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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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Strategy development in order to growth for càftan muslim fashion wear Jawwas, Chaulla; Rudy Sirait, Socrates
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - In today’s global competitive marketplace, style for the modern Muslim woman is evolving. Being a country with the largest Muslim population in the world, Indonesian creative industries in Muslim fashion is quite strong and continues to grow rapidly. Additionally, it was challenging to stay in fashion industry if the player doesn’t have any differentiation. CÀFTAN is a form of creativity from Indonesian young people in Muslim fashion wear, which serves customers with the products of women cloths that is unique and fashionable. Along with the development of Muslim fashion wear as well as technology, the demand and revenue also increased for CÀFTAN. However, without a good strategy formulation causes unstable income and can’t achieve the target demand. Follow with the fast-changing environment, many competitors are increasing with different strategy. To improve the performance and be sustainable in the business, CÀFTAN needs to build an appropriate strategy. Strategy formulation process is done by analyzing the external and internal factors that are affected the business. The both factors were formed by data from observation, interviews and questionnaires. CÀFTAN is using Porter’s generic strategy as a frame work to outline the three major strategic options to achieve a sustainable competitive advantage. The strategic differentiation is to determine the tactic differentiation by using 7p marketing mix as a frame work to achieve its competitive advantages and value for the customers. In sales promotion, the strategy is used to determine the marketing strategic for CÀFTAN. Business model canvas used to determine the strategic implementation that was suitable for the company. The author recommends CÀFTAN to use focus differentiation strategy in product and service with product development, improving system operations, creating marketing campaign and cost efficiency to improve its Muslim fashion business in order to capture the market and greater profits as well as improving the company’s competitive position.  Keywords: Muslim Fashion Wear, CÀFTAN, Business Strategy, Strategic Differentiation, Business Model Canvas.
Proposed Marketing Communication Strategy for Fashion Start Up Company (Case Study: LEAMA) Rifan Maulana, Zulfikar; Rustiadi, Sonny
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract . Leama (stylized as LÉAMA) is a start-up fashion company based in Bandung. As a new company, Leama still face several problems in all divisions of the company. In marketing area, brand awareness of Leama is still considered low. This research is aiming to propose marketing communication strategy for Leama in order to increase their brand awareness. First thing to do to address the problem is doing an internal analysis. Research use STP (segmenting, targeting, positioning) and marketing mix (product, price, promotion, place) as tools in internal analysis. In general, Leama segmenting and targeting their market as people who lives in big cities and love to spend leisure time outside their house with positioning statement “Leisure Companion”. Leama sells leather slippers as their first article, the prices are from IDR 462.000 – 470.000, spreading press release to two online magazine as promotion activities, and only use Instagram as social media and distribution channel. After doing the internal analysis, Leama need to do an external analysis, which consist of Porter 5 Forces analysis, competitor analysis, and benchmark analysis. Porter 5 Forces found that Leama are in high competitiveness level. Competitor and benchmark analysis found that Leama compete with three local competitor who sells product with same theme with Leama. The last is that Leama need to know root cause of the problem using ishikawa/fishbone diagram, with these tools Leama found that never doing sales promotion program and limited ads activities are two main problems.  To fix these problems, Leama use marketing communication (MC) tools with IMC (Integrated Marketing Communication) approach. Marketing communication tools proposed to Leama are advertising, personal selling, public relation, sales promotion, sponsorship, and trade show.  Each of these MC tools cannot be stand alone, they are need to integrate with each other in order to gain maximum impact with minimum cost and to make the messages easier to reach the target. The integration between each of MC tools generates several action program that will be held in 2017 which are new year promo, valentine promo, Leama X Fashion Influencer, Trademark Market Event, new article released, Ramadhan promo, independence day promo, Brightspot Market Event, and Leisure Trip Sponsor. Leama future research should be about vendor selection and distribution channel selection.  Keywords: Marketing Communication Strategy, Fashion, Brand
Modeling of capital budget for the estabilishment of new food and beverage logistic company: case study in jabodetabek area (2019 - 2028) Kanyaka Ananggadipa, Vanya; M. Daryanto, Wiwiek
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract – Indonesia is the third most populous country in Asia with estimated population of 266 million people in 2018. It becomes the largest market for the food service industry in the ASEAN. Here, the trend of eating out in such restaurants has become part of social activities. The research revealed that 11% of Indonesians eat out in restaurant at least once a day. The growth outlook for food franchises in Indonesia also look good accordingly. However, one of the key to success for the food company is their logistic operations, which is no easy task in the Indonesian environment as an archipelago. Driven by those situation, PT ABC as a leader in Indonesia food industry have decided to establish an independent logistic company named PT DEF. Therefore, the purpose of this study is to assess the economic aspect of the new logistic company to independently operate based on financial terms using capital budgeting model for 10 years’ period in Jabodetabek. The study starts to define the capital structure and Weighted Average Cost of Capital, and Capital Budgeting indicators. The findings show that the capital budgeting indicators is better with 50:50 composition of debt and equity which results the IRR at 68.02% where greater than WACC at 11.13%. The investment generates the NPV of IDR 19.401.050.397, the PI at 8.0, and the payback period is within 3.5 years. This investment also expected to get 17.92% ROI at the first year. So financially the company is considered feasible to be established. The author believe that the findings will be beneficial for the management to come up the best solution for their financing proportion and generate more profit. Keywords: capital budgeting model, capital structure, food logistic industry, financial feasibility study 
Analysis of the startegy acquisition of axis telekom indonesia by xl axiata - lessons for future acquisition strategy in indonesia telecom sector Karima, Intan; Bobby Titus, Amol
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract – To developed telecommunication industry, Indonesian government initiative to consolidate the industry for efficiency. The government is targeting that by 2019, just four telecommunication operators will be in operation. The future consolidation in the industry could involve mergers, acquisitions or expulsion from the industry. It is hoped that consolidation of the industry will enhance service quality and allow more competitive prices for consumers. In March 19, 2014, XL announced that the company has officially acquired PT Axis Telekom Indonesia (AXIS) with transaction value of US $865 million. As in the plan, XL set the main target of merger and acquisition was to get an additional 1800 MHz spectrum, where the spectrum is needed by XL to improve service quality and expand the company's network coverage. Although the acquisition process was successful, XL failed to meet its expectation when acquiring AXIS. There are three explanations that is most attributed: 1) Overpaying, 2) Overestimating synergies, and 3) Incomplete integration. As the lessons for future acquisition strategy in Indonesia telecom sector, the Author recommends to control cost strictly during implementation period in order to meet projected targets and not too much of debt as interest servicing will consume cash flow.Keywords: merger & acquisition, spectrum, telecommunication industry.
Risk management model in sharia pawnbroking business solusi emas syariah pt bank danamon tbk. Ardiansyah, Dhany; R. Jayaprawira, Acep
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - In the Indonesian banking business, pawnbroking is one of the most prospecting financing business that  has not been touched by conventional bank, and it is only sharia banking that may run this pawnbroking business. Under sharia principle, the agreement / akad has been ruled by National Sharia Council (Dewan Syariah Nasional) where the basis of transaction is through Akad Rahn & Qardh, however, accepted pawn collateral is limited to gold only. For period 2010 to 2014, majority of sharia banks have run pawnbroking business, such as Bank Syariah Mandiri, BRI Syariah, BNI Syariah, BTPN Syariah, BJB Syariah, CIMB Niaga Syariah, dan Danamon Syariah. Nevertheless, risk management of pawnbroking business is not easy, where the potential risks always happen and occur, not only those small amount of risks with high frequencies, but also low frequency with significant financial impact, or even high amount of potential risks with high frequencies. With respect to the complexity of risk management and the slow business performance and achievement, majority of the above sharia banks’ managements have decided to stop the product and no more selling to its customers. The “stop-pawn product” decision had happened during 2013-2014. Bank Danamon Syariah’s management has decided to totally stop selling pawn product as per 15 April 2015. This research is solely purposed for exploration and management of the risks spread out in the pawnbroking process flow, and those are analyzed based on Basel 2 Accord and Peraturan Bank Indonesia related to risk management, and creating the most effective and efficient risk management model for pawnbroking. The choice of Bank Danamon Syariah as the research base because of this bank is the only sharia bank window who has opened 150 branches whose services are uniqely focused on sharia pawnbroking, and operated since 2010 until 15 April 2015.  Keywords: sharia 7 key pawnbroking process, risk management model, risk identification, risk level, risk mapping, risk mitigation.  
Dynamic Balanced Scorecard Approch for Government Organization Strategy Development : A Case Study of Education and Training Unit for Underground Mining (ETUUM) Agung Prasojo, Hendris; Sunitiyoso, Yos
The Indonesian Journal of Business Administration Vol 6, No 2 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Purpose- the purpose of this research is to analyze the development of Balanced Scorecard by strategy map that has been done in the Education and Training Unit for Underground Mining (ETUUM) using a system dynamic. Design/methodology - the use of system dynamic to develop the conceptual model from the balanced scorecard perspective which requires a variety of information that collected through observation, interview and document collection and secondary information. The conceptual model is intended to describe the condition of the organization as a virtual world that can provide a clearer picture of how the complexity of the organization. The conceptual model is also used as a tool to test the performance and strategies for the future. That it is important to note is that the model is the actual condition of the organization in the real world and focus on key variables even though some assumptions. In this study using four scenarios.Finding- to get sustainable business and the competitive advantages ETUUM strategy must include development in the learning and growth perspective (organization competency), the internal business process (NSPC and training program), as well as the customer perspective).Limitations– The research was done only in ETUUM organization and based on the hypothesis of literature and cases in ETUUM. The research can be spread more by analyze a whole of ETUUM Balanced Scorecard.Implications - research models can be developed further more to analyze the causal relationship between various indicators in the non-profit organization. With understand the causal relationship, the organization strategy more easy to decide, and the research can be developed in other government organizations, and comprehensively conducted from various Balanced Scorecard perspectives.Originality - this research is only a small part of the implementation of the Balanced Scorecard research, especially with system dynamic for government agencies are engaged training business in Indonesia. Keywords: Balanced Scorecard, dynamic system, organization strategy, cause and effect. Abstract. Purpose- the purpose of this research is to analyze the development of Balanced Scorecard by strategy map that has been done in the Education and Training Unit for Underground Mining (ETUUM) using a system dynamic. Design/methodology - the use of system dynamic to develop the conceptual model from the balanced scorecard perspective which requires a variety of information that collected through observation, interview and document collection and secondary information. The conceptual model is intended to describe the condition of the organization as a virtual world that can provide a clearer picture of how the complexity of the organization. The conceptual model is also used as a tool to test the performance and strategies for the future. That it is important to note is that the model is the actual condition of the organization in the real world and focus on key variables even though some assumptions. In this study using four scenarios.Finding- to get sustainable business and the competitive advantages ETUUM strategy must include development in the learning and growth perspective (organization competency), the internal business process (NSPC and training program), as well as the customer perspective).Limitations– The research was done only in ETUUM organization and based on the hypothesis of literature and cases in ETUUM. The research can be spread more by analyze a whole of ETUUM Balanced Scorecard.Implications - research models can be developed further more to analyze the causal relationship between various indicators in the non-profit organization. With understand the causal relationship, the organization strategy more easy to decide, and the research can be developed in other government organizations, and comprehensively conducted from various Balanced Scorecard perspectives.Originality - this research is only a small part of the implementation of the Balanced Scorecard research, especially with system dynamic for government agencies are engaged training business in Indonesia. Keywords: Balanced Scorecard, dynamic system, organization strategy, cause and effect.
Proposed Marketing Strategy For PR FM To Increase National Advertising Sales Hilman, Tamadara; Purwanegara, Mustika Sufiati
The Indonesian Journal of Business Administration Vol 4, No 1 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Mass media has its function to fulfill people's needs for information and news. One of the well-developed mass media in Indonesia is radio. See the business development in radio industry, PT Mustika Parahyangan established a news radio with citizen journalism based-concept named PR FM. Since it was established in 2009, PR FM showed positive revenue progress. Revenue is derived from advertising sales, which divided into two categories, national and local advertising. One problem faced by PR FM is lack of national advertising sales. In 2013, national advertising only contributed for 2% of total revenue, while national advertising provides greater profits for the company than local advertising. This study is conducted in order to find the right marketing strategy to increase national advertising sales. To determine the root causes that lead to business issues, it needs more focused analysis of both external and internal situation. This study uses PEST, Porter's 5 Forces and competitor analysis to determine the external conditions that may affect the performance of business in the radio industry. While the internal conditions examined by using analysis of revenue stream to determine differentiated revenue, customer analysis and marketing mix analysis. This research used interview, observation (ethnographic), study documentation and internet study to collecting the data.The analysis resulted that PR FM too focused in increasing the number and loyalty of listeners. While the lack of national advertisers may due to the lack of segmentation, targeting and positioning which are focused to advertisers. PR FM does not approach the advertisers as part of consumers who provide direct financial benefits.In addressing these issues, this study aims to provide business solutions for PR FM. Business solutions consist of STP and 7P Marketing Mix proposals which focused on human resources and promotion performances. There is also implementation plan for PR FM to implement the proposed business solution that consists of marketing mix implementation plan, budgeting plan and timeline activities implementation plan.Keywords: mass media, radio industry, national advertising, PR FM, marketing strategy, STP, marketing mix.
Proposed Marketing Strategy for Sharks Junior Martin, Evan; Desiana, Krisnati
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Fashion is one of the basic important necessities in our daily life. Nowadays children fashion form an important segment in the fashion retail industry and keep growing over the years. Sharks Junior was established in the middle of 2014 to answer the demand in the market for quality, affordable, street wear for kids, especially boys, aged 6-15 years old. Parents plays an important role in making decision for kids fashion because kids do not  have the information and the purchasing power to purchase their own clothes. To attract these parents and boost sales, companies incorporate attractive promotions into their marketing strategies by using "High-Low" strategy. They will in the beginning, raise the original price of the products and offer high promotions in the same time, such as 50% discounts, discount up to 70% and Buy One Get One. Based on the condition above, author try to formulate the most suitable and effective marketing tools to build customer loyalty to Sharks Junior and increase sales without using "High-Low" strategy. Author conducted some surveys to collect objective data from consumers. The questionnaires were spread to parents in the department store and via online in attempt to get consumers perspectives about the brand, market, and products. Keywords: Sharks Junior, fashion, kids, sales, strategy, marketing
Business Strategy Development for HAWS Home Accessories Nur Prasetyo, Fajri; Dung DO, Anh
The Indonesian Journal of Business Administration Vol 6, No 3 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract. EBS is Indonesian e-reader application to find and read the replica of magazines, books and newspaper in digital format. EBS is one of FACT products that was founded in 2010. FACT is an Indonesian emerging apps company that is bridging content providers with its latest mobile technologies with great UI/UX design and data-driven to build an extensive service for our clients, either individual or enterprise. EBS e-book reader is the solution to overcome issue of declining reading interest in Indonesia which the factor is coming from nation’s cultural vitality where is having lower practice of literate behavior.  By analyzing the situation from external factor which is quite high competition within e-publishing, government support to drive digital economy, and higher funding from investor to growing digital startup, as well as internal factor which has suppliers from local and foreign publishers, having assets of cloud storage, also providing various payment method strengthened five elements to meet business strategy for increasing penetration in potential market among Z generation: targeted area where most university are located, maximizing internal development, developing adaptability and customization features, build three stages of deployment: utilizing KOL, social media and acquiring new market in high school, also set lowest cost through scale of advantages.  The business strategy is certainly supported by research methodology based on quantitative analysis in which the information is collected from two sources data: primary data by interviewing with management team from executive through managerial level and questionnaire that is addressed to 47 respondents from e-book reader customers and public, also secondary data which the data is obtained from the reference book, journal and publications. This research has the aim to identify profiling of current consumers involves living in area with higher mobilization, time behavior where they used to read at least two hours in a day, typical of book that they frequently read, most application used through what channels that they search for.  Keywords: E-book reader, Digital Economy, Z Generation, Business Strategy, Quantitative Analysis
Flight routes performance improvement for garuda indonesia using balanced scorecard Ariobimo, Adhityo; Hanafi, Muhammad
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Garuda Indonesia is the national flag carrier of Indonesia. The airline operates flights to over 14 countries and 133 destinations worldwide. As a service company, Garuda Indonesia is focusing its main business on air transport that provides full service. In 2017, Garuda Indonesia had experienced a loss of US$ 155 million. It has also found out that there were five routes from Jakarta in 2017 that are underperformed with market share below 20 percent, which are also didn’t make profit because the total costs from those specific routes are higher than the revenues that are generated. There are two problems that is addressed in this study. First is the cause of the five routes to have a low market share. Second is the operation strategy to improve the performance of Garuda Indonesia. This research is utilizing qualitative methodology with conducting in-depth interview with four interviewees from corporate planning and business performance unit. Furthermore, secondary data were also gathered from the company’s internal data. This research then analyzed to examine the root cause of the problem, thus formulating the strategies for the root causes. In formulating the strategies, balanced scorecard framework is used to translate the strategies into KPI and strategic initiatives. Balanced scorecard framework is used to help the research as this method offers many advantages including to translate the abstract goals into action items that can be monitored. It also provides objective measure of the current situation and can help the company in improving the condition of the company. Overall, BSC determines the knowledge, skill and systems that employees will need to innovate and build the right strategic capabilities that deliver specific value to the market. In the end, it will lead to higher shareholder value. It is found out that there are 4 root causes that proves significant in causing the routes to have low market share. Based on the 4 root causes, 8 strategies are formulized with Balanced Scorecard framework which then formed 13 KPIs and 21 strategic initiatives for Corporate Planning division.Keyword: Aviation, Airline, Performance Measurement, Performance Management System, Balanced Scorecard, KPI

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