Articles

Analysis of Simpeldesa Application Acceptance Using the UTAUT 2 Modification Method in Cibiru Wetan and Pangandaran Villages

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This study aims to analyse the effect of performance expectancy, effort expectancy, social influence, habit, and trust on behavioral intention and the effect of facilitating conditions, behavioral intention, and habit on adoption behavior in using Simpeldesa. This variable is a variable derived from the Modified UTAUT 2 Model. Simpeldesa is a digital platform the village government uses with digitization features covering governance, social governance, and commerce processes.

This study uses quantitative research methods with conclusive or causal research types. This research survey used questionnaires with 268 respondents from early adopter users of the Simpeldesa application from the Cibiru Wetan and Pangandaran villages.

The findings from this study are that effort expectancy, social influence, facilitating conditions, and habits significantly affect behavioral intention. Facilitating conditions, habits, and behavioral intentions significantly affect the Simpeldesa application’s adoption behavior. The independent variable with the most significant influence is facilitating condition on behavioral intention, with a t-statistic value of 5.203 and a p-value of 0.000.

German Kahn and Global Strategy

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The article analyzes the political ideas of German Kahn, one of the major modern representatives of strategic thinking, and their role and significance in the states (especially in the US experience) and international political relations. In particular, aspects of strategic knowledge that work in the area of expanding our goals and opportunities, its habitual thinking is related to limited goals and opportunities, and the fact that strategic thinking arising from one of the two allows one to consider not only one’s own decisions, but also those of one’s opponent, were analyzed. Also, the possibilities of strategic thinking and analysis today are highlighted.

Development of Sustainable Tourism Potential in Belitung

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Belitung Island is a district that has unique tourism potential. Currently it has been designated as Belitong UNESCO Global Geopark which has Spectacular Granite Views in Southeast Asia’s Tin Belt. “Belitong” is the traditional name of Belitung Island, a tin-rich island with fascinating history, spectacular geology, and beautiful landscape. The formulation of a strategy to improve the quality of Belitung tourist destinations is prepared by conducting a mix method. The strategy to improve quality is prepared based on the results of the SWOT analysis. Belitung has the potential for marine tourism which has high competitiveness with the main strength of its uniqueness and diversity of marine tourism attractions. The priority strategy is to improve quality by carrying out an aggressive strategy, namely utilizing strengths to take advantage of existing opportunities by supporting aggressive growth policies based on sustainable tourism.

Proposed a Design Company Performance Management System by Using Balanced Scorecard in a Nickel Mining Company (Case: PT Gema Kreasi Perdana)

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Indonesia is one of the countries that has the largest nickel reserves in the world. In the Asian region, Indonesia’s nickel laterite reserves are in the third position. Indonesia’s nickel reserves are around 800 thousand tons or about 30% of the world’s total nickel production, so that Indonesia has the potential to enjoy the demand for this stainless metal [7]. One of the companies that carry out nickel mining in Southeast Sulawesi Province is PT Gema Kreasi Perdana (GKP). As a newly established company, a variety of strategies are implemented to survive and maintain its corporate existence in the mining industry. The company needs a method for measuring performance in order to monitor and analyze company performance. Implementing a Performance Management System is one way that can be used (PMS). Balanced Scorecard (BSC) is the employed PMS in this investigation. BSC is a method for measuring the performance of a firm by bridging the gap between strategy and execution. Based on a literature review, focus group discussions (FGD), and interviews with expert practitioners in their respective fields, objective strategies are determined for each perspective. The aims and initiatives for key performance indicators (KPIs) are determined based on benchmarking with other businesses and company interviews. Data analysis and weighting from each perspective will be carried out using the Analytical Hierarchy Process (AHP) method. In addition to using goal strategies, the researchers cascaded the process from the Business Unit Level to the Individual Level and limited in the HRGA (Human Resource and General Affair) and Strategic Affair Division of PT Gema Kreasi Perdana. The cascading process is believed important to ensure that the company’s vision, mission, and strategy are communicated clearly to all employees. The cascading process is regarded important to ensure that the company’s vision, goal, and strategy are communicated clearly to each employee. This cascading produced multiple objective strategies and KPIs for HRGA and Strategic Affair Division of PT GKP. As suggestions for future research, it would be preferable for the research to cascade to all levels within each division in the company.

Strategic Investment Analysis for the Gas Station Projects Using Build Operate and Transfer (Case Study: PT Pertamina, Besakih Bali)

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One of deployment planning from Pertamina is Besakih area in Bali. In this simple requirement, Pertamina need a further study to plan which type of gas stations will be implemented, COCO (Company Own Compant Operate) or DODO (Dealer Own Dealer Operate). COCO was found to be the viable option because DODO facing a major challenge based on the PESTLE and SWOT which is an issue related to government attitude towards greener technology such as electric vehicle.  A several options for funding have been identified and well documented with several restrictions which are equity, loan, venture capital, and build operate transfer. If Pertamina need a new gas stations in terms of only 20% coming from capital (80% loan). Pertamina is not entitled to fund by venture capital as Pertamina is a state own company with rigid regulation. For the deployment of new gas station, the most expensive part is the land, therefore searching the solution through land funding is the most viable option. It was found that the strategy build, operate, and transfer (BOT) is a very interesting option. For the Pertamina, it erases the necessity for buying the land, on the other hand, for the land owner, it is better that their land could be useful for them in the next 15 years before they are getting all the facility transferred. The payback period is only 3,36 years with the IRR of 27,03% which is higher than the WACC. In case of Pertamina taking 80% loan and 20% equity, the NPV will return in the 5th year in start of the investment or 4th year in start of the operation. This strategy opens up new opportunities and solution for the business because it writes out land CAPEX necessity.

Business Valuation for Company Decision Making Case Study of: PT HIJ

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The spread of COVID-19 and technological advancement has opened many doors for start-up company around the world, especially in Indonesia. Due to the nature of the virus where it may spread through physical contact, people have been avoiding going out, aligned with government policy that restrict citizen movement such a lockdown. The consumer behaviour began to shift as shown by number of people cooking at home, and number of delivery service are increasing. Seeing opportunity to serve in this market, PT HIJ is then founded to provide timely full set of fresh high-quality ingredients ready to cook delivered to the door of the customer. After one year of operation, the management experienced shortage of fund to grow the business and believed that it is right to source for new funding from the investors. As the management team have no experience in performing valuation, they would like to receive an insight about the valuation of their business. The study will cover the business model of PT HIJ, start-up ecosystem, analysis of the business environment and evaluation of valuation method. Based on the study, PT HIJ has a solid business model to grow its business. The trend of digitalization, government support and rising health awareness will benefit the company as one of the new start-ups itself. Also include in this study is valuation process performed using discounted cash flow method, venture capital method and scorecard method. It can be concluded from the three techniques, the valuation resulting in an enterprise value ranging up to IDR 470 million, with the median of valuation at IDR 262 million.

Survival Strategy Restaurant Business during the Covid-19 Pandemic

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The occurrence of the Covid-19 pandemic forced the entire community to adjust itself by implementing a new order of life known as the “new normal” in every activity. Likewise, restaurant businesses are not immune from the impact of the Covid- 19 pandemics, so adjustments must be made so that restaurants can continue to operate and customer health and safety-related to Covid-19 can be carried out properly and correctly. To increase the sales volume of its products, it can do several things, including Lower Menu Prices, Give Special Discounts, Create More Durable Food Packaging, Prepare Food Delivery, Restaurant Business Starts Switching to Use Technology, Communication Between Businesses & Customers, Perform Marketing Plans and Pay Attention to Current Culinary Trends. Meanwhile, to make the restaurant operational cost-efficient, several strategies can be carried out, including Designing Cost Control Measure (CCM), re-identifying budgeting short-term and long-term, prioritizing cash flow safe and stable, reorganizing or redesigning the largest expenditure, and planning a more efficient division of labor fair and impartial. Furthermore, to guarantee customer safety from being exposed to Covid-19, restaurants can do the following: Communicate Safety and sanitation measures clearly and consistently, Avoid self-served dishes, Advice to maintain distance, Make strict rules regarding the use of masks on staff and diners, Offers waiting list and online pre-order facilities, Continues to offer no-contact options, Competes aggressively with retail options, Offers packaged dining options in the long term, Performs clear and systematic cleaning.