Aryo Bismo , SE, MM.

Aryo Bismo , SE, MM.

Aryo Bismo, SE, MM. earned her Master Degree in Management from BINUS Business School, Jakarta, Indonesia. He has experience in the “Marketing and Research” He started the career as a Research Assistant, Research Executive and Faculty Member. Most of his experience was with Research Company and University. His passion in teaching for years has inspired him to transfer experience into a case study and research for educational Material that aligned with his job as a full time lecturer at BINUS University.

Case Document

[CASE STUDY] ONLINE BASED APPLICATION VS CONVENTIONAL LOGISTIC COMPANY: A CASE OF JNE AND GO-SEND

2018 is undoubtedly the peak of the digital era and it will keep growing in the decade to come. Living in the digital era means everything must be done simply, quickly and preferably online. That is why e-commerce industry has been growing significantly and in Indonesia it shows 17% growth in e-commerce industry in the last 10 years. The growth of e-commerce creates opportunity and challenge at the same time for other companies to innovate their services to meet the market’s demand and logistic companies are one of them. JNE has been one of the biggest player in logistic industry whose 16 million packages were delivered in 2018 alone, and 60-70% of them are from e-commerce. Mohamad Feriadi, the President Director of JNE, stated that the logistic and distribution industries are expected to keep growing as the consumer’s consumption continues.   However, JNE is not the only one player in this growing market. There have been other companies who entered the market with different approaches and offerings. 2017 marked the start of Go-Send Same Day Delivery who offers delivery service right to the front door in the count of multiple hours on the same day. Up to now, there are approximately 200.000 sellers who have used the Go-Send service through e-commerce platform and this trend keeps increasing each month. Beside Go-Send, there are other players in logistic industry that can be considered as competitor, such as Grab Express, J&T Express, even the new player PAXEL has been jumped to this business. This seems to be a challenge for JNE itself, whether it is able to adapt with the new digital era and to cope with the competition within logistic industry in Indonesia.
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[CASE STUDY] TRAVELOKA – DISTRUPTIVE INNOVATION

[CASE STUDY] CONWOOD HOUSE IN 7 DAYS: DISRUPTIVE BUSINESS MODEL

The competition in the construction material industry is growing rapidly. More and more innovation is being applied in all area in the industry where incremental improvement is no longer an advantage but an essential to survival. Looking at this landscape, where disruption can happen anytime, Conwood Indonesia decided to disrupt themselves by taking an action to leap frog the competition by diminishing the top two most constraints in the building and construction industry: time and working capital.

Following its successful entry into the segment of premium wood using environmentally friendly materials, Derek, the incoming President Director of Conwood Indonesia, faced with the inevitable truth. The market faced structural problem with overcapacity and the influx by import produces. Situation predicted to continue to worsen with new capacity continue to enter the market from new local producers and from tax free imports. Conwood Team decided to capitalize on the unique strength of its technology, unmet demand for affordable housing and the limitation facing the Indonesia construction market. In July 2016, Conwood started to transform itself from a purely manufacturing company into Innovation driven company.  With limited resources, how can Derek and his team, within 3 months, act quickly to solve the problems with new innovation while concurrently unravel the issues raised from the innovation itself?

[CASE STUDY] PT TOKOPEDIA: WHEN A LEADERSHIP TAKES A LEAD

On August 17, 2009, William Tanuwijaya and Leontinus Alpha Edison two close friend that worked together to achieve their dream, officially launched the first online platform shop called Tokopedia. Tokopedia held an icon of green owl with big eyes, the owl was the symbol of wisdom and had a great vision into every direction. It means that Tokopedia had holistic point of view for their business start from the company itself, the buyers and the sellers.

At that time, Internet was  forecasted to be the new era of commerce since its inception in the beginning of 2000.  Internet development in Indonesia continues to increase in 2013 (Exhibit 1), there were 74.6 million Internet users in Indonesia (the highest in Southeast Asia), a rising up 22 percent from a year earlier. This figure is expected to exceed 100 million in 2015 (Marketeers, 2014). ebay, Amazon, Alibaba were the e-commerce company that already stable worldwide while in Indonesia the online shop was a new things. The current Internet-based commercial transaction (e-commerce) is an essential element in the business life. With the number of internet users that is about 30% of the total population of Indonesia, Indonesian e-commerce market has a high potential in the future.

Eight years later, Tokopedia was known as the biggest e-commerce platform in Indonesia with thousands of tenants or retails and Tokopedia announced funding of US$100 million from SoftBank and Seqouia Capital (techinasia.com, 2014). The two founders, William and Leon were known as the former electronic entrepreneurs that went beyond their time. This case study explores or explains the factors that made Tokopedia big as we know today . This case study focuses on five entrepreneurial mindset such as creativitiy, collaboration, direction, coordination and delegation that the two founders did along with the growth of Tokopedia.