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All Journal The Indonesian Journal of Business Administration Industrial and Systems Engineering Assessment Journal (INASEA) JURNAL ILMIAH MANAJEMEN & BISNIS Journal of Economics, Business, & Accountancy Ventura Gadjah Mada International Journal of Business Jurnal Manajemen Indonesia Jurnal Manajemen Strategi dan Aplikasi Bisnis Ultima Management : Jurnal Ilmu Manajemen Jurnal Studi Guru dan Pembelajaran Jurnal Muara Ilmu Ekonomi dan Bisnis Jurnal Dimensi Seni Rupa dan Desain
Evo S Hariandja
Universitas Pelita Harapan
Arts Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Industrial & Manufacturing Engineering Social Sciences

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New Product Development Strategy of a Risky Early-Researched Product, Case Study : NPD Strategy Decision of Stem Cell-Related Products in BFM S. Hariandja, Evo; Chairindy Pratomo, Luna
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract. Using the case study of product development of stem cell in Indonesia, This paper will explain how to design New Product Development Strategy Framework to support decision-making activity of a challenging new product development in pharmaceutical business, considering its prospect on the market, market needs, technical requirements, risks, and also build a estimation plan of the project timeline to complete the project, as a project proposal to the management. The research provides new product development attributes measurement tools design which can be applied by pharmaceutical company, which could help the company to decide which product is the best options and fulfill its top management’s expectations. The tools used are corporate strategy alignment scorecard, company’s requirement concept selection and testing, and concept assessment based on company’s technical preferences. Based on the research, the chosen stem-cell related product concept which fulfill requirements and criteria of BFM is Conditioned Medium. Keywords : New Product Development Method, Decision Making, Stem Cell Development 
MERK SEBAGAI KEKUATAN PERUSAHAAN DALAM PERSAINGAN GLOBAL DENGAN PENDEKATAN THREE LENSES Hariandja, Evo S.
Industrial and Systems Engineering Assessment Journal (INASEA) Vol 5, No 2 (2004): INASEA Vol. 05 No. 2
Publisher : Industrial and Systems Engineering Assessment Journal (INASEA)

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Brand function as company’s strengh in the global competition needs a different approach by reffering to the three lenses: strategic design lens, political design lens, and cultural design lens. The three lenses have component that become a key of a brand. The lader role as interest builder, supporter, and pioneer of brand component is very important thing to be notice.
IDENTIFIKASI KARAKTERISTIK ORGANISASI YANG DOMINAN DALAM MANAJEMEN RUMAH SAKIT TNI-AU TINGKAT-II : STUDI KASUS RS Dr. M. SALAMUN BANDUNG Hariandja, Evo S.
Industrial and Systems Engineering Assessment Journal (INASEA) Vol 6, No 2 (2005): INASEA Vol. 06 No. 2
Publisher : Industrial and Systems Engineering Assessment Journal (INASEA)

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Indonesian Air Force Hospital Level II Dr. M. Salamun, Bandung as medical services also serve the members and families of Indonesia Forces and community. This research aims to identify the dominant characteristics of organization through perception survey to personnel of that hospital by using the rules in that hospital. Data process using factor analysis that describe dominant characteristics that have unit of data observation, analyze some manifest variables, and combine into few latent variables but have significant information that needed.
Dynamic Marketing and Service Innovation for Service Excellence Larso, Dwi; Nasution, Reza A.; Simatupang, Togar M.; Hariandja, Evo S.
Gadjah Mada International Journal of Business Vol 16, No 2 (2014): May-August
Publisher : Master of Management, Faculty of Economics and Business, Universitas Gadjah Mada

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This study aims at creating a framework describing how the interaction capabilities between dynamic marketing and service innovation can influence service excellence. In this study market sensing, market learning, market targeting or positioning are classified as dynamic marketing capabilities (DMC), while sensing, seizing, and transformi ng are classified as service innovation capabilities (SIC). Hence, the drivers of service excellence for the framework being developed are divided into three main categories: dynamic marketing capability, service innovation capability, and their interaction. The findings of the study  on three hotels, ranging from 4-star to 5-star hotels and operating in Indonesia, suggest that both capabilities and their interaction play their roles in achieving service excellence.Abstrak: Riset ini bertujuan untuk menciptakan kerangka yang menggambarkan bagaimana kapabilitas interaksi antara pemasaran dinamik dan inovasi jasa dapat mempengaruhi keunggulan layanan. Dalam riset ini, penginderaan pasar, pembelajaran pasar, target pasar serta positioning diklasifikasikan sebagai kapabilitas pemasaran dinamik (DMC), sementara penginderaan (sensing), merebut (seizing), dan transforming diklasifikasikan sebagai kapabilitas inovasi jasa (SIC). Oleh karena itu, penggerak keunggulan layanan untuk kerangka yang dikembangkan dibagi menjadi tiga kategori utama: kapabilitas pemasaran dinamik, kapabilitas inovasi jasa, dan interaksi diantara kedua kapabilitas. Temuan studi pada tiga hotel yang dijadikan sebagai studi kasus di hotel bintang 4 (empat) dan 5 (lima) yang beroperasi di Indonesia, menunjukkan bahwa kedua kapabilitas dan interaksinya memainkan peran mereka dalam mencapai keunggulan layanan.          
Dynamic Marketing and Service Innovation for Service Excellence Evo S. Hariandja; Togar M. Simatupang; Reza A. Nasution; Dwi Larso
Gadjah Mada International Journal of Business Vol 16, No 2 (2014): May-August
Publisher : Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (765.062 KB) | DOI: 10.22146/gamaijb.5461

Abstract

This study aims at creating a framework describing how the interaction capabilities between dynamic marketing and service innovation can influence service excellence. In this study market sensing, market learning, market targeting or positioning are classified as dynamic marketing capabilities (DMC), while sensing, seizing, and transformi ng are classified as service innovation capabilities (SIC). Hence, the drivers of service excellence for the framework being developed are divided into three main categories: dynamic marketing capability, service innovation capability, and their interaction. The findings of the study  on three hotels, ranging from 4-star to 5-star hotels and operating in Indonesia, suggest that both capabilities and their interaction play their roles in achieving service excellence.Abstrak: Riset ini bertujuan untuk menciptakan kerangka yang menggambarkan bagaimana kapabilitas interaksi antara pemasaran dinamik dan inovasi jasa dapat mempengaruhi keunggulan layanan. Dalam riset ini, penginderaan pasar, pembelajaran pasar, target pasar serta positioning diklasifikasikan sebagai kapabilitas pemasaran dinamik (DMC), sementara penginderaan (sensing), merebut (seizing), dan transforming diklasifikasikan sebagai kapabilitas inovasi jasa (SIC). Oleh karena itu, penggerak keunggulan layanan untuk kerangka yang dikembangkan dibagi menjadi tiga kategori utama: kapabilitas pemasaran dinamik, kapabilitas inovasi jasa, dan interaksi diantara kedua kapabilitas. Temuan studi pada tiga hotel yang dijadikan sebagai studi kasus di hotel bintang 4 (empat) dan 5 (lima) yang beroperasi di Indonesia, menunjukkan bahwa kedua kapabilitas dan interaksinya memainkan peran mereka dalam mencapai keunggulan layanan.          
Public perception of e-money in the perspective of marketing communication strategy (Bandung) Wirajati, Nugraha; S. Hariandja, Evo.
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Gardenia Diary is a photography and videography business based in Bandung Indonesia, founded in 2010 and rebranded in late 2013, these company now focuses on wedding photography and videography but also deliver services to other type of work categories such as commercials, editorial and events. Wedding business in Bandung is high in competitive, there is a lot of similar vendor who serve similar services. While the traction and client are increasing but it is in a slow progress. Gardenia Diary monthly capacity projects is low, while most effort in advertising did not give a good result. Dependencies from wedding documentaries, which are seasonal, are making business revenue unstable. Gardenia Diary management realized that they needs to do improvement in marketing strategies. To create a new marketing plan strategy, the author did a quantitative research. The data from questionnaire will be combined with company situation, business situation and supported with company data. All of these data are used to discover the root cause of business problem and proposing business solution of Gardenia Diary. To achieve company goals, Gardenia Diary should improve its marketing mix. The proposed marketing plans are done to support and solve business problem, which mainly cover costumer relationship improvement, efficient marketing plan, and create a new differentiated products. To make it succeed, the implementation plan must apply correctly and under the supervision of owner or manager. Key Words: Marketing strategy, wedding documentary
HUBUNGAN ANTARA BRAND CREDIBILITY, WORD OF MOUTH, DAN ELECTRONIC WORD OF MOUTH: PERAN MEDIASI BRAND-SELF CONNECTION DAN BRAND-SOCIAL CONNECTION Fathurrazi Ammana Billa; Evo Sampetua Hariandja; Ray Arvin Febrianto; Rini Yovita Moktar
Ultima Management : Jurnal Ilmu Manajemen Vol 12 No 2 (2020): Ultima Management : Jurnal Ilmu Manajemen
Publisher : Universitas Multimedia Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31937/manajemen.v12i2.1711

Abstract

This study was conducted to analyze the relationship between Brand Credibility, Word of Mouth, and Electronic Word of Mouth mediated by Brand-Self Connection and Brand-Social Connection to the Netflix brand in the Greater Jakarta area and generation Z. This study uses a quantitative approach with data collection through google forms. The data used in this study consisted of 32 indicators and the number of respondents in this study were 320 respondents who were Netflix customers in Jabodetabek. Data analysis uses AMOS-SEM version 24. The results of this study indicate that brand credibility has a positive relationshipwith brand-self connection; brand credibility does not have a positive relationship with brand-social connections; brand-self connection has a positive relationship with brand-social connection; brand-social connections have a positive relationship with word of mouth; brand credibility has a positive relationship with word of mouth mediated by brand-self connection and brand-social connection; brand-social connections have a positive relationship with electronic word of mouth; brand credibility has a positive relationship with electronic word of mouth mediated by brand-self connection and brand-social connection; and brandcredibility has a positive relationship with brand-self connections that are moderated by a brand experience memorial. Key Words: Brand Credibility, WOM, e-WOM, Brand-self Connection, Brand-SocialConnection, Memorial Brand Experience
Regression Analysis Of Inter-Variable Relationships Within Business Canvas Model: Value Proposition, Key Resources, Revenue And Cost Structure With The Cobb Douglass Production Function Approach (Study Case: Basic And Chemical Industries From 2006-2017) Devanny Gumulya; Hendrawan Sutikno; Rudy Pramono; Evo Sampetua Hariandja
Jurnal Manajemen Indonesia Vol 20 No 2 (2020): Jurnal Manajemen Indonesia
Publisher : Fakultas Ekonomi dan Bisnis, Telkom University.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25124/jmi.v20i2.3197

Abstract

In the 21st century disruptive era, in order to survive a company must innovate their business model constantly. In 2006 – 2017, the number of finish goods produced by base and chemical industry sector compare to agriculture and consumer goods sector were lower. Thus, this research tries to do regression with simultenous approach by analyzing variabel combined from the business model canvas concept by Osterwalter and Pigneur, 2010 and production function Cobb Douglas. The BMC was filled with financial report from Bloomberg. From the data, only several variables from BMC can be analyzed, the variables are value proposition, key resources, revenue and cost structure. This research also tries to analyze the relation between BMC internal variabel with external variabel from macro economy. The research results are revenue positively influence finish goods, while revenue is positively influenced by cost of good sols and external variabel national GDP. ARIMA forecast is done in static and dynamic model. From the static model founded that, from 2017-2018 BRNA and TPIA increase their finish goods significantly. For the longer prediction 2017 – 2025 a dynamic model is used, founded that all companies will not have significant growth in their finish goods production. The basic and chemical industry’s finish goods still going to be lower than agriculture and consumer goods industry. Concluded that manufacture industry that relates directly to human’s primary needs, the finish goods average will always be higher than basic industry and chemical in which this sector is not directly needed by human. Keywords: business model canvas; production function cobb douglas; 2sls
Business Strategy Formulation for Multi Makmur Mandiri Budiman, Harry; Hariandja, Evo S
The Indonesian Journal of Business Administration Vol 2, No 5 (2013)
Publisher : The Indonesian Journal of Business Administration

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Multi Makmur Mandiri is a company dealing in construction material trading and located in Garut Regency, West Java Province, Indonesia. As of recent years, Multi Makmur Mandiri faced with requirement of management regeneration. In order to facilitate it Multi Makmur Mandiri changes its business entity status from sole proprietorship to limited partnership company in 2012. These two changes required the company to restructure its organization and readjust its business strategy in order to maintain and improve its competitive advantage. The process of formulating business strategy may be divided into three main phases; strategic analysis, strategic analysis output and strategy identification, selection and implementation During strategic analysis, external analysis and internal analysis in order to provide output which will be to identify opportunities, threats, strengths and weaknesses. These 4 elements would then be used to identify business strategy alternatives which would be selected based on predetermined criteria. The result of selection process would end as proposed business strategies and its implementation plan. This paper’s objective is to provide business strategies suitable with Multi Makmur Mandiri’s situation. These proposed business strategies are expected to help Multi Makmur Mandiri to maintain and improve its competitive advantage. The result of this strategy formulation is: a). Value proposition based on product line breadth; b). Organization structure building; c). Implementation of integrated information system. Keyword: strategic market management, business strategy, formulation, construction material, building material.
Proposed Online Marketing Strategy for Candy Bar Chocolate and Candy Shop Fitrina, Benty; Hariandja, Evo S. Hariandja
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract – The research was conducted to form strategy in order to help Candy Bar to overcome the problems in its first year of existence. To survive in the upcoming days, the strategy for Candy Bar generated through analysis of existing 7P and company’s 5C’s situational condition. TOWS Analysis and strategy was conducted after analyzing these two components. Root problem of Candy Bar is found, many weaknesses leaked, start from weak STP and poor marketing strategy, especially promotional. Therefore, the proposed marketing strategies of Candy Bar are re-formed STP and proposed new marketing mix 7P, completed with implementation Plan which will give a clearer guidance on Candy Bar’s promotional program.   Keyword: Candy shop, Chocolate, Online, Marketing strategy, Promotion
Co-Authors Agustinus Nicholas Tobing Aurellia Adeline Benty Fitrina, Benty Chairindy Pratomo, Luna Dwi Larso Dwi Larso Fathurrazi Ammana Billa Ferdinandus Eric Gumulya, Devanny Harry Budiman Hendrawan Sutikno Hendry Arie Siandi Laksmi M Wijayanti Masduki Asbari Masduki Asbari Parani, Rizaldi Pramono, Rudy Purba, John Tampil Ray Arvin Febrianto Reza A. Nasution Reza A. Nasution Rini Yovita Moktar Rosdiana Sijabat Shindy Shindy Sudibjo, Niko Sutikno, Hendrawan Togar M Simatupang Togar M. Simatupang Wirajati, Nugraha Yossel Christopher Zarrah Muria