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Journal of Consumer Study and Applied Marketing
Published by Integrasi Sains Media
ISSN : 29881404     EISSN : 29881404     DOI : 10.58229/jcsam
Core Subject : Social,
Social Sciences
Journal of Consumer Study and Applied Marketing (JCSAM) is an academic journal in the field of business published by Integrasi Sains Media, Indonesia. This journal intends to foster and stimulate the exchange of scholarly thought on applied business research issues among professionals and academics worldwide. JCSAM welcomes articles in consumer studies, marketing, and business; both applied and theoretical. Theoretpapersicles must link theory and essential and exciting business applications. The JCSAM is published annually in January, May, and September. It only accepts and reviews manuscripts that have not been published previously (in any language) and are not being reviewed for possible publication in other journals. This journal is an open-access journal that can be of essential reading for academic researchers and business professionals. Articles may include but are not limited to consumer behavior, social media marketing, marketing strategies, supply-chain management, pricing policy, tourism management, and small-medium business.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Pemasaran
Articles 44 Documents
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Circular Economy Business Model for Sustainable Practices in The Smart Tourism Village Rafdinal, Wahyu; Kusdibyo, Lusianus; Budhi Septyadi, Chandra; Dwi Wiryawan, I Gusti Ngurah
Journal of Consumer Studies and Applied Marketing Vol. 3 No. 1 (2025)
Publisher : Integrasi Sains Media

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58229/jcsam.v3i1.313

Abstract

This study aims to develop a Circular Economy Business Model (CEBM) based on smart tourism for tourist villages that can be effectively applied in the context of sustainable village tourism. The study adopts a qualitative and exploratory approach, focusing on a single case study of a popular tourist village in Indonesia, recognized in the Best Tourism Village list by UNWTO. Data collection involved a combination of systematic review and interviews. The findings demonstrate that implementing a circular economy business model utilizing smart technology can enhance the competitiveness of tourist villages and drive a sustainable and smart value-creation process. Practically, this study provides insights for managers and administrators of tourist villages in implementing a smart tourism-based business model in managing tourist villages. Socially, this study contributes to raising environmental and social awareness and enhancing the welfare of the local community. This study offers new insights into the application of a smart tourism-based circular economy business model in tourist villages, an area that has been limitedly explored.
Optimizing Integrated Marketing Communication (IMC) In Building Patrakomala's Brand Awareness As A Creative Ecosystem of Bandung City Muhammad Yoga, Lutfi
Journal of Consumer Studies and Applied Marketing Vol. 3 No. 1 (2025)
Publisher : Integrasi Sains Media

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58229/jcsam.v3i1.363

Abstract

This study explores the implementation of Integrated Marketing Communication (IMC) in enhancing brand awareness of Patrakomala, a digital platform launched by the Bandung City Culture and Tourism Office to foster a creative economy ecosystem. This research uncovers a critical awareness gap, employing a qualitative approach that involves in-depth interviews with internal stakeholders and external creative actors, supplemented by secondary data (e.g., Instagram analytics, policy documents). A mini-survey of 50 creative economy actors found that 60% were unaware of Patrakomala's existence, and 66% could not recognize its brand identity. The study applies STP, PESTEL, VRIO, and SWOT analysis frameworks to diagnose branding challenges and proposes an IMC strategy grounded in the RABOSTIC model. Key strategies include digital storytelling, community activation, and sub-sector ambassadors. The findings provide actionable insights for public sector branding and contribute to the discourse on IMC adaptation in government-led digital initiatives.
Optimal Capital Structure Analysis of PT Bluebird TBK Yuliani, Sri; Kitri, Mandra Lazuardi
Journal of Consumer Studies and Applied Marketing Vol. 3 No. 1 (2025)
Publisher : Integrasi Sains Media

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58229/jcsam.v3i1.387

Abstract

PT Bluebird Tbk, a leading Indonesian road transportation company, plans to acquire 1,000 electric vehicles (EVs) by 2025, which will require an investment of IDR 1.8 trillion. Currently, the company's capital structure consists of 25.24% debt and 74.76% equity, a proportion that differs significantly from the Indonesian road transportation industry average of 51.63% debt and 48.37% equity. This difference suggests that PT Bluebird Tbk may not yet have reached an optimal capital structure. Achieving an optimal mix between debt and equity is important for minimising the company's cost of capital and maximising its overall value. The planned expansion provides an opportunity for PT Bluebird Tbk to evaluate and potentially restructure its capital structure. This study utilised the Cost of Capital approach to identify the optimal capital structure, with the Weighted Average Cost of Capital (WACC) formula to analyse various debt and equity scenarios. The Damodaran Synthetic Rating is utilised to estimate the cost of debt, while the Capital Asset Pricing Model (CAPM) is applied to calculate the cost of equity. The results indicate that the optimal capital structure for PT Bluebird Tbk consists of 32% debt and 68% equity. Therefore, the most favourable financing strategy for the expansion involves raising IDR 742,475 million through debt and IDR 438,711 million through equity to achieve this optimal structure.
Effect of Digital Strategic Partnerships on Financial Performance of Commercial Banks in Kenya Achieng, Okongo Fiona; Kabisani, Francis Mutegi
Journal of Consumer Studies and Applied Marketing Vol. 3 No. 1 (2025)
Publisher : Integrasi Sains Media

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58229/jcsam.v3i1.392

Abstract

The study aimed to evaluate the impact of digital strategic partnerships on the financial performance of commercial banks in Kenya. This comes amid declining financial performance among most banks in the country, and a changing market landscape characterised by disruptions in the financial market. While available empirical evidence suggests that the essence of digital strategic partnerships lies in stimulating the performance of modern enterprises, there remains scant evidence in the case of commercial banks, particularly in Kenya. This motivated the study to assess the extent to which commercial banks in Kenya have embraced digital strategic partnerships and how this has influenced their financial performance. The study was grounded in the resource-based view theory. The study employed a descriptive research design, surveying 112 respondents from 39 commercial banks in Kenya. A structured questionnaire was used to collect data, which was analysed using descriptive and inferential statistics. The findings revealed that most of the surveyed commercial banks had embraced digital strategic partnerships, especially with fintech companies. It was also established that a significant and positive relationship exists between digital strategic partnerships and the financial performance of commercial banks in Kenya. The study concluded that the banking industry in Kenya was steadily focusing on digitalising its processes, thus enhancing digital strategic partnerships was a norm in most banks. It is recommended that while most banks have embraced digital strategic partnerships, institutionalising these partnerships is essential to make them more profound and long-lasting, thereby contributing to the continued competitiveness of the banks. Furthermore, banks need to take a step further and invest in digital infrastructure and skills, as well as enter into digital strategic partnerships that incorporate at least the basics, to enhance their competitive advantage in these partnerships.

Page 5 of 5 | Total Record : 44

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