The Indonesian Journal of Business Administration
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Multicriteria decision making to assess waste to energy in Indonesia
No full textAbstract. Indonesia’s population has risen in the last 35 years, as consequences this has led an increase in the volume of domestic waste. Waste is complex problems that related many stakeholders, however, the waste problem can be resolved by integrated waste management. In the upstream level, waste is managed by Reduce, Reuse, Recycle activity. In the downstream level, waste is converting into energy. In order to accelerate the waste reduction in several urban cities by thermal technology, Presidential Regulation was issued in 2016, but there was a lawsuit against the regulation. The final goal of this research is to select waste to energy technology from five alternatives, sanitary landfill, anaerobic digestion, gasification, incineration, pyrolysis. The method in this research is Analytical Hierarchy Process (AHP) consisted of Pairwise Comparison and Simple Multi-Attribute Rating Technique (SMART) to get priority of waste to energy technology in Indonesia. The expert has selected their priority in numerical scale then synthesis using the verbal weighting. In criteria level, Technical criteria have the highest value, followed by Environmental. In the sub-criteria level, financial feasibility has the highest value, followed by waste volume reduction. The priority of selected technology is 1) incineration; 2) Gasification; 3) Anaerobic digestion; 4) Sanitary landfill; 5) Pyrolysis. Keywords : waste to energy, AHP, technical criteria, financial feasibility, inceneration
Formulating Customer Discovery of Fervor Nutrition in South Jakarta
No full textAbstract. Fervor Nutrition is a start-up company that was established in 2016 and was found by Victor Arif (as Chief Executive Officer or CEO) and Wanda Pradipta (as Operational Manager). Fervor Nutrition moves in nutrition industries. Fervor Nutrition is focus on human body nutrition and to give people the best experience in use of the Fervor Nutrition products as theirs diet. Fervor Nutrition want to give customers, the solutions of the needs and problems of the customer nutrition, and give customer the best nutrition for people who want improve their body and keep fit. Fervor Nutrition will focus in grab fast protein drink with product name ISOPRO. In this research, Fervor Nutrition as a start-up is using Customer Discovery to search problem-solution fit, i.e. a product market fit, that makes the start-up’s value proposition match the customer segment the start-up envisions reaching. To facilitate the Customer Discovery process and get a shared and clear understanding of the business model throughout the company, Fervor Nutrition begins the first phase by stating the Business Model Canvas hypothesis. The Business Model Canvas represents the company in nine boxes that depict the details of a company’s products, customers, distribution channels, demand creation, revenue model, partners, resources, activities and cost structure. On the second phase, Fervor Nutrition will be testing the problem by preparing customer contact and engagement, the goal is to learn about the problem and not to talk about the product or its features, and The Problem Presentation that is designed to elicit information from customers. After enough interviews Fervor Nutrition should be able to determine what the customer problem is and update the hypothesis accordingly. The third phase is testing the solution which consists of five key steps; create the product / solution presentation with the revised hypotheses that can be presented to customers, test the product solution with the customer by measuring enthusiasm most of all, update the business model again to reflect the latest round of Customer Discovery “solution” findings. In the last phase Fervor Nutrition should have identified a serious problem to have solved by solution and identified a large enough market to create a scalable business model. If these criteria are met and the business model is solid, Fervor Nutrition should continue to the next step, to Customer Validation. If the criteria are not met, go back to Customer Discovery or pivot. In order to solving these issue, the methodological approach would be integrating quantitative and qualitative data. For qualitative data, would be get through interviews, meanwhile the quantitative data would be get through questionnaire. Which in result, according to Business Model Hypothesis, Problem Presentation, and Business Model Canvas Improved.Keywords: Formulating Strategy, Customer Development, Customer Discovery, Business Model, Start-up Company, Nutrition Products, Protein Drink, Protein Shake, Beverag
Developing 20fit instagram content for increasing brand awareness among competitors
No full textAbstract - Indonesia is one of the biggest internet users in Indonesia that is an opportunity for companies to introduce their product into market. Cheaper marketing cost with wider coverage is one of many reasons why companies are starting to leave traditional marketing channel. One of the internet channel is social media. 20FIT is a company that engaged in sports industry. With a concept that people can be fit in only 20 minutes, 20FIT has their own competitive advantage. 20FIT doing their marketing in their Instagram. The problem is not much people know about 20FIT. Gym is still the main choice because the fee is cheaper and the training method is easier. Interview and questionnaire were done then analyzed using SWOT analysis, 5C of Marketing and PEST analysis. The result is he Instagram content of 20FIT is not attractive than Celebrity Fitness as competitor. To find the solution, Steps in Developing Effective Communication from Integrated Marketing Communication were used and the result is 20FIT must create a video content which lack of on their Instagram profile. The video tells a story of an employee who had tough time at work the he or she wants to get freedom from stress and 20FIT is the solution. The video must show positive and negative emotions while the viewer feels the video is relatable to their daily activity so it will viral. The utilization of video content will increase their brand awareness thus will make an alternative choice. Keywords: Social Media, Content, Brand Awareness, Effective Communication, Video Conten
Financial strategy analysis for china shenhua energy company limited
No full textAbstrak. This paper focus on financial strategy which plays a crucial role. Financial analysis is only method that can provide the statistics data to help entrepreneur make decisions. The objectives of analyzing the appropriate financial strategy to revitalize the company growth and improve the company’s performance health. Shenhua is china biggest coal dealer and the company with 20 years history, and is the leader of the coal industry and has succeful experience on innovation and transformation on other industry. Shenhua model is the main business strategy which intergrated the sales of coal, railway, transportation as well as power generation. The business model made the company become large-scale,high efficient and safe production mode in china’s coal industry. This research uses the secondary data completion analysis. The second data is that from company’s data as well public disclourse output. Using du pont business analysis module to evalute the company’s performance. During research, the paper will use solvency analysis, company efficiency analysis, financial quality analysis and risk analysis. After reasearch, the researchor want to give some recommentions to the entrepreneur,such as: improve cash flow management and financing management, financial planning, internal control, risk management.Key word :shenhua, strategic, du pont analysis, financial ratio, improvemen
Business strategy formulation of three brothers barbershop to increase the cutomer base
No full textAbstract – The barbershop industry is still a promising industry because it has good growth. Increasing purchasing power of the people, supported by the ease of disseminating information about lifestyle, fashion, men’s trend, and more through the internet is one of the factors supporting the growth of this barbershop industry. This good growth makes the barbershop business becomes an attractive business for many people. As the result, many new barbershops pops up and makes competition in the barbershop industry even tighter. As a newcomer to the barbershop industry, Three Brothers Barbershop which has been open since August 2017 has difficulty finding its market share, despite its strategic position, which is located at Jalan Karang Tengah Raya, South Jakarta city. It's been a year since its opening, but Three Brothers Barbershop still suffers losses every month. This study aims to help Three Brothers Barbershop formulate its business strategy to find its market share, create a huge customer base, and gain profit. In this research, some internal analysis and external analysis will be conducted. Internal analysis was carried out using Value Chain Analysis and Business Model Canvas methods, while external analysis was carried out using PEST Analysis and Porter Five Forces methods. Results from internal and external analysis will then be summarized in the SWOT method.The results of this study indicates that actually Three Brothers Barbershop has a good assessment of its customers, but the lack of marketing efforts led to Three Brothers Barbershop. Improvements in terms of marketing, both offline and online marketing must be done by Three Brothers Barbershop to gain market share.Keywords: Barbershop industry, business strategy, internal analysis, external analysi
Strategy development for pt kdl as a service company to anticipate potential demand from 35.000mw government program
No full textAbstract — PT KDL has three business lines, the Electricity Business, Electricity Services Business, and Oil & Gas Business. Since its establishment in 1996 up until today, PT KDL rely its revenue source heavily on the Electricity Business. Over 86% revenue of PT KDL comes from the Electricity Business. Another two business lines were never really have a high contribution to PT KDL’s revenue. In May 2015, Indonesian government launched the 35.000 MW Electricity Infrastructure Development Program. Goal of this program is to construct power plants and supporting facilities to add another 35 GW to Indonesian installed capacity in five years. PLN will construct a total of 10 GW power plants in this project, along with its transmission and distribution system. Another 25 GW will be handled to private parties through Independent Power Producer (IPP) scheme. This program will require USD 80 billion capital and expected to have around 40% national content. Face a situation where the Electricity Service Business needs to grow and seeing that the 35.000 MW may offer opportunities, PT KDL should develop a strategy for the Electricity Service Business so it could grow and get new customers, as well as anticipating the opportunity created by the government program. The strategy then developed using Business Model Canvass platform which consist of nine building blocks of a business model. This platform is then also used to analyze current business situation and identify gaps between the proposed strategy and current condition of the business. This strategy gap then delivers an action plan that PT KDL should take to make the Electricity Services Business grow and ready to participate in the 35.000 MW program. The action plan covers both marketing area and operational area. Action plans in marketing required PT KD to establish marketing and customer relation function, create marketing database, identify gap of competencies, conduct direct marketing activity, create a dedicated website, and build partnership with power plant EPC contractors. In operational area, the action plan requires PT KDL to establish a work scheduling and planning function, creating warranty and claim management sytem, implementing work management system, and quality assurance and control, analyzing cost structure, partnership with material suppliers, identify all required documents, and organizing routine training and workshop. Keywords: Business Model Canvass, Strategy, Electricity Service Business, 35.000M
Kampus aba-abi growth strategy
No full textAbstract — The Constitution of Republic of Indonesia in 1945 said that education for all Indonesian people, Academy of Foreign Language “INDONESIA†LPI and Academy Bank of Indonesia “LPIâ€, known as Kampus ABA-ABI have participated in educating Indonesian people. Kampus ABA-ABI, which was established in 1965 by Yayasan Lembaga Pendidikan Indonesia, has graduated 70,000 professional executive for English and Banking Diploma Program. One thing of competitive advantage for Kampus ABA-ABI was one of the largest market share in DKI Jakarta in 1990 until 2000 with the amount of students, include University of Indonesia had 25,000 students, followed by Trisakti University had 20,000 students and Kampus ABA-ABI has 17,500 students. However, along with its development, Kampus ABA-ABI has decreased the amount of students from year-to-year. The conceptual framework provides a guideline in this study. The tools that used to explore business issues on internal factors are Value Chain Analysis and Business Model Canvas. Meanwhile, the external factors were using Porter’s Five Forces Analysis and PEST analysis. After analyzing internal and external factors, it will be obtained Strength, Weakness, Opportunity and Threat which are summarized in SWOT analysis. This study literature uses the theories related to strategic management and business models as well as qualitative research methodologies such as direct observation and in-depth interviews with the owner and top executive of Kampus ABA-ABI to collect primary data. Based on those analyzes and in-depth interviews, decreasing the amount of Kampus ABA-ABI’s student from year-to-year due to the business model is not clear. Business solutions proposed some strategies that should be developed by Kampus ABA-ABI that can meet the student’s needs as customers. Kampus ABA-ABI should use the strategy of product development and market penetration. For the next stage of strategic analysis, TOWS Matrix is used to create a new strategy within the business. Further, Kampus ABA-ABI should create new value propositions to students and implemented them into the new Business Model Canvas for the proposed new strategies. New strategies that have already proposed, should be pursued by Kampus ABA-ABI which are making promotions through direct channels and indirect channels as a new marketing strategies, training and rewards to employees and improve the quality of lecturer and students’ learning process. These steps should be taken to reach Kampus ABA-ABI’s success in attracting new customers and increasing profits and sales. Keyword: business strategy, business model, higher education, business model canva
The Effect of Tax Uncertainty, Stock Market Liquidity, Earnings Management on Firm’s Investment
No full textAbstract – Lack of transportation modes in the Papua region causing difficulties for people and entrepreneur in the ordinary course of business. Therefore, it needs the support and participation ofthe government to develop the area. One of these fuel prices are quite high in rural areas of Papua. PT. Pegasus Air Services will participate in the government program for the 'flying tanker' so that the price of fuel can be reduced by 50% and the community in the mountains of Papua can be purchased at an affordable price. Plans for the acquisition of air cargo is one form of program that should be done by the management of PT. Pegasus Air Services in an effort to develop a market along business lines so as to create increased revenue. Management has appointed the manager on duty related to the selection process on which the manufacturer and the type of aircraft is the most effective and efficient. The company has invited representatives of the aircraft manufacturer to be able to submit their proposals. After receiving the documents and all the necessary information, the Managers will further provide advice and recommendations to the management of PT. Pegasus Air Services on which the manufacturer along with the type of aircraft to be acquired and explain why and how the decision been to these manufacturers. Previously, the manager also has set some criteria that will be used to evaluate the plan acquisition of a cargo plane and also perform the weighting of each of these criteria in the decision making process. This final project will explain the process of selecting the cargo aircraft acquisition plans undertaken by PT. Pegasus Air Services. The information contained in this final project will also be usefulfor the parties who have an interest and / or the needs of the decision making process for the procurement of cargo planes in their company.Keywords: Acquisition Plan, PT. Pegasus Air Services, Cessna Caravan, Quest Kodiak, Decision Making Proces
Measuring financial performance of going public companies of oil & gas industry during the period of before and after 2010s oil glut phenomenon in 2010-2016
No full textAbstract - Energy is one of the most important commodities in the world. This is proven by the increasing of total world’s production and consumption of crude oil every year. The supply of crude oil started to exceed 0.6 million barrels in 2014 and keep going until 2016 (Annual Report of OPEC, 2016) then, it led the world to 2010s Oil Glut. Unfortunately, 2010s Oil Glut caused the falling back of world’s crude oil prices. This research aims to measure, analyze, and compare the financial performance of Public Listed Oil and Gas Companies in Indonesia namely PT Medco Energi Internasional Tbk. (MEDC), PT Energi Mega Persada Tbk. (ENRG), and PT Benakat Integra Tbk. (BIPI) from 2010 to 2016. This research uses financial ratios such as Return on Assets (ROA), Total Debt to Total Assets (TDTA), and Total Assets Turnover (TATO) and also uses paired t-test to verify the differences of financial ratios during the period of before (2010-2012) and after (2014-2016) 2010s oil glut. The results of this study show that the ROA value of MEDC was positive, but for ENRG and BIPI were negative. Moreover, the TDTA of the companies were high which above 60 percent. MEDC has accepted the alternate hypotheses for ROA and TDTA variables with paired t-test results 0.018 and 0.042 respectively. Meanwhile, ENRG has accepted the alternate hypotheses for TATO variable with paired t-test results 0.017. And lastly, BIPI has accepted the alternate hypotheses for TDTA and TATO variables with paired t-test results 0.026 and 0.036 respectively. Author recommends the companies for doing assets management and controlling the amount of debt to be taken during 2010s Oil Glut Phenomenon in order to survive in this situation.Keywords: 2010s Oil Glut, Financial Ratios, Paired T-Tes
Designing Knowledge Management System to Improve Employee Competencies at Saka Grou"
No full textAbstract. In 2014, when PT Saka Energi Indonesia (SEI) acquired HESS; oil and gas companies from the United States, Saka changed the organization including in terms of human resource management. It was found that some regions still had gaps, namely: career management and competence, remuneration, learning and performance. At present, knowledge is seen as a strategic resource whose role is very important for the Company to have a competitive advantage. One of the Company's successes in generating competitive advantages depends on the Company's ability to manage, obtain and assimilate knowledge. Without realizing it, knowledge management has been carried out by workers as individuals or individuals. This research was made to be able to determine the extent to which the understanding and interest of Saka workers has a knowledge management system to be applied in the Company using qualitative and quantitative methods. Referring to the 4 (four) perspectives in the SECI Nonaka model: people, processes, technology and governance are expected to be able to answer the questions in this study. The results of this study show that SAKA workers have carried out knowledge management in their daily work and they support if this is legalized.Keywords: Knowledge Management, Knowledge & Information Management, Energy Sector, Oil and Gas Industry, Saka Grou