Founder’s Personal Branding as Proposed Strategy for a Cost-Efficient Marketing Strategy (A Case Study of Skin Game)

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Skin Game is an Indonesian indie beauty brand that launched on 2020. Skin Game’s sales channel focused on majority of online channels and a part of offline channels. Based on external and internal analysis, it is a matter of fact that Indonesian beauty industry keeps on rising from year to year. Indonesian consumers are interested in purchasing and using beauty products sourced from local brands. However, although the market shows a good potential, however Skin Game’s profitability keeps on dropping from year to year. In order to gather primary, qualitative research is being done such as interview with brand manager and account. Also, a focus group discussion with Skin Game consumers also being done. Moreover, to gather secondary data, books and research journals are being used. In conclusion, Skin Game’s profitability remains questionable although the beauty industry shows positive potential throughout the year. Hence, in order to survive the tight competition, Skin Game needs to re-evaluate the cause of its downturn profitability.

Proposed Business Strategy to Ensure Continuity in Construction Company (Study Case of PT Rekayasa Industri)

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PT Rekayasa Industri (Rekind) is strategically shifting from Engineering, Procurement and Construction (EPC) to Operations and Maintenance (O&M) to improve financial stability and operational efficiency. This study explores reasons behind Rekind’s financial difficulties despite undertaking numerous large-scale projects and examine the strategic steps required for a successful transformation. Using Soft System Methodology (SSM) to analyse qualitative data collected through interviews, developing a comprehensive understanding of the organizational, financial, legal and operational complexities involved. The study identifies key transformation steps, including restructuring organizational framework, enhancing risk management practices, and fostering long-term relationships. The proposed transformations aims to achieve better financial performance, increased efficiency and a more sustainable business model, ensuring Rekind’s future growth and stability.

Developing a Sustainable Business Model for Early-stage Sustainability and Green Communications Consultancies: A Case Study of Beecomms Indonesia

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This study explores the development of a sustainable and environmentally conscious business model for newly established sustainability and green communications consulting firms, with a particular emphasis on Beecomms Indonesia as a case study. The research aims to examine the enhancement of credibility and long-term viability through sustainable practices, as well as the identification of critical factors for initial operations and efficient approaches. In-depth interviews with internal stakeholders, clients, external experts, competitors, and regulators are employed in the study, which employs qualitative methodologies. The findings underscore the critical importance of a steadfast commitment to sustainability, the utilization of digital technology, the implementation of effective communication strategies, and the necessity of customized services to meet the needs of clients. Furthermore, the research underscores the significance of cultivating ongoing professional development, prioritizing transparency, overcoming budgetary constraints, and establishing robust networks and partnerships. The results provide sensible guidance and actionable recommendations for Beecomms Indonesia and comparable consulting firms to achieve economic success while maintaining sustainability principles, thereby having a beneficial effect on society and the environment.

Feasibility Study of Sudut Group’s Hotel and Restaurant Business at Pantai Indah Kapuk 2

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The hospitality sector significantly impacts Indonesia’s economy, particularly in Jakarta, Bandung, and Surabaya. Sudut Group, known for its successful ventures in Bandung, aims to expand into Pantai Indah Kapuk 2 (PIK 2) in Jakarta. This study evaluates the economic feasibility of this new hotel and restaurant project using capital budgeting techniques such as Net Present Value (NPV), Internal Rate of Return (IRR), and Payback Period. The financial analysis shows promising results, with an NPV of IDR 54,881,243,591, an IRR of 19.33%, and a payback period of 6.56 years. Sensitivity analysis and Monte Carlo simulations, involving 1,000 trials, further assessed the project’s risks, showing an average NPV of IDR 44,318,599,606. The research concludes that Sudut Group’s project in PIK 2 is economically viable, offering substantial profitability and growth potential. Comprehensive financial analysis and risk assessments support informed decision-making by stakeholders, emphasizing both opportunities and challenges.

Development of Low Carbon Cement Ecosystem in Indonesia Using Combine Stakeholder Analysis and Social Network Analysis: In a Perspective of Cement Company

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GHG emission remain the main issue for cement industry as well as global GHG emission record. GHG emission was still considered as the main contributor of global warming. Therefore, cement industry has an obligation to decarbonize its business. However, decarbonization is a complex process that need to be treated as an ecosystem. Low carbon cement is one of the objectives to decrease GHG emission in cement industry. The production of low carbon cement could be seen as an ecosystem that the stakeholders/actors within the ecosystem interacted each other. Stakeholder analysis and social network analysis could be used to evaluate the importance of the stakeholders/actors and the pattern of the interaction. By combining these two tools, there are 10 stakeholders/actors that should be put in main consideration. Eigenvector centrality and betweenness centrality were used to prioritize and evaluate the stakeholders. Construction company is the most popular stakeholder/actor and the most important intermediary actor due to its eigenvector centrality and betweenness centrality value of 0,347 and 35,610 respectively. Meanwhile construction company was also classified in a Player quadrant in power-interest matrix grid. In summary, cement company could prioritize its strategic initiative to engage with 10 most important and intermediaries’ actors in low carbon cement ecosystem.

Proposed Business Model Using Business Model Canvas (BMC) to Increase Neutrafix Platform Users (Case Study: PT Telekomunikasi Indonesia International)

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This comprehensive study, entitled “Propose Business Model using Business Model Canvas to Increase Neutrafix Platform User”, Neutrafix is a voice & mobility e-commerce platform owned by PT Telekomunikasi Indonesia International (Telin). Through comprehensive analyses, including Business Model Canvas, VRIO, PESTEL, Porter’s Five Forces, and STP, key challenges and opportunities were identified. This study aim to fix the challenge that Neutrafix currently facing like stagnan growth, a prepaid payment model unfavorable to buyers, and the absence of large sellers, which in the end resulted in low platform user. This study utilize a qualitative approach, using a semi structured interview and a thorough of secondary data. This methodology enables a comprehensive examination of current internal and external situation of Neutrafix. The study focus on Neutrafix business issue and how to improve it. The main conclusions emphasized problems including misalignment of value proposition, Ineffective communication, Lack of customer support, and opportunities for strategic partnership. In response, this thesis recommends three strategic actions: forming a strategic partnership with Etisalat, introducing flexible payment options as a new value proposition, and establishing a Customer Success team to manage customer relationships that translated into customer satisfaction and user increase.

Business Risk Management Strategy in Adaptation of Beef Caft Businesses to the Impact of Climate Change in Sumenep District

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This study aims to determine the mitigation strategies of farmers in Sumenep district in their strategic management when facing climate change. Climate change greatly affects livestock activities in Sumenep district in various factors, extreme weather changes can harm beef cattle farming in terms of selling value. Increased temperature causes stress in cattle. Drought can reduce forage and water availability. Dry conditions inhibit the growth of grass and other feed plants, forcing farmers to look for alternative feeds such as hay or commercial animal feed. Extreme climate change that occurs gradually over three months, twice the normal time and the following three months, facing extreme climate change that has an impact on the health of livestock in Sumenep District and the selling price of cattle that does not match the expectations of farmers. Research was conducted to outline strategies in business adaptation using the SWOT method to determine priority options from the general micro and macro impacts, the following knowledge aims to determine strengths, weaknesses, opportunities and threats. The right strategy in handling beef cattle business adaptation will minimize losses of farmers due to climate change and mitigation of greenhouse gas emissions from the livestock sector.

Proposed Business Strategic Improvement to Accelerate Waste Management Business Unit at Building Materials Company (Case Study at Cement Inc)

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The rising environmental concerns and regulatory measures in Indonesia have created new opportunities for the expansion of waste management services in the cement sector, specifically by utilizing thermal technology. The Waste Management Unit (WMU) of Cement Company presents substantial strategic opportunities for expansion and development. After undergoing a merger and acquisition, Cement Inc experienced a transformation and has now become a state-owned firm. This change offers WMU Cement Inc further opportunities for growth and expansion. The objective of this research is to identify the most effective strategy for the Waste Management Business Unit within the Cement Company using the Analytical Hierarchy Process. The study explores three fundamental research question: (1) What is the current situation for WMU Cement Inc in terms of market, money, customer, and organization? (2) What are the obstacles inside the organization and in the external environment that hinder the acceleration of waste management services in Indonesia, resulting in limited value creation for the company? (3) What are the suggested recommendations and strategic choices for the company to enhance its value absorption?

The study used the SWOT (Strengths, Weaknesses, Opportunities, and Threats) and AHP (Analytic Hierarchy Process) framework to perform a comprehensive evaluation and evaluate three strategic options for the waste management division: retaining it within the cement firm, expanding it to the cement group as a whole, or establishing it as an independent entity. The results of this study indicate that the most favorable choice (40.6%) is to establish WMU as a separate entity, which offers greater advantages compared to fully integrating with the parent company (30.9%) and keeping the current business operations (28.4%). By creating WMU as an independent organization, it may effectively avoid market and pricing cannibalization amongst its subsidiaries and optimize operations. WMU Cement Inc possesses the capacity to assume a leading role in waste management services by offering waste solutions to all SIG subsidiary plants and other cement makers, including ITP. The benefits of this method include autonomous operations, targeted management, rapid decision-making, and varied income streams achieved via the cultivation of specialized skills and expertise in waste management. This decision presents a chance to attract targeted investments and collaborations that promote innovation and expansion in waste management.

Enhancement of Foley Catheter Assembly Section Quality using Six Sigma (A Case Study of an Indonesian Medical Device Company)

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This study aims to enhance the quality of the Foley catheter assembly section at PT XYZ, an Indonesian medical device manufacturer, using Six Sigma methodology. PT XYZ currently faces an 8% defect rate in its Foley catheter assembly section, surpassing the acceptable 3% threshold. The current Sigma level of the Shrink process within the assembly section is 2.36, while the Balloon Vulcanizing and Assembly process stands at 2.68. The Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) framework was used to identify and address root causes of defects. Data collection methods included interviews, questionnaires, and field observations, revealing key issues such as incorrect tray loading, machine calibration errors, operator skill variability, and inadequate handling techniques. Proposed improvements include updating Standard Operating Procedures (SOPs), implementing SCAMPER for calibration, comprehensive training programs, and incentive schemes. Additional measures involve template overlays for precise cutting, vendor maintenance, and control charts for consistency. The Control phase ensures sustainability through documentation, training, and monitoring using control charts and Failure Modes and Effects Analysis (FMEA). Implementing these solutions is expected to reduce the defect rate and elevate the Sigma level of both processes to 3, enhancing process efficiency and product quality. This will improve operational efficiency and customer satisfaction, providing a robust framework for PT XYZ to elevate its quality control and contribute to better healthcare device manufacturing in Indonesia.

Strategic Optimization of Conveyor Belt Splicing Solutions: Enhancing Competitive Edge in the Asia-Pacific Market (Case Study: Inspirare Luxiner Group)

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The Asia-Pacific region, marked by rapid industrial growth and significant mining activities, offers both opportunities and challenges for companies in the conveyor belt splicing materials market. IL Group, known for its high-quality RARE System, has seen a decline in sales within this competitive environment. The centralization of manufacturing in Atlanta has led to long lead times and high logistics costs, reducing the company’s competitiveness. Moreover, insufficient after-sales support and integration challenges with client systems have further decreased customer satisfaction and retention. This research aims to identify the primary factors behind the RARE System’s decreased sales and to develop strategies for optimizing it to attract and retain clients. Additionally, it seeks to recommend business strategies to enhance IL Group’s competitiveness in the Asia-Pacific market. Data collection involved interviews and surveys with clients and internal stakeholders. The data was analyzed using thematic analysis, root cause analysis, SWOT & TOWS analysis, and Porter’s Five Forces framework. The study found that logistical challenges from centralized manufacturing, inadequate support, intense competition, and integration issues with client systems were key factors driving sales declines. To address these issues, the research recommends that IL Group establish regional manufacturing facilities to reduce costs and lead times. Improving customer support through regional centers and robust CRM systems is also essential. Investing in continuous R&D for product innovation will keep the product relevant and appealing. Implementing flexible pricing models and targeted marketing, along with forming strategic local partnerships, will further enhance competitiveness. By proposing these strategies, this research contributes to strategic business management. It offers practical solutions to enhance operational efficiency and market competitiveness. These strategies provide a structured approach to overcoming key challenges and achieving sustainable growth in the Asia-Pacific market.