In October 2013, several young people who were passionate about culinary business agreed to set up a restaurant called "Nasi Goreng Mafia". The four young people are Danis Puntoadi, Stefi Kurniadi, Sarita Sutedja and Rex Marindo. With only Rp. 100 million, Rex and his colleagues sacrificed their marketing consulting business and swerved to sell fried rice. However, Rex’s path in the culinary field was not smooth. In the first months, the turnover that he has only hundreds of thousands of rupiah. Amidst the turmoil, Rex and his team decided to survive whatever obstacles they would encounter. For that reason, to achieve the company's mission to become a local food chain that is able to bring consumer happiness through the experience of eating food in every outlet, Rex and the team decided to update their culinary concept. To support the idea, Rex observed and explored various regions in Indonesia. From here, Rex and his team developed the idea of running a culinary business while raising local culinary selling value, this is when Warunk UpNormal exist.

When Hasnul Suhaimi became CEO of XL Axiata in September 2006, he initiated dramatic changes to raise the company’s rank and revenue. After over a decade of XL always ranking third in Indonesia’s cellular provider industry and a market share of less than 15 percent, Suhaimi’s strategy not only influenced the telecom industry to the benefit of consumers all over Indonesia, he also moved XL Axiata to second place and increased its market share to more than 20 percent.

To achieve this, Suhaimi had to change the business strategy from high-price, low-volume to low-price, high-volume. To execute the strategy, he had to change the company culture, as well as its people management practices. The results affected the nation’s telecommunication industry: prices plummeted, competition increased, and consumer spending increased.

The challenge in this case study is to define a strategy in order to sustain in a static market where competition used similar strategies on the same targets.

 

WIKA started the business from electrical and pipe-installation for houses and buildings, they realized that WIKA would not become a big-corporate if only relied on electrical-business. Now, WIKA’s projects are various from high-rise building, fly-over, toll-road, railway until solar water heater (SWH) and LPG tank. Also WIKA becomes a producer of automotive-component. This was different with other State – Owned Company which usually avoid diversifying from its core-business. The latest diversification was entering the Engineering Procurement Construction (EPC) – business where they believed this would be a future business for WIKA, after preliminary study in 2002, the management decided to enter this high-technology business.

The company plans to acquire toll-road operators as well as engineering consultancy company WIKA claims it has built approximately 30.0% of government-owned 10,000-MW power plant projects. The company plans to acquire a 70.0% stake of PT Catur Insan Pertiwi (CIP), a mechanical engineering and engineering consultancy company specializing in power plants. Going forward, WIKA also plans to acquire toll-road operators and mining contractors, apart from its plan to enter international market. It looks very busy of diversification. What strategies will be implemented to reach the goals? What opportunities and challenges will be experienced by WIKA after diversifying its business? How best could WIKA execute its diversification strategy?

Sabdo Trihidayat, General Manager of Consumer Funds and Financial Services Division (DJK-Division) also known as Pak Dody at BNI, as one of Consumer Business Unit after the change of corporate organization structure into the SBU-BU model in 2004 that forced each Business Unit to race with other business units in increasing its performance and compete with rivals as stated on the vision and mission. Before the change of BNI’s organizational structure, there was an Internet-Banking team had created the blueprint of the project and had to postpone as consideration in avoiding the unwanted conflict impact while the IT-Division was implementing the core-banking project in 2005.

In looking forward, to increase market penetration, product development of BNI TAPLUS had been enhanced with a communications marketing program for both above and below the line, to sharpen awareness while communicating advantages on product features and services, stressing their consistency and security. Following market development and technology advances, innovate e-channel products and features (both financial and non-financial) should had been integrated into BNI Internet-Banking. BNI had completed its four e-channel services: ATM since 1990, Phone-Banking since February 1998, M-Banking since 2002, and the SMS-Banking launched on April 4^th, 2006. Sabdo Trihidayat faced the situation whether he had to take BNI on Internet-Banking in case of completing the five e-channels and decided whether it was the right time to bring BNI go Internet-Banking and implement the project right after the launched of BNI SMS-Banking?

In the airline industry, quality, cost, delivery, and flexibility were often mentioned as the key success factors that should be acquired by every company. Up to 2007 the competition within the airline industry became very severe. Therefore, it was crucial that every company should choose the right strategy to fit with the market condition.

Garuda as one of full services airline companies saw that the industry situation had been changed compared to the previous years. Competitive pressure made the Garuda’s management revise their strategy that had been executed for years. The effectiveness of the strategy execution had emerged as the main issue.

On the other hand, Lion Air as a new entrant in the industry saw that the crisis occurred in Indonesia gave them a new opportunity to grab the price sensitive segment. Lion Air’s management at the same time considered to improve their strategy to increase their market share.