The Indonesian Journal of Business Administration
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Financial performance evaluation and correlation of selected key financial ratio and stock price: a case study of indonesia lq45 state owned enterprises construction companies
No full textAbstract. Indonesia Infrastructure development budget of 2015 – 2019 reached Rp 4.197 trillion and 42 percent of it relies on the State Owned Enterprise (SOEs) income. Adhi Karya (ADHI), Jasa Marga (JSMR), PT. PP (PTPP), Wijaya Karya (WIKA) and Waskita Karya (WSKT) are five SOEs Construction Companies listed in LQ45 in July 2018 and act as a responded in this study. The objective of this study is to measure company financial health using eight ratios investigating; 1) return on equity, 2) return on investment, 3) cash ratio, 4) current ratio, 5) collection period, 6) inventory turnover, 7) total asset turnover and 8) total equity to total asset ratio based on audited financial reports of 2013 – 2017 and be validated using the decree of Ministry of SOEs No.KEP100/MBU/2002. Validation using statistical method was also been used by The Pearson Product-Moment Correlation Coefficient (PMCC) to determine the correlation of financial performance with stock price. The results show that the five SOEs were in healthy conditions, except ADHI in 2016 and JSMR in 2013 – 2015 and 2017. The rank of health level were as follow; 1) WSKT (AA, AA, A, AA, AA); 2) PTPP (AA, AA, AA, A, AA); 3) WIKA (AA, AA, AA, A, A); 4) ADHI (AA, AA, A, BBB, A) and 5) JSMR (BBB, BBB, BBB, A, BBB). PMCC shows that the Net Profit Margin has the strongest significant correlation with stock price. Keywords: financial ratios, financial health assessment, SOEs construction, stock price, PMCC
Implementation Knowledge Management in X Division Case Study : PT. Bank XYZ
No full textAbstract - IT Division at PT. Bank XYZ is one of the company’s backbones and its performance will affect the achievement of PT. Bank XYZ. PT. Bank XYZ relies heavily on technology in running business. Knowledge management can improve a company's competitive advantages. Combination between IT and Knowledge Management will be a good combination to increase the competitive advantages for PT. Bank XYZ. This study aims to improve the achievement of X Division by implementing Knowledge Management in order to anticipate losing knowledge in X Division, decreasing dependencies on key persons, increasing externalization knowledge in X Division, optimize Knowledge Management Documentation and Knowledge Management system. Exploration of business issues that occur in X Division seen by four components of Knowledge Management named people, process, technology and governance. By using SWOT analysis and Fishbone methodology this research found a strategy that can be implemented in X Division. The strategy is to apply the Knowledge Management by following five steps include KM determining objectives, 9 answering questions, defining KM strategy, obtaining management and implementation plan. This implementation is expected to enhance the achievement of X Division and has positive affect to the performance of PT. Bank XYZ. Key words: Competitive Advantages, Knowledge Management, Achievement, Improvement, Implementation of Knowledge Managemen
Business strategy for market development of photography and videography business in pt. Delapan pilar karya
No full textAbstract - PT. Delapan Pilar Karya is a company that established in August 2014 and focusing the business in photography and videography with brand name Eight Motion. Current situation of Eight Motion is the revenue rely from business market segment, which has long payment term and occasional project that impact to instability of sales performance. Author conducts external analysis with some tools such as PEST and Porter five forces to examine what kind of external opportunities for market development that can be captured to earn stable revenue. Internal analysis with some tools such as STP, Marketing Mix 7P, Resource based view, VRIO, and business model canvas also conducted to examine current internal situation of Eight Motion. SWOT analysis utilized to summarize external and internal analysis. In strategy formulation, author utilized EFAS and IFAS table in order to examine and quantify the strategic factors from SWOT analysis. TOWS matrix developed in order to create alternative strategies. Porter generic strategies utilized by the author to determine which business direction should be through. Diamond Strategy utilized in order to deliberate how the strategy formulation will works by explaining five elements of strategy from arenas, vehicle, differentiators, staging, and economic logic. Finally, author utilized business model canvas in order to capture business activity overview as the implication of strategy formulation. Activity plan that incorporates marketing, Product and operation strategy created in order to become guideline of strategy execution. Keywords: Photography and Videography Business, Market Development, Diamond Strateg
Developing business strategy for pt katarda indo global to sustain in indonesia tourism industry
No full textAbstract. PT KATARDA INDO GLOBAL has been operating in the tourism industry running for four years and can be categorized as a new company and is one of the travel agents in Bandung. Who professionally offers the best services — along with the times, accompanied by increasingly advanced technological developments, such as the presence of the internet and all digital access in various activities. People can only make transactions such as buying goods, ordering travel tickets, or sending money using a smartphone. This also affected the tourism industry, where conventional travel agents have begun to be replaced with online travel agents such as Traveloka, Pegipegi.com, Tiket.com, and other online travel bookings or other online travel agents. With this, the impact of the business of PT KATARDA INDO GLOBAL is where there has been a decline in revenue in the past year and a lack of brand image in the company. This study aims to analyze the business situation both internally and externally in the tourism industry, especially in tourism and travel; Resource-based views do internal analysis, business models, VRIN analysis, and value chain analysis. While the external analysis was carried out based on PESTEL analysis consisting of Political Factors, Economic Factors, Social Factors, Technology Factors, Environmental Factors, and Legal Factors. Besides, analysis of five of Porter's strengths, and competitor analysis, and SWOT Analysis concluded the two analyzes. The research method used was qualitative, where Focus Group Discussion (FGD) was used by management and customers of PT KATARDA INDO GLOBAL after conducting interviews with partners from hotels, restaurants, and other travel agents. So from the FGD results and interviews, it can help in developing or formulating a better business strategy model for PT KATARDA INDO GLOBAL to improve income performance. Which in the previous strategy was still not optimal in implementing it such as marketing strategies and human resource strategies, besides the last goal is to analyze new business strategies so that sustainability in the tourism industry, PT KATARDA INDO GLOBAL can implement it.Business solutions that will be carried out through TOWS analysis developed from SWOT analysis, after that Company Level, Business Level, and Functional Level Strategy. The implementation of business strategies is carried out within eight months, up to the end of the year or more following the capabilities of the company. With the implementation and business development of this strategy, it expected that PT KATARDA INDO GLOBAL could increase revenue, increase brand awareness, and be able to compete with competitors. Keywords: Tourism Industry, PT Katarda Indo Global, Business Strateg
Analysis of alternative project financing and optimum financing mix for a mall project in kalimantan
No full textAbstract - The main challenge of commercial development is to arrange the capital. Commercial real estate developments require a large amount of capital upfront, as a one-time investment, and the return on investment occurs over a long period of time. In this case, PT. Dharma Development, Tbk. has been facing a capital problem for this project. The purpose of this research is to explore some alternative financing options for the small and medium commercial real estate developers, and suggest the most suitable financing options for the case of this research. Other than that, the primary objective is to answer the research question “what is the alternative project financing model that feasible for the company and also aligns with the corporate’s fundamental strategyâ€. With the characteristics of large-scale investment (long pay-back period and capital intensive), the financing of commercial real estate is even more difficult than residential real estate and also become crucial problem for the development of commercial real estate. To get better understanding the research will use several analysis techniques. First is to understand what are the available and financing practice in other countries and to review what is available in Indonesia. Exploration of financing practice in Indonesia relating to the regulation, tax and system capability become the focus of this research. This research discusses industry specific matter using several financial tools to support the decision making. Discounted rate will be used to do a valuation for every stakeholders in the project. It will determine how the capital structure would arrange. The technique use is capital budgeting. Capital budgeting is a process to analyze, evaluate and make decision. At the end of this final project writing, the author will provide a recommendation to find the best option to arrange this project in order to get highest profitability of this project. Keywords: Project Financing, Crowdfunding, Indonesia Real Estate, Partnershi
Alternative earning asset alocation beyond loan with government bond; case study of PT. Bank Bukopin,TBK
No full textAbstract - Bank Bukopin as a bank that focuses on the Small and Medium Enterprise segment, loan is one of its largest revenue stream. The volatility of the economy impacts the Non-Performing Loan of Bank Bukopin, which raise a highest level in December 2017 with 8.54%. This condition makes the management should consider the other earning assets that have a lower risk, to rebalance the portfolio that have a high risk characteristic, such as loan. The forecasting results concludes that the expected Indonesia 10Y Government Bond Yield have a stable growth. Whereas the Interest Income Ratio is decay gradually and aggravated by the Provision Ratio that has a stable growth. It shows that government bond could be an alternative investment option, especially when the bank facing the volatility of economy condition that will impacts the risk of the failure payment from debtor is higher. Loan is still the most priority earning asset of the bank because bank has a responsibility as the intermediary institution, and also loan gives a highest interest income. In other side, Government Bond could be used to rebalance the risk of the earning assets as the less risky investment. FR0046 could be considered as a short-term IDR government bond option and FR0059 as the option for the longer term investment. The simulation on the past financial statement as in December 2017 has shown that the government bond investment can increase the Net Interest Margin from 3.43% into 3.51%.Keywords: Banking, ALMA, Government Bond, Forecasting, ARIM
The Impact of New Retail Strategy and Strategy to Win The Business Case Study of Maicih
No full textAbstract - The purpose of this research is to address the business impact and consumer’s opinion towards Maicih’s retailing distribution strategy. And also to propose integrated strategy that suit for Maicih’s current business situation. Consumer analysis by using Consumer Style Inventory (CSI) was conducted to find out the impact of Maicih’s retailing strategy towards company’s business and consumer’s opinion. After that, there are internal and external analysis to propose a potential strategy that suit for Maicih’s current business situation. Internal analysis consists of Maicih’s current STP, Marketing Mix and Value Chain analysis. While the external analysis consists of PEST and Porter’s Five Forces analysis. There also Diamond Strategy of Maicih. SWOT analysis conducted to identify Maicih’s condition further. The results of SWOT analysis translated into TOWS analysis to formulate alternative strategies to cover the root cause of Maicih’s business issue. Many alternative strategies that have appeared being analyzed by using CARVER model to prioritize the important strategy. The chosen strategies are leading to potential strategy that suit for Maicih’s current business situation by considering the staging phase of Maicih and also strength, weakness and opportunity elements that Maicih has. Finally, there are six strategies offered by the researcher for Maicih. Those strategies are: promotion through TVC; put an ad or being a sponsor on radio; special promotion or event in Alfamart; present on an upcoming culinary event; young celebrity endorsement; and the last is special promo or discount for loyal consumers. Keywords: Snacks, Online Marketing, Consumer Style Inventor
Proposed business strategy for urbancut barbershop in semarang
No full textAbstract - UrbanCut Barbershop is a premium brand of barbershop that was established on May 4, 2013 under CV Ganesha Adhi Pratama. It was located at Tirto Agung Street, No. 12A, sub-district of Pedalangan, district of Banyumanik, Semarang of Central-Java. UrbanCut Barbershop was built to answer the need of modern man in Semarang area that need of a good representative haircut place with hygiene process and cozy place. UrbanCut Barbershop is a growing business and has big opportunity to success due to it has become pioneer in premium barbershop service in Semarang area. It showed by the number of customers that have been served and that increasing sales from its beginning they are opened until now. But, new problem start to come and the competition begin tougher. UrbanCut Barbershop sales performance basically is good and profitable enough for its owner. But owner feels that there have been a condition of sales revenue of UrbanCut after 8 months operation become stable or can be said it come to its optimum point. This phenomenon was discovered after UrbanCut Barbershop opened their second branch located in central business of Semarang area. Owner feels that this condition showed there are problem with UrbanCut Barbershop growing progress. The owner worry if the trend of sales in second branch becoming like the first store that reach its optimum point and don’t grow anymore. Therefore, owner should initiate better strategy to keep increase sales growth and strategy for competes in Semarang Barbershop business. So, the focus of this research is to give UrbanCut Barbershop business strategy to solve their problem. First, author should determine what Urbancut Barbeshop business condition is and what about other external environment that affect their business. Second, author should give further strategy for UrbanCut Barbershop to win the business competition. The strategy objective are to define Arena for UrbanCut Barbershop; To Explore the differentiator factors in order to success; to plan the stages to win competition; To choose the best vehicle to reach the arena; To evaluate whether strategies will succeed in the business. Keywords: Barbershop industry, sales growth problem, internal and external environment analysis, growth strategy, diamond strategy consist of : arena, differentiator, vehicle, stage plan and economy logic
Key account managament for resources sector team at markplus, inc
No full textThe system to analyze and how to handle clients, in this case is key account, called Key Account Management System. The system which can help a sales person and marketer to be more systematically, understand their clients better and provide a holistic solution. This system can be applied partially or as a whole, depends on the classification of the clients. Key account management system in Resources Sector in MarkPlus,Inc, a leading marketing consulting firm which provide holistic solution for its clients by having a high competitive advantage and broad network internationally and locally. The reason why Resources sector needs a key account management system because pareto exists in the market, only a small number of company holds majority of market share. Therefore, retaining pareto accounts matter, these market leaders are typically large organization with complex decision making unit (DMU), they need complex solutions which require integrated offerings from professional services. The Resources sector also switch to downstream business therefore need to educate the employee about marketing because it is not just about production but also commercial with international standard.Key words : Resources sector, Key Account Management System, MarkPlus,In
Risk management model in sharia pawnbroking business solusi emas syariah pt bank danamon tbk.
No full textAbstract - In the Indonesian banking business, pawnbroking is one of the most prospecting financing business that has not been touched by conventional bank, and it is only sharia banking that may run this pawnbroking business. Under sharia principle, the agreement / akad has been ruled by National Sharia Council (Dewan Syariah Nasional) where the basis of transaction is through Akad Rahn & Qardh, however, accepted pawn collateral is limited to gold only. For period 2010 to 2014, majority of sharia banks have run pawnbroking business, such as Bank Syariah Mandiri, BRI Syariah, BNI Syariah, BTPN Syariah, BJB Syariah, CIMB Niaga Syariah, dan Danamon Syariah. Nevertheless, risk management of pawnbroking business is not easy, where the potential risks always happen and occur, not only those small amount of risks with high frequencies, but also low frequency with significant financial impact, or even high amount of potential risks with high frequencies. With respect to the complexity of risk management and the slow business performance and achievement, majority of the above sharia banks’ managements have decided to stop the product and no more selling to its customers. The “stop-pawn product†decision had happened during 2013-2014. Bank Danamon Syariah’s management has decided to totally stop selling pawn product as per 15 April 2015. This research is solely purposed for exploration and management of the risks spread out in the pawnbroking process flow, and those are analyzed based on Basel 2 Accord and Peraturan Bank Indonesia related to risk management, and creating the most effective and efficient risk management model for pawnbroking. The choice of Bank Danamon Syariah as the research base because of this bank is the only sharia bank window who has opened 150 branches whose services are uniqely focused on sharia pawnbroking, and operated since 2010 until 15 April 2015.  Keywords: sharia 7 key pawnbroking process, risk management model, risk identification, risk level, risk mapping, risk mitigation. Â