The Indonesian Journal of Business Administration
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Strengthening Weselpos Domestic Product Competitiveness Using Business Model
Get PDFFinancial service business of PT. Pos Indonesia has been showing the significant growth for contribution revenues. The contribution of financial service business to PT. Pos Indonesia revenues is up to 34% at 2011. Financial service business has potential to increase the revenue by its potential large market and its competitive advantage. The revitalization plan of PT. Pos Indonesia explained that financial service business will be increased on the transaction number and on product portfolio. Currently, not all financial service products of PT. Pos Indonesia have equitable growth. Weselpos domestic product is a product which has decreased the number of transactions from year to year. In formulating business strategies, the analysis of business environment is done either externally and internally to get SWOT (Strength, Weakness, Opportunity, and Threat) of the business. The root cause problem is PT. Pos Indonesia is insensitive about business environment change. The root cause problem of the business is addressed using TOWS Matrix strategic formulation and business model to strengthen the strategy with strategic positioning as a guideline. Differentiation in the process of delivering services to consumers is proposed as strategic positioning, which is from human-based become automatic based. The strategies are focused on increasing customer satisfaction and increase customer loyalty. The implementation of the strategy consist of: create new products portfolio auto-service based, develop the existing products through the development of transaction process, making customer relationship management, and create the right marketing program. The implementation is needed one year time period. Keywords: Weselpos Competitiveness, Business Model, Weselpos Product Development, Financial Service
Marketing Strategy For 3M Personal Protective Equipment At Coal Mining In East Kalimantan
No full textThe use of Personal Protective Equipment (PPE) in the coal mining industry is very important. Beside its use is required by the government to succeed the Health and Safety Environment (HSE) program, as it is known that the potential dangers of coal mining jobs are very large. A large number of coal mines in East Kalimantan, and the requirement of PPE product by the coal mining companies, there is a business opportunity for the company, which sell PPE product to market its product. PT. 3M Indonesia, which has been operating in Indonesia since 1975, has a mining division to offer PPE products under Security Protection System (SSPS) business unit. Currently, the mining division of PT. 3M Indonesia is wanted to increase the revenue from the sale of its PPE products. The number of coal miners in East Kalimantan has reached 63.538 (Dinas Pertambangan Prov. Kalimantan Timur) workers, while the total number of coal miners in East Kalimantan who already using 3M Indonesia’s PPE product are around 17.700 workers (source: PT. 3M Indonesia). These opportunities can be exploited by PT. 3M Indonesia to penetrate the PPE product sales to coal mining companies that have not use 3M Indonesia’s PPE products yet. To penetrate PPE sales to mining companies in East Kalimantan, the root cause of the business problem is need to be determined. It required an in-depth analysis of the internal sector, external sector, and the company's business growth strategy. Internal analysis conducted by analyzing Segmenting, Targeting and Positioning, Marketing Mix (4Ps) of PT. 3M Indonesia’s PPE product. While the external analysis is done by analyzing Porter's Five Forces analysis, PEST analysis, and customer analysis. Ansoff market/product expansion grid and strategic direction options are used to analyze the company growth strategy. Interviews with customers were also conducted to strengthen all analysis. Based on the analysis and interviews conducted, the root cause of the business is from the internal side of the company, the positioning statement of PPE products, distribution side, and promotion activities. The purpose of this final project is to provide solutions and recommendations as well as the stages of implementation of marketing strategies for PT. 3M Indonesia to then be able to increase the PPE products sales. The solutions proposed to PT. 3M Indonesia are to, manage its sales force, improve the distribution channels, conducting several promotional activities, and maintain customer relationship by creating customer intimacy. Keywords: Personal Protective Equipment, East Kalimantan Coal Mine, Health and Safety Environment, customer intimacy, customer relationship.Â
Marketing Strategy Formulation And Implementation At The Garuda Wisnu Kencana Cultural Park To Create Word Of Mouth Marketing
Get PDFKrisnati DesianaLocated in Jimbaran, Bali, the Garuda Wisnu Kencana Cultural Park or better known by the locals as GWK with its gigantic Garuda Wisnu statue will serve as Bali's tourism landmark. In this paper the objective of this research is to formulate a Word Of Mouth marketing strategy that will make GWK become larger and better known not just in Indonesia but also around the world.The whole concept is to be a symbol of art and culture. It is projected that GWK Cultural theme Park could become a symbol of international tourism in Indonesia. It will become a tourist destination. The methodology that will be used in this research is Qualitative Research. Qualitative research uses a direct approach that clearly sets forth the purposes of research so the question is simple and straight to the point of the problem, in this case I used the In Depth Interview, ideal for travelers as the target of my respondents. Results that can be achieved will be used as guidelines for the GWK management to be better. Before doing what was described above, it is better for the leadership of the Garuda Wisnu Kencana Cultural Park to conduct internal management primarily about being more modern. It is better to do the research of HR systems as well. Need to do more market research about consumer behavior in the visiting tourist spots.Publication is an important media that needs to be maintained with consistency and content delivery that is direct perceptio
Determining The Number of Machine at Seize Car Wash and Detailing Using Simulating Method
Get PDFSeize car wash and detailing started its business in 2009. At that moment Seize starting a business car wash with 2 hydraulic washer unit. Beginning in 2011 the owner of the car wash and detailing Seize plans to increase the number of washing machine hydraulics by 3 units, bringing the total hydraulic washing machine there are 5 units. In April 2011, Seize car wash and detailing has begun to operate using 5 units of hydraulic washing machine simultaneously. After the addition of the washing machine, the queue consumers appear significantly reduced. Additional machines to minimize the queue, caused another problems instead. At certain days when the customers are few, the 5 machines are in standby to anticipate customers. While in fact at those certain days some of the machines are not operated at all. These idle machines actually adding costs for the company. On the other hand, when it’s on peak even 5 machines are not enough. This is indicated by a long queue of customers on those days. These lead to the question of whether Seize’s capacity too small? Or is it too large already? Operational time Seize car wash and detailing starts at 08:00 until 18:00, the total time is 10 hour operations. Based on the calculations (ideal condition), Seize is capable of serving up to 100 customers each day. The study for this case using queuing theory and will be done using simulation method with igrafx, which will analyze changes of the capacity to the amount of customers. The simulation showed that if the average customer interval is every 15 minutes, the required capacity is 3 machines on standby.Keywords: capacity, utility, queuing, simulation, car wash
Analysis of Knowledge Management Implementation at Adhi Karya
Get PDFAs one of the biggest State-Owned Enterprises (SOE) in Indonesia in the field of construction, ADHI's performance always depends on goverment policy. To support governance reform ahead, ADHI saw the opportunity to expand their work into investment, power, and realty. Therefore, ADHI establish new company programs including the establishment of knowledge management (KM) starting in 2009. This study main purpose is to see how well the implementation of KM in ADHI, and how to develop it better. The quality of KM explored through analyzing ADHI's external and interal organization using PESTEL and McKinsey's 7-S framework to form SWOT Matrix. Zack's KM analysis model later enable to confirm knwoledge gap within the company as the problem to solve. ADHI's new scope of work and poor system information become the main aspects of their knowledge gap cause. ADHI needs to develop short, medium, and long term innitiatives to perfected KM implementation in ADHI. Short-term means to develop system information and training, medium means to develop system to acquire expertise knowledge, and long-term means to expand their expertise in designing and finishing projects. Keywords: Knowledge, Human, Informatio
Strategic Recommedation on Consumer Financing Business Center (CFBC) a Part of Consumer Banking Division PT Bank Syariah Mandiri
No full textThe position of consumer financing PT Bank Syariah Mandiri (BSM) until the end of 2011 reached Rp16 trillion, where achievement is increased by 58.23% compared to the end of 2010. An increasing number of consumer financing is also accompanied by another achievements namely stable value of NPF. Management target consumer financing in 2015 amounted to Rp50 trillion. This journal is to formulate a strategy for Consumer Finance Division, particularly in the business unit Consumer Financing Business Center (CFBC). The strategy formulated by external analysis through STEEP (Sociocultural, Technological, Economic, Ecological, And Political-Legal Environmental Forces); industry analysis porter five-force, and industry matrix. While an internal analysis conducted by analysis of quality of service, with a SWOT analysis to know the root of the problem. The results of the external and internal aspects of SWOT then summarized in SFAS (Strategic Factor Analysis Summary). Strategy formulation derived from the TOWS matrix. SWOT analysis showed Consumer Finance Division is in the area grow and build with alternative strategies include intensive strategy (market penetration, market development, and product development) or integration strategies (backward integration, forward integration, and horizontal integration). Effort needs to be done is to optimize the acquisition of CFBC application from Development Cooperation by way of making a scheduled visit of CFE (Consumer Financing Executive) that are always monitored directly by CSM (Consumer Sales Manager). Implement a comprehensive B2B collaboration to potential developers. Optimizing referrals from the branch, propose to the Consumer Finance Division that branches provide referral incentives on KPI (Key Performance Indicator), so that the branches are encouraged to approach the developers. Create and develop talent management. Increase promotion through various media and several ways. Keywords : Islamic banking, consumer finance, CFBC, grow and build, strategy
Human Resources Intervention Impact on Badan Pemeriksa Keuangan Auditors' Motivation
Get PDFBureaucracy reform that happens in BPK is intended to create high performing government. However, BPK still have issues on HR management system, especially on performance appraisal process or MAKIN. MAKIN in BPK hasn’t been a base for compensation for an employee and hasn’t adopted the best practice. Good organizational performance comes from the auditors’ positive behavior. The behavior can be built by improving motivation, enhancing ability, and conquer environmental obstacle. This research will focus on improving employee motivation and try to apply HR interventions as a solution. The research shows that performance appraisal, coaching and mentoring, management and leadership development, reward system, and career planning and development interventions which have 40.96%, 6.45%, 4.43%, 2.30%, and 1.84% effect on auditors’ motivation. Therefore the solutions’ implementation are policy formulation for performance appraisal process improvements, career development based on performance appraisal, compensation and promotion based on performance appraisal, and improvements for employee participatory in organizational goal setting; develop IT database system for MAKIN; create training for performance appraisal raters; career counseling program; and coaching and mentoring program. Keywords: organizational effectiveness, bureaucracy reform, performance appraisal, motivatio
Sustainable Improvement of Profit Strategy Through Synergy Profit Sharing with Investor, Case Study: The Establishment of Cassiavera Factory from CV Kerinci Agro
No full textThe world demand for spices and herbs has soared for use food preservation, food flavoring, aromatherapy, beverages, personal hygiene product, industrial chemicals, pharmaceutical, and feeds. According Food and Organization of The United State, Indonesia as the world leader of the cinnamon with produces 63.4 thousand metric tons of cinnamon average between 1999 to 2001 the contrary the small holders and the farmers in cinnamon plantation are difficult to get bargaining position and receive more profit. This problem can be solve by maximize the value of cinnamon with modernization of cinnamon processing, the author uses three combine method analyses the case: first feasibility study analysis with variable such as IRR, NPV, ROI and Payback Period to determine project. The second is strategic business to determine the best corporate strategy, and the last analysis is risk analysis to determine the risk of the business. The business solution show that feasibility study analysis result IRR of 72.60%, NPV IDR 12,271,128,366, ROI 262.61% and Payback Period 1.57 years. The second analysis is business strategy show that CV Kerinci Agro strategy is cost leadership and become reference to determine the new business strategy. The risk analysis shows that delayed project, fluctuation prices and bad reputation are the main issue risks to run the project. The end result of the final project show the project accepted with marketing, production, and finance aspect. Strategy business require from cost leadership to differential. Analysis risk shows that delayed project, fluctuation prices and bad reputation are main issue risk. The farmer cinnamon will receive 4%-8% in synergy swap share. The author has recommended implementation plan: 1) Training Program.2) Organic Certification. 3) Mitigation risks: Hedging option, standard operational. Keyword: Feasibility Study, Business Strategy, and Analysis Ris
Improvement of The Operation for KOPIBIKE Restaurant Using Menu Engineering Approach
Get PDFIn the food business today, having a list of regular customers is not enough to remain successful. One of the key is needs a well performed sales mix analysis and pricing strategies to keep the food businesses thriving. For this analysis it can be used Menu Engineering which provide calculating the sales and it’s constribution margin, and categorizing it. From the aspect of Operation Management restaurant need to control their inventory, a complete listing of their stock of raw materials and components, works in progress and finished products. The purpose of inventory control is to efficiently manage the availability of stock for production, sales and delivery and services of a business to maximize the volume of business and profits. This final project is focused on how the menu engineering result can change the menu design and it’s component with the aim of improving profitability and improvement on inventory management in the restaurant can support effective and efficient business process in order to delight customers by fulfilling their demand. Keywords: Availability of Stock, Menu Engineering, Operation Managemen
Business Strategy Planning For Makaroni Cakalang - Ransum Si Tante
No full textRansum Si Tante is a culinary business that combines the traditional flavors of Manadonese culinary with modern ingredients that is macaroni. Business issues that exist in the company are the sales that have not reached the target, the lack of resources to support the production, and the lack of public awareness in Bandung about its product, which is Cakalang fish. Several analysis are used for exploring business issues to find the root of the problem. The analysis are the external and internal analysis, the EFAS and IFAS method, and SWOT analysis. The roots of the problems are the lack of awareness on Cakalang fish for consumers in Bandung, no outlet and the lack of sales channel for optimal direct selling activities, and the production process is done by only one person. In searching for a solution to the root of the problem, TOWS Matrix formulation and functional strategy are used. TOWS Matrix formulation is a tool that can formulate the best solution in creating business strategies that can be used to solve the problems. Functional strategy is a strategy derived from the TOWS Matrix result that consists of five types of strategies, which are marketing, operational, distribution, human resource, and financial strategy. The implementation plan of Ransum Si Tante should be able to improve management to be better than before. Based on the esternal and internal analysis and weighing of EFAS and IFAS, the strategy that should be executed is Growth strategy. Recommendations for solutions to the root causes are summarized in the new business model where the model is a reference to educate the public about the Cakalang fish through key activities; to increase the number of channel sales and direct selling activities through distribution channel, customer relationship, and new customer segments; and human resource solutions that are needed to make production and promotion processes be more effective through key resources. Keywords: Indonesian Culinary, Ransum Si Tante, Business Strateg