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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
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Articles 1,144 Documents
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Production process optimization by six sigma dmaic method at black belt cold brew coffee Nandiwardhana Pradipta, Wanda; Nizar, Adirizal
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract – Black Belt Cold Brew Coffee is a start – up business that is working on the field of beverage industry and producing the Cold Brewed coffee in a bottle. It was started on 2015 and focusing its market on Jakarta Area, and targeting the market on the Pre – work out people at the gyms or any occasions that needs a drink that has a caffeine contained served in fresh and attractive appearance. Although it is entering a considerably positive trend on the market based on its production and selling, the organization noted some threats that affecting maximization from total 4 months of selling, from 100% of production in 4 months of production there is 17% of the bottle that could not be sold. It is discovered that there is occurrence from the defects in production, such as: unmatched bottle cap (22% of whole defects), misplaced stickers (16% of whole defects), cracked bottle (19% of whole defects), broken bottle (19% of whole defects), coffee waste grounded (16% of whole defects), spoiling in pouring (8% of whole defects). To resolve the problem, it is conducted Six Sigma DMAIC Methodology and resulting the sigma level of Black Belt Cold Brew Coffee is on 2.6 – sigma or 144,791.6 defections in a million opportunity which means there is needed an improvement to reach the 6 – sigma level or 3.4 defect per million opportunity. In this process, the formulated improvement plan is to developing SOP, KPI, Product Checklist, and also implementation plan including the process timeline of control is established for any review and improvement needed along with recommendations that has been concluded. Keywords: Production Defect, DMAIC, Sigma Calculation. 
Developing Business Strategy for Hijab Alsa Adwitya Setiawan, Amanda; Anggoro, Yudo
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Hijab Alsa is a company that producing and selling women’s Muslim clothing in Indonesia. Hijab Alsa was founded in December 2014 by Ali Hanif who is a man and become a CEO of Hijab Alsa until today. Hijab Alsa has been have inconsistent sales in month by month after Ali Hanif was starting run the Hijab Alsa business. It comes early problem that will be affecting whole business and become starting point to find the core problem of Hijab Alsa’s business strategy. This research is aimed find the best strategy for Hijab Alsa based on Blue Ocean Strategy and Diamond Strategy. This research is using combination of qualitative and quantitative methods that developed by using questionnaire, depth interview, focus groupd discussion, and data support. The result shows Hijab Alsa need to improve the strategy from cost-leadership strategy into differentiation strategy. The improvement is based on eliminating factors of variation and design of product; reducing factors of price and service to customer; raising factors of quality, social media (instagram), product availability, and simplicity to making order; and creating factors of influencer, information, and organized virtual retailing. The final result of the research shows Hijab Alsa has new value to run the businesss. The new value of Hijab Alsa is providing website as become multi-side platform to delivering system and product for self-service of accessible within available product and affordable price. So, Hijab Alsa can developed their business and achieve their sustainability advantages in the future.Keywords: Women Muslim product,Business Strategy, Blue Ocean Strategy dan Diamond Strategy.
Proposed Marketing Strategy for Inspirator Freak Christian Susanto, Jonathan; Kartajaya, Hermawan
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract – PT. Berkat Inspirasi Indonesia, also known as InspiratorFreak.com is a digital media company for millennials in Indonesia. However the problem arise when their traffic is not increase significantly or stagnan. This caused low of positioning and value proposition of their product, so the content is not related with their target audience. Morover InspiratorFreak get support from voluntary team, which is not a full time employee and they don’t have digital marketing staff to increase their productivity and their traffic in website and social media. The approach of this resarch is to analyze secondary data which is the internal and external factor which set by the company for the marketing division, and to compare with the web traffic of InspiratorFreak in 2018. External factor analysis was conducted using PESTEL Analysis, Porter’s Five Forces, and Competitor Analysis with 4Ps. Internal factor analysis conducted using Business Model Analysis, Value Proposition Analysis, STP Analysis and Marketing Mix Analysis. From that analysis, it has been founded that InspiratorFreak  has strength in reputation and networking but weakness in positioning and value proposition. InspiratorFreak still has a big opportunity to improve their business due to increase of internet users in Indonesia. However, threats from external factor still need to be aware. Research result show that InspiratorFreak need to improve their segmentation, targeting and especially their positioning and value proposition. The recommended strategic plan for InspiratorFreak in digital marketing strategy with E-Integrated Marketing Communication (E-IMC) approach and also Content Marketing Strategy to increase their quality of their content. Keywords: Marketing, Digital Marketing, Digital Media, Millennials, StartupABSTRAK
Marketing strategy of ppsdm kebtke as public service agency Juni Ferson, Nico; Rudito, Bambang
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Human Resources Development Center For Electricity, New Energy, Renewable And Energy Conservation (PPSDM KEBTKE) is a training institution under the Ministry of Energy and Mineral Resources which has the duty and function to educate and train Human Resources in Electricity, New Energy, Renewable And Energy Conservation which previously serving in the internal environment only Ministry of Energy and Mineral Resources and in 2018 changed to the Public Service Agency based on Decree of the Minister of Finance No. 965 / KMK / .05 / 2017 on December 27, 2017 and is expected to improve services and to provide services to the community and in conducting its activities based on the principle of efficiency and productivity, but the condition of this change has a very big challenge because previously PPSDM KEBTKE has never done business practice and not yet known, so that PPSDM KEBTKE known and get the market then needed the right marketing strategy.This study used a qualitative approach where the primary data is taken from both internal and external interviews and for secondary data obtained through supporting literature. From the results of this research analysis found that PPSDM KEBTKE currently not maximized in marketing and approaches to consumers who become the target, then from this research obtained some strategies to improve consumer awareness and strengthen PPSDM KEBTKE to be known and excel in the competition. Keywords: Training, Public Service Agency, Marketing Strategy, Qualitative, external, internal
Improvement of Delivery Time at Y Group Rachmanda, Reza; Hasan Basri, Mursyid
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Y Group is a modern retail company in Bandung. They deliver products to their branch in West Java, Jakarta and middle Java. They have 35 branch throughout Bandung. To become the best retail, they always evaluate their performance each month. But in recent months Y Group distribution always late and resulted in unnecessary expenses. The most unnecessary expenses are in driver’s overtime. It cost the company almost 20% to 30% of total expenses each month. Y Group already tracked and recorded the distribution process in the system so they know which part of the process that caused late delivery. Because of the business issue first identified from the late delivery, a conceptual framework is developed based on the factors that influencing late delivery. The factors are, distribution network, storage facility, inventory management, information and transportation. After the business analysis and ended with finding the root cause of the problem using current reality tree (CRT), there are six root cause that causing late in delivery. The cause are, flawed loading process, limited manpower at branch, flawed loading process, worker carelessness, unskilled worker and accident. There are internal root cause that will solve by Y Group distribution center and some external root cause that cannot be solve by Y Group because it is outside their control. The root cause that will not be discussed are limited manpower at branch and accident. After considering several alternatives for each root cause, there are three solutions that were chosen to solve the late delivery in Y Group. The solution for flawed loading process is to use a belt conveyor to help accelerate the loading process after consideration of cost, time and feasibility of the alternatives. The solution for flawed unloading process is to add more worker from the distribution center to the branch to help the unloading process. This alternative will accelerate the unloading process beside other alternatives after consideration of cost, time and feasibility. The last solution is to solve both the unskilled worker and worker carelessness because after the consideration of the alternatives the chosen alternative for both root cause is to conduct a training program. Keywords: modern retail, distribution, late delivery, distribution process
Business development with strategic management decision for bank millenial indonesia, tbk Venato, Graeta; Dung Do, Anh
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Bank Millennial Indonesia is one the financial institution specialized for commercial business focus. The bank recorded the position in Bank Umum Kegiatan Usaha (BUKU) 3rd category for asset proportion. Bank Millennial Indonesia established on June, 10th 1980. Formerly, the bank known as Indonesian Citizen Bank. In the journey of business, the bank merged with some commercial Bank and changed the name of the Bank from Bank Citizen Indonesia to Bank Millennial Indonesia. The Bank already listed in Indonesian stock exchange with Initial Public Offering on July 2010.  The main focus of Bank is to provide loan product for customer in Usaha Mikro Kecil Menengah (UMKM) and to provide saving and time deposit product for Indonesian Citizen with good interest deposit for the customer. The cost strategy offered with low interest loan and high interest deposit. In one interview, the CEO's explained that the bank should be focusing on loan number proportion in 2019. The bank would be using the bank’s competitive advantage to increase the bank's Net Interest Margin. The target of Loan consumption especially for retail segment and UMKM. In other explanation, the CEO's told that the increasing number of Non-Performing Loan is one of the bank challenges in the following years. The NPL number raised because some of the corporate customers delayed their payment. It potentially increased the percentage of bad debt and NPL ratio. Facing this challenge, the composition of low-interest for Loan and high-interest for deposit should help the bank's staff to attracting more customer and help the bank to facing the challenge. This Final Project included with the bank's internal and external problem analysis and included with the research objective to increase the bank’s profit. This Final Project also contain with strategic improvement planning in the following years especially to reduce NPL number, increase Net Interest Income, and Increase Fee-based income.Keyword: Advertising Product, Non-Performing Loan, Service, Strategy
Real Options and Conventional NPV in PT Telkom's ODP Establishment Capital Budgeting Issues Indah Sari, Dely; Budi Nugroho, Anggoro
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Telkom has had a desire for the establish of ODP thorough in areas that allow to do the establish of the ODP is not limited to areas and regions of both the city center area and the area of peripheral or entire region Bandung and outside the city of Bandung, but that is not possible because of the lack of funding that Telkom owned so in the end must choose an area that it can be built ODP that can provide benefits to Telkom and which areas can not be built ODP because less beneficial for Telkom. Telkom in making the decision to establish the ODP in an area is to see if the area is feasible or not feasible. if an area is declared feasible to establish ODP then Telkom will invest in the area. Conversely if the area is declared not feasible then Telkom will not invest in these area. The establish project ODP include the type of project undertaken by Telkom is mutually exclusive project means when Telkom chose to do the establish of ODP in the city center area will eliminate the chance of the project more are in the area peripherals, it should be an option (the election) in the second the area so that management can make decisions which areas can be used for the establish of ODP and areas that can not be done ODP establish.Keywords: Optical Distribution Point (ODP) city center area (ANI), peripheral area (Cipatat), mutually exclusive project.
Proposed business strategy and development for lookwaxy in order to gain competitive advantage Kirana Putri, Astari; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract – Lookwaxy is premium shoe laundry service that has been established since May 2015. As a growing business concept nowadays and big potential market, Lookwaxy should have positive growth whilst their position as first mover in South Tangerang area. However the sales not show a significant growth. The entrance of several established competitors, plenty numbers of conventional laundry service which also offer shoe laundry and the nature of the business which doesn’t need specific capabilities, also moderately costly to imitate threaten the position of Lookwaxy in the market of potential new entrants. In order to compete in the competitive market, Lookwaxy should find and gain their competitive advantage. To gain a competitive advantage, the analysis was needed to describe the strategy and the right business model. In analyzing; qualitative methods used to interview the BOD of Lookwaxy and questionnaire to 156 respondents in South Tangerang, secondary data from books, literatures and other sources from the internet. Formulating strategies started by conduct external and internal assessment using PEST analysis, Porter’s Five Forces, Competitor mapping, Value Chain, and VRIO framework. This assessment will generate SWOT analysis that describes Lookwaxy’s condition. All the information then used to formulate the alternative strategies using TOWS matrix. Porter’s generic model also used to see company current position and proposed strategy. Furthermore, the development of a Business Model Canvas and new business strategy for the company were generated. All the strategy and business development models will be used in the implementation of the plan to assist and provide Lookwaxy solution to solve the problems. The implementation plan involves various things like; enhance service excellence value, adding service specialization in leather shoes service and product, offer delivery service, open new branch or drop off counter, boost event marketing and sales promotion program both in offline and online media (Instagram), as well as increase organizational capabilities in R&D. Keywords: Business Strategy, Business Model Canvass
Proposed strategy through product rejuvenation in order for Post-it® 3”x3” classic color notes to increase performance in a competitive market Firmansyah, Erick; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 7, No 1 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Post-it® has been operating in Indonesia since 2003 with its office in Jakarta and its manufacturing warehouse in Tambun, Bekasi. Its core product is consumer product within the stationery industry, producing a well-known worldwide product, one of them are Post-it® sticky notes.  From 2012 up until 2016 is considered as a challenging year for Post-it® Indonesia where Indonesia’s economic slowdown and the increasing of import duty have caused its 3”x3” classic color notes sales to decline. Therefore the objectives of this research is to find the right business strategy for the company and to develop a strategic initiatives to help implement the business strategy. After analyzing the internal as well as the external environment of the company through interviews with the customers to define the customers buying criteria and the representatives of outlets where the product is sold, eventually the root causes of this problem were found and they are: lack of thorough knowledge on the customers, intense price competition from other lower priced competitors, technological threat from the digital version of sticky notes, and the increasing of importing duty. Solving these problems will potentially resolve the main problem. A good business strategy must be formulated by the company in order to solve these problems. Having conducted a thorough business strategy formulation, four alternatives strategies were generated and all the four strategies are expanding business coverage, rejuvenating existing packaging to a new smaller-sized packaging, creating a creativity application for smartphones to support the usage of sticky notes, and lastly create a collaboration between complementary brands to support each other as well as adding more value to the product. The implementation of these four strategies is conducted within short-term and long-term plan with continuous evaluation.Key words: business strategy, Post-it, sticky notes, 3M, stationery
The Improvement of Service Quality Using Importance Performance Analysis case Study PDAM Cianjur Taufiq Dwi Jatmika, Rahmat; Febriansyah, Hary
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - The development of the business more rapidly and is very competitive give an impact to the company to give the best quality to the customers. Customers can have a considerable influence on the performance of the company. The company's interaction with customer not only exchange products and services only. Complaints and comment from the customers can provide feedback that is positive for the company. Some customers have a higher expectation of the quality of services rendered by the company. Given these interrelationships, the quality of the products and services provided by the company will increase. Therefore, the purpose of this study was to determine the level of customer satisfaction with the quality of service provided by PDAM Cianjur. In this study, research performed using SERVQUAL method, where there is gap between performance and importance to measure the level of customer satisfaction on the quality of services rendered by the company. IPA Matrix is used to determine the results of the SERVQUAL that indicates part of the quality of services must be improved in order to give satisfaction to the customer. Based on the analysis of SERVQUAL are five problems that occur. Based on internal and external conditions, taps has made improvements without notice from the customer's perspective. The performance generated by PDAM is still lacking in terms of the company's facilities, the availability of information, the availability and readiness of service, and technology used to facilitate the customers. Keywords: Customer satisfaction, the quality of service, SERVQUAL, IPA Matrix

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