The Indonesian Journal of Business Administration
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Optimizing The Role and Function of Law to Protect PT Krakatau Steel (Persero), Tbk & Group Business Interests from The Human Capital and Organization Perspectives
No full textAbstract. After the reform era in 1999, PT Krakatau Steel (Persero), Tbk has faced many international and domestic legal challenges and issues in running its business, such as antidumping lawsuit, international contract for main raw materials transaction, filing a lawsuit to a company in Australia, many lawsuits in the homeland court and arbitration, and obligation to more comply all law and regulations after made in Initial Public Offering in November 2010. The above mentioned legal issues as well as other routine work that pertain to initiate legal documents, license handling, mentoring of the employee and official of the Company who is summoned by the authorities, both in the holding Company and subsidiaries (PT Krakatau Steel (Persero), Tbk and Group) are all handled by an organizational unit namely the Division of Legal Office. The increasing complexity of the problems faced by the Company, particularly the legal issues, become the obstacle of company’s business activities so that it can hinder to the implementation of good corporate governance. In order to deal with the complex legal issues and demands the implementation of GCG that can be effectively run, the Legal Division Office should be encouraged to improve the implementation of its function and its role in protecting the business interests of the Company. Those matters increase the demand for legal experts who have high competence and professionalism in carrying out their tasks and functions. In order to support the above needs, it is proposesd that the organization of Legal Office Division to be divided into 3 (three) group of expertise:(a) Legal for Commercial & Business Transaction Group; (b) Legal for Corporate Affairs, Claim & Litigation Group; and (c) Legal for Compliance & Subsidiary Affairs Group. At the same time, the number of legal personnel should also be added by placing its subsidiaries legal personnel in the corporate level. Keywords : Legal problems, organization of legal office division, specialized, group of expertise, and protecting the Company’s business interest
Opening Food Distribution hcannel of PT ABC Tbk in Vietnam
No full textAbstract.PT ABC Tbk, founded in 1951, has three main business lines, distribution, manufacturing and support and services, has 5 branches, with head office in Jakarta, and regional offices in Singapore, Thailand, Vietnam and China. Next year, PT ABC Tbk will focus for distribution channel development in Vietnam, cause its contribution is still very small. Euromonitor data highlighted food and beverages market in Vietnam, which is very big with total value around USD 11.7 billion in 2014, and growth rate 14% forecasted, so it is mentioned that Vietnam will be the fastest growing food and beverage ingredients market. PT ABC Tbk, through one of its division, Food Division, will use this opportunity to grow its business by opening new division in Vietnam, Food Distribution Channel, which is selling ingredients to Food Industry. Qualitative research methodology is used in this discussion, by analyzing primary data from internal resources of PT ABC Tbk via management interview, combined with secondary data from Euromonitor International. PT ABC Tbk must define its key success factors and business model for that objective. The key success factors are products chosen for market in Vietnam, experienced local sales force for running daily business, supported with technical expertise to serve customers, and local warehouse, to minimize logistic cost for delivering to customers. Business model that PT ABC Tbk should apply are including customers’ segmentation, value proposition that offered to those customers, which is highlighted product quality and value added ones, beside technical expert service.Keywords: food, ingredients, Vietnam Â
Proposed Assessment for PT KAI Station Hotel
No full textAbstract- PT. KAI has many premium assets such as land that is used by Perum Damri as pool bus at Jl. Kebun Kawung. PT. KAI plans to build a hotel in this unproductive land since hospitality industry has become an opportunity for the company to gain profit by adding this industry to its business portfolio. Macro economic and hospitality industry conditions are still very promising. Their growths give the possibility to make a good profit. Hotel to be built is a budget business hotel. In addition, the possible risks of this project are also identified and mapped. The risk management helps determine factors that affect the IRR of the hotel to be built.There are several factors to be used to maximize the company’s return. Such factors, affecting the IRR, are Room Rate Inflation; Capital Structure; Occupancy Rate; Construction Costs; Land Compensation; Room Rate; Interest Rate; and Pre-ConstructionKeyword: Risk Management, Hotel Planning, Sensitivity Analysis, Monte Carlo AnalysisÂ
The Business Model Development of Qualbase
No full textAbstract.Qualbase is a start-up company providing information technology solution focused on small and medium enterprises (SMEs). As a start-up company, Qualbase did not understand how they should bring the company to grow and need guidance to reach their goals. Therefore, this final project aim to analyze Qualbase’s current business situation including company’s external and internal environment, develop appropriate business model as guideline for Qualbase including the implementation plan. In this final project, the author uses qualitative research method by interviewing Qualbase’s founder supported by additional secondary data from literatures, published journals, and other sources using internet media. The author uses several methods in analyzing Qualbase’s business condition. For company’s external environment analysis, the author use PEST, Porter’s five forces and competitor analysis. For company’s internal analysis, the author use VRIO framework and value chain analysis. The author then analyze and formulate business strategy using SWOT analysis, TOWS matrix, Porter’s generic business and business diamond strategy. Furthermore, the author formulate the appropriate business model for Qualbase using business model canvas and formulate the implementation plan based on business model development. As a result, the growth of industry where Qualbase operates is relatively good for company and has a growing market. Qualbase should focus on providing the best quality of products with excellence customer service. Additionally, Qualbase need to take appropriate action such as enhancing the quality of company’s resource and capability, develop standard operating procedures, create marketing strategies, improve online and social media campaigns and build relationship with clients.Keywords: Business Strategy, Business Model, Information Technology, SMEs Â
The Assessment of Servant Leadership and Inovation in Aircraft Services Strategic Business Unit PT Dirgantara Indonesia
No full textAbstract.This thesis is conducted to measure servant leadership and novation in Aircraft Services Strategic Business Unit PT Dirgantara Indonesia. This analysis is conducted based on leader distrust and company performance phenomena. This research is a quantitative research with causal explanatory method. Based on the hypothesis testing results, it is proven that servant leadership has significance and positive influence on inovation in Aircraft Services Strategic Business Unit PT Dirgantara Indonesia. Managerial implications that can be done is management is expected to listen, be humble, more appreciate to the performance of employees, more accomodating any input, and more flexible in aligning activities in order to improve inovation thus at the end helps company to achieve its goals. Finally, high inovation is a reflection of companys good performance.Keywords: Servant leadership, Inovation, PT Dirgantara Indonesia
Business Strategy Formulation For Growing Competitiveness Of Rumah Kopi Serang Coffee Shop
No full textAbstract. Rumah Kopi Serang is a coffee shop located in Serang city that offers a variety of coffee-based drinks with best quality raw material, to compete and survive in the coffee industry, Rumah Kopi Serang need to grow their competitiveness. There are 3 main problem that need to be addressed by Rumah Kopi Serang, that are the lack of promotional activities  resulted in the low awareness of the brand in the eyes of consumers, and it is still weak and lack of human resources to support the performance of this business that affect to sales. It is necessary to do an analysis of the company’s internal and external environment. These factors were then summarized into a SWOT analysis then formulated into the analysis of EFAS (Eksternal Factor Analysis Summary), IFAS (Internal Factor Analysis Summary) and SFAS (Strategic Factor Analysis Summary), that were applied into IE matrix chart, showing the position of Rumah Kopi Serang entrance on the first cell ( build and grow) and then Quantitative Strategic Planning Matrix (QSPM) will be used, as well as the new proposed for Segmentation, Targeting, and positioning, business models canvas, and marketing mix. there is a conclusion and the most appropriate strategy for Rumah Kopi Serang to deal with the issues. Intensive strategy is considered to be the most proper strategy, consisting of market penetration, product development, and marketdevelopment, which described in an action plan.Keywords: Intensive strategy, Marketing Mix, Business Model CanvasÂ
Proposed Strategy Formulation for an Organic Rice Company
No full textAbstract.Rice is the staple food of Indonesia that the number of its demand increases annually in line with the increase of population. In 2010, M Group formed M Pure Farming (MPF) as Department who responsible for developing rice business as a follow-up of the advantages in built good relationships with farmers before. Not to selling some conventional rice products, MPF intend to sell rice that takes account into health aspects in form of organic, which means do not use pesticides or chemicals at all, as well as help preserve the environment today which has become a public concern. With B2B (Business-to-Business) business model, MPF make purchases of rice to farmers and then sell them under the label of MPF rice.Several issues raised by MPF currently are their market, their supply, and their skills of human resources.MPF market is divided by M Group internal market (1) and external market outside the M Group (2) with total sales of approximately 50 tons per year. Unfortunately, after nearly four years of running, this amount is still only capable of holding about 10% of the internal market potential M Group. So it does with the external market, the intended target remains unclear and sales are in smaller quantities than the internal market for sure. Based on the analysis, MPF needs to improve their strategy to run the business. They need a clear strategy to maximize its internal capabilities and take advantage of opportunities that exist to be able to control intended markets.A good strategy requires analysis of both internal and external environment with several tools such as PESTEL, Porter's 5 Forces, Value Chain, and Resource-Based View (RBV). The results of the environmental analysis are then summarized in a SWOT analysis that serves as a tool in the preparation of the new strategy. The proposed implementation based on previous analysis begin with improvements in their internal management, start in human resource management and corporate culture as basic improvement to improve their employees to be able to improve business process and produce some qualified and valuable products, hence the customers will perceived MPF products as reliable products and maintain the purchasing continuously. Afterwards, in 2020 MPF expected to be able to increase sales of at least up to 500 tons / year and can control the internal market M Group as well as penetrate the right external market in form of Business-to-Business model.The proposed strategy is reflected in the implementation of short and long-term programs, each with its resource requirements and schedules required. The proposed strategy are divided in to three levels, namely Corporate Strategy (1) which suggest MPF to implement growth strategies, Business Strategy (2) that supports corporate strategy which suggest MPF to perform differentiation in its products and services, and Functional Strategy (3) which outlines how each division can implement the established strategy.Key Words : Organic Rice, StrategyÂ
Stock Selection in Constructing Halal Food And Beverage Indices For Indonesia Stock Exchange
No full textAbstract.Islamic Capital Markets in Indonesia shows a significant development, however, the crucial trade infrastructure such as sectoral indices are still not available. Index function is very important in stock trading, for investors, regulators, analysts and fund managers to measure the performance a group of stocks. Currently there had been Indonesia Sharia Stock Index (ISSI) which was published in 2011 and JII (Jakarta Islamic Index) are actually already present in 2000. But the market needs the other sharia indices to increase the number of sharia product. Industrial sectors which have the basis for constructing new Islamic index are very wide and some have great potential promising. Strategic sectors of the economy in many countries with Muslim population base, shows a very remarkable performance. With a number of the largest Muslim population in the world, Indonesia clearly has a huge opportunity, one of them by developing consumer goods industry specifically, the halal food and beverages. This sector can be explored and developed through the financial sector, especially in the capital market. The presence of Sharia Stock Index based halal food and beverages business will strengthen the Islamic capital market industry in Indonesia, including the exciting growth issuers, increasing the number of investors and multiply the Sharia mutual fund products. This study aims to construct new sharia indices, so there is a need for a decision-making technique by the Indonesia Stock Exchange to facilitate the process of selecting stocks that deserve to be the Islamic stock companies in the food and beverage industry. Although it is not as easy as making a regular sectoral indices carried by classifying stocks based on its core business, constructing halal food and beverage indices needs to be established in a clear and structured process so that the indices applicable for IDX.Â
The Relationship Between Cash Conversion Cycle and Profitability in Medium-Sized Real Estate and Property Firms Listed in The Indonesia Stock Exchange (IDX)
No full textAbstract.The objective of the research is to examine the impact of CCC’s components on the profitability of Indonesia medium sized real estate and property firms. The research used the samples of eight companies listed on Indonesia Stock Exchange period of 2008-2012, selected by purposive sampling method based on criteria of Medium Enterprise according to UU No. 20 Tahun 2008 Tentang Usaha Mikro, Kecil, dan Menengah. Pearson Product Moment Correlation and Multiple Linear Regression were used to examine the relationship of CCC’s components: (Average Age of Inventory (AAI), Average Collection Period (ACP), And Average Payment Period (APP) on the firm’s profitability (Earning Per Share (EPS). The findings of this research show that AAI partially has negative relationship on firm profitability, but it is not statistically significant. ACP and APP partially have negative relationship and significant effect on a firm’s profitability. Simultaneously, AAI, ACP, and APP have positive relationship and significant effect on a firm’s profitability. These findings imply that Medium-sized real estate and property firm need to focus on managing ACP and APP in order to improve their profitability.Keywords: Real estate dan property, Small Medium Enterprise (SME), Cash Conversion Cycle(CCC) Â
Proposed Development Strategy for Nasi Ayam Jagoan
No full textAbstract- Nowadays, the phase and lifestyle changes rapidly especially in Jakarta. This is affecting the food and beverage industry. Particularly with the fast growth of internet technology and awareness of healthy lifestyle trends made food provider competing in this emerging industry. NasiAyamJagoan is a small home-based industry with Hainan Chicken Rice as their specialties. The business issue faced by NasiAyamJagoan is lack of market penetration and stagnant sales for the past three years. Beside, Lack of clear strategic planning and business development made NasiAyamJagoan business not less growth. Analyzed both external and internal using PEST analysis, Porter’s Five Forces, Canvas Business Model analysis and Resource-based View. External and internal analysis will generate SWOT items which used for business strategy. SWOT items used for EFAS and IFAS calculation which presented in IE matrix. The results of IE matrix shows that NasiAyamJagoan in fourth cell categorized as grow and build. For those reason, QSPM calculation needed and generates an intensive strategy (market penetration, market development, product development). TOWS matrix conduct to apply as proposed new business model canvas. Therefore, NasiAyamJagoan must increase market penetration, expand market share, develop new product, improve marketing and promotion, increase sales and profit, and also to remain competitive. Keywords: BusinessStrategy, MarketPenetration, IntensiveStrategy, BusinessModel Canva