The Indonesian Journal of Business Administration
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Proposed Competitive Strategy for JD.ID in Indonesia's E-commerce Industry
No full textAbstract. The existence of e-commerce has change the way people purchase products or services. Customers are slowly get used to purchase products through E-commerce as a substitute of traditional brick and mortar stores. Indonesia as the fourth largest population in world has big potential for e-commerce business development. Along with this opportunity, JD.ID, started to operate in Indonesia on 2016. As a new comer in the industry, JD.ID is trying to gain market’s recognition and compete the existing competitors. The objective of this study is to analyze the current condition of the industry, the current business strategy of JD.ID and to formulate business solution in order to enhance JD.ID’s competitiveness in Indonesian E-commerce industry. There are three problems addressed in this study. First is the current condition in E-commerce industry. Second question is the current JD.ID business strategy, and the last question is competitive strategy for JD.ID in e-commerce industry. According to the external analysis, Indonesian ecommerce industry is very competitive industry. Furthermore, the internal analysis of JD.ID shows that it is favorable to expand. Regarding to the current company’s situation, some alternative of business solution are generated using the combination of TOWS and Five Diamond Analysis. In order to increase the company's competitiveness, the author proposed a set of business strategy that focusing on 3 department in the firm, marketing, merchandising and logistic and operation.Keywords: e-commerce, JD.ID, competitive strategy, online shopping, online retailer.
Proposed Performance Management System Design Using IPMS (Integrated Performance Management System) Framework at PT Kereta Api Indonesia (Persero)
No full textAbstract - PT Oranyeprima or hereinafter referred to company is the state-owned company that provides and manages railway transportation service. The company's goal is to implement and support government policies and programs in the field of economy and national development, by providing high quality and competitive goods and services. Therefore, to assist the achievement of national economic growth, then the company needs to manage its performance by producing a good service to contribute in increasing state revenues, and also be able to compete domestically and internationally. Currently, the performance management system implementation at PT Oranyeprima uses KPKU and Balanced Scorecard frameworks. The implementations of both methods are not effective and not fully implemented by the employees. Most employees do not understand the performance management system, and do not get the essence from the performance management system implementation. This study aims to provide the proposed performance management system design of PT Oranyeprima. PT Oranyeprima focus on meeting customer service according to the company's vision is to be the best railway service provider focusing on customer service and meeting stakeholder expectations. Mission of the company is undertaking the best business practices to create higher added value for the stakeholders. IPMS (Integrated Performance Management System) method was chosen as a performance management framework to be designed at PT Oranyeprima, because IPMS has focus successes in accordance with the vision, mission and objectives of the company which is the integration between aspects of financial and non-financial. IPMS is believed to be easily understood by the employees in the company. The author designed the performance indicators for the company based on three perspectives within IPMS namely: organizational result, internal processes, and resources capabilities. The performance indicators adjusted to the company's strategy in 2015. The performance indicators generated are related to profitability, customer, government and society, welfare and productivity of employees, operation processes, marketing, infrastructure, innovation and technological development. By implementing the performance management system using IPMS, the employees will more easily understand and motivated to implement the performance management system. In addition, the company will obtain a picture of the achievement of the company to date, and also the company can make continuous improvement and achieve the excellence performance. Keywords: IPMS, integrated performance management system, performance management system, railway industry, state-owned enterpris
Real Options and Conventional NPV in PT Telkom's ODP Establishment Capital Budgeting Issues
No full textAbstract. Telkom has had a desire for the establish of ODP thorough in areas that allow to do the establish of the ODP is not limited to areas and regions of both the city center area and the area of peripheral or entire region Bandung and outside the city of Bandung, but that is not possible because of the lack of funding that Telkom owned so in the end must choose an area that it can be built ODP that can provide benefits to Telkom and which areas can not be built ODP because less beneficial for Telkom. Telkom in making the decision to establish the ODP in an area is to see if the area is feasible or not feasible. if an area is declared feasible to establish ODP then Telkom will invest in the area. Conversely if the area is declared not feasible then Telkom will not invest in these area. The establish project ODP include the type of project undertaken by Telkom is mutually exclusive project means when Telkom chose to do the establish of ODP in the city center area will eliminate the chance of the project more are in the area peripherals, it should be an option (the election) in the second the area so that management can make decisions which areas can be used for the establish of ODP and areas that can not be done ODP establish.Keywords: Optical Distribution Point (ODP) city center area (ANI), peripheral area (Cipatat), mutually exclusive project
Proposed strategy through product rejuvenation in order for Post-it® 3”x3” classic color notes to increase performance in a competitive market
No full textAbstract - Post-it® has been operating in Indonesia since 2003 with its office in Jakarta and its manufacturing warehouse in Tambun, Bekasi. Its core product is consumer product within the stationery industry, producing a well-known worldwide product, one of them are Post-it® sticky notes. From 2012 up until 2016 is considered as a challenging year for Post-it® Indonesia where Indonesia’s economic slowdown and the increasing of import duty have caused its 3”x3” classic color notes sales to decline. Therefore the objectives of this research is to find the right business strategy for the company and to develop a strategic initiatives to help implement the business strategy. After analyzing the internal as well as the external environment of the company through interviews with the customers to define the customers buying criteria and the representatives of outlets where the product is sold, eventually the root causes of this problem were found and they are: lack of thorough knowledge on the customers, intense price competition from other lower priced competitors, technological threat from the digital version of sticky notes, and the increasing of importing duty. Solving these problems will potentially resolve the main problem. A good business strategy must be formulated by the company in order to solve these problems. Having conducted a thorough business strategy formulation, four alternatives strategies were generated and all the four strategies are expanding business coverage, rejuvenating existing packaging to a new smaller-sized packaging, creating a creativity application for smartphones to support the usage of sticky notes, and lastly create a collaboration between complementary brands to support each other as well as adding more value to the product. The implementation of these four strategies is conducted within short-term and long-term plan with continuous evaluation.Key words: business strategy, Post-it, sticky notes, 3M, stationer
Business Analysis and Improvement of Import Container Dwelling Time Using DMAIC Methodology: Case Study of Berlian Terminal, Tanjung Perak Surabaya
No full textAbstract. Ports are maritime transport infrastructure that have an important role in the economic structure and the mobility of goods, services, and people. As the primary node in the shipping system, port should be able to ensure smooth logistics activities and the contribution of material flows, products and information in the effective and efficient supply chain with low Dwelling Time. But what happened to Berlian Terminal, Tanjung Perak Surabaya is the high rate of Dwelling Time of import container that reached 8.4 days compared to the 5-day Dwelling Time in Thailand, 4-day in Malaysia and in Singapore was only 1 day. The purpose of this final project is to provide improvement solution that needs to be done by Terminal Berlian. This is done by analyzing the import container process when the container arrive at the port for unloading until they get out from the port. This method is expected to reduce the number of Dwelling Time and improve the service system in Terminal Berlian. The conceptual framework of this final project is based on the DMAIC Methodology by analyzing the business issue, then defining, measuring, analyzing, improving, controlling, and implementing based on plan. The root cause is because the total time of service procedures in Berlian Terminal is high which occurs on document and container services. The data were collected by doing survey on the field, interview, documentation, and collected from people that have been previously processed.The analysis process was done by providing 3 alternatives. The first alternative is analyzing the queue system in Berlian Terminal which is still good because there is no queue in the system . The second alternative is improving SOP on Pre Clerance process that can reduce the dwelling time up to 24%. The third alternative is chosen as the best alternative which combines the result in alternative 2 with SOP improvement on Red Lane Customs Clearance. The result shows that import container dwelling time can be reduced by 38% , from 8.4 days to 5.2 days. The reduction is expected to provide better service system for the importers, customs, and Berlian Terminal as a service provider company. The process of implementation plan can be done by defining the problem, resources plan, stakeholder agreement, improvement, and evaluation. To ensure the success of implementation business, the company should conduct Critical Success Factors and policies based on company’s vission and mission. Keywords : Dwelling Time, Vessel Queuing System, Pre Clearance, Customs Clearance, Post Clearance, Berlian Terminal, Import Container
Economic Analysis of A Coal Mining Project Under the Industrial Uncertainty Using Real Options Valuation
No full textAbstract. A well-crafted company assessment is a tough task that requires detailed analysis, assumption that can be justified and applied with a clear synthesized. Conventional DCF analysis, which is temporarily used by most investment communities, has its weaknesses. This model has limitations in the ability to combine future flexibility. The company's assessment is a subjective process that needs to combine future expectations amid the industry's uncertainties. The DCF model is presented on condition that investment decisions are naturally defined by assuming that management takes a passive role. However, this is contrary to the management philosophy and expectations of the investment community. Real option valuation (ROV) allows for flexibility. In the DCF model, the ROV recognizes that uncertainty is not only represented by downside risks. The ability of firms to adjust future investment decisions when facing a dynamic environment also leads to a decrease in potential risk and ability to capture potential increases. Keywords: capital budgeting, coal mining, discounted cash flow, real options, valuatio
Layout proposition to enhance production performance of pt. Mutiara jaya prahasta
No full textAbstract – PT Jakarta International Container Terminal (JICT) is the first container terminal that has the most advanced equipment in Indonesia. PT JICT has experienced uptrend of import dwelling time using linear trend model has increased in from 2016 to 2017, as well as YOR. The situation in the field shows that the deposition or accumulation of containers might be prolonged which made dwelling time became longer and it affected the level of yard occupancy ratio (YOR). The methodology used in this research is Kepner – Tregoe (KT) Approach, which was supported by Cause and Effect Analysis (Fishbone Diagram) in problem analysis and Analytic Hierarchy Process (AHP) in decision analysis with six hierarchies used in this research based on the stakeholders which classified by governmental institutions including customs, regulator, and ministries and non-governmental institutions including PT JICT, importers, trucking and warehousing services. It includes the alternative option strategies: (a) Improving the quality of equipment, infrastructures and operational systems. (b) Creating Early Warning System model among stakeholders. (c) Optimizing internal trucking and warehousing. (d) Optimizing single window services. (e) Proposing regulations by evaluation from operational point of view. Based on the AHP, resulting Importer is the highest priority weight (0.308) which indicates that Importer is stakeholder that has the most impact in dwelling time issue. Followed by Ministries in the second priority (0.215). Third place is occupied by the Regulator (0.197). Then, Customs is prioritized on the fourth (0.116). Next, Trucking & Warehousing Services is prioritized on the fifth (0.073). While the last priority is PT JICT (0.056). Under overall alternative strategy priorities, creating Early Warning System model among stakeholders occupies the highest priority weight (0.317) which will be the most prioritized strategy in solving high dwelling time import containers in PT JICT. N.CO (Notification Cargo Owner) is an Early Warning System model that supports the container terminal in dealing with dwelling time issue.Keywords: Analytic Hierarchy Process (AHP), Decision Making, Dwelling Time, Kepner – Tregoe, Yard Occupancy Ratio (YOR
Proposed Marketing Strategy For Monsterstress Records
No full textAbstract. Music markets are moving at different speeds with diverse trends in different countries. In ASIA the growth reached 3.6%, and the strong growth occurred in Indonesia which is 16.3%. Nowadays, the way people consume music has been switched to digital, music marketing was certainly shifted in the same direction. However, it is not as simple as moving the platforms from selling CD into digital download, the right marketing strategy for Monsterstress Records, an independent record label from Bandung, Indonesia needs to be done to deal with this challenge. The problems being faced by the company is low sales compared to competitors and it poor performance in the internal of the company. To identify the root cause of problems, this research uses quantitative methodology using the concept of STP (segmenting, targeting and positioning) and marketing’s mix dimension to be applied into importance-performance analysis tool, after that researcher also identify the root cause using SWOT analysis. From the result, it can be concluded that the root cause of the problem is poor product quality and variance, lack of distribution channel, poor promotional activities, and poor organizational system. To overcome the root cause, the solutions are changing the target market and proposing new marketing strategy for Monsterstress Records. Changes occur target market in terms of geographic, demographic, psychographic, and behavioristic. Changes in the target market is the basis in proposing new strategy. New strategies for Monsterstress Records are recruiting new artist, release product in new physical format and digital format, new channel of distribution, new promotion arrangements and changing organizational structure and job description for each division to improve team performance. An implementation plan for applying new strategy is made in the form of a table plan. Implementation plan covering human resources and budgeting for the new strategies. This implementation began in January 2016 through June 2016. Keywords: Record Label, Sales, STP, Marketing Mi
measuring the effect of human capital management and corporate values to corporate performance: case study in bank bjb
No full textAbstract - In 2010, bank bjb initialized IPO and become the very first governance-owned bank that go public. With this initiative, bank bjb sees the necessary to transform not only their system, but also their values and talents to support their business growth. The need to transform push bank bjb to understand what factor that affecting their performance. With this very reason, researcher conduct a research to measure performance based on HCM factor and corporate values factor in bank bjb. Researcher conducts interview and questionnaire to gather the data with total sample of 150 employees. The data collected was measured by using partial least square (PLS) and the result is contradictive with general theory of human capital management where HCM supposed to be affecting performance positively, further explanation will be discussed in analysis result. With the affection of 21.7%, there is still 78.3% other factor that still unexposed or unknown by researcher. Â Keyword: Human capital management (HCM), corporate values, performance.Â
The impact of profitability and leverage towards stock returns on food and beverage firms listed in indonesia stock exchange period of 2012 – 2014
No full textAbstract. Indonesia has become the most commercially attractive segment in the consuming class. Indonesia has grown consistently over the past ten years. The consumer goods industry has changed because of economic conditions, changing technology consumers who are more empowered. Cullinary is in great demand in all circles (age, gender, etc). This would be a good opportunity for entrepreneur to start new business in manufacturing in food and beverage. Therefore, this research investigates the impact of profitability and leverage towards stock returns on food and beverage firms listed in IDX period of 2012-2014. This investigation would probably as a reference for entrepreneurs who like to start their own new business. This research find the probability (ROA, ROE, and NPM) and Leverage (DER) as an independent variables, have statistically significant at ? = 10% towards SR as a dependent variable. The relationship among independent variables have various impact on SR. This research stated that, DER has the most impact on SR negatively, and the rest consecutively are negative ROA, positive NPM, and positive ROE. However, the samples are abnormal distributed. For further research, the Author recommends to conduct the advanced of this result, because these political, economic, social cultural, and technology as a macro environment indicators would give an impact dynamic result.Keywords: Return on Asset, Return on Equity, Net Profit Margin, Debt to Equity Ratio, Stock Returns, Consumer Goods, Food and Beverag