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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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Marketing Strategy Planning for Mangga Keuken Production House Nataprawira, Achmad Baehaki; Saphiranti, Dona
The Indonesian Journal of Business Administration Vol 2, No 1 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Micro, Small and Medium Enterprises in many industrialized countries such as Japan and the United States of America proved to be a strong pillar in the national macro economy. The role or contribution of SMEs in economies is large enough, especially in providing employment. Bandung city has now been referred to as Indonesia's city of creative industry because of the creative ideas from his indie music, clothing distribution to the culinary industry. One of the creative industries rapidly growing is culinary industry. Culinary business is a business opportunity that will never die because people need food to live. Mangga Keuken is a brand that researchers have engaged in the culinary industry, as businesses started by necessity, a hobby and as a connoisseur of the culinary itself. Mangga Keuken stood at the end of 2012. In a mid a very dynamic culinary trend Mangga Keuken offers products with the concept that refers to the original taste. Departing from the idea of the concept, the product of Mangga Keuken specialized in: cookies, pastries and cakes.The objective of this study is to formulate Mangga Keuken’s marketing strategy to increase consumer’s trust in its product, as well as the methods and the right system reform in the face of competition in the market at present and in the future.The research method used in this research is descriptive analysis method with a case study approach conducted to describe the situation that occurred in the business world that moves at a culinary business with Mangga Keuken as its main object. Object under study is the situation of the business environment externally and internally used as a basis for analyzing marketing strategies to increase sales. Quantitative and qualitative approach done by surveys that requesting information from respondents selected as a sample to represent the entire population using a questionnaire with individual unit of analysis.The result of this study is the business solutions in accordance with the resources owned by the company at this time is to establish cooperation (Partnership) so as to have the distribution channels to market their products to a wider market and register the company and its products to the legal entity so that consumers and potential consumers have more faith in products of Mangga Keuken. To be known by the customers, Mangga Keuken should have a unique packaging and display at the store must be interesting for costumer, so they will be attracted to come to the booth and when the try the product, they’ll love the product and then buy it. To reach the outside customer, Mangga Keuken can use twitter, facebook, instagram or other social media. Key Words: Production House, Mangga Keuken, Marketing Strategy, Partnership
Trans-Sourcing Strategy For Service Project Deployment at PT. Indosat Mansur, Labib; Gadre, Milind
The Indonesian Journal of Business Administration Vol 1, No 7 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Nowadays, every cellular operator facing tough competition and already jump in on “price war” competitions. Every operator competes to offer very cheap pricing structure with a lot of feature and benefit to grab their customers. In other hand, the trend of network element equipment and service’s pricing are decreasing from the supplier that lead to lower investment cost. But the decreasing of investment cost which gained by cellular operator still can’t compensate the profit resulting from the decreasing of very cheap pricing of its products. These phenomena indicated clearly from their financial statement report especially on Revenue Growth and the ARPU (Average Revenue per User). In order to create new market and also to cater the existing customer growth, every year Indosat have to expand the network to broader its coverage and to enlarge its network capacity. One of the big contributions of the investment cost is the services cost. Every operator, include Indosat, continuously innovates to get an over of par value between the investment cost and the revenue. Therefore, one of the alternative solutions is coming from the optimization of the investment services cost.   Keywords: decreasing revenue, high investment cost, optimization investment services cost.
Optimizing Manage Mobile Application Projects With Limited Resources in P.T. XYZ Oktavianus, Oktavianus; Firman, Aries F
The Indonesian Journal of Business Administration Vol 1, No 4 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

XYZ Company was established in1999 and since 2003 focuses on mobile and internet technology. Their vision is to become a leading provider for mobile-service-platform and value-added service solutions and its mission is to helps brands, content providers, portals and media companies to enable themselves and their contents to be “mobile ready”. Their experiences combined with extensive R&D make them able to provide their clients a head start in their new media and mobile business initiatives. They are also cooperating with prominent vendor like EA and Disney as a reseller of mobile content for Indonesia market. Currently they have around 70 employees that divided into 3 divisions: Content Division (selling mobile content), Solution Division (help clients to find solutions using mobile technology) and R & D division (research against latest mobile technology). Mobile application industry growing very fast in line with high demand of smartphone, and now mobile applications also become one of company’s marketing tool. This condition can be maximized by XYZ Company through partnering with advertising agency that makes them flooded with many mobile application projects that makes them facing “good problem” related with limited mobile programmers. In other hands they are facing “real problem” in content division, the total revenue dropped significantly up to 65% due to government policy meanwhile company avoid to do lay-off and hope the revenue from this division will raise again. In normal situation, this good problem can be solved by in-house with hire new programmers (if the project related with company’s core competence) or outsourcing (if the project not too related with company’s core competence), but adding with dropped revenue from content division makes this problem become more complex. This final project purposes is to find out which one better in-house or outsourcing a project and whether any other alternatives that fit with XYZ Company’s current condition. In order to find the solutions, data collected through direct interview to related parties and accredited media such as newspaper and website. The results from data analysis show additional problems where between programmer quite difficult to share knowledge and also several programmers resigned and move to other companies due to high competition. Through project management, knowledge management and business strategy theory approach, this final project recommend that company has to do improvement in project management through establish project management office, and implement good knowledge management system to easier sharing knowledge between programmers. In addition of that, company also has to able to increase their programmers’ commitment by developing their skill with training and education to improve their competencies and find a way to make content division’s revenue rise again. This recommendation need to be supported and socialize well to all stake holders. Keywords: outsourcing, project management, project management office.
Proposed Strategy Formulation and The Implementation for PT. XYZ Jumar, Jumar; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 1, No 2 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Indonesian paint market is one of the fastest growing  markets in the world (CAGR 2009-2011 at 8.3 %) and the market still has huge potency to grow due to the paint consumption per capita (PCP) still low at 2.8 kg/person (world PCP at 6-7 kg/person). On the other side, paint companies currently faced pressure on profit margin due to the more strict competition and increase of the key raw materials price (eg. TiO2 and binder). PT.XYZ, a paint company, has established in Indonesia since 1983. By 2010, its sales just accounted for  2.2 % market share, and just use 48.3 % of its total production capacity. From the external and internal environmental analysis concluded that the main problems (weaknesses) faced by XYZ are the lack of advertising programs that cause low brand awareness of its products, and lack of high skills marketing human resources. The root cause of the problems is the absence of strategic management processes at PT. XYZ. The purpose of this research is to propose the strategy formulation and the implementation plan for PT. XYZ to improve its performance through strategic management processes. The corporate strategy generated from SWOT matrix is “concentration (horizontal) growth strategy”.  The alternative strategies to accomplish the growth strategy are generated through Ansoff matrix that include: market penetration, product development, market expansion to new geographical markets, and enter into industrial paint segment. The proposed business strategy is “differentiation” strategy via its distribution, products, and services. The functional strategy generated via TOWS matrix are categorized into marketing strategy, operation strategy, financial strategy, and human resources strategy. A Focused Group Discussion (FGD) was performed to evaluate, select, and make prioritizing of the selected strategies. The selected strategies and the priority are: market penetration strategy, product development strategy,  and market expansion to other geographical markets. The implementation of the selected strategies are through developing integrated programs and actions plan at each functional departments. The marketing programs are focused to increase its product brand awareness  and increase sales via advertising, sales promotion and more focus in project channels. The operation programs are increase actual production capacity and establish efficient operation. The human resources programs are to provide the HR needed to execute the selected strategies and establish good HR management practices  at SCI for the long-run program. Then, the financial program is raising external funds and manage funds efficient and effectively. Key words: strategic management, corporate strategy, business strategy, functional strategy, program and action plan
Business Strategy Formulation for Crunchy’s Fried Chicken at Bekasi Area Tri Moerdani, Laksmana; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 2, No 3 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

The growth of the franchise is growing in Indonesia. The existence of a flourishing franchise in recent years cannot be avoid anymore. Crunchy's Fried Chicken or be referred by CrFC is one of thousands of existing brands. With so many competitors in the market, the products are particularly common in the region causing CrFC to determine the right business strategy formulation to be well received by the market. This study will explore the formulation of business strategy CrFC using a business model. Product leadership and customer intimacy use in crafting the Business strategy formulation. Keywords: Crunchy's Fried Chicken, Business Strategy, Business Model Canvas, Customer Intimacy, Product Leadership
Stock Pricing Analysis of PT. LEN as Alternative Sources of Fund Through the Initial Public Offering (IPO) Attamimi, Fahmy Helmy; Koesrindartoto, Deddy P; Sumirat, Erman
The Indonesian Journal of Business Administration Vol 1, No 7 (2012)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT. LEN is one of state owned companies (BUMN) in Indonesia which is engaged in technology industries. As one of state owned companies (BUMN) which enroll in strategic industries, PT. LEN has a very important role in supporting the growth of Indonesia’s development, PT. LEN’s business performance has successfully led PT. LEN as a trillion company. In 2011, the life cycle of this company has been projected from phase stability to phase growth. Nevertheless, one issue has arisen when the growth of the company is hampered by funding issue, especially the lack of capital to run the projects. The growth of revenues become unbalanced with working capital, especially liquid working capital (cash). The objective of the company is to Go Public with huge amount of capital which can support the business activities and also to strengthen the capital structure and the liquidity of assets. The sales revenue from some of its stocks is used as an alternative source of fund apart from bank loans. The fund is used to expand the company’s activities, to build the facility of developing system, and also to build fabrication workshop. The total amount of fund needed is 590 billion. During the IPO process, there are several things to be concerned, internally and externally. From the company’s internal perspective, several things to be be concerned are company’s feasibility studies in doing IPO. From the external perspective will affect investors’ interest to the company. This thesis uses discounted cash flow as a method to calculate the valuation of the company. This method is used to value stock’s price and the amount of stocks issued by PT. LEN for IP process so the price will be interesting to the investors. Other than to fulfill the needs of source funding, IPO process  is also one of the program to privatize the state owned companies in Indonesia which is included in BUMN’s Masterplan 2010-2014. Keywords: BUMN (state owned companies), Need of Funds, Initially Public Offering, Discounted Cash Flow.
Corporate Strategy of PT Miga Orricom Indonesia Hidayat, Teddy Mulyadi; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 17 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT. Miga Orricom Indonesia is a supply company for electrical measurement devices and wireless products. After grow up in the last 10 years, the company’s achievement was declined. Based on change in PLN market in 2011, the opportunity exists is becoming a threat for the company. After the e-procurement, the company lost the market significant The total sales fell to the lowest level in the last five years and net profit margin declined from 9.3% to 3.5%. However, there are no strategic plans which can minimize the threat and enhancing the opportunity exist, yet. So, the fundamental issue nowadays is how the company minimizing the strategic gap exists in between what the company offers and the market needs. The business issue has been explored by Strategic Management Model.  As a result, strategic policy of the company to develop a product portfolio of services with YANTI brand in PLN DJBB has been implemented in first year. Dashboard monitoring program has been developed in accordance with the new corporate strategic planning.         Key Words : corporate strategy, differentiation focus, forward horizontal integration
Evaluation of Contact Center Academy for PT Infomedia Nusantara as a New Business Idea Purba, Dify Martua Togi; Rudito, Priyantono
The Indonesian Journal of Business Administration Vol 1, No 8 (2012)
Publisher : The Indonesian Journal of Business Administration

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Contact center is a very important service for companies to response and answers customer problem and questions, the example of contact center channel such as, telephone, short text messaging, website, chat, walk-in center, and other media which related to customers. Contact center is vital for companies, the problem occurs is the level of turnover in contact center industry is quite high, and the fulfillment of labor is very slow and difficult, as well as the communication skills of contact center workforce is not meet the standard, then led many companies derive bad image from the customers.To fulfilling contact center workforce that has a good ability to serve its customers as well as well trained on the ins and outs of contact center technology, contact center academy as institution is needed to enhance their knowledge and also the ability for workers in contact center.In this final project, the data collection method is done by distributing the questionnaires to labor in contact center industry and company that has a contact center, and based on the analysis of the issues raised in PT Infomedia Nusantara.From all the data that has been collected by the author, as well as actual problems occur, the solution given by the author is contact center academy as an institution to enhance the capabilities of the contact center workers as well as not only the to improve the services, but as a new business opportunity for PT Infomedia Nusantara, which currently has more than 12,000 agents and also a lot of companies who manage their own contact center.. Keywords: academy, contact center
Asseessment of Cost Efficiency of Hospitality Business Case of SYNN - A state-owner Business Unit Nawazir, Aysa; Nugroho, Anggoro Budi
The Indonesian Journal of Business Administration Vol 4, No 7 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract  – Financial reforms in government agencies demanding change from the traditional budgeting system towards performance-based budgeting. Financial reforms in the form of the Public Service Agency (PSA) is intended to provide public services such as the provision of goods and / or services which sold without profit orientation and run activities based on the principles of efficiency and productivity. SH University became PSA since 2008 and since then all the faculty and the business unit that lead by SH University follow BLU system. SYNN as a business unit is a facility built to support the development of the University of SH, this business unit provides services to internal and external parties of SH University in the form of provision of accommodation services and hall  rental services based on principles of productivity and efficiency. In running its business SYNN is very much governed by SH University in controlling the use and reporting of its fund. SYNN spend various expenses through several budgeting funds. Some of expenses are not detected thus the actual cost of running the business is not known, hence there is a tendency of overstated profit and difficulty in cost efficiency management. This alarming situation can lead to wrong judgement in making strategic decision. Another alarming financial condition is stagnant growth and tendency in declining sales revenue in the last eight years. Management team and operational staff have not maximized the potential growth proved by low room occupancy rate. By gaining expected potential grow can help contribute more in maximizing shareholders’ and stakeholders’ value.As one of its characteristic, PSA allows flexibility and autonomy in running its operation; flexibility in financial management, flexibility in asset management and goods/asset procurement. However, it is still difficult to apply by SYNN. As a business unit that is managed by the University, SYNN is still treated equally in doing business with faculty and lack of autonomy to do their business. So the operational team is difficult to move quickly in running the business.This study is expected to provide an overview to the management team, principle and operational team about the actual financial condition of SYNN so that improvements in areas related to  decline in productivity and efficiency can be done. Recommendations resulting from this study is expected to improve the performance of the financial sector in particular and increasing SYNN overall business growth in the future. The study also outlines recommendations for improvement and implementation plan.Keywords: Hospitality Business, Public Service Agency, Revenue, Improvement, Cost, Efficiency
Strategy Formulation and Action Plan Based On Customer Perception (Case Study: Gianni\'s Cafe) Nugraha, Nandi Wardhana; Toha, Mohamad
The Indonesian Journal of Business Administration Vol 4, No 3 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract.Gianni's Café is one of western food restaurant in Bandung that was established in 2007. In the midst of many competitors both direct and indirect competitors, Gianni's Café is required to survive and grow. This study aims to formulate effective and efficient business strategy in order to achieve the appropriate market target and formulate an action plan to improve important factors based on customer perceptions so as able to keep and attract customers.The framework uses a strategic triangle, which consists of customer-base, competitor-base, and corporate-base. They were analyzed by the support of quantitative data that taken by spreading questionnaires to 100 potential customers and 100 existing customers of Gianni's Café. The questionnaire contains 16 customer buying criteria that were obtained through interviews with several general respondents at the beginning of this research. The result of questionnaires was processed by dendrogram using word's procedure to determine the number of clusters of Gianni’s Cafes’ customer. Then the process of cluster analysis was conducted based on the level of income. On the customer-base, it was obtained 4 clusters of customers who visit the restaurant based on income. On the company-base, it was known the strengths of Gianni's Café performance compared to competitors based on 16 customer buying criteria within the four clusters. On the competitor-base, it is known the strengths of competitor performance compared to Gianni's Cafe based on 16 customer buying criteria within the four clusters. Based on those three considerations, the appropriate market target and business formulations were then chosen.From result of the study, it was obtained that the appropriate market target for Gianni's Café is a segment of customers that has an income per month over 10 million rupiahs. To target these segments, there are six key factors that should be improved and adjusted by Gianni's Café. These six key factors become the value proposition for Gianni's Café and are derived to be key activities to maintain and attract new customers. Lastly, it can be compared the existing business model canvas to the ideal business model canvas which is to be implemented by Gianni's Café.Key word: Strategic Triangle, Customer-Base, Competitor-Base, Corporate-Base, Restaurant Business, Business Model Canvas

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