The Indonesian Journal of Business Administration
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Proposed Marketing Strategy For Hotel Trio Bandung
No full textAbstract.Accommodation business growth in Bandung showed a significant increase each year. It happens to follow the growth of tourist arrivals are increasing every year. The purpose of tourist visits to Bandung varies, ranging from vacation, business, education etc. The increasing growth of hospitality industry in Bandung creating intense competition among business owners. Creativity and unusual strategies are emerged in an effort to reach the markets. Hotel Trio is one of the old hotel that has been operation since 1930, located at Jalan Gardujati, Bandung. With the increasing competition, since 2009 Hotel Trio loses its walk-in guests so that sales targets are not achieved in 2013. This is due to the lack of promotional efforts undertaken by Hotel Trio and also the lack of effort to follow the trends in community of utilization the technology.To be able to help and resolve the business issue, internal analysis, brand analysis, external analysis, situation analysis and market analysis for the customer needs to be done to get at the root causes of the problems facing the Hotel Trio. The analysis shows that the root cause of the problem is a lack of promotion and innovation that led to Hotel Trio left by the walk-in guests and hotel brand awareness unnoticed.Some of marketing strategies recommendations are proposed in response these condition. The result of strategy is renewing its positioning and targeting for walk-in guest as part of the primary needs of marketing strategy. There are also solutions in marketing mix attributes to improve the satisfaction of the guests. Renovations should be done in an effort to keep follow the times and tastes of the market at the same time to create the Hotel Trio characteristics so as the guests can enjoy the new conditions of Hotel Trio. Keywords: Bandung, Hotel, Marketing Strategy, Brand Awareness, Promotio
Business Strategy for Alqa Susu Toko Ibu dan Anak (ASTIA) Mother and Children Care Store
No full textAbstract.The Micro and Small enterprises and the FMCG (Fast Moving Consumer Goods) are highly interrelated one another. The FMCG includes food and non-food everyday consumer product that are usually purchased as an outcome of small-scale consumer decision. Due to locality of the consumer’s residences, some of them prefer to buy at nearby stores that offer good quality products at reasonable prices. The Alqa store is one of them. To begin the elaboration, the nature of micro small enterprises is elaborated, and then the fast moving consumer goods and its marketing will be explained afterwards. The nature of FMCG consists of the FMCG Supply Chain that reaches the consumers through marketing. Marketing deals with identifying and meeting human and social needs. In this case the Alqa Store is one of the marketing actors from the supply chain of the manufacturers before reaching the final customers. Alqa Store faces the problem of stagnant revenue, inadequate profit and intense competition with the competitors.Â
Value Stream Mapping implementation in Supply Chain Activities of SIGMA - ALDRICH family product at PT. ELO KARSA UTAMA
No full textAbstract.Asian Economic Community (AEC) will bring the competition fiercer. Local companies must take step to enchance factors that drive their sustainability. One of the imperative factor from the operation side is the productivity. Productivity concerns regarding how well a company utilize its resource to transform into output or product . Lean manufacturing has become buzzword in business world to increase productivity, yet few had realized such concept had been extended beyond manufacturing, one is known as lean office. Value stream mapping plays as the foundation of lean journey. The idea of Value stream mapping is deconstruct the current state and reconstruct to future state in order to achieve better productivity. This paper take PT. ELO KARSA UTAMA, one of the leading distributing pharmacy in Indonesia. The company eager to have better operation productivty, therefore it install a ERP system a few years ago. Unfortunately company felt the achievement was not as supposed to be, thus open an opportunity for improvement. This project select SIGMA – ALDRICH family product as the most complicated supply chain activity among others, as the chosen vendor to be work under the project. The current value stream shown the lean metrics that the current opeartion needs 9 people, 16 activity and 5986 minutes of total order lead time. Improvement was made by three area, office, warehouse and delivery. The improvement covers various departmetns that include logistic, sales, finance, data entry, warehouse and delivery. After seeking, analyzing and brainstrom the current process, the project reveals some major root cause through the fishbone. On each root cause the project try to offer some solution to fix the problem. Based on the proposed solution the new value stream mapping could be constructed and new lean metrics could be estimated. The new lean metrics shown as follows 6 people, 8 activity and 3676 minutes of total order lead time. Short term and long term recommendation also given beside the main recommendation. The real project implememntation will take five steps: Kick off meeting, construct project charter and template, training and awareness, implementation and closing meeting.Keywords: Asian Economic Community (AEC), value stream mapping, seven wastes, SAP, Lean ManufacturingÂ
Strategy Formulation and Recommendation for Grain Healthy Food and Beverages.
No full textAbstract.Organic food markets are growing in Jakarta. Therefore, many new organic food business arise. One of them is Grain Healthy Food and Beverages (Grain), which has specialty in healthy nut products. As a start-up business, they face problems. Under the uncertain business conditions, it is difficult to stand out in the market, not to mention the limited capital and resources. The low sales and lack of marketing strategy have resulted in low profit before tax. The objective of this paper is to develop, design and implement the right business strategy for Grain. PEST analysis (Political Economic Social Technological) and Porter’s five forces analysis are used to analyze the external business environment. Whilst internal business environment is analyzed using business model assessment and corporate resources analysis - resource based view. Then those input factors are processed by using IFAS and EFAS matrix (Internal and External Assessment Summary). The Grand Strategy Matrix and Quantitative Strategy Matrix are used to find out the proper company strategy formulation. Porter’s Generic Competitive Strategies is used to find out the business strategy. And TOWS (Threat Opportunities, Weaknesses and Strengths) Matrix are used to find out the functional strategies. All the strategy formulation are summarized in a five-year-long-range plan of road map. To help the business owners visualize the strategies, the paper also suggests new business model canvas on how the company should deliver, create and capture the value. Then the recommended solutions are described in the implementation plan; which includes programs, budget, and timeline.Keywords: Start-up, strategy, entrepreneurship Â
Business Strategy for PT. Bhakti Usaha Era Makmur in Purpose to Increase Sales
No full textAbstract - Albizia is a plan with high functional value and also reasonable price. As a trading company, PT. Bhakti Usaha Era Makmur is trading albizia timber. Currently, there are several disadvantages situation for West Java business segment. Decreasing number of suppliers, high uncollectible receivable, and low customer demand satisfaction are became company business issues for recent years. Those three business issues will be analyzed by Carter 10 C’s, value chain etc. The root causes are legal agreement cannot implemented properly, few customers were active, and delegated primary activity to suppliers.. Considering the root cause and objective, and also remembering the business life cycle of company which is in growth stage, the author propose that company is conducting backward vertical integration. The strategy is completed with financial analysis, which is resulting positively (IRR 64% and BEP in 4 years). Keywords: Agribusiness, Ablizia, Vertical Integration, Business Strateg
Profitability Enhancement Strategy Through Capacity Expansion and Market Export Diversification (Case Study: Acquisition of Thang Long Cement Vietnam by PT Semen Indonesia Tbk
No full textAbstract - Cement industry is expected to be grow respectively high due to demand for house building and infrastructure needs. Indonesia and Vietnam, as part of Southeast Asia region, are facing different kind of market condition. PT Semen Indonesia Tbk is Indonesia’s top leader in cement industry, who had invested major investment by acquiring major shares ownership of Thang Long Cement Company Vietnam, back in late 2012. This acquisition strategy was intended to enhance profitability and reach Southeasr Asia market. One year after the acquisition happened, this strategy needs to be analyzed whether it already goes perfectly as what expected or needed some improvement regarding company’s profitability growth. By doing Discounted Cash Flow valuation with three different scenarios; first is when each companies stand alone independently (before acquisition), second scenario is PT Semen Indonesia Tbk acquired Thang Long Cement Vietnam (current condition) and third scenario is post-acquisition analysis after acquisition with proposed strategy on capacity expansion and market export diversification; and also Relative Valuation as comparable analysis with another cement companies, such as Indocement Tunggal Prakarsa and Holcim Indonesia. This final project suggested Thang Long Cement Vietnam to expand capacity from 2,3 mt/year to 4 mt/year, to improve sales and also doing more exporting market. Vietnam’s cement industry is having excess supply, that’s why exporting cement products to another country is important. Indonesia can also fulfill its massive demand of cement from Vietnamese cement product, which it related to PT Semen Indonesia revenue and inventory availability. Thang Long Cement Vietnam was acquired undervalued with price of US$157million, but it doesn’t mean the company suffered loss from the transactions. PT Semen Indonesia Tbk did major improvement on management structure, business process and debt refinancing for Thang Long Cement Companies. Due diligence was also done before choosing Thang Long Cement Companies as the targetted company, based on its financial ratio analysis which also calculated in this final project. Generally, this acquisition between PT Semen Indonesia and Thang Long Cement Vietnam is a right decision and still possible to reach optimality in profitability enhancement through proposed strategy in expansion and market export diversification. Both companies also proved having synergistic relationship on this acquisition.Keywords: Semen Indonesia, Thang Long Cement Vietnam, acquisition, profitability, expansion, market export, financial analysi
Proposed Strategy for PT Anugerah Pharmindo Lestari (APL) to Increase Merck Product Service Level (Case Study at Indomaret)
No full textAbstract - PT. Anugerah Pharmindo Lestari (APL) is a national healthcare distributor appointed by PT. Merck Tbk as the main distributor in Indonesia. The company is responsible for distributing the entire Consumer Health products for all types of outlets, including minimarket Indomaret scattered throughout Indonesia.Based on the internal data of PT Merck, the service level of PT. APL to serve Indomaret below trading term agreement target, the average service level of PT APL in distributing the products of PT. Merck to Indomaret only 81%, far from the target of 100%, this final project intends to conduct an analysis of service level of PT. APL to Indomaret. Conceptual framework analysis of the final project is based on the concept of Service Quality Model and IPA Matrix. The final project will analyze the external and internal factors of the PT. APL, it will gain strengths and weaknesses of PT. APL in serving the needs of Indomaret. The next step is to conduct a survey to determine services quality dimensions of PT. APL which undervalued by Indomaret perspective as the customer. Indomaret satisfaction survey results along with the weaknesses of the internal analysis of PT. APL will become business issues to look for improvement strategies proposal.Based on the results of Indomaret satisfaction survey and IPA Matrix Model evaluation, PT. APL has a lower level of service quality on the dimensions of reliability and assurance. Based on internal and external analysis also indicates PT. APL have weaknesses in the delivery of goods to customers. Based on IPA Matrix result, PT. APL has four service parameters are in quadrant I (focus improvement), there are the delivery process that is not timely, error type of goods sent, error quantity of goods sent, and low capability of their KAM and Salesman.Improvement strategy proposal for PT. APL from the internal is the addition of fleet facilities, improvement of the ERP system which made a Merck products special code for Indomaret and automatic order input system, recruiting new KAM specifically serve and manage Indomaret, while the external side is a monthly regular meeting for coordination and evaluation of the service process between PT. APL, Indomaret, and PT. Merck as a principal.Keywords: Consumer Health, Service Level, Servqual Model, IPA Matrix ModelÂ
Proposed Marketing Strategy For Dapur Iga Resto and Cafe In Burangrang At PT. Dapur Iga Nusantara
No full textAbstract. Culinary business is a very promising business in Bandung city. This is due to the growth of the Indonesian population is increasing every year and is also accompanied by good economic growth in Bandung. Dapur Iga is one of the restaurants engaged in the industry. In the midst of the culinary industry competition is very tight, Dapur Iga already has a good sales performance, but still has not been able to reach their targets. Dapur Iga is under the trademark name of PT. Dapur Iga Nusantara which offers food products such as beef ribs as a main product that target young adults who have the economic status of B+. To be able to help and resolve the business issues, the formulation of such a strategy is needed to analyze the internal environment of Dapur Iga and external environment such as a competitor, the culinary industry analysis, etc. The data collected comes from primary and secondary data. The results of the environmental analysis are the strengths, weaknesses, opportunities and threats (SWOT) of Dapur Iga. SWOT analysis is the basis for making business or marketing strategy and to identify the root cause problem. After getting the SWOT analysis and the root cause, next is to make a solution of the weaknesses and threats by empowering the strength and opportunities of Dapur Iga. The solution is created based on the root cause analysis using fishbone diagram and categorized by the 7P’s of marketing mix as the solution.The last thing to be done is the implementation or carrying out the activities of the business solution by calculating budget and scheduling activities with timeline. By performing the solution that already formulated, expected Dapur Iga will solve their business issue. Therefore Dapur Iga has a good potential to grow and compete in the culinary industry in Indonesia, especially in Bandung. Keyword: Dapur iga, Marketing Strategy, Culinary Industry, Creative Economic, Business Strategy
Capital Raising Plan to be A National Bank in 2015, Case of Bank BJB
No full textAbstract. Bank BJB as a regional bank will be directed to upgrade to the 'next level' in order to become a national bank which will be growing continuously with high profitability level ("A Strong Sustainable and Profitable Bank") to get higher assets and earnings, stronger in capital and better in service in 2015. According to the data 31 December 2013, based on the Indonesian Banking Architecture (API), Bank BJB is still categorized as a bank that has regional focus with total capital (Tier I and Tier II) Rp 5.7 trillions and based on multiple license regulation, Bank BJB categorized as bank in Caterory III with Tier I capital Rp 5.6 trillions.To become bank that categorized as National Bank in Category III which has capital (Tier I and Tier II) at least Rp 10 Trillion as stated in Indonesian Banking Architecture (API). Bank BJB needs additional Tier I Capital amount Rp 4.3 trillion so that Bank BJB can get capital Rp 10 trillion by 2015 and meet its target to become National Bank in Category III in 2015. If Bank BJB do not reviset its strategies so that Bank BJB cannot meet its target in 2015. There are four strategies alternative to raise capital. In organic growth strategy Bank BJB can reach capital Rp 10 Trillion in 2018. In reducing dividend payout ratio become 53% Bank BJB can reach capital Rp 10 Trillion in 2017. In right issue proceeds Rp 2.5 Trillion Bank BJB can reach capital Rp 10 Trillion in 2015. In issue bonds Rp 5 Trillion gradually in 2015 and 2015 Bank BJB can reach capital Rp 10 Trillion in 2017. So that right issue is choosen with proceeds Rp 2.5 Trillion.Keywords: Bank Business Plan, Tier I, Tier II, capital raising, source of fund.Â
Proposed Growth Strategy For Dian Institutepare
No full textAbstract- The growth of formal education and non-formal education is very promising in Pare, the number of competitor in education institution is also increasing. The competition is getting tougher, requires every education learning doing innovation, development and improvement in their course program to get new target market. In order to overcome the competition, Dian Institute should know what positioning strategy could be used for prospective students especially for new target market The strategy formulation begins with analyzing external and internal environment to identify opportunities and threats of the industry as well as the strengths and weaknesses of the company using several methods such as Political, Legal, Socio-Cultural and Technology (PEST) Analysis, Porter’s Five Forces Analysis, Competitor Analysis, Current Business Model Analysis, and Value Chain Analysis. The SWOT derived from the external and internal analysis is then used to generate IFAS and EFAS score, and interpreted to the Grand Strategy Selection Matrix and Four basic strategic, determining the current position of the Dian Institute and the strategy it should execute. The result of the analysis indicates Dian Institute in quadrant 1 of grand strategy. Quadrant I of the Grand Strategy Matrix are in an excellent strategic position. For Dian Institute, continued concentration on current markets (market penetration and market development) and products (product development) are appropriate strategies.so that after succeeding in growth strategy, author make new business model canvas for Dian Institute for make this business better .All things considered, to analyze the current business situations and internal conditions of Dian Institute as the basis of strategies formulation. And to develop growth strategies that can be implemented by Dian Institute to get new target market and the last one to design the implementation plans of the growth strategy that can be conducted by Dian Institute which is adjusted with institution competition in pare market.  Keywords: growth strategy, Business model, service industry, Strategic positin