractive for DengarSaya since its financial situation it has. In order resolve the problem, this study use collecting data, literature comparative study, financing method calculation and evaluation, decision making technique, difference between financing scheme, also sensitivity analysis to determine which financing method fit best for DengarSaya. These method and technique will give overview about the condition of DengarSaya, the situation in the related industry, and which financing method is the most attractive for DengarSaya; to lease or to purchase by cash and absorbed the risks on their own which can be mitigated by insurance premium. This study resulting in leasing as the most attractive financing method for DengarSaya, explained in narrative form. It also resulting an implementation plan and which financing scheme fit best is selected as a picture of the most possible and a recommendation to the company for use as a reference in determining and providing the tangible asset needed.Keywords: DengarSaya, finance, leasing, purchase by cash, financing method, SME, NAL (Net Advantage to Leasing), Sensitivity analysis, Decision Tree, PV cost, digital production.  

Page 57 of 115 | Total Record : 1144

 55   56   57   58   59 

Filter by Year

2012 2022


Reset
Filter By Issues
All Issue Vol 11, No 1 (2022) Vol 10, No 3 (2021) Vol 10, No 2 (2021) Vol 10, No 1 (2021) Vol 9, No 3 (2020) Vol 9, No 2 (2020) Vol 9, No 1 (2020) Vol 8, No 3 (2019) Vol 8, No 2 (2019) Vol 8, No 1 (2019) Vol 6, No 3 (2017) Vol 7, No 3 (2018) Vol 7, No 2 (2018) Vol 7, No 1 (2018) Vol 6, No 2 (2017) Vol 6, No 1 (2017) Vol 5, No 3 (2016) Vol 5, No 2 (2016) Vol 5, No 1 (2016) Vol 4, No 12 (2015) Vol 4, No 11 (2015) Vol 4, No 10 (2015) Vol 4, No 9 (2015) Vol 4, No 8 (2015) Vol 4, No 7 (2015) Vol 4, No 6 (2015) Vol 4, No 5 (2015) Vol 4, No 4 (2015) Vol 4, No 3 (2015) Vol 4, No 2 (2015) Vol 4, No 1 (2015) Vol 3, No 11 (2014) Vol 3, No 10 (2014) Vol 3, No 9 (2014) Vol 3, No 8 (2014) Vol 3, No 7 (2014) Vol 3, No 6 (2014) Vol 3, No 5 (2014) Vol 3, No 4 (2014) Vol 3, No 3 (2014) Vol 3, No 2 (2014) Vol 3, No 1 (2014) Vol 2, No 19 (2013) Vol 2, No 18 (2013) Vol 2, No 17 (2013) Vol 2, No 16 (2013) Vol 2, No 15 (2013) Vol 2, No 14 (2013) Vol 2, No 13 (2013) Vol 2, No 12 (2013) Vol 2, No 11 (2013) Vol 2, No 10 (2013) Vol 2, No 9 (2013) Vol 2, No 8 (2013) Vol 2, No 7 (2013) Vol 2, No 6 (2013) Vol 2, No 5 (2013) Vol 2, No 4 (2013) Vol 2, No 3 (2013) Vol 2, No 2 (2013) Vol 2, No 1 (2013) Vol 1, No 10 (2012) Vol 1, No 9 (2012) Vol 1, No 8 (2012) Vol 1, No 7 (2012) Vol 1, No 6 (2012) Vol 1, No 5 (2012) Vol 1, No 4 (2012) Vol 1, No 3 (2012) Vol 1, No 2 (2012) Vol 1, No 1 (2012) More Issue