The Indonesian Journal of Business Administration
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Development Strategy for Rumah Kayu Futsal Court
No full textAbstract - Futsal court business has developed quickly in the early 2000s in Indonesia. The booming of futsal court business is also happening in Sukabumi, creating a fierce competition among futsal court arenas. As one of the futsal court arenas in Sukabumi, RKFC has faced decreasing revenue due to the many emerging competitors. In order to get feasible solutions, conceptual framework has been conducted to comprehend the business environments by having both qualitative and quantitative methods. To analyze its external environment, Porter’s five forces analysis has been conducted. Current marketing mix and company performance of RKFC have been analyzed to understand its internal environment. Both environmental analyses are written into SWOT analysis, which later turn into strategies by implementing TOWS matrix. The strategies in TOWS matrix are then selected by conducting achievability-effectiveness analysis. Based on this analysis, it is recommended that RKFC implements five chosen strategies focusing on engaging to futsal community in Sukabumi. Keywords: competition, TOWS matrix, achievability-effectiveness analysis, futsal communit
Feasibility Analysis of Argo Parahyangan Replacement Project in PT Kereta Api Indonesia (Persero)
No full textAbstract. Mobility of people to travel is very high in this modern era. PT. Kereta Api Indonesia (Persero) is one of the state-owned companies that engaged in transportation and has been railway operator for Java and Sumatra region. One of the most busy and favorable route for railway passenger service is Jakarta-Bandung. Cipularang Toll that constructed in 2005 made significant impact to PT. Kereta Api Indonesia (Persero). The travel time through the corridor has been much improved for toll-road travelers than for rail travelers, so it gives impact that a major part of the railway customers have been diverted to toll-road.To improve the reliability of Argo Parahyangan train, there is a project to replace the existing train and add one train. To know the value and benefit of this project, feasibility study should be done through several analyses. The techniques that used to do investment evaluation are Payback Period, Net Present Value, Internal Rate of Return, and Profitability Index. Cash inflow and cash outflow for calculating the feasibility of project are using incremental analysis which is taking the differences between existing condition and proposed condition.From the feasibility analysis conducted, it can be concluded that Argo Parahyangan replacement project is feasible to run. It could be seen from a positive NPV, IRR exceeds the cost of capital, PI more than one, and project payback is faster than the economic life of trains. Keywords: Railway Industry, Argo Parahyangan, Incremental Analysis, Feasibility Study, Monte Carlo Simulation
Analysis of The Balanced Scorecard Implementation at Divisional Level in PT KPC to Rebuild Contextual Map for MOD Performance Management System
No full textAbstract – The Balanced Scorecard is one of Performance Management System invented by Kaplan and Norton that is widely used in many companies in the world. KPC (PT. Kaltim Prima Coal) started the Balanced Scorecard implementation at the end of year 2013 in three divisions; one of them was Mining Operation Division (MOD). But, according to observation during one year of implementation at the end of year 2014, it seemed that MOD management never used the Balanced Scorecard for performance review. Thus, a study was conducted to seek and analyze the root causes of the problem. In this study, researcher used purposive sampling because those being interviewed were chosen based on their position in the company. Primary data was gathered by doing interviews and discussion. Meanwhile, the sources of secondary data were company’s historical documents regarding Balanced Scorecard implementation in KPC.During interviews and discussions, it was concluded that there were three main aspects which caused the balanced Scorecard implementation failure. Current Balanced Scorecard strategy map, software used for scorecard automation, and implementation process itself were three main aspects that were being analyzed. The analyses results showed that there were three root causes of the problem; those were incomplete strategy map structure, limited software capability, and premature implementation. To solve the problem researcher suggests MOD to rebuild its current MOD Balanced Scorecard strategy map and modify software setting to solve limited software capability. The researcher also suggests MOD to involve personnel from other divisions which activities are related to MOD activities
Business Strategy Development of Ruupa Id (Interior Design – Architecture Company)
No full textThe growth of the property business in Indonesia is growing very rapidly. According to data from Bank Indonesia in 2011 and 2012, the growth of property in Indonesia rose from 15% up to 38%. Besides residential housing property forms such as apartments, office buildings, and the shop is also growing very rapidly until today. Ruupa ID as a consultant and interior architecture workshop has the objective to be one of the leading consultants in Indonesia especially in Jakarta and Bandung. Ruupa ID established in December 2012. Ruupa ID’s first interior project is to design apartment in Jakarta. Ruupa ID has two different services and product department: service in design consulting and built-in furniture product making. Low brand awareness issue is one of problem that Ruupa ID faced today. Low marketing strategy and the customers rarely know about the company are the reason why Ruupa ID has low brand awareness. Business strategic development is a suitable tools for Ruupa ID business strategy. First step is by scanning internal analysis company about design uniqueness, team professionalism, and offering best quality to customers as strength and ineffective marketing campaign, lack of administration and marketing staff as the weaknesses of Ruupa ID. Based on the result of the Ruupa ID’s business plan analysis, the proposed business development strategy is divided into several steps, which are maximize the online and offline marketing campaign like website and social media; make standard operational procedure in every working process; make financial forecasting and hire new employee for financial and marketing department. Key Words: Interior Design, Architecture, Property, Built-in Furniture, Business Strategy.Â
Business Impact Analysis Implementation Within Business Continuity Management Framework at PT Adhya Tirta Batam
No full textAbstract - Potential risks such as power outages, natural disasters, fires, and other crisis automatically impact water utilities. Considering these potential risks, ATB’s top management had decided to conduct a critical evaluation about the capability of the company and thoroughly address how they will keep their utility in operations and business during and after disasters. They need to identify and assess the potential business impact whether these activities are interrupted over varying timeframes, determine the timeframes within which critical business activities must be resumed following an emergency or disaster, and identifying resources that are required to support these activities for Business Continuity purposes through the implementation of Business Impact Analysis (BIA) as foundation for Business Continuity Management (BCM) implementation. BIA objectives are to determine: (a) corporate and departments Minimum Business Continuity Objective (MBCO) during disaster situation, (b) critical department within ATB organization during emergency event, (c) critical processes during emergency event, and (d) minimum human and physical resources to be allocated to recover and resume the department in the event of disaster. Results of BIA indicate that recovery process after disaster in ATB should be started within 4 hours with Production and Distribution departments as first group to start their recovery to supply 30 liter per person per day per corporate MBCO. From total 13 departments were identified 2 departments as critical process, 9 departments as important units and 2 departments as non-critical units. To perform such processes, ATB needs minimum 224 peoples from existing staffs to support critical processes in the event of disasters.  Keyword: Business Impact Analysis, Business Impact Analysis Questionnaire, Business Continuity Management, Minimum Business Continuity Objective
Proposed Inclusive Business Ecosystem of Gedong Gincu. Case study: Cirebon, Indramayu, Majalengka, Kuningan, and Sumedang District
No full textAbstract. Indonesia occupied the 6th position (2011) as the largest mango producer in the world, where almost all provinces in Indonesia are able to produce different varieties of mango. GedongGincu as "The Queen of Mango" became one of the flagship varieties of mango after Arummanis which is West Java as producer. High demand of GedongGincu in export market is faced with declining of production, both in terms of quality and quantity. Problem analysis was done through focus group discussion (FGD) and semi-structured interviews to business stakeholders in five production centers such as the Department of Agriculture, Department of Industry and Trade, and BAPPEDA (provincial and district), Coordination Instructor Agency, farmers, exporter, supermarket, collector, trader/ retailer, processors, cooperative, input provider, and universities. Declining of production occurs due to lack of collaboration among business stakeholder which this depicted through the relationship condition that is still transactional or enhancement based on collaboration value exchange. This relationship condition caused problems such as market information, ineffective regulatory environments, inadequateinfrastructure, lack of knowledge and skills, and limited access to capital. Market competition and the increasing demand of buyers demanded economic conditions which stimulate business players to be more aggressive in winning business competition. For that, this business need collaborative network among business stakeholder which integrates stakeholders from upstream to downstream. Network Collaboration required linkages between business stakeholders such as collaborative value exchange between customers and manufacturers, collaborative business process between manufacturers with partners and suppliers and collaborative business networks among key resources and partnerships.Keywords: GedongGincu, Collaboration Value Exchange (CVE
Brand and Political Campaign Tools Development for Anis Matta ( Justice and Prosperous Party President) Using Design Thingking Approach
No full textAbstract. Anis Matta was one of five candidates nominated as the President of the Republic of Indonesia by the Prosperous Justice Party (PKS) for Indonesian presidential election in July 2014. Anis Matta electability rate stood at 3.42% based on survey results from INSTRAT in November 2013, far from the strongest candidate Joko Widodo 28.9%. Mawar Melati Creative Strategic as creative consultants were asked to generate creative solutions to improve Anis Matta electability for the presidential election. The final project will use Design Thinking approach, consists of Define-Observe-Reframe-Ideate-Prototype-Implement-Evaluate phases. The end result of this study is the brand AMPM: Anis Matta Pemimpin Muda and some visual campaign products such as brochures, stickers etc. These campaign tools has been implemented nationally by Gen AMPM and PKS on Legislative Elections campaign period from February to April 2014. Anis Matta’s electability increased to 14,6% measured by survey in end of March 2014.Keywords: political marketing, design thinking, Anis Matta, PKS, political brand, Indonesian presidential election in 2014Â
Value Enhancement of PT Indosat
No full textAbstract- PT IndosatTbk is one of the biggest three telecommunication provider in Indonesia. For the last five years, Indosat has a decreasing performance from its earning profit, revenue growth and share price that tend to decrease. In order to know the cause of decreasing profit is by analyzing its external and internal environment. External analysis is using PEST analysis or Political, Economic, Social and technology and five porter analysis to know its industry analysis. While internal analysis is used to know company performance from its revenue, expenses and profit earning. Besides, financial ratio analysis is used to compare its performance with competitor. Dupont analysis is used to analyze profit earning from Return on Asset and Return on Equity. Return on asset of Indosat in 2013 is -0.05103 while ROE is -0.1684 due to negative earning profit. Eventhough Indosat still make profit, but from its economic profit the result is no economic value. The cause of decreasing profit is due to revenue growth is lower than other competitor also increasing expenses that cannot covered by its revenue. From internal and external analysis, telecommunication industry has a several player and number of subscriber from the biggest three company, Telkomsel, XL and Indosat are higher than number of Indonesia population. Proposed solution is how to increase its revenue especially from data service that currently has an increasing demand and how to make cost efficiency. Solution is to increase its technology in order to serve costumer demand in data sector. The result can be seen from targeted stock price that would increase into Rp 7599,-Keywords: Financial Ratio, EVA, Discounted cash flow, Valuatio
Proposed Marketing Strategy for Bank MSP to Increase User and Usage of Mobile Banking
No full textAbstract.Currently, banking industry in Indonesia is so tight. Bank must have a value added and competitive advantage to attract a new customer and retain existing customer. All Banks should strive to sustain in the competition. One value added that become competitive advantage to survive in the competition is technological advance based. One kind of technology that becomes prominent for the future is Branchless Banking. Branchless Banking is needed by customers because customers want a simple banking technology that can perform so many transactions. One branchless banking is Mobile Banking that provides banking transactions through a hand phone. Current trend reflects that Handphone become must have thing for all people. However, in Bandung mobile banking face problems so that Bank “MSP†cannot significantly increase user and usage of mobile banking. Based on internal and external analysis there are some deficiencies for Bank “MSP†to increase user ad usage of Mobile Banking. Based on surveys and observations conducted, high sales target, incentives/bonus/reward considerations and unclear target market are internal problems that facing customer service as the main responsible person that should sell mobile banking. Lack promotion, many subtitutes product, unflexible promotion tools, no name corelation with brand, not interesting of promotion display & content and customer service that not helpful are the external problems of mobile banking. Some alternatif solutions that can be used was considered. Changing product name is considered to solve brand name problems that not familiar, hire outsourcing people as salesperson also being considered in order to solve internal problems for customer service that has selling product orientation because of high sales target, incentives/bonus/reward considerations and external side to help customers find out more deeply about mobile banking. Bank “MSP†also must know their target market precisely by increasing awareness and interest. The other way to cover awareness and interest are set of promotion that contains local media and using popular social media in Bandung, in banking promotion, brochures, special promotion likes point reward, member get member, discount for shopping and special event. The special feature of Mobile Banking also should maximize in order to become point of sales. In addition bundling registration with Internet Banking and display demo mobile banking product also should launch to grab a new user and retain existing user of mobile banking. The implementation of marketing strategy will take one year ahead and starting at July 2014 until June 2015. To support this marketing strategy budget will require for around IDR 259,100,000.Keywords: Marketing Mix, Consumer Behavior, Mobile Banking, Awareness, Interes
Proposed Business Model for RockyBars
No full textAbstract - Rockybars is a cookie shop founded by siblings Fintiawati Nurrachmah and Fauzi Andika which sells their original signature chewy cookies. Chewy cookies is one kind of snack right in the middle between cookies and brownies, which is not too crispy like cookies and not too soft like brownies. As a startup company, RockyBars still struggling to make the company known to the customer. Lack of marketing and the business are still new, not many people known this product are consider as the reason. The problem of this thesis, how to formulate business strategy to expand customer base and to keep increase sales in order to place the company in the culinary market as a start-up company. The strategy is to expand customer base by increase brand awareness toward improving its marketing strategies through offline and online media The proposed strategy for RockyBars has been made, based on survey customers and in-depth-interview with several customer conducted. These solutions are also supported by implementation plan with the purpose that RockyBars can reach its objective. Keywords: Start-up Business, Culinary, Business Model Canvas, Business Strategy Formulatio