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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
Arjuna Subject : -
Articles 1,144 Documents
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Proposal of an Operations Strategy Formulation in PT ABC Djunaedi, Arie Rachmadi; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 11 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

ABC is a heavy-duty equipment and support equipment assembler, provides chrome plating and engineering solution. Problems in the development of the company is how to increase the production in each production line. Constraints incurred in the company due to non optimal operation performance system. This is an obstacle for the company to expand its business. That problem causes difficulties for the company in determining the long-term strategic plan. Evolving business issues will be discussed through strategic audit that is expected could achieve strategic fit. The discussion includes the current situation of the company, corporate governance, external environment, internal environment, and strategic analysis. Constraints on the performance of the operation will be solved by formulating operations strategy. Ability to carry out operations management requires performance measurement. Measurement in meeting customer needs includes productivity, efficiency, effectiveness, and health and safety workplace. Measurement is fundamental to know the capabilities. Thus the company will know the capacity and productivity of the plant. The ability to recognize this capacity will be a fundamental consideration of the company in making a  development strategy decision to achieve long-term targets. Changes will occur in the basic  performance records, knowledge of the exact production capacity, also in opportunities to make working methods improvement and an appropriate investment. By knowing the production capacity accurately, the coordination of each division in achieving target will be synergic. Holistic measurement of corporate performance can be started by this basic measurement. Key Words: operation strategy, capacity, productivity, measurement
Proposed Business Strategy And Its Implementation For Moslem Fashion Wear Ragazza Pratama, Riski; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 3, No 7 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract—Ragazza is a local brand in Indonesia, which serves customers with the products of Muslim women's clothing that is unique and also stylish. Along with the development of Muslim clothing industry as well as technology, the demand and revenue also increased for Ragazza. However, from the results of the analysis show that the performance of Ragazza not so good. Without a good strategy formulation causes Ragazza has unstable income and can’t meet the demand well. Strategy formulation process is done with the external and internal environment analysis to identify existing opportunities and threats that will be faced by Ragazza, as well as the strengths and weaknesses possessed by Ragazza that called SWOT analysis. Porter's Generic Competitive Strategy also performed to determine the focus of the strategy to be used. Blue Ocean Strategy is used to help Ragazza build an innovation strategy in this intense competition to make the competition irrelevant. Strategy Diamond helps in determining the strategy and the steps that necessary to compete in the market. Overall, this Muslim clothing market is an attractive market and has a promising growth in the future. Ragazza must take some appropriate action adapted to its capabilities. This implementation is done to improve the performance of Ragazza in order to capture the market and greater profits as well as improving the company's competitive position.Keywords: Muslim Clothing, Business Strategy, Blue Ocean Strategy, Strategy Diamond
Business Analysis of Antimony Between PT Timah-Mitsubishi-Yamanaka Purwoko, Purwoko; Wiryono, Sudarso Kaderi
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT Timah (Persero) Tbk is the State Owned Enterprises that do tin mining business integrated starting from exploration, mining, smelting and marketing. The company set a target revenue growth of at least 15% per year by the company's business development strategy year (Albar, Alwin, personal interview, 10/9/2012). Inorganic Chemical Unit is a business unit of Mitsubishi Corporation that provides services and products, ethanol, methanol, ammonia, sulfuric acid, fertilizers, mining products and other.  Yamanaka & Co Ltd has a copper smelting business, metallic materials, electronic materials, chemical industry, and experienced more than 20 years to produce antimony trioxide.  Since the 2009 China as the supplier of the world's largest antimony metal (82%) regulate antimoni industry in the country, one of which implements the antimony metal export quota and prevent illegal mining or smuggling activities. This brings Chinese policies impact antimony metal supply deficit in global market and lead to a price increase from USD 5,500/ton in 2007 reached peak USD 17,200/ton in 2011 and USD 13,400/ton in June 2012. According to projections made by Mitsubishi Corporation, world consumption antimony in 2016 for 241,650 tonnes with supply of 206,460 tons so that there will be a supply shortage 35,190 tons. Antimony smelting plant requires a total project cost of $ 16,851,655 and financial analysis of the business of appealing to run because of the calculation of the financial projections all provide good indicators, namely: IRR 110.02%, NPV of USD 30,641,727; ROI 55.8%; PBP 1.1 years and PI 7.5. This situation is captured as a business opportunity by PT Timah (Persero) Tbk, Mitsubishi Corporation and Yamanaka Co Ltd is planning to form a strategic alliance Joint Venture Company (JV Co) with antimony smelting plant established in Indonesia with a capacity of 5,000 tons / year. The sales target for the Japanese market as much as 3,000 tons / year, South Korea targeted 1,000 tons / year and the rest for the Indian market, Thailand, Hong Kong, Europe and the Americas allocated a maximum of 1,000 tons / year. Keywords : antimony business, strategic alliance, business analysis of antimony, antimony metal, antimony smelting project.
Evaluation of Appropriate Dividend Payout Ratio at PT. Telekomunikasi Indonesia, Tbk. Sulistyo, Annisa Rahma Nur; Sumirat, Erman
The Indonesian Journal of Business Administration Vol 4, No 2 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract.PT. Telekomunikasi as one of state-owned enterprise and telecommunications service provider company in Indonesia has been privatized since 1995. As a privatized company, PT. Telekomunikasi Indonesia distributes dividends to shareholders, both the government and the public shareholders. All this time, PT. Telekomunikasi Indonesia paid dividend as the rest of net profit after allocated for the investment. Along with the increasing net profit every year, it also generated higher dividend payout ratio in 2004-2013. Beside the increasing net profit, government as the major shareholders wanted high dividend from PT. Telekomunikasi Indonesia to fulfill the Indonesian Budget. The purpose of this final project is to know how much the appropriate dividend payout ratio of PT. Telekomunikasi Indonesia with analyze what are the determinants. In order to know what are the the determinants of dividend payout ratio, by using multiple linier regression, the result is that return on equity, size, free cash flow from equity, debt to equity ratio, growth, and risk effect high dividend payout ratio. Every company has different capacity to pay dividend based on what stage the company is. To know company stage, there are three factors to analyze, external fund, internal fund, and capacity to pay dividend. PT. Telekomunikasi Indonesia has increasing dividend payout ratio from 2004-2013 and use more internal fund (equity) than external fund (debt). Thus PT. Telekomunikasi Indonesia is in mature growth company. The next research is analyze appropriate dividend payout ratio PT. Telekomunikasi that compare to the competitors and worldwide telecommunication service provider companies. Using data dividend payout ratio from 2004-2013, dividend payout ratio trend for telecommunication industry is between 50% - 69% because of there are some investment opportunities in the future. With the appropriate dividend payout ratio, PT. Telekomunikasi Indonesia has to maintain the investment opportunities to make the company sustainable.Keywords: Dividend payout ratio; PT. Telekomunikasi Indonesia, Tbk.
Weighting Model of Internal Rating System to Control Non-Performing Loan at. PT. XYZ (Persero) Tbk Aripradipta, Nieken Sukma; Wiryono, Sudarso Kaderi
The Indonesian Journal of Business Administration Vol 1, No 7 (2012)
Publisher : The Indonesian Journal of Business Administration

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The  effectiveness  and  the  efficiency  of  controlling and managing  credit is become the most important things that need to be considered  in bank, due to the function  of bank as an  intermediation   in  collecting  and  disbursement   of  people money and credit become the largest source of income for the corresponding   bank.  PT.  XYZ  (persero)  Tbk  is  the  fourth largest  bank  in  Indonesia.  As  one  financial  institution   that plays an important  role in the economical  sector of Indonesia, XYZ has to maintain the stability of their performance. In maintaining   the   stability   of   their   performance,   PT.   XYZ (Persero)  Tbk  is  completed   with  a  tools  called  as  Internal Rating System (IRS) that could help them in analyzing the feasibility   of  the  potential   debtor   for  the  credit  approval. However,  as the  economy  fluctuation  in Indonesia,  PT.  XYZ (Persero)  Tbk  faces  a problem  related  with  the increment  of the NPL (Non-Performing  Loan). It is due to the errors of the company  in  determining  the  weighted  value  in  IRS.  Where they were giving the same weighting value for a different economical sectors, in fact each economical sector are having a different  risk and characteristics.  This research  would  give a proposed solution for PT. XYZ (Persero) Tbk as alternative solution  that  is new  weighting  model  for  IRS  by considering the characteristics  and risks for each economical sector. Where the  implementation   of  this  new  weighting   model  hopefully could  help  PT.  XYZ  (Persero)  Tbk  in  controlling  their  NPL ratios. Key Words:  Risk Management,  Internal  Rating  System,  IRS, weighting model, banking, credit.  
Strategy Formulation and Implementation for PT.Multigarmen Jaya Yoanita, Martha; Wandebori, Harimukti
The Indonesian Journal of Business Administration Vol 2, No 13 (2013)
Publisher : The Indonesian Journal of Business Administration

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- The objective of this  final project is to formulate and proposed the strategy for  PT.Multigarmen Jaya (PT.MGJ) to faced the tight competition in garment industries. The analysis begins from environmental analysis that consist of external and internal analysis. For external analysis used PEST, Porter five forces, and competitor analysis, and for internal analysis used value chain analysis and resources analysis. From that analysis, there are several problems discovered, such as competitor threats from within and outside the country, delays in raw material delivery, and errors often occur in delivery. There are three kinds of strategy proposed to PT.MGJ. Based on corporate strategy analysis, PT.MGJ is classified into growth strategy alternative, and for that matter, vertical integration strategy was selected to create an enhancement in delay on raw material. Business strategy on PT.MGJ is integration cost leadership/ differentiation, where the goal from this strategy is to efficiently produce products with some differentiated features. And the last is functional strategy which is result from TOWS matrix. Besides, there are implementation plan for each strategies. The implementation strategy is divided into some activities in proposed value chain, which consists of inbound logistics, operations, outbound logistics, marketing and sales, as well as supporting activities. There was also a proposal to establish cooperation with suppliers of raw materials fabric with strategic alliance. Keywords: garment industry, PEST, Porter five forces, value chain analysis, integration cost leadership/ differentiation, strategic alliance, TOWS matrix
Estimating Brand Switch Among Telkomsel, Indosat, and XL Customers in Twitter Data by Using Text Mining Method Moniaga, Steven; Iskandar, Budi Permadi
The Indonesian Journal of Business Administration Vol 3, No 10 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Telecommunication industry needs to retain its customers because the cost for recruit new customer is higher than to retain customers. Therefore, telecommunication industry needs to estimate its customer churn.Indonesian telecommunication industry is characterized by the dominance of prepaid market and estimating customer churn in prepaid market is more difficult because the limited customer data. On the other hand, Indonesian people tend to express their opinion through social media such as Twitter. Because of that, Twitter can be a tool to gather customer information.However, the data gathered from Twitter is text data which is difficult to be processed by the computer. Text mining method is used to extract information from text data. Text mining is analysis of text which is done by the help of computer.With text mining methods, of the many complaints from consumers can count the number of customers who switch brands. This proves that the method of text mining can be used as a new method to get information from text data contained in social media. This research will try to apply a text mining method for estimating the customer loss among Telkomsel, XL, and Indosat.
Project Management Maturity Analysis as A Framework to Move Forward to Best Practices The Case of Group Project Management at PT. XYZ Wahyuni, Henny; 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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In this globalization era,  good capability in project management is necessary for every telecommunication service provider  to  win the competition.  PT. XYZ is trying to improve it’s way in project management to be able to compete and be the number 1 Telecommunication service provider  in Indonesia and to do that the Top Management is focusing in Asset Management. The questions in this research are : How do the improvement taken right  now align with Group PPM’s Strategic Plan ? and What are the impact from current group PPM’s  positions to its strategic plan? This research is based on Quantitative  approach  using OPM3 to calculate degree of maturity, and Qualitative approach  to find the root cause in asset management. From calculation and data analysis, Group PM’s actions is align with its strategic plan but its strategic plan is partially achieved because the implementation is not running as expected and there are root cause that has not been answered yet. The impact is, its strategic plan not running as expected and there is a delay possibility. This research recommends: Recommendation / solution from Root Cause Analysis, First priority and second priority from the OPM3 framework, Recommendation to complete Best Practices, and Time Frame to accomplish all Best Practices. Keywords: Root Cause, Project Management, OPM3 (Organizational Project Management Maturity Model)
Change Management Strategy in DPKAD Banten Rizkiah, Tania Nur; Bangun, Yuni Ros
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

In July 2012, Regional Regulation of Banten Province Number 3 Year 2012 about The Establishment of The Provincial Department of Banten was enacted. The regulation mandated changes in Organizational Structure and Work Procedures (SOTK) in Department of Finance and Regional Asset Management (DPKAD) of Banten Province, the function of asset management was diverted and DPKAD was turned into Department of Revenue and Finance (DPPKD) of Banten Province. Changes in SOTK were aimed to make a better department’s performance. In transition period to desired condition, there will be a decline in productivity. To minimize the size and the period of declined productivity, the right change management strategy is needed. This study aims to formulate a change management strategy in DPKAD of Banten Province. Data was collected through the distribution of questionnaires to 112 respondents and conducted interviews with 5 of Chief in DPKAD. From the collected data, it was discovered that 4 major restraining forces in DPKAD are fear of losing incentives, problems in system’s synchronization, skepticism, and change the way employees work. 4 major driving forces are mandated in Regional Regulation, job simplification, desire to obtain WTP and develop job performance. In formulating change management strategy, this research used ADKAR model approach, communication strategy, and designing reward system through KPI as performance assessment which is expected to motivate employee to improve their performance.  Keywords :  Change management strategy, Awareness, Desire, Knowledge, Ability, Reinforcement (ADKAR), Key Performance Indicators (KPI)
Proposed Business Strategy for "Tedja Catering" Maintaining Competitive Advantage Putri, Santhya Ramadhani; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 3, No 7 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract- Tedja catering is the catering services that has been established since 1996. This business started from a hobby and economic pressures, Ms. Ginawati and her husband try hard for his life and the lives of their children. The business issues is Tedja catering have to increase their pprofit and maximize the production capacity everyday Tedja catering customers are office buildings and factories. Growth in factory, office buildings and number of workers has increase every years.  This make Tedja catering  thought to the increasing customers each year. The method used by observation and interviews to the company. To analyze the internal factors using the business model canvas and value chain analysis, for the external factors using PEST, Porter's five force and competitor analysis then data will be calculated and analyzed by using IFAS and EFAS matrix, and IE matriks. The strategy are market penetration and product development after analyze with IE matrix. To know which of both strategy would be appropriate by using the calculation QSPM. The results of this research are recommending the business strategy with market penetration, the author give an action plan for the next 5 years to make Tedja catering more grow up and better than the other competitor. Keywords: business strategy, catering business, business model canvas

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