The Indonesian Journal of Business Administration
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increasing direct delivery through adding hub in proposed cities for e-commerce industry (case study : Lazada Indonesia)
No full textAbstract.Internet growth recently has created a new era that called virtual world that many people can connect with other people without limitation. Internet user in Indonesia has reach almost 15% of total population and become the largest Internet user in Southeast Asia. This phenomena has supported retail online industry that we known as e-commerce.To identify the company’s problem, there are several interviews with distribution manager of Lazada Indonesia. Currently, to perform product shipment to customers Lazada Indonesia use internal logistic service provider (Lazada express) and external logistic service provider (JNE, RPX, PANDU). The problems faced by Lazada Indonesia are to determine cities for adding hub to increasing direct delivery of Lazada Indonesia through Lazada express. Lazada Indonesia wants to increase their direct delivery to increase profit and to reduce lead-time. By using internal logistic service provider through Lazada express Lazada Indonesia can increase their economic of scale compare to using external service provider. Another reason is to reduce lead-time, because by using internal logistic service provider customer can receive order less than 2 days. In this study, there are three analyses to proposed cities to solve the current problem. First analysis is to decrease chosen amount of cities from 34 to 10 cities using 1% indicator based on interview with distribution manager of Lazada Indonesia. Second analysis is to determine scale of priority for each cities using weighted decision matrix. Third analysis is to forecast demand for Lazada Indonesia to determine cost to create new hub in proposed cities. The requirement of this analysis is to be a solution for Lazada express to increase their direct delivery by adding new hub. After performed three analysis based on mentioned analysis, there are 10 cities proposed to create new hub. The cities are Semarang, Yogyakarta, Palembang, Surabaya, Banjarmasin, Denpasar, Pekanbaru, Padang, Medan, and Makassar.Keywords: Lazada Indonesia, e-commerce, third party logistic, network and supply chain design
Proposed Business Strategy for Milka Baby Shop
No full textAbstract - Milka Baby Shop is a family business retail that provides a variety of children need from their born preparation phase until their growth phase. Milka Baby Shop established in January 2011 which located in Taman Galaxi Indah Residential, South Bekasi. Milka Baby Shop products were divided into several categories such as clothing, eating equipment, toiletries, toys, and so on. Milka Baby Shop also provided free gift-wrapping services for customers. Since Milka Baby Shop established in January 2011, the revenues were fluctuated as seen from its financial statement. Currently Milka Baby Shop is no longer able to survive and temporary closed since August 2013. The research began with the data collection through questionnaires, interviews, literature, and references. Then do the exploration of the problems faced by Milka Baby Shop by analyzing the external and internal factors Milka Baby Shop. External factors were analyzed using the Porter’s Five Forces to determine the threat of the new entrants, bargaining power of buyers, threat of substitute products, bargaining power of suppliers, and rivalry among existing competitor. With this analysis, the threats and opportunities that faced by Milka Baby Shop is known. Then internal factors were analyzed using value chain analysis and business model canvas to know what are the strengths and weaknesses of Milka Baby Shop. Then the threats, opportunities, strengths, and weaknesses that have been known is used to formulate the appropriate strategies using diamond strategy, TOWS matrix, and proposed business model canvas. Diamond strategy showed that Milka Baby Shop should emphasize its business strategy into arena and vehicle. Then TOWS matrix generating strategies related to arena and vehicle which are establish an online shop to selling and marketing, do advertising and promotion strategy, make a good ambience in store and maintain a good service for customer, provide the baby needs completely, maintain a good relationship with suppliers, find new principal, expansion & diversification, restructuring the organization, and assets management strategy.Milka Baby Shop still has an opportunity to reset the business. At the beginning Milka Baby Shop has to control the product quality, the product variety completeness, and the products price in order to achieve their vision to become one stop shopping baby stuff. Keyword: Retail Business, TOWS Matrix, Business Model Canva
Proposed Improvement for Service Quality in Obsgyn Outpatient Unit of Klinik Utama Kartini Using Servqual Method and Kano Mode
No full textAbstract— Indonesia healthcare industry is growing rapidly in recent years, this condition has led to the increase of competition between healthcare providers available on the industry. Nonetheless, with the government plan to implement the National Health Insurance program (JKN) by January 2014, and the increase of demand from community for higher standard of services, the healthcare providers are required to improve their service quality. Klinik Utama Kartini, which was established in 1979, is a health clinic which specializes in obstetrics and gynecology (obsgyn). From January 2011 up to May 2013, there have been decrease in number of patient visit on obsgyn outpatient. This is partly due to the increased competition in health care industry and also since the quality of services provided by the clinic (particularly in the obsgyn outpatient unit) have not meet its customers expectation.To find the root causes which led to reduction in the number of patient visit in the obsgyn outpatient unit, some analyses were conducted. An internal analysis was conducted by analyzing Segmenting, Targeting, Positioning (STP) and the marketing mix (7P) of the clinic, analysis of business situation was conducted using Porter's Five Forces, and analysis of the quality of services was conducted by using Servqual method and Kano Model. Based on the above analyses, it was found that the root causes of the problem are the absence of SOPs and employee regulations, the lack of management in the field of human resources, lack of management relating to promotion activities, and there is need to renovate some tangible factors on the clinic.This study suggests the existence of seven attributes of Servqual Method which should be put as priorities to be improved and also there is need of improvement on promotion activity in the clinic. Keywords: Klinik Utama Kartini, service quality, Servqual Method, Kano Mode
Proposed Business Strategy For Technical Service Department (Tsd) Pt Traktor
No full textAbstract - Technical Service Department (TSD Dept.) is one department under the auspices of the Product Support Division PT TRAKTOR that established in 1970 and become authorized dealer for “TANGGUH†product in Indonesia in 1971. Main task of TSD is performing service and maintenance for “TANGGUH†product, to support After Sales Service “TANGGUH†product in Indonesia. Following the growth of heavy equipment maintenance business, TSD’s revenue during the last few years also increased. However, when looking at the financial statements for two consecutive years (2011 & 2012) TSD still had operating losses while in that period the business in good condition and very conducive for TSD to make a profit. In order to improve TSD’s productivity, efficiency, and implement new business model, new strategy is required by determining Directional Strategy, Business Strategy, and Functional Strategy. The strategy is formulated then followed up with its implementation plan through the work program for each function in the company within next 5 years. The successful of these strategies is depends on people, organization, and support system readiness. Keywords: Industrial Equipment Maintenance, Business Strategy, TOWS Matrix, Canvas Business Model
The Proposed of Biobriket Penetration Strategy as The Alternative Energy for Household Sector
No full textAbstract.Every year energy needs up along with the number of population growth, especially the energy used in the household sectors. Recently LPG that characterizes non-renewable energy habitually used in the household sectors. Besides the negative impact of the environment, reserve non-renewable energy in nature is limited. PT.DE is a company that is trying to market one alternative energy called Biobriket. Marketing strategies are needed by PT.DE as reference to market biobriket in condition of a community that has undergone dependence on LPG. Required PT.DE external and internal environment alysis to formulate an appropriate marketing strategy. Performed analysis of the situation by using the 5C approach (company, collaborators, customers, competitors, and climate). The result of the analysis are the strengths, weaknesses, threats, and opportunities owned by PT.DE. Then pulled the business problems faced by PT.DE which are classified into four major issues, namely the lobby to the government, the habits of society, marketing planning, and production capacity. To resolved these problems then performed four different approaches to any problem. The lobby of the central government and cities needed to make the government supports the use of alternative energy in the household sector. Knowledge sharing is done to urge people to use renewable energy sources. And the marketing plan is designed to increase public awareness of the product is Biobriket which refers to consumer behavior and consumer value consideration toward energy source. While the approach to renewal of production equipment to improve production. The whole marketing plan, use of alternative energy campaign, and government lobbying presented in the WBS (Work Breakdown Structure). KPI (Key Perfomance Indicators) used as a parameter for the success of each activity.Keyword: Biobriket, Alternative Energy, Market Penetratio
Business Development of HONEYGUIDE Resto Café: An Action Research Approach on Café's Operations
No full textAbstract.Since its establishment in June 2013, Honeyguide could only generate low income. Most of its customers are students and academic staffs of Faculty of Social and Political Sciences (FISIP), University of Indonesia, Depok and surrounding faculties.This research, conducted from June 2013-November 2014, used action research approach. As the action research approach input, this research used situational and internal analysis to determine Honeyguide’s root causes. The identified root causes were inadequate Standard Operating Procedure, lack of inventory control, lack of training program for employees, lack of alternative serving methods, and campus’ holiday schedule. By solving these root causes, it is expected that Honeyguide would become a sustainable business.The research itself consists of four cycles: entering the market, market assessment, cost optimization, and franchise initiation. Each cycle consists of planning, action, results, and reflection activities. During reflection activities, this research compares the action results with existing theory.From the research, it was discovered that customers seating time was relatively high. Management also considered current serving time too long. Therefore, both led to low income.The proposed implementation plan is that Honeyguide management will conduct the concurrent research in a 6-months periodic basis. The concurrent research may help Honeyguide management to develop alternative method for serving, evaluate seating time, and develop adequate Standard Operating Procedures (SOP) and training system for the employees while aiming to become a reputable franchise.Keywords: business development, action research, operations management, food and beverages industr
New Marketing Strategy For Tatuis Mukena Fashion
No full textAbstract - Tatuis is a company pioneered the mukena fashion industry in Indonesia. Mukena and sajadah fashion first launched by Tatuis on 2010 brought changes in the national mukena industry. At that time, the mukena on the market generally in plain white color. Variance of mukena design is evolving due to moslem woman’s taste which more fashion sensitive. How is the marketing strategy of Tatuis in maintaining its position as the mukena fashion pioneer in Indonesia? How Tatuis increase their brand awareness in the market? How Tatuis increase their sales number? How Tatuis face the competitor in the future? Research started with the analysis of the current business situation. The research then combine with the relevant theories and completed with market research of mukena customer in Jakarta. Based on the research analysis using relevant theories and market research analysis, the author proposed to do the market penetration strategy. The result of the analysis found that market penetration strategy is the most suitable marketing strategy for Tatuis mukena fashion. The reasons for selecting market penetration strategy is because the business still on growth stage, the market share is great but still can be improved in order to obtain new customer from the existing segment. Author found that the best business strategy for Tatuis is differentiation strategy. The reason for selecting the differentiation strategy based on the character of the industry, where the product is the main factor that will attract the customer to buy their products and the tough competition among the players. The differentiation strategy will focus on the value received by the customer through their elaboration of product features. This strategy will take Tatuis to a position where competitor will not easily match. The condition will make Tatuis position as the leader in mukena fashion industry hardly rivaled by the competitor. Keyword : fashion, mukena, moslem, marketing strategy, business strategy, Marketing Mix, market penetration strategy, differentiatio
The Optimal Financing Decision of Indonesia Digital Network (IDN)
No full textAbstract. Becoming a broadband wireless access operator is in line with the transformation of Telkom’s business to Telecommunication, Information, Media, and Edutainment (TIME). In order to deliver IME service, high speed bandwidth is required so there is no other choice but to prepare network with true broadband capability. Regarding that poin, Telkom plans to focus on the Indonesia Digital Network (IDN) until 2020 for development of internet broadband, pitching the initiative to Indonesian  as a way to bridge the digital divide suffered by the developing country and also significantly boost its GDP. IDN is a vision of true broadband infrastructure development of Telkom by end-to-end (user terminals, access, transport and service). IDN is a mega project that requires large amount of financing support. Missmanagement on financing strategy could affect Telkom’s long-run equity performance. The connections between capital structure and investment decisions should be most apparent when a company undertakes a large investment. By taking the right financings decision, IDN is expected to be able to be developed without cause any financial difficulty for Telkom. The objective of this final project is to formulate financing strategy for IDN Project at the lowest cost of capital and the optimal mix of debt and equity that maximizes firm value itself. The financing decision for IDN Project despite to achieve the cheapest financing, should also encourage the overall company’s capital structure towards optimal, respectively. Keywords : cost of capital, company capital structure, firm value, financing sourc
Business Model and Strategy Development of PT Rev Kreasindo Utama
No full textAbstract.In the early and mid of 2000s, casual fashion became a trend among youth in Indonesia, especially teenager and young adult, due to the development in music or any other creative activities engaging youth to express their ideas and interests. In the notion of grabbing the business opportunities in this industry, Rev Clothing was founded in 2007. As the company keeps developing, it challenges the fierce competition within the clothing industries involving both local and international brand companies. This thesis aims to analyze the business development of Rev Kreasindo Utama and to draw the business strategy and model that are applicable for the company in order for the company to survive and compete within the industry. For the environmental scanning stage, this process is to analyze both external and internal factors that effect to company. Then, formulating the strategy is also done to decide what strategy that needs to be undertaken by Rev Kreasindo Utama to overcome the obstacles challenged. All of the strategies and business models development must be formulated in its implementation plan so that Rev Kreasindo Utama can easily get solutions to settle the problems faced in running the business.Keywords: Fashion, Casual Fashion, Business Model, and Business StrategyÂ
Achieving Performance Excellent through 7S McKinsey Framework
No full textAbstract. This research was conducted to analyze Internal Audit department's business strategy to KPI’s (Key Performance Index) in 2015 that proclaimed ride. Increase KPI target is related parameter of monitors follow up audit recommendations results (solutions recommendation). Furthermore, target of follow-up audit recommendations rose 15% (70% in 2014) to be 85%. Background of this thesis was Top Management is very aware the importance of recommendation solution as a critical point company that always must be monitored and a reflection of operational company run effectively and efficiently or not. This is exacerbated by accumulation target of company's production that has not been achieved in 2014 and world market of coal prices tend to fall.2015’s Strategic applied of IA Management Framework will be reviewed through 7S framework McKinsey. 7S framework is measuring monitorprocess at audit follow-up results when it viewed from the standpoint (strengths and weaknesses) of aspects Strategy, System, Structure, Shared Value, Style (Leadership), Skill and Staff. The survey was done to whole of Internal Audit team as a respondent with quantitative data and approachGuttmann scale method. Furthermore, each 7S element will be sought root problem inhibiting of achievement working performance, within Root Caused Analysis method (i.e. 5 Why’s, Pareto Chart and Brainstorming).Survey results is found 7S element inhibiting factor such as weak management of SOP (Standard Operating Procedure) including availability of man power to analyze, lack of communication auditor vs. quality assurance to accelerateclosing process recommendation, lack of information regarding internal strategy department and a basic code of conduct audit, unclear structure internal organization and job description member, absence of standard raw auditor training parametersand not as well as auditor specialization is formed.After brainstorming, it gained idea improvement related 7S elements, such as socialization internal audit related internal business strategy and Code of Ethics, review SOP of monitoring follow-up audit recommendations, establishment of an organizational structure based on specialization, so authors suggest it took huge commitment of Management Internal Audit to determine the policy and strategy of organization as it can run effectively.Keywords: McKinsey 7S, Pareto Chart, 5 Why, Brainstorming, Guttmann scale.Â