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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
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Articles 1,144 Documents
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Analysis and Proposed Changes of TIN ORE Processing System on Cutter Suction Dredges into Low Grade to Improve Added Value for The Company Hutahaean, Benny Pahala; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Mining technology using Cutter Suction Dredges (KIP) is currently performed by PT Timah (Persero) Tbk. Currently tin ore processing system in KIP produces high grade tin ore (±70% Sn). By applying high grade tin ore processing system in KIP, recovery of tin ore is low and associated minerals of tin contained in concentrates secondary jig will be wasted. To change the processing system to be low grade in KIP be enough to negate the sluice box equipment, because the secondary jig produces concentrates of tin ore with low grade levels. System changes tin processing in KIP be low grade, the consequences will transport tin ore to Mineral Processing Plant (PPBT) with a larger amount so that it will add the cost of transportation and processing costs in PPBT. By using production data in 2012, when the operating KIP converted into low grade, the tin is generated by changes in the system amounted to 741,02 tons and will be gained by economic value amounting to Rp. 115.752.676.478,- To implement a system change in tin processing KIP from high grade into low grade to note any factors which are very critical and critical factors. The main requirement of resources is human resources, financial resources, and information technology. Success factor the changes system is at  capacity ocean freight, recovery PPBT and management support, so that the system changes in Cutter Suction Dredges tin ore processing of high grade into low grade will succeed. Key Words : Cutter Suction Dredges, Mineral Processing Plant, Sluice Box, Tin Ore High Grade, Tin Ore Low Grade,Recovery.
Proposals for Improving Job Performance Through Employee Engagement at PT. X Arumi, Anindita Daisy; Gustomo, Aurik
The Indonesian Journal of Business Administration Vol 1, No 7 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT.X formed its business units in accordance with the development of a pregnant mother to give birth, while other business units were formed in accordance with the company’s concept.Currently PT. X is facing a problem where the number of customer complaints increased while the company’s profit decreased due to the low service performance given by the employees and the low knowledge needed to carried out the work. Corresponding with the problem, the research will see the employee engagement at PT.X, propose solutions to improve employee engagement, and the implementation plan.Questionnaire was distributed to the employees to determine the level of employee engagement in PT. X, which was formulated based on the Development Dimension International, American Society for Training and Development, Gallup, and Twelve Company Capabilities’ employee engagement models. Based on the questionnaire result, some solutions were proposed related to the human resource issues in PT. X.The proposed solutions were the setting up of data sharing system, job descriptions, standard operating procedures, product knowledge, feeedback system, training, performance criteria, and reward system. Keywords : employee engagement, job description, performance criteria,  reward system.
Analysis of Organizational Health Index PT. Krakatau Steel, Tbk Surakusumah, Irma Indriatni; Bangun, Yuni Ros
The Indonesian Journal of Business Administration Vol 4, No 2 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract.PT. PQR facing several factors that contributes in affected company’s performance such as raw material price, currency exposure, steel demand, regulations, employee’s motivation and capabilities. The external factors affected PT. PQR performance, the company revenue has decrease in the last two years. In fluctuating condition of the company performance, it’s necessary to reviewing the factors that affect the performance of PT. PQR itself.Organizational Health Index (OHI) as a tool to measure the healthiness of the company that has proven linked to company’s performance. McKinsey has proven that the health company has roughly two times greater financial performance from other similar companies. OHI has nine elements that drive company’s performance, Leadership, Direction, Innovation, Culture and Climate, External Orientation, Accountability, Coordination and Control, Motivation and Capability.Leadership influences nine OHI elements and result. Motivation, Coordination and Control, Culture and Climate, Direction and Accountability are the highest elements that affected by Leadership. Accountability, Coordination and Control, Capabilities and Innovation and Learning need Serious improvement in order to improve the company performance.Keywords: Organizational Health Index, Performance, Leadership 
Change of Culture to Achieve Better Performance: Case at PT Sinkona Indonesia Lestari Jatnika, Noviatni Dwi Utami; 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

PT. Sinkona Indonesia Lestari is a limited company (Ltd) or incooperation (Inc.). The share owned by two Badan Usaha Milik Negara (BUMN) and one foundation. They are: PT. (YKEP) . PT Sinkona Indonesia Lestari (SIL) have core business of quinine salts and is the only company in Indonesia who run in this business. PT. Sinkona Indonesia Lestari (SIL) corporate values are costumer focus, quality, and service. In mid-2012, majority share composition in PT. Sinkona Indonesia Lestari (SIL) owned by PT Kimia Farma. PT. Kimia Farma demand to PT. Sinkona Indonesia Lestari (SIL) to make a  cultural transformation because PT. Sinkona Indonesia Lestari (SIL) can not reach  performance target.  By using Competing Values Framework and its instrument OCAI to diagnose type of  culture that company and every division want. Competing Values Framework divided into clan culture, adhocrasy culture, marker culture, and hierarchy culture.  Here the authors analyze how to implement the desired culture relate to values incompany. All analyzes and solutions use OCAI, 7S, and Total Quality Management.  Based on the analysis and solutions, the PT Sinkona Indonesia Lestari preferred culture are hierarchy culture and followed by market culture.  Based on the analysis, PT. Sinkona Indonesia Lestari (SIL) must do the development in the staff, skills, style, system and work in accordance with the company's existing value. Keywords: culture, corporate culture, OCAI, 7S Framework, Total Quality Management.
Customer Satisfaction Analysis on Transactional Business in PT Trakindo Utama Prasetya, Eka Budhi; Wicaksono, Agung
The Indonesian Journal of Business Administration Vol 1, No 5 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

This study collected the customer’s voice that build the customer’s future expectation. The voice of the customers collected from transactional survey then analyzed with concurent triangulation method analyses. The result of the analysis generates several proposed solutions to become a benchmark to the existing business process and revaluation process conducted to improve the business performance. The improvements generated by revaluation process then increase the value proposition of Trakindo on the next transactional business. Findings in this research show that Trakindo’s value proposition is perceived high although several improvements needed to increase its value proposition. Customer’s voice shows that area of improvement in parts delivery and communication shall become the focus of immediate action. To improve its customer’s experience in doing business with Trakindo, Trakindo shall improve their current process. Several solutions were proposed in this study classified according to each area of improvement. To materialize the proposed solution, an implementation plan was proposed in this research. The implementation plan covered scope of work and deliverables and overall time line. The implementation plan is divided into two main categories, in which will be the continuous improvement on daily activities and the development of web based integrated customer support system. Keywords: customer’s experience, customer’s satisfaction, voice of customer, transactional business.
Proposed Marketing Strategy for Mr. Komot Café and Cakeshop Lestari, Adinda Ayu; Wibowo, Satya Aditya
The Indonesian Journal of Business Administration Vol 3, No 10 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract. As the culinary city within Indonesia, Bandung surely has a potential in culinary which can lead into a great opportunity for many business people within food business. Therefore, Mr.Komot café and cakeshop as one of café in bandung try to catch this opportunity within food business. Mr.Komot was established on October 3rd, 2010 and offers many delicious food and beverage, especially cakes. Even though Mr.Komot has been existed in food business within Bandung for more than three years, people seem to choose other café more than they choose to come to Mr.Komot. The business issues which are faced by Mr.Komot are sales performance and the lack of brand awareness of Mr.Komot. The internal analysis was conducted through STP and Marketing Mix analysis while the external analysis was conducted through Porter’s Five Analysis and competitor analysis. After conducting internal and external analysis then SWOT can be defined. As the result, the root cause of this research can be found and the next step to do is proposing the business solution. Survey was conducted through questionnaire to know about the importance and performance of Mr.Komot Marketing Mix from the respondents. There are five attributes of root cause which consist of Product, Price, People, Physical Evidence and Promotion which are divided into critical quadrant based on Importance-Performance Analysis (IPA). Keywords: food business, bandung, café, marketing strategy
Strategy of UUS BTN Post SPIN OFF with Scenario Planning Approach Fariani, Aida; Jayaprawira, Acep; Bintoro, Oni Bibin
The Indonesian Journal of Business Administration Vol 2, No 2 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

The research objective is to build a strategy UUS BTN post spin off in order to reach sustainability growth. Tools used to formulate the strategi is scenario planning after analyzing external & internal factors thru environmental scanning and research methods used are study literature, stakeholder's in depth interview and secondary data published. The outcome of scenario planning will be used for strategic action necessary due to the one that is recommended for UUS BTN’s strategy post spin off. The objective of UUS BTN post spin off strategy is using scenario generation to help planners to influence and enhance the quality of strategic planning. From in depth interview, it is obvious, the expectation of parent bank after spin off, which are two things UUS need to concern namely: achieving better performance with the status BUS, than still UUS status and process of internal consolidation of post spin-off takes place smoothly. As an early warning signal, the sinergi UUS BTN has with Bank BTN is not optimal yet. Bank BTN’s network in cooperation with PT. Pos Indonesia with on line real time outlets at the Post Office branches through out Indonesia, as much as 2,728 units, none if it has  sharia services. Other than that, based on the results of a survey conducted by the Bureau of Research Infobank PingFans put KPR BTN top position with index 2,743 (Infobank, 2012:11), meanwhile for KPR iB, KPR BTN iB does not count at, eventhough for the realization FLPP 2010-2011, according to data from Kemenpera is the largest supplier, with 114,235 units valued at Rp 3.81 trillion, followed by KPR BTN iB 6,184 units worth Rp 222.32 billion (Clipping Housing, 2012). Limitation of this in depth interview research method needs to be continued by Delphi method as it was a preliminary research.Keywords: strategy, spin off, Islamic banking, scenario planning
Impact of the Implementation of Mining Law Number 4 Year 2009 and Minister of Finance Regulation Number PMK - 6/PMK.011/2014 Regarding Export Duty and Export Duty Tariff to PT. Freeport Indonesia Biran, Ludi Maulana; Sukarno, Subiakto
The Indonesian Journal of Business Administration Vol 4, No 11 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract. This final project is regarding the curiousness of the author on the sustainability of PT Freeport Indonesia (“PTFI”) if the new mining law, Law Number 4 Year 2009 and its implementing regulation, Minister of Finance Regulation No. PMK - 6/PMK.011/2014 are enacted. The reason is, the implementation of the above law and regulation required PTFI to spend huge amount of money to establish a new purification company (in PTFI’s case is Smelter Company) and also disallowed PTFI to export its product. Since this is impacting the financial side of PTFI, its forecasted Financial Statement after the implementation of the said law and regulations should be assessed to find out whether PTFI will still provide financial benefit to its shareholders or not. Failed to satisfy the shareholders might provoke them to withdraw their investment that in its turn can stop PTFI’s operation due to lack of financing.The assessment of PTFI’s Financial Statement will use derivation of ratio analysis tools, DuPont Model Analysis and State Owned Company (“BUMN”) Scoring Method, to find out whether PTFI’s Financial Performance after the implementation of those law and regulation is still favorable for the shareholders or not, compare to the financial performance before the implementation of the law and regulation. Since the result of the assessment is not favorable for the shareholders, new strategies to overcome this problem should be setup. The proposed projects of Increasing Sales, Cost Reduction, Regulation Suspension, and Export Tax Discount, would worth to try, since they are proven can boost the Financial Performance of PTFI. Further, these project could also close Financial Performance gap between the Financial Performance before the implementation of the Law No. 4/2009 and MoF Regulation No. PMK - 6/PMK.011/2014 and the Financial Performance after the issuance of those law and regulation. At the end, there is no reason for shareholders to withdraw their investment at PTFI.Keywords: Favorable Financial Performance, Shareholders Satisfaction, Sustainability
Strategic Alliance between PT Dirgantara Indonesia and Airbus Millitary (A Case Study of PT Dirgantara Indonesia) Indriyanto, Reza Relen; Wandebori, Harimukti; Astuti, Novika Candra
The Indonesian Journal of Business Administration Vol 2, No 6 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT Dirgantara Indonesia (PT DI) is one of the aircraft manufacturing companies in Indonesia. The tight of competition in aerospace industry needs to improve its performance to gain niche market. Therefore, Ministry State of Own Enterprises has instructed PT Perusahaan Pengelola Aset (PT PPA) and PT DI to restructure and revitalize company with supported by Airbus Military as a strategic alliance partner, in order to increase the performance of production capacity, aircraft sales, and financial. This study focuses on the lifecycle of strategic alliance between PT DI and Airbus Military that consists of planning, formation, operation and termination phase. Strategic alliance is classified into stakeholder support, matching strategic, cross-culture understanding, initial goals and reason, forms of co-operation, alliance initial agreement, human resource management, organizational arrangement, management control system, internal drivers, and external drivers. We use technic in-depth interview and internal data to analyze the strategic alliance between PT DI and Airbus Military. The life cycle of strategic alliance within one and half years between PT DI and Airbus Military includes planning phase, formation phase, and operation phase. After identifying the life cycle of strategic alliance phases, PT DI should improve performance and take benefits from this strategic alliance. Strategic alliance agreement between PT DI and Airbus Military is joint operation or non-equity alliance. It is expected to evolve become equity alliance that requires share of ownership among parties. This study provides strategic alliance evolution that requires company to place trust and commitment, organizational, society, technological, and financial. The result gives contributions for the strategic alliance theory especially in alliance evolution. Keywords: strategic alliance, aircraft manufacturing, alliance evolution
Analysis of Strengthening Steel Distribution Channel in Domestic Automotive Industry Pangraksa, Sugeng; Djajadiningrat, Surna Tjahja
The Indonesian Journal of Business Administration Vol 2, No 1 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Distribution has strategic role to spread up product from manufacturer into end-user. Automotive industry needs distribution channel which has: excellent data management, timely delivery management, excellent quality management, and competitive reducing cost. Krakatau Steel (KS) distributors has weaknesses to enter automotive market current that require tight prerequisite such as: consistency of product quality, good cooperation, close relationship, continuously cost reduction, wide spread to many vendors in small quantity consumption. This analysis using primary data from KS’ customers and secondary data which come up from internal KS document, literature, text book and other analysis which are still relevant for this topic. Selecting appropriate distributor which fit to automotive requirement is a must in order to strengthen market position in automotive industry. Developing own coil center is new strategic decision that can be used as new core competence of Krakatau Steel. Keywords: consistency of quality product, excellent data management, timely delivery management, excellent quality management, and competitive reducing cost

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