Dr. Rini Setiowati, SE., MBA.
Rini Setiowati earned her Master Degree in Management from the Asian Institute of Management, Manila, Philippines.
She has more than 20 years of experience in the “Domain of Marketing” She started the career as a Marketing Trainee and later on as Assistant Brand Manager, Brand Manager, Marketing Service Manager, Marketing Executive, Head of Department, Group Product Manager, Industrial Sales Manager, Regional Sales Manager/Assistant Vice Manager, Vice Manager Marketing, Sales and Customer Service and Marketing Director. Most of her experience was with multi-national companies such as Unilever, Nestle Indonesia, and Nestle Malaysia. She also spent some time with TPJ and Metrosel, a wireless network company.
Her passion in teaching for many years has inspired her to transfer her years of experience into a book. Besides being a full-time lecturer and former Head of School of Marketing, Binus International Jakarta Indonesia, she also conducts in- house trainings and seminars.
Case Document
[CASE STUDY] ALLIANZ INDONESIA: LEADERSHIP TRANSFORMATION
When Jens Reisch was appointed as CEO of Allianz Life Indonesia in 2003, the company’s financial figures were far from outstanding. In the earlier years, Allianz focused on business expansion and opened branches throughout Indonesia. During that period, Allianz also attempted to build strong brand but this was a financial burden; the company reported a loss of Rp 102.86 billion in 2002. The condition was exacerbated by the financial chaos in the early 2000’s. To improve the situation, the new appointee and his team had to work extra miles for the company to earn profits.
Considering the company’s difficulties, Jens had to engage in a major transformation, first by changing the marketing process from the branch system to the agency system, to the extent that he had to shut down most of Allianz branches in Indonesia and lay off hundreds of employees. That was the toughest decision he and the management team faced during that period. In addition, Jens had to improve employee productivity during the crisis period through the enhancements in motivation, morale, commitment, and trust.
[CASE STUDY] GARUDA INDONESIA: WINNING CUSTOMER'S HEART THROUGH GARUDA INDONESIA EXPERIENCE
March 2005, it had never been easy for Emirsyah Satar as he appointed as the CEO of Garuda Indonesia when the company’s total debt reached up to US$845 million with a negative cash flow, with only 60% load factor level, and on time performance (OTP) away below the standard of 85%. In order to achieve the Quantum Leap 2011-2015, the transformation is highly needed. The things are more complicated when several Indonesia NGOs, such as Kontras and Jaringan Komunitas Aktivis HAM (Network of Human Rights Activists) forced Garuda Indonesia to unravel the case of Munir, Indonesian human right activist who was killed in the Garuda plane during the flight from Jakarta to Amsterdam. At that time, the fate of Garuda Indonesia as Indonesia’s Flag Carries was still unclear, and the road to be a reputable airline seemed long and endless, will Emir able to gain the trust back from the customer and develop the service of Garuda Indonesia by offering new experience to the customers?