The Indonesian Journal of Business Administration
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Proposed Business Strategy for "Routes" in Order to Penetrate Existing Marketing
No full textAbstract.Routes are a start up company that was founded by 5 sport enthusiast. They see an opportunity on the current market where number of people embracing sports as a lifestyle choice were in increasing. However, as a new player they facing a difficulties to penetrate the current market since all well known brand has high market share and has strong position in the market. To address these issue and formulate the suitable strategy for the future growth of Routes Company, author use qualitative data through observation, interview and literature study. By implementing external and internal analysis they encapsulate SWOT for Routes Company. Factors in the SWOT are used in the calculation of EFAS and IFAS then applied to the IE matrix and it shows that Routes positioned in cell number five called Hold and Maintain. In Hold and Maintain strategy, they have two alternative strategy than later author used QSPM matrix to show prefered strategy which end with market penetration. Author also using Porter’s Generic Strategy to determine business level strategy and TOWS matrix for functional strategy. Business Model Canvas are used to elaborate the solution. In implementing the strategy, the author formulated some short term and long term action plan on for market penetration.Keyword: business strategy, sport apparel, business model canvas Â
Proposed New Business Model and Transformation Strategy For CV Fruity Indonesia
No full textAbstract—Beverage Industry as one of the largest contributors to creative industry is changing continually. New competitors are emerging and current competitors are increasing their competitive advantage. CV Fruity Indonesia as one of the pioneer in juice retailing business in Bandung needs to identify new business model and transform its business to keep up with current environment and competition and also to prepare for the future. The purpose of this research is to provide new business model and transformation strategy for CV Fruity Indonesia that will increase its competitive advantage. In this research, existing business models of the company is analyzed using nine building blocks of Business Model Canvas while the beverage industry will be analyzed using Six Paths Framework tool from Blue Ocean Strategy. The research finds that there are three main additions to the business model that should be implemented and integrated with company’s existing business models, business model counter and mini cafe. The new proposed business models’ competitive advantage then analyzed using competitive positioning analysis against the current strategic groups within the industry. The new business models are implemented using business transformation strategy, which consists of 2 phases. The first phase is Operating Excellence and the second phase is Business Enhancement. The implementation plan expanded to eight months period so that the company could prepare the needed resources before fully transform its business models. Keywords: Business Model, Business Transformation, Beverage Industry, Blue Ocean Strategy, Six Paths Framewor
Proposed Social Media Strategy for PT. Merpati Nusantara Airlines
No full textAbstract- Growth phenomenon of the number of internet users in Indonesia has reached 55 million people; it is driven by the growth of population which raises the need of digital technology. Social Media becomes a favorite activity in internet usage. Based on city research, Twitter is the most accessed among two cities, which are Jakarta and Bandung. In Indonesia, the number of twitter account owners almost reaches 30 million. Nowadays, Social Media is an instrument that can be used for Marketing Communications. For brand holders, Social Media is not only defined as the sharing of information and communication, but also often used as a weapon for branding. Merpati Nusantara is one company in airlines industry in Indonesia that used social media. Through Social Media usage, companies can enter the consumers’ mind easier. By using social media, Merpati Nusantara facilitates direct communication with their consumers and gains many inputs or suggestions that come from the consumers. Building awareness toward consumers becomes a crucial thing for the brand. In this case, Social Media plays an important role as a way for the company to communicate with its customers. Purpose of this study that Merpati Nusantara to further strengthen its role in social media strategy and supported by the creation of an Brand Ecosystem in the company and adopt a new model of Customer Social Context and Social Contagion that strategy is made according to what people want. Keywords: Branding and Promotion, Marketing Communication, Social Media, Social Media strategy
Business Model Development for CV OceanFresh
No full textBased on data from Euromonitor in 2013, market value of Indonesia’s cosmetic industry is $5 billion (Rp70 trillion) with estimation 12% industry growth in the following years. OceanFresh is a newly founded company which manufacture personal care product based on marine natural resources. Supported by deep knowledge university-scale laboratory, OceanFresh already produce several face care and body care product. OceanFresh aims to increase their brand awareness, boost sales and become competitive company in local and regional market. To achieve the goal, company need a business model as a guidance. The significant growth of the middle class income Indonesia has encourage industry to fulfill the necessities of the group which always up-to-date with latest trend. The trends which evolve in recent years are healthy lifestyle and green lifestyle. This trend has become an advantage for OceanFresh, since all of their products are created from marine natural resources. Process of developing business model for OceanFresh started from collecting material and data which obtained by interview with the owner, followed by analysis to company’s internal and external situation. Internal analysis carried out by using VRIO framework and value chain analysis, meanwhile external analysis carried out by using Porter 5 forces and PESTEL’s framework. Further data collection from questionnaire is used for additional input in developing new business model for the company. OceanFresh’s main competency is capability to create personal care product from marine natural resources. This competency could be accentuated as company’s competitive advantage in facing competition with well-established company. Business model innovation would be depicted in the form of business model canvas. The implementation plan would be divide by three stages. The first stage would focus in improvement of internal system and Java area as target market. Second stage would be focused on broader area in Indonesia. The third stage would be focused on expansion in regional scale and beyond. Keywords: marine natural resources, personal care, business mode
Business Strategy Formulation for Kampung Wisata Sentul
No full textAbstract - Kampung Wisata Sentul is one of the UID projects to support community development and spread environmental education to visitors through educational platform formed as agritourism. Since its opening to public in 2014, KWS has faced four business issues that consist of infrastructure and facilities resulting in visitors’ cancellation, the burden of its operational cost, lack of marketing resulting to lack of brand awareness, and no evaluation system to measure the impact of KWS to local community and visitors. This research is focused to get into the proper solutions for KWS to reach its sustainability. The business strategy formulations for KWS are proposed empowerment programs for local community, deepened experimental and experiential learning for the visitors, recommended marketing activities, and evaluation system with BSC along with strategic initiatives and KPIs. These solutions are also supported the triple bottom line approach and implementation plan with the purpose that KWS can reach its sustainability. Keywords: Community Development, Agritourism, Social Profit, The Triple Bottom Line, Strategy Formulatio
Developing Strategy For 21st Motoring
No full textOn the making a non-dealer car service station business was already been the owner of 21st Motoring’s head at 25 years age, when he was still working at Ford Motor Company. However, 21st Motoring has already run for 2 years which having a hard time to attract new customers, although 21st Motoring has a strong quality on its business with having a standardize of its works and having sufficient tools. In the face of the business issues that needed some methods, they are conducting external assessment by PEST Analysis and Five Forces Porter’s Analysis, and internal assessment by Value Chain Analysis and Existing Business Model Canvas. Then SWOT Analysis is used to conclude both external and internal analysis. SPACE Matrix is used to find the suitable company strategy for 21st Motoring. After analyzing, Competitive Strategy is the right strategy for 21st Motoring which should be pursued, with 2 strategies within it, they are Intensive Strategy and Integrative Strategy. To find the best strategy which should be focused between those 2 strategies, QSPM calculation has to be developed. And the result of that is Intensive Strategy, which are Market Penetration, Market Development and Product Development. Next step will be using a Diamond strategy to propose a business strategy. For the next stage analysis has to be developed by using TOWS Matrix to make a functional strategy within the business. After that, the result of TOWS Matrix will be implemented to the New Business Model Canvas for the propose of new strategies. Keyword: business strategy, car service station, business model canva
Proposed Strategy Formulation of PT Jelajah Alam Raya Komunitas
No full textAbstract. Increasing GDP for next decade will lead to increasing Indonesian middle class. It effected the growing of business travel in Indonesia. Based on data from World Travel and Business Council, Oxford Economics, 2013 Indonesia one the biggest contributor demand for business travel in the next 10 years. Indonesian travel market growth estimate in 2012 until 2020 is about 5.9 % per year. Based on the financial performance, JAR Travels have unhealthy financial condition, due to the actual revenue didn’t meet the target revenue. This condition resulted the target Break Even Point for one year is not reached. To get the problem solving of issues that occurred, the analysis strategy and proposed strategies will be discussed in this journal. The environmental scanning for external and internal are conducted to find the root cause. External scanning is done by using the PEST, Five Forces, Collaborator Analysis and Competitor Analysis. The internal scanning is done by using value chain tools. The results of the external and internal analysis is used to obtain directional strategy, proposed business strategy, and to generate functional strategy.From the analysis, JAR Travels is proposed to implement several strategy to achieve target revenue and BEP. The proposed of directional strategy is stability strategy with market penetration. Proposed business strategy is "Differentiation Focus". The proposed functional strategy are increasing online travel service by the build system, increasing capability in IT, maximizing online marketing, Increasing the function of HR, maximizing control in finance, increasing partnerships to support JAR Travels business, change distribution channels, create uniqueness products as competitive advantages, and market penetration to grab the opportunity.Keywords: strategic formulation, online travel community, business strateg
Marketing Strategy for Ikan Bakar Jimbaran, Yogyakarta
No full textAbstract.Ikan Bakar Jimbaran was a pioneer of fresh seafood premium restaurant in Yogyakarta with Bali’s ambience. In the first 5 years, they had a good sales performance. However, financial data shows decrease on sales and number of customers in this last 3 years. The rising of new hotels, guest houses, and restaurants in Yogyakarta is suspected as the cause of decreasing sales. Moreover, Ikan Bakar Jimbaran, which is lack of marketing activities, is looked dissapear in the midst of happening culinary reports in social media. They do not apply new marketing methods and only hold on to the strength of word-of-mouth. The absence of officer who should handle all online marketing activities could be one of the causes. To solve the business issue, analysis of external and internal environment is needed. External factor analysis consists of PEST and 5 FORCES; while STP and 7P are used to analyze internal factor. In addition, the result of interview with the manager and customers of Ikan Bakar Jimbaran becomes one of sources in listing SWOT. From SWOT result, TOWS matrix is utilized to generate alternative marketing strategies for Ikan Bakar Jimbaran. There are 14 proposed marketing strategies which are formulated into 7P and the implementation was described in action program scheduled for five years ahead. To sum up, Ikan Bakar Jimbaran need to apply new marketing methods rather than depend on word-of-mouth. They may start taking advantage of all opportunities that Internet presents. Thus, a social media account officer who will handle all marketing activities related to the Internet should be hired as one of strategies to overcome the problem.Keywords: Seafood Restaurant, Decrease on Sales, Marketing Strategy.Â
Decision Analysis of Reorientation Business Strategy Through Corporate Restructuring to Secure Profit Sustainability ( Case Study PT Alam Karya Unggul Tbk)
No full textAbstract - PT Alam Karya Unggul Tbk at first is the company that operates in manufacturing especially plastics and packaging, because of the higher probability of bankruptcy becomes a major problem, in 2013 the company decided to change its core business to coal mine, acquiring Borneo Mining Contractor as a subsidiary. Changing core business ("Business Reorientation" strategy) to coal mining is one of the company rescue effort. However, the directors are still not sure whether the steps taken by them could rescue the company from bankruptcy and make the company profit sustainability. After analyzing the level of bankruptcy using the Altman Z Score, Springate S Score and Zmijewski X Score, can be concluded that the level probability of bankruptcy of the company is very high. Since company produce pp cups and galons also moving show that bankruptcy rate is very high. Board of directors provides four alternative strategies to save and make company profit sustainability. The four strategies are (i) "Company Refinancing" by producing pp cups and galons, (ii) "Product Diversification" by diversifying the product, (iii) "Business reorientation" to continue in coal mining and (iv) "Selling company "to sell the company and bought government bonds with period of 10 years.After performing the analysis using each strategy using projection and same method, generate parameters (i) Net Present Value (NPV), (ii) Internal Rate of Return (IRR), (iii) Payback Period (PP), (iv) Return on Investment (ROI) and (v) Return on Assets (ROA). But the success criteria of profit sustainability only Net Present Value (NPV) from each strategy. After the projection of each strategy, it concluded that "Product Diversification" strategy generates the greatest NPV with value of Rp. 21,238,970,000. For the implementation plan, PT Alam Karya Unggul Tbk must perform Preparation Phase, Pre-Construction Phase and Production Phase to build a factory and doing production.Keywords: reorientation business strategy, financial distress, profitability, product diversification, feasibility stud
Proposed Design of Performance Management System ( Case Study: PT XYZ IT Consultant Company)
No full textAbstract- PT Alfa Qwartz is an IT consultant that has been founded since 10 years. During 10 years, PT Alfa Qwartz has gained enough experience and wide channel. In 2012, PT Alfa Qwartz has decreased of profit to half than year before whereas revenue increased. That condition indicated caused by inefficiency business process in company. According to characteristic of a consultant company, human resource like machine for company and give competitive advantage. So, there are strong correlation between inefficiency business process and human resource productivity. Low employee productivity can cause inefficiency business process that can impact to higher operational cost. Low employee productivity closely related to low of employee engagement level and also indicated by high employee turnover during several years. Based on finding fact, it can be concluded that there is lack of human resource management. Beside lack of human resource management, also founded that PT Alfa Qwartz also has lack of process business monitoring that can cause unaligned between business activity and company’s goal. By using Current Reality Tree (CRT) then founded that there is ineffective performance management system in PT Alfa Qwartz. So, PT Alfa Qwartz needs a new performance management system that can create positive influence to business environment and increase employee engagement through Key Performance Indicators (KPI) that can direct business activity align with company’s goal.Keyword: consultant company, performance management system, KP