The Indonesian Journal of Business Administration
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Marketing strategy of ppsdm kebtke as public service agency
No full textHuman Resources Development Center For Electricity, New Energy, Renewable And Energy Conservation (PPSDM KEBTKE) is a training institution under the Ministry of Energy and Mineral Resources which has the duty and function to educate and train Human Resources in Electricity, New Energy, Renewable And Energy Conservation which previously serving in the internal environment only Ministry of Energy and Mineral Resources and in 2018 changed to the Public Service Agency based on Decree of the Minister of Finance No. 965 / KMK / .05 / 2017 on December 27, 2017 and is expected to improve services and to provide services to the community and in conducting its activities based on the principle of efficiency and productivity, but the condition of this change has a very big challenge because previously PPSDM KEBTKE has never done business practice and not yet known, so that PPSDM KEBTKE known and get the market then needed the right marketing strategy.This study used a qualitative approach where the primary data is taken from both internal and external interviews and for secondary data obtained through supporting literature. From the results of this research analysis found that PPSDM KEBTKE currently not maximized in marketing and approaches to consumers who become the target, then from this research obtained some strategies to improve consumer awareness and strengthen PPSDM KEBTKE to be known and excel in the competition. Keywords: Training, Public Service Agency, Marketing Strategy, Qualitative, external, interna
Strategy development in order to growth for cà ftan muslim fashion wear
No full textAbstract - 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 Digital Marketing Strategy for Coworking Space ( Case Study : CO&CO Coworking Space)
No full textAbstract Along with the growing number of freelancer and start-up company in Indonesia, bringing a new style of work or a new work order, where the work situation has a characteristic that is more free, flexible and independent. In reaction to the new work order, new forms of work emerge in various countries in the world including Indonesia, such as the currently popular coworking space. CO&CO is first mover coworking space industry in Bandung, which was established in 2014 which located at Dipatiukur No.5 and Cipaganti No. 138. Th problem faced by CO&CO are unstable sales growth, lack of consumer awareness about the concept of coworking space industry, and low engagement of digital media promotion ( Instagram ) that they do. The main business issue of CO&CO is they need to have the right digital media promotion as one of the main promotion they are doing in this digital era.In proposing an appropriate strategy for CO&CO there are two analyzes that carried out, External analysis consisting of PEST analysis, Porter’s 5 Forces analysis, and competitor analysis. Internal analysis consisting of STP analysis and marketing mix analysis (7P). For the marketing mix analysis itself the author conducted an Instagram analysis as the focus of main promotion CO&CO by using paid analysis tool: minter.io. Minter.io is a tool to analyze the effectiveness of Instagram accounts for Brands / Agencies / Businesses. After doing external and external analysis, then do a root cause analysis to identify the problems faced by CO&CO, to overcome these problems a SWOT analysis was developed which was developed into a TOWS matrix which was formulated into several appropriate digital marketing strategies that can increase engagement of CO&CO’s Instagram as one of the main media promotions.The result of several digital marketing strategy actions that CO&CO can prioritize by adjusting existing resource, consist of conducting comprehensive social media campaigns, making seasonal promotions through Instagram, creating interactive content by utilizing existing features, and using SEO to improve website search ranking.Keywords: CO&CO, Coworking Space Bandung, Marketing, Digital Marketing, , Instagra
Regional Competitive Analysis in Air Transport Industry in Indonesia
No full textAbstract. Indonesia, the archipelagic country consisting of more than 17.508 islands, currently the largest one in the world, has many industries in which it should improve to. With the era of globalization and modernization, and also the free ASEAN market, in order to be able to compete with another country’s industry, Indonesia should really be able to improve its own local competitiveness first since the nation competitive advantage is grown from the local competitiveness. Air transport industry, as one of the nation’s backbone of company, could serve as one of the strategic industry to improve and to compete internationally. This means, by knowing the local region competitiveness, the national air transport industry competitiveness will improve greatly too. Using qualitative analysis method by doing interview and the quantitative analysis using Shift Share Analysis and Location Quotient, this research conducted to know some of region’s performance in the air transport industry. The result of this research could assist to a recommendation both for the government and the air transport business as a guidelines on how to improve in the future hopefully.Keywords : Air Transport, Competitive Advantage, Nation’s Competitivenes
Project financing evaluation for acquisition of floating storage and offloading facility
No full textAbstract - The weakening of Crude Oil price has increasing the demand of Floating Storage and Offloading facility to store the Crude Oil while waiting the price go back increase. The demand also comes from oil producer company PT. Cahaya Pasifik Internasional (CPI), for the usage of floating storage in Corridor block, Bangka, Indonesia. PT. Bahtera Unggul Lestari (BUL), as one of the Indonesian shipping company would like to participate in the Floating Storage and Offloading. But due to negative Net Income and decreasing Retained Earnings in 2014, it is a challenge for BUL to provide the funding to purchase a Suezmax tanker and convert it to be Floating Storage and Offloading facility. Leasing or Bareboat Charter is not an option since the vessel ownership structure should be majority under Indonesian company and vessel are not allowed the have hardware structural change especially for Floating Storage and Offloading conversion. Another financing alternative is by establishing a Special Purpose Vehicle company under project finance method. Under project finance system, the SPV company will responsible for all project requirement, including sourcing the funding. The SPV company has separate legal incorporation and separate project Financial Statement apart from BUL’s corporate management. As Project Sponsor, BUL can only support with low amount equity due to limited working capital, and hence BUL targeting DSCR only 1.26x from average DSCR 1.5x. Using basic assumption with 43,500/day, it resulting evaluation of 1.01x DSCR. Based on scenario planning, the most optimum condition is when the Project Manager able to reduce the CAPEX to be 53,474/day, with the risk of losing the tender to other more competitive competitor. Keywords: Floating Storage and Offloading, project finance, Debt Service Coverage Ratio, gearing, scenario planning, hire rate, Special Purpose Vehicle, Suezmax, Bareboat Charte
Proposed Business Strategy of Indihome a Division of PT. Telekomunikasi Indonesia (TELKOM)
No full textAbstract. Many companies in Indonesia telecommunications industry require significant corporate strategy development in order to face the high competition in the market. To compete in a dynamic business area, companies in this industry need to develop an effective strategy. The executives must design and implement strategies that fit the needs of the market. In addition, the company is required to seek opportunities to deal with those changes. PT Telkom Indonesia, which is the leader in the telecommunication industry in Indonesia has been preparing a strategy to address industry trends and market changes. PT Telkom with 164 products divided into TIMES (Telecommunication, Information, Media, Edutainment and Services) categories has different maturity level of products with diversified business challenges as well. In 2015, PT Telkom provided an innovative product to customers namely triple play services (3P), which were fix line, internet and internet TV services bundled in one product, Indihome. Unfortunately Indihome was not able to meet the customer needs for data service, characterized by Indihome service penetration targets’ being not achieved in the third trimester. Based on Indihome Market Penetration Data, it appears that the achievement of Indihome service was not maximized, and many operational division found it hard to achieve the target and also face the churn issue.  Besides, looking from the market share perspective, the market share of PT Telkom in broadband industry is constantly decreasing. It is calculated that PT Telkom has the revenue market share with around 64,23% which falls by 9% from the previous years. Because of that PT Telkom should evaluate their business strategy in order to maintain their position as the market leader. Based on such issues, there is a need of analyzing and exploring the internal & external factor that affect the Indihome business and furthermore propose the business strategy suitable with the current condition. This problem can be solved by analyzing both internal and external factors to identify opportunities and threats of the industry as well as the strengths and weaknesses of the company. The tools used to analyze external environment is the general analysis, industry environtment analysis and competitor analysis. The tools used to analyze internal environment is resources, capabilities, core competencies and value chain of the company. This final project focus on determining the company's strategy and implementation process. Internal and external analysis results are used to determine where the company's position in the industry by performing calculations of EFAS and IFAS. Based on directional matrix, the company’s position is in the growth strategy, then the strategies chosen are vertical and horizontal strategy. The business strategy that suitable for Indihome industry is integrated cost leadership & differentiation, supported by eight alternative strategies to support its functional strategy derived from the TOWS Matrix which are market expansion, such as, new product development, build customer satisfaction, maximize existing infrastructure, continous improvement, maximize online media, increase level of productivity and provide new business model. The key performance indicator for PT Telkom especially for Indihome product was made as guidance step to achieve company objective and function level program.  Keywords : Business Level Strategy, Telecommunication Service, Business FormulationÂ
Proposed business strategy for it industry company (case study of mii)
No full textAbstract - IT industry has been changing dynamically. The necessity of the customer has been shift from buying assets to renting and outsourcing to 3rd party vendor. The needs to reduce capital expenses is one of the reason. Minimize the risk for IT project is the second reason. The rapid pace of technological change demand for IT division proactively identify potential substitute as well as identify newly emerging technologies in which firm could sustain competitive advantage. The business environment which are influencing the company performance are political and economic factor in Indonesia. Recent presidential election also play a major disadvantage for the growth of the company. IT industry regulator is mainly from MENKOMINFO in which put into effective several ITE regulations that also embrace every company to use licensed software and hardware. IT investment become expensive and demand for maintenance cost to be consider. 3rd party IT vendor should be able to capture the requirement and shift the business focus to service industry. Based on the analysis using fishbone diagram several root cause has been analyzed thoroughly. The unreliable delivery of Service Level Agreement, Lacks of excellence service to the customer, issue of human Resource inside the Managed Service Business Unit (MSBU) that causing high turnover, and field engineers lack of basic soft skills. Moreover no dedicated service and quality division is one of the reason why MII hardly improve the selling of managed service. Proposed solution is to create differentiation that will enhance MII sustainable value. According to strategy diamond model, firm should maintain its premium price with a distinct service quality. Implementation plan will be 6 month period. Established new Service and Quality division will be the starting point for the firm. Management review should be the controller for each implementation staging. Preventive action should be prepared in case there are resistance from couple of employees and also corrective action in order to redo the needed staging. Key Words: IT, root cause, corporate strategy, strategy diamond model, implementation pla
Economic Analysis of The Underground Coal Gasification (UCG) in Indonesia
No full textAbstract. The demand for primary energy, especially electricity in Indonesia is increasing. Indonesia’s economy has been depended on natural resources as the second main contributor of country’s income. Indonesia is still depended on fossil fuels, especially on oil and gas. Indonesia’s consumption of oil have been exceeded its production since year 2004. There is big possibility that Indonesia need to import gas in 2021 due to the supply is not sufficient. It means that Indonesia new reserves is very important to be found either from conventional gas or unconventional gas. Indonesia not only has oil and gas but also coal which its resources is quite abundant. There is deep seated coal potency with depth >100 meter below surface in Indonesia that has not been exploited yet. Underground Coal Gasification (UCG) is an unconventional technology that can become the solution to exploit the deep seated coal potential. UCG can be applied for extracting coal into in-situ gas directly in the underground layers without excavation of rock cover and coal seam first. The objective of this paper is to make economic analysis regarding the implementation of underground coal gasification (UCG) technology in Indonesia. Data are collected from literature, expert and pilot plant in South Sumatra. From the result of the economic analysis, it can be concluded that UCG project is very potential to be developed in Indonesia. The result of economic indicators are that NPV is $27,069,000,-, IRR is 14% and the payback period is 7 years. Sensitivity analysis on UCG project shows that the project is more sensitive to capital expenditure and electricity selling price and less sensitive to drilling cost, corporate tax rate and coal royalty.Keywords : UCG, economic analysis, deep seated coal
Business strategy for pt. Garuda indonesia tbk. Base on operation and finance ratio performance period 2011-2015
No full textAbstract: In 2011-2015, PT Garuda Indonesia, experienced lots of challenges started from the increment of aviation fuel which increase to the end of 2014, depreciation of rupiah and unexpected economic growth. Those three things caused PT Garuda Indonesia Tbk suffered a loss and reached the peak losses in 2014 at the amount of US$ (371.974.942). As the condition described above, the operating performance of work and financial ratios in the period 2011-2015 should be analyzed performance of financial ratios covering liquidity, activity, solvency and profitability while operation performance is analyzed by using PESTEL Model , The Five Forces Model, 4P  and VRIO and then reanalyzed by using SWOT analysis / TOWS, afterward do differentiation strategy and the value proposition alignment. The result of analysis found that the loans of PT Garuda indonesia Tbk exceeded its assets, that all activities done by this company were financed by the loans; work process that are not well integrated; a constant ASK though the airplane annually increases; competitors dominate domestic market; the lack of experts for aircraft maintenance cause readiness of the airplane decreases in 2014 into 99.27 with the use of aircraft wer also getting down into 9.08 in 2014. Thus, it is recommended to PT Garuda Indonesia Tbk to develop a high performance manpower (collaborating with polytechnics and leading universities), build an flight's IT system that all units can be fully integrated and the customers can facilitate well; applying SLA (Service Level Agreement) or KPI system in all units; reviewing routes (considering the favorable and unfavorable for maintenance); postponing the plan of buying a new aircraft till ASK increased in accordance with the number of the aircraft and an innovation where Full Carrier Service has a low cost without reduce standard for comfortable and Safety so it can compete with the domestic and international competitor. It can be seen from the relation between cost, volume, and price that PT Garuda Indonesia should do a business strategy with affordable prices for the customers can feel a prestige, safety, and comfort flight. Therefore, Garuda Indonesia flight will always be in demand and it will increase the ASK. Thus, the price will decrease and the margin will arise significantly. Keywords: Financial Ratio, CVP, ASK, Uniqueness, FSC with Affordable Pric
Project Management Performance Improvement Using Maturity Model at Architecture Firm
No full textAbstract - The degree of competition, complexity and uncertainty are high in construction industy. It was observed that the occurrence of unexpected events and changes has caused consequential problems arise throughout the project. In 2015, PT. Penta Rekayasa could manage a good customer satisfaction rate, but the organization experinced over budget in 66.67% of overall and over manhour per drawing in 22.22% of overall project. It is known that organizations that are not mature can still deliver outstanding results but at the same time have other projects that could not be performing well. It is becoming important to understand current maturity level of project management and highlights the key areas as the baseline to make continuous performance improvements. The aims of this research are to assess the current maturity level of PT. Penta Rekayasa and generating effective improvements recommendation in project management area to improve the business performance. To assess the current maturity level, this research using maturity model that focuses on process perspectives with its embedded generic attributes. Those perspectives and attributes are assessed at five maturity level. It allows PT. Penta Rekayasa to have its methods and processes assessed according to management best practice. Gap analysis also used to identify key areas as the baseline for affective improvement. After conducting the assessment and analysis, it is discovered that PT. Penta Rekayasa has level 2 in its project management maturity, which means that the organization has managed its project with various project management frameworks, however, its processes and procedures are running in minimum standard. There is inconsistency of organizational guidance and current performance lacks concept realization. There are prioritized key areas that are needed to improve such as, risk management, planning and estimating, resource management, management control, scrutiny and review,.capability development, and benefits management. PT. Penta Rekayasa is recommended to acquire maturity level 3 by maturing specific processes, concepts and generic attributes in discovered key areas of improvement in order to achive a defined process level and have a consistent set of standards used with clear process owners across the organization that eventually will improve business performance. Keywords: project management, maturity model, improvement, architecture fir