Family business is the main driving of Indonesian economy. This sector contribute about 82,44% of total Indonesian GDP. The number of family business is about 99% of total Small Medium Enterprise (SME) in Indonesia. However, only a little family business can survive and scalling up. PT. Roda Bahari that become object of this research is one of the family business. The aim of this research is to analyze change management process and company cycle. This research is important to formulate and prepare for every stage of the transformation process required by PT. Roda Bahari in order to create a professional business entity. The study was conducted in Bogor. The method analysis used is descriptive and the type of data is qualitative. Qualitative data collection was done by interviews and FGD (Focus Group Discussion). The number of responden are 10 person including stakeholder, top management, and staff. To identify the changes that has occured was used Lewins Three Step Model and to identify the changes that will be done was used Kotter Eight Stage Change Process. The result shows that this family business currently in managing phase indicated by company's growth and involvement of the extended family. In order to move to the next phase (transformation phase), PT. Roda Bahari should apply change management. This change management process, require internal agent of change, who has competency, involve in day to day business, and also has strategic access to owner. Based on the identification using Kotter theory, it is known that PT. Roda Bahari should make change in organizational structure, corporate culture, and company policies toward transformation phase.Key Words: Family Business, Change Management, Company Cycle
This study aims to (1) formulate and describe the BSC strategy map under the company’s vision, mission, and strategy, (2) formulate the design of performance measurement system based on the BSC concept (3) measure the performance that has been achieved with BSC approach and analyze the results. The lag of indicators used by PP. Kecap Maja Menjangan is a net profit/loss margin and sales growth rate and a level of customer satisfaction index regarding the quality, price, and reputation of the product from the customer perspective. The internal business process is measured through revenue per cost (R/C) growth and the proportion of new product revenue to TR, while the level of employee satisfaction is measured through initiatives, risk tolerance, direction, integration, supervision, identity and motivation, and reward system as the lag indicator for learning and growth. The final score of 72,91 percent indicates the good overall performance of the company (although not optimal). The company performed well on all three non-financial perspectives marked by achievements above 75 percent. While the achievement of a financial perspective that showed below average results in this research period indicates the influence of external factors outside the analysis (such as the increase in the price of raw materials and fuel) that indirectly affect financial performance. Implementation of BSC plan on PP. Kecap Maja Menjangan could be done with the following stages: (1) Review of BSC design, (2) communicate the design and setting individual objectives, (3) strengthen the annual plan and budget, and (4) conduct monthly evaluations. The failure and success of BSC implementation should be viewed positively
Competition in the shampoo industry in Indonesia is very tight, companies must prepare a good strategy in promoting their products, one of which is by using advertisements and also a brand ambassador. This study aims to analyze the effect of advertising and brand ambassadors on purchasing decisions for Sunsilk shampoo. This study uses quantitative methods with associative research types. With the respondents being students of FEB Unpak management study program. Respondents were selected using a disproportionate stratified random sampling method with a total of 100 respondents based on the calculation of the Slovin formula. Data was collected through questionnaires and the analytical methods used were descriptive analysis, classical assumption test, multiple linear regression, hypothesis testing and coefficient of determination. The results showed that advertising had a significant effect on purchasing decisions for Sunsilk shampoo, while brand ambassadors had no significant effect on purchasing decisions. Based on the F test, advertisements and brand ambassadors simultaneously or jointly have a significant effect on purchasing decisions for Sunsilk shampoo. In addition, advertising and brand ambassadors contributed 48.9% and 51.1% contributed by other variables not examined in this study.
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