The Indonesian Journal of Business Administration
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Analyzing commercial bank in Indonesia by using camel method, case study of: pt bank mandiri (persero), tbk (bmri) for periods of 2007-2016)
No full textAbstract – Assessment of bank’s soundness is fundamental since even a little macro-economic condition can influence customers trust on banks. Bank Mandiri expected by president of Indonesia to expanding their business in Southeast Asia, whereas they have some issues such as the rising of their non-performing loan and the decline of their profit and also in their credit quality. With all these issues, Bank Mandiri have to convince foreign market that they have a good trend of bank soundness and can be trusted. The purpose of this research is to assess bank soundness of Bank Mandiri from 2007-2016 and to find the priority ratios. In this research, CAMEL method that stands for Capital (C), Assets Quality (A), Management (M, Earning (E), and liquidity (L) is used for determining Bank Mandiri bank soundness for the last ten years. As for determine ratios that have strongest correlation, correlation statistic method will be used. Data used in this assessment are secondary data from Indonesia Stock Exhange. Those data are financial report and annual report from Bank Mandiri since 2007 until 2016. The results showed that Bank Mandiri has healthy status based on CAMEL method. Other than that, also found that ratios that be the priority as early warning in Bank Mandiri based on CAMEL method is OER and ROA. Recommendation from this research is Bank Mandiri needs to take notice on movement of trend at NPL ratio, ROA, and LDR. Bank Mandiri also needs to maintain movement of OER in order to have optimal ROA. Keywords: CAMEL, Correlation, Financial Ratio, Surat Edaran Bank Indonesia No. 6/23/DPNP/200
Capital Budgeting Strategy of Power Plant for Internal Use: Case Study of Coal Fired Steam Power Plant (CFSPP/PLTU) 2X55 MW PT. Bosowa Maros Energi for PT. Semen Bosowa Maros in Kabupaten Maros, South Sulawesi
No full textAbstract. This paper discusses the Power Plant financing scheme for PT. Bosowa Maros Energy (BME) to be undertaken by PT. Semen Bosowa Maros (SBM). This power plant will be used to support the performance of PT. SBM in the future, as today machine utilization of PT. SBM is currently still below 50%, due to PT. SBM recent investment on Bosowa Cement Line-Unit II. In the future, with the operating Cement Line-II, production capacity of Semen Bosowa Maros will reach 85 percent of its capacity (on average) or equivalent to 85 MW of electricity use. Power Plant to be built will use Steam Power Plant (PLTU) system. All aspects of PLTU must be prepared, including selection of location, technical specification and machine, coal requirement, and so on. Legal and environmental aspects also need to be studied so as not to disturb with aspects of community life and Indonesian Law. Finally, the financial aspect must be calculated carefully so that the return of this investment can run well within the specified time period. The feasibility study of this paper is feasible according to the financial calculation, either by NPV, IRR, or Pay Back Period (PBP) parameters, so we can expect the development continue.Keywords: Feasibility Study, Electricity, Steam Power Plant (PLTU), PT. Semen Bosowa Maros (SBM), PT. Bosowa Maros Energy (BME
Applying project management principles to avoid cost overruns at pt edn
No full textAbstract. Today, Infrastructure development in Indonesia is developing. Indonesia is lagging behind in infrastructure, this causes our country to determine high domestic prices because of its complicated and expensive infrastructure. Impressive infrastructure development in the country will improve the economy of the surrounding community. So the community has the opportunity to sell or deliver goods or expand the business at a relatively lower price than before. PT EDN is a contractor company in a toll road infrastructure industry, the scope of work PT EDN's includes on Cut & Fill and Supply Materials. PT EDN obtained a contract from one of the main contractors as a subcontractor to run the Bogor - Ciawi - Sukabumi Toll Road Project. The methodology of this research was conducted by gathering information about what happened in doing and the results obtained in the BOCIMI project, and this study using a qualitative research method by conducting interviews with stakeholders in the BOCIMI project. While working on the project, many obstacles occur, including planning and making budgets, managing cash flows, and controlling the project. After conducting interviews and data collection, problems arise at PT EDN due to not having an integrated system between one business process and other business processes. Therefore, project management is needed to add value when working on a project, so that operations in the project can works well and can improve the performance of PT EDN. The purpose of this study is to find and identify the cause of cost overruns such as internal and external factors, and to avoid cost overruns in project implementation by applying project management principles. Moreover, the results of the recommendations obtained from this discussion and research for PT EDN are to to applying change management to deal with the change of design by the main contractor, applying risk mitigation, applying project planning management methods and project control management, applying control cost method that can see the cost performance, and develop human resources, with enhanced team collaboration in the project. With these recommendations, it is expected to be a guideline in conducting effective project management with the aim of gaining profit according to the targetKeywords:, Project Management, Project Cost Management, Cost Overrun
Strategy Formulation and Implementation for CV Pinanggih in Automation Business
No full textAbstract - Based on Frost and Sullivan research result, Indonesia automation market will grow strongly over the forecast period (2014-2018). However, throughout 2014 and 2015, Pinanggih faces a various challenge from external and internal environment. Some of reasons are depreciation rupiah, Falling world crude oil prices and tight competition among of automation companies. Pinanggih net profit Decreased due to, no significant increase in sales, small profit margins, and swelled operating expenses. The objective of this research is to analyze the business environment of automation and make formulation and implementation strategy for CV Pinanggih to compete with other competitors, to penetrate and to add new customers in the end increase sales of the company in the next year. To analyze company current condition use strategic audit framework, the external and internal conditions. The results of external and internal environment become the basis of SWOT formulation. Corporate strategy analysis conducted using the SPACE Matrix and QSPM. To formulate Functional Strategy use TOWS Matrix. The conclusions are unstable the exchange rate, plus the loss of the market potential of the oil and gas industry greatly affects industrial automation. Tight competition among competitors and ineffective strategy used is not a significant impact on the company's growth. Pinanggih must formulate a new corporate strategy and new functional strategy. Keywords: Automation, decrease profit, Strategy Formulatio
Business model and business strategy Formulation for ciao
No full textAbstract - In the recent years many business startups from many industries have emerged, trying to stand out in an already saturated market. Usually, business owners will use the services of designers to help with the choice of room design, lighting and which furniture and appliances to use, in order to make the place as cozy as possible so that people will want to come. This is where other businesses could take advantage of the situation. A variety of businesses could benefit from this opportunity. But then again, that business also has to be unique in order to be able to stand out. Something that would stand out in this area would have to be something that is selling a very unique product; something that business owners could benefit from having instead of using conventional products from other businesses. Selling appliances that not only looks and functions as good as other products, but also incorporates an innovative technology could make more people come to the new store or shop, and help your business to sustain and grow as well. CIAO currently focus on designing 4 products, which are wireless charging-integrated products, smart interactive tables, e-brochures, and a floating table. These products are very one of a kind here and no other company here is known to be making these unique products. CIAO currently is faced with a challenge, which is to educate the customers about the benefits of using unique ways in presenting their product could yield them better results in the long run. Surveys and interviews are used to collect primary data and information about CIAO’s current condition, as well as the current market segment. The results from the survey are then processed through a TOWS matrix to help formulate a strategy based on the strengths, weaknesses, opportunities, and threats. After that, the strategies generated from the TOWS matrix is then used to create a Strategy Diamond and a new business model using a Business Canvas Model. The result of this research shows that CIAO’s current business model does not have the necessary strategy to support its current value proposition. The new strategies formulated in this research suggests CIAO to improve their marketing strategies and focus more on its marketing strategies to establish a distinctive uniqueness among its competitors and in order to sustain as business and continue to grow Keywords:Business Strategy, Business Canvas Model, TOWS Matrix, WirelessCharging, Smart Tabl
Strategy formulation and recommendation for “silverstone” synthetic leather apparel
No full textAbstract - Based on data from McKinsey Global Institute stated that consumer tendency in Indonesia in clothing shopping will tend to increase. Silverstone is one of the local brands engaged in the fashion industry of synthetic leather. Silverstone started his business since 2012. After struggling for 5 years finally Silverstone managed to expand its business. This is marked by an increase in sales figures. Since the beginning Naufal, the owner of Silverstone, runs this business alone. This is usually done in the early phase of business to minimize the cost to be incurred. As sales increase, Naufal needs a new strategy to enter the growth phase. The method used are observation and interview with the owner. In analyzing the internal factors researcher use Value Chain Analysis, Marketing Mix and assessment on existing Business Model Canvas. As for the external analysis researcher uses Porter's Five Forces and PESTEL. SWOT is a summary of internal and external company analysis (Silverstone). Company strategy is formulated by Quantitative Strategic Planning Matrix (QSPM) method based on IFAS AND EFAS matrix. The result of QSPM calculation, Silverstone suggested to use intensive strategy. This strategy aims to improve the company's competitive position with existing products. This strategy consists of market penetration, market development and product development. Silverstone also needs to establish an organizational structure to facilitate the strategy to be implemented. To grow into a big company, Silverstone have to implement its corporate strategy and functional strategy. Keywords : business strategy, clothing business, business model canva
Business strategy for market development in photography business for expose studio
No full textAbstract – EXPOSÉ studio is a digital based commercial and advertising photography service located in Tebet, Jakarta Selatan. EXPOSÉ studio was named V-Studio back in 2013 when it was first established. At that time, the team consisted only with one lead photographer and a small number of freelancers followed numerous trends in photography industries, ranging from pre-wed, wedding, until modelling. EXPOSÉ studio changes its specialty from pre-wed or wedding photography into commercial and advertising photography. EXPOSÉ studio dedicates itself to not only providing creative business strategy consultation but also the execution itself. EXPOSÉ studio relies on business-to-business market segment that utilized its services for product catalogue and advertising purposes. Most of the clients came from fashion and food & beverages sectors within the level of SME. This situation has impacted EXPOSÉ studio sales performances which obstructs EXPOSÉ studio in generating revenues. Several analyses from external environment such as PESTEL and Porter’s Five Forces are conducted in order to gain information on whether the business is competitive enough in the industry. Apart from that, analysis from internal environment such as STP, Marketing Mix 7P, and VRIO are conducted in order to capture current state of EXPOSÉ studio from within. In formulating the strategy, author uses the means of interview and observation in order to gather insights before formulating the approaches. Porter’s Generic Strategy is used to decide in which direction will EXPOSÉ studio lean on in proceeding to its business core value. In order to elaborate the strategy formulation, author uses Diamond strategy, which encompass some aspects in strategy formulation such as arenas, vehicles, differentiators, staging, and economic logic, which become the guideline in executing the strategy. Finally, in order to capture the overview of strategy formulation and its implication to current business activities, author utilizes business model canvas. In implementing the strategy of market development, author summarizes into short-term and long-term planning which two of those planning will be constructed in the activity plan that will become guideline to execute business strategy of EXPOSÉ studio. Keywords: Photography Business, Market Development, Diamond Strategy
Decision analysis of shifting lng business model from upstream to downstream in pt badak ngl using analytic hierarchy process (ahp)
No full textAbstract — PT Badak NGL is one of vital asset that Indonesia has. Currently, PT Badak NGL is Non-profit Entity that has been operated by join management group (JMG). All of operational expenditure will be claimed to the gas producers without take any profit for the company. Government, based on law 22/2001, actually has another option of business model that is possible to be applied in this company. The option is downstream business model. Downstream model allows LNG Company like PT Badak NGL to take margin from selling gas. For making decision shifting from existing business model to new business model, there are two big questions; comparing two business model which business model is considered give higher value of business? And what factors should be considered to make that decision? The selection process of those business models can be considered as multi-criteria decision making problem, and AHP (Analytic Hierarchy Process) is one of the tools available that can be used to answer those two questions. Before answering the question which business model is better than the other, it needs to define decision criteria or sub criteria. It would answer second question regarding factor that should be considered for making decision. And at the end it would to compare both business models with considering that factors or criteria to answer which business model that give higher value of business. There are 4 main factors that should be considered. Those are company growth, supply growth, government control and buyer. The decision maker is MoEMR. In this research, the recommendation for the decision makers comes from SKK Migas and PT Badak NGL. SKK Migas consider that upstream model has higher value of business and the most valuable factor is government control (51%). Company growth (5.6%) is the last one. In the other side, PT Badak NGL consider downstream has higher value of business and most valuable factor is company growth (64.1%). All of that individual judgment is merged in group decision. The most important factor is government control (41.9%). The second one is supply growth (30%). The third one is company growth (15.5%) and the last one is Level of LNG Delivery Guarantee for buyer (11.7%). Based on AHP Calculation the upstream (55.5%) model is considered having higher value of business compared to downstream (44.5%). This final project recommends that PT Badak NGL still use upstream model. But, there are significant gap between government perspective and internal company perspective about company growth. Even PT Badak NGL still use existing business model, government should be more involved to improve growth of PT Badak NGL. Keywords: AHP, LNG, Indonesia LNG, Business Model, Upstream, DownstreamÂ
Measuring Corporate Culture Internalization at Consumer Division of PT. Telekomunikasi Indonesia
No full textAbstract - PT. Telekomunikasi Indonesia as one of the big companies and had a role in providing the telecommunication service in Indonesia realized the important role of the company culture. Telkom also since 2009 to build a corporate culture to support changes in the corporate culture. In 2013 company built a culture called The Telkom Way (TTW). PT. Telkom was doing internalization phase in 2015 for company cultural transformation. The internalization phase is where The Telkom Way are implemented thorough the company in daily operational activities. PT. Telkom after the internalization phase need to measure the result with appropriate tool to make sure the condition of implementation The Telkom Way in the organization. Cultural Transformation at PT. Telkom is in order for the company to stay competitive and to be company with high-performance culture. Hence Degree of Value Integration (DVI) and DICE Framework was used to measure and understand the current position of internalization phase. This research establish the result that most of Telkom values have achieved “Embedded†by the employees in Consumer Division at PT. Telkom Indonesia. This good result is supported by the DICE Score that the change management in PT. Telkom is in the “Win Zoneâ€. Win Zone means that the project is statistically possibly to succeed. Although the values have a good result, still it must be maintained by the company. Keywords: Corporate Culture, Organization Culture Measurement, Degree of Value Integration, DICE Framework
Proposed Performance Management System Design For Courier and Logistics Provider Using Balanced
No full textAbstract. Logistics business in Indonesia has grown rapidly in recent years. Factors causing the growth of the logistics are the business globalization, domestic consumption, economic growth and the increasing of domestic and international commerce (the demand of AEC by the end of 2015). As the biggest courier and logistics services providers in Indonesia, PT.EG Express requires strategy that can help companies to take advantage of opportunity and also maintain customer satisfaction because the competitiveness among similar companies becomes greater as well.  The purpose of this study was to suggest performance management system design based on the Balanced Scorecard as a request of the company and also prepare the company to become an IPO company. Balanced Scorecard method chosen as a performance management system because this method has been known by all employees of the other methods, so that this method will be easier to be implemented. The methodology used to solve problems that occur is by way of interviews and focus groups discussion (FGD) with the parties concerned. Based on the high level of business competition and the company's internal conditions, it is proposed that the right strategy for the company's business is differentiation focus because the strategy focuses on consumers who will be targeted and in it is in accordance with the company's mission. There is a change in the vision of PT.EG Express to "To be the advance ASEAN supply chain company" as well as with the company's mission to become "To provide the best experience to customers consistently by offering excellence quality services". The core value of the company increased to five values: honesty, discipline, responsibility, visionary and cooperation. Company performance indicators designed based on four perspectives the financial, customer, internal processes, learning and growth perspectives. To ensure all the perspectives go as expected, PT.EG Express using the strategy map and initiatives strategy so that the level of achievement in reviewing the company can be repeated. The result of this research is a guide for PT.EG Express to implement the Balanced Scorecard as Performance Management System. This guide consists of a timeline schedule that starts from the beginning of 2016 and will be implemented at the beginning of 2017, the main resources requirement are software BSC and commitment from all employees, and budgeting estimation plan for as much as Rp 2.870.000.000,-. Keywords: Performance Management System, Balanced Scorecard, E-commerce logistic provider services