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IMPROVEMENT STRATEGY FOR CREATING VALUE IN INCLUSIVE BUSINESS PLATFORM (KUKM ECOBIZ) FOR ENHANCING USER ACTIVITY
No full textKUKM Ecobiz is a collaborative platform between DEKOPINWIL West Java and an expertise team from SBM ITB supported to provide a digital platform from DEKOPINWIL and business supporters specifically cooperatives, SMEs, livestock, farmers, the government, and associations to exchange information about improving shared economy. Marketing efforts have been carried out on several cooperatives through training for several cooperatives in West Java through DEKOPINWIL, but the activity on the platform is still low. The objective of this study is to improve the competence and capabilities of cooperative members, SMEs, as well as farmers and livestock, review UI and UX, recommend website development based on user preferences, and finally increase activities in the KUKM Ecobiz platform. The data collection methodology used in this study mostly uses qualitative data. The primary data came from the previous research questionnaire and the questionnaire. For secondary data obtained from the Ecobiz KUKM database, several websites, and several sources that can support this research. Several stages of analysis are carried out, the first being external analysis using PEST analysis and other similar platform analysis. For internal analysis using platform analysis, comparing with good UI and UX methods, and using platform user needs analysis. After that, to proceed to the solution, it is necessary to search for the root of the problem using CRT (Current Reality Tree). To gain user activity, KUKM Ecobiz needs to do several scenarios that are intended to trigger activities in Ecobiz KUKM such as requiring chosen cooperative members to interact in the forum and several other things. Then create content that suits the needs of KUKM Ecobiz users, and design the KUKM Ecobiz website again with the rules of designing existing software.Keywords: Inclusive Business, Digital Platform, KUKM Ecobiz, Network Effect, CRT, User Experience
PROPOSED CO-CREATION STRATEGY FOR COMMUNITY BASED MARKETING AND BOARD GAME COMMUNITY MONETISATION (CASE STUDY MAHAVIRA.STUDIO IN JAKARTA INDONESIA)
No full textBoard game internationally is in emerging trend and Indonesia is still catching up to the trend, Indonesia board game market is still very small compared to European market, or even Japanese and Singapore market. MAHAVIRA.studio as a board game publisher have a mission to accelerate awareness of the board game in Indonesia. Traditional board game in Indonesia is already known by many of the Indonesian such as Mancala, Monopoly, and UNO, contradict with modern board game Indonesia still have long way to reach the maturity of the board game market. A regional board game community became the quick solution for the still tiny market compared to other hobbies. Board game publisher with their designer is already emerging from major city in Indonesia with higher risk of failure because of the information and awareness to board game in Indonesia is still low.The main problem in board game industry awareness in Indonesia is an accesbility of the board game to the masses and board game community in Indonesia with proper way of intergrating regional based community. Board game industry itself is need a leverage to grow, and increasing the quality of the industry in Indonesia. One option to increasing the awareness of the board game industry is to collaborate within industry and cooperate with other industry.MAHAVIRA.studio using co-creation, collaboration, and cooperation with many board game stakeholder in Indonesia, analyzing the resource advantage of co-creation, and determine the correct market audience with STP and marketing mix analysis. Researcher using analysis tools mentioned to draw conclusion and developing strategy to raise awareness of board game with co-creation of system, collaboration inside board game publisher, and making alternate monetization cooperation plan.Keywords: board game, Indonesia, market awareness, community development, monetization system development, co-creation, collaboration, cooperatio
PROPOSED STRATEGY FOR INCREASE NON-AERONAUTIC BUSINESS OF PT ANGKASA PURA II (CASE STUDY : RETAIL AND FOOD & BEVERAGE AT TERMINAL 3)
No full textPT Angkasa Pura II as airport operator in 16 airports in Indonesia in its business of providing services in the aeronautical, non-aeronautical, cargo and other business segments. In 2018, the ratio composition of aeronautical and non-aeronautical revenue is 63.35%: 36.65%. Whereas in the 2016-2020 RJPP document PT Angkasa Pura II has targeted to achieve a non-aeronautical income ratio of 50-60%. The largest non-aeronautical revenue component comes from business concessions obtained from one of the revenue sharing of the tenants. The biggest contribution to revenue sharing came from retail and food & beverages business partners located in Terminal 3 of Soekarno-Hatta Airport with 74.48% of the total revenue sharing. To encourage the increase in the composition of revenue sharing, PT Angkasa Pura II needs to implement strategy adopted from SWOT analysis based on understand the current business situation by analyzing the current conditions of the company internally and externally. This research also focused to measure customer satisfaction with the services provided in the retail and food & beverages business fields, which use the Important Performance Analysis Method based on the five dimensions of service quality contained in Service Quality, namely tangible, empathy, reliability, responsiveness and assurance (TERRA). The research data obtained through the distribution of questionnaires which include questions based on 5 dimensions of service quality, and knowing the factors that most influence the customer to shop in Terminal 3. From the results of the questionnaire data processing, obtained several aspects of the service that must be corrected to be improved in order to meet the customer's expectations. This research finds three factors that need to be concerned to correct rapidly in retails’ service, they are the products’ price, the products’ promotion and easy access for customers to get the information about the product (price, location, promotion etc.)Proposed corrective actions are aligned to the results of strategy analysis obtained through the use of TOWS Matrix. There strategies that might be implemented by PT Angkasa Pura II immediately are: create service blue print for retail business with international standard, enhance the shopping feature in Indonesia Airport application, develop airport e-commerce and pro-hire recruitment with international experiences. More quickly implemented, PT Angkasa Pura II will have chance to achieve the revenue target faster.Keywords: Service Quality, Customer Experience, Cartesian Diagram
Risk Assessment in PT INTI (Persero) or PLTS Project
No full textPT. INTI (Persero) has a business line consisting of manufacture assembly, managed service, digital service, and system integrator. In the system integrator, there is one business in the form of solar panels or solar power (PLTS). Until now, PT INTI (Persero) has completed several projects related to PLTS, which include projects from Ministries, BUMN, regional government, and also from the private sector. In order to complete the project by achieving the specified target without any delay or other obstacles, in this case the Company is planning to carry out an assessment related to the risks that may appear. In completing various projects related to PLTS, there are many risks that can affect the completion of a project. If this risks is not mitigated, the company will have a negative impact which will make the target not achieved from the contribution margin. In order to complete the project by achieving the specified target without any delay or other obstacles, in this case the Company is planning to carry out an assessment related to the risks that may appear. The company plans to analyze the risk that can affect the project, so PT INTI (Persero) can mitigate the risk to maintain the project margin in PLTS for 2020. Afterall, if the Company can mitigate the risk, so the target that already set will be achieved by the Company. The analysis will be using analytical hierarchy process (AHP). After the analysis, there is no high or very high issues. Sub criteria like customer, coaching and development, recording, organizational, tender rules are at low level of risk. Sub criteria like selling product, selling price, supporting documents, business scheme, market/competition, accounts receivable, exchange, budgeting, coaching and development, work accidents, process, quality, purchase price, shipping/arrival, planning, implementation, reporting are at medium level of risk. Based on that, we accept 5 risk factors because low level, and reduce 16 risks for the medium level. Keywords: analytical hierarchy process, risk management, PLT
PROPOSED INTEGRATED MARKETING STRATEGY FOR AROMANIA PERFUMERY
No full textAromania perfumery is a retail chain that provides perfume refills and has many branches in major Indonesian cities. A refill perfume company based in 1988, Aromania pioneered the sale of refill perfumes. The Aroma perfume business thrives by taking advantage of the opportunity and demand of low-priced quality perfumes like famous brands. Because of this, it now has 52 self-managed branches and a hundred franchised branches. Statistics show that beauty and body care categories have increased and have large sales figures, but Aromania's sales have decreased in the last 3 years.Research was conducted using a mixed method of qualitative and quantitative approaches to analyze a Refill perfume business strategy of Aromania Perfumery. Besides collecting data from paper or research, the study includes conducting surveys with customer segments, collecting data from a store, and interviewing stakeholders to examine these business issues. The study aims to explore the issue of declining sales by conducting an external analysis of PESTEL and competitor analysis, combining this with the internal analysis of the business, and as a result, making the conclusion about the business problems that occur.Alternative strategies are developed in collaboration with TOWS to produce an inclusive proposal for marketing activities. The three strategies chosen include making a loyalty program, using a branch as an online market ambassador, and then developing an omnichannel strategy that integrates offline and online channels. Keywords: Integrated Marketing, Omnichannel, retail store
Site-Specific Traffic Management Improvement by Implementing Human Performance Analysis to Eliminate Potential Serious Injury and Fatality
No full textPT CVD placed the highest priority on the health and safety workforce and protection of the company's assets, communities, and the environment. Health and safety of the workforce is become a core value of PT CVD. Starting 2018, PT CVD introduced Human Performance concepts as one of many tools to eliminate Serious Injury and Fatality in operations. PT CVD believes that Human, Culture, Work systems, Equipment and Processes are bound and interacts as a system that is interrelated and influential to each other. Human Performance is a field of study related to process improvement methodologies which focus on improving performance at societal, organizational, process and individual performer levels to improve work productivity and efficiency which is based on developing systematic systems. Currently PT CVD manages more than 50 remediation sites and deals with more than 500 heavy equipment and heavy vehicle managed by business partners. PT CVD requires each active work site to design, develop, manage and also communicate a safe driving environment by implementing Site-Specific Traffic Management Plan to support the operation safely. However, we experienced some serious near miss events in the remediation activities. And based on field observation, the safety and compliance performance related to the Site-Specific Traffic Management Plan implementation are still below 100% conformance due to noncompliance Site-specific traffic plan, inadequate PPE, inadequate traffic management sign, inadequate pedestrian pathway inside working area and so on. It means the hazard associated within the working is still not well mitigated yet, especially for vehicle-human interface activities. Based on the business situation analysis, the project team decided to identify the root cause of the problem by using Human Performance Analysis thru Performance Mode and Error Traps identifications. Those tools helps project team to dig deeper into the main issues, and also analyze the problems in the comprehensive view by optimizing Human Performance components (People, Culture, Work System, Equipment and Processes) to define the proper corrective actions in order to improve safety performance and compliance and eliminate potential serious injury and fatality.According to the analysis, the root cause of the issues is 40% of PMCoW have inadequate competency and capability related to SSTMP procedure, lack of Contractor’s Project Management commitment, lack of operational management control, inadequate understanding of SSTMP procedure by field personnel and lack of sense of vulnerability. The improvement actions have been implemented and successfully improve site-specific traffic management safety performance and compliance from 79 to 100% and eliminate potential risk to serious injury and fatality in PT CVD remediation project.Keywords: safety and compliance, human performance, site-specific traffic management, serious injury and fatalit
Improvement of Serviceability Level for Presidential Helicopter Type AS332L2 Super Puma Using Part by Hour (PBH)
No full textOne of the superior products from PT. Dirgantara Indonesia is AS332L2 Super Puma helicopter that is used as a helicopter for the Indonesian presidency. In supporting the presidential mission to reach remote areas, PT. Dirgantara Indonesia collaborates with the Ministry of the State Secretariat to procure two Super Puma helicopters. The helicopter must be guaranteed serviceability so that it can be used whenever needed. However, the conditions that occurred in the last two years of 2019 and 2020, serviceability from these helicopters is still not optimal. Only 42% in 2019 and 58% in 2020 of the optimal helicopter flying target of 90%. This situation causes helicopters will be grounded and will interfere with the presidential mission.This research aimed to increase the serviceability of the Super Puma helicopter using the Part by Hour method. Based on the analysis, the thing that causes low serviceability is the delay in fulfilling the replacement of helicopter components. Two root causes occur the current poor business model of PBH and the import factor of helicopter components. Based on the results root cause analysis, the possible alternatives that could be made to optimize the acceleration of material arrival to PT. Dirgantara Indonesia and the fulfilment of these materials to customers are to change business model scheme and make additional pooling storage. The alternative solution is estimated to increase the helicopter serviceability according to target expectations, namely by 90%, so that it can contribute to fully supporting the presidential mission in exercising national sovereignty.Keywords: Serviceability, Part by Hour, business model
The Impact of Cash Conversion Cycle (CCC) Towards Profitability of All Firms Listed on Indonesia Stock Exchange (IDX) in The Period of 2009-2019
No full textIndonesia is one of the largest economies in the world, with a total population of around 269 million people, Indonesia economy accounts for the 10th largest in the world in terms of purchasing power parity. However, In the period of 2009 through 2019, the firms listed in Indonesia Stock Exchange (IDX) have experienced a fluctuating value in their profitability with the tendency to decline. Several researchers have found that profitability is influenced by working capital management. Working capital itself is a measure of a firm’s liquidity that available for businesses to operate which the components are including inventory, account receivables, and account payables. Tools to measure working capital is cash conversion cycle (CCC) which is considering the key aspect of current asset management. The objective of this research is to find evidence that cash conversion cycle (CCC) including its components Average Age Inventory (AAI), Average Collection Period (ACP), and Average Payment Period (APP) could impact the profitability of the firms listed on Indonesia Stock Exchange (IDX) in the period of 2009 through 2019. The data that is used in this research is covering 341 companies that are listed in the period of 2009 through 2019. The data analysis is conducted using fixed effect panel data regression. The findings of this research show that cash conversion cycle (CCC) and its components such as average age of inventory (AAI), average collection period (ACP), and average payment period (ACP) have an inversely significant impact towards profitability. Based on the findings it shows that the profitability of firms listed in Indonesia Stock Exchange is affected by cash conversion cycle.Keywords: Working Capital, Cash Conversion Cycle (CCC), Profitabilit
PROPOSED KNOWLEDGE MANAGEMENT SYSTEM FOR DAILY WORKERS : CASE OF FOOD AND BEVERAGE DEPARTMENT CY HOTEL BANDUNG
No full textKnowledge is an essential company aid that offers sustainable aggressive gain. For an company, expertise is an essential strategic asset to attain and keep its aggressive gain in comparison with competitors Like the CY Hotel Bandung, the Human Resources Department employs many daily workers to help the CY Hotel Bandung project. Nevertheless, the human resources department of the daily workers at the CY Hotel Bandung lacks knowledge and experience related to daily work. This situation makes them very dependent on their superiors to assist them in completing their work. But in reality, not everyone wants and has time to share their knowledge in every situation. Therefore, Human Resources Department of CY Hotel Bandung needs a comprehensive knowledge management system to support the occurrence of an effective knowledge sharing among the organization and daily workers to improve the organization's work environment and effectiveness at work.Activities will begin in a series of activities carried out based on the five stages of the knowledge management implementation process for the implementation plan. The knowledge management objectives and approaches are identified to adjust the knowledge management system according to the current situation and problems faced by the company to support business processes so that the knowledge management system can work efficiently and effectively.The implementation plan has the concern to improve practice of knowledge management. Proposed important activity that can maximize the full potential of knowledge management and innovation in the company. The implementation activity will consist of 23 (twenty-three) activities to be fulfilled with the proposed timeframe for 3 months. The resources needed are the management, managers, daily workers, and IT which will go through processes such as forum discussion, brainstorming, and lesson learned among other things.Keywords: Knowledge Management, Daily Workers, People, Process & Technology, Knowledge Management System, Low Touch Econom
PROPOSED NEW MARKETING STRATEGY FOR FASHION BAG COMPANY (A CASE STUDY : MAIKA ETNIK BRAND)
No full textMaika Etnik is a brand of fashion bag company located in Cimahi which was founded in 2006. The concept offered in this bag is the uniqueness and strong characteristics of the motifs offered and adapting to the trends in the market related to the ethnic bag. But in terms of sales, Maika Etnik experienced several problems.These problems are analyzed in this study with the aim of finding the root cause of the problems that become obstacles in the business. To overcome the problems that exist in this research, several analyzes are used, STP analysis, 7P Marketing mix, SWOT and TOWS analysis, consumer analysis and competitor analysisMaika Etnik has a problem in the low number of sales caused by several factors related to the 7P aspect of the marketing mix, some of which are the absence of scheduling marketing activities, unorganized marketing activities, lack of innovation and attractive promotions, late in delivery of goods, having no website and offline store that has not been well organized.To be able to increase the number of sales again, then Maika Etnik needs to fix the use of marketing strategy. Improvement related to the 7P aspect of the marketing mix is an important thing, so that improvements can be made optimally by re-analyzing first about the intended STP and the desires of the consumers by distributing questionnaires to 40 respondents. So the solution that can be offered is by creating a new website, using ads on Instagram and Facebook, and consigning to offline stores in Cimahi and its surroundings.Therefore, the design of the new marketing strategy needed to fix all the variables that can affect sales in this case is the 7P marketing mix. To be able to achieve short and long-term, an implementation plan is designed consisting of the implementation schedule, budgeting, and Key Performance Analysis (KPI).Keywords: fashion bags, sales, marketing mix, STP, SWO