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ANALISIS PENETAPAN STRATEGI BISNIS DAN POSISI PERSAINGAN PT. WOM FINANCE JAKARTA Arta, Aditya; Hamsal, Mohammad
Journal of Business Strategy and Execution Vol 8, No 1 (2015): Published in November 2015
Publisher : Bina Nusantara University

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Abstract

Penelitian ini dilakukan dengan tujuan untuk membantu PT. WOM Finance Tbk dalam mengetahui posisi persaingan dan agar dapat menetapkan strategi bisnis untuk menghadapi persaingan. Dalam hal ini terdapat beberapa faktor – faktor penting yang menjadi bahan analisa penulis untuk menetapkan strategi bisnis, diantaranya adalah faktor harga (eff. rate), Man Power, activity dan payment point yang dimana setiap faktor tersebut akan disajikan berdampingan dengan data penjualan / sales. Ke empat faktor tersebut akan di buat mapping position dan dibandingkan dengan competitor finance company lainnya. Objek penelitian dalam penelitian ini adalah sepeda motor dengan merek Honda di Jakarta dan membandingkan PT. WOM Finance dengan beberapa competitor diantaranya yaitu: PT. Summit Oto Finance (SOF), ADIRA Finance, dan PT. Mega Finance. Penelitian ini menggunakan metode Mapping Competitive Positioning. Hasil akhir dari penelitian ini menunjukkan bahwa PT. WOM Finance Tbk Jakarta dapat melakukan strategi penyesuaian harga (eff. rate) dibandingkan dengan competitor utamanya yaitu ADIRA Finance untuk dapat meningkatkan sales Honda di Jakarta. Selain itu PT. WOM Finance Tbk Jakarta juga harus melakukan improvement terhadap peningkatan productivity CMO Honda di cabang Jakarta.
Product and Service Quality Analysis: An Empirical Study of Customer Satisfaction in a Bakery Nindiani, Aina; Hamsal, Mohammad; Purba, Humiras Hardi
Binus Business Review Vol 9, No 2 (2018): Binus Business Review
Publisher : Bina Nusantara University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21512/bbr.v9i2.4257

Abstract

This research aimed to analyze the performance of a bakery located in Bekasi from the customer satisfaction on product and service quality. The method applied was Importance-Performance Analysis (IPA). IPA was conducted to determine the status of indicators related to product and service quality. It was to provide input to management in taking strategic actions. The sample size was 127 respondents. The used technique was non probability sampling. The results reveal that the priority of improvement is the taste indicator for product quality. On the other side, courtesy indicator is the priority for service quality that occupies position in Quadrant A. Hence, the bakery should emphasize those indicators as improvement priorities.
Business strategy formulation for “expat helper indonesia” in order to increase market growth and develop a sustainable competitive advantage Dhiani Rakhmawati, Meita; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract – Expat Helper Indonesia, an Indonesian company providing one-stop domestic services for expatriates in Indonesia, is facing some issues in running its business. That gaps are then affected the company’s revenues. Current more competitive business competition is also such an inevitable threat for the company. For that reasons, Expat Helper Indonesia needs to find suitable strategy to increase its market growth in order to generate more revenues, and develop a sustainable competitive advantage in order to survive in business competition. To support the research analysis, relevant data and information are gathered in qualitative method; through interview, observation, and literature review. The research started by analyzing the company’s external and internal environment to explore more its strengths, weaknesses, opportunities, and threats. The internal resource-based analysis indicates that Expat Helper Indonesia’s level of competitiveness is still in temporary competitive advantage. The proposed business-level strategy suggests that the company needs to remain in focused-differentiation strategy, considering its initial branding and the nature of the market segments. The analysis is also resulting four sets of strategic alternatives, in which together with all the output of strategy formulation, will be demonstrated in a new proposed business model canvas and implementation plan. Some dominant additions in proposed business model canvas are in marketing activities, customer relationship, channels, and value propositions. Keywords: business strategy, business canvas, market growth, sustainable competitive advantage
Redesigning Fertilizer Distribution Strategy of PT. Pupuk Indonesia (Persero) Rochim, Abdul; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 6, No 3 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract---This study aims to formulate the company's distribution strategy. To develop distribution strategy, internal and external corporate environmental analysis and Strategy Diamond Model are performed. The analysis begins with data collection process using interview method. Interview data is processed using qualitative research methodology Analysis result stated that PT Pupuk Indonesia's business process does not have a reliable stock procurement planning and does not integrate distribution operation activities, so currently there are fertilizer scarcity complaints in mass media. Therefore, PT Pupuk Indonesia is recommended to send the fertilizer according to the six precise principles, develop a comprehensive stock and distribution plan, implement integrated distribution control, optimize fleet usage and distribution equipment, conduct joint auction synergies, establish internal partnership between PT Pupuk Indonesia and with external parties, implement long-term service contracts, and determine optimal stockpile of fertilizers.  Keywords: Distribution, Strategy, Fertilizer, Diamond Model, Six Precise.
Business strategy formulation for “mix diner & florist” to increase revenue, reduce cost, and attain sustainable competitive advantage Faruq Nugroho, Aditya; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Mix Diner & Florist is a company which conducts business in the food and beverage industry, specifically the industry of restaurant chain. Mix Diner & Florist was established in 2013, and has started to gain mainstream recognition since the beginning of 2015 due to larger mass media exposures, resulting in sharp increase in revenue and profits. Nonetheless, recently Mix Diner & Florist has been experiencing relative stagnation in its revenue, while at the same time; the overall cost has been steadily increasing overtime. The stagnation in revenue may be attributed to the recent increase in the level of rivalry among competitor in the industry. Consequently, the profit margin of Mix Diner & Florist has declined. In order to overcome the current problem, it is necessary for Mix Diner & Florist to formulate strategies to increase its revenue, reduce cost and attain sustainable competitive advantage. In order to achieve the aforementioned objectives, effective business strategies need to be formulated by conducting external and internal analysis on business environment through appropriate frameworks. The analysis in this paper is conducted through two main methods: qualitative methods, which includes interview with the management team of Mix Diner & Florist and, literature review of related journals and books, secondary data obtained from various sources, as well as primary data obtained directly from Mix Diner & Florist and first-hand research.  Based on the analysis, appropriate business strategies and recommended modified business model are formulated, which are focused mainly on increasing revenue, reducing cost, and attaining overall competitive advantage. Afterwards, the formulated business strategies are further derived to create implementation plan which caters to the above mentioned goals. The implementation plan includes, among others: price adjustments, creation of new menu offerings, partnership with service companies, operational improvement, and regular training for employees. Keywords: Business Strategy, Revenue Increase, Cost Reduction
Proposed business strategy and development for lookwaxy in order to gain competitive advantage Kirana Putri, Astari; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract – Lookwaxy is premium shoe laundry service that has been established since May 2015. As a growing business concept nowadays and big potential market, Lookwaxy should have positive growth whilst their position as first mover in South Tangerang area. However the sales not show a significant growth. The entrance of several established competitors, plenty numbers of conventional laundry service which also offer shoe laundry and the nature of the business which doesn’t need specific capabilities, also moderately costly to imitate threaten the position of Lookwaxy in the market of potential new entrants. In order to compete in the competitive market, Lookwaxy should find and gain their competitive advantage. To gain a competitive advantage, the analysis was needed to describe the strategy and the right business model. In analyzing; qualitative methods used to interview the BOD of Lookwaxy and questionnaire to 156 respondents in South Tangerang, secondary data from books, literatures and other sources from the internet. Formulating strategies started by conduct external and internal assessment using PEST analysis, Porter’s Five Forces, Competitor mapping, Value Chain, and VRIO framework. This assessment will generate SWOT analysis that describes Lookwaxy’s condition. All the information then used to formulate the alternative strategies using TOWS matrix. Porter’s generic model also used to see company current position and proposed strategy. Furthermore, the development of a Business Model Canvas and new business strategy for the company were generated. All the strategy and business development models will be used in the implementation of the plan to assist and provide Lookwaxy solution to solve the problems. The implementation plan involves various things like; enhance service excellence value, adding service specialization in leather shoes service and product, offer delivery service, open new branch or drop off counter, boost event marketing and sales promotion program both in offline and online media (Instagram), as well as increase organizational capabilities in R&D. Keywords: Business Strategy, Business Model Canvass
Business model development for orphan drug business in indonesia (case study: idiopathic pulmonary fibrosis drug) Veronica Hutagalung, Donda Ria; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract. The growth of pharmaceutical business has slowed due to some reasons, such as patent expiration, generic, drying pipelines, and stricter regulation of drug approval. Many market leaders will lose their patent in next 5 years. Considering those situations, pharmaceutical companies have shifted their focus from developing and selling essential medicines to new business model of orphan drugs, which is niche but expected to help company reducing the revenue loss. This new segment could offer an integrated healthcare solution through development of new area of therapeutics, diagnosis, treatment, monitoring, and patient support. Orphan drug is a product which is indicated for a rare disease. Definition of rare disease in Indonesia is a disease with case number less than 200,000 total populations. Lack of physicians’ awareness and high drug cost are the main challenges in developing orphan drug business. Implementation of Jaminan Kesehatan Nasional (JKN) program has changed Indonesian healthcare landscape drastically. The objective of this study is to propose a new business model canvas for an orphan drug business in Indonesia, by using Idiopathic Pulmonary Fibrosis drug as case study. The analysis of external factors will be done through PEST (Political, Economic, Social, Technological), Porter's 5 Forces and competitive analysis. The internal analysis will use VRIO and value chain analysis. The results of those internal and external analysis will be used to identify SWOT, develop TOWS matrix. Porter Generic Strategy and Diamond Strategy model to identify new ideas and strategies for the company. After identifying some options of business strategy, author will create and propose a new business model canvas for the company. Author will use qualitative research method by collecting data through interview and observation. The author has identified and assessed that the firm has not optimally used their internal resources and capabilities to create innovative strategies and to achieve sustainable competitive advantages. Author recommends management of the firm to reorganize their team, then to equip the new team with updated knowledge on orphan drug business. The firm should also optimally use global resources and capabilities to build orphan drug business and to develop effective digital platform. They should initiate unique partnership with multi stakeholders, especially with government and patient organization to shape public policy for orphan drug. Keywords: business strategy, business model, multinational pharmaceutical company, orphan drug, rare disease
Business strategy for pt. Garuda indonesia tbk. Base on operation and finance ratio performance period 2011-2015 Mangiring Ganda Parulian Butar Butar, Paul; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract: In 2011-2015, PT Garuda Indonesia, experienced lots of challenges started from the increment of aviation fuel which increase to the end of 2014, depreciation of rupiah and unexpected economic growth. Those three things caused PT Garuda Indonesia Tbk suffered a loss and reached the peak losses in 2014 at the amount of US$ (371.974.942). As the condition described above, the operating performance of work and financial ratios in the period 2011-2015 should be analyzed performance of financial ratios covering liquidity, activity, solvency and profitability while operation performance is analyzed by using PESTEL Model , The Five Forces Model, 4P  and VRIO and then reanalyzed by using SWOT analysis / TOWS, afterward do differentiation strategy and the value proposition alignment. The result of analysis found that the loans of PT Garuda indonesia Tbk exceeded its assets, that all activities done by this company were financed by the loans; work process that are not well integrated; a constant ASK though the airplane annually increases; competitors dominate domestic market; the lack of experts for aircraft maintenance cause readiness of the airplane decreases in 2014 into 99.27 with the use of aircraft wer also getting down into 9.08 in 2014. Thus, it is recommended to PT Garuda Indonesia Tbk to develop a high performance manpower (collaborating with polytechnics and leading universities), build an flight's IT system that all units can be fully integrated and the customers can facilitate well; applying SLA (Service Level Agreement) or KPI system in all units; reviewing routes (considering the favorable and unfavorable for maintenance); postponing the plan of buying a new aircraft till ASK increased in accordance with the number of the aircraft and an innovation where Full Carrier Service has a low cost without reduce standard for comfortable and Safety so it can compete with the domestic and international competitor. It can be seen from the relation between cost, volume, and price that PT Garuda Indonesia should do a business strategy with affordable prices for the customers can feel a prestige, safety, and comfort flight. Therefore, Garuda Indonesia flight will always be in demand and it will increase the ASK. Thus, the price will decrease and the margin will arise significantly. Keywords: Financial Ratio, CVP, ASK, Uniqueness, FSC with Affordable Price
Proposed business strategy for “auraku skin solution” in order to gain the competitive advantage Qonitza, Maghfira; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract – Auraku Skin Solution is a company engaged in the services sector, especially skin care. This company is a branch company located in Karawang and was founded in 2011. Currently, there are two competitors in Karawang skin care companies that offers all-in-one skin care and become the winner of the competition. It has an impact on Auraku Skin Solution’s revenue decreased in late 2014 - mid 2015. In order to survive in the competition and to increase revenue, Auraku Skin Solution requires a sustainable competitive advantage in doing business. To gain competitive advantage and win the competition, Auraku Skin Solution must adapt to the new business models canvas development and strategies resulting from the TOWS Strategy. The conclusion of this strategy, Auraku Skin Solution must be added advantages in its business and conduct marketing activities to promote their value proposition. Keywords: Business Strategy, Business Canvas, TOWS Strategy, Skin Care Industry.
The Business Strategy Development: A Case Study at PT Hijrah Gizi Hewani Mahdi Rajab, Fadil; Hamsal, Mohammad
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT Hijrah Gizi Hewani established since 1991, it is a meat distributor company that sell the product to some several kind of company in Jakarta for example like hotels, restaurants, catering, etc. In 2015, sales of PT Hijrah Gizi Hewani has decreased when compared to the average sales in the last three years. Meat prices rose sharply in 2015 and are likely to continue to rise until Eid in 2016. This is because the government reduce the number of quota imported meat that can be sold in Indonesia. In the middle of 2016, the government slowly opened and adding the import quotas, in September 2016 the government officially allowing the imported meat from India to be sold in Indonesia, that meat is distributed only through BULOG. This makes the importers and distributors be in one level in order to get the imported meat from India .To overcome this, the authors try to formulate the business strategies that will be submitted to PT Hijrah Gizi Hewani. Based on the results of the formulation of the author, a suitable strategy to be applied to the PT Hijrah Gizi Hewani is a cost leadership strategy, where the products that being offered at the distributor level is similar with the other, the differentiator factors are come from price, quality of service and availability of products, particularly in certain brands that become customer’s favorite. In addition, there are some internal restructuring of companies in order to improve the effectiveness and cost efficiency in the process of business activities, where competition is become more tight that caused by the entry of imported meat from India who makes the distributor must also be ready to compete with importers.  Keywords: Business Strategy, Strategy Formulation, Market Analysis