Dr. Adilla Anggraeni, B.Bus., MBA.

Dr. Adilla Anggraeni, B.Bus., MBA.

Dr. Adilla Anggraeni, B.Bus., MBA. earned her Doctor from University of Indonesia and Master Degree in Business Administration from University of Wales in 2010. Previously, she obtained her bachelor degree in marketing from Nanyang Business School, Nanyang Technological University in 2007.

She worked for American International Assurance, Singapore from 2007-2009. Besides being a full time lecturer in Marketing, Binus International Adilla is currently pursuing her doctoral degree in Marketing in University of Indonesia.

Case Document


Corporate social responsibility (CSR) departments are often involved with civil society organizations (CSOs) through partnerships in order to develop projects in the format of CSR partnership establishment. Regardless of the type of projects, contemporary CSR paradigm labels the activity as creating ‘shared value’. TAUZIA Equal Chance is a program established by TAUZIA group that is conducted through collaboration with Indonesian Street Children Organization (ISCO). This program was first aimed at provision of education for street children. The partnership has been running since 2013 and was based on a five-year contract. Under this partnership, TAUZIA Management has committed to do fundraising for a certain number of children under the ISCO foundation each year. Over the years, the number of students that they support keeps on increasing. To raise funds for this purpose, TAUZIA Management has employed several methods, including conducting a variety of fundraising events, involving and engaging its own employees as well as other stakeholders, etc. On the other hand, Marc Steinmeyer realized that it is important to ensure that the program was successful and sustainable; knowing that a 5-year program requires a significant commitment on both parties and they may lose perspective along the way. This leads to the next question: how is TAUZIA’s ‘Equal Chance’ program developed in collaboration with Indonesian Street Children Organization (ISCO) to create and sustain the kind of values for both organizations? How can both organizations leverage their partnership? What will be the next move that TAUZIA can take to expand its CSR activities?
Marketing Year 2019


The owner of Artotel group comes from the family who own the Marriott Surabaya. Wishing to expand to another market, Artotel was established with the idea of making art available to everyone. The hotel was aimed at marrying the concept of a boutique hotel decorated with art works produced by local artists, resulting in a comfortable and memorable place to stay. Artotel has undergone several changes in its strategic direction. Being an entrepreneurial company, it sees expansion to other businesses and types of accommodation as a way to survive in the turbulent environment. Artotel realizes that its main strength is its ability to have a ‘breathing brand DNA’, i. e. a brand that keeps on evolving depending on its market environment. This case will discuss the different methods that Arotel has employed to gain more market share and maintain its brand DNA.
Marketing Year 2018


Pokemon Go was launched by Niantic in 2016 and became an overnight success. In just two years, the game has managed to attract approximately 5 million active users globally (businessofapps.com, 2018), raking a total revenue of 268 million USD by August 2017. This case study depicts the game development; starting from the deal that the CEO made with Nintendo and Pokemon Inc which was considered the best deal in the history of the game. Despite its success however, Niantic was still trying hard to figure out how to stay in and ahead of the game, given the competitiveness of the industry and the shifting in gamers’ behaviours. In addition to that, Niantic also needs to start devising strategy to stay ahead of the game, given that other game developers start vying for its position in the market.  Going further, it is believed that Pokemon Go may no longer have the mass appeal which created the hype in the beginning. However, the community features that Niantic developed may allow them some development time to attract casual players. There were also some technical and non-technical related issues that happened during the early stage of the game development, leading to the question of how Niantic can bring forward its most successful game to this date.
Marketing Year 2017


Swargaloka was first established in 17th of June 1993, by Suryandoro, a graduate of ISI (Institusi Seni Indonesia/Indonesian Institute of the Arts) located in Yogyakarta. They moved to Jakarta in the late 1990s as the founders move to Jakarta for their new career. An avid dancer himself, Suryandoro first intended Swargaloka as an establishment to prepare future generation of dancers. He received full support from his family who consists of gifted artists and dancers. Suryandoro’s wife, Dewi Sulastri, is one of the world dance maestros with a beautiful voice. The mother of four has produced dozens of new dances and performances. Some of the well-known dances of her creations Srimpi Retno Utama (1989), Bondan Suko Asih (1989), Bedaya Dewi Sri (2003), Bedoyo Aji Soko (2008), Bedoyo Tri Sabdo Tunggal Indonesia (2009), and Bedoyo Merah Putih (2009). She was awarded as the first female director and dancer by Museum Rekor Indonesia (MURI) in 2008. Their son, Bathara Saverigadi Dewandoro, was also awarded a world record title as the youngest male Javanese dance choreographer in 2013.

One of his most notable creations is called “Gama Gandrung” (Perjalanan Gandrung), a dance which tells a story of gandung dance journey from Banyuwangi, Jawa Timur. “Gama Gandrung” was first performed at Gedung Kesenian Jakarta on 11th of June, 2014.

Swargaloka was first established as an answer to the needs of having an organization that promotes and cultivates the traditional culture among the young generations. Along the road, Swargaloka has gained both national and international recognition through its various performances. At first, Swargaloka was named Swargaloka Art Department. Along its journey, it became Swargaloka Foundation and PT Gita Swargaloka.

This case discusses Swargaloka’s journey from its first establishment. Despite reaching its 24th year in 2017, Swargaloka still has several issues that it needs to solve to be able to survive as a performing-art group. Its audience numbers remain stagnant, and despite attempting to collaborate with and get funding from various institutions, including the government, Suryandoro still found that the organization is still struggling to make the ends meet. This is due to the facts that conducting a performance is a costly endeavor whereas the ticket sales may not always be sufficient to cover the costs of production.

Moreover, Suryandoro also believes that packaging the performance to be more dynamic, attractive, and communicative will enable them to target the younger audiences. However, even though Swargaloka has put significant efforts to repackage a wayang orang performance, it still has not reached a significant number of audiences.

Marketing Year 2016


Tinamitra Mandiri was established in 2010 in Jakarta with the focus of sustainable development for better life. The company’s main vision is to become a leading provider of clean energy and major player in utilization of alternative energy resources as well as pioneer for sustainable community development projects. Within the past decade many private companies have acted upon this opportunity for the uprising need of natural gas, as a relatively cheaper alternative fuel compared to petrol by bringing the natural gas in other medium form, such as through CNG (Compressed Natural Gas). Tinamitra Mandiri’s CNG Businesss under the name of Tinagas is a subsidiary focusing on providing equipments and natural gas fuels. For Indonesia in particular, natural gas has become an increasingly important resource and a global commodity. As Tinamitra Mandiri plans to strengthen its foothold in Indonesia’s energy market, it will be very likely for them to keep encouraging the conversion of fuel source in the market through variety of strategies. Changes in government regulations and market condition may remain to be the most deciding factors of the success of natural gas marketing efforts in Indonesia. Given its low penetration and low infrastructure coverage, it remains to be seen as how natural gas infrastructure development can support natural gas industry in Indonesia. Nevertheless, the gas industry market remains a viable and potential business opportunity waiting to be explored.