Article Per Year (5 Year)
p-Index From 2019 - 2024
0.835
P-Index
This Author published in this journals
All Journal The Indonesian Journal of Business Administration
Alibasjah Inggriantara
Unknown Affiliation
Decision Sciences, Operations Research & Management

Published : 30 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 30 Documents
Search

 1   2   3 
Strategy Formulation and Implementation for CV Pinanggih in Automation Business Adi Nugroho, Anintyo; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract - Based on Frost and Sullivan research result, Indonesia automation market will grow strongly over the forecast period (2014-2018). However, throughout 2014 and 2015, Pinanggih faces a various challenge from external and internal environment. Some of reasons are depreciation rupiah, Falling world crude oil prices and tight competition among of automation companies. Pinanggih net profit Decreased due to, no significant increase in sales, small profit margins, and swelled operating expenses. The objective of this research is to analyze the business environment of automation and make formulation and implementation strategy for CV Pinanggih to compete with other competitors, to penetrate and to add new customers in the end increase sales of the company in the next year. To analyze company current condition use strategic audit framework, the external and internal conditions. The results of external and internal environment become the basis of SWOT formulation. Corporate strategy analysis conducted using the SPACE Matrix and QSPM. To formulate Functional Strategy use TOWS Matrix. The conclusions are unstable the exchange rate, plus the loss of the market potential of the oil and gas industry greatly affects industrial automation. Tight competition among competitors and ineffective strategy used is not a significant impact on the company's growth. Pinanggih must formulate a new corporate strategy and new functional strategy. Keywords: Automation, decrease profit, Strategy Formulation
Strategy formulation and recommendation for “silverstone” synthetic leather apparel Maharani, Tiara; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract - Based on data from McKinsey Global Institute stated that consumer tendency in Indonesia in clothing shopping will tend to increase. Silverstone is one of the local brands engaged in the fashion industry of synthetic leather. Silverstone started his business since 2012. After struggling for 5 years finally Silverstone managed to expand its business. This is marked by an increase in sales figures. Since the beginning Naufal, the owner of Silverstone, runs this business alone. This is usually done in the early phase of business to minimize the cost to be incurred. As sales increase, Naufal needs a new strategy to enter the growth phase. The method used are observation and interview with the owner. In analyzing the internal factors researcher use Value Chain Analysis, Marketing Mix and assessment on existing Business Model Canvas. As for the external analysis researcher uses Porter's Five Forces and PESTEL. SWOT is a summary of internal and external company analysis (Silverstone). Company strategy is formulated by Quantitative Strategic Planning Matrix (QSPM) method based on IFAS AND EFAS matrix. The result of QSPM calculation, Silverstone suggested to use intensive strategy. This strategy aims to improve the company's competitive position with existing products. This strategy consists of market penetration, market development and product development. Silverstone also needs to establish an organizational structure to facilitate the strategy to be implemented. To grow into a big company, Silverstone have to implement its corporate strategy and functional strategy. Keywords : business strategy, clothing business, business model canvas
Proposed New Line Business Development for CV. Tiga Berlian ., Hilaluddin; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 6, No 3 (2017)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract : CV. Tiga Berlian is business engaged in the field of waste management the industrial products. CV. Tiga Berlian is established by Mr H. Dofir in 2003. The problems faced by CV. Tiga Berlian is increasingly local competition in business waste management the industrial products and also is focused on industrial waste management innocuous (non-hazardous waste), while the industry produced not only non-hazardous waste but also hazardous waste. It affects the business of CV. Tiga Berlian in terms of corporate income and the number of companies in cooperation with CV. Tiga Berlian. In exploration business, writer was using internal and external analysis to find strengths, weaknesses,  opportunities and threats. For external analysis was using PESTEL analysis and Porter’s Five Forces analysis. While, for internal analysis was using existing Business Model Canvas and Corporate Value Chain. Mean while, strategy formulation was using TOWS matrix and Business Model Canvas. The results of the analysis showed there were high competition in the business, and weakness in management. The strategy that can be applied for improving company management were focusing on efficiency, and implementing integrated management service. For facing high competition in short-term the company should be improving the management system, including financial system and team work management. In medium-term the company should be developed networks, and equipped licensing Hazardous waste. In long-term the company should open a centre of new business development in waste management for Hazardous waste, including hospital waste, and transportation services for hazardous waste. Keywords : PESTEL analysis, Porter’s five force Analysis, Matriks TOWS, SWOT analysis
Conducting Concept Test as a Part of Product Development to Achieve Product/Market Fit for Jola Skirt House Melati Auzriani G, Zesyara; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 8, No 2 (2019)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract – Fashion is a business sector that never dies. In Indonesia, out of 2.5 million companies in creative sectors, 1.3 million are in fashion industry, where they contributed to 50% of National GDP. Jola Skirt House decided to do something about the statistic and enter this industry. Jola targets niche market with a unique differentiated product, but is facing problems upon entering the market. The sales number is decreasing, stocks are piling up, only one product dominates the sales count and it seems like current customers are saturated without new product. A question emerged: has Jola products achieved product-market fit? To answer the question, 5 people were interviewed. From this step, it was found that both product-market fit and problem-solution fit were confirmed. Hence, the next step of the research is doing product-development to achieve product-market fit for the new products. Because of the limitation, this research only covers the concept-test in a form of a photoshop-rendered design of the products. A total of 14 people was surveyed and asked to evaluate, rate and decide three product designs for Jola’s new collection. From the survey results and analysis, only the first product achieved a threshold of 80% positive feedback while both second and third product only received 64% positive feedback. In conclusion, the first product can proceed directly to product development, undergoing sample production, product test and real production. The second and third designs will need to be re-tested before deciding if it should proceed to product development.Keywords : Fashion, Creative industry, Product-market fit, Product development, Concept-test
Marketing Strategy for CLEANANDSHINE (Peofessional Shoes Treatment) Deo Saputra, Mochamad; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract. Cleanandshine is a business engaged in the field of cleaning and care service for all kinds of shoes. Cleanandshine was founded by M Deo Saputra, Fajar Hidayat, and Rangga Adiputra on April 5, 2016. This business located in Kelapa Dua, Depok and has three types of services that cleaning service, repair service and repaint service. The problems faced by Cleandandshine is the absence of the portion of work in marketing function. Function marketing this not see well by the company from the marketing marketing strategy until marketing implementation itself. This certainly affected sales and earnings company. In business exploration, the writer analyst external strategy by using PEST analysis, porter 5 forces analysis and competitive profile matrix (CPM) analysis. For Internal analysis, the writer uses marketing mix 7p and STP (Segmenting, Targeting, Positioning). The next items produced by that analysis is put in formulations strategies, so company using tools tows matrix. To classify these items, the strategy using by the writer is marketing mix 7P to show which strategy can be implement in the company to boost sales and revenue. The result of the analysis and tools shows that Cleanandshine is in the position of market followers and requires 15 marketing strategies the implementation to boost sales and income company. The marketing strategies built with plan implementation timeline strategy and also the budget The Company have to improve distribution sales places in online and offline. To increase sales and revenue, the company should make variations in product which is services or goods products also can be a solution to company to increase sales and revenue.Keywords: Marketing Strategy, Shoes Treatment, TOWS Matrix, CPM
Developing 20fit instagram content for increasing brand awareness among competitors Ariq Saputra, Fadhil; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract - Indonesia is one of the biggest internet users in Indonesia that is an opportunity for companies to introduce their product into market. Cheaper marketing cost with wider coverage is one of many reasons why companies are starting to leave traditional marketing channel. One of the internet channel is social media. 20FIT is a company that engaged in sports industry. With a concept that people can be fit in only 20 minutes, 20FIT has their own competitive advantage. 20FIT doing their marketing in their Instagram. The problem is not much people know about 20FIT. Gym is still the main choice because the fee is cheaper and the training method is easier. Interview and questionnaire were done then analyzed using SWOT analysis, 5C of Marketing and PEST analysis. The result is he Instagram content of 20FIT is not attractive than Celebrity Fitness as competitor. To find the solution, Steps in Developing Effective Communication from Integrated Marketing Communication were used and the result is 20FIT must create a video content which lack of on their Instagram profile. The video tells a story of an employee who had tough time at work the he or she wants to get freedom from stress and 20FIT is the solution. The video must show positive and negative emotions while the viewer feels the video is relatable to their daily activity so it will viral. The utilization of video content will increase their brand awareness thus will make an alternative choice. Keywords: Social Media, Content, Brand Awareness, Effective Communication, Video Content
Business Analysis and Recommendation For Telkomsel Sub-Branch Offices in Designing Outlet Loyalty Programs Imandaru, Yudhawijaya; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 2, No 1 (2013)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Mobile telecommunications industry In Indonesia has experienced rapid growth. Ever since the implementation of PERMENKOINFONo.1/2010 which concerns liberalization of telecommunications In Indonesia, there are number of mobile telco operators that being acquired by foreign investors. Based on the reports of the Indonesian Cellular Telecommunications Association (ATSI), estimated the total number of mobile phone subscribers at the end of 2011 has reached 240 million users in which the number of GSM prepaid subscribers dominates with more than 95%. Full implementation of hard cluster system by Telkomsel is considered as a threat for outlets due to cross-cluster restrictions as that would limit its sales area. Another concern for Telkomsel sales partners, including authorized dealers, is cooperation between Telkomsel with retail companies to increase distribution and sales through media ATM and non-ATM. Moreover, restrictions on cross-cluster rules do not applied to transactions via ATM, non-ATM and retail. Analysis tools that being used are PESTEL, Porter’s 5 Forces and Resource Based View which than combined to arrange SWOT analysis. Result of analysis identifying root causes which being derived into 4 areas, namely distribution, marketing, regulation, and price competition. In order to improve the performance of Telkomsel sub-branches in sales functions and market domination in sub-branches area therefore Telkomsel should focus its strategy in distribution and marketing area. This research would give a business solution for Telkomsel in form of framework in designing loyalty programs for outlets. Expected results from its implementation are increase sales performance, market shares domination, and high outlet loyalty. Key Words: Hard Cluster, outlet Loyalty, increase sales performance
Developing Strategy For 21st Motoring Raedi, Muhammad; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 4, No 5 (2015)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

On the making a non-dealer car service station business was already been the owner of 21st Motoring’s head at 25 years age, when he was still working at Ford Motor Company. However, 21st Motoring has already run for 2 years which having a hard time to attract new customers, although 21st Motoring has a strong quality on its business with having a standardize of its works and having sufficient tools. In the face of the business issues that needed some methods, they are conducting external assessment by PEST Analysis and Five Forces Porter’s Analysis, and internal assessment by Value Chain Analysis and Existing Business Model Canvas. Then SWOT Analysis is used to conclude both external and internal analysis. SPACE Matrix is used to find the suitable company strategy for 21st Motoring. After analyzing, Competitive Strategy is the right strategy for 21st Motoring which should be pursued, with 2 strategies within it, they are Intensive Strategy and Integrative Strategy. To find the best strategy which should be focused between those 2 strategies, QSPM calculation has to be developed. And the result of that is Intensive Strategy, which are Market Penetration, Market Development and Product Development. Next step will be using a Diamond strategy to propose a business strategy. For the next stage analysis has to be developed by using TOWS Matrix to make a functional strategy within the business. After that, the result of TOWS Matrix will be implemented to the New Business Model Canvas for the propose of new strategies. Keyword: business strategy, car service station, business model canvas
Marketing Strategy for Ikan Bakar Jimbaran, Yogyakarta Sawitri, Ajeng; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 4, No 2 (2015)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract.Ikan Bakar Jimbaran was a pioneer of fresh seafood premium restaurant in Yogyakarta with Bali’s ambience. In the first 5 years, they had a good sales performance. However, financial data shows decrease on sales and number of customers in this last 3 years. The rising of new hotels, guest houses, and restaurants in Yogyakarta is suspected as the cause of decreasing sales. Moreover, Ikan Bakar Jimbaran, which is lack of marketing activities, is looked dissapear in the midst of happening culinary reports in social media. They do not apply new marketing methods and only hold on to the strength of word-of-mouth. The absence of officer who should handle all online marketing activities could be one of the causes. To solve the business issue, analysis of external and internal environment is needed. External factor analysis consists of PEST and 5 FORCES; while STP and 7P are used to analyze internal factor. In addition, the result of interview with the manager and customers of Ikan Bakar Jimbaran becomes one of sources in listing SWOT. From SWOT result, TOWS matrix is utilized to generate alternative marketing strategies for Ikan Bakar Jimbaran. There are 14 proposed marketing strategies which are formulated into 7P and the implementation was described in action program scheduled for five years ahead. To sum up, Ikan Bakar Jimbaran need to apply new marketing methods rather than depend on word-of-mouth. They may start taking advantage of all opportunities that Internet presents. Thus, a social media account officer who will handle all marketing activities related to the Internet should be hired as one of strategies to overcome the problem.Keywords: Seafood Restaurant, Decrease on Sales, Marketing Strategy. 
Proposed Business Strategy for "Routes" in Order to Penetrate Existing Marketing Yulfa, Fadhil; Inggriantara, Alibasjah
The Indonesian Journal of Business Administration Vol 4, No 4 (2015)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Abstract.Routes are a start up company that was founded by 5 sport enthusiast. They see an opportunity on the current market where number of people embracing sports as a lifestyle choice were in increasing. However, as a new player they facing a difficulties to penetrate the current market since all well known brand has high market share and has strong position in the market. To address these issue and formulate the suitable strategy for the future growth of Routes Company, author use qualitative data through observation, interview and literature study. By implementing external and internal analysis they encapsulate SWOT for Routes Company. Factors in the SWOT are used in the calculation of EFAS and IFAS then applied to the IE matrix and it shows that Routes positioned in cell number five called Hold and Maintain. In Hold and Maintain strategy, they have two alternative strategy than later author used QSPM matrix to show prefered strategy which end with market penetration. Author also using Porter’s Generic Strategy to determine business level strategy and TOWS matrix for functional strategy. Business Model Canvas are used to elaborate the solution. In implementing the strategy, the author formulated some short term and long term action plan on for market penetration.Keyword: business strategy, sport apparel, business model canvas  
Co-Authors ., Hilaluddin Adi Nugroho, Anintyo Adi Pradipta Narendra Agoes, Ravelino Ajeng Sawitri, Ajeng Ariq Saputra, Fadhil Aztried Wulandary, Aztried Bismantara Bismantara Bunga Anggriani Suparyadi Deo Saputra, Mochamad Fadhil Yulfa, Fadhil Fitrafsya, Rhamon Hendry William Sutanto Indahdewi, Lauditta Martin Priyo Nugroho, Martin Priyo Melati Auzriani G, Zesyara Muhammad Raedi, Muhammad Nuryadi Saputra, Asep Putri Ramadhani, Retno Rahmad, Revina Roby Firmansyah Ryan Akbar Santhya Ramadhani Putri, Santhya Ramadhani Stefano Nadika, Dominikus Suhartanto, Meikel Tiara Maharani, Tiara Vega Runi Wahyu Kumoro Yodi Rizkyardi, Mohammad Yudhawijaya Imandaru