Indonesia Conference Directory

Corresponding Author
Elfindah Princes

Institutions
Bina Nusantara University, Jakarta, Indonesia

Abstract
Education has become one of the top promising industries, with the high rapid growth of new educational institutions everywhere, consumers have various choices of schools to suit their needs. The least competitive schools will soon vanish from the competitions. To be competitive, the schools are changing strategies to adapt to what consumers (parents and children) need. The trend has changed for schools turning into firms and treating consumers as kings. This trend has gone worse lately, with the increasing number of charges and assaults addressed to school teachers, staff and management lately, especially in Indonesia. The teachers, school staff and management are feeling unsafe and dissatisfied by this fact. This paper addresses this issue by analysing this consumer behaviour based on their income level and educational background mediated by product knowledge using a mixed method methodology, surveys and interviews are conducted to be able to obtain reliable results. The result shows that the consumer behaviour is positively related to the income level and educational background. This research is very useful for the schools to analyse the consumer behavior and prevent any future problems and increase school performance. Future research must be done to address this in other type of industry.

Keywords
consumer behaviours, satisfaction, school performance, product knowledge

Topic
Strategic Management

Link: https://ifory.id/abstract/t6Epb2eqgNzA

Corresponding Author
Raka Rahardianto

Institutions
Institut Teknologi Sepuluh November Surabaya

Abstract
The implementation of transshipment inside the terminal is normal and has been running at Tanjung Perak Harbor. However, for the domestic container terminal there are several obstacles including: in Tanjung Perak Port there is clustering per terminal seen from the Destination of the Ship, and Transshipment only runs at one terminal so that the Shipping Agent if it has advanced cargo must first exit the terminal and enter the Depo outside terminal. After the open stack at the port, for advanced loading vessels will be re-entered to the destination terminal of the carrier. Therefore, it is necessary to evaluate the Transshipment Time Performance at which point is experiencing bottlenecks so that it can be anticipated and minimized. This study proposes to analyze the time in the transshipment business process. The analysis process begins by describing SOPs into the YAWL model. Then mining is done to find out the companys performance. After that, the results of mining are optimized using Linear programming. linear programming method was chosen because the method is very suitable for determining the results of optimization in the same variable, the variable is time. The result of time in this transshipment business process is increase from 7 days become 3,5 days. It shown that this method is successfully. But there is a total of 9 queues in the terminal business process

Keywords
Time analysis; transhipment; Linear programming; business process reengineering

Topic
Strategic Management

Link: https://ifory.id/abstract/B9MQgRwDXyYT

Corresponding Author
Budi Yuwono

Institutions
Sekolah Tinggi PPM Manajemen, Jakarta, Indonesia
andiilhamsaid[at]gmail.com
,ant.budi.yuwono[at]gmail.com

Abstract
Introduction Sakana Pharma is an Indonesian pharmaceutical manufacturer that have main revenue from contract manufacturer to fulfill drug needs in Indonesian Universal Health Coverage (UHC) market. UHC market is the biggest pharmaceuticals market in Indonesia. From BCG matrix mapping, the main revenue of Sakana Pharma is in the market which growth is slowing down due to 20 % price erosion per year since Indonesian UHC was started. This become the main reason for Sakana Pharma to transform the core business to secure it-s position in the future. According to Burke (2002), 70 percent of organizational transformation are fails. One effort to ensure the success of transformation is measure the readiness of individuals and organizations to change (Cinite et al., 2007, Noer 1997; Zamor, 1998). Therefore it is necessary to analyze the Sakana Pharma-s transformation readiness then arrange transformation design. Methodology This research was started with determining transformation direction which appropriate with Sakana Pharma-s needs, then continued with transformation readiness audit and arrange transformation design. The transformation direction is set based on BCG matrix strategic direction then continued with transformation readiness assessment using “Transformasi Organisasi Indonesia” model to identify the readiness of 9 transformation elements in a company (PPM, 2017). After identifying the readiness of each element, we can make a transformation design to cover the elements that are not ready. Transformation design are consist of type of transformation, new vision, transformation strategy and transformation road map. FINDINGS/RESULTS From BCG matrix mapping, the main revenue of Sakana Pharma is in cash cow zone. Sakana Pharma need to transform it-s business into market that has high growth. Based on external and internal analysis, Sakana Pharma must focus more on exports. To make sure Sakana Pharma ready for globalization, we assess some elements to check Sakana Pharma transformation readiness. Based on audit result, some elements still have a readiness value below the minimum value. The root cause are lack of sense of urgency and business direction has not been firmly established CONCLUSIONS Based on this result, It is important for Sakana Pharma to define new vision, share new vision to increase sense of urgency. After that Sakana Pharma must create blue print transformation that consist of type of transformation, transformation strategy and transformation road map.

Keywords
Transformation, Transformation direction, Transformation readiness, Transformation audit, Transformation design

Topic
Strategic Management

Link: https://ifory.id/abstract/7GbvTECHuLx3

Corresponding Author
Novi Indah Earlyanti

Institutions
Police College of Sciences, Jakarta, Indonesia
earlyantinovember24[at]gmail.com
East Java Regional Police, Surabaya, Indonesia
inggalwperdana[at]gmail.com

Abstract
Morale can be influenced from within individuals and the environment surrounding. Morale is a psychological state that can cause pleasure and encourage someone to work actively in achieving the goals set (Siswanto, 2000: 35). Things that can affect morale are burnout and work satisfaction. Burnout is a psychological condition experienced by a person due to stress accompanied by failure to achieve expectations in a relatively long period of time. Burnout is mostly found in the human service profession, namely people who work and provide services to the general public, such as teachers, nurses, polices, counselors, doctors and social workers. Someone who experiences burnout, will usually be less interested in work, making their morale low to carry out and complete tasks. While work satisfaction is more about whether someone is satisfied or not regarding: duties, authority, and responsibilities in his work. If someone feels satisfied with his work, then morale tends to be high, and vice versa. The purpose of the research conducted is to determine the effect of burnout on work morale, the effect of job satisfaction on morale, and the effect of burnout and job satisfaction on morale. This research uses a quantitative approach with a survey method. The population in this study are members of the Surabaya one-stop administration unit (Samsat), amounting to 282 people and a sample of 165 people with 59 bachelor degree, 21 diplomas and 85 high schools graduates. With the age range of 31 people at the age of more than 40, 32 people of 36-40 years, 49 people of 31-35 years, 34 people of 25-30 years, and 19 people under 25 years. The number of samples using the Slovin formula and is carried out by random sampling technique. Data collection technique using questionnaire consists of 58 statement items. Data analysis technique uses the Test Validity and Reliability of Instruments, Classical Assumptions Test, Multiple Regression Analysis and Hypothesis Test using t test and F test and the coefficient of determination. From the research findings and discussion, it can be concluded that burnout gives a significant influence of 13.4% on the morale variable. This can be seen from the high morale of members with the function of interaction between individuals and the environment. Job Satisfaction gives a significant influence of 60.3% on the morale variable. Members are satisfied with the results obtained from the organization, and strive to improve the work system. Burnout and job satisfaction simultaneously have a significant effect of 33.3% on the morale variable. Work morale can increase when the level of fatigue of the members can be avoided by including matters related to job satisfaction. So it is suggested to be able to do further research on the variables of organizational commitment, individual characteristics, cohesiveness, transformational leadership, organizational climate, and work stress, so that it can be explained more fully about other variables

Keywords
Burnout, Job Satisfaction and Morale

Topic
Strategic Management

Link: https://ifory.id/abstract/uBM6CDmZNTA8

Corresponding Author
Ardianto Ridho Putra

Institutions
Faculty of Economics and Business, Telkom University, Jl. Gegerkalong Hilir No. 47 40152, West Java, Bandung, Indonesia.

Abstract
This study aims to map an ecosystem of digital marketing business as network structures interacting one with each other. Social network analysis is used with 32 respondents based on organizations involved in digital marketing company business ecosystems as main indicators. Four parameters such as degree, betweenness, closeness, and eigenvector centrality, is measured using the social network analysis to create the business ecosystem-s model. The model that resulted from this study describes the roles and function of stakeholder and value network in digital marketing business ecosystem such as role, information, and benefit.

Keywords
Business Ecosystem; Digital Marketing; SNA; Business Ecosystem

Topic
Strategic Management

Link: https://ifory.id/abstract/EA4jhbrmLK82

Corresponding Author
Jasnovaria Jasnovaria

Institutions
Sekolah Tinggi Manajemen PPM, Jakarta - Indonesia
jasnovaria13[at]gmail.com

Sekolah Tinggi Manajemen PPM, Jakarta - Indonesia
ningkymunir[at]gmail.com

Abstract
Changes in external and internal environment often cause changes in a companys business model. For this reason, companies must have a flexible business model that is in line with the companys vision, mission and goals. The business model currently used by PT. XYZ is not able to overcome the main problems such as falling income and increasing costs significantly which resulting a very high negative profits. Thus requires a business model that can map and provide solutions to improve revenue performance and cost control. The right business model design is needed to encourage PT. XYZ to get out of the problem and able to improve its performance so that it needed several research objectives to address the problems that occurred such as identification of the companys vision, mission and goals, identification of elements in the current company-s Business Model Canvas, identification of external and internal factors of the company that could affect the elements in the Business Model Canvas as well as the development of the companys Business Model Canvas to improve business performance. The methodology or type of research used is qualitative business research with a business model canvas approach that is equipped with a SWOT analysis and blue ocean strategy and data collection methods through document studies and interviews. From this study, the results of the mapping of 9 (nine) elements of the business model canvas include customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structures are obtained. The companys external and internal environment is very influential to the elements in the canvas of PT. XYZ, this is reflected in the decrease of revenue stream and the increase of cost structure which has an impact on the magnitude of the loss of PT. XYZ in 2018 and the occurrance of liquidity problem has caused payment delays of customer claims. Development of a business model canvas for PT. XYZ has been composed by taking into account the vision, mission, corporate objectives and business strategy which is implemented in 2019 to solve liquidity, profitability and solvency problems and add value innovation to strengthen the canvas elements of the business model especially in the revenue stream and cost structure so as to increase value propositions and value creation in carrying out company operations. This thesis research is also a strategic design that is directed to arrive at a managerial decision in the company that is supported by analysis and logical argumentation in exploring data and information.

Keywords
Business Model Development, Business Model Canvas

Topic
Strategic Management

Link: https://ifory.id/abstract/nDuMq7QpvfbH

Corresponding Author
Andi Ilham Said

Institutions
PPM School of Management
maria_muliana[at]yahoo.com
andiilhamsaid[at]gmail.com

Abstract
Background Malkita Mall (disguised name) is a place for shopping, recreation, entertainment and sports located in North Jakarta. It occupies on area of 7 hectares, consisting of an 8-story building with a gross area of 270 m². Starting operations in October 2004, Malkita Mall has 827 units to lease for entrepreneurs. The establishment of Tokopedia, Lazada, Bukalapak, and e-commerce business (virtual marketplace) slowly but surely erodes mall visitors who come with the aim of shopping. Because of that, in recent years there has been a shift in function of the mall from shopping places to people gathering place looking for entertainment, culinary, and exercising. This shift occurred due to changes in lifestyle and visitor needs. If the mall does not follow this change, visitors will switch to other malls. The decline in the number of visitors will reduce tenant sales revenue which will cause a decrease in tenant satisfaction. The level of tenant satisfaction is also triggered by the speed of the manager in responding to tenants complaints and the existence of events organized by mall administrator. Tenant dissatisfaction will impact on the tenants business sustainability. Turn over of tenants is a factor affecting the mall occupancy rate. In May 2019 Mal Malkita, occupancy was 94% leaving 6,265 m² of vacant space. This is not a favour rate in mall-s market since it less than the average rate of industry. The level of occupancy will ultimately affect companys margins. In 2018 the margin of Mal Malkita has decreased for the first time in 5 years. This was due to a significant decrease in revenue that was not accompanied by a decrease in operating expenses. This situation forces Mal Malkita to review its business model and then come up with the new model. Methodology The main purpose of this paper is to design a right business model of Malkita mall 2020-2023. To achieve this main objective, several objectives will be set, namely identification of the current business model through internal analysis, opportunities and threats to the company through external analysis, ideal business models, company strengths and weaknesses through gap analysis between the current business model and the ideal business model, three prototypes of new business models through the development of new business models with the blue ocean strategy. After the main objective is found then the roadmap of implementation plan will be prepared. The research method was carried out in a qualitative approach. To conduct an internal analysis, we interviewed Director of the Headquarter office and GM Mal Malkita and conducted a study of documents regarding the financial statements and the results of the visitor survey. The results of internal analysis were used to determined Current Canvas Business Model. To do external analysis, we study documents from research journals on public purchasing power, e-commerce business, mall business shifts, and online news. Whereas to conduct an in

Keywords
mall, business model, Business Model Canvas, Blue Ocean Strategy, Analytic Hierarchy Process

Topic
Strategic Management

Link: https://ifory.id/abstract/ZTyuYfnM8kgp

Corresponding Author
Andi Ilham Said

Institutions
PPM School of Management, Jakarta
andiilhamsaid[at]gmail.com

PPM Management, Jakarta
tyq.ppm[at]gmail.com

Abstract
Introduction A big change can be occurred anytime and cannot be predicted. Every year, there will always be some markets that going through change, and organization must be ready to overcome this change for it to survive. The right processes is needed to help organizations face the market change. Therefore transformation model is built aiming to accommodate the needs. Methodology Methods used in this research is quantitative methods with double regression hierarchy and SEM. As much as 229 respondents gathered, with majority of the respondents hold supervision or higher level position (76.4%), and 88.1% of the respondents have been worked for more than 3 (three) years. This profile of the respondents generate beliefs that individuals participating in this research are competent enough to and appropriate to represent companies they worked for. Findings Research findings suggest that there are 3 main factors in organizational transformation model, which consists of 9 elements. These factors are: Strategy Factors with Visionary Business Direction, Readiness to Change, Market Orientation, and Dealing with External Environment elements; Execution Factors with Operational Excellence, Strong Leadership, and Competent People elements; as well as Acceleration Factors with Risk Management, and Organization Culture elements. For business strategies to run efficiently, these factors give both direct support and impact to the business strategies. Several factors, however, do not have a direct impact to and act as a booster and fasten the execution of business strategies. Conclusion PPM Management-s Transformation Model started from the consultation formulations and organizational experience PPM had, and then validated through deepening the theory and scientific research to make this model one solid model and can be implementing in many organizations to synchronize their business model with company-s new strategies in order to become a competitive organization.

Keywords
Transformation, Organization, Change, Strategic Management

Topic
Strategic Management

Link: https://ifory.id/abstract/uVQgh6GdFvAf

Corresponding Author
Maria Angelita

Institutions
Sekolah Tinggi Manajemen PPM, Jakarta, Indonesia
widjajamariaangelita[at]gmail.com

Sekolah Tinggi Manajemen PPM, Jakarta, Indonesia
andiilhamsaid[at]gmail.com

Abstract
PURPOSE / AIM & BACKGROUND Banking industry in Indonesia are facing a problem in the decline of their payment services customer because new financial technology companies (fintech) give continuous discount in their “burn money” strategy to seize banking market. A bank in Indonesia who has seen their payment customer growth decreased, a fact which forces the bank to start a digital transformation. One of the many benefits of the transformation is reduced operational costs (King, 2018). Based on the Digital Transformation Playbook by Rogers (2016) they needed to review their strategic thinking in 5 domains, namely CC-DIV (Customer, Competition, Data, Innovation, Value) and increase their organizational agility. The research is limited to the first part, i.e. Strategic Thinking. Recommendations for the bank in dealing with the fintech-s “burn money” strategy are also provided. METHODOLOGY To measure the readiness of employees in facing digital transformation surveys are carried out and distributed to all employees. The gap analysis at the company-s current condition vs ideally transformed was carried out by mixed research method, which consists of surveys, observations, and interviews (Sekaran & Bougie (2016)). The Disruptive Business Model Map by Rogers (2016) is used as a strategy map. The elements contained in the strategy decision tool written by Rogers (2016), namely The Disruptive Response Planner are used to choose the decision. FINDING / RESULTS Digital transformation readiness questionnaire results showed that 2/3 of employees stated that the company was ready for digital transformation, while 1/3 still doubted readiness in all strategic thinking domains of CC-DIV. This result was further confirmed by interviews. From the observations it was found that the company had previously collaborated with fintech so that they remained relevant to the conditions needed by customers. The Application Programming Interface became the new business model of that bank to on which new channel and revenue stream were generated. Meanwhile, that bank has already put in place sharing programs for employess of the changing conditions from the analog to digital era. To maintain long sustainable profit they have been socializing the importance of a lifelong learning culture to be kept up to date with customer needs. They have also collaborated with all fintechs in topping up of their digital money application and collaborated with customers to fulfill what they actually need. CONCLUSION In addition to collaborating with consumers, including fintechs, there are 2 things that they can choose in facing digital giants, i.e. becoming disruptors themselves or by making their mobile application as a platform business model for all fintechs and existing old-fashion business models REFERENCES 1. King, Brett (2018), “Bank 4.0 : Banking Everywhere, Never at a Bank.” Singapore: Marshall Cavendish Business. 2. Rogers, David L. (2016), Th

Keywords
The Digital Transformation Playbook, Collaboration

Topic
Strategic Management

Link: https://ifory.id/abstract/HgLj6MNC8uvT

Corresponding Author
Afifa Filiani Sehato

Institutions
a) Master of Technology Management, Sepuluh Nopember Institute of Technology
Cokroaminoto 12 A, Surabaya, Indonesia
afifa.17092[at]mhs.its.ac.id
b) Master of Technology Management, Sepuluh Nopember Institute of Technology
Cokroaminoto 12 A, Surabaya, Indonesia
hari[at]its.ac.id
c) Master of Technology Management, Sepuluh Nopember Institute of Technology
Cokroaminoto 12 A, Surabaya, Indonesia
tonydwisusanto[at]is.its.ac.id

Abstract
It is undeniable that in the use of IT services can not be avoided from problems. A functional unit is required to handle problems in IT services that occur in the organization to ensure IT services can provide value to the organization, namely the Service desk that acts as a Single Point of Contact (SPOC) between service providers and users. E-government IT services have their own uniqueness that can be seen from various aspects including organizational culture, drivers, budgets, to human resources. Various studies related to service desk previously have discussed a lot about how the service desk process model in general. However, the overall existing process model does not explain the accuracy of its use in certain focus areas, but is still being developed for IT services in general. Besides based on previous studies, there are also a number of frameworks or process models that have links with service desks, namely ITIL, The Global Service Desk Standard, ISO 20000, Knowledge-Centered Service, Microsoft Operation Framework, A Guide to Service Desk Concepts and HDI Support Center Standard. The whole also discussed general service desk process. Therefore, this study aims to produce a e-government service desk model by comparing several existing service desk process models and formulating the service desk model by identifying the details of activities based on the characteristics of e-government IT services at each stage.

Keywords
Process Model; Service Desk; E-Government

Topic
Strategic Management

Link: https://ifory.id/abstract/mCyjHPbKu3AV

Corresponding Author
Eko Dwi Putra

Institutions
a) Faculty of Economics, Magister Management, Andalas University, Unand limau manis campus, Padang 25163, Indonesia; putra.ekodwi[at]gmail.com
b) Faculty of Economics, Magister Management, Andalas University, Unand limau manis campus, Padang 25163, Indonesia; danan_com[at]yahoo.co.id
c) Faculty of Economics, Andalas University, Unand limau manis campus, Padang 25163, Indonesia; fajriadrianto[at]ub.unand.ac.id

Abstract
This study examines the effect of ESG/SRI label on profitability, value, and corporate governance, evidence from Indonesia-s top listed firms. Recent evidence shows that large firm with ESG/SRI label has RoE, value, better governance, and capacity to grow better. We use purposive sampling method and sample are listed firm in the SRI-KEHATI Index and outside the SRI-KEHATI index as a comparison, total is 38 companies in the 2014-2018 period, 190 observations. We use Multivariate analysis to determine the effect of all variables involved. We show that significant effect of ESG/SRI label from profitability, value, and corporate governance of SRI and NON-SRI firms. We find that SRI label adds about 8.5 percentage points of ROE and 2.2 percentage points of Sales Growth, SRI label adds about 1.1 percentage points of Tobin-s Q, however NON-SRI has better corporate governance but not effective. Finally, we find that effective corporate governance in accordance with governance principles will increase profitability and firm value.

Keywords
ESG/SRI, effective governance, firm value (Tobin-s Q), RoE

Topic
Strategic Management

Link: https://ifory.id/abstract/VNwZdTDeRPMB

Corresponding Author
Mohamad Zaki Azizi

Institutions
University of Indonesia - PPIM S2 UI

Abstract
1006/5000 Small and medium businesses in Indonesia, especially in the automotive industry, have different characteristics from other countries. This study aims to analyze the influence between market orientation and business performance of small and medium-sized businesses (SMEs) in the Indonesian Automotive Industry The entrepreneurial orientation variable is used as an antecedent of the market orientation and SME business performance as a consequence of the variable. The study design used a sample survey and focus group discussions with SME owners as respondents. This research was conducted in Karawang, West Java, as one of the Automotive Industrial Estates in Indonesia. By using structural equation modeling analysis, it is found that entrepreneurial orientation directly influences business performance, but market orientation does not have a significant effect on business performance.

Keywords
Entrepreneurial Orientation, Market Orientation , SME Performance , Automotive Industry

Topic
Strategic Management

Link: https://ifory.id/abstract/uc2kHgNJFKDQ

Corresponding Author
Titik Kusmantini

Institutions
UPN Veteran Yogyakarta

Abstract
Entering the era of globalization, economic shifts and market trends are increasingly fast and difficult to predict, so the role of information as the main ingredient of decision making in companies becomes important. This study aims to determine the effect of information sharing (IS) on supply chain performance (SCP) which is mediated by the company relationship (CR). The survey was conducted through distributing questionnaires to 48 samples of batik SMEs in Yogyakarta city selected by simple random sampling method then the data was analyzed using path analysis with SPSS 15. The results of the study found a significant positive effect of IS on SCP indicated by the correlation coefficient (R) of 0.374 and t count> t table at a significance level of 5% (4,976> 2,014). Then the significant positive effect of IS on CR is shown by the value of the correlation coefficient (R) of 0.453 and the value of t count> t table at the significance level of 5% (4.540> 2.014). Then the significant positive effect of CR on SCP is shown by the value of the correlation coefficient (R) of 0.360 and the value of t count> t table at the significance level of 5% (3.896> 2.014). Finally, the significant positive effect of IS on the SCP that is mediated by CR is shown by the sum of the coefficients of 0.537 then tested using the sobel test and produces z count> t table at a significance level of 5% (3.078> 2.014). This research contributes to the development and theoretical application, especially in the field of operational management.

Keywords
Information Sharing, Supply Chain Performance, and Company relationship

Topic
Strategic Management

Link: https://ifory.id/abstract/Fa68kNyVfZ9h

Corresponding Author
Laksmi Damaryanti

Institutions
Graduate School of Management
Faculty of Economic and Business
University of Indonesia
Depok

Abstract
The revenue apparel from garment and textiles industry in Indonesia reaching almost USD 16 billion (2018). It offered employment to 4.2 million people in 2016, majority of them women. However, finding shows that the industry is plagued by poor working conditions, such as long hours, low wages and insufficient occupational safety and health standards and abusive practices such as the verbal and sexual harassment. From previous studies showed that high commitment HR practices were positively related with job satisfaction through mediating effect of psychological contract and job security. High commitment HR practices were positively related to employee performance through the mediating effect of perceived organizational support (Latorre et al., 2016). Resilience which known as phenomenon with positive psychological capacity to recover, to rise again from adversity, uncertainty, conflict, failure or even positive change, progress and increased responsibility, positively related with job satisfaction (Siu et al., 2009; Youssef & Luthans, 2007). Empowerment was positively related with job satisfaction (Kirkman & Rossen, 1999). Then, job satisfaction is negatively related to turnover intention and positively related to employee performance (Allen et al., 2003; Latorre et al., 2016). This study is conceptual paper which explore employment relationship and job satisfaction in garment factories.

Keywords
Garment, Resilience, High Commitment HR Practices, Perceived Organizational Support, Empowerment, Job Security, Job Satisfaction, Turnover Intention, Employee Performance

Topic
Strategic Management

Link: https://ifory.id/abstract/prmDEX3UMuKW

Corresponding Author
Dianadewi Riswantini

Institutions
School of Business and Management, Bandung Institute of Technology
Jalan Ganesha 10, Bandung 40132, Indonesia
dianadewi_riswantini[at]sbm-itb.ac.id

Abstract
Big data technology is being implemented with success in organizations and science. The benefit magnitude of the technology in business and management makes the companies should not be left behind in implementing it to overcome the competition. Companies do recognize the opportunities of big data analytics for their business, but it seems uncertain about whether they are ready for the adoption of the techniques, even though there are available facilities to implement the technology. The aim of the study is to investigate the adoption capability of big data analytics taking the context of Indonesian start-up companies. Applying research strategy of case study, in-depth interviews were designed to evaluate the adoption capability. The study revealed some novel insights and developed a model for assessing the technology adoption. The model mapped the adoption factors, including the awareness and the readiness towards the companies- business orientation. The study evaluated the relationship between adoption capability and sustainability strategies that are taken by start-up companies. The higher the adoption capability, the more possible companies choose the value-driven business. The start-up companies with a higher adoption capability of big data analytics tend to choose proactive innovation and diversification strategies.

Keywords
Technology adoption; Big data; Start-up companies

Topic
Strategic Management

Link: https://ifory.id/abstract/BcbJH47feYju

Corresponding Author
wynanda wynanda

Institutions
PPM Management, Jakarta, Indonesia
ningkymunir[at]gmail.com
Sukses Pharma, Jakarta, Indonesia
wynanda.nathan[at]gmail.com

Abstract
Competition in the pharmaceutical industry is unavoidable. On the other hand, external factors have influenced this competition such as falling drug prices, rising raw material and labor prices, increasing regulations, and changing other business trends. This should be anticipated by the Success Pharma Site as a manufacturing industry that carries out drug production processes and offers toll manufacturing, out-licensing and product export services. Through a dynamic capability framework, Pharma Site Success is required to be able to sense, seize and reconfigure its resources to win the competition. Based on the research results, the dynamic capabilities that must be owned by the Success Pharma Site are capabilities in conducting operational processes, market research, market development and networking/alliances. After qualitative measurements, this capability is considered to still have a gap with the expected conditions, especially in the following aspects, namely the ability of employees to identify new opportunities by utilizing technology, the ability of employees to interact with external parties, databased capabilities, IT systems and technology used can help the work process operationally, and the ability of the Pharma Site Success to be able to attract external talents. Measurements were carried out by conducting a survey using a series of guide questions submitted to the operational managers of the Success Pharma Site. Based on the results of this study, several strategic plans were carried out for the next three to five years with a theme that was in line with the vision of the Success Pharma Site, namely "To Be A Global Player in the Regulated Market". Strategies to improve dynamic capabilities that will be carried out are (1) improving operational work processes by optimizing IT systems and technology; (2) building and preparing new organizations ready to conduct market research, market development and networking / alliance activities; and (3) make improvements to the system of human resources to be able to retain internal talent and attract external talent.

Keywords
dynamic capability, pharmaceutical industry, strategy

Topic
Strategic Management

Link: https://ifory.id/abstract/m9Cg6ZBTjJnE

Corresponding Author
Lenny Rosita

Institutions
Faculty of Business and Technology Management, ITS Surabaya

Abstract
The quality assurance system is one of the keys to university success. Recognition of a quality management system can be proven from certification and accreditation from either a certification or accreditation body at the national or international level. Similarly, Universitas Ciputra (UC), which is one of the private universities that is committed to the implementation of sustainable quality assurance, has a long-term development plan that needs to be supported by national and international level certification and accreditation. On the third strategic term: Prepare to Go Global, period 2021/2022 until 2024/2025, UC is required to conduct university re-accreditation. The accreditation instrument of higher education, colleges ranking criteria for national and LLDikti VII level, encouraged UC to achieve international certification and accreditation. This research begins with a dimensions mapping of the 2 standards (APT 3.0 and AUN-QA institutional level) use a value chain framework and BPMN 2.0. Furthermore, with a quantitative and qualitative approach, a SWOT and QSPM analysis was conducted to formulate a strategy to get an optimum score on APT 3.0, and to achieve AUN-QA international certification.

Keywords
Accreditation, Certification, Quality Assurance, Higher Education, APT

Topic
Strategic Management

Link: https://ifory.id/abstract/8guDNm6GHKVW

Corresponding Author
Lucky Kristi Mahadeva

Institutions
a)Technology Management, Institute Technology Sepuluh November
b)Technology Management, Institute Technology Sepuluh November

Abstract
Research conducted on a profitable freight forwarder (PFF) company in logistics as a service for handling exports and imports. Currently the company as an official vendor of Association of Indonesian Coconut Charcoal Entrepreneurs (Perpaki), with the addition of new competitors and old competitors who are already engaged in the same field, then determining the right marketing strategy is important for company development and solving problems that arise in terms of internal or external. In analyzing the best strategy for the company, criteria are needed to be determined by the Strength, Weakness, Opportunities, and Threats (SWOT) methods. The initial stage of this research is to analyze the Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) matrices in the company as an input stage in determining the validation and reliability test factors that affect the company. Furthermore, to analyze the variables of the strategic factors which will produce weight in each sub-factor, the Analytical Hierarchy Process (AHP) will be used. After weighting the IFE and EFE values are obtained Internal External (IE) matrix and SWOT matrix will be obtained as the second stage, namely matching stage. As a decision stage to provide an objective basis for the selection of the most appropriate strategy, it will be implemented to the Quantitative Strategic Planning Matrix (QSPM) method with input information from the first and second stages.

Keywords
Marketing strategy; SWOT matrix; IFE matrix; EFE matrix; freight forwarding

Topic
Strategic Management

Link: https://ifory.id/abstract/KZ6EtPRqyCuT

Corresponding Author
Niki Etruly

Institutions
(a) Sepuluh Nopember Institute Technology
* nikietruly[at]gmail.com

Abstract
Manufacture industries spent more than 50% of budget to buy raw material from suppliers. Procurement and supply become concern of management. Furthermore, an effective management is needed in order to provide optimal results for the company. However, the company has tendency to be dependent on suppliers, hence, it caused some risks, such as limited control of the company on availability, delivery schedules and the quality of the products produced. Developing good relations is an idea to improve competitiveness to other companies. Supplier segmentation is grouping of some suppliers which are shared the common characteristics. It is important for companies that have many suppliers. Supplier segmentation leads to some segments which each requires a separate strategy for the management. The purpose of this study is to make supplier segmentation based on priority of the capability and willingness variables. Furthermore, the appropriate strategy for each segment will be determined. Supplier capabilities can be evaluated from product quality, price, monitoring technology, innovation and others. On the other hand, willingness can be evaluated from the criteria of communication openness, commitment to always make improvements to products and processes, long-term relationships and others. The Focus Group Discussion method will be used as the method to select the variable. Then the selected variables will be weighted using ANP (Analytical Network Process). This study will be conducted in a pipe company in which suppliers which will be segmented are raw material suppliers.From segmentation, there are 2 suppliers in segment 2, 2 suppliers in segment 3, and 10 suppliers in segment 4. The results of that segmentation are then used by company for supplier development in the different segment.

Keywords
Analytical Network Process; Segmentation; Supplier.

Topic
Strategic Management

Link: https://ifory.id/abstract/TrNae9JYwu6G

Corresponding Author
RIFA HERDIAN

Institutions
PT Telkom Indonesia Tbk, Jakarta, Indonesia
rifaherdian1[at]email.com
PPM School of Management, Jakarta, Indonesia

Abstract
Introduction: The purpose of this study is to identify the current and future CFU Enterprise sub-holding business portfolio of PT Telekomunikasi Indonesia Tbk (Telkom), mapping key success factors from each industry in which strategic units operate, identify strengths and weaknesses and the ability of each SBU to respond to external strategic issues, as well as the business portfolio strategy of the Telkom CFU Enterprise business group 2020-2023. Telkom is a BUMN in the field of information and communication technology (ICT) services with a TIMES business portfolio (Telecommunications, Information, Media, Edutaintment and Services). Since 2016 Telkom has changed the organization from a core and adjacent-based business to a customer-centric based, known as the Customer Facing Unit / Functional Unit (CFU / FU), which aims to consolidate and manage group (divisions) and subsidiary businesses according to the portfolio one that is needed to serve its customers, one of which is CFU Enterprise which focuses on the corporate market, which consists of nine Business Unit Subsidiries (BUS). Methods: This research uses descriptive qualitative method. Data was collected through interviews with leaders at the CFU Enterprise Sub-Holding level and leaders at nine SBUs, as well as studies of public documents and company internal data. The analysis in this study uses the IE Matrix (Internal Factor Evaluation / IFE Matrix and External Factor Evaluation / EFE Matrix), PESTEL Analysis and Five Porter Strengths, which are used for company internal and external scanning. The BCG matrix is used to map the portfolio of nine SBU businesses. Results: This research has been able to map the business portfolio of a subsidiary / SBU from Telkom CFU Enterprise. This research has identified the key success factors in each industry in which the SBU / CFU Enterprise Subsidiary operates. Basically the nine SBUs are in the same business stream, namely ICT (information and communication technology) services with key success factors including: professional workforce and international certification; Wide Coverage, Strong Sales & Service Network; Networking & good cooperation with technology principals; Strong engineering / Technology capability; and flexible financial capacity and budgeting processes. This research has identified the strengths and weaknesses of Subsidiaries / SBU in the CFU Enterprise environment. With functional analysis which includes four factors: human resources and organization; marketing; operational; and financials, which are then mapped into the IFE Matrix. This research has identified the ability of each SBU to respond to external strategic issues. With PESTEL and Porters Five Forces analysis, opportunities and threats have been mapped which are then mapped in the EFE Matrix. Conclusion: This research has mapped the business portfolio strategy of the Telkom CFU Enterprise business group 2020-2023: (1) Product development strategy (diversification)

Keywords
Corporate Strategy, Portfolio Strategy, BCG Matrix, IE Matrix

Topic
Strategic Management

Link: https://ifory.id/abstract/GUb2hv9kcQ8T

Corresponding Author
Yofangga Rayson

Institutions
PPM School of Management, Jakarta, Indonesia
yofangga[at]gmail.com
PPM School of Management, Jakarta, Indonesia
nky[at]ppm-manajemen.ac.id

Abstract
Rapid technological developments have changed many things in the construction industry, particularly in the development methods. One technologies that gives a considerable influence in this industry is a prefabricated system, where the building components have been produced previously in the factory and transported to the construction site to be assembled. Woodlam Indonesia is a new company that produces prefabricated houses for middle to upper market segments. The problem is, the use of prefabricated systems for housing construction has not been widely known by people in Indonesia. Besides educating the people continuously, Woodlam Indonesia must have another way to survive in this prefabricated housing industry. Therefore, a business strategy is needed to clarify the goals and directions of the companys work in the future. The aim of this study is to analyze the business models that are being carried out by Woodlam Indonesia and recommend business strategies that should be implemented. The research method is descriptive cross sectional with case study approach in the company. The data collection techniques are by conducting interviews, observations, and literature studies. Based on the results of this study, several strategic plans were carried out for the next three years that was in line with PT. Woodlam Indonesia Abadi, namely "Quality of Life". Strategies to improve market penetration that will be carried out are (1) Using early adopter public figure to show the luxury of prefabricated houses; (2) Improving marketing tools by optimizing digital marketing; (3) promote sustainability in every marketing campaign used by Woodlam Indonesia.

Keywords
construction, prefabricated system, business strategy, business model

Topic
Strategic Management

Link: https://ifory.id/abstract/mNMcbYxUyqw9

Corresponding Author
Erni Rachmawati Tholib

Institutions
Master of Management, University of Indonesia
Gedung Prof. Wahjudi Prakarsa
Kampus Sumitro Djojohadikusumo
Jl. Salemba Raya No.4
Kampus UI Salemba, Jakarta 10430 Indonesia
www.feb.ui.ac.id

Abstract
PTPN IX Semusim Division (sugar) is facing low productivity, low efficiency and over finance problems. This research aims to analyze the alternative solutions carried out by PTPN IX in overcoming productivity, efficiency and over finance problems in period 2014 to 2018. We used case study method and obtained data through in-depth interview and observation. The result of this study shows that the productivity and efficiency of sugar mills can be improved through improving their mills reliability, increasing private owned area of sugar cane, research and development related to seed and improved rendemen, and education and training to improve the quality of human resources. To reduce the over financing condition can be minimized by debt restructuring and asset sales. The increased productivity and efficiency of PTPN IX sugar division is expected to support improvement of productivity and increase the national sugar industry.

Keywords
Productivity, efficiency, over finance.

Topic
Strategic Management

Link: https://ifory.id/abstract/7ZTu8FHxzLEc

Corresponding Author
Alin Aun Adyana

Institutions
Master of Management, Faculty of Economics and Business, Universitas Indonesia

Abstract
During 2011-2015, the export of essential oils increased from $580 to $637 billion, making Indonesia as the 12th largest suppliers. However, in the previous researches, problems faced by the industry include uneven organizations of farmers and the visible income gap of each essential oil supply chain. Moreover, farmers are faced with production risks, price fluctuations, and limited marketing channels. The purpose of this research is to examine a solution to stabilize the welfare of farmers and refiners as part of the upstream essential oil industry. We use case study method at two agriculture areas and obtained data through in-depth interviews and observations. The study shows that stabilization can be achieved through the paradigm approach that both farmers and refiners are entrepreneurs. Thus, suitable business models for both are generated. Second, there must be a linkage between farmers- production level and industry needs through agricultural cooperative so the production plan will always be aligned with the market.

Keywords
Agribusiness; Business Model; Cooperative; SMEs; Sustainable Business

Topic
Strategic Management

Link: https://ifory.id/abstract/QmGFCKXDnegb

Corresponding Author
Hafizh Ansyahri

Institutions
a Sekolah Tinggi Manajemen PPM, Jakarta Indonesia
abi.mihdar[at]gmail.com
b Sekolah Tinggi Manajemen PPM, Jakarta Indonesia
hafizh.ansyahri[at]gmail.com
c Sekolah Tinggi Manajemen PPM, Jakarta Indonesia
ningkymunir[at]gmail.com

Abstract
* Introduction: With changing times that increasingly provide challenges, PT. Barokah Galangan Perkasa needs to carry out a careful strategic planning with long-term implications, and can still be translated into a clear and measurable framework. PT. Barokah Galangan Perkasa should have a business strategy that is suitable with the current state of the environment so that it is able to compete in its industry. * Methods: The formulation starts from analyzing the companys vision & mission, external analysis, internal analysis, EFE and IFE analysis, Competitive Profile Matrix analysis, IE Matrix analysis, TOWS Matrix, and QSPM Analysis. Data were collected from interviews with board of directors and managers with suplementary data from secondary sources and document study * Results: Indonesias development agenda as the World Maritime Axis launched by the President of the Republic of Indonesia since 2014 has become one of the countrys strategic foundations. This makes an excellent opportunity for the progress of the domestic shipyard industry. On the other hand the number of shipyard distribution in Indonesia is still uneven. Shipyards activity are still largely concentrated in central and western parts of Indonesia. These things become opportunities in the shipyard industry. On the other hand, challenges for domestic shipyards are government policies that regulates the import duty on raw materials and shipbuilding components subject to a tariff of 5-15% VAT, while import vessels are exempted from import duty, in other words 0% VAT PT. BGP is located in the Mahakam River which is a busy shipping lane in Indonesia with ship traffic activities that can reach up to 1000 ships per month, this geographical advantage makes a good market opportunity. PT. BGP has strengths in additional services such as fresh water and fuel refilling, PLN electricity and 500 KVA generators, indoor and outdoor warehouse facilities with complete equipment, and most importantly its competitive prices. CPM analysis shows that PT. BGP is still unable to compete with PT. Daya Yes and PT. Galangan Kapal Lancar. The reliability of the shipyards docking and undocking facilities and the availability of spare parts and materials on time, these points are some of the weaknesses of PT. BGP aside from the availability of experts, additional facilities for ship owners, and also the most crucial thing is their slow shipbuilding process. * Conclusions: From all of the opportunities and threats, as well as the strengths and weaknesses, a right strategy is needed to increase the competitiveness of PT. BGP. From the analysis, the most appropriate strategy to implement is the Product Development strategies. It is a way to increase value added to featured products or services in an efficient way and not bearing too much impact on production costs. Development is directed at value added services for customers, such as work process improvement, component standardization, and

Keywords
Business strategy, key success factors, shipyard

Topic
Strategic Management

Link: https://ifory.id/abstract/8vrbZ6ReVmjz

Corresponding Author
Ian Gibranata

Institutions
a) Technology of Management, Sepuluh Nopember Institute of Technology, Jl. Cokroaminoto No.12A, DR. Soetomo, Kec. Tegalsari, Kota SBY, Jawa Timur 60264

Abstract
In this era of globalization there are plenty startups are developing, especially in the fintech sector. In Indonesia, there are 227 fintech companies consisting of fintech lending and equity crowdfunding. In order to compete, these companies must implement the right strategy in developing innovative products. The development that is not precise will threaten the continuity of startup business. The concept of lean startup has been developed by startups and large companies to develop products. The consistent application of lean startup methodology must be implemented to overcome market uncertainty and potential failures, so companies contrive to develop strategies based on SWOT analysis. The purpose of this study is to identify the variables that suitable for the necessities and conditions of the company, determine the variables (critical success factor), and plan the exact strategy to be applied by fintech startups. The study begins with the classification and pre-analysis of internal and external variables on one of the fintech startups. Then the questionnaire was distributed to the company management and the experts used the Delphi method to identify the related variables. To determine the priority value of each variable, a pairwise comparison matrix was made using the MCDM-AHP method. Afterwards, a strategy that is suitable for companies with QSPM will be determined. The aim of this research is to make the companies can develop strategies precisely based on internal and external conditions

Keywords
Fintech, Lean Startup, Strategic Management, MCDM-AHP, QSPM

Topic
Strategic Management

Link: https://ifory.id/abstract/P4QDcGWHhT7J

Corresponding Author
Adiyatma Ghazian Pratama

Institutions
a) Magister Manajemen Teknologi, Institut Teknologi Sepuluh November
Jl. Cokroaminoto No.12A, DR. Soetomo, Kec. Tegalsari, Kota SBY, Jawa Timur 60264
adiyatmagp[at]gmail.com

Abstract
Ministry of State Owned Entreprises (Indonesia) is developing Kriteria Penilaian Kinerja Unggul (KPKU) as a guide for building, organizing, and empowering state-owned people and resources to achieve superior performance. KPKU is a number of questions about the fundamental aspects of organizational management in the context of achieving superior performance, consisting of seven categories namely 1) Leadership 2) Strategic planning, 3) Customer focused, 4) Measurement, Analysis, and knowledge management, 5) Worforce focused, 6) Operation focused, 7) Result. KPKU has eight performance classes with a score range of 0-1000, which is 1) World Class Leader (score range 876-1000), 2) Benchmark leader (score range 776-875), 3) Industry Leader (score range 676-775), 4) Emerging Industry Leader (576-675), 5) Good Performance (range score 476-575), 6) Early Employment (range score 376-475), 7) Early Result (range score 276-375), 8) Early Development (Score range 0-275). PLN is a STATE that is engaged in electricity where has several business units. PLNs business Unit is divided into 3 main streams, such as generation, transmission, and distribution. PLN UIT JBTB is a PLN unit in the transmission stream where the business activities carried out is the operation and maintenance of high voltage installations. At KPKU, the focus of operations is in category 6. The categories on KPKU are interconnected with one another. So the author sees when making improvements starting from category 6 It will impact other categories. On the other side of the management contract in 2019, the perspective of product effectiveness and process has a big weight compared to other perspectives. This research aims to get improved to improve the performance of PLN UIT JBTB based on the current KPKU score.

Keywords
Analytical Hierarchy Process; Kriteria Penilaian Kinerja Unggul; Priority Matrix; Root Cause Analysis

Topic
Strategic Management

Link: https://ifory.id/abstract/x2F6RKjcPU7w

Corresponding Author
Dimas Negoro

Institutions
University of Indonesia

Abstract
The ups and down in commodity prices is arguably important challenges to deal with for commodity-based firms in order to strive and survive. The increasing volatility of this business cycle has increased the difficulties in responding strategically. An empirical study has been undertaken to build an organizational model for commodity-based firms to deal with this issue fundamentally. This study used the Structural Equation Modeling–Partial Least Square (SEM-PLS) methodology to analyze 130 top management representing 99 different mining and Crude Palm Oil companies in Indonesia. It found that commodity-based firm can have better performance by being an ambidextrous organization. In order to achieve this, firms need to have orientation towards its business cycle and this orientation is determined by its top management foresight and environmental uncertainties. This study contributes to the existing literature on strategic management in relation to ambidextrous organization, managerial foresight, organizational orientation, environmental uncertainty, and its performance implications. The study provides managerial advice by proposing a model that could give valuable insights in the purpose of building business cycle ambidextrous company.

Keywords
Ambidexterity, Business cycle orientation, Top management foresight, Business performance, Commodity based firms, Strategic management

Topic
Strategic Management

Link: https://ifory.id/abstract/ezPFudhkpr4B

Corresponding Author
Andritta Oggy Thovaja

Institutions
University of Indonesia

Abstract
This research discusses the effect of transformational and transactional leadership, organization culture, and knowledge management towards risk management implementation in Perusahaan Umum Jaminan Kredit Indonesia (Jamkrindo). The study proposes three research question 1) is there any relationship between transformational and transactional leadership towards risk management implementation; 2) is there any relationship between organization culture towards risk management implementation? 3) is there any relationship between knowledge management towards risk management implementation? The research aims to identify and analyze the relationship between the effect of transformational and transactional leadership, organization culture, and knowledge management towards risk management implementation in Perusahaan Umum Jaminan Kredit Indonesia (Jamkrindo). This research will employ a quantitative approach with a survey as the research methodology involving the main office, 3 branches, and 3 units in Perum Jamkrindo.

Keywords
Leadership, Transformational leadership, Transactional leadership, Organization Culture, knowledge management, Risk Management

Topic
Strategic Management

Link: https://ifory.id/abstract/9UBW2YMuayjF

Corresponding Author
Joni Phangestu

Institutions
SOM PPM. Jakarta Indonesia

Abstract
1. Introduction and research problem Small firms are effective in exploring and recognizing new business opportunities, but are unable to build a strong foundation for exploiting future competitive advantage, whereas large firms are effective at exploiting competitive advantage but are less effective in exploring and recognizing new entrepreneurial opportunities (Ireland et Al., 2003). To be able effectively pursue exploratory & exploitative innovation simultaneously, a strong foundation of strategic resource must be managed, bundled and leveraged (Sirmon & Hitt, 2003; Sirmon et. al., 2007) also known as Strategic Entrepreneurship (SE.). SE. is firm-s capability to exploit current competitive advantage and explore new opportunity for future competitive advantage simultaneously (Hitt et. al., 2011). This research was conducted on real estate firms in Indonesia, which is a sector that makes an important contribution to Indonesias GDP (BPS, 2017). In the past, property industry experienced several severe crises which caused many real estate firms to go bankrupt. Nevertheless, some companies could survive the crisis and even revive. It was believed that the capability of Strategic Entrepreneurship that makes the real estate firms are able to survive. This research will try to find answers to the formulation of the problem of this research, namely how Resource Management affects explorative innovation and exploitative innovation, and whether explorative and exploitative innovation or their integration affect firm-s performance. 2. Methods This research is a quantitative research, with analysis unit is real estate firms in Indonesia. The respondent is individual who presents the firms. The time for the survey was approximately 4 months; June - September 2016. Four latent variables are used in this theoretical model. One dependent latent variable is firm-s performance and 3 independent latent variables are resource management, exploratory innovation and exploitative innovation. Six hyphotesis were constructed (H1 – H6). The questionnaires were then analysed as follow; first, factor analysis, which is the process of grouping latent variables formed by a number of operational questions, followed by bivariate correlation analysis to examine the relationship between latent variables (H1 – H4). The next stage will be inferential analysis in the form of multiple regression and overall model analysis using the seemingly causal model (SCM) method to examine the causal relationship of several variables according to the hypothesis developed (H5 – H6). All stages of the analysis above will use e-views software. 3. Results and findings From 250 questionnaires distributed, 56 proper questionnaires (24%) returned. Results of bivariate correlation analysis show that data support the hypothesis H1 – H4 at the significance level  : 0.01. Next, the result based on the statistical test F : F0 = 33,0603 with df = (3.50) and the val

Keywords
Strategic Entrepreneurship, Resource management, explorative innovation, exploitative innovation.

Topic
Strategic Management

Link: https://ifory.id/abstract/BqQ2vb3X7fMD

Corresponding Author
Muzakar Isa

Institutions
MM UMS

Abstract
Many hospitals are not efficient in their operations, because they have waste in their business processes. Lean hospital is a series of concepts, principles and tools to create activities that provide added value and reduce waste based on consumers perspectives. The purpose of the study was to analyze the effect of lean hospital variables consisting of quality, cost, delivery, safety, morals and the environment on hospital customer satisfaction. This research is quantitative research. The population is all consumers of PKU Muhammadiyah hospital of Surakarta, with a sample of 130 respondent. The study uses nonprobabiliy sampling, and determination of the sample by purposive sampling. This study uses primary data collected using a questionnaire. The analysis tool uses multiple linear regression analysis. The results showed that (1) service quality, morale, and environment had a positive and significant effect on alpha 5% on consumer satisfaction, (2) cost and safety had a positive and significant effect on alpha 10% on consumer satisfaction, and (3) delivery has a positive but not significant effect on alpha 5% or 10% on customer satisfaction.

Keywords
Lean Hospital, Waste, Consumer Satisfaction

Topic
Strategic Management

Link: https://ifory.id/abstract/UrytLwaJFHXp