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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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Business Model Design for New Business Development at PTB Dialysis Clinic Chain Fasha, Cokhy Indira; Larso, Dwi
The Indonesian Journal of Business Administration Vol 1, No 7 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PTB is subsidiary of B Company, a German health care supplier. Division AV of PTBB focuses on dialysis products and services. As Division AV started direct business in 2009, PTB expects it can be growth driver in 2011-2015. The research aims to recognize and create external opportunity in dialysis service provider, to explore internal resources, and to develop new business model of PTB dialysis center. Corporate entrepreneurship framework is applied to provide solution. The research methodology is qualitative approach by semi-structured interview. The discussion points are put business model framework and synthesized into PTBB dialysis service provider business model.The result shows key issues as external opportunity and internal resources. Kidney failure patient in Indonesia has huge potential because limited specialists and dialysis center capacity, expensive cost of treatment, and limited access to reimbursement scheme. Dialysis service is dominated by hospital-based dialysis unit. However, hospital-based dialysis unit capacity cannot fulfill demand of patients. Stand-alone dialysis clinic development is opportunity. However, it has challenges in complicated permit, higher investment, and lack of support in reimbursement. PTB has several internal resources that can be utilized.The proposed business model solution is standardized and interconnected dialysis clinic chain,. The dialysis clinic chain focus on JAMKESMAS/DA patients and untreated patients. To run this model, important activity is building relationship with coordinator, while important resources are standardized operation procedures and centralized IT. Keywords: Corporate Entrepreneurship, Business Model, Dialysis Center, Healthcare Service 
Human Capital Strategic Initiative in Creating Value of Competency Dictionary at PT. United Tractors (Tbk) Sujaya, Gina Mayasari; Gustomo, Aurik
The Indonesian Journal of Business Administration Vol 2, No 13 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

United Tractors excellence in developing the company's business can be seen from the number of awards earned United Tractor, one of which is the acquisition of the award for Best Corporate Transformation in Indonesia in 2012. Business transformation made United Tractors done by sticking to two goals there are economic value creation and the creation of organizational capabilities. In the creation of this organization capabilities, United Tractors attaches importance to the development of employees in the company's capabilities. One of the Human Capital strategy is performed at the end of 2012 is to develop a competency dictionary company, which insists on changing Business Management Competency (BMC) in the enterprise business process. Competency dictionary value creation would need to be based on the analysis of the value creation of the organization in order to be in accordance with the organization's internal situation of the company. Organizational analysis performed in this study is through exploratory study using a qualitative approach based on the 7-S model to perform In-depthh interviews and literature review of corporate documents as the main data and using the data supporting a qualitative and quantitative research conducted by the internal and external resources of the company. The results showed that there are three variables, namely organizational skills, systems and staff that the first priority would be enhanced organizational variables. With the analysis, it can be arranged proposed Human Capital strategic initiative in creating the company's competency dictionary value. Keywords: Organizational Diagnosis, Business Management Competency
Technological Convergence Of Consumer Electronics Products: A Study of Consumer Behavior and Business Strategy Toward Value Creation Bonggas, David; 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

Technological convergence creates an evolution for different technological systems to evolve toward performing similar tasks. Those tasks were previously performed in separate devices, which now can be integrated into one integrated device. Separate technologies such as voice (and telephony features), data (includes basic office tasks and other productivity application) and video now share resources and interact with each other synergistically. Learning from case by case of three major converged products in the consumer electronics industry, it is a certain that in the 21st century is fast integrating the world’s media, telecommunication and information technology and online industries under a single platform.The consumers themselves are getting more educated and aware for his condition, while they are purchasing the products not only by its price, but starting to consider the key feature and value benefit which offered by the brands for them. On the consumer choice pattern it is certain that the acceptance of the concept of technological convergence might not be applied to the entire product yet by seeing case by case among product tested, it could bring some evidences that the key convergence feature has not yet absorbed by the diverged products. However, it still indicates that there will be a time when the quality of converged features are over the diverged one, which can result that a consumer will choose to use the “multi-feature” device instead of a single-featured device. The stages that have led to the transformation of digital convergence have left an impact with the passing of each era of the timeline. Comparing to the last decade, in this era, software and services are become a major part required to win the competition within the converged products. Keywords: technology, convergence, media, marketing, strategy, value
Strategy Formulation Of PT. Ajisaka Destar Utama Hardi, Krisna Uvala; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT Ajisaka Destar Utama (PT. ADU) is one of Indonesian leading company in survey mapping industry. Further, the entrance of newcomers and the possibility of politic and economic instability will be a challenge for the company in the future. PT. ADU needs to have a strategy that will help the company reach its vision. The formulation of strategy started from external and internal environment using PESTEL and Porter’s Five Forces Analysis, Value Chain Analysis and Resource Based View Analysis. The information from external and internal environment analysis then used to generate strategy alternatives. The company needs to a vision, mission and values in order to align the strategy to their vision, mission and values. After stating their vision, mission and values, the company can choose the strategy starting from corporate level strategy until functional level strategy. In conclusion, PT. ADU currently has competitive advantage in the industry, but the company needs to prepare for the future challenge. Through analysis of the company’s environment, there is several strategy alternatives can be chosen by the company to achieve their dream in the future. Keywords: Survey Mapping, Strategy Formulation, Vision, Mission, Values, Corporate Strategy, Business Strategy, Functional Strategy
The Innovative Business Model Concept Generation for PT. LEN Industri Business Model Solutions in Achieving the Expected Net Profit Margin Mappangara, Darman; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 1, No 2 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

As a state owned company, PT. Len Industri(Persero), an electronic industry and infrastructure company,has passed three transformation phases throughout its effort inimproving the company performance in the passed 20 years. Inthe final state of the third transformation phase, despite itssignificant sales growth (averaging to 30 percent per year from2006), PT. Len is unable to achieve the expected KPI (keyperformance Indicator) for NPM (net profit margin) of 5% set bythe stake holder.In order to achieve the requested NPM, PT. Len has to carefullyselect projects with low COGS only (80% to 85%). This can onlybe done through a high value project content which means usingan innovative product that has a high selling value or bydeveloping an innovative business model which can givesignificantly higher return. In this case study, the latter choice ischosen.Business model initiative is not new to PT. Len, but acomprehensive way of creating the business model that involvesdetails steps has never been generated. Business ModelGeneration using a 9 blocks building concept is introduced here.The designing concept uses the “Unbundling” business modelpattern that suit business at PT. Len. The designing take exampleone of the business lines in the integrated PV (photovoltaic)system supply. This business is then recast into the standardizedformat of business model canvas and unbundled to get a new corebusiness. This new core business will improve the NPM of PT.Len Industri.Keywords: NPM, Business Model, COGS, KPI , Unbundling businesspattern
Decision Analysis on Survey and SOil Investigation Problem in Power Engineering Consultant Setyaman, Amy Maulany; Sunitiyoso, Yos
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

The study aims to gather and organize information for decision making against the problems arising in Power Engineering Consultant’s survey and soil investigation product due to new policy in production cost efficiency that is implemented in 2012. The study conducted using Kepner and Tragoe's analytical process that consisted of four stages analytical process such as situation analysis, problem analysis, decision making analysis and potential problem analysis. As for the decision making analysis, the analysis will be conducted using Mix Method research. Starting with the qualitative method that involving detailed exploration from interview session with selected person and followed by a quantitative method, in which SMART analysis method is implemented. As the input of decision making analysis, there are five alternatives solution for Power Engineering Consultant’s problem, such as: fix the problem and continue to cooperate with third party institutions, establish cooperation with external surveyor team, establish internal surveyor team, acquisition of one selected surveyor company, and establishing “umbrella contract” with selected surveyor company. After the decision making analysis is conducted, the alternative to establishing “umbrella contract” with selected surveyor company is selected as the best alternative solution for Power Engineering Consultant’s problem. The result is considered as the best solution since the decision makers are involved in the entire decision making process. Based on this result, the implementation plan then made to be in line with Power Engineering Consultant’s current condition Keywords: Problem Analysis, Decision Making Analysis, Umbrella Contract, Surveyor Company 
Business Strategy Development of Ruupa Id (Interior Design – Architecture Company) Putra, Bhayu Tri Dita; Larso, Dwi
The Indonesian Journal of Business Administration Vol 4, No 12 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract

The growth of the property business in Indonesia is growing very rapidly. According to data from Bank Indonesia in 2011 and 2012, the growth of property in Indonesia rose from 15% up to 38%. Besides residential housing property forms such as apartments, office buildings, and the shop is also growing very rapidly until today. Ruupa ID as a consultant and interior architecture workshop has the objective to be one of the leading consultants in Indonesia especially in Jakarta and Bandung. Ruupa ID established in December 2012. Ruupa ID’s first interior project is to design apartment in Jakarta. Ruupa ID has two different services and product department: service in design consulting and built-in furniture product making. Low brand awareness issue is one of problem that Ruupa ID faced today. Low marketing strategy and the customers rarely know about the company are the reason why Ruupa ID has low brand awareness. Business strategic development is a suitable tools for Ruupa ID business strategy. First step is by scanning internal analysis company about design uniqueness, team professionalism, and offering best quality to customers as strength and ineffective marketing campaign, lack of administration and marketing staff as the weaknesses of Ruupa ID. Based on the result of the Ruupa ID’s business plan analysis, the proposed business development strategy is divided into several steps, which are maximize the online and offline marketing campaign like website and social media; make standard operational procedure in every working process; make financial forecasting and hire new employee for financial and marketing department. Key Words: Interior Design, Architecture, Property, Built-in Furniture, Business Strategy. 
Proposed Product Design of Solar Street Lighting System Using Quality FUnction Deployment (QFD) Method in PT Solare Bandung Prabowo, Wisnu Ajie; Aldianto, Leo
The Indonesian Journal of Business Administration Vol 2, No 7 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

The emergence of competition in business is inevitable. With competition, every company faced with both opportunities and threats coming from outside or from within the country. Companies should seek to minimize their weaknesses and maximize strengths. Thus the company is required to select and define strategies that can be used to deal within the competition. PT SOLARE was established in 2004, as a manufacturer of solar home lighting system and at 2007 manufacture a street lighting system. PT SOLARE has never achieved sales target of street lighting system that defined by the management. That was an impact of the intense competition in the industry. It also because PT SOLARE was unable to achieved customer needs and wants from the street lighting system. Root cause need to be determined to know why PT SOLARE unable to achieve the sales target. Business situation analysis and Customer needs and wants analysis need to be conducted. Business situation analyses were conducted by analyze Porter’s Six Forces and Ansoff Matrix. Customer needs and wants analysis was conducted by Quality Function Deployment (QFD) method. Based on above analyses, the root causes are PT SOLARE were unable to fulfill the customer need for a product that able to operate in wide battery fluctuation, the selection height of the product according to the provision, and a low temperature LED lamp.  Objective of this research is to give a recommendation proposed design of street lighting system for PT SOLARE, suggestion for adding more production lines, some suggestion price from target profit pricing method for the minimal product sales per month for PT SOLARE to get the break-even-point (BEP) and an implementation plan to manufacture the product. These recommendations are expected to help PT SOLARE to achieve the target sales. Keywords: Quality Function Deployment (QFD), Solar Street Lighting System, New Product Development. 
Formulating Business Strategy fo a Social Business Company; Maximizing Maluku's Big Potential of Seaweed Ganiamalia, Mustika; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 1, No 6 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Maluku is one of province in Indonesia which is rich with natural resources, but in the same time Maluku is one of the poorest provinces in Indonesia. One of possible cause is not yet managed natural resources in the Maluku optimally. Maluku Ventura is a social-based company that will manage one of the natural resources that exist in the Maluku professionally. Resource that has great potential in Maluku and will be managed by Maluku Ventura is seaweed.Trading of cottonii dried seaweed in the Maluku began to grow since the last five years. Dried cottonii of Maluku is in great demand because buyers have a relatively better quality than the dry cottonii from other areas, for example from South Sulawesi. Buyers, particularly exporters began looking for a dry cottonii from Maluku because of the larger physical size than dry cottonii from South Sulawesi.This final project aims to analyze the development of business model for Maluku Ventura. And for the next step is preparing business strategy using a diamond model. The methodology used is literature study and survey to collect data.After data is collected, the next step is to make the business model. Business model used in this final project is a model of Hamel. In this model, the business model is divided into four pillars: core strategy, value network, strategic resources and the interface with the target group. Core strategy of the company was started by defining the vision of Maluku Ventura, which to be the biggest and sustainable social company in Maluku to increase Maluku's people quality of life. The core business of this company is raw dried seaweed trading. While for the value network of Maluku Ventura is creating the group in the training season. This group consists of farmers and their families. Training will be held to improve their knowledge. Strategic resources for Maluku Ventura are funding the farmers by cooperation with local banks and also employees with high skills. While the last pillar of the business model is interface with the target group. In this pillar, China is the main target of the Maluku Ventura.After develop the business model, the next step is to formulate a business strategy by using a diamond model. Arena for Maluku Ventura is factories and processors in China. While the vehicles for Maluku Ventura is to do a vertical alliance. For staging and pacing, Maluku planning to do direct trading in 2012, build processors in 2014 and build end user factory in 2017. As differentiators, Maluku Ventura builds brands and do price competition. Economies of scale play an important role in the economic logic stage, through economies of scale, Maluku Ventura can reduce costs. Keywords: business model, business strategy diamond model
Sales Force Management Analysis: Sales Capability and ICT Development to Support PT. Holcim Indonesia Market Strategy Marnaek, Sopar Matoga; Ibarat, Iriawan Alex
The Indonesian Journal of Business Administration Vol 4, No 9 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract – Holcim Indonesia then setting up milestone to grab as much as profit from growing Indonesian market and strengthened its footprint to prepare upcoming fiercer competition as predicted by analyst. One of biggest initiatives Holcim roll out to support sales force management strategy execution is Sales Force Dot Com (SFDC) which is Internet and Communication Technology (ICT) interface for the sales force to obtain real-time data and processing those data into real-time information that can be accessed by designated stakeholders using computer unit or mobile application. To optimize this expensive technology, the sales force required to be developed into an effective sales force, not only able to gather the data and conduct sales but also read the data and do the analysis on issues based on information and take action using problem solving methods and techniques. The writing particularly address how Holcim Indonesia could cope the gap between strategy and the operational capability in commercial directorate to gain maximum impact to the financial and market performance. This project research conducted by identified organization capabilities in operating capability, management infrastructure and field assessment. The author analyze the result and identified existed gap based on employees’ perspective. From the data, author concluded and identified actual problem and compare the result to initial hypothesis. At the end author will provide a recommendation to improve rate of success of commercial strategy execution. The company can use this writing as a reference and use the findings as comparison of improvement analysis conduct by the management.  Keywords: sales force management, marketing and sales strategy, strategic execution, sales force dot com

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